Constructive Collaboration for a Seamless Client Journey
By Bill Gilbane III January 18, 2017 11:26 am
reprints
The ultimate goal of every project is a satisfied client and a quality project. How we get there is a process that is still evolving. The building industry today has changed significantly from the days of the Master Builder, where the role of the designer and the builder were one in the same. Now separate entities often on opposing sides, design and construction have become a fragmented and linear process. Managing risk and individual interests are often the drivers over collaboration and working toward common goals. Fortunately, that is changing. The process is evolving and clients and teaming partners are beginning to see the benefits of a shift in mindset toward a more integrated approach. Emerging technologies, new forms of delivery methods, sustainability goals and innovative value management and constructability approaches are helping to facilitate collaboration, and construction managers are in a unique position to drive this evolution as partners, mediators and leaders on integrated project teams.
Previously viewed as a manager of cost, quality and schedule during construction, construction managers (CMs) are taking a more proactive leadership role, acting as adviser and partner throughout the building process. For CMs to be viewed as leaders in advocating for a collaborative approach, we must create an integrated framework at the start of every project. While changes and challenges are inevitable, well-established methods for conflict resolution allow teams to quickly address these issues, avoiding impact to a project’s schedule and cost. By investing time at project startup, teams can avoid contract disputes and costly delays.
Early collaboration between architect and construction manager is also beneficial in value management and constructability efforts. A proactive preconstruction and value engineering process allows CMs to help guide early decisions that result in the most productive outcomes. With input early in the design process and active team engagement, constructability conflicts, flaws or errors can be uncovered and addressed before the schedule or project costs are impacted. In addition, an integrated value management effort, when approached holistically, allows for the exploration of the most cost-effective, innovative construction solutions without sacrificing critical design elements.
The rise of alternative project delivery methods such as Integrated Project Delivery (IPD) has also impacted team dynamics and the construction process. Beyond the contractual structure, these methods encourage collaborative strategies, shared risk and accountability and an integrated, inclusive approach that encourages transparency and seamless communication. Co-location, design-assist and the use of shared tools like Building Information Modeling (BIM) promote collaboration early. In addition, an integrated leadership team, rather than a typical hierarchical structure, streamlines decision-making that can be slowed by indirect communication. On the Henry J. Carter Specialty Hospital and Nursing Facility project for New York City Economic Development Corporation and NYC Health + Hospitals, the Gilbane Building Company team used an IPD approach that helped meet a fast-track schedule that was reduced from 36 to 18 months. To accelerate the production of designs, the integrated project team co-located to a central on-site office. BIM was also used in the development of the design and execution of the construction activities that allowed the team to work together, contributing to a common model that was used throughout the project.
Often thought of as simply a clash detection tool, we are also using BIM and laser scanning to help solve challenges collaboratively during the design process. On the Norton Museum of Art project, Gilbane is working closely with Foster + Partners, the museum and an arborist to help preserve the integrity of an 80-year-old banyan tree located on the site of the new wing, using laser scanning technology to demonstrate the impact the tree would have on the design. Through careful planning with Gilbane and design assist subcontractors, Foster + Partners developed a revised roof canopy scheme, which not only mitigated impacts to the banyan tree, it also resulted in a more prominent design feature embraced by the museum. The success of the banyan tree preservation was a direct result of early collaboration and a seamless, inclusive, integrated process.
Equally important but much less tangible are the cultural synergies that must exist among client, architect and CM. We have found that working with architecture firms that embrace the inclusion of CMs and other team members during the design phase allows us to help guide design decisions based on constructability, material selection and availability, pricing and scheduling.
A successful project result is best achieved through a process that focuses on common goals and a commitment to client satisfaction at its foundation. The inherent challenges that come from an industry where individual goals and managing risk have often put team members at odds with each other are ones we must strive to overcome. The time has come for us, as an industry, to truly embrace a collaborative approach and advance the evolving roles of design and construction professionals.
