Sherrill
& Co. |
|
...
Construction Program Management & Architecture |
|
|
Practice
and Principles of
Project
Partnering
|
|
|
Summarizing a
conversation of 05Feb99 with Howard Bruce (GSA), Steve Farrington (GSA),
Norma Barr, PhD. written by: Carl Sherrill, 20Feb99; ver 1.2
|
Introduction
|
|
All of us have different individual
and personal reactions when we hear the word "leadership." Such
reactions are influenced by our previous experiences � both good and bad.
Regardless of our reactions, we should keep an open mind and open ears to how
others are developing good experiences when working with other people for a
common, expressed goal. Such awareness goes beyond the construction industry.
|
|
|
Information sources on such good experiences can be readily available, while
others may be more obscure. For example, (but not to be overly dramatic) the
Feb 15 �99, TIME Magazine ran a cover story on Robert Rubin, Alan Greenspan,
and Larry Summers and how they go about managing (and LEADING) the Federal
Reserve System to maintain our very long period of national economic growth.
They displayed a key characteristic and we shared such a characteristic with
them for this construction project. That is "with analytical people,
self-esteem relies on the analysis and not on the conclusions". TIME goes
on to say, "That must be it. The three men have a mania for analysis that
has bred a rigorous, unique intellectual honesty."
|
|
|
In retrospect, we used similar tools on this project. Leadership
and management requires working with people, and those people will
encounter problems of one sort or another. Regardless of the problem or the
individual (s),
we undertook an analysis of that situation with input from the effected
individuals and in most cases, found a solution based upon the facts related
to the problem, independent of the emotional status of those involved. We
believe the guys in the field really appreciated the direct and timely
discussion of their situation (s) and our response to the unexpected field
condition (s).
|
1.0 ... Project management
principles for use by anyone in the public OR private sector with desire to
achieve good results.
|
|
Outstanding project management is the foundation to successful management of
the larger organization. There are various definitions of a "project."
One that makes the most sense describes a project as a unique, customized work
effort performed by specific individuals during a specified time period with a
defined budget. The construction and entertainment industries readily come to
mind when we think of project work. We�ve built buildings for thousands of
years and we have been entertaining each other for just about as long. In the
US, in the 1990�s we�re no longer accepting "standardized" (i.e.
one type for all) products that we�ve accepted since the end of World War II.
In
industry after industry and on a global scale, industry is now customizing
"special-run products" to appeal to different market segments. Thus,
the essentials of project management we develop in construction can be applied
to many other industries.
|
2.0 ... Our case is drawn from
experience on a GSA Region 8 construction project.
|
|
We believe the good techniques employed here can be modified
and applied to
ANY OTHER type of project. This project fell under the larger
"umbrella" of GSA�s re-invention laboratory; thus we encouraged
techniques that we believed would minimize problems as experienced on other GSA
projects.
|
|
|
GSA Region 8 is taking "re-invention" very seriously. On 18 Feb 99,
in an afternoon seminar titled, "Doing Business in Colorado" sponsored
by the AIA / Colorado, AGC of Colorado & ACEC of Colorado, along with Hall
& Evans (a Denver law firm), two of the specific topics were
"Partnering" (by FMI) and "Doing Business with the
Government" (by Hall & Evans).
|
|
|
The speakers relayed many concepts as conveyed to them by GSA, who in turn
cited our Partnering work and project management techniques as employed on the
National Water Quality Laboratory. Some of the topics they relayed to that
audience included but were not limited to:
|
2.a �
|
|
Provision of a value added service.
|
2.b �
|
|
Small companies can successfully team with
larger companies to enhance project delivery.
|
2.c �
|
|
GSA can consider proposals that clearly offer
"best value" as determined by the contract officer.
|
2.d �
|
|
Price of professional / management service is
not the leading factor in selecting a proposal.
|
2.e �
|
|
"GSA is NO LONGER your father�s
Oldsmobile"
|
2.f
�
|
|
Past performance on GSA projects is a
significant factor (varying from 10% to 51%) in selecting professional services.
