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College of Architecture

Dr. Jorge Vanegas, Dean

This presentation is BEST seen in a Slide Show Mode…

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Advanced Project

Management in the Capital

Projects Industry:

New Paradigms for Challenging

Times, Best Practices, and

Value Improvement Practices

Developed by: Dr. Jorge A. Vanegas

Dean, College of Architecture (COA) Texas A&M University (TAMU)

A Module within the Series on Integrated Capital Asset Delivery and Management: Improving the Effectiveness and Efficiency of D/P/A/E/P/C Enterprises and Projects (Development, Planning, Architecture, Engineering, Procurement, & Construction)

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HOWDY!

The Context*…

* Pronunciation: \ˈkän-ˌtekst\

2 : the interrelated conditions in which something

exists or occurs

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Dr. Jorge Vanegas, Dean We live in a world…

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… that is facing a whole new reality...

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http://www.youtube.com/watch?v=6ILQrUrEWe8

http://www.youtube.com/watch?v=6ILQrUrEWe8

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http://www.youtube.com/watch?v=kzCQ219bxl8

http://www.youtube.com/watch?v=kzCQ219bxl8

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Shift Happens...

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So, what is

in the

horizon for

the Capital

Projects

Industry?

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Predictions

Prognostications

Forecasts

Guesses

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“It is said

that the

present is

pregnant

with the

future.”

Voltaire

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We also need to remember that the

Future arrives every second as

today’s reality, and it does not have “Stop,” “Pause,” “Rewind,” “Fast Forward,” “Eject,” “Mute,” or “Reset” buttons….

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So, will YOU be able to ride the wave of the future...?

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Or be dragged under by it...?

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And the choices YOU have are simple:

• Are you going to contribute to make the Future you want happen…?

• Are you going to just wait and see what Future

will happen…?

• Or, when whatever Future arrives:

– Are you going to ask what happened…?

– Or, are you just going to say “huh, something happened?”

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Dr. Jorge Vanegas, Dean In other words:

• Will you be an Actor…?

• Will you be a Spectator…?

• Will you be a Critic…?

• Will you be an Oblivious Bystander…?

The Symptoms*…

* Pronunciation: 'sim(p)-t&m

1 a : subjective evidence of disease or physical disturbance;

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So let’s take a look at the capital projects industry...

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The Automotive

Industry

Compared to other industries…

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The Aerospace Industry

Compared to other industries…

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The AEC

Industry

… Sometimes the AEC Industry does not seem to have evolved as much…

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Many groups have defined general challenges and opportunities…

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Thematic Areas of Scientific

Interest

http://www.cibworld.nl/site/home/index.html



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Best Practices

https://www.construction-institute.org/scriptcontent/




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Technology

http://fiatech.org/

http://fiatech.org/

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Others have defined specific challenges and opportunities…

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Ambitious Goals

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Low Productivity

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$15.8 Billion

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Less Waste More Value

http://fiatech.org/

http://fiatech.org/

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The Industry Wastes…

The

Industry

Uses…

So it is safe to say that there are still high levels of waste in the AEC industry…

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Dr. Jorge Vanegas, Dean Muda

• In Japanese, it means waste: ...any human activity which

absorbs resources but creates no value…

• Mistakes which require rectification

• Production of items that are not wanted, such as

inventories and stockpiles

• Processing steps that are not needed

• Movement of people or transport of goods from one

place to another without any purpose

• People waiting in a downstream activity because an

upstream activity has not delivered

• Goods and services that do not meet the needs of the

customer

The Diagnosis* …

* Pronunciation: “dI-ig-'nO-s&s”

3 a : investigation or analysis of the cause or nature of a

condition, situation, or problem

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For the AEC industry, some irrefutable facts are that it…

• Operates with a “Horizontal Tunnel Vision” within

“Vertical Stovepipes”…

• Follows a “Cradle to Grave” path of development

combined with a “Turf Mentality” at an industry level...

• Is full of “Conventional AEC Enterprises” that operate

with “Institutional Amnesia”...

• Follows an “Erratic Pursuit of Temptation”, while

“Shooting from the Hip” at moving targets, while

living in the “Jail of the Status Quo”...

• Suffers from from “Spatial, Temporal, and Scope

Myopia”…

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For the AEC industry, some irrefutable facts are that it… (cont.)

• Operates under a “False Sense of Influence”, with high levels of “Risk Aversion”...

• Has fallen into a “Commodity and Service Trap” driven by a “Cost Minimization Obsession” while being tied to the “Shackles of Quality, Cost, and Time”…

• Executes AEC projects as an “Obstacle Course Race” while trying to manage a “Herd of Cats” who are constantly “Thumb Wrestling”…

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For the AEC industry, some irrefutable facts are that it… (cont.)

• Is surrounded by an “Ocean of Data and Information”

while suffering from “Paralysis of Analysis” fueled by

the “Lack of a Unified Theory of Possible

Enhancements to the Status Quo”

• Operates with “Piece Meal” and “Rice Bowl”

mentalities...

• Lives within “Islands of Execution” and “Islands of

Automation”…

… And many, many more…

The Prognosis*…

* Pronunciation: “präg-'nO-s&s”

1 : the prospect of recovery as anticipated from the usual

course of peculiarities of the case or ill

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The AEC industry has existing and emerging opportunities to… • Operate with both Vertical Integration and

Horizontal Integration…

• Follow a Cradle to Cradle path of development combined with Collaboration at an industry level…

• Develop Streamlined AEC Enterprises that operate as Learning Organizations…

• Follow a Systematic Pursuit of Opportunities, Outcomes, and Capacity Building, with a Deliberate Sense of Purpose, fueled by a spirit of Continuous Improvement...

• Frame projects with Expanded Spatial and Temporal Scales, and an Expanded Project Scope...

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The AEC industry has existing and emerging opportunities to… (cont.)

• Develop a better understanding of the Influence Curve and of Risk...

• Focus on the Delivery of Solutions and Experiences, within an New Value Proposition, and an Enhanced Performance Paradigm…

• Execute AEC projects with Life Cycle Integration approach, using Integrated, Aligned, and High Performance Project Teams, and with a Partnering environment...

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The AEC industry has existing and emerging opportunities to… (cont.)

• Focus on the development of more Knowledge,

Experience, and Wisdom, of Strategic Filters, and of

Effective Action...

• Implement Systems Thinking continuously, and look

at Savings as a Shared Asset...

• Execute AEC projects within an environment of

Integrated Project Definition and Execution…

• Live within an environment of Fully Integrated and

Automated Technologies…

… And many, many more…

The Prescription*…

Small Remedies and a 16-Step Rehabilitation Program…

* Pronunciation: pri-'skrip-sh&n

4 a : a written direction for a therapeutic or corrective agent

Small Remedies

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From: Operating with a “Horizontal Tunnel Vision” within “Vertical Stovepipes”… To: Vertical Integration and Horizontal Integration…

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Outcomes

From “Horizontal Tunnel Vision”…

• From:

– … Public Policy

• Through:

– … Corporate Policy

– … Strategic Plans

– … Tactical Plans

– … Operational

Procedures

– … Practices

• To:

– ... Outcomes

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Dr. Jorge Vanegas, Dean … To Vertical Integration…

• From:

– … Public Policy

• Through:

– … Corporate Policy

– … Strategic Plans

– … Tactical Plans

– … Operational

Procedures

– … Practices

• To:

– ... Outcomes

Outcomes

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Within Industry Sectors

(Industrial, Heavy/Civil,

Building, Residential)

Within the various Disciplines

(Real Estate, City Planning,

Architecture, Engineering,

Finance, Economics,

Management, IT)

Within the principal

Stakeholders (Owners,

Users, Designers,

Constructors, Suppliers,

External Parties)

From “Vertical Stovepipes”…

Outcomes

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Within Industry Sectors

(Industrial, Heavy/Civil,

Building, Residential)

