Abstract:
Most light-rail transit (LRT) start-ups take the approach of concentrating first on the system design and construction and then on substantial completion, handing off the project to the operating group. Why can't a different approach be adopted, one centered on synergistic team building? The traditional approach inherently produces conflict - of interests, priorities, and even personalities and management approaches. The team-building concept minimizes these conflicts, enhances communications, and produces a synergy drawing from the talents of both parts of the overall team. The design-build (D-B) program will be successful only if its specifications and priorities maximize the effectiveness of the operation. This can be done best by incorporating, operating, and training people from Day 1 of the project. When should this team-building approach be implemented, and who should be involved? It can begin with partnering sessions between the D-B managers and the prime contractors. After partnering, the focus is the senior leadership team (SLT), composed of department heads from D-B, start-up, operations, maintenance, safety, training, and human resources. The most effective stimulus to teamwork will be the attitudes of the senior leadership team. If they demonstrate and demand a team approach, they will initiate a trickle-down effect. The second-tier team is composed of those reporting to the SLT. It includes both operational and maintenance training managers. The third tier represents those who will be involved in supervising operations. How can synergistic teamwork be obtained? A 2- to 3-day team-building workshop, conducted by a facilitator, is the key starting point. This is enhanced by 1-day follow-up workshops every 6 months that focus on team strengthening, conflict resolution, and global issues. On the informal side, all parties are included in regularly scheduled job-progress meetings, problem-solving sessions, periodic reviews, and celebrations of key milestone attainment. Team maintenance is an ever-present consideration, and that involves the effective integration of new team members as the team expands and turnover occurs. The opening of the system then can be a true celebration of mutually attained success, rather than a time for recriminations and blame assessment.
Supplemental Notes:
This paper is available on the CD-ROM, Light Rail: Investment for the Future, 8th Joint Conference on Light Rail Transit.
