What Is Construction Partnering?

Our construction partnering programs consist of highly structured workshops that result in specific action steps on projects.  Construction partnering differs from other forms of teambuilding in that it focuses more on achieving tangible, lasting results.  The general purpose of most construction partnering programs is to improve project quality, performance, quality and communications while reducing conflict, coordination problems and miscommunications.  Partnering projects also often have more specific purposes including:

• Meeting a challenging schedule
• Managing involvement from complex client organizations
• Implementing sustainable design and / or new technologies
• Achieving high levels of effective client and community participation

Why Is Construction Partnering Necessary? 

Construction partnering is necessary because complex projects require highly effective communications.  Any gains made in communications, coordination and management directly impact project quality, scheduling and costs.  Construction partnering is necessary because, on complex projects, communications and coordination problems are costly and inevitable. 

On most construction projects, each of the organizational participants in the project works hard and performs at a high level of expertise and skill.  Typically, the parties perform their jobs well and work well together with minimal blame or finger-pointing.

However, communications, coordination and hand-offs among the organizations participating in the project are complex and integrally linked with the project’s success. Any shortfalls in communications negatively impact the productivity, cost and quality of the project. 

Construction partnering has evolved from an experimental process to a required procedure on many government, institutional and commercial construction projects because it has consistently produced significant, tangible results in reducing conflict and miscommunications and improving quality and communications.  In studies of the costs and benefits of partnering conducted by outside auditors, construction partnering consistently returns far more than its costs.

Our Experience

Since 1996, we have led over 100 successful design and construction partnering workshops for corporate, education, health care and government clients.  Projects include Lowell General Hospital, EMC Corporation, Massachusetts Highway, “Big Dig” – 4 segments, Lincoln Memorial restoration, Williams College Science Center, Boston Housing Authority, the Harvard University Computing Center, St. Elizabeth’s Hospital, MIT Sloan School, etc.  Our text, the Partnering Manual For Design And Construction (NY: McGraw-Hill, 1996) is an industry standard.    

Our Highly Effective Approach

Our partnering programs consistently push the envelope for what partnering can achieve because we:

• Assign pre-work and interview key (often all) participants in order to refine workshop agendas
•  Involve a vertical cross-section of project participants
• Work in balance on all four agenda items --- Taking Stock, Building Trust, Clarifying Goals and Refining Processes
• Do not use one-time “retreats.” Instead, we work with groups in a series of one-day workshops spread over several months, with participants implementing specific actions between workshops