Improved Project Outcomes through Collaboration and Technology Charles Hardy, CCM Deputy Director, GSA PBS Great Lakes Region - Office of Property Development

2 Why Owners are Interested….. Why Optimize?  Improved Delivery times/Safer workplaces  Higher Quality Relationships/Processes/Communication  Higher Quality Documents and Construction  Improved living and working environments  Efficient Use of Resources/Less waste of time and money  More effective use of project funding

3 Projects have LONG Lifecycles ….buildings have longer life cycles.

4 How Owners see it Happening….. Governing Principles  Owner Leadership  Integrated Project Structure  Open Information Sharing  Dedicated use and development of Technology

5 Can we achieve optimization within current arrangements?  Traditional contracts and roles impede collaboration  Incentive of parties is often to do as little as possible  Team members focused on self-efficiency not project efficiency ……Can We?

6 It’s not about the technology….. 90% Sociology 10% Technology +

7 Key Elements for Transformation….. Contracts / Legal & Regulatory Constraints  Business terms that facilitate collaboration  Out of relationships contracts are born not vice-versa  Align team member goals with project goals  Record responsibilities, rewards and consequences clearly  Development of joint and shared liability arrangements  Allow for different project delivery methods

8 Characteristics of an Optimized Project Fully Collaborative – Highly Productive  Assemble integrated teams early in the process  Develop clear concise mutual established goals, values and objectives – BEFORE design begins  Make value decisions – not simply first cost  Use comprehensive technology that support not inhibit collaboration

9 Characteristics of an Optimized Project Fully Collaborative – Highly Productive  Share information in an open honest way as norm – no information proprietary within the team  Match resources with the needs of the project  Assess and manage risk continually  Pain Share – Gain Share

10 Industry Direction CURT Initiatives……………..….....AIA Initiatives………………AGC Initiatives Industry Initiatives >>>>>>>>>>

11 CURT Initiative Cost of design change PDSDCDPRCAOPDD Time Effort/Effect Ability to impact cost and functional capabilities Traditional design process Preferred Design Process Shifting Compensation

12 What’s it all mean... The Business Case  The “Buzz” and “Excitement” Needs Grounding –Overall Framework –Aligned with business objectives  Building Bridges and Connections –Profession, Industry Organizations, Academic Institutions and Technology Providers  Continuing Crisis in Human Capital