Friday, December 28, 2012

Fracking Then & Now



Interesting history of fracking in the article linked below. Thought the modern bit quoted below was very interesting.  I see more and more "BIM" and virtual tools in oil & gas in the future.

The high-tech revolution in drilling

The March 2012 World Oil trade publication’s description of the sophistication of modern fracking has a science-fiction feel:
“It’s not a stretch to suggest that we are now witnessing the latest technology worthy of joining the geoscience canon of innovation. Who, after all, would have thought of laying out hundreds or even thousands of passive seismic receivers over many square miles to set up what is, in effect, a giant microphone, thousands of feet above a shale oil or gas reservoir. This microphone allows geoscientists to record and map the exact location of the cracks created by hydraulic fracture operations in real time.
“It turns out that this technique offers an exceptionally economic method for monitoring hydraulic fracturing operations across a whole shale oil or gas field. Reservoir engineers can optimize reservoir depletion in a way previously not possible, thereby significantly increasing the return on a company’s asset. Just as important, the microseismic monitoring system is able to provide the factual evidence necessary to deflect environmental objections to hydraulic fracturing; for example, the perceived threat of contamination to public water supplies.”
That latter part is crucial: The vast data-crunching that makes fracking so much more productive than it used to be also will insulate it from the alarmism that fossil fuel haters are trying to sow.

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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Thursday, December 27, 2012

Chevron & Apache Team Up at Kitmat



Chevron and Apache formed a  joint venture to develop shale gas in north western Canada.  Chevron, with its expertise in LNG plants, will run the down stream operations in Kitimat - a new port on the western Canadian coast in British Columbia - and Apache will run the upstream operations, developing shale gas resources in the Horn River and Liard Basins in northwestern British Columbia and northeastern Alberta.

In June, Apache announced long-term test results from three wells at Liard, including the D-34-K well, which was drilled to a vertical depth of 12,600 feet with a 2,900-foot lateral and a six-stage hydraulic fracturing completion. The 30-day initial production rate averaged 21.3 million cubic feet of gas per day, or 3.6 MMcf per day per frac stage. The ultimate recovery from the D-34-K well is estimated to be 18 billion cubic feet of gas. “We believe this is the most prolific shale gas resource test in the world,” Farris said.
As part of this transaction, Apache will sell to Chevron a 50 percent interest in its 100 percent-owned undeveloped Liard and Horn River acreage for $550 million. Apache will pay Chevron to equalize interests in other Horn River acreage owned by Apache, Encana and EOG. Apache also will pay Chevron to increase Apache’s ownership of the LNG plant and pipeline projects to 50 percent.

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Collaborative Construction
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Thursday, December 20, 2012

Geopolitics of Shale Oil & Gas



The article excerpted linked below discusses the geopolitics of shale oil and gas, a topic Collaborative Construction has been following closely for several years now.

The United States, it turns out, has vast deposits of shale gas: in Texas, Louisiana, North Dakota, Pennsylvania, Ohio, New York and elsewhere. America, regardless of many of the political choices it makes, is poised to be an energy giant of the 21st century. In particular, the Gulf Coast, centered on Texas and Louisiana, has embarked upon a shale gas and tight oil boom. That development will make the Caribbean an economic focal point of the Western Hemisphere, encouraged further by the 2014 widening of the Panama Canal. At the same time, cooperation between Texas and adjacent Mexico will intensify, as Mexico increasingly becomes a market for shale gas, with its own exploited shale basins near its northern border.


Once we get past the petty and pathetic politics of "Global Warming" and focus on how to leverage our own natural resources the US and her Allies are going to be very well positioned.  Long chain hydrocarbons, like the one represented graphically above, can be utilized for far more than just energy.  Let's expand our minds, expand our options and get to work!


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Collaborative Construction
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Wednesday, December 19, 2012

Cultural Change... How do you do that?



As a collaborative consultant who routinely advocates clients adopt innovative and disruptive technologies and business processes I encounter the "culture excuse" on a regular basis.  Of course, the built industry as a whole uses the "culture excuse" to flee change and does so with alacrity.  Clients with whom I work recognize the "culture excuse" as a barrier.  They just need help converting it into an opportunity.  That's where Collaborative Construction's (CM)X Program comes into play.  That program recognizes the need to tackle challenges associated with disruptive change in a comprehensive manner.

