Partnering Magazine November/December 2015

year in reviewTools to take you to the next level of partnering

page 6IPI’s Committees

Advance the Industry

INSIDE:page 14

Sponsors’ Role in a Strategic

Alliance

Issue 6November/December 2015

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W o r l d - C l a s s I n n o v a t o r s . L a n d m a r k B u i l d i n g s .

I n s p i r i n g Pe r f o r m a n c e .

Delivering dynamic projects through innovation and collaboration.

www.partneringinstitute.org November/December 2015 Partnering Magazine 3

IN THIS ISSUE

4Executive Director’s ReportA vision of a consistently collaborative culture

16In the NewsIPI welcomes Assistant Director of Member Development

18CEO’s MessageIPI Members are the key to our success

CONTENTS

FeaturesNovember/December 2015 Partnering Year in Review

Committee HighlightsIPI’s Committees—advancing

Partnering in the industry

6

Facilitator’s CornerPreparing sponsors for their

roles in a Strategic Alliance

14

The Road to Partnering SuccessFollow the path to a collaborative

construction prgram—IPI offers

tools for each step of the way

10

Cover photo courtesy of San Francisco International Airport and Turner Construction Company

INTERNATIONAL PARTNERING INSTITUTEIPI is a non-profit 501(c) 3 charitable organization that is funded by our members and supporters who wish to change the culture of construction from combative to collaborative.

Phone: (925) 447-9100

BOARD OF ADVISORSLarry Anderson, Anderson PartneringPierre Bigras, PG&E Roddy Boggus, Parsons BrinckerhoffPat Crosby, The Crosby GroupPete Davos, DeSilva Gates ConstructionLarry Eisenberg, Ovus Partners 360Steve Francis, C.C. Myers, Inc.Rachel Falsetti, CaltransMichael Ghilotti, Ghilotti Bros, Inc.Richard Grabinski, Flatiron West, Inc.Randy Iwasaki, Contra Costa Trans. AuthorityJeanne Kuttel, CA Dept. of Water ResourcesMark Leja, Mark Leja ConsultingJohn Martin, San Francisco International AirportPete Matheson, Granite Construction Geoff Neumayr, San Francisco International AirportJim Pappas, Hensel Phelps Construction Co.Zigmund Rubel, AditazzIvar Satero, San Francisco International AirportStuart Seiden, County of FresnoThomas Taylor, Webcor BuildersDavid Thorman, CA Div. of the State Architect, Ret.John Thorsson, NCC Construction Sverige ABLen Vetrone, Skanska USA Building

EXECUTIVE DIRECTORRob Reaugh, MDR

ASSISTANT DIRECTOR OF OPERATIONSDana Paz

ASSISTANT DIRECTOR OF MEMBER DEVELOPMENTJoe Hu

FOUNDER & CEOSue Dyer, MBA, MIPI, MDRF

EDITORIAL OFFICE: SUBSCRIPTIONS/INFORMATIONInternational Partnering Institute 291 McLeod StreetLivermore, CA 94559Phone: (925) 447-9100 Email: [email protected]

DESIGN/CREATIVEMichelle Vejby Email: [email protected]

COPYRIGHTPartnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Six bi-monthly issues are published annually. Contents copyright 2014 International Partnering Institute, all rights reserved. Subscription rates for non-members, $75 for six electronic issues. Hard copy issues are available only to IPI members. Additional member subscriptions are $75 each for six issues. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.

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lps.c

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W o r l d - C l a s s I n n o v a t o r s . L a n d m a r k B u i l d i n g s .

I n s p i r i n g Pe r f o r m a n c e .

Delivering dynamic projects through innovation and collaboration.

4 Partnering Magazine November/December 2015 www.partneringinstitute.org

Now that we have begun filling our members’ “Tool Box”

with important Partnering Tools, our vision is to continue to

promote structured Collaborative Partnering in new sectors

and to focus the movement upstream. Since IPI’s launch as

a charitable organization in 2009 we have been largely a

grassroots effort, working with individual owner’s organizations

one-by-one. Moving forward, we’ll deepen our penetration in

specific sectors, such as the water and wastewater industry,

education and in the private sector, while also broadening our

reach through strategic partnerships with funders and aligned

organizations.

