文/Monica Williams 譯/趙克琛

為了迅速有效地開展工作，建筑項(xiàng)目干系人正在尋找團(tuán)隊(duì)合作的創(chuàng)新方法。

在大規(guī)模建筑項(xiàng)目里，承包商、分包商、顧問和業(yè)主也許是第一次和最后一次合作。在很多情況下，團(tuán)隊(duì)成員對將要與他們合作的人有很少決定權(quán)，實(shí)際上，他們有時(shí)甚至被要求與競爭對手組成臨時(shí)的團(tuán)隊(duì)。面臨著快速跟進(jìn)的最后期限、復(fù)雜的工程和公眾壓力，你會陷入一種團(tuán)隊(duì)很難平和相處的境地。

了解到項(xiàng)目挑戰(zhàn)后，項(xiàng)目業(yè)主試圖尋找合作的新方式?！艾F(xiàn)在許多業(yè)主的公司在經(jīng)驗(yàn)和人力上已經(jīng)萎縮到無法有效管理建筑項(xiàng)目的程度，所以他們必須外包項(xiàng)目?！比R斯·普呂多姆說。他是PMI職業(yè)道德審查委員會主席和位于美國德克薩斯州奧斯汀市的美國建筑工業(yè)院的研究主任。

普呂多姆認(rèn)為，隨著外包變成一種必要的手段，軟件技術(shù)可以用來促進(jìn)溝通并且增強(qiáng)團(tuán)隊(duì)責(zé)任感，但項(xiàng)目經(jīng)理必須掌握活躍氣氛的技巧。畢竟，工具只有被正確使用的時(shí)候才會起作用。

夯實(shí)基礎(chǔ)

“在任何一個(gè)主要的合同項(xiàng)目里，你會面臨50到400個(gè)有著各自實(shí)施計(jì)劃的公司。而問題在于，你如何將它們整合到一份實(shí)施計(jì)劃里?！备窭浊佟溈疾颊f。她是美國科羅拉多州丹佛市FMI公司業(yè)主服務(wù)部門的常務(wù)董事。

造價(jià)3.84億美元的Invesco Field的完工給出了關(guān)于最高層團(tuán)隊(duì)合作的一個(gè)案例，建造Invesco Field是用來替代丹佛野馬隊(duì)前主場Mile High體育場。1998年項(xiàng)目啟動時(shí)，業(yè)主要求在2001－2002賽季前完工。由丹佛市的六個(gè)縣組成的大都會足球場區(qū)選擇了德克薩斯州達(dá)拉斯市的特納公司來領(lǐng)導(dǎo)體育場的建設(shè)，并選擇了密蘇里州堪薩斯城HNTB公司建筑師工程師規(guī)劃師部門來設(shè)計(jì)體育場。工程的進(jìn)度安排迫使此項(xiàng)目使用一種在體育場建設(shè)項(xiàng)目中從未使用過的“設(shè)計(jì)－建造”方案。

“之前，我們并不知道我們要與HNTB公司合資，但一旦業(yè)主意識到要按時(shí)完工就必須使用“設(shè)計(jì)－建造”方案，我們一致認(rèn)為：我們別無選擇?！碧丶{公司建筑項(xiàng)目經(jīng)理查理·桑頓說。

很明顯，特納公司與HNTB公司會按80：20的比例分擔(dān)項(xiàng)目風(fēng)險(xiǎn)?！霸谶@樣的項(xiàng)目里，設(shè)計(jì)單位承擔(dān)風(fēng)險(xiǎn)這種做法是很少見的，但是我們都認(rèn)為這是團(tuán)隊(duì)建設(shè)的良機(jī)，并且向市場展示“設(shè)計(jì)－建造”方案是開展此類項(xiàng)目的積極手段。

合資公司的下一層面是主要的建筑公司和設(shè)計(jì)公司，他們?nèi)狈?jīng)驗(yàn)和彼此的了解。在這一層面團(tuán)隊(duì)成員會對每個(gè)項(xiàng)目所需的時(shí)間和費(fèi)用達(dá)成一致，但他們不會承擔(dān)任何風(fēng)險(xiǎn)。在設(shè)計(jì)和施工的任何階段，項(xiàng)目中會有75到80個(gè)承包商和最多1200到1300名勞動力。

