design-build teaming & collaboration
TRANSCRIPT
PowerPoint PresentationWelcome to DBIA’s Webinar Series
Christine Williams DBIA Special Projects Manager
We’re in it for your success.
Webinar Rules of the Road
We’re in it for your success.
• We will take questions throughout the webinar • Use the Q & A function to post your question
Our presenters are NOT monitoring Chat so please use Q&A
• Webinar slides and the recording will be emailed to attendees • An attendance certificate (for CEUs) will be emailed in a
separate email from the Education Department within a couple of weeks.
Design-Build Teaming & Collaboration
Today’s Presenter
Barbara J. Jackson, PhD, FDBIA University of Denver
Integrated Teaming & Collaboration The Secret Ingredient to Design-Build Done Right!
Barbara J Jackson, PhD, FDBIA, Director, Franklin L Burns School of Real Estate & Construction Management University of Denver
Distinct Differences There’s Nothing
Not a Single Thing About the
Design-Build process that is like Design-Bid-Build
NOTHING!
–Single source –Early pricing –Early contractor involvement –Overlapping design & construction –Solicitation process –Basis of award & evaluation –Roles of the parties –Contract controls –Risk shifting –Design process –Design/cost relationship
Owner
Solicitation & Basis of Award Design-Build
RFP Best
RFP
ScopeSafety
Integrated Design & Construction You cannot tweak one of these without impacting others.
Decisions CANNOT be made in isolation
Fast Tracking Design
Bid Package Development
20
40
60
Resource Allocation
Ra ng
e of
Way We Think
9
The Design-Build Teaming Imperative • Common denominator for all integrated project approaches
• The expectation for the team to act “AS ONE”
• Capturing the “collective” knowledge and expertise of the multi-discipline perspective
• To deliver comprehensive, integrated solutions
Tall Order for This Industry • Traditional mentality of segregated services • Isolated and independent perspectives • Low bid environment • Short term thinking • Competing agendas • Lack of leadership • Adversarial contracts
DBB - Busted Process and Approach • Design-Bid-Build and the Low Bid mentality
that it embraces, drives distrust and conflict • 70% of construction projects finish late and
over budget • Up to 50% of the cost of projects is consumed
in inefficiencies and waste • These inefficiencies and waste adds $500
BILLION of unnecessary costs to projects every year
Design-Build Sweeps the Nation
New research shows design-build is the fastest growing and most popular delivery method in the nation, accounting for nearly half of all construction spending by 2021.
2018 FMI Market Analysis Research
The Traditional Team
• Each individual discipline presses for its own viewpoint and agenda:
• Architects press for enhanced design, while discounting budgets and schedules
• Contractors press for budgets and schedules, while discounting design enhancements
Owner wants it ALL !
• Power struggle begins • Each party feels threatened
by the other • It becomes a clash as to
whose point of view wins • The “viewpoint” of the
discipline “leading” the team will typically trump all the other viewpoints
What the Owner Gets • Such discipline bias results:
• Compromised solutions • Missed opportunities • Inefficiencies • Waste
• Traditional design-bid-build produces mediocre results
• Who wants to be mediocre?
The Dilemma
• The owner sets the goals, objectives, program, and purpose for their projects
• The owner would plan, design, construct, and commission their projects by themselves…
• But they can’t !