We are also looking to install Partnering requirements

upstream where the funders sit. From projects and programs,

we all understand that collaboration and structured partnering

leads to money better spent by owners. We believe that

guidance and a set of requirements for projects seeking federal

funding could help us penetrate more key markets, improve

the delivery of projects across the United States and provide a

model for publicly funded projects worldwide.

Remember, together we are able to do more. Give IPI a call

at (925) 447-9100. We are here to support your Partnering

efforts—whether you would like to introduce a new owner or

team member to Partnering, improve internal alignment with

your strategic partners, or you need to promote collaboration

in your sector. And, when you are choosing the organizations

you work with on a daily basis, remember to pick IPI First!

This 2015 year has been one of incredible growth and

Partnership for the International Partnering Institute!

We had a record-setting year in terms of IPI Award

Ceremony applications, sponsorships, and attendance, and

honored 6 agencies for launching Partnering Programs. Our

Membership has grown by 25%. We have focused on growing

partnering in aviation, water, education and other sectors of

the construction industry and have begun collaborating with

other Construction Associations to improve the exposure and

footprint of structured Collaborative Partnering worldwide.

Our organization’s metric for success is the adoption of

partnering by new owners and we have been successful in this

pursuit as well. In 2015, IPI Members supported the adoption

of the IPI Partnering Model by more than 10 new owner

organizations.

This year is also marked by more Owner’s Tools in

the Toolbox produced by IPI’s Committees (p. 6-7). IPI

published Michigan State University’s Meta-Analysis of 30

years of Partnering research, funded research focused on

communication by high functioning teams; published a new

White Paper focused on how to adopt Partnering for public

entities; and published a 30-page Owner’s Guide on how

to launch a Partnering Steering Committee. Our Vertical

Committee developed sample Partnering legislation and our

Aviation Committee published sample specifications and a

Matrix for delivering Airport Projects.

EXECUTIVE DIRECTOR’S

REPORT

Rob Reaugh, MDR, IPI Executive Director

A Vision ofCollaboration

usa.skanska.com

Collaboration. Innovation. Sustainability.Partnering to build a better future for our customers and communities.

James B. Hunt Library, North Carolina State University

George Bush Intercontinental Airport, Terminal B Redevelopment, Houston TX

2013 NAIOP Community Enhancement Day, Seattle, WA

Gold Line Bridge, Arcadia, CA


Committee Highlights from 2015

In its first year the Horizontal Committee developed Horizontal

Construction Partnering Specifications and designed a 4-level

Matrix. In 2013, the Committee launched the IPI Owner

Mentor’s Program, where facility owners can connect with

leaders from other agencies to seek guidance on launching

and sustaining a Collaborative Partnering Program. In 2014,

the committee launched the IPI Success Stories program,

which helps share best practices from outstanding projects in

the transportation sector. In 2015, the Committee has helped

develop a Guide for Facilitator Standards.

Aviation Committee

Launched: October, 2014

Chairs: Geoff Neumayr, Deputy Director, D&C

San Francisco International Airport

Roddy Boggus, Senior Vice President Aviation

Leader, Parsons Brinckerhoff

Composition: Owner representatives from airports

throughout the U.S.; and contractors, CM’s,

consultants and designers involved in airport

construction projects.

The Aviation Committee has facilitated opportunities for

IPI to speak at national conferences and events to promote

Partnering, achieving a great degree of penetration within the

industry in a short amount of time. The Aviation Committee

has produced a Partnering Matrix for the Aviation industry,

and an All in One Partnering Specification. The committee is

currently working on Strategic Partnerships with key funders

in the industry and making Partnering the norm for aviation

projects.

Vertical Committee

Launched: November, 2011

Chair: Larry Eisenberg of Ovus Partners 360

Composition: Private and public sector owner agencies;

and designers, contractors, and construction

managers from industry leading

organizations that build schools, high-rises

and other facilities.

This group conceived and developed the first set of IPI

Partnering Specifications; the IPI Vertical Matrix, which

outlines how Partnering should be scaled; and has developed

sample legislative language for public entities to adopt

Partnering. In January of 2015, this committee completed the

White Paper, “Are You Paying Too Much for Your Construction?

Four Methods for Adopting Collaborative Partnering for Public

Entities”, focused on how a variety of public agencies have

adopted construction partnering in order to improve project

outcomes.

