Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
Construction Center of Excellence;
Renton Technical College
DACUM Workshop Report
Leadership Responsibilities
January 10 and February 19, 2014
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
Agenda:
Focus Question:
“What are the leadership responsibilities for a journeyman supervisor or lead contractor on a typical northwest
construction project?”
Noon
Welcome from Shana Peschek
Overview of previous AWB/CCE Industry Forum research work and this DACUM workshop
12:30PM
Introduction of the panel members – panel members
Introduction to the DACUM process and the agenda - Dave Cunningham
Workshop I
Mapping out the initial profile of the Data Management Professional
Break
Finalizing the work profile
2:30PM
Refinement of the Work profile and the component tasks
Identification of priorities
3:00PM
Adjourn
Participants:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
Elmer Arter, WW Coordinators Association
Tani Baile, LNI
Stephen Bridgeford, Pierce College
Christine Campbell, Clover Park T.C.
Adiana Gamboa, Construction Industry Training Council
Kristi Grassman, WFC
Peter Guzman, City of Tacoma
Lauren Hadley, SSCC Georgetown Apprenticeship & Education Center
Amy Johnson, Association of Washington Business
Albertus Kariko, Veraillia/Saint-Gobain Containers
Betty Klattenhoff, OSPI
Mike Kuntz, NWLETT Apprenticeship Coordinator
Peter Lahmann, Laborers Apprenticeship Coordinator
Jae Lee, Renton Technical College
Ronald Lytle II, Veraillia/Saint-Gobain Containers
Mark Martinez, Pierce County Building Trades
Amy Moorash, JBLM
Lauren O‟Brien, Port of Seattle
Dave Perrin, Construction Industry Training Council
Shana Peschek, Construction Center of Excellence
Kairie Pierce, WSLC
Halen Sigmund, Construction Industry Training Council
Mellody Stell, NWR EEO Officer/OJT SS/TERO Coordinator
Curtis Takahashi, Snohomish County WDC
Dennis Wallace, OSPI
Keith Weir, Seattle Building and Construction Trades
Dave Cunningham, - DACUM Facilitator, Cunningham Enterprises
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
Introductions:
Shana Peschek, Director of the Construction Center of Excellence at Renton Technical College, welcomed
everyone and provided copies of the results of a 2012 industry forum completed in collaboration with the
Association of Washington Business. This document outlines labor market data and industry survey
results that project job growth in the area of construction supervisors in the next 5 to 7 years. It was made
clear that this document would serve as resource material for today‟s work and in the future.
Dave Cunningham introduced the group to the DACUM process and explained that today‟s work would
be part one of a two part process. The product today would be a detailed profile of the leadership
responsibilities expected of a lead journeyman, foreman or lead contractor on a typical construction
project in the Pacific Northwest. Part two, which will occur later in February, will be to identify the
knowledge, skills and aptitudes required to do this work. The outcome of both events will be used as the
foundational working documents for ongoing curriculum development for a certificate in Leadership
Development. It is the intention of the Center of Excellence support the development of this certificate
and to make it available to the CTC system to offer to experienced journeymen and others who wish to
move into leadership positions.
It was pointed out in the course of the discussions that several of the trades and industry associations have
certain elements of leadership training curriculum already built into their certified apprenticeship training
and going forward, the Center of Excellence will work with the coordinators of the trades on this. While
several made the point that in the past foremen often developed their leadership skills and knowledge on
the job, this certificate will accelerate this educational process and be a stackable certificate that can be
used toward the various construction management degree programs in the CTC system. It is further
hoped that this new certificate in Leadership will support improved safety compliance, sustainability and
encourage people in the trades to further their careers. Viable career paths for the construction industry
are especially useful to those who have given years to physical labor and need to transition to positions
that are less difficult on their bodies.
Dave Cunningham then began the DACUM process. The following chart represents the detailed profile
of the leadership responsibilities of a journeyman lead, foreman or contract lead according to the
participants who volunteered their time for this work.
Final Wrap Up: February 20, 2014
In discussing the final product of this work the panel were quite clear that the biggest challenge facing the
colleges in developing the new curriculum for leadership development – will be teaching the „soft skills.‟
Moreover it was emphasized that most lay-offs in this industry can be traced back to a big deficit in soft
skills. So the message seemed to be clear as to where the emphasis of time and energy needs to be in this
new undertaking.
