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© LEAN CONSTRUCTION INSTITUTE

T H E M I N D S E T O F A N E F F E C T I V E B I G R O O M

The Mindset of an Effective Big Room

OCTOBER 17, 2017

Dan Fauchier, CMF & Andy Fulton, The ReAlignment Group of California


LCI Education& Training



Lean Construction Institute Provider Number H561

Mindset of an Effective Big RoomLCITB.MEBR17

Presenter Namedate

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4 LU Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA CES for continuing professional education. As such, it does not

include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

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Course Description

This training session will introduce the concept of a Big Room and how it fits into the design and construction process. Participants will learn why we use a Big Room, the different types, how to create the ideal space and how technology supports a Big Room. They will also learn how to effectively managing the time spent in this highly collaborative setting.

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Learning Objectives

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Participants will understand what it means to become immersed in a Big Room atmosphere by tightly couple learning with action in a Big Room setting.

01.Participants will be able to develop their own detailed Big Room concept and implementation plan.

02.Participants will know how to organize and manage a Big Room tailored to your specific project needs.

03.Participants will be able to collaboratively develop a list of Standards and Better Practices.

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Course Overview

• What is a Big Room? How does it fit into the Lean design and construction approach?

• Why do we use a Big Room on projects?• What are the types of Big Rooms?• What types of spaces need to be created?• How should Big Rooms be designed/redesigned?• What technology works well?• How do we manage the Big Room?• How do we facilitate the Big Room?

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• Immerse yourself in a Big Room atmosphere.• Tightly couple learning with action.• “Pull” the learning you need from facilitators and other participants.• Develop your own detailed Big Room concept and implementation plan.• Learn how to organize and manage a Big Room tailored to your specific project

needs.• Collaboratively develop a list of Standards and Better Practices.

Learning Objectives

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Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Loop

Lean Journey Road to Mastery



Six Tenets of Lean Construction

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1

2

3

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5

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Respect for people

Optimize the Whole

Generate Value

Eliminate Waste

Focus on Flow

Continuous Improvement



Today’s Process

• We will facilitate discussions in small and large groups. Small groups will report back to the large group.

• If you have Big Room experience, great! But prior experience is not necessary. You will be able to think logically about the topics to be discussed.

• We will take “Live Notes” on the screen to capture your ideas.

• You will receive these Notes by email within 2 days.

• LCI is compiling ideas from each Big Room training session so the entire community can continuously learn.

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Photo Credit: InsideOut Consulting, Inc.

• Mindset of intense focus on advancing work.

• Enables cross-functional team collaboration.

• Refers to the collaborative behavior of a team and the work they are producing.

What is a Big Room?

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Can you have a Big Room on-site?

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Discuss as a whole group. (10 minutes)

Take Live Notes.

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How does the Big Room fit into the Lean design and construction approach?



• Support cross-functional and high-performing teams in advancing work.

• Adds value by driving down overall project costs.

• Facilitates rapid advancement of work in a short time frame.

• Function of collaborative brain power.

Purpose

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Big Room is a commitment to a project, the team, and to working together!



• Aims to improve collaboration through greater team interaction.

• Deliver a ‘higher performing building’ on time and on budget.

• Allows team members to support each other and align themselves with the goals of the project.

• Co-location makes it easier to ask team members for information.

• Breaks down the ‘silo’ mentality within the project.

Benefits

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Big Room Implementation

WHEN:• As early in the project as possible.• The frequency must support the

work at hand. • Teams must continuously evaluate

the frequency and duration of sessions.

WHO:• Participants will change overtime as

the project advances.

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We are about to begin a series of Small Group discussions in which most of you will have an opportunity to Peer Facilitate, so…

• Stay calm and neutral.• Don’t contribute – instead ask questions.

• If you wish to prompt a thought in the group, ask a leading question, like “Have you thought about ….?”• If you MUST make a point, hand “the pen” to another member to be the neutral facilitator, until you finish.

• Assure everyone speaks. Use “round robin” if needed.• Watch the time.

Keys to Peer Facilitation

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Why do we need to use a Big Room on projects?

Discuss in small groups. (5 minutes)• One person facilitate – make sure

everyone talks.• Identify 3-4 reasons.• One person take notes & report back.

Report back to whole group. (15 minutes)• Don’t repeat same idea.

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Take Live Notes.



Discuss as a whole group. (10 minutes)• Examples:

• Design team where everyone co-locates for several weeks/months.• Design team where most meet 2 hours a week to check in.

Long distance designers join by GOTOMEETING.• Design/Build or IPD team where the Big Room includes a co-location and

runs the entire project from conception to completion.• Others?

What are the types of Big Rooms?