Within the various Disciplines

(Real Estate, City Planning,

Architecture, Engineering,

Finance, Economics,

Management, IT)

Within the principal

Stakeholders (Owners,

Users, Designers,

Constructors, Suppliers,

External Parties)

… To Horizontal Integration…

Outcomes

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From: Following a “Cradle to Grave” path of development combined with a “Turf Mentality” at an industry level... To: Cradle to Cradle and Collaboration…

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Extraction and Use

of Primary

Resources

Renewable and

Nonrenewable

Natural Resources

Processing and

Manufacture

Use and Consumption of

Technologies, Systems,

Products, Materials, and Services,

in the Delivery, Operation,

and Maintenance of

Facilities and

Civil Infrastructure Systems

(FCIS)

Transportation and

Commercialization

Production

and Use of

Energy

End-of-Service-

Life Decision

Materials,

Products,

Systems, and

Technologies

for FCIS

Waste Generation and

Accumulation

Resource

Depletion and

Degradation Environmental

Impact and

Degradation

Impacts to

Humans

(Inspired by D. Roberts)

From “Cradle to Grave”…

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Social/Cultural/Political/Regulatory,

Economic/Financial,

Ecological/Environmental

Context

GRADUAL CHANGE

TOWARDS

SUSTAINABILITY

Sustainable

Resource

Management

Reduction/Elimination of

Sustainable

Strategies and

Technologies


Resource

Recovery


Intra- and

Intergenerational

Satisfaction of Human

Needs and Aspirations


Materials,

Products,

Systems, and

Technologies

for FCIS

Extraction and Use

of Primary

Resources

Renewable and

Nonrenewable

Natural Resources

Processing and

Manufacture

Use and Consumption of

Technologies, Systems,

Products, Materials, and Services,

in the Delivery, Operation,

and Maintenance of

Facilities and

Civil Infrastructure Systems

(FCIS)

Transportation and

Commercialization

Production

and Use of

Energy

End-of-Service-

Life Decision

Waste Generation and

Accumulation

Resource

Depletion and Degradation

Environmental

Impact and Degradation

Impacts to Humans

… To “Cradle to Cradle”...

(Inspired by D. Roberts)

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Dr. Jorge Vanegas, Dean From “Turf Mentality”…

Tota

l L

ife

Cy

cle

of

the

Del

iver

y

an

d U

se

of

Faci

liti

es

Planning

Design

Procurement &

Construction

Commissioning

& Start-up

Operations &

Maintenance

End-of-Service

Life

Facilities (F)

Tota

l Life C

ycle o

f the D

elivery

an

d U

se

of C

ivil In

frastru

cture S

ystem

s

Planning

Design

Procurement &

Construction

Commissioning

& Start-up

Operations &

Maintenance

End-of-Service

Life

Civil Infrastructure Systems (CIS)

Feasibility Studies,

Research &

Development

Testing, Validation,

Approval &

Certification

Manufacturing Commercialization &

Transportation Use

End-of-Service

Life

Total Life Cycle Delivery and Use of

Technologies, Systems, Products, Materials, & Equipment for FCIS


Push Push

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Tota

l L

ife

Cy

cle

of

the

Del

iver

y

an

d U

se

of

Faci

liti

es

Planning

Design

Procurement &

Construction

Commissioning

& Start-up

Operations &

Maintenance

End-of-Service

Life

Facilities (F)

Tota

l Life C

ycle o

f the D

elivery

an

d U

se

of C

ivil In

frastru

cture S

ystem

s

Planning

Design

Procurement &

Construction

Commissioning

& Start-up

Operations &

Maintenance

End-of-Service

Life

Civil Infrastructure Systems (CIS)

Feasibility Studies,

Research &

Development

Testing, Validation,

Approval &

Certification

Manufacturing Commercialization &

Transportation Use

End-of-Service

Life

Total Life Cycle Delivery and Use of



… To Collaboration…

Collaboration Sustainable Facilities (F)

Sustainable Civil Infrastructure Systems (CIS)

Sustainable Technologies, Systems, Products, Materials, & Equipment for FCIS

Pull/Push Pull/Push

Pull/Push

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From: Being full of “Conventional AEC Enterprises” that operate with “Institutional Amnesia”... To: Streamlined AEC Enterprises that operate as Learning Organizations…

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SPEED OF CHANGE IN

THE GLOBAL ECONOMY,

MARKETS & CLIENTS

(Exponential)

SPEED OF

CHANGE IN THE

ENTERPRISE

ORGANIZATION

(Lineal)

GAP

EXTERNAL

CONTEXT

GLOBAL ECONOMY,

MARKETS & CLIENTS

ORGANIZATION

INTERNAL

CONTEXT

ENTERPRISE (Efficient,

Productive &

Profitable)

Infrastructures

Physical

Human

Technological

Technical

Management

Administrative

Core Assets and Competencies:

Information/Data

Knowledge/Experience

Abilities/Skills

Technological Proficiency

From “Conventional AEC Enterprises”…

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STREAMLINED

ENTERPRISE (Effective, Efficient, Lean,

Flexible, Scalable, Adaptable,

& Sustainable)

IMPORTANT

INFRASTRUCTURES,

ASSETS, & CORE

COMPETENCIES

(External)

Develops External Strategic Alliances

and Partnerships

ESSENTIAL

INFRASTRUCTURES,

ASSETS, & CORE

COMPETENCIES

(Internal)

Educates and Trains

Personnel

NON-ESSENTIAL AND

UNIMPORTANT

INFRASTRUCTURES,

ASSETS, & CORE

COMPETENCIES

Streamlines and

Right-sizes

GLOBAL ECONOMY,

MARKETS & CLIENTS

… To Streamlined A/E/C Enterprises...

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Institutional

Memory

Sink

Planning Process

Planners

Engineers/Architects

Special Consultants

Constructed Facility

(At System, Subsystem, or

Component Levels)

Operations & Maintenance Process

Construction Managers

Operators/Users

Maintenance Personnel

Construction Process


Contractors and Subcontractors

Vendors and Suppliers

Preliminary Studies

(At Different Levels

of Definition)

Analyses of Actual

Planning and Design

Performance Constructability, Procurability,

Commissioning & Start-up,

Operability, Maintainability,

Health, Sustainability Analyses

during Planning and Design

Evaluation of

Planning

Performance

Evaluation of

Design

Performance

Design Process

Architects

Engineers

Specialty Designers

Plans and Specifications


of Definition)

Analyses of Actual

Construction

Performance Cost & Schedule. Quality, Safety,

Productivity, Constructability,

Procurability, and

Commissioning & Start-up

Evaluation of

Construction

Performance

Evaluation of

Facility

Performance

Analyses of Actual

Facility

Performance Production, Ownership,

Operation, and Maintenance Costs,


Health, Sustainability

From “Institutional Amnesia”…

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Institutional

Memory

Repository

(Lessons Learned)

External

Benchmarking

Repository

(Best Practices)

Planning Process

Planners

Engineers/Architects

Special Consultants

Constructed Facility

(At System, Subsystem, or

Component Levels)

Operations & Maintenance Process


Operators/Users

Maintenance Personnel

Construction Process


Contractors and Subcontractors

Vendors and Suppliers

Preliminary Studies


of Definition)

Analyses of Actual

Planning and Design

Performance Constructability, Procurability,

Commissioning & Start-up,


Health, Sustainability Analyses

during Planning and Design

Evaluation of

Planning

Performance

Evaluation of

Design

Performance

Design Process

Architects

Engineers

Specialty Designers

Plans and Specifications


of Definition)

Analyses of Actual

Construction

Performance Cost & Schedule. Quality, Safety,

Productivity, Constructability,

Procurability, and

Commissioning & Start-up

Evaluation of

Construction

Performance

Evaluation of

Facility

Performance

Analyses of Actual

Facility

Performance Production, Ownership,

Operation, and Maintenance Costs,


Health, Sustainability Creativity and Innovation Incubator

… To Learning Organizations…

62



From: An “Erratic Pursuit of Temptation”, while “Shooting from the Hip” at moving targets, while living in the “Jail of the Status Quo”... To: A Systematic Pursuit of Opportunities, Outcomes, and Capacity Building, with a Deliberate Sense of Purpose, fueled by a spirit of Continuous Improvement...

