Trust Steering Group Meeting

1
Trust Steering Group Meeting
May 17th 2nd Steering Group Meeting CUBE
Building Manchester
2
Trust Steering Group Meeting

• Review of work
• Case Study Review
• Trust Interviews
• What Next?

3
Project Programme

• Stage 1 Pilot Study
• Task 1 Project Workshop
• Task 2 Pilot Case Studies
• Task 3 Development of OTI
• Task 4 Workshop
• Stage 2 Evaluation of 4 Case Studies
• Task 5 Measuring the benefits
• Task 6 Workshop

4
Project Review

• Task 2 Completed Month 6
• Identify and develop mapping tool
• Apply to 2 pilot projects
• Report on semi- structured interviews

5
Trust Review
Review Literature
Develop Trust Interview
Conduct Interviews
Analyse Data
Interim Report
6
Trust Review

• 40 Interviews conducted
• All levels of employee
• Interim Report
• Informs Trust Inventory

7
Social Network Analysis
Review Literature
Pilot Questionnaire
TestQuestions
Review Questions
Conduct Interviews
Analyse Data
Review Network Tool
8
Social Network Analysis

• Pilot tool tested in case studies
• Approx 50 of both networks interviewed
• Pilot How to tool developed
• Review for main case studies

9
Case Studies

• 2 pilot case studies
• Help develop research tools
• Useful contrast different types of project
  size, time, contract form, complexity
• 30 interviews between projects, and collection of
  network data

10
Dissemination

• ARCOM Paper Social Network Analysis
• Notts Ethics Conference
• Journal for Construction Procurement Searching
  for Trust An Interim View
• Learning Package Rethinking Construction
  Masters (EPSRC MTP)
• Debate for 100 attendees

11
Trust Website

• Community Zero
• Early stage of project
• Plan towards end of summer roll out for more
  open website

12
Computer Based Tool

• Review of the software options
• Selected Perception
• Support through the web
• Ease of data analysis
• Export to spreadsheets

13
Case Study 1
Roger Leveson Pearce Retail
14
Case Study 1

• Retail development
• 10 week schedule approx 2m
• Use of preferred supplier
• Development of the team

15
Case Study 1 - Background

• Management contractor built supplier chain to
  service specific customer
• Use of away day to look towards the management
  of,
• Long term relationships
• Pre-project issues

16
Case Study 1 - Project

• Short project to tight deadline
• Site focus for research
• High levels of information change
• Small number of personnel
• High levels of face-to-face communications
  between production personnel

17
Case Study 1 - Network
18
Case Study 1 - Network
15
4
2
34
23
16
19
Case Study 1 - Structure

• Management contractor personnel at centre of the
  network
• Site manager and project manager most central
  personnel
• Second tier of central personnel made up of
  foreman and client architect

20
Case Study 1 Trust Issues

• Explicit team building approach
• Open information exchange
• Continuity of personnel across jobs
• Problem solving culture
• Middle management buy-in to approach of
  directors

21
Case Study 2

• Doug Fletcher Bovis Lend Lease

22
Case Study 2

• Large infrastructure project
• 18 months - 30m approx
• Use of management contracting
• Client use of knots of consultants and
  contractors from previous jobs

23
Case Study 2 - Background

• Experienced client with high involvement
• Use of teams from previous project by client
• Managerial relationships between team

24
Case Study 2 - Project

• Complex Project with tight deadline
• Concurrent design and construction subject to
  ongoing change
• Live facility
• Complex value management issues

25
Case Study 2 - Network
25
21
24
20
18
4
17
14
1
5
28
19
10
15
22
7
2
6
9
3
12
11
8
13
26
Case Study 2 - Structure

• Focus on Design Team
• Incomplete data
• No specific node central
• Client more central than Case 1
• More data what would it have told us?

27
Case Study 2 Trust Issues

• Nature of deadline and design approach make trust
  important
• Open lines of communication
• Client takes lead supported by team
• Team building more implicit, Management
  Contractor holds events.

28
Case Study 2 Trust Issues

• Deadlines focus team members all aware of the
  requirements
• Team raised issues of professionalism
• High value project increases risk of trusting

29
Trust Report

• Graham Wood

30
What do we understand by Trust?

• Honest communications 
• Reliability
• Competence to deliver
• Reputation

31
Levels of Trust
32
Benefits of trust

• Reduces uncertainty
• Increases willingness to risk
• Aids problem-solving and improves partners
  flexibility

33
Trust is built

• Over time, but an initial level available 
• Through problem solving 
• Developing shared goals 
• Reciprocity 
• Reasonableness no blame culture 

34
Developing the OTI

• Honest communications integrity 
• Competence and reliability 
• Reciprocity shared goals 
• Reasonableness 
• Problem solving - can do attitude

35
What Next?

• Peter McDermott

36
Project Outline

• Task 2 Completed Month 6
• Identify and develop mapping tool
• Apply to 2 pilot projects
• Report on semi- structured interviews

37
Selection of Cases

• Location and Access
• Size (value of project)
• Procurement (form of)
• Length of relationship
• Uncertainty/ Complexity
• Stage of Process
• End of June start

38
Selection of Cases i.e Case 2
39
Future Dissemination

• Lean Construction (IGLC)
• Promoting Business Ethics (B2BPEC)
• Trust in Organisations (EIASM)
• Construction Procurement (CIB W92)