Pre-Conference Workshop Day
Track 1
IPD Project Execution Optimization
10.00 Workshop A: Building & Developing High Performance Project Delivery Teams
• Recognizing the value of team-building exercises for more effective collaboration and improved project outcomes
• Exploring various team building and ice breaker activities to build strong working relationships and mutual understanding
• Creating an environment where the team optimally work together by leveraging each other’s strengths to ensure teamwide alignment from the start
• Understanding different communication styles, roles, responsibilities, and project management methods that align with individual team members’ skill sets and preferences
Jeremiah Sugarman, Senior Lean Services Manager, JE Dunn Construction
Amanda Patton, Senior Manager of Integrated Projects, Balfour Beatty Construction
12:00 Lunch
1.00 Workshop B: Defining the Roles & Responsibilities of Each Project Stakeholder From The Outset to Avoid Miscommunication
• Using organizational charts to clarify reporting structures, roles, and responsibilities within the team and facilitate effective communication and coordination
• Utilizing personality tests and strengths assessments to establish clear protocols for acceptable team behaviors in order to avoid potential conflicts
• Learning strategies for mutual accountability between owners and project teams to address common challenges like billing transparency, identifying failures, and the impact of changes on the project team planning to adapt to rapidly changing insurance costs and availability, proactively managing risks
Aura Robinson, Enhanced Project Delivery IPD Practice Lead & Manager, ISL Engineering
Erica Messam, Senior Project Engineer, ISL Engineering Libby Vidic, Senior Manager - Civic Building Projects, City of Burnaby
3:00 Afternoon Refreshments
3:30 Workshop C: Getting Your Project Back on Track Once it’s Out of Schedule or Over Budget
• Identifying and addressing early indicators of budget and schedule issues, including ineffective foundational tools
• Managing contingency to address unforeseen risks, market anomalies, or arguments over base scope and learning how to realign your project effectively
• Dealing with recalcitrant partners and team members that are not working within the lean operating system, aligning expectations with owners, and using tools to keep the project on track and re-engage the team efficiently
Dick Bayer, Vice President of Lean & IPD, Colliers Project Leaders