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
The Profile of the Leadership Responsibilities (edited February 19)
Major Leadership
Functions
Risk Management
A
Human Resource
Management
B
Contract
Management &
Compliance
C
Safety
Management
D
Job Site Cost
Control
E
Scheduling
F
External
Relations
G
Typical Leadership Tasks
Tan - Very common and also most challenging: Purple – most challenging: Green – most common tasks
Visualize next steps &
anticipate outcomes
Keep abreast of industry
technology & trends
A1
Use all communication
modes well (electronic
& F2F)
A2
A3
Solve problems
consistently (technical,
personnel, fiscal,
scheduling etc.)
A5
Communicate effectively with all levels of
employees
A4
Practice standard
industry professional
ethics
A6
Oversee worker
performance
B5
Ensure daily logs and
payroll
B7
Foster a welcoming &
inclusive working
environment
B2
Manage personnel –
especially hiring
B4
Schedule personnel
Respond appropriately
to all communications
B8
Update and maintain
project documentation
Ensure all qualitymetrics & codes are met
Participate in the Bid
Process & conduct
after-action reviews
C1
C2
Conduct safety
inspections & lead wkly
meetings
D2
Resolve disputes around
change orders
G1
Reduce waste & manage
resources efficiently
E2
Monitor timeline for
optimal performance
F2
Communicate with
customers & other
relevant partners
G2
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Communicate liabilities
to colleagues
Mitigate & manage risk
A8
A9
A11
A12
A7
Follow all S.O.P.s when
accidents occur
B3
Educate others and
enforce job-site safety
D1
Control project cost
(labor, materials,
equipment)
E1
Schedule with standard
industry software
F1
Resolve conflicts
(job related)
Identify liabilities associated with projects
Resolve internal
personnel conflicts
B1
B6
Keeping abreast of the
broad intent of the task
Oversee training of
apprentices &
employees
B9
Manage (work/task
schedule, delegation,
motivation etc)
B10
Negotiate a lot
(change orders and some)
A10
Manage project team
members and hold
accountable for
company drug policy
Ensure compliance with
on-site, Title VI,
all Labor contracts
Affirmative Action &
EEO Regulations
B11
B12
C3
Maintain & educate
partners on scope of the
work
C4
Follow blue-prints & all
specifications
C5
Comply with all
applicable government
regulations
C6
Establish accountability
for safety efforts
D3
Comply with all related
OSHA/WISHA regs
D4
Keep all staff
certifications up to date
D5
Ensure that all safety
regulations & codes are
complied with 100%
D6
Manage all logistics of
material requisition
E3
Document daily
activities
F3
Analyze & interpret
project budgets
E4
Track and document
project schedule
F4
Manage all partner
relationships
G3
Plan and prepare
schedule meetings
G4
Use standard industry software to manage all
project-related costs
E5
Document phases of the
T.S and address all
project
scheduling delays
F5
F6
Collaborate with contractors on design and suppliers
with delivery schedules
G5
Manage change
A13
Arrange employee
training on Risk Mgt,
Safety, Cost control,
Scheduling, Contract
Mgt, & External
Relations
B13
C7
Implement the
sustainability &
Environmental plan on
the job site
C8
Conduct an accident
investigation
D7
Act on all safety
violations immediately
D8
Comply with all trade
agreements
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
DACUM Report continued: February 19, 2014
February 19, a second meeting occurred to develop the knowledge, skills and aptitudes (KSAs) required of
lead journeymen when they assume the leadership responsibilities as described in the previous chart.
The Focus question for this workshop was:
“What are the KSAs required to carry out the leadership responsibilities on a typical NW construction
project?”