|
|
|
|
|
|
Pro-active planning
and budgeting for future
"conflict resolution services" are recognized as part of the proposal.
|
3.0 ... Insanity is doing the
same thing over and over and over and expecting a different result.
|
|
Undertaking any construction project inherently requires CHANGE � this
requires a corresponding change in the "status quo." Projects are
"living," dynamic & constantly changing. Thus, if techniques on
previous projects have not provided the desires benefit, CHANGE techniques!
|
|
|
Keeping up to speed with the daily (and sometimes hourly) changes on a
project provides extremely valuable information to anticipate delays or other
impediments to project momentum. The workers provide continual field service and
just like on a factory production line if there is an immediate problem,
progress for the whole day is affected.
|
4.0 ... Basic project
management components: leadership, people, service, teamwork.
|
|
Our CM effort was provided by the following (w/ their respective unique /
individual experiences): Steve Farrington / Howard Bruce (GSA), Carl Sherrill, Henry
Ong |
5.0 ... Competent Decision
Making - project management means CUSTOMER SERVICE.
|
|
Who is your REAL customer? Competent project management also inherently
REQUIRES timely and competent decision making with cost and / or benefits to
/ from any project participant. ANY type of major and/ or minor decision will
need to be made typically with VERY short notice to resolve the unanticipated /
unexpected problem (s). The competent response (or resolution) to such
unanticipated problems will be a significant part of maintaining the successful
momentum required for a successful project.
|
6.0 ... Productive
Project Management
Guidelines.
Outline effective project dynamics that worked for us.
|
|
$$ costs - risks - benefits
Meyers-Briggs
evaluation
as background to better understanding of co-workers
Competence expected to fulfill "roles
and functions" no reliance
on "chain of command."
Those who deserve trust have typically earned it (those who earn it are given
a chance).
Competence can be found in most people regardless of organizational position.
|
6.1 ...
Leadership is a dynamic art.
|
|
Leadership is a natural blend of individual, personal skills
and qualities
balanced by learned skills for productive interaction with others. It�s a
spiritual combination of individual "art and intuition" combined
with learned "scientific skills." It�s relevant for the experienced
who maintain a better sense of depth and perspective, who rise above special
interests for a more assertive and accurate holistic vision. Outstanding
leaders must see the separate parts and make competent decisions for a
compete, finished whole.
|
|
|
They say that anyone with a sense of humor can learn to be a comedian; while
for some, such learning may take more time than others. Why not apply that same
spirit to leadership. With a reasonable personality and desire to get along with
others, and with desire to accomplish something unique, then leadership skills are
essential to your accomplishments. Personally, I feel it�s easier to be a
leader than a follower, but there are times when I must be a follower for the
benefit of the project.
|
|
|
The successful leader must show "something" demonstrating value.
The era of a "symbolic leader" without tangible benefit is long gone.
Leaders who understand the underlying order of how real people do real work in
the real world WILL be better able to quickly illustrate benefits.
|
|
|
Everyone employs leadership skills in different ways on different scales and
at different times. Some politicians employ leadership on a national scale in
four-year increments; three guys sweeping a floor have a combined leadership
style that may last an hour. Each of us has an opportunity to continually
improve our leadership skill when we allow ourselves to practice and practice
and practice a little more. |
6.2 ...
Why is leadership essential to project management?
|
|
Leadership is dynamic creativity; like a project, it�s not static. If we
compare project leadership to other activities having a unique, one-time
outcome, like preparing good food, making music, or creating art to touch the
soul of the beholder, why not consider leadership as a personal expression that
provides satisfaction and provides a beneficial influence upon the actions of
others for the ultimate success of the project. Leadership is a mature set of
work skills allowing good people to do good things. Most project participants
perform a specific part of a project, while multiple levels of coordination are
constantly needed. |
|
|
Most people on a project WANT to do a good job, take pride in their
work
and
provide for the important people in their lives. This sets the stage for
project leadership with comprehensive general skills that complements and
supplements other management already present on the project. Essential to
overall leadership is REALLY listening to those who make comments, counseling
those who may express problems, and coaching those needing of direction. This
also required knowing what to listen for.
|
6.3 ...
