Developing an efficient JOC Program Framework requires a commitment to collaborative and integrated Planning, Procurement, and Project Delivery teams.
Unfortunately most JOC Programs outside of the DoD sector, simply use JOC as a means to speed procurement with little attention paid to JOC administration costs and the issues with the excessive use of “JOC Consultants”. Mutliple independent third-party audits have clearly demonstated the pitfalls of this approach, common to the County, State, Local Government, and Educational Sectors.
JOC Program success is dependent upon direct collaboration between Owners and Design-Builders as well as Subcontractors. Developing and maintaining such a collaborative
environment requires initial and ongoing training, an unbiased JOC Framework, as well as continuous team assessment and improvement. True collaboration and owner leadership, capability, commitment, and accountability are requirement, not choices.
Little focus has been give to JOC Program and collaboration assessement by trade associations or research to date.
Below are the requisite traits of collaboration within an efficient JOC Program as well as key aspects with respect to associated planning, procurement, and management activities. This information cna be used to improve the overall effectiveness of any JOC Program.
#1 Educate organizational leadership and potential team participants on Job Order Contracting, and the need for “culture change” with respect of all aspects of procurement, planning, and project delivery (Note: Implementing a JOC Program without altering traditional behaviors and levels of accountability will not enable realization of any measurable improvement in repair, renovation, maintenance, or new construction outcomes, and may actually result in excessive costs and conflict generation. Initial and ongoing training for ALL participants must be mandatory.)
#2 Conduct diligent market researched on available JOC cost data, software, and services. (Note: JOC has been used for decades, however, many traditional JOC tools and approaches are outdated.)
#3 Develop a JOC Program Strategy, Objectives, and Quantitiative Performance Metrics
#4 Select a JOC Program Administrator who is a consensus leader with appropriate management and technical skills.
#5 Do not procure any JOC Solution based upon a percentage of JOC contruction volume. This approach may appear to be less costly at initial stages, however, easily results in 10x higher JOC administration costs. Millions can be lost to JOC adminstration costs that could have gone to actual construction and deferred maintenance reduction activities.
#6 Use current, local market, unit price line item cost data. Do not use general cost data books or national average cost data and location factoring. Also do no use assembely level cost data. The use of the latter will result in a lack of verificable cost visibility and failure to support effective cost management.
#7 Leverage collaborative cloud purposed-built JOC technology. The use of generic project management software or spreadsheets is note recommended due to the inability to support requisite JOC program management activities and audit requirements.
#8 Develop and maintain focus upon OUTCOMES mutually beneficial to all JOC Program participants.
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