為了保持溝通順暢并統(tǒng)一目標(biāo)，項(xiàng)目團(tuán)隊(duì)采用了一種多層次的會議流程（參見附文《接力團(tuán)隊(duì)》）。對于大多數(shù)項(xiàng)目成員來說，這是一種他們從未經(jīng)歷過的合作層次。

“關(guān)于如何實(shí)現(xiàn)這套復(fù)雜的流程，特別是當(dāng)分包商和初級員工參與了每兩星期一次的業(yè)主/合資公司會議時(shí)，合資公司愿意承擔(dān)風(fēng)險(xiǎn)。但這對他們真的很管用?！北葼枴に蛊绽鹚拐f。他是FMI公司的一名總監(jiān)，負(fù)責(zé)領(lǐng)導(dǎo)項(xiàng)目協(xié)作流程的開發(fā)工作。

后來，體育場在野馬隊(duì)新賽季開幕前按時(shí)投入使用，現(xiàn)在其他體育場建設(shè)項(xiàng)目正在考慮把“設(shè)計(jì)－建造”方案作為一種快速跟進(jìn)項(xiàng)目的方法?！斑@種合作的基礎(chǔ)是信任和主要項(xiàng)目干系人創(chuàng)建的那種文化，如果業(yè)主或主要承包商的管理者不能合作，那其他團(tuán)隊(duì)成員也不能?！丙溈疾颊f。

國際項(xiàng)目的實(shí)踐

上述原則同樣適用于國際項(xiàng)目，艾哈邁德·阿非非如此認(rèn)為。他是阿塞拜疆巴庫市麥克德莫特里海承包公司的升級項(xiàng)目經(jīng)理。阿非非領(lǐng)導(dǎo)者一個(gè)團(tuán)隊(duì)重建里海岸邊的一個(gè)被廢棄13年之久的預(yù)制件工場。這件工場原來用作建造海上平臺的上層建筑。

重建工場的工作已經(jīng)是一個(gè)巨大的挑戰(zhàn)了，而且阿非非的團(tuán)隊(duì)包括了蘇格蘭人、羅馬尼亞人、印度人、巴基斯坦人、埃及人、菲律賓人、英國人和阿塞拜疆人，而且項(xiàng)目領(lǐng)導(dǎo)要協(xié)調(diào)來自土耳其、英國、芬蘭、新加坡、中國、馬來西亞、臺灣和阿塞拜疆的分包商、工程師和供應(yīng)商們。此項(xiàng)目中，語言和文化的沖擊是可想而知的。

此項(xiàng)目得以成功的做法是頒布合作的標(biāo)準(zhǔn)并就其在項(xiàng)目團(tuán)隊(duì)上下進(jìn)行充分溝通。阿非非解釋道?！敖栌名溈说履氐膱F(tuán)隊(duì)合作原則，并將其銘刻在團(tuán)隊(duì)成員心目中的做法為分包商提供了一個(gè)良好的案例，并將他們?nèi)谌脒M(jìn)來?！彼f。此原則根植于員工人身安全、員工發(fā)展、公平對待和以身作則，甚至當(dāng)符號語言成為唯一的溝通手段時(shí)，此原則仍有效地幫助團(tuán)隊(duì)成員團(tuán)結(jié)一致。

數(shù)年前建立起來處理此類復(fù)雜項(xiàng)目的核心標(biāo)準(zhǔn)被寫入麥克德莫特章程，并被張貼在工地上。阿非非說：“任何合作努力的第一步是管理層接受。開始時(shí)，公司管理層必須認(rèn)同它，然后承諾實(shí)施它?！?br>
新技術(shù)登場

由于建筑行業(yè)仍舊被家族經(jīng)營和小公司支配，所以其他行業(yè)的項(xiàng)目經(jīng)理經(jīng)常使用的協(xié)作軟件在建筑行業(yè)里很少被采用。托馬斯·赫南德茲說，他是美國紐約州紐約市的建筑/工程/建設(shè)行業(yè)的技術(shù)顧問。“早在網(wǎng)上競標(biāo)得到大力推廣時(shí)，我們就看到了這種勢態(tài)的跡象。建筑行業(yè)卻沒有準(zhǔn)備采用它。許多合同的簽訂還是基于長期的合作關(guān)系和面對面的談判。

