Alternative LEAN Project Delivery consistently drives mutually beneficial best value outcomes for the owner, designer, builder, and facility user.
All of the tools and services required to implement Alterative LEAN Project Delivery are proven and readily available. All that is needed is appropriate owner leadership and commitment.
Alterative LEAN Project Delivery integrates the previous silos of construction planning, procurement, and project delivery and all previously disparate team into a cohesive, collaborative, and program-driven environment.
A collaborative long-term multi-party contract and integral Operations Manual / Execution Guide are key elements as is a common data environment inclusive of a locally researched, detailed unit price book.
The interrelationships between all participants and stakeholders are well defined. The owner provides leadership and global oversight, where as local expertise and decision-making is fully enabled and supported.
Team focus is directed towards mutually beneficial, well-communicated outcomes.
Owner are required to provide a scope of work in sufficient detail to enable requisite design as well as an associated detailed line item construction cost estimate by the associated service partners. This process and workflow, combined with a common data environment that assures technical and financial visibility and transparency, significantly reduces errors, omissions, change orders, and legal disputes.
Alterative LEAN Project Delivery is a proven method of programmatic management approach and execution framework that integrates people, process, information, and technology.
The owner is fully responsible establishing, communicating, managing, and continually improving….
- Philosophy : The foundational required behaviors for being a participant and the associated achievement of desired outcomes.
- Methodology: Processes and workflows of how to plan, procure, deliver, manage and continuously improve as well as defining of the required tools and processes.
- Contract: The multi-party, long term document, inclusive of a written Operations Manual / Execution Guide, that clearly establishes roles, relationships, expectations, performance metrics, etc.
Change is fundamental for all parties. Is only works if it is coincident with the creation of common interests within an environment with which everyone works, jointly and collaboratively.
Alterative LEAN Project Delivery has direct impacts upon costs, supporting and improving team participation.
Variations in processes that traditionally increase costs are minimized as communication among all team members is early and ongoing.
Program versus Project View
Alterative LEAN Project Delivery is a way of doing things based upon behaviors, process, workflows, and tools that combine into a Program. All project therefore benefit from a collaborative program-centric approach. While each project is indeed different, the how and why people work together, and the benefits anticipated are full understood and in alignment. This is virtually to achieve with traditional design-bid-build, design-build or other less collaborative processes.
Projects are conceived, procured, and executed collaboratively within an Alterative LEAN Project Delivery Program. Adversarial relationship and the lack of communication and information sharing, so common with most construction project-centric approached, are eliminated.
Training is King
Knowledge and training on Lean and Integrated Construction Planning, Procurement, and Project Delivery is mandatory on an introductory and ongoing basis. Owner and service provider teams work hand in hand service team members to maximize internal and external capabilities and capacities to mutually achieve a best value outcome. This level of communication and collaboration is foreign to most organizations and must be learned and improved in phases.
Measuring Gaps and Performance
As progressing towards fully integrated construction planning, procurement, and project delivery is a phased process and one that involves continuous learning and improvement, monitoring performance is equally dynamic. Key performance metrics (KPIs) should be used to measure progress of both strategic and tactical initiatives. Metrics and information gathering methods are also readily available.
