populated equally with city project team members and Southwest team members. Again, the
key concept was cooperation.
As any married readers know, cooperation
between two equals many times is difficult. It is
hard work to push your own agenda and at the
same time give respect to and full consideration
of someone else’s views. At the front end of this
project, we experienced just how hard that work
was through the negotiation of a new use and lease
agreement and project development agreement.
There was tension between what we wanted and
what we could afford. Meetings were long, and
conflict was high, but each party stuck with it
through a commitment to cooperate.
After the first six months of high conflict, each
party began to see the fruit of working through the
various issues together. Problems first would be
grappled with by the project management team,
which would either reach consensus or not, but
in either case, would present a recommendation or a disagreement to the steering committee.
Since there were only two voting members on the
steering committee, each heading up the effort
on behalf of the sponsors, motivation was high to
cooperate and find resolution. As we became more
practiced, conflict decreased, and speedy resolution increased.
To date, this approach has been overwhelmingly
successful. The project is ahead of schedule,
primarily due to some creative problem-solving
that helped compress the schedule. All will
be finished in time for the end of the Wright
Amendment in October 2014. We are currently
under budget with more than 90 percent of the
project bought out, and have the hope of being
significantly under budget in the end. On a
personal front, almost every project participant
views this as a model project — one with which
they are proud to be associated.
Is this a new level of PPP that can be applied
broadly across the country? The answer is not
clear, as this method requires two motivated and
willing parties. We all seek to control our projects.
The challenge of the LFMP approach is to accept
the fact that control is elusive, and even if one
is in control it doesn’t mean that they are right.
Strength is found in diversity, but how many are
willing to risk it?
If grand success on the schedule, design, budget,
delivery, usability and satisfaction fronts drives
project delivery methods, the LFMP approach to
PPP will definitely be embraced. I know that the
participants in Dallas will be anxious to use it
again and again. We have become believers. A