Introduction to Construction Dispute
Resolution
Case Study: Tren Urbano Project
Feniosky Peña-Mora
Gilbert W.Winslow Career Development
Associate Professor of Information Technology and Project
Management
MIT Room 1-253, Phone (617)253-7142, Fax (617)253-6324
Email:[email protected]
Intelligent Engineering Systems Laboratory
Center for Construction and Research Education
Department of Civil and Environmental Engineering
Massachusetts Institute of Technology
Definitions



WHAT
•
Light Rail Transit Line in San Juan, Puerto Rico
•
Completion of the First Phase by November 2001 at a Cost of $1.5 Billion
WHO
•
Puerto Rico’s Department of Transportation and Public Works (DTPW)
•
Parsons DeLeuw, Inc
•
Federal Transit Administration (FTA)
•
Siemens Transit Team
•
US Partners : Daniel, Mann, Johnson and Mendenhall (DMJM) and Frederic R.Harris, Inc
•
Local Partners: Eduardo Molinary and Associates (Architects), Barret and Hale and Associates
(Consulting Engineers)
WHY
•

2
Real-Life Application of DART
HOW
•
Understand Project Circumstances
•
Identify and Analyze Potential Conflicts
•
Design Conflict Management Plan
•
Review and Revise the Plan Based on Project Data
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

•
•
•
Partnering
Change Order Process
Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
3

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Tren Urbano Project Story

1989: Conceptual Design of Tren Urbano January 1993:
Review of Developed Concept by a New Executive Team

February 1993: Tren Urbano Designated as One of the Four
Turnkey Demonstration Projects in the Nation

January 1994: Submittal of Successful Bid for Federal
Assistance to the US Congress

April 1994:$42-Million Contract for GMAEC Services
Between DTPW and Joint Venture
4
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Tren Urbano Project Story
5

Tren Urbano Office (TUO): Planning and Environmental
Permitting Process, Partial Plans and Systems Specifications,
Structuring Procurement Process

November 1995: Approval on Publication of Final
Environmental Impact Statement (FEIS)

February 1996: FTA’s Approval on FEIS and Record of
Decision

March 1996:$307.5 million Full Funding Grant Agreement
Between DTPW/HTA and FTA

August 2, 1996: Groundbreaking for Phase I Alignment
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

•
•
•
Partnering
Change Order Process
Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
6

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Project Description
7
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Phase I Alignment
8
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

•
•
•
Partnering
Change Order Process
Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
9

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Procurement Strategy

Phase I Project Divided into Six Design/Build
Contracts for Civil Structures and One System
and Test Track Turnkey (STTT) Contract

STTT Contract
• Construction of Two Stations and 2.6 Km of Test Track,
Maintenance and Storage Facility, Operations and
Control Center
• Delivery of train Vehicles and Systems
• Systems Integration
• System Operations and Maintenance for a Minimum of
Five Years
10
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Tren Urbano Hybrid Approach
Types of Procurement
1
2
Party
Also referred to as
Turnkey
DBOT
Siemens Transit Team
(STT)
Turnkey Contractor
Construction Management
(at no risk)
GMAEC
Owner’s Consultants
Multiple Primes
Design-Build
Alignment Section
Contractors (ASC)
Civil Contractors
3
4
5
11
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Organizational Chart
L in e L e g e n d :
S o lid :
M anagem ent by
c o n tra c t o r
le g is la tio n
D ashed: N o
c o n tra c tu a l
R e la tio n s h ip , o n ly
m anagem ent
P u e rto R ic a n D e p a rtm e n t o f
T ra n s p o rta tio n
a n d P u b lic W o rk s
(P R D T P W )
O th e r P u e rto R ic a n
P u b lic W o rk s a n d
A u th o ritie s
P u e rto R ic a n H ig h w a y a n d
T ra n s p o rta tio n A u th o rity
(P R H T A )
C o n s u lta n ts to
ow ner
(G M A E C )
T re n U rb a n o O ffic e
(T U O )
USA
S ie m e n s T ra n s it
Team
(S T T )
G e rm a n /O th e r
ASC
(IC A -M M S J )
M e x ic a n /P u e rto
R ic a n
ASC
(R e d o n d o E n tre c a n a le s )
ASC
(R e d o n d o E n tre c a n a le s )
ASC
(R e d o n d o E n tre c a n a le s )
P u e rto R ic a n /
S p a n is h
P u e rto R ic a n /
S p a n is h
P u e rto R ic a n /
S p a n is h
ASC
(K K Z /C M A )
USA
ASC
(E n tre c a n a le s /
Redondo)
ASC
(R e d o n d o /
P e rin i)
S p a n is h /P u e rto
R ic a n
P u e rto R ic a n /
USA
12
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
• Change Order Process
• Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
13