63



From an “Erratic Pursuit of Temptation”...

PURSUE PURSUE PURSUE /

PARTNER

PERSUADE PERSUADE PERFORM

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To a Systematic Pursuit of Opportunities, Outcomes, and Capacity Building…

65



Establish a Presence

and a Brand

POSITION POSITION

POSITION POSITION

PLAN

VISION

Core Values

Mis

sio

n

Go

als

Set the Path

Ahead

Identify the Drivers Aspirations

Opportunities

Needs

Questions Problems

PROFILE Questions

Reap the Benefits

PROFIT

PERFORMANCE

ASSESSMENT

Evaluate

Match?

PURSUE PURSUE PURSUE /

PARTNER

Build

Relationships

(1) Tell the story.

(2) Have others tell the story.

(3) Engage others in writing the story.

Fulfillment

Realization

Satisfaction

PRODUCE Answers

Deliver the Outcomes

Solutions

PROCESS

IMPROVEMENT

Learn

Temptation

Opportunity Strategic

Filter

Select

Strategically PRUNE

PERSUADE PERSUADE

Make the Pitch

Strategic

Filter

Do the Work

PERFORM

Strategic

Filter

66



Strategic

Goals

Vision/Mission (Qualitative/Quantitative)

Operational

Plan of Action

Tactical

Objectives

From “Shooting from the Hip” at moving targets...

X

X

X

X

X

X

X X

X

X

X

X

X

Project Goals

and Objectives

X

X

X

X

X

X

X X

X

X

X

X

X

Project Goals

and Objectives

X

X

X

X

X

X

X X

X

X

X

X

X

Project Goals

and Objectives

X

X

X

X X

X

X X

X

X X

X

X

Project Goals

and Objectives

X

X

X

X

X

X

X X

X

X

X

X

X

Project Goals

and Objectives

67



Strategic

Goals


Operational

Plan of Action

External Drivers

(Questions, Problems, Needs, Opportunities, & Aspirations)

STAKEHOLDERS/PARTNERS

Internal Drivers (Mind, Heart, Gut, & Soul)

Per

form

an

ce I

nd

ica

tors

an

d M

etri

cs

Tactical

Objectives

Lea

rnin

g a

nd

Co

nti

nu

ou

s Im

pro

vem

ent

To a Deliberate Sense of Purpose...

X X X

X

X X

X X

X

X

Project Goals

And Objectives

68



Avoiding the common pitfalls associated with setting goals, establishing objectives, developing a plan of action, and defining metrics…

69



Strategic

Goals


Operational

Plan of Action

External Drivers

(Questions, Problems, Needs, Opportunities, & Aspirations)

STAKEHOLDERS/PARTNERS

Internal Drivers (Mind, Heart, Gut, & Soul)

Per

form

an

ce I

nd

ica

tors

an

d M

etri

cs

Tactical

Objectives

Lea

rnin

g a

nd

Co

nti

nu

ou

s Im

pro

vem

ent

Post-occupancy Evaluation

(Quantitative/Qualitative)

Match?

Planned vs. Actual Progress Evaluation

(Quantitative)

Expected vs. Actual Progress Evaluation

(Qualitative)

Match?

Match?

Match?

Match?

Implementation/Execution

Wants Needs Don'ts Do’s

ASSUMPTIONS

Outcomes, Consequences,

and Implications

EXPECTATIONS


(Quantitative/Qualitative)

Match?

Match?

Match?

Match?

Match?

70



AEC

CAPITAL

PROJECT

Contextual Envelope of a Specific

Capital Project

Characteristics and Requirements of a Specific Capital Project

Processes for the

Delivery and Use of a Specific

Capital Project

Resources for the

Delivery and Use of a Specific

Capital Project

From the “Jail of the Status Quo”…

71



…To a spirit of Continuous Improvement...

Enhanced Characteristics

of a Specific Facility or

Civil Infrastructure System

Enhanced Contextual Envelope

of a Specific Facility or


Enhanced Processes for

the Delivery and Use of a Specific Facility or


Enhanced Compatibility among

Characteristics,

Processes, and

Resources

Enhanced Resources for

the Delivery and Use of a Specific Facility or


• Integrated:

– RD4E

– Teaching, Learning & Training

– Engagement (Practice, Outreach

& Service

• Knowledge (Best & Value

Improvement Practices)

• Experience (Lessons Learned)

• Creativity, Innovation, &

Entrepreneurship

72



Processes for the

Delivery and Use

of a SLT Facility or


(The “How”)

Unsustainable,

Not Lean, and Not

Technology-Enabled

Processes

Attributes and Characteristics

of a Sustainable, Lean, and Technology-enabled (SLT)

Facility or Civil Infrastructure System

(The “What”)

Unsustainable,

Not Lean, and Not

Technology-Enabled

Attributes and Characteristics

Resources for the

Delivery and Use



(The “With What”)

Unsustainable,

Not Lean, and Not

Technology-Enabled

Resources

… in the right direction…

Contextual Envelope



(The Sustainability Octant)

73



… and in the complete range of types of AEC projects

New Greenfield or Brownfield

Facility Development Projects

Projects for the Rehabilitation of

Deteriorated Facilities

Projects for the Expansion, Upgrade, or

Retrofit of Existing Facilities

Disaster Recovery and

Reconstruction Projects

Historical Restoration, Reconstruction,

or Preservation Projects

Environmental Remediation Projects

Decommissioning, Deconstruction,

or Demolition Projects

Hybrid Projects

AEC Project Typologies

by Capital Project Type Residential

Construction

Sector

Building

Construction

Sector

Industrial

Construction

Sector

Heavy/Civil

Construction

Sector

Mixed Use

Development

Sector

AEC Capital Project Typologies by Industry Sector

Project Risks

Physical and Non-physical Contexts of the Project

Project Scope

Project Performance Goals and Objectives

Project Stakeholders

Contextual Envelope of the Project to Deliver an AEC Capital Project

AEC Capital Project

Characterization

•By Industry Sector

•By Project Type

•By Contextual

Envelope

Small Remedies (continued from Day One)

76



From: Suffering from “Spatial, Temporal, and Scope Myopia”... To: Expanded Spatial and Temporal Scales, and Expanded Project Scope…

77



HERE (Focus on the

Site Footprint

for a Specific

Capital Project)

NOW (Focus on the

Short-term

for a Specific

Capital Project)

From “Spatial and Temporal Myopia”…

CAPITAL PROJECT

78



Spatial Scale of the Project Temporal Scale of the Project

Local Footprint

State Footprint

Regional Footprint

National Footprint

Global International

Footprint

1 Year

1 – 5 Years

5 – 10 Years

10 – 25 Years

25 – 50 Years

and +

Site

Footprint Today

… To Expanded Spatial and Temporal Scales...

