Project Strengths Project strengths can greatly influence positive project results and the following strengths were identified within the project: • Collaboration between CWU and Lydig & Mahlum: Key to the Dugmore Hall project is the collaborative relationship between CWU project team and the design-build team from Lydig and Mahlum. The team worked well together during multi-day design sessions and describe the working relationship as a partnership. There were two early actions identified which helped the team be productive and meet deadlines: o CWU and Lydig & Mahlum created a team charter which included a mission statement, success statements, and team operating principles and values. This charter served as the basis and reminder of a working relationship built on trust. o Lydig & Mahlum did a lot of proactive work in planning the design process. They then outlined the work and meeting schedule to set expectations with the CWU project team. The communication of the project schedule started even during the interview/selection process. The schedule was rigorous but by communicating clearly up front, it assisted CWU in meeting the ambitious timeline. • Committed CWU Project Team: The commitment and dedication of the CWU project team participants is evident. Early on, project team members understood the level of involvement necessary for this to be a successful project and prioritized their time to participate, attend meetings, and be engaged. Leadership from Housing and Dining are committed to the whole project, not only to the areas they represent. In particular, leaders from these stakeholder groups are described as being available at all times to both the team and contractor, helpful, clear, concise, and welcoming of different viewpoints. CWU project team members are described as being “all-in” and their experience with Residence Hall living is seen as a valued asset to the team. The project team overcame a number of challenges: all participants were new to the design-build process, there were transitions of key leadership roles associated with the project just as the design effort started, and within housing and dining groups, some project participants were taking on new roles in their organization. The CWU project team absorbed these changes while learning a new process and meeting project demands. The following team actions or activities were identified as contributing positively to the project: o At the project start, the project manager utilized Department of Enterprise Services to assist with contract samples for progressive design-build. o The team implemented a meeting cadence that created weekly internal meetings so they could have discussions to prepare for or reflect on the work in the bi-weekly meetings with the design- build team. o With an aggressive design schedule one of the responsibilities of the project team was to make decisions in a timely manner. While different participants were brought in to provide input, the team established a single decision-maker role and said it contributed to the success of the project to have one individual responsible. Initially, a decision-making framework was not identified and implementing it was a necessary action the team took to ensure the pace of decision-making matched the project schedule. o The key decision-maker role also ensured the team kept executive leadership aware of decisions and project status, particularly regarding budget. At significant design decisions, such as building exterior look, the President and Cabinet were invited to meetings to view recommendations from the project team. Executive leadership is described as responsive and supportive to these particular requests and throughout the project.
Dugmore Hall PQR 112118
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