面臨著復(fù)雜的建筑流程，對于尋找能夠?qū)⑿⌒蜕虡I(yè)環(huán)境中的重要流程隔離和自動化的易用軟件的工作，項(xiàng)目經(jīng)理們可能會感到手足無措。然而，軟件開發(fā)人員開始了解到這個(gè)行業(yè)的需求，他們逐漸引起項(xiàng)目業(yè)主特別是那些別無選擇的業(yè)主的注意。這是哈德遜河公園項(xiàng)目的案例，這個(gè)項(xiàng)目耗資3.83億美元，需要重建毗鄰紐約市曼哈頓西區(qū)的13個(gè)公共碼頭和550英畝的公園。紐約州和紐約市于1998年創(chuàng)建了哈德遜河公園托管會作為此項(xiàng)目的業(yè)主。

“現(xiàn)在存在一種誤解，即人們認(rèn)為納稅人的錢會被花費(fèi)在修建一個(gè)過于龐大的工程。實(shí)際上，我們的小工程中的每個(gè)人都有一大堆的職責(zé)。而這套軟件的目的是幫助我們管理部分的職責(zé)?！蓖泄軙?fù)責(zé)公司事務(wù)及溝通的副總裁亞歷克斯·達(dá)德利如是說。

托管會選擇了一款項(xiàng)目管理軟件來幫助他們促進(jìn)項(xiàng)目合作、提供對信息征求書（RFI）的訪問，管理信函、申請、會議紀(jì)要、變更請求和報(bào)告等。此項(xiàng)目涉及了超過50個(gè)承包商和150名建筑師和工程師。

托管會的首席信息官麥克爾·布林稱，許多團(tuán)隊(duì)成員起初對使用該軟件表示懷疑。“但他們沒有選擇，這使得我們的工具最有效的發(fā)揮作用?！彼a(bǔ)充道。

每位成員參加了為期兩天的培訓(xùn)，補(bǔ)償項(xiàng)目時(shí)間的損失只花費(fèi)了很少的代價(jià)。布林說?！芭e例來說，現(xiàn)在我們已提交超過200份RFI，每份有最長14天的周期。如果給每份RFI的周期加14天，總的時(shí)間會變得很可觀。”通過這套軟件，每份RFI被分發(fā)給了正確的人員，這促使他們對要完成的職責(zé)負(fù)責(zé)。

當(dāng)承包商提交一份RFI之后，建筑經(jīng)理會閱讀以確定其有效性及緊急程度，然后發(fā)給建筑師。此時(shí)，建筑師必須要回復(fù)承包商，這都需借助于軟件的監(jiān)控功能。

基于Web的軟件會跟蹤何人在何時(shí)提交了RFI，何人打開并閱讀過，還有履行情況?！败浖槲覀児?jié)省了用來跟蹤被遺忘履行的RFI的額外資源?！辈剂终f。此軟件還有報(bào)告功能，例如確定每位建筑師的匯報(bào)時(shí)間。

然而，軟件卻不能取代人與人的溝通。項(xiàng)目組仍然要每周開會討論項(xiàng)目進(jìn)展和未解決的事務(wù)。布林表示：“但是即使現(xiàn)在的那些會議變得更加不正式，我們還是可以清楚地獲得進(jìn)度和事務(wù)信息?！?br>
接力團(tuán)隊(duì)

Mile High的Invesco Field項(xiàng)目團(tuán)隊(duì)使用了如下的多層次會議流程：

1.管理層

合資公司的關(guān)鍵成員與業(yè)主參與了微型合伙會議（mini-partnering）來討論關(guān)鍵的事務(wù)，如“設(shè)計(jì)－建造”流程、角色與職責(zé)、干系人風(fēng)險(xiǎn)和業(yè)主期望等。

2.現(xiàn)場層

分為四個(gè)分類領(lǐng)域的經(jīng)理們會見合資公司的管理層來討論會議運(yùn)作方式及管理層期望?，F(xiàn)場層的經(jīng)理們每六個(gè)星期向合資公司和業(yè)主匯報(bào)一次項(xiàng)目進(jìn)展。每次會議提出分包商需要合資公司/業(yè)主提供的幫助以確保項(xiàng)目成功。

3.責(zé)任層

每個(gè)分類小組的經(jīng)理在會議上擔(dān)負(fù)領(lǐng)導(dǎo)職責(zé)。他們要確保事務(wù)最終被解決并且跟蹤學(xué)習(xí)到的經(jīng)驗(yàn)教訓(xùn)。


作者簡介：Monica Williams是美國德克薩斯州奧斯汀市的自由撰稿人，Civil Engineering前編輯，她已報(bào)導(dǎo)建筑行業(yè)七年。

原文:

　　　　　　　　　　　　　Clever Collaboration

By Monica Williams

To work both smart and fast, construction project stakeholders are finding innovative ways to come together as a team.