CAPITAL PROJECT

79



PROJECT

ORIGINATOR FOR

A CAPITAL PROJECT

Enterprise

Organizational Unit

Functional Unit

Individual

DRIVERS FOR

A CAPITAL PROJECT

Problem

Need

Opportunity

Aspiration

PROJECT DEFINITION AND DELIVERY

OF A CAPITAL PROJECT

Start End Planning

Commissioning

& Startup Design

Procurement &

Construction

Duration

RESOURCE BASE FOR

A CAPITAL PROJECT

From “Scope Myopia”…

80



OUTCOMES OF A

SUSTAINABLE CAPITAL PROJECT

Problem Solution

Need Satisfaction

Opportunity Capitalization

Aspiration Realization


and Feedback

USE OF A

SUSTAINABLE

CAPITAL PROJECT

Operations & Maintenance

End-of-Service

Life

PROJECT

ORIGINATOR FOR

A SUSTAINABLE

CAPITAL PROJECT

Enterprise

Organizational Unit

Functional Unit

Individual

RESOURCE BASE FOR

A SUSTAINABLE

CAPITAL PROJECT

PROJECT DEFINITION AND DELIVERY

OF A SUSTAINABLE CAPITAL PROJECT

DRIVERS FOR

A SUSTAINABLE

CAPITAL PROJECT

Problem

Need

Opportunity

Aspiration

Start End Planning

Commissioning

& Startup Design

Procurement &

Construction

Duration

… To an Expanded Project Scope…

82



From: Operating under a “False Sense of Influence”, with high levels of “Risk Aversion”... To: A better understanding of the Influence Curve and of Risk…

83



From a “False Sense of Influence”…

Infl

uen

ce L

evel

0%

100%

Cu

mu

lati

ve

Pro

ject

Cost

0 Project Lifecycle

Planning Design Construction Operation

Bid

or

Neg

oti

ate,

Aw

ard

Pre

-pro

ject

Pla

nn

ing &

Fu

nd

ing

Pro

ject

Def

init

ion

Pac

kag

e

Co

nce

ptu

al/

Sch

emat

ic

Des

ign

Des

ign

Dev

elo

pm

ent

Co

ntr

act

Do

cum

ents

En

d-o

f- S

ervic

e

Lif

e

Dec

isio

n

Ch

arac

teri

zati

on

& P

erfo

rman

ce

Go

als

Set

tin

g

Op

erat

ion

/

Mai

nte

nan

ce/

Man

agem

ent

Co

nst

ruct

ion

Pla

nn

ing

Co

nst

ruct

ion

Op

erat

ion

s

Co

mm

issi

onin

g,

Sta

rt–

Up

, &

Turn

over

Increasing

Total Installed Cost

Expenditures

Service Life

Operating

Costs

84



… To a better understanding of the Influence Curve...

Infl

uen

ce L

evel

0%

100%

Cu

mu

lati

ve

Pro

ject

Cost

0 Project Lifecycle


Bid

or

Neg

oti

ate,

Aw

ard

Pre

-pro

ject

Pla

nn

ing &

Fu

nd

ing

Pro

ject

Def

init

ion

Pac

kag

e

Co

nce

ptu

al/

Sch

emat

ic

Des

ign

Des

ign

Dev

elo

pm

ent

Co

ntr

act

Do

cum

ents

En

d-o

f- S

ervic

e

Lif

e

Dec

isio

n

Ch

arac

teri

zati

on

& P

erfo

rman

ce

Go

als

Set

tin

g

Op

erat

ion

/

Mai

nte

nan

ce/

Man

agem

ent

Co

nst

ruct

ion

Pla

nn

ing

Co

nst

ruct

ion

Op

erat

ion

s

Co

mm

issi

onin

g,

Sta

rt–

Up

, &

Turn

over

Increasing

Total Installed Cost

Expenditures

Service Life

Operating

Costs

Medium Influence on Total

Project Outcome with

Medium TIC Expenditures

High Potential

Cost of Mistakes

Low Influence on Total


High TIC Expenditures

Medium Potential

Cost of Mistakes

High Influence on Total


Low TIC Expenditures

Very High Potential

Cost of Mistakes

Decreasing

Influence

?

Potential

Savings

?

? ?

?

Potential

Cost of

Mistakes

or Bad

Decisions

?

85



Infl

uen

ce L

evel

0%

100%

Cu

mu

lati

ve

Pro

ject

Cost

0 Project Lifecycle


Bid

or

Neg

oti

ate,

Aw

ard

Pre

-pro

ject

Pla

nn

ing &

Fu

nd

ing

Pro

ject

Def

init

ion

Pac

kag

e

Co

nce

ptu

al/

Sch

emat

ic

Des

ign

Des

ign

Dev

elo

pm

ent

Co

ntr

act

Do

cum

ents

En

d-o

f- S

ervic

e

Lif

e

Dec

isio

n

Ch

arac

teri

zati

on

& P

erfo

rman

ce

Go

als

Set

tin

g

Op

erat

ion

/

Mai

nte

nan

ce/

Man

agem

ent

Co

nst

ruct

ion

Pla

nn

ing

Co

nst

ruct

ion

Op

erat

ion

s

Co

mm

issi

onin

g,

Sta

rt–

Up

, &

Turn

over

... To affect the Bottom Line...

ROI CAPEX

OPEX

86



From high levels of “Risk Aversion”…

RISK

87



… To better understanding of Risk…

Practical Limit

Practical Limit Unacceptable Risk

Prudent Reversible Risk Theoretical Limit

Theoretical Limit

NO D/I & K/E

MAXIMUM RISK

MAXIMUM D/I & K/E

NO RISK

Time

88



… And of Risk Analysis and Profiling…

CONTEXT RISKS (Physical and Non-Physical)

RESOURCE RISKS (By Resource Type)

PROCESS RISKS (Delivery and O&M Processes)

PRODUCT RISKS (By WBS & Work Packages)

High Probability

Low Impact

(chance...)

High Probability

High Impact

(detailed contingency

plan...)

Low

M

ediu

m

Hig

h

Pro

ba

bil

ity

Low Probability

Low Impact

(no problem...)

Low Probability

High Impact

(general contingency

plan...)

Low Medium High Impact

90



From: Having fallen into a “Commodity and Service Trap” driven by a “Cost Minimization Obsession”, while being tied to the “Shackles of Quality, Cost, and Time”... To: The Delivery of Solutions and Experiences, within a New Value Proposition, and an Enhanced Performance Paradigm…

91



AEC

ENTERPRISE

Communicate

Specifications

CUSTOMERS Products

Services

Quality of Execution

(satisfaction with the way the project definition and delivery processes

meet the needs of the customer)

Quality of Conformance

(satisfaction with the way the project surpasses the specifications)

Establish Needs

SUPPLIERS Resources

From a “Commodity and Service Trap”…

92



Customer

Value Less Cost =

... Driven by a “Cost Minimization Obsession”…

93



Quality

AEC

Capital

Project

Performance

… Tied to the “Shackles of Quality, Cost, and Time”…

Cost Time

94



Quality of Performance

(satisfaction with the way the project performs over its life span)

Quality of Continuous Improvement

(satisfaction with the way the performance of the project can be

improved over its life span)

AEC

ENTERPRISE

Communicate

Specifications

CUSTOMERS Products

Services

Quality of Execution

(satisfaction with the way the project definition and delivery processes

meet the needs of the customer)

Quality of Conformance

(satisfaction with the way the project surpasses the specifications)

Establish Needs

SUPPLIERS Resources

To the Delivery of Solutions and Experiences...

Solutions

Clients are

expecting/requiring

better long term solutions, and better

experiences, not just products and

services…

95



Needs + Objectives + Targets

Maximum Overall Resources Expended

Customer Value = NOT / MORE

With the choice being what type of management to have in a project…

Numerator

Management…

Denominator

Management…

… Within a New Value Proposition based on enhancing the project outcomes, not just controlling resource expenditures…

96



Offered Quality

Expected Quality

Available Resources

Required Resources

VALUE

Worst Value: Q < 1 R > 1

Low Value: Q = 1 R > 1

Good Value: Q = 1 R = 1

Q > 1 R > 1

Best Value: Q > 1 R = 1

… While balancing quality delivered and resources used...

97



CAPITAL

PROJECT

PERFORMANCE

Product Performance

Parameters

Conventional Performance

Parameters

Life Cycle Performance

Parameters

Delivery Performance

Parameters

… And an Enhanced Performance Paradigm...