A blog hardly qualifies as a sufficiently robust forum in which to address these issues.  It does, however, provide an opportunity to share tidbits of information with interested parties.  The image below summarizes the six factors cited, ad nauseam, in the change management literature as the keys to successful change. 

   
Built industry professionals interested in adopting and deploying BIM technologies, integrated procurement programs (IPP), integrated project delivery (IPD), and integrated operations and maintenance (IOM) systems are tackling disruptive technologies and business processes that require advance planning to deploy and implement successfully.

Typically, change initiatives fail at a rate of 70%.  The change associated with the adoption and deployment of BIM and associated business processes is much more difficult than the change associated with run-of-the-mill change initiatives.  The challenges associated with the deployment and implementation of these innovative and disruptive technologies and processes can be converted into exciting opportunities if your organization approaches them with the right mind set.

Call us to learn more! 

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
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Monday, December 17, 2012

Visualization Tools for Science



These tools, I suspect, adapt easily to meet the demands of virtual planning, design, construction and operations and maintenance of (BIM)X enabled facilities and supporting infrastructure.

The EVEREST system at ORNL in Tennessee is being upgraded.  The visualization chamber utilized by a variety of scientists on a multi-disciplinary basis to observe scientific data and phenomenons in new and interesting formats provides a road map to which the built industry should pay close attention.

For the past couple of months, EVEREST has been down because it's getting a major upgrade, with the power wall being replaced with a new 3D projection system and another wall of the facility becoming a second visualization tool for scientists. In other words, the cool place at ORNL is getting even cooler. 
Jeff Nichols, ORNL's associate lab director for scientific computing, said the total cost of the project -- which includes a significant renovation to the room itself -- is a little under $2.5 million.

At that price, 10 construction industry stakeholders could chip in $250K each for a similar system.  But would they know what to do with it?  100 joined forces the price drops to $25K each.  A thousand could get it for $2,500 each.  Of course, this is a government program and the private sector could likely achieve similar or better results for a fraction of the costs.  Again, however, I wonder if the built industry would have clue as to how best to leverage such a tool.

A traveling version sponsored by the big national organizations, AIA, AGC, COOA, CURT, SEA and others would be pretty slick.  Alas, too many lack vision and the disparate silo-thinking continues to dominate.

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202 Summary of Services and James L. Salmon's CV


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Thursday, December 13, 2012

US Energy Boom v OPEC



The glut of cheap energy - mostly in the form of natural gas - and the rise of shale oil production in the US is crimping OPEC's style.  I cannot say that hurts my feelings in the least.

This is the beginning of a trend. The American energy boom is already changing Saudi thinking regarding its own oil reserves, and OPEC’s influence is in an even more advanced stage of decline. Divisions within the cartel and the threat of competition from “vast” North American reserves pose a serious threat to a tight-knit organization that isn’t used to external competition. And as its influence wanes, the remaining members will begin to compete for portions of a continually shrinking pie, weakening the organization’s cohesion and further reducing its influence.


Like Professor Mead, whose blog is linked above, here at Collaborative Construction we have been watching the Oil & Gas sector very carefully and plan to roll out a series of initiatives related to that sector in the coming year.  Readers interested in learning more should get involved in the (SMART)X Game Changer Series as a sponsor.



Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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Friday, December 7, 2012

Death Spiral States - Makers v Takers Part II



Very interesting article linked below.  Readers who live in the cesspools of corruption listed are invited to come home to Texas!  Don't be fooled by the Ohio address below.  The northern branch of the Salmon Clan resides in Kentucky.  The office is located in Ohio and its what you might call asset light.

Two factors determine whether a state makes this elite list of fiscal hellholes. The first is whether it has more takers than makers. A taker is someone who draws money from the government, as an employee, pensioner or welfare recipient. A maker is someone gainfully employed in the private sector. 
Let us give those takers the benefit of our sympathy and assume that every single one of them is a deserving soul. This person is either genuinely needy or a dedicated public servant or the recipient of a well-earned pension. 
But what happens when these needy types outnumber the providers? Taxes get too high. Prosperous citizens decamp. Employers decamp. That just makes matters worse for the taxpayers left behind.
This is serious business, especially for governments in these death spiral states.  If the current course is not reversed disaster looms.  Chicago?  New York?  LA?  Detroit?  The cities fail first, but the states won't be far behind.