On large-scale construction projects, contractors, subcontractors, consultants and owners may be joining forces for the first and last time. In many cases, team members have had little say in whom they will be working with and, in fact, may even be required to form a temporary alliance with a competitor. Throw in a fast-track deadline, complicated engineering and public pressure, and you create a situation in which few teams can survive peacefully.

Project owners who understand project challenges are seeking different ways to collaborate. “Some owner companies today have downsized to the point where they may not have the level of expertise or manpower to effectively manage construction projects,” says Les Prudhomme, chair of the Project Management Institute’s Ethics Review Committee and director of research for the Construction Industry Institute, Austin, Texas, USA. “So they out source it.”

As outsourcing becomes a necessity, software technologies can ease communication and increase accountability among teams, but project managers must possess the skills to keep things humming, he says. After all, tools only work when in the right hands.

Building on a Solid Foundation

“On any major contract project, you could have anywhere from 50 to 400 different companies, each with their own game plan,” says Gretchen McComb, managing director of the Owner Services Group, FMI Corp., Denver, Colo., USA. “The question is, how do you bring them together with one game plan?”

Completing the $384 million Invesco Field at Mile High, which replaces Mile High Stadium, the previous home of the Denver Broncos football team, was a lesson in teamwork at the highest level. When the project was initiated in 1998, the owners requested completion for the 2001-2002 season. The Metropolitan Football Stadium District, which consists of six Denver counties, chose Turner Corp., Dallas, Texas, USA, to head construction of the stadium and HNTB Architects Engineers Planner of Kansas City, Mo., USA, to design it. The schedule forced the project on a design-build path, something that no previous sports stadium project had ever tried.

“Coming into it, we didn’t know we were about to enter into a joint venture with HNTB,” says Charlie Thornton, Turner’s project manager for construction. “But once the owner recognized that, to complete the stadium on time, we would have to use design-build, we all realized there would be no other way to do it.”

It also became obvious that Turner and HNTB would have to divide risk on the project 80/20. “It’s pretty [unusual] for a designer to hold any risk on a project like this, but I think we both saw it as a great opportunity to build a team and show the marketplace that design-build is a positive way to move these projects forward,” says Thornton.

The next tier below the joint venture consisted of major construction and design firms, each with limited experience and knowledge about each other. At this level, agreements were made about the number of hours and fees per project, but none of these team members held any risk. At any time during construction and design, there were 75 to 80 contractors on the project and a maximum labor force of 1,200 to 1,300.

To maintain communication and align goals, the teams embarked on a multilayer meeting process. For most project team members, this was a level of involved collaboration they’d never experienced.

“The joint venture was willing to take some risks with how this comprehensive process would be implemented, particularly in terms of how subcontractors and junior staff were involved with the biweekly owner/joint venture meetings,” says Bill Spragins, a director with FMI Corp. who led the development of the collaboration process for the project. “But it really worked for them.”

In the end, the stadium opened in time for the Broncos’ season opener, and now other stadium projects are considering design-build as a way to fast-track projects. “The foundation to this kind of collaboration is trust and the culture the major stakeholders create on a project,” McComb says. “If the owners or major contractors’ executives aren’t capable of collaborating, then no other team member will be either.”

Global Proportions

The same principal applies on global projects, according to Ahmed Afify, project manager of upgrades for McDermott Caspian Contractors Inc., Baku, Azerbaijan. Afify leads a team to restore a fabrication yard on the shore of the Caspian Sea after 13 years of neglect. The yard was to be used to build the topsides of offshore platform.

