山姆哈桑是全球的创始人和总裁Leadership Alliance, Inc. (GLA), specializing in the development and implementation of Collaborative Dispute Mitigation (CDM) systems for agencies, organizations, and construction projects. He started his engineering career with Bechtel, then joined the California Dept. of Transportation (Caltrans) in 1988. In the Office Chief of Partnering, he was responsible for developing and incorporating partnering principles and specifications into construction projects, and pioneered Caltrans as the first public agency to have on-line performance measures for partnering. Hassoun holds a certificate in Mediation and Conflict Resolution from UC Berkeley. One of his current projects is theGerald Desmond Bridge Replacement.
When did you form GLA and why? Has it been growing? What are some notable projects you’ve consulted on?
GLA was founded in 2001 for the sole purpose of partnering and working collaboratively on construction projects utilizing talent, skills and expertise of stakeholders and people involved in “building” the project, rather than placing their energy in positioning, filing claims, and resorting to arbitration or litigation to resolve their disputes.
您从Caltrans开始从Caltrans开始使用这种合作工作。谁或是什么促使您推动这种更加协作的方法？
填补仲裁作为解决建筑合同争议的方法的趋势是在Caltrans的指数上升。1999年，我被任命为办公室负责人，将合作规范和原则纳入仲裁和诉讼的替代方法。
随着时间的流逝，我意识到仅规范就不足以进行文化变化。需要显示协作工作关系的硬数据和结果与传统的美国和他们的结果。工程师和承包商是以数据为导向结果的生物。这是我展示事实结果的灵感。
How long did it take for a cultural shift to occur?
It was a top-down approach. The message came initially from the Director of Caltrans and the Chief of Construction. The second and immediate step was enlisting partners from the Construction Industry at the highest levels, who also believed in the same mission and form the Caltrans Construction Partnering Steering Committee, made up ofALLCaltrans' district construction chiefs, and CEOs of prime contractors who do the majority of the work with Caltrans. It took that level of commitment, meeting quarterly and sometimes more frequently, to draft the Partnering Specification, and making partnering mandatory on projects over $10M.
Investment in statewide training for all Resident Engineers and Project Managers as a prerequisite to being on any project with the Partnering Specification paid the highest dividend. The training was co-delivered by two people: One from Caltrans and one from the construction Industry. That gave legitimacy, credibility and momentum to the program.
Lastly, we instituted the annual Excellence in Partnering Awards, a prestigious recognition of project teams (不是个人) who met and exceeded the criteria. It was modeled after the AGC's Marvin M. Black Excellence in Partnering Award.
Can you describe some of the ROI manifestations that started to occur?
the number of arbitration filings against Caltrans has gone significantly down, despite the growth in construction contracts. Currently, Caltrans has calculated $88 in savings for every dollar invested in partnering.
You talk about being an “ambassador.” What are some specific examples of ambassadorship?
我的演讲的标题（以及我未来的书）是the Ambassador:How to become the envoy of your industry and why your survival depends on it.the first two years were targeted towards Resident Engineers representing owners, mainly public works agencies. The main points are:
- 由于日常生活中的技术爆炸，我们正在经历快速和指数的变化。这种变化快速而破坏了经商的旧方式
- 除非我们拥抱和管理这一变化，否则我们将被抛弃并变得过时
- the way to remain relevant and to attract youth into our industry is to develop our “ambassador” skills, and become coaches and mentors
- 最好的方法是找到我们的自然优势，我们属于和天生的事情。有可能有助于此诊断的网站和工具（盖洛普·克利夫顿（Gallup Clifton）实力查找器就是一个例子）
- Develop those strengths through professional groups or coaching. The intent here is to grow these strengths and have others (youth mainly), look up to us as Ambassadors representing our industry.
this message is beginning to resonate. I will be conducting workshops at the end of the year targeting engineers and construction industry professionals who have expressed sincere interest in being Ambassadors to their industry or organizations.
What are lessons learned? Surely there were some outlier cases where someone on owner or contractor side wouldn’t accept this concept?
一些公共机构已经完全采用了部分工作nering as their way of doing business, such as the Contra Costa Transportation Agency (CCTA). It took their top leader to push it, walk it and live it. Now CCTA as an agency has had zero claims for at least the last five years. In addition, the bids are on average 20% below other agencies. Contractors know they will be treated fairly and do not have to budget for claims, delays or mediation. CCTA eliminated Dispute Review Boards from its specs, and still get A-list contractors bidding on projects.
CCTA认识到现金流对承包商的生计至关重要。尽管其规格要求在发票上进行15天的及时付款，但它设法在批准发票后的四天内以电子方式向承包商支付。
双方的异常值仍然存在。一些业主公司py the Partnering specification from Caltrans or other agencies, and go through the motions, without full knowledge of how it works. Same with some contractors. They will attend a kickoff partnering workshop, check the box and go about business the old way.
众所周知，您如何诱使工程师和领导者如此定期参加会议？
会议简化，开球时间不超过4个小时，随访2-3个小时，执行会议最多2小时。在许多情况下，我们要求项目团队投票支持MVP（最有价值的合作伙伴）。我们强调了我们每个人如何在实现里程碑时有所作为并庆祝他们。
We utilize technology to measure project partnering goals monthly with software that compiles the data from surveys of all stakeholders. Data is transparent and shared with project team members. Also, on a monthly basis, we are utilizing video conferencing for no more that 30 minutes to cut down on meeting times and to keep the issue resolution moving with accountability.
Describe some innovative solutions that were able to occur thanks to the collaborative culture (whether on Desmond or other projects).
Shifting focus from individual or position interest to project focus is what partnering success is all about. Convincing and demonstrating project success is a gain for all stakeholders.
At the Gerald Desmond Bridge, reminding stakeholders of the significance of this iconic structure and how the best talent is assembled at this project, where no possible issue cannot be resolved. That challenge and the constant reminder of why are we on this project, helps keep the focus during challenges on the issue, not individuals or the entities.
创新发生，导致指数结果。萨克拉曼多的修复I-5项目是另一个例子，该联系人要求300多个工作日（弯路，夜间工作和延误），最终仅通过绕道，媒体通信和交通管理而完全关闭60天。每个人都是赢家！
Do you think the next generation of engineers will be more skilled in communication due to our changing society? If not, any recommendations for how to enhance training and education to facilitate these “soft” skills?
the next generation of engineers is growing up with collaborative tools, open and transparent communication via social media and others. Training engineers at the college level on public speaking, presentation skills and effective communication—not as elective classes, but mandatory—will lead to less conflicts in the field. What is today referred to as “soft” skills will end up being the “hard” and needed skills for the future generation of “leaders” as well as followers.
I am very hopeful for our future. Within the next ten years, we will have five generations working together. Being Ambassadors of our industry and coaching the next generations will be our legacy for building future infrastructure monuments and leaders.
