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Teaching An Old Dog New Tricks: User Acceptance of PCM

Presented by:

Mike Baker, PE Sr. Project Manager David Evans and Associates, Inc. Thea Robinson Consultant Pro Management Systems, Inc.

Methods of Managing User Acceptance through non-conventional methods

Session ID#: 15472

Agenda

■ Learning Objectives ■ Project Context – Back Story

▪ Why CM/GC Delivery

▪ Why an Owner’s Representative

■ Becoming a Team ▪ Tools to Monitor Team Performance

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This is a slide title (one or two lines) City Parks

WS Consortium RR

OR 43

Riverview Cemetery

Condos

Regional Trail and RR

City Water Bureau

PBOT

Condos

The Case for CM/GC

County research suggested CM/GC most benefits the owner for projects with:

High risk Technical complexity Unusual site conditions Schedule constraints Complex phasing Budget limitations Cost savings opportunity from value engineering Cost greater than $2 million

The Case for CM/GC County Board approved CM/GC method in 2010

Expected benefits: • Cost savings • Higher quality plans & construction • Faster completion of the project • Greater flexibility for adapting to change • Improved risk management

Example Proof: CM/GC’s detour bridge approach expected to save up to $10 million and shorten construction by several months

Why an Owner’s Representative? Sellwood has more: Political Oversight Public engagement Complexity Risk Intergovernmental

Coordination Funding need Scope/cost Schedule Risk

Sellwood Bridge (≈6X larger project)

$308M

Sauvie Is. Bridge $54M

Defining Roles During Design

Building Trust Fast

Listen, understand and translate needs into actions Consistently meet stated needs and anticipate others Augment the owner’s strengths and desired role Communicate effectively in all situations Scope and negotiate in good faith Follow through on commitments - all of them Spend time getting to know each other Invite and share feedback Support each other while at the woodshed

Owner Mindset

• “Walk softly and carry an armored tank division I always say” ― Col. Nathan R. Jessup, A Few Good Men

• “Walk softly and carry a full service A&E firm, I always say” ― Ian Cannon, Multnomah County Sellwood Bridge

Program Manager

Any Given Day on a Large Project…

Stress

Lots of interests

Not enough time

Not enough info Not enough room

A lot to do Tight funding

Long hours Complicated

Effective Leadership Fosters

■ Teamwork

■ Collaboration

■ Communication

■ Patience

■ Integrity

■ Respect

Setting the Stage for Team-Building

■ Co-Location (owner, owner rep., designer, CM/GC) ■ Understanding the predictable cycle ahead

▪ Professional Facilitation (Judy Clarke – Team HR)

Case in Point Project selected PCM for Project

Controls and management decided:

■ Roles/responsibilities ■ Communication protocols ■ Review/approval protocols ■ Process to resolve conflict ■ Key Commitments for submittals:

▪ Concurrent vs. sequential agency reviews

▪ Turn-around within 2 weeks

Mindset for Partnering A successful way to implement project requirements

Pre-session interviews conducted by facilitator surfaced team member perceptions/concerns and themes:

■ Prior owner experiences with contractors

■ Prior contractor experiences with owners

■ Schedule and budget pressures

■ Decision-making process and timeliness

■ Risk identification and management

■ Conflict resolution

■ Managing stakeholder involvement

Engaging Team Building Partnering Overview

Engaging Team Building Partnering Overview

Apr 2011 Nov 2011 Apr 2012 Aug 2012 Project Phase Design & Pre-

Construction Design & Early Work Construction

Main Construction

Field Personnel & (July 2013)

Team Phase Forming Forming/Storming Storming / Norming

Storming / Norming

Focus Project Overview and Goals

Team Building Exercises

Stakeholder Groups, Roles and Responsibilities

Team Scenario Planning

Myers-Briggs Team Assessment and Understanding

Communication & Decision-making Protocols

Conflict Resolution Protocols

Make and Update Agreements

Supporting Team Forming

■ Stakeholder Groups, Roles and Responsibilities ▪ What is our unique role on this

project?

▪ What is everyone else counting on us to do successfully?

▪ What are our biggest concerns/potential project challenges?

▪ What are we counting on from others to make the full team successful?

■ Aligning the Team ▪ What shared values will

support our success?

▪ What do we really want?

▪ How will we measure success?

▪ How will we hold ourselves accountable?