So they hire us… • 56% Contractor-led • 12% Designer-led • 27% Integrated Firms
56% of all DB projects are “led”
by contractors
Integrated Project Teaming
discipline expertise that support collaboration and integrated problem solving
• Must have competence in the tools and techniques to manage the design and construction as an “integrated” process
• People Part • Affective skills and talents that inspire
and enable collaboration and integrated problem solving
• Must move the team members from compliant (or defiant) participants to willing collaborators
• Responsible for creating a shared vision and identity
Design-Build Management Process
Design Management Tasks • Design-Value Interface • Design-Cost Interface • Design-Schedule Interface • Design-Construct Interface • Design-Performance Interface
Design Management Tools • VALiD (Value in Design) • Trend Management • ADePT (Analytical Design Planning
Technique) • BIM (clash detection, sub-
coordination, etc.) • BIM analytics
Other Design-Build Teaming Competencies
• Lean Philosophies & Practices • Last Planner for design and construction planning • Set based design • Target value design • Big room management (co-location)
Lean Principles • Customer defines value • Waste and inefficiency is bad • Can’t manage what you can’t
see • Continuous improvement • Respect for people
Right process will produce right results
Set Based Design A collaborative team approach to design
Several Ideas
Design/Risk Sets
Hybrid Design
Design Selected
Target Value Design
• In Design-Build Done Right: • Rather than estimating based on a detailed design, we design based on a detailed
estimate (cost model) • Rather than evaluate the constructability of a design, we design for what is
constructible • Rather than make design decisions alone and then come together for group reviews
and reactions, we decide first together…then commit and design to those decisions
Thinking Together Out Loud BEFORE Beginning Design
The BIG Room – Co-location
Distinct Design-Build Teaming Skillset
(Beyond Discipline Training)
Less Known or Considered DB Teaming Skills 1. Creative Intelligence 2. Relationship Awareness 3. Systems Thinking 4. Strategic Intelligence 5. Others
Creative Intelligence – Design Thinking • Ability to use “creative
process” to anticipate and access added value
• Understanding the interdisciplinary problem solving process
• Leveraging the collective knowledge, expertise, and experience of the team
Design Thinking
Collective Genius
BEHAVIOR
A Whole New World 8
• Internet • Mobile
7D • VR, AR, MR • 3D Printing • Automation • Robotics • Etc.
A Whole New World 9
The Design-Build Brain 0
2
The Design-Build Mindset 4
behaviors
6
• Emotional Intelligence • Integrated thinking • Relational contracting approaches • Strategic intelligence • Adaptive intelligence
• Agility • Cascading communication • Reliable promising • Committed listening/speaking • Commitment management
Roger Martin
Learning to Play the Game Differently
Integrative Thinking The ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative new model that contains elements of the individual models, but is superior to each."
How aware are you of your own thinking?
Thinking as Habit
Thinking as Discovery
Typically Either Or Thinking
The typical way of dealing with projects is to consider several options (usually from
the past) and decide on the best one based on traditional criteria.
Option A yields a bid of $2.8 million. Option B yields a bid of $3.4 million.
So option A is superior.
• Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts.
• Integrative thinkers build new solutions rather than choose between less than optimal options.
• Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities.
Integrative Thinkers Deliver
Pre-Defined Solutions Static Intelligence
• Trust one another on a fundamental emotional level • Comfortable sharing weaknesses, mistakes, fears • Completely open with one another without filters
• This is Essential
• Put it all on the table early, up-front • Flesh out ALL concerns • Take the time to communicate
• Your greatest strength (asset) that you bring to the team relative to the project
• Your greatest weaknesses relative to the project • People who aren’t afraid to admit the truth about themselves are
not going to engage in the kind of political behavior that wastes everyone’s time and energy.
Vulnerability-Based Trust
Fear of Conflict • You MUST have conflict on a design-build team • Primary Problem
• Artificial harmony • Do not hesitate to disagree with, challenge, and question one another to find the best answers and make great decisions
Artificial Harmony
Mean Spirited
Personal Attacks
Conflict Continuum
Constructive Destructive
possible without stepping over the line
to destructive
How to Argue Effectively • People have different temperaments, different cultural
backgrounds, different family norms • Some people are comfortable shouting and arguing passionately • Others aren’t comfortable airing the slightest dissenting opinion
• Figure out your “collective conflict profile” and establish your “conflict culture”
• Establish your rules of engagement • Light the fuse for good conflict and sometimes it’s actually necessary to
gently fan the flames
Teams that trust one another are not afraid to engage in passionate
dialogue around issues and decisions that are key
to the project’s success.