Horizontal Committee

Launched: April, 2012

Chairs: Pete Davos, Vice President, DeSilva Gates

Construction

Mark Leja, Mark Leja Consulting

Composition: Owner agencies and heavy civil and

transportation contractors, CM’s and

designers that are involved primarily in

horizontal construction.

COMMITTEESPOTLIGHT

IPI Committees are the heart of IPI. They take our members’

collective Partnering experience and wisdom and transform

lessons learned and best practices into tools and resources that

can be shared throughout the Partnering movement. IPI Committees

are made up of representatives from owner agencies, contractors,

CM’s, designers, facilitators, and other construction organizations, who

share insights into Partnering.

IPI is grateful to have the thought-leaders of the Partnering movement

so actively engaged in our mission to change the culture of construction

from combative to collaborative! Thank you IPI Committee Members for

your generous contributions of time and effort!


Awards CommitteeLaunched: April, 2010

Chairs: Larry Eisenberg, Ovus Partners 360

David Thorman, CA Division of the State

Architect (Ret.)

Composition: IPI members across various subsets of the

industry with objective insights into what

makes a truly successful Partnered Project.

Every year, IPI receives many applications for the IPI Partnered

Project of the Year Awards, and our volunteer judges do an

outstanding job judging, ranking, and providing feedback on

every single project. The Committee developed two Categories

of Awards—Industry Level Awards (focused on Organizations

and Individuals who are making a difference for Collaborative

Partnering) and the John L. Martin Partnered Projects of the Year,

for teams that have used Collaborative Partnering on a project

completed in the preceding year.

Facilitator Professional Emphasis Group (PEG)

Launched: October, 2012

Chairs: Sue Dyer, MIPI, President of OrgMetrics LLC

Jim Eisenhart, MIPI, President of Ventura

Consulting Group

Composition: Professional partnering facilitators from

across the U.S., Canada and Sweden

The PEG has made essential contributions to IPI and to

the Partnering movement with the development of the IPI

Facilitator Code of Ethics and the three-tiered (IPI, SIPI and

MIPI) Professional Partnering Facilitator Certification. This year

the PEG has helped draft the IPI Owners’ Guide to Facilitator

Standards and IPI Facilitator Evaluations, which Owners and

project teams can use to ensure that their partnered projects

see maximum benefits and continuous improvement in their

Partnering Program.

Research Committee

Launched: January, 2012

Academic

Sponsor: Sinem Mollaoglu (Korkmaz), Michigan State

University

This committee is focused on designing original research,

identifying existing research, and seeking new data related to

Partnering. In 2012, the Committee started a library of research

papers and has collected more than 40 academic papers and

DOT studies related to Partnering into an FTP site. In 2013, IPI

commissioned its first series of Partnering Research studies

to be conducted by Michigan State University. The first study,

published in June 2014 was “An Inquiry to Move Under-Utilized

Best Practice Forward: Barriers to Partnering in the AEC

Sector.” In 2015, the Committee produced “A Meta-Analytic

Synthesis of Partnering Literature in the AEC Industry.”

International Committee

Launched: December, 2015

Chairs: John Thorsson, Partnering Manager,

NCC Construction, Sweden

Zigmund Rubel, Chief of Building

Sciences, Aditazz

Composition: IPI Members with insights on International

Partnering models and efforts.

The International Committee will explore ways to bridge

Partnering efforts in the US with those in other countries,

learning from other models and aligning the IPI model

with the worldwide Partnering movement. There will be

great opportunities for research, product development and

international alliances, all of which will be instrumental in our

efforts to further IPI’s mission.


The Path toPARTNERING

PARTNERING–YEAR IN REVIEW

SUCCESS

IN 2015, IPI’S

PRIMARY OBJECTIVE

HAS BEEN TO SUPPORT

MORE OWNERS IN THE

ADOPTION OF COLLABORATIVE

PARTNERING ON PROJECTS. AS PART OF

THE PROCESS, WE HELP MEMBERS IDENTIFY

WHERE THEY ARE ON THE PARTNERING PATH AND

PROVIDE THEM WITH THE TOOLS NECESSARY TO TAKE

THE NEXT STEP. FOR OWNER’S, THESE TOOLS DEMYSTIFY THE

PARTNERING PROCESS AND ALLOW PROGRAMS TO BORROW FROM

OTHERS, RATHER THAN REINVENT THE WHEEL.

