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- Project Alignment™: This process is designed to energize "partnering." Its project-specific planning process develops systems to overcome defined barriers, and enhance opportunities for success. Project Alignment works to fine tune the project to the people who will participate in it. Before the project starts, PA analyzes its inherent risks and opportunities. It establishes executive, project management, and other project-specific teams to monitor and manage the work. It defines a customized matrix for monitoring progress and creating an early warning system for risk. In conjunction with Slate Tracker™, it's a complete project-monitoring tool for managing risk and change on the project.
- RiskTester™: This software was developed by TRG to allow you to take stock of your project at any time, assessing the risks of 18 different functions of the construction team.
- Slate Tracker™: Our innovative job-progress monitor tracks progress against defined criteria. SlateTracker is the result of many years of working through problems using the ReAlignment process. Now, those same techniques to anticipate and solve problems as they occur are available electronically. The parties to the project (owner, contractor and design professional) are re-aligned to be project oriented. The presidents of each company-owner, contractor and design firm-form the Executive Team. The project managers from each of those companies make up the PM Team. Once a month, the PM team meets with the TRG Facilitator and prepares logs of identified danger points (like pending change orders, unanswered RFIs, etc). Many companies now gather this kind of information. What makes SlateTracker unique is that the PM Team is required to rate how the current information affects the project and report their ratings to the Executive Team the next day. The predictions of the PM Team are set against TRG standards for establishing the highest marks any particular problem on a project can receive. Where the PM Teams' predictions exceed the TRG standards, the PM Team must justify their forecast to the Executive Team. Problems anticipated by these forecasts are dealt with by the PM Team, and actions decided by the Executive Team, working together for the project (rather than alone as separate companies). Download a copy of our SlateTracker™ brochure.
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