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Take Live Notes.



Co-located:• Continuously located with

continuous collaboration. Recurring:

• Meet in person on regular scheduled recurring basis.

Hybrid:• Combination of in-person

and virtual.

Venues

Photo Credits: InsideOut Consulting, Inc.

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Discuss in small groups. (5 minutes)• One person facilitate – make sure

everyone talks.• Identify 3-4 types.• One person take notes & report back.Report back to whole group. (15 minutes)• Don’t repeat same idea.

What types of spaces need to be created?

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Take Live Notes.



• Planning

• Learning

• Team-building

• Collaborative problem solving

• Target cost conversations

What spaces are needed for these Big Room Activities?


• Decision making• Commitments• Team health &

assessments• Ad hoc

conversations• Retrospectives• What else?

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• Cross functional• Visual manifestation

Teams Interact to Problem Solve!


• All perspectives• Explore options

• Gain alignment

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• Very large configurable room• Several smaller conference rooms• Cluster group work spaces• Planning space (Last Planner® weekly

boards and phase pulls)• Small private breakout spaces• Spaces to celebrate• “Collision spaces” like Kitchen/break room• Visual information• Needs to be re-designable as the

team evolves

Setting up a Big Room


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What “real world” space challenges need to be overcome? How?


Take Live Notes.



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BREAK – 10 minutes

When we reconvene find the group you want to work in for 30 minutes and sit there: Technology, Behaviors, Learning, Meetings, Onboarding,

What Could Go Wrong?



Small Focus Groups• Learning• Onboarding• Behaviors• What Could Go Wrong?• Technology• Meetings That Matter

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For each focus group:

Discuss in small groups. (30 minutes)• One person facilitate – make sure everyone talks.• Use flip charts.

• Two people take responsibility for planning thereport out.

• Define the subject: what does it mean in the Big Room?• Brainstorm topics and ideas.

Report out to whole group. (30 minutes)• Wander from group to group . (5 minutes each)• Take Live Notes.

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LCI CONGRESS PRESENTATION STYLE GUIDE

Behaviors




What are the behaviors you want in the Big Room?

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• Overcoming silos• Leadership• Conditions of Satisfaction (CoS)• Respectful collaboration• Maintaining enthusiasm• Trust & respect




• Fostering behaviors that lead to high levels of collaboration.

The Big Room Mindset


• Understanding the behaviors and activities of the environment.

• Establishing high-performing teams.

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• Bold• Observant• Channel positive team energy• Distinguish strength and weaknesses

of team members• Motivational• Take action

Effective Leaders are:


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Meeting Rules of Engagement• Safe zone• No stripes• Speak up• Listen to others• No side-bar conversations• No cell phone use• No multi-tasking• Stay on time

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Conditions of Satisfaction (CoS)• The project CoS define what “success” means for the project.

• The CoS guide decision making throughout development and implementation of a project.

• Each CoS is a commitment and all team members are responsible for delivering according to the CoS.

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Standard Weekly Meeting Agenda





Creating the Agenda• Develop together for next session

before ending current session. • Determine frequency of Big Room

sessions.• Pull-plan informs breakout

sessions/subjects.

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Agenda Structure• Time slots for all sessions

• 60-90 minute sessions • Expected outcomes • Facilitator for individual sessions

• Facilitator for day• Rotate facilitator• Time keeper

• Required attendees• Call in information/location address/Web-ex login• Visual control

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Agenda Sample Format1. Hot Topics

2. Work Cluster Reports

3. Optional: A3 Dashboard

4. Commitment Log Progress

5. Constraints• Status of old (in Last Planner®)• New (need to be put in Last Planner®)

6. Agenda for Next Session & Expected Outcomes

7. Last Planner® Reporting and Make Ready Planning

8. Cluster Group Breakouts

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Big RoomFacilitator


Break OutColor Code

Visual Time Frames1 to 1 ½ Hour

ContactData

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ExpectedOutcomes

Session Facilitator & Attendees



Introductions Cluster Leader Reports

Hot Topics

Check in SessionPull-Planning 2 hours

Flex Time Morning & Afternoon

Plus/Delta Morning & Afternoon

Next Session Agenda

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ENOUGHLET’SMOVEON

Stay on Track:

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Things to Consider in Sending Invitation:• Call-In or GOTOMEETING information• Expected Outcomes• Leadership:

• Facilitator & Note Taker for this session (rotate)• Facilitators and Note Takers for breakout sessions• Timekeeper this session

• Breakout sessions and times• Required attendees

• Visuals• Some sent in advance• Some created in the session

• No competing meetings will be scheduled

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What could go wrong?