IPI has the tools to take you to the next Partnering level



IPI also has a list of Owner-Mentors who have been down this path and who are happy to share their experiences with you. This is a great resource for members who are deciding to partner.

GETTING STARTED: Foundational Tools—The Matrix and the Spec

To start Partnering, Owners pick a project or two to pilot the process. When they do, the Partnering Matrix and the Specifications are the first documents they utilize. IPI’s Committees have developed Matrices and Specs for Vertical Construction (high-rises, schools, hospitals, etc.), Horizontal Construction (highways, transit, gas transmission, water), and Aviation Construction (terminals, runways, etc.). Each sector-specific Matrix helps to plan how you will partner each project based on its complexity and requirements, to ensure that EVERY project will be successful.

In the Matrix, each level of Partnering corresponds to a Specification (Spec). For example, the Level 1 Spec is for less risky projects, while Level 4 and 5 Specs are for highly complex projects. The Spec outlines how Partnering will be implemented on projects, including the Issue Resolution Process, how frequently the team will meet and be measured, the required and recommended goals, and how

The Path toPARTNERING

DECIDING TO PARTNER: The IPI Meta-Analysis and IPI Owner Mentors

In partnership with MSU, in 2015 IPI funded a Meta-Analysis that encompasses all construction partnering research over the past 30 years. A Partnered Project Delivery Framework (PPDF) emerged, which diagrams the Collaborative Partnering structure and the elements needed for optimal results, starting with owner readiness. Using the PPDF as a point of reference, you can diagnose whether (as an owner) you are ready to use Partnering or not. Then, you can identify tools you may need to support your partnering program, based on where you are.

These tools are vital, but are not just intended

for Owners. If you are a Contractor or Designer, these tools help you to sell the partnering process to your

clients, and teach you the emerging best practices. All of our tools have been developed based on our members experiences garnered over thousands of projects, and are available on the IPI Owner’s Toolbox Page (http://partneringinstitute.org/owners-toolbox/).

As an Owner, how can you identify where your organization is on the Partnering Path? What tools are available? How can you select the right one for your current needs? And what is IPI working on to complete the Tool Box?


Continued on next page


PARTNERING–YEAR IN REVIEW

to budget and pay for the Partnering process. In the words of IPI Board of Advisor Member Geoff Neumayr, “The Partnering Spec outlines the commercial terms and the investment required by the designer and construction teams…now the project team can go build the job as it is intended.”

When using the Matrix and adopting the Spec you are implementing 5 key Best Practices: 1. Follow through with Partnering—culture cannot change with

one kick-off meeting, so follow up frequently based on the size and complexity of the project.

2. Scale your Partnering—a $20M highway project has 4-5 subcontractors, while a $20M school project likely has 30 or more. Scale partnering to match the complexity of your project.

3. For Projects larger than $10M (Level 2), hire a professional, neutral partnering facilitator. In construction, our relationships tend to be adversarial and the neutral helps balance the power.

4. Engage your stakeholders—often times our customers, funders, and internal departments do not have a contractual tie to the project, but can make our experience great, or make it miserable. Invite them to Partnering so they become part of your team.

5. The Owner MUST REQUIRE PARTNERING in order for collaboration to become the standard on projects. When Partnering is “OPTIONAL,” teams tend to “OPT OUT.”

EDUCATING YOUR TEAM: Collaborative Partnering Orientation and Project Specific Trainings

IPI members have learned that Training is essential so teams can make Partnering work. The Collaborative Partnering Orientation Training provides attendees with an understanding of the Collaborative Partnering process, which can be applied on any construction project. The course teaches attendees how the Partnering process can help deliver outstanding project outcomes for all parties, and demonstrates what owners implementing Partnering expect out of project participants. Project Teams can also sign up for Advanced Partnering Training to improve negotiation techniques and other methods for getting a better return on investment (ROI) from partnering sessions and project meetings.

LAUNCHING PROGRAM-LEVEL PARTNERING: “Adopting Partnering for Public Entities” and Sample Enabling Legislation

The IPI Vertical Construction Committee develops tools to assist public entities with getting a Partnering Program started. In January, the committee published a White Paper entitled “Are You Paying too Much for Your Construction? Four Methods for Adopting Collaborative Partnering for Public Entities” (2015). The objective of the White Paper is to share the benefits of Collaborative Partnering and outline four ways that public entities have successfully launched a program.