Lack of Commitment • Primary Problem
• Ambiguity • Commitment requires two separate but related concepts
• Buy in – achievement of honest emotional support • Clarity – removal of assumptions and ambiguity from a situation
• Commitment cannot occur if people don’t have clarity • “What exactly have we committed to today?”
• Why good conflict – dialogue, debate and discussion are SO important
• You need to weigh in before you can buy in!
Commitment IS NOT Consensus
• You can argue about something and disagree, but still commit • Consensus IS NOT the goal…consensus is horrible
• Consensus is an attempt to please everyone, which usually turns into displeasing everyone
• Waiting for everyone to agree intellectually on a decision is a good recipe for mediocrity, delay, and frustration
Avoidance of Accountability • Primary problem
• Low standards • Accountability
• The willingness of team members to remind one another when they are not living up to the performance standards of the team
• Accountability on a strong team occurs directly among peers
• Willingness to remind individuals about their responsibilities and their commitments
Create a Culture of Accountability • Starts with the team leader
• Calling people on their behavior and their performance • Behavioral problems almost always precede results problems
• Team members must know what each of the others are working on in order to hold them accountable
• Team must track progress against its goals and highlight any shortcomings before they become a problem
Inattention to Results • Primary Problem
• Status and Ego • The ultimate measure of a great team is RESULTS • The team must FOCUS on results – difficult for human beings –
Why? • Self interest • Self preservation • Natural instinct to look after ourselves before others • Once it kicks in, spreads like a disease
How to Avoid Self-Serving Tendencies
• Key – Keeping results in the foreground of people’s minds • “out of sight, out of mind”
• Use a visible scoreboard – a display • Eliminates ambiguity and interpretation when it comes to
success • Everyone’s attention is on one thing - WINNING
Distractions • Ego and Status • Individual performance doesn’t matter if the team is not winning • You may be a “star” but if the team loses, you lose to
• Make the “collective ego” greater than the individuals egos • Focus on team results • Use those to define success • Then it’s hard for ego to get out of hand
In Closing
Matters In Successful Design-Build
Who is Best Qualified to Lead the Teams • Contractor, architect, or engineer credentials do not prepare
you for leading multi-discipline teams with different skills and motivations…
• If all any one discipline can contribute is there single discipline perspective:
• Won’t be able to develop integrated solutions • The project will suffer • The owner will sacrifice achieving the full potential that design-
build offers
New Mental Model for Leading Project Teams
The Integrated Project Leader • A uniquely qualified and able
individual • Much more than a CM, PM, or DM • Should be identifiable in the
marketplace as a distinct professional
• An IPL MUST be more
Next Generation of AEC Professionals • Integrated Project Leaders • Where Do You Get This
Training • Bits and pieces on your own • Company training programs • DBIA • University Programs
• DU - Burns School • Graduate Certificate Program GOAL #1
IPL’s become recognized, distinct professionals in
the industry
New Graduate Certificates
[email protected]
The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.
Change the way you look at things, and the things you look at, change .
QUESTIONS??
Jobs/Internships During COVID-19: Support and Advice from Industry Leaders
DBIA’s College of Fellows
Slide Number 1
Webinar Rules of the Road
Design-Build Teaming & Collaboration
Distinct Differences
Design-Bid-Build Contracting
Design-Build Contracting
Design-Build Sweeps the Nation
What the Owner Gets
Other Design-Build Teaming Competencies
Target Value Design
Strategic Intelligence
The Design-Build Mindset
Measuring Teaming Performance
Recognizing & Rewarding Collaboration
Learning to Play the Game Differently
Integrative Thinking
Inattention to Results
Distractions
Perhaps None of the Above…
New Mental Model for Leading Project Teams
Next Generation of AEC Professionals
Advanced Education @ Univ of Denver
Slide Number 87
Thank You – Questions?