What can you do to prevent or correct these risks?

• The team spirit diminishes and people gravitate to their silos and “us-them” thinking.• Death by meetings – we don’t have time to do our work because we’re always in

meetings.• Enthusiasm wanes, this becomes just another day.• Meetings start late because of late arrivals.• Leadership quits listening and becomes directive.• Planners don’t follow the plan, go rogue.

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Learning




Learning ExamplesSIMULATIONS READING / DISCUSSION GROUPS


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• Teams need to assess how they are doing as they progress through a project.

• Chemistry• Collaboration• Teamwork• Meeting Commitments• Innovation/Creativity • TVD/Set Based Design• Learning & Coaching• Excitement• Attitude/Fun• Building relationships• Transparency

Team Health & Assessments

Photo Credit: UHS

Team Monthly Average Scores

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• Quick retrospective – conducted at the end of every meeting.

• Regular occurring retrospective –conducted at the completion of work cycles.

• Event-based retrospective – conducted at the completion of major milestones.

Retrospectives/Continuous Improvement

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PHOTO OF TECHOLOGY

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Onboarding




What should “onboarding” look like?• Who should be “onboarded”?

• When?

• How can you get them “up to speed” on:• Project status and milestones?• Team culture?• Expected/desired behaviors?• Safety?• How we plan and execute?• What we expect when problems occur?

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Technology




What technology do you need? What works best?• SMARTboards• Video conferencing

• Large group• Individual with remote team members

• White boards• Internet / companies’ connectivity limitations• PM/Documentation Software• Shared files vs. separate networks

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Meetings That Matter





Creating the Agenda• Develop together for next session

before ending current session.

• Determine frequency of Big Room sessions.

• Pull-plan informs breakout sessions/subjects.

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Agenda Structure• Time slots for all sessions

• 60-90 minute sessions • Expected outcomes • Facilitator for individual sessions• Facilitator for day

• Rotate facilitator• Time keeper

• Required attendees• Call in information/location address

/Web-ex login• Visual control

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Big RoomFacilitator


Break OutColor Code

Visual Time Frames1 to 1 ½ Hour

ContactData

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ExpectedOutcomes

Session Facilitator & Attendees



Introductions Cluster Leader Reports

Hot Topics

Check in SessionPull-Planning 2 hours

Flex Time Morning & Afternoon

Plus/Delta Morning & Afternoon

Next Session Agenda

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• Planning has a Design Phase and a Construction Phase

Planning


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ReportingA3 DASHBOARD COMMITMENT LOG


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• A3 thinking• collaborative document managed

by a single champion.

• Choosing by Advantages (CBA)• a collaborative decision making

system to help simplify, clarify and unify the decision making process.


Decision Making

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• Target Cost Tracking Transparency

• Risk Identification • Mitigation

strategy• Cost • Rank

• Path Back Identification

Target Value Tracking Activities


HotTopics

Risks/Costs Path Back

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Walk around the room from focus group to focus group with each group having 5 minutes to report on their subject and recommended

actions, countermeasures, etc.

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Report Outs




Kickoff meetings




Kickoff Meetings (1)1. Leadership meets and agrees on the Kickoff plan together (2 hours)

– see suggested plan:

2. Initial Kickoff: Goals & Structure (4-6 hours)• Leadership, core team and a couple reps from each type of

role on the project• Defines Goals, Values, Structure of the Leadership and Teams/Clusters

3. Setup and Logistics (3-4 hours)• Leadership, core team and a couple reps from each type of role

on the project• Defines space utilization, physical infrastructure, visual space management,

servicing the space & people

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Kickoff Meetings (2)4.Big Room Kickoff (4 hours)

• All staff or by project segment• Identify work flows, communication protocols, constraint removal plan, issue

resolution protocol, meeting facilitation and coaching, documentation, use of root cause analysis, training plan and training internal trainers

5. Ongoing Big Room get-togethers (1 hour)• Weekly or Bi-Weekly• External coach trains internal facilitators who take turns

6. Continuous Improvement Sessions (2-3 hours)• Quarterly reality checks, people issues, project issues

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When is the right time to implement the Big Room?When is too soon? When is too late?


Take Live Notes.



Unaware

Awareness

Understanding

Mastery

Competency

Continuous Learning Loop

Lean Journey Road to Mastery



Plus/Delta

Takeaways (10 words each)

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This concludes The American Institute of Architects Continuing Education Systems Course

Lean Construction Institute [email protected]

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Documents

The Mindset of an Effective Big Room - Home - Lean ... of Effective Big Room10.17.17... · construction or any method or ... THE MINDSET OF AN EFFECTIVE BIG ROOM. LCI CONGRESS