In September 2015, the Vertical Committee published sample enabling legislation, which provides a brief background on the ROI of Partnering and provides appropriate wording for a City Council, Board of Supervisors, or a Funding Agency to require Partnering. Both the White Paper and sample legislation work well to promote Partnering with outside agencies, and can help motivate your Executive Officers, or your Board, to institute Partnering right away.

DEVELOPING A PARTNERING PROGRAM: The 10-Step Guide “On Time, On Budget” and IPI White Paper, “Collaborative Construction”

To take your Program to the Next Level, read “On Time, On Budget” (2014), a 30-page Owner’s Guide outlining the 10 Steps that top organizations have used to effectively launch a Partnering Program. The steps include: a decision to use the Partnering Matrix and Specs, engaging an IPI Certified Professional Partnering Facilitator to help steer the process, training your employees, developing a recognition program, and more. By following the steps in this guide you can help ensure that your program will be able to predictably deliver projects on time, and on budget.

“Collaborative Construction” (2011), shares critical lessons learned from over 30 years of Partnering and is an important read for owners hoping to maximize the ROI of Partnering. In this 17-page White Paper, the importance of internal organizational alignment, development of an integrated dispute resolution process, and a

Behavior change comes from executive sponsorship,

co-creation, and above all, experience!

commitment to continuous improvement are highlighted as essential elements of high-functioning Partnering Programs. Use it as a checklist to make your Partnering more successful.

ENGAGING THE INDUSTRY TO IMPROVE PROJECT EXECUTION: The 10 Step Guide “Working Together” and White Paper “A Working Model”

IPI’s Member Organizations have found that a successful Steering Committee is the fastest way to tap into the collective wisdom of the construction industry and identify positive changes for your program. 2015’s newest IPI Owner’s Guide teaches programs how to launch a Collaborative Partnering Steering Committee (CPSC). A CPSC is made up of Executive Leaders from the owner, contractors, designers, and other key entities that deliver projects. The role of the group is to identify common “barriers to collaboration on projects” and develop processes and procedures to overcome those barriers.

For specific lessons learned by Caltrans, make sure to read “A Working Model for Collaborative Partnering” (2010). This is a

White Paper outlining the Caltrans Partnering Program Model, which became the IPI Collaborative Partnering Model in 2011. This Model has proven to provide outstanding results within Caltrans, a large and complex organization delivering more than $10 billion of construction per year, and can be scaled for smaller organizations.

LOOKING AHEAD:IPI has several more tools on the horizon to support owners on your path to Partnering success. In 2016 we will publish a Facilitator Standards Guide, as well as an Owners’ Guide to Partnering Specifications. We are also exploring an IPI Owner’s Certification, which would be used to promote your organization’s collaborative achievements and success. IPI is aware that establishing a collaborative culture on projects does not come from reading a book, and a White Paper will not necessarily lead to change. Instead, behavior change comes from executive sponsorship, co-creation, and above all, experience! Please remember that IPI is here to support you on your journey. We hope that you will walk the path of collaboration with us. Call us if you would like some help! (925) 447-9100.

12 Partnering Magazine November/December 2015 www.partneringinstitute.org12 Partnering Magazine November/December 2015 www.partneringinstitute.org

FACILITATOR’S CORNER

A strategic alliance is a formal collaborative process between multiple parties

to ensure alignment related to construction project delivery. It can be used

between a group of organizations who are working together on a program

of projects, or between the internal departments of a single organization. The

construction industry has found that strategic alliances are an excellent technique for

optimizing the value added by each organization (owner, designer, contractor, major

vendor) involved in a major construction program. However, since strategic alliances

involve multiple projects over an extended period of time, and involve an approach

that is significantly different from the normal approach to program delivery, the best

practice is to name a sponsor (champion) from each participating organization.

Often, sponsors have never been involved in a strategic alliance and do not understand

their roles in making the alliance successful. Following is a list of key roles sponsors

should fill (and some questions they need to ask themselves) to best plan and manage a

strategic alliance.

The sponsors, as an aligned team, develop and implement a rollout plan.

Preparing Sponsorsfor their Roles in aStrategic Alliance


Clearly define your criteria for success. What must

be accomplished in order for this alliance to be a business

success for your company? Each sponsor should think how to

complete the sentence, “I will consider this alliance a success if

...” The Project Team members will develop their own project

success criteria, but they must clearly understand the alliance

business objectives their projects support. Also, understand

and appreciate your partners’ business objectives.