Read the whole thing!





James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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(SMART)X Game Changer Series Summary



Collaborative Construction's (BUILT)X Solutions SystemTM – part of the (SMART)X Game Changers Series – is launching in 2013.  The goal? Open thought leaders' eyes in mining, oil & gas and heavy infrastructure to the value of IPD, BIM and lean processes. Integrated project delivery (IPD), building information modeling / virtual design and construction (BIM), and lean business processes support innovation, saving billions in costs and generating billions more in new revenue. (BUILT)X Solutions reduce costs, increase profits, and bring more profitable work and projects online.

Contact James L. Salmon to sponsor the series, schedule a (SMART)X workshop for your team and your clients, or for details regarding attendance at a sponsored event.

The 12 Webinar Topics
  • (SMART)X Game Changers Series – A Introduction for the Built Industry
  • (BUILT)X Solutions SystemTM – An Introductory Webinar
  • (BUILT)X Programs – Integrated Procurement Programs, IPP in 3DTM
  • (BUILT)X Projects – Integrated Project Delivery, IPD in 3DTM
  • (BUILT)X BIM to FM – Integrated Operations and Maintenance, IOM in 3DTM
  • (SMART)X Finance – BIM and IPP, IPD and IOM for Lenders
  • (SMART)X Risk Management – BIM and IPP, IPD and IOM for Insurers
  • (SMART)X Bonding – BIM and IPP, IPD and IOM for Sureties
  • (SMART)X BIM Technologies – (BIM)X for the Built Industry
  • (SMART)X Cultural Change – (CM)X as a Tool of Change for the Built Industry
  • (SMART)X Government – IPP in 3DTM
  • (SMART)X Industries – IOM in 3DTM
Regular webinars begin in January with Series Sponsors and their invited guests attending online. Higher level sponsors and their invitees enjoy access to archived versions of the webinars and also host live seminars and workshops throughout the year. The list above reflects anticipated webinar topics. Those may change as the series progresses.

Welcome to the Collaborative Revolution!


James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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Waste & non-Value Added Effort Totals 57%!



Grab a copy of McGraw Hill's SmartMarketReport, The Business Value of BIM for North America and share it with your friends, colleagues, clients and collaborative partners.  It's full of great information.

The piece that jumped out at me was the interview with Deke Smith, the Executive Director of the buildingSMARTalliance, where he said "There's about 57% waste or non-value added effort in the industry."

I've argued for several years now that that number ran between 30% and 50%, and I've always cited lean manufacturing studies in support.  Old school participants in the construction industry routinely scoff at the numbers I present and argue, with no basis what so ever, that waste in the built industry is not that great.

My presentation has now been updated to include Deke's quote.  A copy of the slide follows.


It's probably time to start paying attention to the Return o Failure associated with NOT adopting BIM and IPD heh?

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202 Summary of Services and James L. Salmon's CV


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Thursday, December 6, 2012

Culture of Success



Is there really such a thing?

Yes.  It revolves around hard work, accountability and refusal to ever, ever give up.  In other words, to quote my Scotch-Irish grandfather, "A strong work ethic, personal responsibility and a refusal to quit will take you far."  My Uncle Henry was more blunt.  He said "Quiters quit.  Losers lose. And winners win."  And one of my personal favorites, "Second place is the first loser."

The article linked below concludes with similar advice.

As noted above, Sinic cultural values have long been similar to those found in Weber’s protestant Europe and among the Jews, Basques, and other groups. Chua insists that “tigering” can be practiced by individuals or groups of any ethnicity, age, sex, or historical period. Indeed, jousting with TV comic Stephen Colbert, the tiger mother noted that her approach reflects the most basic of traditional American values: “hard work, don’t blame others, and don’t give up.” These values have always been or became much less influential or absent in non-Sinic Asian, African, Arab, and Latin American countries. 


These same characteristics matter in the formation of integrated teams capable of delivering BIM enabled facilities and infrastructure in an IPD environment.

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
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Et Tu Japan?



Infrastructure collapsing all around.

Maybe we need to focus more on INFOstructure than INRAstructure?

Getting infrastructure right is hard for governments. Renovating existing roads, pipes, electricity networks and bridges is much less glamorous than building grandiose new highways and high-speed rail projects. Nobody wants to attend the ribbon cutting for a sewer or an electrical grid. 


Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202 Summary of Services and James L. Salmon's CV


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Wednesday, December 5, 2012

Internet Trends - Built Industry AWOL



Very very interesting slide show linked below.  Busy today, but clicked through it fast.  Saw (SMART)X doors and thermostats but almost NOTHING else indicating the built industry is paying attention to the Tsunami of information and innovation coming down the pike.


What is your company doing to stay ahead of the curve?

Sponsoring or at least participating in the (SMART)X Game Changer Series might be a good first step. After all, the trends tend to support the idea that (SMART)X Game Changers make a difference heh?

The entire slide show deserves your attention but I culled four slides out for perusal.

First, the text heavy list of implications.


Next the big trend picture.  Where the world is headed as I type.  Mobile, mobile mobile!  And as you consider the ramifications of the slide below don't forget the coal use chart for India and China I blogged about earlier this year in the Old King Coal post.


Asset light v asset heavy consumers.  What about the owners and operators of massive physical portfolios like governments, big corporations and others?


Where USA, Inc. is headed if we don't change our ways.




Again, wouldn't your organization benefit from sponsoring and participating in the (SMART) Game Changer Series?



Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202 Summary of Services and James L. Salmon's CV


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Cell 512-630-4446
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Sunday, December 2, 2012

(BUILT)X Solutions - The Short Definition



The concept of (BUILT)X SolutionsTM is broader than the (BUILT)X SystemTM, the project specific program that supports delivery of BIM enabled facilities and infrastructure by integrated teams.

(BUILT)X SolutionsTM contemplates the intelligent, comprehensive and integrated use of an array of innovative tools and processes.  These include, but are not limited to, integrated procurement programs, IPP in 3DTM, integrated project delivery, IPD in 3DTM, integrated operations and maintenance, IOM in 3DTM  and cultural, construction and change management modeling, (CM)X in 3DTM programs.

If you were to imagine (BUILT)X SolutionsTM as a self contained program the support structure might look something like the image below, with the (SMART)Legal Agreements supporting and enabling IPP, IPD, and IOM.

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If, instead, you imagine (BUILT)X SolutionsTM as an aqua duct delivering information over time the image below might better capture the concept.  In this image the series of arches that support the aqua duct represent IPP, IPD, IOM and many other innovative solutions in the built industry like lean construction, lean supply chain management, lean logistics, innovative procurement, etc. etc.


Regardless of how (BUILT)X SolutionsTM is conceptualized institutional consumers - both public and private - of planning, design, construction, operations and maintenance services must begin grappling with the concepts that underlie and support the concept.  The Information Age is maturing rapidly and the emerging Knowledge Economy is quickly rendering many Industrial Age business models obsolete.  Don't get left behind!

Sponsoring, or at a minimum participating in, Collaborative Construction's (SMART)XGame Changer Series is a great place to start.


  
Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
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Cell 512-630-4446
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Friday, November 30, 2012

(SMART)X Light Bulbs, Dim Light Bulbs, Eating the Rich and Funding BIM



And no I don't mean those over-priced mercury laden things either.  This is an honest to goodness (SMART)X - as in (SMART)X Game Changer - light bulb under development at MIT.  The article excerpted and linked below tells you more.  But before we go there I'd like to tie this back to the "1% for art" budget requirement in so many public projects.

While presenting in Ireland I learned that the giant flag pole with no flag erected in the center of Dublin, which apparently cost several million Euros, was funded to satisfy such a requirement.  In the US we have similar "allocations" or "set-asides" intended to fund "public art".  The movement benefits fools like Shepard Fairey who famously brought us this image:  


By which he apparently meant "Hope we can Eat the Rich" as his latest piece of "art" contends.


While cleaver and great agitprop for the masses "Eat the Rich" hardly qualifies as a solution to our current fiscal woes, regardless of how badly President Obama and Mr. Fairey want it to work.  For a sobering analysis of how little good it will do to eat the rich check out Bill Whittle's piece below.  The piece discusses the kind of money you would have to take from the rich to fund the federal government.


With that rabbit trail behind us let's return to the issue of "allocations" for "art" on public projects and the (SMART)X light bulb.  I'd like to see the (SMART)X light bulb's discussed below merged with existing hologram technologies to bring us interactive holograms of major public facilities and infrastructure.  And the FUNDING for the (BIM)X required to drive data to those (SMART)X Holograms ought to come out of the  "allocations" for "public art" that is currently used to fund the Fairey's of the world and to bring us the Piss Christ and similarly worthless and offensive pieces.

