Improved Project Outcomes through Collaboration and Technology Charles Hardy, CCM Deputy Director,...

Improved Project Outcomes through Collaboration andTechnologyCharles Hardy, CCMDeputy Director, GSA PBS

Great Lakes Region - Office of Property Development

2

Why Owners are Interested…..

Why Optimize?

Improved Delivery times/Safer workplaces

Higher Quality Relationships/Processes/Communication

Higher Quality Documents and Construction

Improved living and working environments

Efficient Use of Resources/Less waste of time and money

More effective use of project funding

3

Projects have LONG Lifecycles….buildings have longer life cycles.

4

How Owners see it Happening…..

Governing Principles

Owner Leadership

Integrated Project Structure

Open Information Sharing

Dedicated use and development of Technology

5

Can we achieve optimization within current arrangements?

Traditional contracts and roles impede collaboration

Incentive of parties is often to do as little as possible

Team members focused on self-efficiency not project efficiency

……Can We?

6

It’s not about the technology…..

90% Sociology 10% Technology

+

7

Key Elements for Transformation…..

Contracts / Legal & Regulatory Constraints

Business terms that facilitate collaboration

Out of relationships contracts are born not vice-

versa

Align team member goals with project goals

Record responsibilities, rewards and consequences

clearly

Development of joint and shared liability

arrangements

Allow for different project delivery methods

8

Characteristics of an Optimized Project

Fully Collaborative – Highly Productive

Assemble integrated teams early in the process

Develop clear concise mutual established goals, values and objectives – BEFORE design begins

Make value decisions – not simply first cost

Use comprehensive technology that support not inhibit collaboration

9

Characteristics of an Optimized Project

Fully Collaborative – Highly Productive

Share information in an open honest way as norm – no information proprietary within the team

Match resources with the needs of the project

Assess and manage risk continually

Pain Share – Gain Share

10

Industry Direction

CURT Initiatives……………..….....AIA Initiatives………………AGC Initiatives

Industry Initiatives >>>>>>>>>>

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CURT Initiative

Cost of design change

PD SD CD PR CA OPDDTime

Eff

ort

/Eff

ec

t

Ability to impact cost and functional capabilities

Traditionaldesign process

PreferredDesign Process Shifting

Compensation

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What’s it all mean...

The Business Case The “Buzz” and “Excitement” Needs Grounding

– Overall Framework

– Aligned with business objectives

Building Bridges and Connections– Profession, Industry Organizations, Academic Institutions and

Technology Providers

Continuing Crisis in Human Capital