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Starting from Scratch: A New Project Delivery Paradigm

Starting from Scratch: A New Project Delivery Paradigm . Glenn Ballard & John Strickland. Charter. The primary purpose of this research is to answer the question:. RT-271. Dr. Glenn Ballard University of California, Berkeley Dean Bowman Bentley Systems, Inc.

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Starting from Scratch: A New Project Delivery Paradigm

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  1. Starting from Scratch: A New Project Delivery Paradigm Glenn Ballard & John Strickland

  2. Charter • The primary purpose of this research is to answer the question:

  3. RT-271 Dr. Glenn BallardUniversity of California, Berkeley Dean BowmanBentley Systems, Inc. David CampbellAir Products and Chemicals, Inc. Brenda CornilsAbbott Rob FittroZachry Engineering Corporation Barry J. GrothTennessee Valley Authority Jerry G. HobbsLauren Engineers & Constructors, Inc. Dr. Yong-Woo KimUniversity of Washington, Seattle Steven KirwanSiemens Energy, Inc. Linda MalczewskiThe Procter & Gamble Company Peter MooreFluor Corporation Catherine MyersCH2M HILL Michael L. PopeU.S. General Services Administration Glyn RodgersKVAERNER. John StricklandCH2M HILL Will TaylorSouthern Company Fred VollEmerson Process Management Tom J. Wood The Procter & Gamble Company James Woolley URS Corporation

  4. RT 271 Path to the Conference

  5. What Would Great Project Delivery Look and Feel Like?

  6. Pulling It All Together

  7. Aligning Commercial Interests “The degree to which commercial agreements support behaviors beneficial to mutual success.” RISK

  8. Organizational Integration “Where different organizations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit”

  9. Managing by Means • Management consistent with the principles that govern the operation of natural systems. The focus is on the means, and not the ends — on processes and people, on every worker and each step.

  10. Statistical Analysis Y = 5.85× X (MBM+AI)-11.58 p-value = 0.006 Cost reduction & Sched. reduction (%) Relationship between MBM+AI and Performance

  11. Team Case Studies & Prior CII Research • Team Members Completed Detailed Questionnaire on • Projects That Went Exceptionally Well • Projects That Did Not Turn Out So Well • Guess What? • Similar Ideas Promoted By Numerous CII Teams • Are the Vision and Framework Really Anything “New”?

  12. LCI Congress Straw Poll

  13. The Critical Question • Why aren’t we already doing the things that would make us better?

  14. The Power of Paradigms • “Who the hell wants to hear actors talk?”— H.M. Warner, Warner Brothers, 1927 • “We don't like their sound, and guitar music is on the way out.” — Decca Recording Co. rejecting the Beatles, 1962 • “I think there is a world market for maybe five computers.”— Thomas Watson, chairman of IBM, 1943 Photos from top: The Retro Barbershop; Beatlesgirl7; NASA Ames Resarch Center (NASA-ARC).

  15. Historical Conventional Wisdom • A professional commander organizes his troops in straight, orderly lines in the middle of an open field and has them wear bright, red coats • British military, at least until the Battle of New Orleans • Trying to build a car with zero defects simply isn’t cost effective • Construction is a dangerous business. Accidents and injuries are just part of the game. Photos from top: Wikimedia Commons; Ramberg Media Images; ER24 EMS Pty Ltd.

  16. Project Delivery Paradigms • You manage the project by managing contracts. “Win-win” is an illusion. What counts is that I win. • Social science isn’t real science Collaboration sounds great, but you have to give up competition. Trust is for suckers.

  17. Competing Paradigms

  18. Where do we fit in? • What paradigms do we challenge? • How do we become the anomalies that lead others to recognize faulty paradigms? • Is challenging a set of institutional paradigms a call to action for an institution? • Is this a good “Chapter Challenge”?

  19. Call To Action • ‘Create’ anomalies that compel confrontation with paradigms • Show that widely held presuppositions are false • Apply competitive pressure in the market

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