Teaching an old dog new tricks user acceptance of pcm - Oracle Primavera Collaborate 14
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This document provides an agenda and slides from a presentation on managing user acceptance through non-conventional methods. The presentation discusses using a construction manager/general contractor (CM/GC) delivery method and an owner's representative to build trust and improve team performance on a large, complex infrastructure project. It emphasizes effective leadership, communication, and ongoing training to foster collaboration and resolve issues among stakeholders with different interests.
Teaching an old dog new tricks user acceptance of pcm - Oracle Primavera Collaborate 14
- 1. 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
- 2. Agenda ■ Learning Objectives ■ Project Context – Back Story ▪ Why CM/GC Delivery ▪ Why an Owner’s Representative ■ Becoming a Team ▪ Tools to Monitor Team Performance
- 3. Inserting video here for live presentation
- 4. This is a slide title (one or two lines)City Parks WS Consortium RR OR 43 Riverview Cemetery Condos RegionalTrail and RR City Water Bureau PBOT Condos
- 5. 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
- 6. 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
- 7. 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
- 8. Defining Roles During Design
- 9. 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
- 10. 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
- 11. Any Given Day on a Large Project… Stress Lots of interests Not enough time Not enough info Not enough room A lot to doTight funding Long hours Complicated
- 12. Effective Leadership Fosters ■ Teamwork ■ Collaboration ■ Communication ■ Patience ■ Integrity ■ Respect
- 13. 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)
- 14. 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
- 15. 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
- 16. Engaging Team Building Partnering Overview
- 17. 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 BuildingExercises Stakeholder Groups, Roles and Responsibilities Team Scenario Planning Myers-Briggs Team Assessment and Understanding Communication& Decision-making Protocols Conflict ResolutionProtocols Make and Update Agreements
- 18. 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
- 19. 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
- 20. 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 proceduresothers can follow Accept the limits of things Base decisions on known facts Structured and organized Clear performanceexpectations Achieve practical results Doing, taking action, planning, organizing, structuring
- 21. 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 practicalprocedures others can follow Reluctant to considernew/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 disregardpeople and emotions Clear performance expectations Act now, become informedlater Achieve practicalresults Unrealisticworkloadsand stress Doing, taking action, planning, organizing, structuring May ignore key communicationsand interpersonalrelationshipfactors
- 22. 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
- 23. Ready to Design and Build a Bridge First Partnering Session Team Photo
- 24. 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
- 25. 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
- 26. 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
- 27. 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
- 28. 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:
- 29. Staff Development Series Construction Phases Session Date Focus Key Learning Feb 2013 Series Overview Trainingvalue,goals, team dynamics Adapt Through Lots of interests Not enough time Not enough info Not enough room A lot to doTight funding Long hours Stress Teamwork Collaboration Communication Patience Integrity Respect
- 31. Staff Development Series Construction Phases Session Date Focus Key Learning Feb 2013 Series Overview Trainingvalue,goals, team dynamics Feb 2013 Active Listening Communicationstyles, effective communicationskills, 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 Understandingfive styles of effectively engaging conflict resolution July 2013 Coaching & Motivating Performance coaching, forms of motivation- match to person
- 32. 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
- 33. Monitoring Team Function Construction Phase
- 34. Monitoring Team Function Construction Phase
- 35. Predicting Results Through Words Kind of Sort of Weak StrongIncreasing Accountability Will Done Do(ing) Did Hope(ing) We’ll seeMaybe Should Try(ing) If Wait(ing) Can’t Might On track Someone Submitted Checking Planning Developed by Mike Baker, 2012
- 36. 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:
- 37. Cycle of our Team We are here
- 38. This Project and Presentation is a collaboration of the following teams:
- 39. Questions?
- 40. Please complete the session evaluation We appreciate your feedback and insight ■ SESSION ID# 15472 ■ You may complete the session evaluation either on paper or online via the mobile app