Christine Williams DBIA Special Projects Manager
We’re in it for your success.
Webinar Rules of the Road
We’re in it for your success.
• We will take questions throughout the webinar • Use the Q & A function to post your question
Our presenters are NOT monitoring Chat so please use Q&A
• Webinar slides and the recording will be emailed to attendees • An attendance certificate (for CEUs) will be emailed in a
separate email from the Education Department within a couple of weeks.
Design-Build Teaming & Collaboration
Today’s Presenter
Barbara J. Jackson, PhD, FDBIA University of Denver
Integrated Teaming & Collaboration The Secret Ingredient to Design-Build Done Right!
Barbara J Jackson, PhD, FDBIA, Director, Franklin L Burns School of Real Estate & Construction Management University of Denver
Distinct Differences There’s Nothing
Not a Single Thing About the
Design-Build process that is like Design-Bid-Build
NOTHING!
–Single source –Early pricing –Early contractor involvement –Overlapping design & construction –Solicitation process –Basis of award & evaluation –Roles of the parties –Contract controls –Risk shifting –Design process –Design/cost relationship
Owner
Solicitation & Basis of Award Design-Build
RFP Best
RFP
ScopeSafety
Integrated Design & Construction You cannot tweak one of these without impacting others.
Decisions CANNOT be made in isolation
Fast Tracking Design
Bid Package Development
20
40
60
Resource Allocation
Ra ng
e of
Way We Think
9
The Design-Build Teaming Imperative • Common denominator for all integrated project approaches
• The expectation for the team to act “AS ONE”
• Capturing the “collective” knowledge and expertise of the multi-discipline perspective
• To deliver comprehensive, integrated solutions
Tall Order for This Industry • Traditional mentality of segregated services • Isolated and independent perspectives • Low bid environment • Short term thinking • Competing agendas • Lack of leadership • Adversarial contracts
DBB - Busted Process and Approach • Design-Bid-Build and the Low Bid mentality
that it embraces, drives distrust and conflict • 70% of construction projects finish late and
over budget • Up to 50% of the cost of projects is consumed
in inefficiencies and waste • These inefficiencies and waste adds $500
BILLION of unnecessary costs to projects every year
Design-Build Sweeps the Nation
New research shows design-build is the fastest growing and most popular delivery method in the nation, accounting for nearly half of all construction spending by 2021.
2018 FMI Market Analysis Research
The Traditional Team
• Each individual discipline presses for its own viewpoint and agenda:
• Architects press for enhanced design, while discounting budgets and schedules
• Contractors press for budgets and schedules, while discounting design enhancements
Owner wants it ALL !
• Power struggle begins • Each party feels threatened
by the other • It becomes a clash as to
whose point of view wins • The “viewpoint” of the
discipline “leading” the team will typically trump all the other viewpoints
What the Owner Gets • Such discipline bias results:
• Compromised solutions • Missed opportunities • Inefficiencies • Waste
• Traditional design-bid-build produces mediocre results
• Who wants to be mediocre?
The Dilemma
• The owner sets the goals, objectives, program, and purpose for their projects
• The owner would plan, design, construct, and commission their projects by themselves…
• But they can’t !
