Programs

• The mission of Cogence is to drive the industry together and collectively improve project delivery.
• The process of planning, scheduling, and proactively monitoring each phase of a project as it progresses is an important component that needs to be influenced on a collective dialogue with project stakeholders
• Such a process, including a focus on the management of risks inherent in resource limitations being encountered in many construction markets, provides a platform of trust and transparency that serves all project stakeholders with a toll to make timely business decisions relative to project modifications.
• If we are going to change how project teams deliver projects, then we need to drive a conversation setting a standard for a collaborative and transparent scheduling process that will eliminate the obstacles to this engagement.
• Join us for an engaged conversation about how to set expectations and deliver a Cogence Schedule process with the panel of our industry peers. Together we will follow-up with an interactive portion on the proper timing of stakeholders on-boarding that sets the stage for successful collaborative planning.
• Please contact Bonnie at Admin@Cogence.org for additional information

• The mission of Cogence is to drive the industry together, yet for so long we have delayed the engagement of all of the stakeholders.
• Thru our roundtables, collaboration is the common take-away. If we are going to change the market, then we need to drive a conversation that will expose the obstacles to early engagement and discuss how to overcome these obstacles. We must provide the stakeholders with talking points to have a dialogue on their projects to prove the value of early engagement.
• PANEL: Ron Ratner, RMS; Chip Marous, Marous; Sean McDermott, Cleveland Metroparks; Jeremy Bowers, Karpinski Engineering; Doug Berlekamp, Whiting-Turner
• Program 18 Cogence NEO 2018-11 Presentation (PDF)
• Program 18 Meeting Minutes and Early Engagement Survey Results (PDF)

• The mission of Cogence is to drive the industry together, but inevitably the “F” word gets in the way.
• During this session, we exposed how fears manifest to failure, ultimately impacting the industry. We defined failure, exposed its impact, uncovered the collateral damage and planned solutions to turn failures into opportunities for success.
• Program 16 Cogence NEO 2018-0711 Presentation (PDF)
• Program 16 Cogence NEO Event Meeting Minutes (PDF)

• “Quality is never an accident. It is always the result of intelligent effort” – John Ruskin
• During this session, we will breakdown and define aspects of quality from an industry perspective. This work session is a critical step in developing the Cogence Quality Plan.
• Cogence NEO Presentation_2018-0509 w-Supporting Info

• “Quality is everyone’s responsibility.” – W. Edwards Deming
• Quality is often discussed and expected. But what is Quality? Join us for the first of two sessions where our ultimate goal is to develop a set of ‘Cogence’ guidelines, both qualitative and quantitative in nature, that could be applied to each of our Partners.
• During this session, together through a guided discussion, we will define quality from the eyes of each segment of the industry, plus, identify how it is measured.
• Cogence NEO Presentation_2018-0314 w-Supporting Info

Engage all. Transform outcomes. Win together.

• November 10, 2017 at the Global Center for Health Innovation (Cleveland, Ohio)
• Join your colleagues in the design and construction community to learn best practices that will transform outcomes, creating successful projects for all.
• To view the session summaries please go to 2017 Town Hall 

• At our last session on Project Management, Cogence uncovered that there were many challenges and communication breakdowns associated with the GMP development process. Cogence has decided to extend the discussion to get to the bottom of the issues as well as hopefully develop a more clear and effective process.
• What is the CM’s normal development process?
• Do the owners have a good understanding of what drives the GMP?
• How do the trades view pricing based on the rest of the team already in place?
• Is the design team at the table when the GMP is finalized?
• These are just some of the questions and issues that we will explore and breakdown together as we go deeper and examine the issues and develop a Cogence solution to the GMP development process.

• This session was a follow-up on the September session’s contract overview. The discussion focused on how contracts allocated risk, and it explored the consequences when risk is unfairly allocated. Common delivery methods were reviewed and their chief characteristics compared.
• Using a legal case, the risks associated with cost estimating were explained. This case study illustrated the standard of care to which professionals can be held when offering estimating services.
• The GMP process was identified as a common source of risk, as well as a source of dispute among project team members. COGENCE Partners engaged in a discussion of the issues surrounding the timing of the GMP and the failure of nearly all contracts to clearly define the level of information on which the GMP is to be based. A more detailed “facilitated” GMP approach was presented as a direction for more successful outcomes.

• Developing positive communication habits among team members, and regularly measuring their effectiveness, is proven to improve project outcomes. The session explored communication best practices.
• Project culture is a primary determinant of effective communication and must be accurately monitored. COGENCE partners agree with Peter Drucker’s maxim: If you can’t measure it, you can’t improve it. The session included communication development and measurement tools.
• Program Presentation