What are 'larger, complex' projects? Why are they unique?
By "larger" we mean any project with a contract value in excess of $50 million. "Complexity", on the other hand, can be a consequence of technical or design considerations, constructability, the number of stakeholders, and third party coordination. The likely consequences? More issues and uncertainty coupled with a larger number of 'players' to resolve them with.
How can the Ventura Consulting Group's approach to partnering address these challenges?
It is our conviction that the greater the challenges on a project the greater the opportunity for true teamwork and project excellence. Our approach enables all stakeholders to candidly acknowledge project challenges and then go on to develop a way of dealing with them proactively and as a team.
There are numerous stakeholders on my project. How does your process engage them?
Our partnering process acknowledges that increasingly decision making on larger projects has become both diffused and delegated. To put it simply, there are a lot of stakeholders and they all have something to say. Our workshops enable them to be involved in a manner that not only contributes to their own self interest, but to that of the overall project as well.
How does your workshop process bring such a large group together as a team?
We start with a very basic assumption. That is, that the vast majority of project stakeholders want to be part of an extraordinarily successful project with one caveat or qualification. That being, as long as doing so does not require them to work longer, harder or more expensively. Our workshop process enables them to both define and achieve very specific project goals that equate to an extraordinary success for all by working collaboratively.
OK, but how do you begin work on larger, complex projects?
We initiate the partnering process through individual interviews of key stakeholders to clearly understand roles and responsibilities, challenges, opportunities, and risks. From these interviews we design a project specific workshop process with project management that frequently begins with an Executive Session.
What is the purpose of the Executive Session?
This 2 to 4 hour session is designed to establish relationships at the executive level and a means by which this team can support, reinforce and, when necessary, 'backstop' conflicts and the partnering process at the project level.
What goes on in the Partnering Workshop itself?
First of all, on larger, complex projects we assume a level of professionalism and project management experience that may not be found on other projects. We also assume that most, although not all, participants have been through formal partnering before. Consequently, we do not employ psychological tests, games or lectures on partnering in these workshops.Our workshop is an iterative process that begins with the creation of specific breakthrough project goals; develops processes to achieve those goals; and then develops specific individual commitments to action to implement the processes as a team. We go on to develop a conflict resolution process to deal with anticipated conflicts and breakdowns.
How do you monitor and sustain project success and the partnering process after and between workshops?
We employ three processes. First, we work with project management to develop a management process that monitors and reinforces progress toward the partnership goals and action plans at the executive level.Secondly, we develop and implement monthly on-line surveys of participants and collate this feedback back to project management. Thirdly, we conduct quarterly review workshops to introduce new partners; review progress toward the goals; acknowledge successes; and develop new action plans. Additionally, we are available for 'issue specific' workshops where the need or opportunity arises.
Can you deal with an adversarial project that is already underway?
About 30% of our workshops deal with adversarial or problem projects. In these workshops we give the participants a choice. A choice between continuing with "business as usual" or to now all begin to relate on the basis of common goals, teamwork and specific personal commitments developed in the workshop.Paradoxically, we've learned that the more hostile the relationship, the easier it is to effect a significant breakthrough. Why is this? When given a choice, it is all too clear to all workshop participants that a continuation of the status quo is a mutual, lose-lose game.
Can you give me a specific example?
Consider the $700 million BART-San Francisco Airport Extension, one of the largest design build projects in the country. Begun in 1998, this project has involved numerous stakeholders to include cities, railroads, the airport and environmental groups.Our ongoing involvement with this project evolved to monthly project specific workshops on such issues as railroad coordination; systems implementation; safety; project acceptance; and, operations interface.
"The Ventura Consulting Group has consistently enabled us to develop high performance teams on our larger projects. These have produced true, win-win results for both our organization and that of our client's."
– Wayne Lindholm, Vice President, Hensel Phelps Construction
"The Ventura Consulting Group's partnering workshops invariably provide major value to our organization in meeting project safety, cost, quality and scheduling objectives."
– Roy Neyer, Division Leader, Projects Division, Lawrence Livermore National Laboratory
"The Ventura Consulting Group has played a significant role in assisting us achieve successful project outcomes on our most challenging and complex projects."
– Rafail Pozin, Area Manager, Kiewit Pacific
"The Ventura Consulting Group has been a valuable resource for our project team from its inception, and has played a significant role in enabling our partnership to achieve successful project results. Our goals are better understood by all stakeholders and our communication is clearer because of Ventura's efforts."
– Jim Van Epps, Executive Director, West Side Extension, Bay Area Rapid Transit District.
