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Blog/October 29, 2013

Partnering for Profitability

Since the design and construction industry embraced the partnering concept almost 25 years ago, the partnering focus has evolved. While partnering certainly helped enhance collaboration among all stakeholders in the 1990s, the emphasis in the last decade has been more toward high performing teams that are taking on much larger projects involving even more complex schedules, tighter budgets and evolving technical challenges. The growth in use of collaborative tools, such as BIM and Lean principles, along with increased use of colocation of the parties, has further fueled the metamorphosis of partnering.

During this period, FMI has had the opportunity to work with more than 1,000 projects across a number of industry sectors. While there were many fine projects along the way, and we risk not mentioning some that may warrant attention, the following are projects that stand out and represent a mix of those from the early days of partnering to more recent applications.

In addition to staying true to the partnering principles of accountability, consistency and total team involvement, those mentioned also had one or more of the following:

  • Outstanding results in one or more of the key goal areas of safety, quality, budget and schedule
  • Innovative implementation of the partnering process
  • Innovative technical approaches to the project that helped deliver the results
  • High levels of trust and morale among the parties — keeping the handshake in the business
  • Achieving a greater good or impact to the industry/community beyond the immediate project

These projects had their own unique set of challenges and circumstances. Here is just a sample of some of the more recent ones, listed alphabetically:

Broad Run Water Reclamation Facility, Loudon County, Va. ($180 million, completed in 2008) Team: Loudon County Sanitation Authority, CH2M Hill, Black & Veatch, Hill International, Pizzagalli, Frucon. Project Delivery Method: Design-Bid-Build

LAX Tom Bradley International Terminal Improvement Project, Los Angeles, Calif. ($575 million, completed in 2010) Team: Los Angeles World Airports (LAWA), Parsons Transportation, Leo Daly, Clark-McCarthy Joint Venture. Project Delivery Method: Design–Bid–Build.

Main Runway Replacement, Edwards Air Force Base, Calif. ($107 million, completed in 2008) Team: Army COE, Air Force, CH2M Hill – Interstate Highway Construction Joint Venture. Project Delivery Method: Design-Build.

Safe and Sound Bridge Program, Missouri ($487 million, completed in 2012) Team: Missouri DOT, Kiewit-Traylor-United-HNTB-LPA. Project Delivery Method: Design-Build.

To read about the details of each of these projects, plus several more, please click on this link: http://hale.sg-host.com/media/pdf/quarterly/2013_4_partnering_for_profitability.pdf or paste it into your browser.

Want to know more?