ASSEMBLING (AND MAINTAINING) THE RIGHT TEAM FOR YOUR PROJECT

Transcription

1 ASSEMBLING (AND MAINTAINING) THE RIGHT TEAM FOR YOUR PROJECT Philadelphia, Pennsylvania Special Thanks to our Host Airport

2 Panel Participants Geoff Neumayr, Chief Development Officer, San Francisco International Airport Roddy Boggus, Vice President & Aviation Practice Buildings Service Group Leader, RS&H Jay Fraser, Vice President & General Manager Aviation, Turner Construction

3 Panel Participants Geoff Neumayr, Chief Development Officer, San Francisco International Airport Roddy Boggus, Vice President & Aviation Practice Buildings Service Group Leader, RS&H Jay Fraser, Vice President & General Manager Aviation, Turner Construction

4 San Francisco International Airport The Right Team for SFO Geoffrey W. Neumayr, SE Chief Development Officer Planning, Design & Construction

5 Integrated Project Delivery Developing high performing teams through a Structured Collaborative Partnering Program Integration through Stakeholder Engagement Process Integrated project delivery (IPD), is a collaborative alliance of people, systems, business structures and practices in a process that harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction. Common Purpose as defined by Exceptional Project Outcomes EPO and continual improvement. Source: the American Institute of Architects PLANNING, DESIGN & CONSTRUCTION

6 Exceptional Project Outcome Business Participation Outcomes LBE Participation Goals DBE Participations Goals Local Hire Goals New Hire Goals Create Jobs Economic Outcomes Exceed Revenue Reduce O & M Cost Local Economy Improvement Increased Competition Minimize Impact on CPE Construction Outcomes Safety Incidents Operational Impacts Profitable Outcome for All Non-Conformance Work Disputes/Claims Sustainability Outcomes Social Inclusion Environmental Stewardship Economical Responsibility Maximize Performance Optimize Operations Design Outcomes Passenger Experience Project Recognition/Awards End User Satisfaction Creative Solutions Innovative Solutions Project Management Outcomes Target Budget Performance Target Schedule Performance Activation/Startup Goals Have Fun Partnering Goals PLANNING, DESIGN & CONSTRUCTION

7 Aligned Project Delivery Lines of Communication Contractual Relationship The Project Team The Project Collaborate PLANNING, DESIGN & CONSTRUCTION

8 Progressive Design Build Progressive Contract Amount PLANNING, DESIGN & CONSTRUCTION

9 Project Leadership All Project Team members will have to be leaders Leaders have followers Following is voluntary Leadership is the ability to guide and motivate a group of people toward a common purpose PLANNING, DESIGN & CONSTRUCTION

10 Continuum of Leadership Dictatorship Leadership Low Trust Leadership Characteristics Trust Trusted Leadership High Trust Threatening Environment Collaborative Punishment Incentive Reward Natural Progression of a Dictatorship Fearful Conformity Single Solution No Learning No Professional Growth Culture Thinking Invention Teaching Education Natural Progression of a Trusted Leader Fun Innovative Multiple Solutions Coaching/Mentoring Professional Growth Low Performance Performance High Performance Failure Results Excellence Continuum of Leadership PLANNING, DESIGN & CONSTRUCTION

11 Qualities of the Right Team Diverse team that reflect San Francisco Joint Venture Incentive at the Design Level LBE Subcontracting goals for both Design & Construction Trusted Leaders High Emotional Intelligence Kind people Diverse Technical Skills Integrated Project Delivery Experience Team Builders Problem Solvers, not problem makers Ability to work in an iterative and linear process at the same time Skillset Preconstruction Talent (Design to Construction) Multi disciplined skills that crossover from design to construction Conceptual creative thinkers Willingness to fail quickly and learn to improve PLANNING, DESIGN & CONSTRUCTION

12 Panel Participants Geoff Neumayr, Chief Development Officer, San Francisco International Airport Roddy Boggus, Vice President & Aviation Practice Buildings Service Group Leader, RS&H Jay Fraser, Vice President & General Manager Aviation, Turner Construction

13 Multiple Delivery Options CMR Design-Build (Progressive) IPD P3 Role of the A/E Owner s Rep Design Leader Design Partner Technical Advisor Do you need an A/E?

14 How Do We Become Part of the Team? Know the Market Needs Develop a Plan and Set Goals Long Term Approach The Right People Collaborate Early and Often

15 Know the Client Who are the Right People? Flexibility Design Excellence Project Partnership Trusted Partner High Performer Collabora tive

16 Project Team Maintenance Organize Business Plans Everyone is a Client Management Approach Align the Project Goals Assume reasonable Liability for each Party

17 Plan for Success Go slow in the planning To go fast in the execution If I had ONE HOUR to save the planet I d spend 59 MINUTES defining the problem And ONE MINUTE solving it. Albert Einstein

18 Successful Teams Among the key factors to successful design-build project delivery discussed were: Personnel educated in the nuances of design-build project delivery Goal alignment and collaboration among all parties (owner, contractor, A/E, and specialty contractors) Federal Owners Forum, May 2016 DBIA, SAME

19 Panel Participants Geoff Neumayr, Chief Development Officer, San Francisco International Airport Roddy Boggus, Vice President & Aviation Practice Buildings Service Group Leader, RS&H Jay Fraser, Vice President & General Manager Aviation, Turner Construction

20 Delivery Methods Many different project delivery tools available

21 Delivery Methods Design-Bid-Build Integrated Project Delivery (IPD)

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