Art should be funded by the market place, private donations or the artists themselves.  Of course the irony of Fairey is the fact that he stole the source image for his now famous Obama Hope poster from the AP and the two fought a long court battle over the EVIL money Fairey's poster of Obama generated.  I wonder if he's now a cannibal?

Ok, ok, here's the (SMART)X Light Bulb article.  Be sure to read the whole thing!

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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Thursday, November 29, 2012

Cultural Change v. Change Management





Historically advocates of change chafe under cultural restraints. In the built industry practitioners who understand the benefits of building information modeling (BIM) experience significant frustration when key decision makers block adoption and deployment of BIM. Advocates of integrated project delivery (IPD), and other innovative delivery  tools and processes experience similar disappointment.

Too often advocates of change fixate on the change and ignore the culture within which change must occur. Some change champions recognize culture must be addressed but fail address culture effectively. At Collaborative Construction we tackle cultural change right alongside the change wrought by the innovative tools and processes we help our clients deploy.

We come at both issues from a very different perspective than most in the industry.

First, with respect to traditional change management we have zero interest in change for changes sake and the idea of managing change for the sake of managing change is equally repugnant. From the beginning we've been willing to put skin in the game, agreeing to tie significant portions of our profit to project success and that attitude is antithetical to the concept of “managing change.”  When we help an integrated (BIM)X enabled team craft, negotiate and implement an integrated agreement we eagerly participate in the the pain share pain share compensation protocols our clients create. We accept a base fee that covers time and expenses and we tie our profits to the success of the project. In short we prefer to manage success, not change.

We bring that same long term view to bear on cultural change management. We believe in what we do and how we do it. We routinely tell clients we are here to teach you to fish, not to spoon feed you solutions. Adoption and deployment of (BUILT)X Solutions that support and enable BIM, IPD and lean business processes drives success. But that happens only when the culture supports those efforts. Often that means the culture must change. We support that.

At Collaborative Construction we seek to accelerate adoption and deployment of these innovative tools and processes and to accelerate associated cultural change. But cultural change is much harder than so-called “change management.” More often than not cultural change requires that an organization stop stupid. There are a lot of big time consulting firms that provide change management services, but many of the folks who provide those change management services are, to put it bluntly, stuck on stupid themselves. Thus the question arises, “Why on earth would you hire someone who is stuck on stupid to help you stop stupid?” You wouldn't, unless you are.... well you know.

So what we are really talking about is stopping stupid. And stupid, too often, is baked into the cake.... that is the culture.

When we first launched Collaborative Construction - and we were providing integrated project delivery facilitation services - we said we were "herding cats." But that's just a euphemism for "stopping stupid." And Stopping Stupid is absolutely necessary if you want to see innovative tools and processes like BIM and IPD broadly adopted in the built industry.

Many thought leaders in the built industry lament the fact that key decision makers inside and outside their organizations fail or refuse to adopt BIM, even though BIM makes complete economic sense. From the perspective of BIM Kool Aid Drinkers - including yours truly – logical broadsides destroyed specious arguments deployed against BIM. But it's not the BIM Kool Aid Drinkers that need to be convinced. It's the skeptics. The bean counters. Those decision makers who seem to be stuck on stupid.


So how do we stop stupid?


You hire Collaborative Construction and work with us to implement real change.




Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

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Cell 512-630-4446
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Wednesday, November 28, 2012

What is (CM)X?





The term (CM)X refers to Collaborative Construction's cultural, construction and change management models (CM)X in 3DTM. We've taken (BUILT)X Solutions – and its component parts IPP in 3DTM, IPD in 3DTM and IOM in 3DTM – and rolled them into the (CM)X in 3DTM Program. The constant ear splitting lament in the built industry is that these innovative tools cannot be deployed until we “change” the culture.

OK. Bluff called. Let's change the CULTURE OF THE BUILT INDUSTRY!

You want to “Stop Stupid” in the built industry? Change the culture of the built industry.

You address cultural and construction change management from project to project as you deploy (BUILT)XSolutions from project to project and you deploy (SMART)XGame Changers to change the culture of (STUPID)X that permeates the built industry.