How do we provide competent leadership?
|
|
Fundamental to all of this is competent decision-making
and acting
as
quickly
as the situation requires to solve unexpected problems. Mostly, quick decisions
are better than late ones. Getting the information required for a competent
decision requires input from our own personal experience or directly from the
effected individuals. Flexibility is necessary when working with the different
personalities (either in a group or one-on-one) to provide necessary problem
analysis and testing of various options.
|
|
|
This world is not perfect. I�ve found that by talking with a genuine sense
of "fact finding," independent of emotion, honest, direct and impartial, good things happen. When you�re leading individuals who are
empowered to make their respective decisions and can accomplish the tasks and
can overcome specific difficulties, then leadership is synergistic and positive. |
|
|
On the other hand, we all have an inner radar providing us with a sense of
truth and accuracy. When an individual should have responsibility for a specific
activity and that individual is constantly being "second guessed," or is not able to accomplish the task, or has not been "granted"
authority, then even the best leadership is moot. Responsibility and authority
MUST be combined to accomplish real things. |
|
|
When we realize that some individuals may have a better technique for a
specific task, then we are in a position of empowered leadership that encourages
people to accomplish something significant in spite of the other difficulties prohibiting performance. |
|
|
When we sense others are
here only to take undue advantage of others or credit for activities
they don't achieve (or undue blame for actions they don't undertake),
then leadership has a credibility problem. Without two-way
credibility, honesty, and trust, the corresponding leadership will not
be effective and the project (or organization) shall suffer.
|
|
|
As Gandhi said: "One man can not do right in one department of life
while he is occupied in doing wrong in another department; life (with work) is
one indistinguishable whole." |
|
|
|
7.0 ... Think
|
|
In any given situation,
gain
an
understanding of "intent" in
lieu of blindly following "by the book micro-management."
Develop your "natural skills" AND recognize that ANY new
skill
(s)
can be learned. For resolving any problem, start with basic analysis: who, what, when, where,
why, how, how much, and how long
|
8.0 ... Assumptions for our
managerial framework:
|
|
Project need
"Get it done"
Safety
Self-imposed limitations
Follow the statutes
|
9.0 ... Illustrative Principles:
|
|
Raft trip as prototype of small groups working towards common goal (Shared
mission)
Individual vs. group
accomplishments
(s)
Required cooperation (regardless of formal organizational title!)
Continual value engineering
|
10.0 ... Requests for
Information (RFIs)
|
|
Other significant project performance issues that
are
typically beyond the
contractors direct control, but heavily influences job site performance, revolve
around RFIs. RFI�s are inherently controversial and, on other projects, have
been subject to abuse. During our final Partnering workshop we did not undertake
an analysis nor discussion of the RFI process as developed on this job. However,
we believe our handling RFIs was a significant factor in maintaining positive
momentum. |
|
|
As we progressed on the project , we
adopted
the technique to clarify
contract documents, to confirm direction, or to answer most questions and issues via the RFI process. Such response would include text or graphic
responses. Text responses were entered into the BDI computer database for ease
of later searching and distribution. "Small" sketches were produced
on "faxable" paper for easy distribution & referenced in the text
response. As of 15 Feb 99, we handled 678 RFIs. (Some early project estimates
were predicting up to 2000 RFIs.) |
|
|
Performance measurements of the RFI process are approximate, however, during
HOK�s heavy involvement on the first 200 project RFIs, the average response
time was 4.39 calendar days. For RFIs 200 thru 678, (without HOK involvement)
the response time was lowered to about 2.2 calendar days. Of 678 total RFIs, 423
(62%) were answered either on the day the RFI was submitted or the day after
submittal. |
11.0 ... Contemporary leadership
references to supplement personal & professional experience:
|
|
What It Takes to be a Leader, Harvard Business Review © 1981; Inc. Magazine
(each monthly issue had relevant articles on small business); "The Inner
Game of Tennis" Gwathmey; The many works of Steven R. Covey; The many works
of Tom Peters |