Be the primary alliance champion and defender within your own company. As a sponsor, you should

handle any selling of the concept and address any second-

guessing about the alliance. In preparation for this, you should

ask yourself the following:

1. Do you have any concerns or reservations about entering

this alliance? Are there any issues or questions that need

to be addressed before you feel comfortable with the

alliance?

2. Are you prepared to champion the alliance within your

company, even when things don’t go as planned?

3. Have you planned how you will respond to any

“naysayers” within your company?

Insulate the teams from outside influences (e.g.,

politics, internal conflicts, power plays) over which they have

no control. This allows Project Teams to focus their efforts on

the tasks at hand instead of worrying about the future of the

alliance or their jobs.

Eliminate external barriers (e.g., out of date policies and

procedures, conflicting management directions, distractors) so

that they have no impact on the Project Teams.

Establish priorities between the alliance and other work in which the company is involved. The Project Teams

should understand what takes priority for time and resources,

and the sponsors must live by that prioritization. If this

alliance is the most important endeavor, then resources

must be allocated on a prioritized basis. If not, sponsors (and

other senior management) must be reasonable with their

expectations for the alliance. It is better to be honest about

the priority level than to communicate that the alliance is

top priority and then constantly shuffle resources to other

endeavors. Prior to launching the initiative, you should also

ask yourself:

1. Have you defined the priority of this alliance in

relationship to other programs or projects in your

company?

As one of North America’s largest transportation and infrastructure contractors, our commitment to building the best is demonstrated in the projects we build and the partnerships we develop. Our success is dependent upon our relationships with owners, partners, designers, subcontractors and community members. Flatiron works closely with our partners to develop innovative solutions that benefi t everyone, and we’re proud of what we’ve created together. The more than 20 partnering awards Flatiron has won in the past decade serve as recognition of these relationships and

the resulting successful projects.

To learn more about Flatiron’s innovation in partnering visit

www.fl atironcorp.com

Interstate 880/State Route 92 Interchange Reconstruction

Hayward, CA

2012 IPI Partnered Project of the Year, Diamond Level

(Continued on page 14)


FACILITATOR’S CORNER

2. If this alliance is one of your company’s top priorities, are

you prepared to assign the resources needed to support

that priority?

3. Do you know how this alliance fits in the priorities of your

partners?

Identify any potential empowerment issues (e.g.,

financial, operational, technical, personnel, contractual) and

define the Project Teams’ empowerment and decision making

authority to deal with these issues. Their empowerment level

should match their level of responsibility.

Be aware of the current project status and performance, but not at a detail level. The sponsors should

determine and communicate the level of knowledge they need

for executive level management.

Establish a regularly scheduled meeting to review

relationships, assess the alliance’s performance and address

any sponsor-level issues. You should also establish when and

how the sponsor would become involved in urgent issues.

It is IMPERATIVE that the sponsors, as an aligned team, develop and implement a Rollout Plan to

communicate to the Project Team members from all involved

organizations why a strategic alliance was selected, objectives

for the alliance, their roles in achieving the objectives, and

accountability for fulfilling those roles and responsibilities.

Some key functions of the Rollout Plan are to:

1. Communicate business and alliance objectives, and

alliance metrics.

2. Communicate the priority of this alliance in relation to

other assignments. Be specific about the resources that

are being committed to the alliance (e.g. who they are,

percentage of time).

3. Communicate any constraints the Project Team members

will encounter (e.g., budget, schedule, regulatory, business

environment, contractual) and their potential impacts.

4. Communicate the Project Teams’ empowerment level and

any empowerment issues.

5. Establish communication expectations in both directions

(e.g., when should the teams expect to hear from you,

what information will you pass to them, how often, what

information do you expect to receive from them, how

often, in what format).

Remember, sponsors may not have any experience working in

a strategic relationship and won’t understand their role in its

success. Some sponsors may need coaching, where a facilitator

works with a sponsor one on one and all sponsors as a team,

to educate and train the sponsors about alliance partnering

principles and their roles in ensuring the success of a strategic

alliance. Do not start individual projects until the sponsors

have laid the appropriate foundation at the alliance level.