The image below contains a summary definition of  (CM)X as defined by Collaborative Construction.


The concept, as applied, is far broader than the summary definition above, but this gives readers a short hand take on the term.

To learn more join us for the (Smart)X Game Changer Series of webinars in 2013!


Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
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Makers v Takers - Corporate & Private Welfare Bankrupting the US



Something that cannot go on forever won't.  Promises that cannot be kept won't be kept.  Debts that cannot be repaid won't be repaid.  And you eventually run out of other people's money.

Corporations are making the conscious decision NOT to invest in new facilities and infrastructure in this country.  Why?

Because they get a better return if they invest in lobbyists who can steer them to an exposed federal teat.  That state state of affairs was highlighted this week in an article by Professor Glenn Harlan Reynolds that ran in the USA Today.  There Professor Reynolds argued:

Washington is rich not because it makes valuable things, but because it is powerful. With virtually everything subject to regulation, it pays to spend money influencing the regulators. As P.J. O'Rourke famously observed: "When buying and selling are controlled by legislation, the first things to be bought and sold are legislators." But it's not just bags-of-cash style corruption. Most of the D.C. boom is from lobbyists and PR people, and others who are retained to influence what the government does. It's a cold calculation: You're likely to get a much better return from an investment of $1 million on lobbying than on a similar investment in, say, a new factory or better worker training.
Sadly, I've heard clients and colleagues articulate that precise rational in recent years.  The "Green Energy" boondogles that wasted $29 Billion in stimulus funds on "green" business that could not find private funding are prime examples.  Of some 30+ green companies that received money from the federal government over 25 have filed for bankruptcy.  But in many instances, Solyndra being the most well known example, the original investors / campaign contributors got their money and the tax payers were left holding the bag.
 

Today I read the individual version of that story.  The article, from ZeroHedge, speaks for itself:

Exactly two years ago, some of the more politically biased progressive media outlets (who are quite adept at creating and taking down their own strawmen arguments, if not quite as adept at using an abacus, let alone a calculator) took offense at our article "In Entitlement America, The Head Of A Household Of Four Making Minimum Wage Has More Disposable Income Than A Family Making $60,000 A Year." In it we merely explained what has become the painful reality in America: for increasingly more it is now more lucrative - in the form of actual disposable income - to sit, do nothing, and collect various welfare entitlements, than to work. This is graphically, and very painfully confirmed, in the below chart from Gary Alexander, Secretary of Public Welfare, Commonwealth of Pennsylvania (a state best known for its broke capital Harrisburg). As quantitied, and explained by Alexander, "the single mom is better off earnings gross income of $29,000 with $57,327 in net income & benefits than to earn gross income of $69,000 with net income and benefits of $57,045."


We realize that this is a painful topic in a country in which the issue of welfare benefits, and cutting (or not) the spending side of the fiscal cliff, have become the two most sensitive social topics. Alas, none of that changes the matrix of incentives for most Americans who find themselves in a comparable situation: either being on the left side of minimum US wage, and relying on benefits, or move to the right side at far greater personal investment of work, and energy, and... have the same disposable income at the end of the day.


My wife and I made similar calculations as a young couple when I was making $22K per year as a clerk on the Wyoming Supreme Court.  We managed a low income housing complex and everyone in the complex was making WAY MORE than us.  We, of course, buckled down and made ends meet, but it was hard to fault the low-income tenants who made the conscious choice to remain on the government dole.  

If single mother of one child in Pennsylvania has to make $69K to net more than the government dole pays why on earth would she work?  And where would most single mothers find a job that paid $70K anyway?  If we insist, as we have in recent years, on extending that model into the corporate world, we a truly and royally screwed. 

The two articles lined above demonstrate how our policy choices as a nation encourage dependency.  This is a feature not a bug in the big government formula foisted on us by the politicians.  There's a reason the founders restricted the scope and power of the federal government.  We should pay attention before it's too late.


Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


Collaborative Construction Website













Tuesday, November 27, 2012

(SMART)X Game Changer Series in 2013





In 2010 Collaborative Construction launched the innovative IPD Round Table Series.  Sponsored primarily by the Construction IT Alliance out of Ireland (CITA), MySmartPlans out of Kansas City and Symphony, LLC out of Saint Louis, the IPD Round Table Series was a great success.