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Partnering

Objectives
• Promotion of Working Relationships Among Participants
• Promotion of Cooperation and Trust
• Achievement of Common and Individual Objectives on a
Non-confrontational Basis

Initial and Periodical Follow-up Workshops
• Facilitators Retained Though the Partnering Program of
the American Arbitration Association
14
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
• Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
15

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Change Order Process
In itia l N o tic e
s u b m it e d b y
c o n tra c to r
10 days
I f n e e d e d ( u s u a lly )
r e q u e s t fo r
e x t e n s io n f o r
c o n tra c to r to
s u b m it C C R
C o n tra c to r m a y
r e s u b m it I n it ia l
N o t ic e
N o m e r it
C o n tra c to r
C hange
R equest
(C C R )
M e r it t o C C R
s ig n a t u r e p r o c e s s
A v o id e d if p o s s ib le
s ig n a t u r e p r o c e s s
2 -4 w e e ks
C h a n g e N o tic e
(C N )
2 - 6 m o n th s
s ig n a t u r e p r o c e s s
C hange
D ir e c t iv e
D if f ic u lt a n d lo n g
n e g o t ia t io n p r o c e s s
C h a n g e O rd e r
16
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano

•
•
•
•
•
•
•
•
17

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Negotiation Steps

The Contractor Asserting a Claim if not Satisfied with the
Outcome of the Change Order

Five Negotiation Steps Before a Claim Becomes a Dispute
• Technical Personnel of the Parties Attempting to Resolve Claims
in the Partnering Sessions With Impartiality (At Most 60 Days)
• Claim Submitted to Contractor’s Project Manager and
Contracting Officer (At Most 10 Days)
• Claim Referred to Contractor’s Project Executive and Executive
Director (At Most 10 Days)
• Claim Determination Submitted within 10 Days by the
Contracting Officer to Contractor
18
• Notice of Disagreement Submitted Within 10 Days by the
Contractor to the Contracting Office
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Dispute Review Board

DRB Consisting of Three Members
• Each of the Authority and the Contractor Selecting
Three Nominees
• Each of the Parties Selecting One Individual From the
Other’s List of Nominees
• Third Member: Qualified and Impartial Chairperson
selected by Mutual Agreement Within 21 Days

Foundation of The DRB May Take More Than Two
Months
19
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Processing Disputes
20

Step 1 : Contractor’s Request for Meeting and Supporting
Statement

Step 2: Authority Submitting to the DBR and Contractor,
Response to Dispute and Counterclaims

Step 3: Contractor’s Statement Setting Factual and Legal
Defense to the Counterclaim

Step 4: DRB Setting Date of Initial Meeting on Dispute

Step 5: DRB Issuing Draft Findings and Recommendations to
Both Parties

Step 6: Notification of Miscalculation or Error in the Draft

Step 7 : Final Findings and Recommendations Submitted to
Executive Director and Contractor

Step 8 : Executive Director Issuing A Written Decision to
Accept or Reject Recommendations
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Legal Action

Court Action Filed By Contractor Within 90 Days
After Receipt of the Executive Director’s
Decision

Negotiation Time Frame
• 20 Weeks For Claim Resolution Process
• 6 Months for Dispute Resolution Process
21
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano


•
•
•
•
•
•
•
22

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Enhance the Pros of Duplication
23
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Example of Duplication

Parsons Brickerhoff (in Siemens Group),
Responsible of the Management Functions in
Terms of Interface Between Systems to Fixed
Facilities and Interface Between Fixed Facilities

GMAEC, Owner’s Consultants, Responsible of
Schedule and Design Reviews of the ASC’s Work

Result: More Complete Review and a Superior
Project
24
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano



•
•
•
•
•
•
25

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Form a Unified Management
Team
PRHTA
GM AEC
Pa rtn e rin g
B rid g e
S ie m e n s
PB
26
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano




•
•
•
•
•
27

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
STTT Contractor’s Fiduciary
Relationship With Owner

Two Contrasting Perceptions of STTT: Owner
Representative and Contractor

As Owner Representative
• Operations and Maintenance for 5-10 Years  Reduced
Lifecycle Costs.
• Overseeing the ASC’ s Interface With Each Other & Interface
With Systems
• Reviewing ASC ’s Design & Schedule
• Partnering With PRHTA/GMAEC

As Contractor
• Design and Construction of Systems and Vehicles (Major Cost
Component of STTT Contract)
28
• Design and Construction of One Fixed Alignment Section
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano





•
•
•
•
29

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Aid Non-Contractual Relationships

ASC ’s Partnering With Owner Improving Costs
and Schedule

ASC ’ s Partnering with STTT Without Contractual
Commitment
30
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano






•
•
•
31

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Improve Communication and
Understanding Between the
Multi-Cultures

Multi-Cultural Environment : Puerto Rican Contract
Managers and North American Design Managers
(Different Contract Languages, Priorities in
Objectives)

Multi-Phase Environment: Planning of Next Phases,
Design and Construction of Phase I, Preparation
for Operation and Maintenance of Phase I

Initial Partnering Meetings and Follow-up
Meetings
32
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano







•
•
33

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Initial Meetings

Held Between Owner and Each Party With Whom
the Owner Has Signed a Contract

2-3 Day-Meetings in a Neutral Location,
Facilitated by a Member of the AAA

Objectives
• Discussions of Risks, Concerns, Goals
• Development of Trusting Relationships
34
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Quality Summit

Meeting Between All the Parties, Ran By the Tren Urbano
Office

Results of Observations From Quality Summit
• Improve Cross-cultural and Communicational Relationships
• Improve in Drive and Belief in Partnering by Some of the
Contractors
• Need Some Human Infrastructure in a very Compressed Time

Lessons Learned from Quality Summit
• Need for a Third Party Facilitator
• Focus on Working Together in Small Groups Instead of
Numerous Presentations
• More Interactions Between Parties
35
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano








•
36

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Follow-up Meetings

Monthly Partnering Meetings Between Project
Principals Parties Presenting Status Reports and
Meetings Run by Owner’s Top Management

Issues Resolution at a Micro-Management Level

Reduced Now to Quarterly Meetings Preventing
Shortcutting the Regular Resolution Process and
Focusing on Partnering Relationship Issues
37
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Evaluation of Partnering

A Clear Champion For Partnering Was not Clearly Identified
in the Pre-Planning Stage

More Faith and Genuine Commitment Need to Be Elicited in
the Partnering Process

Follow-up Meetings Could Be Improved if Run by a Third
Party

More Emphasis Should Be Done on the Need and Value of
Partnering

Need For More Meetings in an Informal Setting

All Management Parties Should Form One United
Management Team

Partnering At All Levels (Example, in Field Inspection)
38
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano









39

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
General Analysis of Partnering
Components

Lessons Learned Divided into Three Categories
• Initial Factors : Set at the Beginning of the Project,
Impact Seen at the End of the Project
• Operational Factors: Occurring Throughout the Project,
Affected by Initial Factors
• Resulting Factors : Product of Other Factors
40
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Initial Factors

Initial Meetings
• Start Early With a Full Partnering Initialization
• Don’t Cut on Time and Cost at this Stage
• Develop Trust

