WA0002-PS040702PARTNERING WORKSHOP
CDBG FY 2002 COPPELL
FIRE HYDRANTS & WATER MAINS
GOLDEN TRIANGLE M.H.P.
COUNTY OF DALLAS
CITY OF COPPELL
NORTH TEXAS CONTRACTING, INC.
JULY 2, 2004
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
AGENDA OF pARTNERING ACTIVITIES
ACTIVITY
DURATION
2.
3.
4.
Introduction & Sign-In
Contract Requirements
Project Requirements
Miscellaneous
LEADER
5. Break
5 Min. Abel Salda~a
20 Min. Abel Salda~a
25 Min. Al Dominguez
5 Min. Al Dominguez
5 Min.
6. Partnering Workshop
introductions 5 Min.
7. County & City Perspectives 5 Min.
5 Min.
8. Contractor's Perspective 5 Min,
9. Successful Partnering 5 Min.
10. Successful Project Definition 10 Min.
11. Partnering Expectations 5 Min.
12, Sensitive Issues & PotentialOpportunities 10 Min.
13. Introspection Exercise 10 Min.
AAh
After Lunch
10 Min.
10 Min.
14. Goals for Project
Charter Drafting
*Mission Statement
*Goal Building
*Team Values
15,
Melody Davis
Melody Davis
Suzan Taylor
North Texas
Contracting, Inc,
Melody Davis
Mixed Teams
Mixed Teams
Mixed Teams
Home Team
16. Resolving Issues - The Process
17. Follow-up for Effective Partnering
Home Team
Designated Teams
5 Min, Abel Salda~a
5 Min. Abel Saldafia
Note: A catered working lunch will be integrated into activities at about noon.
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
INTRODUCTIONS FORMAT
NAME:
ORGANIZATION REPRESENTED:
PLACE OF BIRTH / HOMETOWN:
LAST TWO PROJECTS WORKED ON:
BEST VALUE YOU WILL ADD TO THE TEAM:
DISTINGUISHING HOBBY/AVOCATION:
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
ELEMENTS OF SUCCESSFUL PARTNERING
Partnering is voluntarily setting up working relationships that
assure an environment that facilitates a "team" approach to
conducting business and solving problems.
The essence of Partnering is establishing and maintaining:
*TRUST
*COMMITMENT
*SHARED VISION
· Using partnering DOES NOT:
*Change any of the contractual requirements
*Assure the job will have no "tough" challenges
*Mean that one party can "roll over" the other
*Assure a profitable job
*Mean we can achieve success without a lot of hard work
· Effectively partnering through the life of the contract will:
*Improve team problem solving and mutual respect
*Assure open communications and prompt issue resolution
*Help avoid wasting time in "letter writing" and other adversarial
pursuits
*Provide job satisfaction and pride in accomplishment
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
DESCRIPTIONS OF A HIGHLY SUCCESSFUL PROJECT
What are the characteristics of successful projects that you
recall?
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
EXPECTED BENEFITS OF PARTNERING
(from your perspective on the team)
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
SENSITIVE ISSUES & POTENTIAL OPPORTUNITIES
Possible Sensitive Issues Within This Project
Potential Opportunities for This Project
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
INTROSPECTION EXERCISE
What are parts of our organizational culture, structure or people that
could cause problems for other members of the project team?
·
What can we do
actions?
(Proactively)
to avoid
these problem-generating
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
GOALS FOR CONSTRUCTION
Dallas CounW
North Texas Contracting, Inc.
City of Coppell
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
HOW TO DEVELOP A MISSION STATEMENT
TASK:
Write a sentence or two that describes:
B.
C.
D.
What the project is
Who is doing it
How you want to get it done
The ultimate goal ("In order to...")
2.
3.
4.
5.
6.
Look at the sample charters, borrow whatever works for you.
Get the group's ideas on A, B, C and D above.
Forge agreement on A, B, C and D.
Ask two people to draft a statement.
Work with it until you have agreement.
Don't worry about perfection...just capture the intent. The heart
of the charter is in the goals.
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
TYPICAL PROJECT GOALS
G~uality
*Meets specifications
*Efficient performance of work
*Minimal Punch list
*Do it right the first time
*Good Inspection System
*Minimal warranties
*No concrete failures
*Functional end product
Safety
*Manage risks
*No OSHA Recordables
*Clean & safe job site
*Continually confirm utility locations
*Maintain emergency vehicle access
*Protect the traveling public
*Protect pedestrians
Good Working Relationships
*No outstanding claims
*No unresolved disputes
*Willing to give good references
*Avoid adversarial "backsliding"
*Build trust one action at a time
Reputation
*Enhance reputation of all
*Build a project we are all proud of
*Earn an "excellent" evaluation
Budget
*Provide opportunity for profit
*Within budget
*Finish early
*Minimize changes with "ripples"
*Less than or equal to budget amount
Teamwork
*Open communications
*Accountability for indiv. Performance
*Seek win/win/win outcomes
*Shared vision
*Think like one project team
Schedule
*Timely completion
*Submitted on time
*Sequence work effectively
*Manage to schedule
*Minimal changes
Public Relations
*Keep public informed
*Build a good reputation
*Attractive, clean work site
*Over-communicate
SatisfacUon/Enioyment
*Take pride in Team Accomplishments
*Good project/joy to go to work to
Conflict Resolution
*Resolve conflicts quickly
*Follow conflict resolution plan
Cha nges/Submittals/RFl's/etc
*Fair and equitable
*Timely review and approval
*Minimal number
*Proactive scheduling
*Complete submittal package
*Prioritize major submittals
Communication
*Talk before drafting
*Draft before writing
*Open, regular communications
*Be accessible/provide timely response
*Describe and talk about shared vision
CDBG FY 2002 COPPELL FIRE HYDRANTS
& WATER MAINS
PARTNERING WORKSHOP
FOLLOW-UP EVALUATION PROCESS
Evaluate progress on each goal at periodic partnering
meetings.
Schedule partnering meetings as required to assure
Success
All participants spend time honestly assessing the
relationship and how to keep it improving
The process is more important than the "report card"
All team members evaluate "team performance", not
each other's performance
Intervals to be determined as needed, scheduled by
PM