So, identify the appropriate sponsors (champions) for your

initiative, define what success looks like, identify potential

“empowerment” issues, measure the progress at an executive

level, and develop a solid rollout plan. In my experience,

strategic alliances that implement these practices will vastly

improve project and program-level outcomes.

Steve Sanders, PhD. S2 Construction Management Consultants, LLC

Dr. Sanders has been involved in partnering research,

publication, and facilitation for over 20 years. He was the

lead researcher for the Construction Industry Institute’s

strategic partnering research. Steve has planned and

facilitated partnering sessions for a wide range of project

types, for Naval Facilities and Corps of Engineers, to multiple

year strategic relationships for utility companies valued at over $900 million.

We believe

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WINNER OF THE 2014 CALTRANS EXCELLENCE IN PARTNERING AWARD“BEST IN CLASS” FOR PROJECTS GREATER THAN $50 MILLION

Highway 65 Lincoln Bypass Project


reinforces why I’m here.

Especially with public

projects: if I can help save

tax-payer dollars, it would

be very satisfying. Any

opportunity to help people,

really, is what’s drives me.

IPI: What do you do when

you’re away from work?

Joe: I love spending time

with my wife and kids. I have

two boys ages 6 and 3, so

we have a lot of fun. I love

the outdoors. So, I think if I

could, I’d spend more time

skiing. I love the thrill of

going fast.

Please join us in giving Joe

a warm welcome to IPI

and to the Collaborative

Partnering movement!

On October 5th, IPI welcomed our new Assistant Director

of Member Development, Joe Hu. Joe’s unique

background in recruiting,

publishing and sales and

his experience and passion

for building long-term,

productive relationships are

valuable additions to our

team. Joe will oversee IPI’s

membership and growth

strategies, including event

planning and organization,

individual member

recruitment and strategic

alliances. We sat down with

Joe to get to know a little

more about him.

IPI: Tell us about yourself.

Joe: I’m San Francisco Bay

Area born and raised. I live

here in Livermore with my

wife and two kids, and we

newspaper where I spent

nearly ten years.

IPI: What excites you about

working with IPI?

Joe: I’m excited about getting

to work in the construction

industry. When I see some

of these great buildings, they

seem almost impossible. Just

looking at the San Francisco

skyline, I think, ‘How did that

even happen?’ If you’re not in

construction, it’s impossible to

really know. I’m excited to be

part of this great industry.

Learning about

collaboration here at IPI,

I’m excited about the

opportunity to improve the

processes of an industry

that can really use it. IPI

has a clear model that is

very adoptable. Seeing

the enthusiasm of people

who’ve embraced Partnering

IN THE NEWS

IPI Hires New Assistant Director of Member Development

have a third on the way.

For the past seven years, I

have been working in Sales

and Management and have

become a sales-leader, team-

builder and motivator. That

brought me to IPI.

I have always had a

genuine passion for creating

art. My grandfather is

a traditional Chinese

Calligraphy painter, and I am

so inspired by his work. So I

studied Art with an emphasis

in Photography and a minor

in graphic design at San Jose

State University.

I also really love people

and getting to know them.

So, I found an opportunity in

recruiting where I thrived,

until the Dot Com bubble

burst in 2001. From there, I

had a chance to get into my

area of study and found a

position as a photojournalist

and designer at a local

ADVERTISE IN

Visit partneringinstitute.org

January/February 2016Feature: IPI ProfilesDeadline: December 19, 2015

March/April 2016Feature: Strategic PartneringDeadline: February 16, 2016

May/June 2016Feature: IPI ResearchDeadline: April 15, 2016

July/August 2016Feature: The IPI Awards IssueDeadline: June 12, 2016

September/October 2016Feature: TechnologyDeadline: August 10, 2016

November/December 2016Feature: Year in ReviewDeadline: October 9, 2016

emerging researchIPI’s Meta Analysis: Part IWhy Partnering?

page 8Partnering

Small Urban Projects

INSIDE:page 14

Are You Paying Too Much for Your

Construction?

Issue 2March/April 2015


Partnering to Reach #1AUSTIN WEBCOR JV

Austin & Webcor have partnered to build the new SFO Terminal 1, Boarding Area B. Our unique blend of experience, expertise, and talent is in place to bring this grand vision to life.