99



From: Executing AEC projects as an “Obstacle Course Race” while trying to manage a “Herd of Cats” who are constantly “Thumb Wrestling”... To: Life Cycle Integration, Integrated, Aligned, and High Performance Project Teams, and Partnering...

100



Op

erat

ion

/

Mai

nte

nan

ce/

Man

agem

ent

Operation Phase

End

Operations Team (Users/Operators)

Primary Lead

En

d-o

f- S

ervic

e

Lif

e

Dec

isio

n

Bid

or

Neg

oti

ate,

Aw

ard

Co

nst

ruct

ion

Pla

nn

ing

Co

nst

ruct

ion

Op

erat

ion

s

Sta

rt–

Up

Construction Phase

Construction Team (CMs./GCs./SCs)

Primary Lead C

on

cep

tual

/

Sch

emat

ic

Des

ign

Des

ign

Dev

elo

pm

ent

Design Phase

Design Team (Architects/Engineers)

Primary Lead

Co

ntr

act

Do

cum

ents

Procurement

Vendors/Suppliers Team

Pre

-pro

ject

Pla

nn

ing &

Fu

nd

ing

Pro

ject

Def

init

ion

Pac

kag

e

Ch

arac

teri

zati

on

& P

erfo

rman

ce

Go

als

Set

tin

g

Planning Phase

Start

Owner Team (May Include Users/Operators)

Primary Lead

From an “Obstacle Race”…

101



… To Life Cycle Integration...

Bid

or

Neg

oti

ate,

Aw

ard

Pre

-pro

ject

Pla

nn

ing &

Fu

nd

ing

Pro

ject

Def

init

ion

Pac

kag

e

Co

nce

ptu

al/

Sch

emat

ic

Des

ign

Des

ign

Dev

elo

pm

ent

Co

ntr

act

Do

cum

ents

En

d-o

f- S

ervic

e

Lif

e

Dec

isio

n

Ch

arac

teri

zati

on

& P

erfo

rman

ce

Go

als

Set

tin

g

Op

erat

ion

/

Mai

nte

nan

ce/

Man

agem

ent

Co

nst

ruct

ion

Pla

nn

ing

Co

nst

ruct

ion

Op

erat

ion

s

Co

mm

issi

onin

g,

Sta

rt–

Up

, &

Turn

over

Commissioning

Phase

Sustainable

Procurement Phase

Vendors/Suppliers Team (May Include Users/Operators)

External Parties

Owner Team (May Include Users/Operators)

Primary Lead

Active Participation

Sustainable

Planning Phase

Design Team (Archs./ Engrs.)

(May Include Users/Operators)

Primary Lead

Sustainable

Design Phase

Construction Team (CMs./GCs./SCs)

(May Include Users/Operators)

Primary Lead

Sustainable

Construction Phase

Operations Team (Users/Operators)

Primary Lead

Sustainable

Operation Phase

Sustainability Sensitive Delivery and Management Systems and Contract Types

End Start

102



Vendors/

Suppliers

Key Parties in the Total

Supply Chain

•Financial Institutions

•Insurance Companies

•Bonding Companies

•Regulatory Agencies

•The Community

•The General Public

•Other

External

Parties

User/

Operator

Team

Internal & External Organizations

Individuals...

Functional Units...

Organizational Units...

Design

Team


Individuals...

Functional Units...


Owner

Team


Individuals...

Functional Units...


Construction

Team


Individuals...

Functional Units...


X

X

X

X

X

X

X X

X

X

X

X

X

Project Goals

and Objectives

From managing a “Herd of Cats”…

103



Vendors/

Suppliers


Supply Chain





•The Community


•Other

External

Parties

User/

Operator

Team


Individuals...

Functional Units...


Design

Team


Individuals...

Functional Units...


Owner

Team


Individuals...

Functional Units...


Construction

Team


Individuals...

Functional Units...


PROJECT

TEAM X X X

X

X X

X X

X

X

Project Goals

And Objectives

To managing an Integrated Project Team…

104



… With high levels of Alignment and Performance toward common project goals

STRONG LEADERSHIP

Project

Stakeholders

Common and

Well-defined

Set of Project

Goals and

Objectives

Partnering

and Team

Maintenance

Processes

Partnering

Development

and Team

Building

Processes

Acceptable

Tolerances and

Team Norms

Project

Alignment and

Misalignment

Elimination

Process

High

Performance

Team

105



The Owner Team vs.

The User Team vs.

The Design Team vs.

The Construction Team vs.

Vendors and Suppliers vs.

External Parties

From “Thumb Wrestling”…

106



The Owner Team with the User Team with

the Design Team with the Construction Team

with Vendors and Suppliers with External Parties,

all on the same team…

… To Partnering...

108



From: Being surrounded by an “Ocean of Data and Information” while suffering from “Paralysis of Analysis” fueled by the “Lack of a Unified Theory of Possible Enhancements to the Status Quo”... To: More Knowledge, Experience, and Wisdom, Strategic Filters, and Effective Action…

109



Too much

Too little

Available

Quantity

Impact

of

Use

High

Low

Time to Develop

WISDOM

KNOWLEDGE

EXPERIENCE

INFORMATION DATA

From an “Ocean of Data & Information”…

110



Need More

Too much

Too little

Available

Quantity

Impact

of

Use

High

Low

Time to Develop

WISDOM

KNOWLEDGE

EXPERIENCE

INFORMATION DATA

… To more Knowledge, Experience, and Wisdom...

111



Moderate

Probability of

Making the

Right Decision

Conflicting and Confusing

Decision-making

Environment

From “Paralysis of Analysis”...

112



Which of these forms of

enhancements

must/should/could/would

we use?

… Fueled by a “lack of a unified theory of possible enhancements to the status quo”…

• Enhancements to the status quo are

currently expressed in multiple

forms:

– Principles

– Concepts

– Heuristics

– Strategies

– Guidelines

– Specifications

– Standards

– Processes/Tools

– Best Practices

– Lessons Learned

113



Moderate

Probability of

Making the

Right Decision

Conflicting and Confusing

Decision-making

Environment

High

Probability of

Making the

Right Decision

D/I&K/E

Strategic Filters

… To Strategic Filters...

114



… And effective action, as long as it in the right direction…

• Principles

• Heuristics

• Concepts

• Strategies/Tactics

• Guidelines/

Specifications

• Standards

• Processes/Tools

• Best Practices

• Lessons Learned

• Sustainable Practices

116



From: Operating with “Piece Meal” and “Rice Bowls” mentalities... To: Systems Thinking, and Savings as a Shared Asset...

117



Initial

Context System

Sub-systems

Breakdown and Definition

Sub-

system 1

Sub-

system 2 Sub-

system 3

Sub-

system 4

Sub-

system 5 Sub-

system 6

Independent Sub- systems

Optimization

Sub- systems Integration

Evolving

Context

From a “Piece Meal” mentality…

118



Initial

Context System

Sub-systems

Breakdown, Definition, and

Characterization

Sub-

system 1

Sub-

system 2 Sub-

system 3

Sub-

system 4

Sub-

system 5 Sub-

system 6

Sub- systems Integration

Understanding of Sub- systems

Inter-relationships

and Dependencies

Intra- Inter-

Extra-

Evolving

Context

Adaptable

Flexible

Scalable

Sustainable

Effective

Efficient

Robust

… To Systems Thinking...

119



Enterprise

$$$ Enterprise Units

$$$

Project

$$$

Unit Programs

$$$

From a “Rice Bowl” mentality…

(Inspired by J. Wuichet)

120



Savings Endowment

… To Savings as a Shared Asset…

(Inspired by J. Wuichet)

Partial

Reinvestment

122



From: Living in “Islands of Execution”... To: Integrated Project Definition and Execution...