Education
• Use Experienced Employees
• Educate and Train People

Numerous Cultures
• Recognize Cultural Differences

Delivery Method
• High Commitment to partnering in the Presence of
Different Non-contractual Relationships
41
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Operational Factors
Follow-up Partnering Meetings : Maintaining the
Initial Trusting Partnering Relationship
 Knowledge Transfer: Open Communication for
Knowledge Transfer Between Various Cultures
 Evaluations: Soft Measures Such as Problem
Solving Methods and Hard Measures Such as
Number of Claims
 Champions for Objectives: Champions for Quality,
Cost, schedule and Partnering
 Benefits of Duplication: Extra Cost Versus
Greater Quality-Preventing Adversarial Positions
and “All is Responsible, Nobody is” Syndrome
 Unified Management Team
 Turnkey Contractor Acting as Part Owner

42
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Resulting Factors

Site Transfer Conflicts: Monitoring Hand-Over
Between Contractors in the Absence of Direct
Contractual Links

Micro-Management: Effective Partnering Saving
on the Resources Needed for Micro-Management

Claim Management
43
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano









44

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
General Analysis of Conflict
Resolution

Insights From Interviews Regarding Conflicts in the Rio
Piedras Section
• Conflicts and Disputes Are Inherent to the Construction
Industry
• Owner and Contractor Are Disagreeing Concerning How the
Project Is Running
• Mitigation Actions Are Most Effective if Taken early
• Managers Have A Lot of Experience Regarding Conflict
Management and They Feel Pretty Confident About Their
Negotiation Skills
• Decision-makers Are Not Aware of the Long Term Effects of
Their Actions
45
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Outline
Tren Urbano Project Story
 Project Description
 Procurement Strategy
 Conflict Management in Tren Urbano

 Partnering
 Change Order Process
 Dispute Resolution Contract Language
Analysis of Tren Urbano Components
 Partnering Analysis in Tren Urbano









46

Enhance the Pros of Duplication
Form a Unified Management Team
STTT Contractor’s Fiduciary Relationship With Owner
Aid Non-Contractual Relationships
Improve Communication and Understanding Between the Multi-Cultures
Initial Meetings
Follow-up Meetings
General Analysis of Partnering Components
General Analysis of Conflict Resolution
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
Summary

Partnering and the Success of Innovative Delivery
Methods in a Global Market

Importance of Partnering in Multi-Cultural, MultiPhase Projects

Partnering Embodied in Initial Meetings, Quality
Summit, Follow-Up Meetings

Conclusions and Recommendations
• Contract Language Regarding Conflict Resolution Is Not
the Source of Problems
• Inter-phase Conflicts Require Additional efforts
47
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
References
48

[DTOP, 2000] : Puerto Rico’s Department of Transportation and
Public Works home page
(http://www.dtop.gov.pr/english/tu/history.htm) (2000).

[Harpoth, 1999] : Harpoth, Nina. Effective Partnering in an
Innovative Procured, Multi-Cultural Project, MS Thesis. MIT
Deaprtment of Civil and Environmental Engineering. 1999.

[Peña-Mora et al, 2002] : Peña-Mora, F., Sosa, C., and McCone, S.
Introduction to Construction Dispute Resolution. Prentice Hall, New
Jersey, 2002

[Rio Piedras Contract, 1997] : Rio Piedras Design-Build Agreement,
Phase I of Tren Urbano, Contract No. AC-500083, Rio Piedras
Contract: Alignment Section 7, Puerto Rico Highways and
Transportation Authority.

[TUI, 1997-8] : Tren Urbano Interviews with Project Participants,
(1997-8). Tren Urbano Office and Siemens Transit Team Office,
San Juan, Puerto Rico.

[TUQS, 1997] :Tren Urbano Quality Summit, 10/6/97 & 10/7/97,
San Juan, Puerto Rico (1997).
Introduction to Construction Dispute Resolution
Chapter 11: Case Study: Tren Urbano Project
© Peña-Mora, et. al. 2002
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