Rendering shows a possible interior layout of the San Francisco International Airport Terminal 1 project' for internal announcements.


It is for, through, and

because of our members

that IPI will succeed

I had eye surgery this summer. I had never before faced having blurred vision. It made me

think about how we just can’t afford to have blurred vision when it comes to IPI and our

mission. We want to change the culture of construction from combative to collaborative. We

need to have 20/20 vision for our success.

What does success look like? Mostly it looks like our

members continuing to develop collaboration as the

norm for how construction projects work! It is for,

through and because of our members that IPI will

succeed. IPI succeeds from both your effort on your

projects and your effort to share with others what is working. IPI members are the key to IPI’s

success. So what can YOU do to help move collaborative partnering forward?

Here are TWENTY things that you (and your team) can do:

1. Display that you are an IPI member on your website and in your signature block

2. Host a networking event for members and potential members

3. Bring a friend to the IPI Awards Ceremony (May 19, 2016!)

4. Join an IPI Committee—we have seven committees

5. Submit an article for Partnering Magazine (our bi-monthly magazine)

6. Send your clients a copy of “On Time On Budget” and “Working Together”

7. Recruit your subs, suppliers, and peers to become members

8. Implement Collaborative Partnering on your projects (The IPI Model)

9. Have your project teams apply for an IPI Partnered Project of the Year Award

10. Sponsor an IPI Orientation Training for an owner who deserves to learn more

11. Forward the electronic newsletter, IPI CollaborNation, to your clients

12. Advertise in IPI Magazine (available now), or the IPI Membership Directory (coming soon!)

13. Start an IPI Regional Circle with 10 Partnering enthusiasts in your local area

14. Send an owner the IPI White Paper, “Are You Paying too Much for Construction?”

15. Share IPI’s White Papers, “Collaborative Construction” and “Collaborative Partnering”

CEO’S MESSAGE

The Key to IPI’s SuccessOUR MEMBERS...

Sue Dyer, MBA, MIPI, MDRF

Founder and CEO,

International Partnering Institute


16. Review and then share the extraordinary Partnering

research that IPI has amassed, including “Barriers to

Partnering” and the “Meta-Analysis.”

17. Reinforce Partnering each week with a tailgate meeting

with a tip from “Built on Trust”

18. Use your Public Relations platform to share about IPI

19. Display your IPI member badge on your jobsites (banner

and hard hats)

20. Tell people about IPI. IPI should NOT be the

construction industry’s best kept secret!

For any or all of these ideas, IPI is happy to

help you achieve your spreading the word and

information about all that IPI is working to do.

Wishing won’t make it so. It takes action. Our

members are the heart and soul of IPI and if

we are to succeed—it will be for and because of

YOU. Please let us know what you are doing to

keep pushing partnering forward.

Thank you for your dedication and support of our mission!

If you’d like more information on any of the materials

mentioned above, or to take action, please contact IPI at ed@

partneringinstitute.org; or call us at (925) 447-9100.

For career opportunities and/or more information, please visit

pbwor ld .com

Dream It!We’ve Got You Covered

The challenges facing

today’s airports are endless,

yet so are the opportunities.

Parsons Brinckerhoff

offers a full range of

services to partner with

airport owners to

envision the future …

and then create it.

IT’S TIME FORIPI AWARDS SUBMISSIONS!

The 2016 IPI John L. Martin Partnered Project of the Year Award Applications are now online and ready for download! Gather your project team and be recognized for using Collaborative Partnering on your construction project.

In order to be eligible for an award the project must:• Have at least one active IPI Member• Be submitted by an owner, contractor, designer, CM

firm, or professional facilitator,• Be submitted by Friday Febuary 12th, 2016, COB• And the project must be “substantially complete”

between January 1st and December 31st 2015.

Visit http://partneringinstitute.org/awards/ to download the Application and See you on May 19th, 2016 at the IPI Awards Ceremony in San Francisco, CA!

Making SFO’sPartnering Program FlyFor almost two decades OrgMetrics has been providing Partnering Services for San Francisco International Airport’srenowned Partnering Program

Partnering Program Development/Facilitation • Project Partnering Facilitation • Strategic Partnering Facilitation • Facilitated Dispute Resolution • Project Scorecards

www.orgmet.com | (925) 449-8300

Partnering Magazine November/December 2015

Documents

Transcript of Partnering Magazine November/December 2015