123



HIGH PERFORMANCE

TEAM DEFINITION

(HPTD) Design Team

(Architects/ Engineers) INTEGRATED

DESIGN

PACKAGE

(IDP)

Product Definition

PROJECT

EXECUTION

PLAN (PEP)

Owner & User/Operations Team

PROJECT

BUSINESS CASE & PLAN (PBCP)

3-D

MODEL

FINANCIAL/COST

MODEL

TIME

MODEL

PRODUCTION

PROCESS

MODEL

Construction Team

(Construction Managers/

General Contractors/

Specialty Subcontractors)

PRODUCTION

PROCESS

PLAN

(PPP)

Process Definition WORK BREAKDOWN

STRUCTURE (WBS)

Integrated Product/Process Definition

RESOURCE

PROCUREMENT

PLAN

(RPP)

Vendors/Suppliers Team (Supply Chain)

BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

SITE

SELECTION (SS)

Project Area and Site

PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

PROJECT

DEFINITION

PACKAGE

(PDP)

From “Islands of Execution”…

124



… To Integrated Project Definition and Execution…

125



INTEGRATED PROJECT DEFINITION AND

INFORMATION MODEL (IPD&IM)

(6) HIGH

PERFORMANCE

TEAM DEFINITION

(HPTD)

To Project Procurement, Construction, Commissioning, and Turnover/Start-up

Design Team

(Architects/ Engineers) (7) INTEGRATED

DESIGN

PACKAGE

(IDP)

Product Definition

(5) PROJECT

EXECUTION

PLAN (PEP)


(1) PROJECT


(12)

3-D

MODEL

(13)

FINANCIAL/COST

MODEL

(14)

TIME

MODEL

(15)

PRODUCTION

PROCESS

MODEL

Construction Team




(8) PRODUCTION

PROCESS

PLAN

(PPP)

Process Definition (9) WORK BREAKDOWN

STRUCTURE (WBS)


Fee

db

ack

Feed

back


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(2) SITE

SELECTION (SS)


(3) PROJECT

DEFINITION

PACKAGE (PDP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

126



Performance Parameter

Check

Decision-Making & Conflict

Resolution Processes


Check




Check




Check




Check


Resolution Processes Other Designs

Civil

Electrical

Mechanical

Structural

Architectural Design

Integrated Design

Package (IDP)

To the Development of the: • Construction Production

Process Plan (CPPP)

• Building Systems

Commissioning Plan (BSCP)

• Resource Procurement Plan

(RPP)

Contract

Documents • Coordinated Architectural &

Engineering Drawings

• Construction Details

• Construction Specifications

• Other

Technical Design Solution Analysis/Generation/

Evaluation/Selection/

Specification Process

Design

Development

• Complete Drawings

• Building Systems Details

• Detailed Specifications

• Other

Final Design Solution Analysis/Generation/



Schematic

Design • Scaled Drawings

• Perspectives, Sections

• Specific Building Systems

• General Specifications

• Other

Preliminary Design Solution Analysis/Generation/



Conceptual

Design • Site Layout

• Spatial Solution

• Accesses and Circulation

• General Building Systems

• Other

Proposed Design Solution Analysis/Generation/



Formal, Explicit, & Systematic Input

of Specialized Data/Information

& Knowledge/Experience










From Pre-project

Planning

Project Definition Package (PDP)

• Project Characterization

• Project Objectives & Scope

• Project Context & Risks

• Project Execution Plan

• Other

Project Definition Process

• Analyses for Physical & Nonphysical

Contextual Compatibility

• Functional Analyses

• Form/Spatial Analyses

• Quality & Reliability Analyses

• Cost /Budget Analyses

• Time/Schedule Analyses

• Safety and Security Analyses

• Procurability, Constructability, &

Commissionability Analyses

• Operability, Maintainability, & Security

Analyses

• Indoor/Outdoor Environmental

Health Analyses

• Sustainability Analyses

Project Performance

Enhancement Analyses




• Data, Information,

Knowledge, and

Experience Base

Lessons Learned

On-going

Design Discipline

Integration & Coordination

On-going

Design Discipline


On-going

Design Discipline


On-going

Design Discipline


127



INTEGRATED PROJECT DEFINITION AND

INFORMATION MODEL (IPD&IM)

(6) HIGH

PERFORMANCE

TEAM DEFINITION

(HPTD)

To Project Procurement, Construction, Commissioning, and Turnover/Start-up

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(5) PROJECT

EXECUTION

PLAN (PEP)


(1) PROJECT


(12)

3-D

MODEL

(13)

FINANCIAL/COST

MODEL

(14)

TIME

MODEL

(15)

PRODUCTION

PROCESS

MODEL

Construction Team




(8) PRODUCTION

PROCESS

PLAN

(PPP)


STRUCTURE (WBS)


Fee

db

ack

Feed

back


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(2) SITE

SELECTION (SS)


(3) PROJECT

DEFINITION

PACKAGE (PDP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

128



Transport to

site, receive &

inspect

Store resources

temporarily,

if necessary

Recover, repair, reuse

& maintain partially

consumed resources

Establish work

processes to

change inputs

to outputs

Regulate flows

of inputs to

achieve desired

results

Synthesize outputs into

completed building

systems and subsystems

Is resource

on-site?

Resource

Procurement

Plan (RPP)

Acquire

resources for

the project

NO

Distribute

resources at

various levels

to crews

YES

NO


Project Execution Plan (PEP)

Integrated Design Package (IDP)

CONTROL

FUNCTIONS

Recover recyclable

waste generated Project

Impacts

To The

Environment

Is project

complete?

Eliminate non-recyclable

waste generated safely

Construction Production Process Plan (CPPP)

Convert inputs

to outputs

using a work

process

Commission

building systems, when

necessary

Building

Systems

Commissioning

Plan (BSCP)

YES

Project

Outcomes

For All

Stakeholders

(Adapted from Sanvido)

129



... And Management of Project Influences and Outcomes

Project Execution

Plan (PEP)

Integrated Design

Package (IDP)

Construction Production

Process Plan (CPPP)

Work Breakdown

Structures (WBS) Project Team (PT)

Project Definition

Package (PDP)

INFLUENCES ON CONSTRUCTION PROJECT PLANNING


Project Execution

Plan (PEP)

Integrated Design

Package (IDP)


Process Plan (CPPP)

Work Breakdown

Structures (WBS) Project Team (PT)

INFLUENCES ON CONSTRUCTION PROJECT EXECUTION

Project Definition

Package (PDP)

Project Definition

Package (PDP)

Project Team (PT)

Project Execution

Plan (PEP)

Integrated Design

Package (IDP)


Process Plan (CPPP)

Work Breakdown

Structures (WBS) INF

LU

EN

CE

S O

N C

ON

ST

RU

CT

ION

RE

SO

UR

CE

S S

UP

PL

Y C

HA

IN Project

Stakeholders

IMP

AC

TS

OF

OU

TC

OM

ES

ON

PR

OJE

CT

ST

AK

EH

OL

DE

RS

AN

D

TH

E E

NV

IRO

NM

EN

T

Physical

Environment

(Urban, Suburban,

& Rural)

Natural

Environment

(Air, Water, Soil,

& Biota)

131



From: Living in “Islands of Automation”... To: Fully Integrated and Automated Technologies...

132



From “Islands of Automation”…

SOURCE: FIATECH; http://www.fiatech.org

133



… Through enhanced capital project delivery and operation…


134


Dr. Jorge Vanegas, Dean … In “Silos of Excellence”...

135



… To a vision of Fully Integrated and Automated Technologies…


136



“The vision of the future is of a highly automated and seamlessly integrated

environment across all phases and processes of the capital project/facility

life cycle. All information is available to whomever needs it, whenever it is needed, wherever it is needed, at an

affordable cost.”

FIATECH, 2003 http://www.fiatech.org

137



… Paying special attention to the interfaces within the system…

138



The systems challenge (1)...