While refurbishing the yard was enough of a challenge, Afify’s team consisted of Scottish, Romanian, Indian, Pakistani, Egyptian, Pilipino, British and Azeri leaders coordinating the work among Turkish, British, Finnish, Singaporean, Chinese, Malaysian, Taiwanese and Azeri subcontractors, engineers and vendors. The clash of languages and cultures on such projects can be overwhelming.

What made the project work, says Afify, was establishing and communicating collaboration standards up and down the project team. “Putting to work McDermott’s teamwork principles and establishing them in the hearts of the team members provided a good example to the subcontractors and got them to join in,” he says. The principles – grounded in employee safety, employee development, fair treatment and leading by example – helped the team members bond “even when sign language was the only means of communication.”

The core standards are built into the McDermott “charter,” established years ago to deal with such complicated projects, and then posted throughout the worksite. “The first step on any collaboration effort,” says Afify, “is management buy-in. It has to start with company management coming on board and committing to turn it to reality.”

Technology Marches On

Because the construction industry still is dominated by family-run and small businesses, it has been slow to adopt the collaborative software project manager use in other industries, says Thomas Hernandez, a technology consultant for the architecture/engineering/construction industry in New York, N.Y., USA. “We saw evidence of this a few years ago when there was a big push for online bidding,” he says. “The industry wasn’t ready for it. Many contracts were awarded through long-term working relationships and over a handshake.”

Faced with complex construction processes, project managers may be at a loss to find easy-to-use software that isolates and automates the processes important in a small-business environment. But as software developers come to understand the needs of the industry, they have begun to get the attention of project owners across the country, especially when those owners have little other choice. This is the case with the Hudson River Park Project, a $383 million effort to rebuild 13 public piers and 550 acres of park along Manhattan’s West Side in New York, N.Y., USA. In 1998, the city and state of New York created the Hudson River Park Trust solely to serve as owners of the project.

“One of the concerns was that there would be a misconception that the peoples money was going to creating a overly large staff,” says Alex Dudley, vice president of corporate affairs and communications for the Trust. “Each person on our small staff has to have a large number of responsibilities. And what this software does is help us manage some of those responsibilities.”

The Trust chose a project management software that would help them collaborate on a project this size, offering access to requests for information (RFIs), transmittals, submittals, meeting minutes, change orders and reports. The project involves more than 50 contractors and about 150 individual architects and engineers.

Michael Breen, chief information officer for the Trust, says many team members initially were hesitant about using the software. “But they didn’t have a choice,” he says. “I think that’s what made this tool most effective for us.”

Each team member underwent two days of training – a small price to pay for the project’s overall time savings, says Breen. “Today, for instance, we have well over 200 RFIs in submittal,” he says, “each with a 14-day maximum turn-around time. If you start adding 14 days to each of those, the time really adds up.” Using the software helps each of those RFIs to get through to the right people, and it holds them accountable for fulfilling their responsibility.

Once a contractor submits an RFI, the construction manager reads it to determine its validity and urgency and passes it to the architect of record. At that point, the architect is bound to respond to the contractor, thanks to the software’s monitoring capabilities.

The Web-based software tracks when and who submitted the RFI, who has opened it and read it, and its progress to fulfillment. “This saves us, as the owner, from putting additional resources into tracking those RFIs that have fallen aside,” says Breen. The software also features reporting functionalities that can determine, for instance, the average report time fro each architect of record.

No software can take the place of human contact. The project team still holds weekly meetings to discuss status and pending issues. “But not, even those meetings are more informed,” says Breen. “We have clear information about the issues and schedule.”

Relay Team

Teams from the Invesco Field at Mile High project used a multi-layer meeting process:

1.Executive Level

Key members from the joint venture joined in mini-partnering sessions with the owners to discuss critical issues such as the design-build process, roles and responsibilities and the risks of the stakeholders as well as owner expectations.

2.Field Level

Managers divided among four disciplinary areas met with executives from the joint venture to discuss how meetings would run and what was expected. Field-level managers reported their progress to the joint venture and owners once every six weeks. Each session stressed what that subcontractor needed from the joint venture and/or the owners to ensure success.

3.Accountability Level

Managers from each discipline group were assigned to serve as captains at meetings. They ensured that issues were eventually solved and tracked lessons learned.

Monica Williams is an Austin, Texas, USA-based freelance writer and former Civil Engineering editor who has covered the construction industry for seven years.

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