The Collaboration Chronicles are an ongoing effort by the AGC Public/Private Industry Advisory Council (PIAC), the AGC-AIA Joint Committee and the Construction Owners Association of America (COAA) to capture and share the results from successful project collaborations.
The Collaboration Chronicles look at the projects through the “lens of collaboration” and highlight the specific benefits that directly resulted from the project team's collaboration.
Do you have a project that benefitted from collaboration?
Then consider creating and submitting a Collaboration Chronicle!
In order to measure the benefits of collaboration, members from the AIA-AGC Joint Committee, the PIAC, and COAA are conducting interviews with owners about various projects where collaboration has provided lasting value. These interviews have been turned into a series titled The Collaboration Chronicles.
The Chronicles provide sound, concrete evidence about the benefits of collaboration. The industry has been proclaiming the value of collaborating for years, but many of these Chronicles detail from the owner's perspective, how collaboration contributed to the project's bottom line.
Issues addressed in the Chronicles:
- The value collaboration brought to the project
- The factors that made collaboration different on the project
- Projects where collaboration contributed noticeably to the bottom line
- Other projects that collaboration failed and cost money
- Delivery methods used during the collaborative project
- Key players
New Collaboration Chronicles:
Interstate 5 Willamette River Bridge CM/GC
Not only was the Interstate 5 Willamette River Bridge replacement the largest bridge replacement project undertaken by the Oregon Department of Transportation (ODOT), it was the first project using Construction Manager/General Contractor (CM/GC) delivery. The CM/CG contractor, Hamilton Construction Company and Slayden Construction got to work with ODOT two years ahead of schedule while the design was still underway resulting in the project’s four month early completion, coming in $18 million under budget. This case study shows how trust, integrity and teamwork transformed a complicated project into new partnerships.
- Joint Venture Leads to Sold Out Seats at the Tobin Center for the Performing Arts
The Tobin Center, a world-class performing arts facility, is completely booked through the 2017-2018 season and Owner, Michael Freshner of the Projects Group credits collaboration between the Owner, Designer and Builder for its’ success. This Linbeck/Zachary Joint Venture was formed to leverage complementary strengths of two 75 year old companies which acted as one and developed a construction sequence that allowed the demolition of the existing building and excavation for the new building to commence without significant delay to the project schedule.