Intra-system

Elements,

Inter-relationships,

Inter-dependencies

139




Inter-system

Inter-relationships, &

Inter-dependencies

140




Extra-system

Inter-relationships, &

Inter-dependencies

16-Step Rehabilitation Program

142



Step 1: Development of the Project Business Case and Plan (PBCP)

This step defines the point of departure for the project. The PBCP formalizes the owner’s

justification for the project.

143


Dr. Jorge Vanegas, Dean Owner & User/Operations Team

(1) PROJECT


(1) PROJECT


145



Step 2: Site Selection (SS)

This step defines where the project will be built. It is based on the owner’s justification for the project in the PBP. It is the interface between the project and the site and area where the

project will be built.

146


Dr. Jorge Vanegas, Dean Owner & User/Operations Team

(1) PROJECT


(2) SITE

SELECTION (SS)


(2) SITE

SELECTION (SS)

147


Dr. Jorge Vanegas, Dean Area Investigation Guidelines

• Site Description

– Vegetation, trees, terrain, depth of topsoil, drainage, existing

structures, existing utilities, access, etc.

• Utilities Serving Site

– Electricity, gas, water, sanitary sewer, storm sewer, railroad,

highway, railroad siding, etc.

• Building Department and other Permit Granting

Agencies

– Contact, telephone number, building code, plan check time,

fees, zoning, licensing, documentation required, etc.

• Labor Unions

– Membership, manpower shortages, manpower surplus, current agreements, wage rates, expiration dates, etc.

148



Area Investigation Guidelines (cont.) • Recommended Contractors

– List of recommended general and trade contractors for further consideration.

• Materials and Methods

– List favored local materials including current quoted price for ready-mix concrete, lumber, imported granular base, plywood, masonry, and other key items.

• Equipment Rental

– List local prices or key local quotations.

• Climatological Data

– List average maximum and average minimum temperature,

precipitation, and other significant data by months.

149



Area Investigation Guidelines (cont.)

• Other Projects

– Visit other projects noting productivity, favored methods,

favored materials, subcontractors, etc.

• General Appraisal

– Summarize results of site and area visit and recommend

significant conclusions to be taken into account during the

planning of the Project.

150


Dr. Jorge Vanegas, Dean Site Reconnaissance Checklist

• What features are native to topography and climate?

• What is required for the construction method selected?

• What features are needed to support the construction

labor force?

• What features might encroach on local society or

environment?

151



• Actual topography (excessive grades, etc.)

• Elevation

• Geology (soil characteristics, rock, etc.)

• Ground cover

• Excessive seasonal effects

• Wind direction

• Natural defenses

• Drainage

• Subsurface water conditions

• Seismic zones

What features are native to topography and climate?

152



• Accessibility to site (rail,

road, water)

• Labor availability (skill, cost,

attitude)

• Material availability (sources,

cost, salvage, recycling)

• Locate borrow pits (gravel,

sand, base, fill)

• Locate storage areas, plant

sites

• Alternate building, campsites

• General working room about

site

• Location of existing

structures and utilities

• Conflicts with existing

structures and utilities

• Overhead

• Disposal areas

• Land usage

• Local building practice

What is required for the construction method selected?

153



• Billeting/shelter

• Food (also on-job materials)

• Special equipment

• Clothing

• Communications

• Local hazards

• Fire/security protection

available

• Local customs/culture

• Potable H2O

• Sanitary Facilities (also for

job)

• Entertainment

• Small stores

• Medical

• Banking, currency

• Transportation

• Local maintenance available

What features are needed to support the construction force?

154



• Noise

• Dust

• Blasting

• Hauling over roads

• Use of water

• Burning (smoke)

• Drainage (create problems)

• Flight operations

• Disposal areas

• Utility disruption

• Relocation problems

• Work hours

• Economy impact

• Community attitude

• Security

• Political

What features might encroach on local society or environment?

156



Step 3: Development of the Project Definition Package (PDP)

This step defines what the project is all about from a requirements perspective. It is the

interface between the project and the owner and user/operator teams.

157



(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(3) PROJECT

DEFINITION

PACKAGE (PDP)

Phase 1: The Owner & User/Operator Perspective as Point of Departure (FORMATION)

Phase 3: Developing an Integrated Project Perspective (INTEGRATION)

Phase 2: Adding the Design, Construction, Procurement & External Party Perspectives (COMMUNICATION)

Vision , Mission, Strategic Plan, and Business Plan of the

Project Owner’s Enterprise

Project Definition : Owner Team Perspective

Individuals...

Functional Units...

Organizations...

Alignment &

Consensus Owner PDP

Project Definition : User/Operator Team

Perspective

Individuals...

Functional Units...

Organizations...

Alignment &

Consensus User/Operator PDP

Project Definition : Construction Team

Perspective

Individuals...

Functional Units...

Organizations...

Alignment &

Consensus Constructor PDP

Project Definition : Vendors & Suppliers

Perspective

Alignment &

Consensus

Vendors & Suppliers PDP

Project Definition : External Parties

Perspective

Alignment &

Consensus

External Parties PDP

Aligned Owner/User/Operator

PDP

Alignment &

Consensus

Project Definition : Design Team Perspective

Individuals...

Functional Units...

Organizations...

Alignment &

Consensus Designer PDP

Feedback Feedback

Alignment &

Consensus

Final Integrated Aligned Project Definition Package

Feedback Feedback

159



Project Definition Steps

PROJECT

DEFINITION

(1)

Project

Characterization

(2)

Project

Stakeholders

(3)

Project

Goals &

Objectives (4)

Project

Scope

(5)

Physical &

Non-physical

Project

Context

(6)

Project

Risks

(7)

Influences, Inter-

relationships, and

Interdependencies

(8)

Work

Breakdown

Structures

160



Performance Parameters

CAPITAL

PROJECT

PERFORMANCE

Product Performance

Parameters

Conventional Performance

Parameters

Life Cycle Performance

Parameters

Delivery Performance

Parameters

161



Influences Project

Characterization

Project

Scope

162



Relationships Project

Characterization

Project

Scope

163



TA

RG

ET

VA

LU

E 1

TA

RG

ET

VA

LU

E 2

TA

RG

ET

VA

LU

E 3

TA

RG

ET

VA

LU

E 4

TA

RG

ET

VA

LU

E 5

…

TA

RG

ET

VA

LU

E Z

LIST OF VALUES

ASSOCIATED WITH LIFE

CYCLE REQUIREMENTS

LIST OF USER

REQUIREMENTS

REQUIREMENT 1

REQUIREMENT 2

…

REQUIREMENT X

Interdependencies •Strong Positive

•Positive

•Negative

•Strong Negative

•None

CORRELATIONS BETWEEN

LIFE CYCLE REQUIREMENTS

RE

QU

IRE

ME

NT

TY

PE

BY

ST

AK

EH

OL

DE

R

(Pri

mar

y,

Sec

on

dar

y, T

erti

ary)

RE

LA

TIV

E I

MP

OR

TA

NC

E

(1, 2

, 3

, 4

…n

)

CO

RR

EL

AT

ION

S B

ET

WE

EN

US

ER

RE

QU

IRE

ME

NT

S

•Str

on

g P

osi

tive

•Posi

tive

•Neg

ativ

e

•Str

on

g N

egat

ive

•Non

e

THE

“WHATS” THE “HOW MUCHS”

•Strong

•Medium

•Weak

•None

RELATIONSHIPS BETWEEN

USER AND LIFE CYCLE

REQUIREMENTS

IMPLEMENTATION DIFFICULTY

(High, Medium, Low)

COMPETITIVE BENCHMARKS

Based on Quality Function Deployment

RE

QU

IRE

ME

NT

1

RE

QU

IRE

ME

NT

2

RE

QU

IRE

ME

NT

3

RE

QU

IRE

ME

NT

4

RE

QU

IRE

ME

NT

5

…

RE

QU

IRE

ME

NT

Y

LIS

T O

F L

IFE

CY

CL

E

RE

QU

IRE

ME

NT

S

•Planning

•Design

•Procurement

•Construction

•Commissioning/Startup/Turnover

•Operations & Maintenance

•End-of-Service Life

REQUIREMENT TYPE BY

PROJECT PHASE

THE “HOWS”

RELATIVE IMPORTANCE

(1, 2, 3, 4…n)

165



Step 4: Identify, define, and document the main characteristics of the Physical and Non-physical Contexts of the project

This step identifies, defines, and documents the main elements and characteristics in six

categories of the physical and in six categories of the non-physical contexts of the project.

