If you are Tired of Late, Over-Budget, and Just Plain LOUSY Facilities Repair & Renovation Outcomes, then do these 3 steps!
1. Reshape your teams and raise transparency. Too often, organization fail to build solid internal and external teams in concert with their mission goals. The root cause causes behind poor outcomes, even more so than technical factor, is lack of competent teams working collaboratively toward mutually beneficial goals. Ensure robust nontechnical risk management by developing long-term relationships with well defined roles, responsibilities, workflows, information requirements, and deliverables.
As real property owners, it’s your roles to encourage innovation and new approaches by prescribing means and methods of planning, procurement, and project delivery and requiring compliance.
2. Rewire the contractual framework. The interests of ALL participants and stakeholders must be aligned and resources marshalled towards well-defined outcomes. Individual projects WILL NOT consistently achieve bst value outcomes unless they are conducted within an overall programmatic environment! Disengage your organization from traditional and hostile, contracting environments, and move to robust collaborative and integrated planning, procurement, and project delivery environments.
All the tools and support services are readily available to enable best value, highly efficient outcomes. The move toward best practice, alternative contracting models such as integrated project delivery (IPD) and LEAN Job Order Contracting enables continuous outcome improvement for all parties.
Adopting a program mentality versus a traditional and narrow project focus, requires addressing culture, principles, and systems that change and improve behaviors, attitudes, and skills.
Real proper owners and the AECOO sector in general would be better served by moving away from purely transactional contracting to purely relational contracting.
3. Rethink procurement, planning and project delivery processes. There is a major opportunity to improve productivity by truly integrated planning, procurement, and project delivery teams. Most owners says they are doing this, but in reality this rarely occurs. For example procurement typically knows very little about fundamental facilities management practices and the same if true visa versa. Additionally, few, if any owners, required the use of a standardized, locally researched unit price book for cost estimating and improving scope of work definition. Achieving this level of common information sharing alone would greatly reduce miscommunications, error and omissions, and change orders!