So they hire us… • 56% Contractor-led • 12% Designer-led • 27% Integrated Firms
56% of all DB projects are “led”
by contractors
Integrated Project Teaming
discipline expertise that support collaboration and integrated problem solving
• Must have competence in the tools and techniques to manage the design and construction as an “integrated” process
• People Part • Affective skills and talents that inspire
and enable collaboration and integrated problem solving
• Must move the team members from compliant (or defiant) participants to willing collaborators
• Responsible for creating a shared vision and identity
Design-Build Management Process
Design Management Tasks • Design-Value Interface • Design-Cost Interface • Design-Schedule Interface • Design-Construct Interface • Design-Performance Interface
Design Management Tools • VALiD (Value in Design) • Trend Management • ADePT (Analytical Design Planning
Technique) • BIM (clash detection, sub-
coordination, etc.) • BIM analytics
Other Design-Build Teaming Competencies
• Lean Philosophies & Practices • Last Planner for design and construction planning • Set based design • Target value design • Big room management (co-location)
Lean Principles • Customer defines value • Waste and inefficiency is bad • Can’t manage what you can’t
see • Continuous improvement • Respect for people
Right process will produce right results
Set Based Design A collaborative team approach to design
Several Ideas
Design/Risk Sets
Hybrid Design
Design Selected
Target Value Design
• In Design-Build Done Right: • Rather than estimating based on a detailed design, we design based on a detailed
estimate (cost model) • Rather than evaluate the constructability of a design, we design for what is
constructible • Rather than make design decisions alone and then come together for group reviews
and reactions, we decide first together…then commit and design to those decisions
Thinking Together Out Loud BEFORE Beginning Design
The BIG Room – Co-location
Distinct Design-Build Teaming Skillset
(Beyond Discipline Training)
Less Known or Considered DB Teaming Skills 1. Creative Intelligence 2. Relationship Awareness 3. Systems Thinking 4. Strategic Intelligence 5. Others
Creative Intelligence – Design Thinking • Ability to use “creative
process” to anticipate and access added value
• Understanding the interdisciplinary problem solving process
• Leveraging the collective knowledge, expertise, and experience of the team
Design Thinking
Collective Genius
BEHAVIOR
A Whole New World 8
• Internet • Mobile
7D • VR, AR, MR • 3D Printing • Automation • Robotics • Etc.
A Whole New World 9
The Design-Build Brain 0
2
The Design-Build Mindset 4
behaviors
6
• Emotional Intelligence • Integrated thinking • Relational contracting approaches • Strategic intelligence • Adaptive intelligence
• Agility • Cascading communication • Reliable promising • Committed listening/speaking • Commitment management
Roger Martin
Learning to Play the Game Differently
Integrative Thinking The ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative new model that contains elements of the individual models, but is superior to each."
How aware are you of your own thinking?
Thinking as Habit
Thinking as Discovery
Typically Either Or Thinking
The typical way of dealing with projects is to consider several options (usually from
the past) and decide on the best one based on traditional criteria.
Option A yields a bid of $2.8 million. Option B yields a bid of $3.4 million.
So option A is superior.
• Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts.
• Integrative thinkers build new solutions rather than choose between less than optimal options.
• Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities.
Integrative Thinkers Deliver
Pre-Defined Solutions Static Intelligence
• Trust one another on a fundamental emotional level • Comfortable sharing weaknesses, mistakes, fears • Completely open with one another without filters
• This is Essential
• Put it all on the table early, up-front • Flesh out ALL concerns • Take the time to communicate
• Your greatest strength (asset) that you bring to the team relative to the project
• Your greatest weaknesses relative to the project • People who aren’t afraid to admit the truth about themselves are
not going to engage in the kind of political behavior that wastes everyone’s time and energy.
Vulnerability-Based Trust
Fear of Conflict • You MUST have conflict on a design-build team • Primary Problem
• Artificial harmony • Do not hesitate to disagree with, challenge, and question one another to find the best answers and make great decisions
Artificial Harmony
Mean Spirited
Personal Attacks
Conflict Continuum
Constructive Destructive
possible without stepping over the line
to destructive
How to Argue Effectively • People have different temperaments, different cultural
backgrounds, different family norms • Some people are comfortable shouting and arguing passionately • Others aren’t comfortable airing the slightest dissenting opinion
• Figure out your “collective conflict profile” and establish your “conflict culture”
• Establish your rules of engagement • Light the fuse for good conflict and sometimes it’s actually necessary to
gently fan the flames
Teams that trust one another are not afraid to engage in passionate
dialogue around issues and decisions that are key
to the project’s success.
