Project partnering has been around for a long time, and candidly, the jury is still out as to whether or not it creates lasting value for projects and teams. In some cases, I’ve seen partnering deliverables guide team members to more positive, team-based behaviors that have had profound impact on project success. In other cases, I’ve seen team members revert to pre-partnering norms more protective of their own interests vs. common team needs at times when the project really needed stronger teamwork. In recent partnering processes both in the public sector with the USACE and in the private sector on some large, high-impact projects, I have been working with teams interested in finding a methodology for improving the “stickiness” of the partnering mindset throughout the duration of the project.
One method we’re using with great success is to create partnering metrics that can be used throughout the project duration to measure team performance against partnering objectives. While useful to assess team member perceptions, the usefulness of the partnering measurement tool is more in how it drives a conversation about teaming and partnership throughout the project schedule.
This is not a new concept. Early partnering facilitators recommended establishing and documenting what they called “partnership expectations” for the team. However, as partnering has evolved, few teams actually went so far as to create a real measurement tool. With the costs and benefits of team performance so high, it’s time to “add some teeth” to how we use partnering. Clearly established partnering metrics are one way to accomplish this.
Establishing the measurement tool requires two things: a useful and recognized scale and meaningful, discrete “variables” that indicate team performance. The quantitative scale makes the measurement and subsequent interpretation of the results more objective, resulting in higher quality discourse about team behavior. The variables enable conversation about core team elements in a way that enables behavior change on a more micro level that is more achievable and lasting.
When establishing a scale, I typically prefer a seven-point Likert-type scale that is evenly balanced at the poles. The scale is broad enough to enable one to see variance across the response population, but doesn’t mimic a ten-point grading scale. Plus, though others in the industry might disagree, I like having a midpoint between positive and negative ratings since in many cases, “I neither agree nor disagree” is the real answer vs. “N/A – not applicable”.
While there are certainly some common variables teams might use in the creation of a partnering measurement tool, the most valuable metrics are specific to the team and the project, with variables that are meaningful and communicative to team members. And, these metrics are best created with the team itself.
As one of the early partnering activities for any project, I divide the team into two groups. For the first group, after explaining the concept of a metric, I ask them to create a draft measurement tool of discrete items that once measured would give the team an indication of how successful they are relative to partnering. I ask team members, “How would you know partnering has been successful at key stages of the project?” An example variable might be “Communication of issues at the appropriate level” or “Decisions made in a timely manner.” Both of these could be measured on a scale through gathering perceptions from all team members. And, the results would give the team an understanding of how the entire team feels it is doing in each area, and more importantly, would foster a discussion on how to improve.
The second group works on listing, based on past experience and their concerns for this project, risks or roadblocks to success. This list is used as a test of the measurement tool and the individual metrics: Given what we know about this project and the real challenges we have ahead, do the items we’ve listed get at the real issues our team is going to face? For example, if the team is aware that a significant challenge on the current project is going to be the transition of team members from one phase to the next, we might create a metric in our measurement tool, “Orientation of new team members to partnering goals and objectives.”
Partnering takes considerable time and investment at the beginning of a project, and for larger projects, throughout its duration. Teams that find ways to continue the partnering conversation in productive ways without multiple formal sessions make a wise investment in their future success. Establishing and using a tailored partnering measurement tool is one way to continue the conversation and target real improvements in teamwork to achieve project goals.
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