Building on the success of the original series Collaborative Construction plans to launch a new series in 2013 called the (SMART)X Game Changers Series. The cost of sponsorship varies from sponsor to sponsor depending on the number of offices the sponsor has regionally, nationally or internationally, and other factors.  Entities interested in sponsoring the series should contact us.   

Modeled after the original IPD Round Table Series sponsors are encouraged to invite clients, collaborative partners, financial stakeholders and other key team members to their offices to participate in the web based presentation.

Webinars in the series - 12 in all at the same time each month - will be presented by James L. Salmon of Collaborative Construction.  Typically, the presentations last 45 minutes to an hour and James remains on the line to answer questions for an additional hour.

Following the Webinar, sponsors, their clients and other participants from their offices, are encouraged to explore possible of uses the tools and processes discussed in the presentation on their on projects.

During the course of the series James will explain what  (BUILT)X stands for, what a (SMART)X Game Changer is, why Design-Bid-Build and the existing culture of the built industry is so (STUPID)X and why Collaborative Construction has taken (BUILT)X Solutions – and its component parts IPP in 3DTM, IPD in 3DTM and IOM in 3DTM – and rolled them into the new (CM)X in 3DTM Program.   

Again, if your company is interested in sponsoring the series, or if you just have a general question, please contact us.

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


Collaborative Construction Website













Monday, November 26, 2012

11 Indicators of Corporate Culture



The article excerpted and linked below provides a thumbnail sketch of 11 indicators that reveal insights into corporate culture.  I read the article with interest as it bears on Collaborative Construction's on going efforts to both understand and modify the cultures we encounter in the built industry.

The article is geared to individual job seekers, but the lessons apply with equal force in the B2B environment where potential collaborative partners are contemplating joining forces.  For that reason the built industry should pay particular attention to research and advances in this arena.  If the built industry is to modify its own culture, and encourage the formation of integrated teams made of many different companies, those involved need to be aware issues similar to those discussed.


  1. Does your next employer focus on getting the big stuff right, or the small stuff? If it’s the first, you’re heading into a culture of creativity. Breakthroughs are crucial. Someone else can take care of the details. If it’s the second, you’re in a culture of craft. Precision is what pulls you ahead of the competition. End up on the wrong side of this divide, and you’ll be seen as the person who is “too detail-oriented,” or “too sloppy” to succeed.
  1. Which discipline calls the shots in an internal tug-of-war? Google operates as anengineer’s paradise; Oracle, by contrast, regards sales as the driver that makes everything go. For that matter, think of Steve Jobs fixating on Apple’s product design and then telling engineers to make that vision come true, instead of telling designers to accommodate whatever the engineers wanted. When you switch jobs within an industry, your fate depends on getting this new rhythm right. Be ready to realign your priorities if some department that you didn’t expect – such as finance or legal – turns out to be in command.
  1. What gets you fired? What mistakes are tolerable? Companies never advertise these grim truths, but they play a huge role in defining culture. At some places you safely can talk back to the boss, miss a deadline or overshoot your budget, as long as you do great work. At other organizations (just ask David Petraeus!) it’s a different story. Rules are rules, and people who don’t understand that are sent packing.
  1. What powers do your new leaders hold? Founder-run companies are famous for bosses who weigh in on everything from entry-level hiring to your desk decor. Your success depends on accepting this hands-on presence. Not so at many public corporations, where senior management can be surprisingly distant. Once you’ve settled into a particular system, it can be quite jarring to switch.
  1. How does your new company work through disagreements? Many top hedge funds treat confrontation as a way of life, on the belief that stress-testing helps the best ideas prevail. In other areas of finance, keeping everyone working together harmoniously is the ultimate goal. Try to find employers whose conflict-resolution strategies aren’t violently at odds with the way you handle strife.
I may post a built industry centric parody of the list all 11 indicators in the future.  Meanwhile read the whole thing and give some thought to what the indicators say about your company and your companies ability and willingness to adapt, adopt and deploy the innovative new tools and processes required to advance in a knowledge based economy in the information age.



While the The eleven items listed below provide interesting insights.  

  
Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202 Summary of Services and James L. Salmon's CV


Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


Collaborative Construction Website













CSI Presentation on Wednesday





This Wednesday, November 28, I will be discussing the use of building information modeling (BIM) throughout the life cycle of BIM enabled infrastructure and facilities.  The presentation provides a big picture view of the benefits of BIM.  Specifically how BIM improves the delivery of services by built industry professionals during planning, design, construction, operations and maintenance.