Ask Insightful Questions – Think as TEAM

Supporting Team Forming

Diverse Teams Identified Strategies to Address Six Potential Scenarios Requiring Teamwork

1. Sustainability 2. Project Development 3. Scope Reduction

4. Decision-Making 5. Detour Bridge Messaging 6. Pro-active Bureaucracy Management

Team-building Through Scenario Planning

Understanding Our Team Personality in Action The Extraverted, Sensing, Thinking, Judging (ESTJ) Team

Team Strengths Team Limitations- Blind spots

Get things done- results now

Develop practical procedures others can follow

Accept the limits of things

Base decisions on known facts

Structured and organized

Clear performance expectations

Achieve practical results

Doing, taking action, planning, organizing, structuring

Team Dynamics

The Extraverted, Sensing, Thinking, Judging (ESTJ) Team

Team Strengths Team Limitations- Blind spots

Get things done- results now Get things done- results now

Develop practical procedures others can follow

Reluctant to consider new/creative ideas- Can be seen as rigid

Accept the limits of things Being stuck in a rut

Base decisions on known facts Difficulty really listening to others

Structured and organized May disregard people and emotions

Clear performance expectations Act now, become informed later

Achieve practical results Unrealistic workloads and stress

Doing, taking action, planning, organizing, structuring

May ignore key communications and interpersonal relationship factors

Effect of Stress on Team

• Key Observed ESTJ limitations: • Ignoring important aspects of communication and

interpersonal relationships

• Taking on unrealistic workloads and then becoming stressed

• Signs of ESTJ under stress: • Become dictatorial and demanding

• Direct anger and frustration at team members who they feel are irresponsible

• Become blaming

• Emotional outbursts

• Move quickly from task to task without achieving effective results

Ready to Design and Build a Bridge First Partnering Session Team Photo

Case in Point

Training Construction Inspectors

■ Key issues

▪ Accurate reporting of data

▪ ODOT approved forms and reports

▪ Contractor coordination

■ What was really going on

▪ Lacking clarity/follow through as a team

▪ Stressful situation – iPad issues and JAVA issues

▪ Courage to speak to authority – expected in my role

Case in Point

Accurate Payments to Contractor ■ Key issues

▪ Accurate payment and timely per contract terms

▪ Needed to understand and manage the situation

■ Response

▪ Reviewed training of the Materials module, sought improvements for Construction Inspectors – move to laptops from iPads

▪ Set up clear expectations with clear deadlines for CCOs and entry of payments into SAP by the County

Case in Point Design Submittal Reviews ■ Key issue

▪ Designer resolution of owner representative design review comments

▪ Veteran County Design Task Lead unsure of PCM work-flows

▪ Affecting effort level and schedule ■ Response

▪ Exception reports in PCM, created clear expectations

▪ One-on-one training for County Task Lead creating communication channels for him and Submittal Coordinator

Case in Point PCM Users’ Group ■ Focused monthly meetings

■ Clarity on roles/responsibilities

■ Plan for future software updates

■ Vet requests for changes or new reports and forms

■ User concerns – review need for refresher training or new staff training

■ Communicate client specific enhancement road map and report happenings from OPSIG events

Monitoring Team Function

■ People need reminders to use what they’ve learned

■ On-going confusion over some roles/responsibilities

■ Communication and decision-making issues

■ Personality clashes

■ Unresolved conflict

■ Adjustments needed within team on protocols

■ Takeaway- On-going investment in people skills needed ▪ Team building is a continuum, not an event

Facilitator conducted team check-in interviews to assess team dynamics and on-going issues:

Staff Development Series Construction Phases

Session Date Focus Key Learning

Feb 2013 Series Overview Training value, goals, team dynamics

Adapt Through

Lots of interests

Not enough time

Not enough info Not enough room

A lot to do Tight funding

Long hours

Stress Teamwork Collaboration

Communication Patience Integrity Respect

Business Interests

Staff Development Series Construction Phases

Session Date Focus Key Learning

Feb 2013 Series Overview Training value, goals, team dynamics

Feb 2013

Active Listening Communication styles, effective communication skills, clarity

Mar 2013 Effective Meetings Prepare, lead, engage effectively

Apr 2013

Giving/Receiving Feedback

Preparing and delivering effective feedback, gauging impact/results

May 2013 Difficult Conversations Five verbal skills to support difficult conversations, recipe for success

June 2013

Conflict Resolution Understanding five styles of effectively engaging conflict resolution

July 2013 Coaching & Motivating Performance coaching, forms of motivation- match to person

Monitoring Team Function Construction Phase

■ Operating Principles

■ Assessments

■ Feedback

■ Leadership 360s

■ PM Check-ins

■ Principal Check-ins

■ Pockets of team in Storming, Norming and performing

Monitoring Team Function Construction Phase

Monitoring Team Function Construction Phase

Predicting Results Through Words

Kind of

Sort of

Weak Strong Increasing Accountability

Will Done

Do(ing)

Did

Hope(ing)

We’ll see Maybe

Should

Try(ing)

If

Wait(ing) Can’t

Might On track Someone Submitted

Checking

Planning Developed by Mike Baker, 2012

Soft Language Example Construction Phase

Situation: Need to respond to contractor request for information (RFI)

■ Q: “When can we do this?”

▪ A: “It would be nice if we would do it today.”

■ Q: “When will it happen?”

▪ A: “Well, I have a 3-hour meeting today”

■ Result: “Delegate the 3-hr meeting and focus on this”

Actual recent project dialogue:

Cycle of our Team

We are here

This Project and Presentation is a collaboration of the following teams:

Questions?

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