DPR Uses Dysfunctions Model to Tackle Historic Project
Background
DPR Construction, consistently ranked as one of the country’s top contractors, embodies a strong culture noted for building solid relationships in a cut-throat industry. In early 2005, the company took on an exciting and challenging project in the $130M University California San Diego Hospital (UCSD) expansion.
Large scale healthcare construction projects of this nature are typically riddled with challenge. Building hospitals is a tough business where unexpected issues on the job are the norm. In addition, hospital construction projects in California are subject to some of the most rigorous governmental regulations in the nation. Typically, construction projects of this magnitude can require the involvement of up to 50 different companies — each with unique skills, strengths and challenges. Over the course of the project, literally thousands of different people will have participated in its construction. These factors combine to make DPR’s construction of the UCSD hospital an extraordinarily difficult arena for true teamwork and success.
Approach: Self-Facilitated, book only
Upon reading The Five Dysfunctions of a Team, DPR found a tool, a resource and common language for making teamwork real and actionable. They used the book to establish a team philosophy that became central to the design and construction of UCSD Hospital. During the pre-construction phase, DPR facilitated a teamwork-focused approach to the project by gathering key players (DPR, UCSD, engineers, designers, subcontractors, etc.) to establish a culture around trust. All leadership team members read The Five Dysfunctions of a Team to create alignment around their mission statement for the job, values, roles, responsibilities and goals.
The team has regular meetings where they evaluate and adjust their progress against their strategy, mission and goals. The resulting synergy has had a dramatic effect on the team’s problem solving capabilities — a major factor in keeping any construction project on track. Randy Leopold, Principal Architect for UCSD and Lead Owner Representative, commented about their project approach by stating, “We wanted to inspire the industry, to inspire healthcare and to inspire innovative construction delivery methods by establishing relationships based on trust.” The high level of cooperation and support from the UCSD also plays an integral role in the project’s success. The team’s work around organizational clarity has allowed them to make strong strategic decisions, keep relations productive, maintain levels of accountability, resolve conflicts quickly and remain focused on results.
Outcome: Project on track to make history
After five years and construction 65% completed, the team continues to function at a high level and the overall progress on the hospital has been groundbreaking. “There is a certain electricity and magic on the job that keeps people excited and motivated. Currently, we are ahead of schedule and under budget — unheard of within the complex California Healthcare market. I don’t know what lies in the future. These jobs are complicated and things can happen, but I can honestly say our ability to resolve issues quickly and effectively is helping us every step of the way. The design and construction industry has taken note and we have had many outsiders inquiring about what is special about our approach,” stated Carlos Crabtree, a DPR Project Manager. This groundbreaking team — with trust as the foundation — is on a mission to inspire an industry. The synergy of the team has helped them overcome countless obstacles and remain positive and motivated. DPR and the UCSD hospital project team are on track to make history with this job and set new standards for an industry riddled with distrust.