Cincinnati area readers can follow the link below if you wish to attend.  

The discussion will entail a short explanation of (CM)X, Collaborative Construction's cultural, construction and change management models which we refer to as (CM)X in 3DTM. Those concepts - culture, change, change management and management of cultural change will all be discussed in further detail in separate blog posts this week.

To learn more about the program and to register follow the link below.

  


Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


Collaborative Construction Website













Tuesday, November 20, 2012

Cultural Change in the Built Industry



A Brief History of (CM)X

In Collaborative Construction's world (CM)X refers to our cultural, construction and change management models. Our (CM)X in 3DTM Program helps clients master the cultural changes triggered by adoption and deployment of disruptive technologies like BIM, and innovative new delivery models like IPD. This post briefly explains how Collaborative Construction came to offer (CM)X services.

IPD Facilitation

Our initial business model focused on integrated project delivery (IPD) facilitation. We helped owners, designers and contractors craft, negotiate and implement integrated agreements related to specific projects. That program is called IPD in 3DTM. We still do this and do it well. You should call if you plan to operate in an IPD environment any time soon.

In the context of delivering IPD Facilitation services we found ourselves forming, training and deploying integrated teams on small projects and crafting, negotiating and implementing strategic alliance agreements for cluster groups on large projects.

The integrated teams we formed and nurtured learned to utilize building information modeling (BIM) in an IPD environment. However, instilling BIM and IPD enabled mind sets beyond the “A Team” proved difficult.

IPP and IOM Facilitation

As IPD in 3DTM proved successful owners began asking for help with procurement in the pre-con phase and sought more useful BIM in the operations and maintenance phase. Those demands led Collaborative Construction to develop its integrated procurement program (IPP in 3DTM) and its integrated operations and maintenance system (IOM in 3DTM). Those efforts led to Collaborative Construction's efforts to coordinate and facilitate delivery of fully functional integrated building information models (BIM)X for use in operations and maintenance.

The (STUPID)X Problem

Early on we described the processes outlined above as “herding cats.” That's a euphemism for “stopping stupid.” Today we embrace the truth and we bluntly tell clients “We stop stupid.” Specifically, “We stop stupid in the built industry.”

Note, we don't “cure” stupid. (STUPID)X is a long term, sometimes fatal condition that requires continuous treatment. As a disease of addiction it can be managed, but never cured. Industries, companies and individuals suffering from (STUPID)X must admit they have problem to solve the problem.

Thus, overcoming denial is the first step.

The (CM)X Solution

For clients who bravely face (STUPID)X in the built industry, and intend to overcome it, Collaborative Construction now offers relevant and effective services – our (CM)X in 3DTM Program – that help change cultural norms. These services are offered as part of our IPP, IPD and IOM in 3DTM Facilitation workshops. Entities that adopt and deploy disruptive technologies, delivery models, and business processes encounter serious cultural challenges and require assistance changing the cultures in which those disruptive innovate practices are deployed. Collaborative Construction's (CM)X in 3DTM Program addresses the issue of cultural change and change management.

Conclusion

Deploying real (BUILT)X Solutions requires cultural change. And cultural change takes significant time and energy to achieve. A lot of entities offer "change management" services, but few offer mechanisms that actually change the culture. If you want to “Stop Stupid” you have to change the “Stupid Culture.” That's what we do and that's what sets us apart.

Most entities that offer change management consulting services are "Stuck on Stupid" themselves. That is, they deploy antiquated process based tool sets that "manage change" rather than changing the culture. Those who provide such change management services fail over 70% of the time.

Why on earth would anybody interested in deploying (BUILT)X Solutions, e.g. (BIM)X, IPP, IPD and IOM in 3DTM – tectonic cultural changes all – invest in processes that FAIL 70% of the time? Why would you hire somebody who is "Stuck on Stupid" to help you "Stop Stupid"? It makes no sense.  Wouldn't you rather work with someone who understands (SMART)X GameChangers?

There's your “short” history of (CM)X and how Collaborative Construction came to offer these new services. If your organization is adopting and deploying BIM or considering IPD give us a call. We can help.

Welcome to the Collaborative Revolution!


James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


Collaborative Construction Website