“Every organization rises or falls based on leadership or the lack thereof,” says the legendary co-inventor of frozen concentrated orange juice, Cedric “C.D.” Atkins. According to the Federal Highway Administration, departments of transportation, cities, counties, Tribes, and the like, are facing mounting pressure to deliver programs better, faster, smarter, and cheaper. This pressure is intensified when linked with a sentiment expressed by engineer, author, scholar, and management consultant W. Edwards Deming—who revolutionized Japan’s manufacturing industry. Deming said, “In my experience, most troubles and most possibilities for improvement add up to proportions something like this: 94% belong to the system (the responsibility of management) 6% are attributable to special causes. No amount of care or skill in workmanship can overcome fundamental faults of the system.”

Comparatively, imagine as a leader the possibility of significantly reducing 85 percent of all delivery problems, creating measurable innovations, and reducing major project risks—while also decreasing delivery times up to 50 percent. It may come as a surprise to some, but many owners are already accomplishing such impactful results via a unique, yet tried and true system for delivering projects better, faster, smarter, and more efficiently, encouraging owners to garner the best value for their investments.

This system—the 2-day kickoff meeting—in large part, arose out of a leadership course offered at the University of Florida’s (U.F.) M.E. Rinker, Sr. School of Construction Management. Explored via a FHWA 10-year nationwide pilot, this system has harvested a method for achieving unparalleled successes. Kickoff meeting successes have equated to measurable reductions in overall costs, risks, procurement, design, and construction times. Not to mention the tremendous innovations that arose. For example, in several instances, 1 to 7 years were cut from the original procurements, designs, and construction project durations. Many of these successes come from clearly setting measurable targets during the kickoff meetings, along with assigning teams to accomplish these targets while reporting initial goals and progress to executive management.

Resulting from some of the highest performing infrastructure teams in the Nation, the creators of this system arranged for a strategic meeting at the start of each infrastructure project. These kickoff meetings—which are designed to motivate and inspire cohesion—have been orchestrated on national Tribal programs, local public agencies, and State highway agencies since 2013. To name a few, FHWA’s kickoff meeting pilot programs were held at Pueblo of Acoma (for two back-to-back capital improvement programs), Arkansas Department of Transportation, Delaware Department of Transportation (DelDOT), and Pawnee Nation. David Deutsawe, director of community development at Pueblo of Acoma states he can provide “a great testimony to this process and how it works.” Similarly, Chris Wilson, director of Public Works at Pawnee Nation, says, “The 2-day kickoff is a vital part of the construction. … This is where your team starts to mesh and begins to identify innovations, risk reductions, and project timelines. By the end of the two days, the team is taking ownership of the projects and seeing the owner’s vision.”

 

Kicking Off the Kickoff

The 2-day kickoff process begins by assembling the entire project team—including planning, permitting, right-of-way, design, and construction team members as well as stakeholders—no later than the first day of the contractor’s Notice to Proceed date. To expediate their occurrence, mandatory kickoff meeting dates are pre-established within all parties’ original contracts—and as early as inclusion in a project’s request for proposal or request for quotation. Prior to the kickoff meeting, extensive agendas are preplanned, working with a neutral, and expert kickoff meeting facilitator and the project team members to ensure that all parties involved are thoroughly prepared to conduct briefings to the group related to their specific area of specialty. “The 2-day kickoff workshop was a huge success, with the biggest benefit [being] the relationships formed among the team of DelDOT, the design consultant, the contractor, independent cost estimator, and construction inspection consultant. This gained extra importance 4 months into the project, as the pandemic forced the team into a completely virtual environment,” says Jason Hastings, chief of Bridges and Structures at DelDOT.

Wrapping-Up the Kickoff

The last part of this 2-day meeting system is pinpointing, for the team and leadership, concerns/identified issues, action items and next steps (with deadlines and responsible parties to report back to), and a battle rhythm (otherwise called a summary sheet of all meetings, with required attendees, necessary for the successful completion of the design phase of the operation).

In summation, the two most important parts of the 2-day kickoff meeting are: 1) the opening remarks by leadership that encompasses the vision, strategic goals, and objectives of the project; and 2) the wrap-up portion that outlines the actions necessary for true success, while also establishing a burning sense of urgency to complete the project safely, cost-effectively, and on time.

Kenneth E. Atkins, PE, a graduate of U.F.’s and the University of South Florida’s civil engineering programs, is a former FHWA contract administration engineer; battalion commander in U.S. Army; U.F. adjunct professor; and public speaker in the areas of alternative contract delivery, leadership, and project management.

Gregg A. Hostetler, PE, a graduate of the University of Central Florida’s college of civil engineering, is the executive vice president of a construction engineering company as well as a thought-leader, educator, and public speaker in the areas of bridge management, alternative contract delivery, leadership, and team building.

R. Edward Minchin, Jr., Ph.D., PE, a professor at U.F.’s M.E. Rinker, Sr. School of Construction Management, has worked within eight major areas of construction for the past 34 years, including as a researcher, consultant, and adjudicator. He holds a doctorate in civil engineering from Pennsylvania State University, as well as a master’s and bachelor’s in engineering.

For more information, contact Kenneth E. Atkins at Kenneth.edwin.atkins@gmail.com or 706-970-5458.