Participants:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Stephen Bridgeford, Pierce College
Lauren Hadley, Georgetown Apprenticeship & Education Center
Amy Johnson, Association of Washington Business
Lauren O‟Brien, Port of Seattle
Shana Peschek, Construction Center of Excellence
Kairie Pierce, Washington State Labor Council
Mellody Stell, NWR EEO Officer/OJT SS/TERO Coordinator
Curtis Takahashi, Workforce Snohomish
Joan Weiss, Worker Center-Martin Luther King Jr. County Labor Council
Erich Smith, Build it Smart
Paul Garcia, Workforce Snohomish
Lee West, Instructor, Bricklayers and Allied Craftworkers Local 2
Randy Johnson; Apprenticeship Coordinator, Bricklayers and Allied Craftworkers Local 2
Dave Cunningham, - DACUM Facilitator, Cunningham Enterprises
The Results are as follows:
The Preferred Attributes:
Decisive
High integrity
Recognizes and honors
boundaries
Has „grit,‟
Trustworthy &
dependable
Big picture and
visionary
Fairly likeable
personality
Is detail oriented
Good listener
Shows leadership traits
Professional style
Accepts accountability
Ethical
Respects
confidentiality
Technically minded
Is patient
Notes: Blue text denotes most desirable attributes
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
The Foundational Knowledge Base
Risk
Management
A
The basic
principles of Risk
Management in
the construction
industry
A1
Estimating and
budgets
A2
The Legal
Business
Environment
B
Comprehensive
knowledge of
applicable Labor
law
(Purple shading denotes most important elements)
The Accident
Prevention
The Construction Industry
Contracting
Program
Processes
Processes
C
D
E
OSHA/WISHA
regs
C1
Employer Safety
S.O.P.s
B1
C2
Local & contract
Labor options &
requirements
B2
Industry safety
certifications i.e.,
First Aid/CPR etc
C3
MSDS
C4
Site specific safety
requirements
C5
Standard
professional
ethics
B3
Accident
procedures &
investigations
D1
Standard H.R.
Practices
F
Principles of
Sustainability
G
Knowledge of
applicable,
sustainable &
environmental
policies, practices
& regulations
The phases of a
typical project
E1
Basic Labor
relations
F1
Meeting
preparations &
scheduling times
D3
Supply networks
& lead times
D2
Advanced
knowledge of the
construction
process
D4
Contract bid
regulations &
processes
E2
The order delivery
process
The „after-action‟
review processes
D5
D4
All aspects of a
typical
construction
project
D6
The specific
construction
phase & site plan
E3
The customer
base and the
external partners
F2
The principles of
human
motivation in the
workplace
F3
The standard
metrics for quality
measurement
D5
Engineering
Controls
Lean Principles & their application in
Construction Projects
C6
D7
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Constraints of
different materials
E4
Standard policy &
procedures
E5
Know the link
between contracts
& materials
E6
G1
The waste stream
and recycling
options
Recruiting &
selecting good
employees
F4
G2
Construction Center of Excellence: DACUM – Leadership Responsibilities; 2014
The Core Skills or Competencies
(Purple shading denotes the most critical skills)
Construction
Industry
IT
A
The ability to use
and adapt a wide
range of Ecommunication tools
The Construction
Industry Soft
Skills
B
Ability to organize
work, space
equipment &
materials consistently
B1
Time management
A1
Effectively use
industry software to
update & maintain
project
documentation
A2
B2
Able to work within
constraints & meet
deadlines
B3
Ability to work well
with others
B4
Communications
Technical
C
D
Effective
interpersonal
communications
(verbal, email etc)
C1
Resolve safety issues
quickly and
completely
C3
Excellent written and
verbal skills
C4
Solve typical on-site
problems
B5
The ability to
document the
chronology of
activities & the needs
of personnel
C6
Ability to track and
monitor the details
Ability to implement
new policies and
procedures
B5
C9
Clearly communicate
to others:
The scope of a
project, the afteraction reviews, the
regulations, the
sustainability plan
C2
Ability to read and
interpret contract
documents
D1
Read and interpret
blue prints & project
specs
D2
Operate a range of
equipment including
fork-lifts, aerial lifts,
mixers etc
Ability to determine
if the phases of a
project are on track
for completion as
planned
D3
D4
Ability to implement
Engineering controls
Ability to read and
comprehend
applicable laws and
regulations
D5
D6
Ability to apply math
functions in
developing and
completing a project
D7
Ability to interpret
methods and
materials
Bi-lingual
C5
Ability to facilitate a
meeting
C7
Ability to prepare an
agenda and conduct
a successful meeting
C8
Ability to manage
people, resolve
conflicts and build
effective working
relationships
C9
Facilitation: Cunningham Enterprises; davidg.cunningham@comcast.net
Budget
Management
E
D8
Create typical project
budget
E1
Monitor a typical
project budget
E2
Identify signs that a
budget may be off
track
E3
Utilize effectively
standard estimating
and budgeting
processes
E4