Lack of Commitment • Primary Problem
• Ambiguity • Commitment requires two separate but related concepts
• Buy in – achievement of honest emotional support • Clarity – removal of assumptions and ambiguity from a situation
• Commitment cannot occur if people don’t have clarity • “What exactly have we committed to today?”
• Why good conflict – dialogue, debate and discussion are SO important
• You need to weigh in before you can buy in!
Commitment IS NOT Consensus
• You can argue about something and disagree, but still commit • Consensus IS NOT the goal…consensus is horrible
• Consensus is an attempt to please everyone, which usually turns into displeasing everyone
• Waiting for everyone to agree intellectually on a decision is a good recipe for mediocrity, delay, and frustration
Avoidance of Accountability • Primary problem
• Low standards • Accountability
• The willingness of team members to remind one another when they are not living up to the performance standards of the team
• Accountability on a strong team occurs directly among peers
• Willingness to remind individuals about their responsibilities and their commitments
Create a Culture of Accountability • Starts with the team leader
• Calling people on their behavior and their performance • Behavioral problems almost always precede results problems
• Team members must know what each of the others are working on in order to hold them accountable
• Team must track progress against its goals and highlight any shortcomings before they become a problem
Inattention to Results • Primary Problem
• Status and Ego • The ultimate measure of a great team is RESULTS • The team must FOCUS on results – difficult for human beings –
Why? • Self interest • Self preservation • Natural instinct to look after ourselves before others • Once it kicks in, spreads like a disease
How to Avoid Self-Serving Tendencies
• Key – Keeping results in the foreground of people’s minds • “out of sight, out of mind”
• Use a visible scoreboard – a display • Eliminates ambiguity and interpretation when it comes to
success • Everyone’s attention is on one thing - WINNING
Distractions • Ego and Status • Individual performance doesn’t matter if the team is not winning • You may be a “star” but if the team loses, you lose to
• Make the “collective ego” greater than the individuals egos • Focus on team results • Use those to define success • Then it’s hard for ego to get out of hand
In Closing
Matters In Successful Design-Build
Who is Best Qualified to Lead the Teams • Contractor, architect, or engineer credentials do not prepare
you for leading multi-discipline teams with different skills and motivations…
• If all any one discipline can contribute is there single discipline perspective:
• Won’t be able to develop integrated solutions • The project will suffer • The owner will sacrifice achieving the full potential that design-
build offers
New Mental Model for Leading Project Teams
The Integrated Project Leader • A uniquely qualified and able
individual • Much more than a CM, PM, or DM • Should be identifiable in the
marketplace as a distinct professional
• An IPL MUST be more
Next Generation of AEC Professionals • Integrated Project Leaders • Where Do You Get This
Training • Bits and pieces on your own • Company training programs • DBIA • University Programs
• DU - Burns School • Graduate Certificate Program GOAL #1
IPL’s become recognized, distinct professionals in
the industry
New Graduate Certificates
[email protected]
The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.
Change the way you look at things, and the things you look at, change .
QUESTIONS??
Jobs/Internships During COVID-19: Support and Advice from Industry Leaders
DBIA’s College of Fellows
Slide Number 1
Webinar Rules of the Road
Design-Build Teaming & Collaboration
Distinct Differences
Design-Bid-Build Contracting
Design-Build Contracting
Design-Build Sweeps the Nation
What the Owner Gets
Other Design-Build Teaming Competencies
Target Value Design
Strategic Intelligence
The Design-Build Mindset
Measuring Teaming Performance
Recognizing & Rewarding Collaboration
Learning to Play the Game Differently
Integrative Thinking
Inattention to Results
Distractions
Perhaps None of the Above…
New Mental Model for Leading Project Teams
Next Generation of AEC Professionals
Advanced Education @ Univ of Denver
Slide Number 87
Thank You – Questions?