This abstract provides initial insight into Collaborative Construction Performance, Enablers, & Requirements.
Maximizing best value construction outcomes involves collaborative LEAN planing, value-based procurement, and project delivery processes. This, in turn, requires owner leadership and competency with respect to the integration of People, Process, Information, and Technology.
While there is ample evidence that LEAN construction planing, procurement, and project delivery can drive the consistent execution of quality repair, renovation, maintenance, sustainability, and new construction projects on-time and on budget, there have been relatively few early adopters. This low level of adoption is despite readily available tools and services to support proven LEAN construction frameworks such as Integrated Project Delivery, IPD, for major new construction and LEAN Job Order Contracting, JOC, for repair, renovation, and “minor”new construction.
Both IPD and JOC require participants and stakeholders (owner, engineer or architect, builders, building users, oversight groups…) to work together within a defined workflow from initial concept stage, through work completion and beyond. A defined preplanning period develops the initial project scope, schedule, and budget, then follows a joint planning phase, including a joint site visit and detailed line item proposal from the contractor. Parties engage in a single overall program and contract which outlines roles, responsibilities, workflows, information, deliverables, etc., in a manner that is financially transparent and mutually beneficial.
Reasons for the low rate of adoption of collaborative planning, procurement, and project delivery, despite its ability to measurably improve outcomes, is largely due to the fact that many/most organizations are unfamiliar collaborative behavior and workflows. Collaborative behavior is somewhat foreign within an industry segments known for mistrust, antagonistic relationships and legal disputes. Additionally a certain level of owner leadership and competency is a core requirement. That said, there is little overtly complex about LEAN collaborative methods. The key issue appears to be resistance to change, and lack of leadership and/or support.
Elements of collaborative planning, procurement, and project delivery programs
- Single long-term, multi-party agreement with associated Operations Manual / Execution Guide
- Owner leadership
- Mutual trust/respect
- Shared risk/reward
- Full financial transparency – inclusive of locally researched detailed unit price book / cost database
- Mandatory collaboration
- Mandatory initial and ongoing training for all participants
- Continuous improvement
- Common data environment
- Defined workflows
- LEAN processes embedded with collaborative technology
- Life-cycle cost view versus first-cost mentality
- Metrics and key performance indicators
- Regular third-party program audits
- Program versus project approach
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About Author – Four BT, LLC, 4BT, guides organizations to help achieve accelerated improvement of their facilities repair, renovation, and construction outcomes through the development of a culture centered upon delivering customer value, supported by proven LEAN processes, actionable and robust data, enabling cloud technology, and ongoing training.