Primavera unifier in action - Oracle Primavera Collaborate 14
Teaching an old dog new tricks user acceptance of pcm - Oracle Primavera Collaborate 14
Transcript of Teaching an old dog new tricks user acceptance of pcm - Oracle Primavera Collaborate 14
REMINDER
Check in on the COLLABORATE mobile app
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
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
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
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
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
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
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