166



(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

167



PHYSICAL

CONTEXT

OF THE

PROJECT

Surrounding

Activities

and

Assets

Site

Characteristics

Surface

Conditions

Existing

Infrastructure

Sub-surface

Conditions

Environmental

Conditions

Physical Context Elements

168


Dr. Jorge Vanegas, Dean Physical Context (cont.)

• What are the special features, attributes, and

characteristics of the project site:

– The geographical location of the project site?

– The level of accessibility to the project site?

– The transportation options to the project site?


characteristics of the surface conditions of the project

site?


characteristics of the sub-surface conditions of the

project site?

169




characteristics of the environmental conditions of the

project site:

– Water?

– Soil?

– Air?

– Biota?


characteristics of the existing infrastructure of the

project site:

– Utilities?

– Public Services?

170




characteristics of the activities and assets surrounding

the project site?

171



NON-

PHYSICAL

CONTEXT

OF THE

PROJECT

Public

Relations

Issues

Legal and

Regulatory

Issues

Political and

Public Policy

Issues

Industrial

and

Technological

Issues

Economic and

Financial

Issues Community,

Social, and

Cultural

Issues

Non-physical Context Elements

172


Dr. Jorge Vanegas, Dean Non-physical Context (cont.)


characteristics of any legal and regulatory issues that

have the potential to affect the project in any way:

– Laws and Regulations?

– Codes and Standards?

– Permits?


characteristics of any political and public policy issues

that have the potential to affect the project in any way:

– Local and State?

– National and International?

173




characteristics of any economic and financial issues that

have the potential to affect the project in any way:




characteristics of any community, social, and cultural

issues with the potential to affect the project in any

way:



174




characteristics of any industrial and technological issues

that have the potential to affect the project in any way:




characteristics of any public relations issues with the

potential to affect the project?



176



Step 5: Development of the Project Execution Plan (PEP)

This step defines how the project will be carried out from the owner’s perspective.

177



(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(5) PROJECT

EXECUTION

PLAN (PEP)

178



Project Delivery System and Contract Type Selection

Negotiate Bid

179



What is a Project Execution Plan?

• The Project Execution Plan (PEP) is a „road map‟ that

a Project Team can use to deliver the agreed outputs of

a project.

• The PEP also provides a synthesis of:

– The principal the tasks/activities in the project

– Associated responsibilities of the Project Team and other key

stakeholders in the project for their execution

180



Why would you develop a Project Execution Plan? • The PEP is developed to expand on the Project

Business Case & Plan (PBCP) and on the Project Definition Package (PDP) by specifying the day-to-day (operational) management procedures and control plans, including:

– Detailed project plans

– Resource schedules

– Quality procedures

– Reporting procedures

– Product purchasing and development plans

– Risk management planning

– Project budgets

181



Why would you develop a Project Execution Plan? (continued)

• The PEP enables those completing the tasks/activities in

the project to:

– Deliver the expected results

– Within the scope and parameters established in the PBCP and

the PDP

– As agreed by the Project Team and other key stakeholders

182



When would you develop a Project Execution Plan?

• Approval to proceed with the development of the PEP

is usually obtained upon the acceptance or approval of

the PBCP.

• It expands on the proposals developed in the PBCP and

the data and information identified, defined, and

documented in the PDP, to:

– Document the day-to-day (operational) management and

control activities to be undertaken by the Project Team

– Gain acceptance by the Project Owner or Sponsor to the

suitability of these activities

183



What do you need before you start developing a Project Execution Plan?

• To start the development of the PEP, it is necessary to

have:

– Completed the PBCP and the PDP

– Agreement to proceed with the development of the PEP from

the Project Owner or Sponsor

– Knowledge and understanding of developing detailed project

plans, quality plans, implementation and delivery plans,

resource scheduling, risk management planning and financial

planning

– Knowledge and understanding of the key legal and regulatory

requirements within which the project will be executed

184



What are the elements of a Project Execution Plan?

• Project Description

• Work Breakdown Structure

• Risk Management Strategy

• Major Implementation Risks / Risk Management Plan

• Organization Strategy

• Contracting Strategy

• Value Improving Practices (VIP‟s) Plan

• Start-Up & Commissioning Strategy

• Execution Strategy

185



Elements of a Project Execution Plan (cont.)

• Scope Management & Control Strategy

• Schedule – Overall Schedule Bar-chart

• Resource Requirements

• Project Estimate

• Safety, Health & Environmental Considerations

• Special or Critical Execution Considerations

• Stakeholders

• Exceptions to Normal Procedures

• Open Issues

• Approvals

187



Step 6: Definition of the Project Team (PT)

This step defines the members of the Project Team.

188



(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(6) PROJECT

TEAM DEFINITION

(PT)

189



PROJECT

TEAM

Vendors/

Suppliers


Supply Chain





•The Community


•Other

External

Parties

User/

Operator

Team


Individuals...

Functional Units...


Design

Team


Individuals...

Functional Units...


Owner

Team


Individuals...

Functional Units...


Construction

Team


Individuals...

Functional Units...


Internal

Direct

Internal

Indirect

External

Direct

External

Indirect

Project Stakeholders

Project Team

190



GENERAL TASK 1

GENERAL TASK 2

GENERAL TASK 3

LIST OF GENERAL TASKS

GENERAL TASK N

TASKS

RESPONSIBILITIES

R: Group that is RESPONSIBLE for making the task happen.

A: Group that must APPROVE the task.

C: Group that must be CONSULTED by "R” prior to executing task.

I: Group that must be INFORMED of task results by "R”

Functional Groups Roles and Responsibilities

GROUPS 2 1 ... n 1 2 ... n 1 2 ... n 1 2 ... n 1 2 ... n 1 2 ... n

191



RESPONSIBILITIES:

X: Initiates a task.

A: Approves a task.

P: Has Primary Responsibility for accomplishing a task.

R: Conducts a Review of the output of a task.

N: Receives the Notification of the output of a task.

I: Provides Input to a task.

O: Receives the Output of a task, and integrates it with own work.

Individual Roles and Responsibilities

SPECIFIC TASK 1

SPECIFIC TASK 2

SPECIFIC TASK 3

LIST OF SPECIFIC TASKS

SPECIFIC TASK N

TASKS GROUPS

2 1 ... n 1 2 ... n 1 2 ... n 1 2 ... n 1 2 ... n 1 2 ... n

192



Team Development Stages

STAGES CONCERNS PROCESS (PEOPLE) DEVELOPMENT

Stage One:

•Will I be accepted?

•What‟s this all about?

•Who are these other people?

•How do I fit in?

Inclusion

Concerns

I

Stage Two:

•Who‟s in charge?

•How will we decide?

•Do we really have to do this?

•How do I get what I want?

•Resistance to collaboration

Control

Concerns

II

Stage Three:

•Who are we as a group?

•How are we different?

•Attempting harmony by avoiding conflict

Affiliation

Concerns

III

Stage Four:

•How can we maximize our productivity?

•How can we meet each other‟s needs and

get the job done?

•How can we constructively use our

differences?

Synergy

Concerns

IV

194



Step 7: Development of the Integrated Design Package (IDP) for the Project

This step defines the design solution for the project from a product definition point of view. It is the interface between the project and the

design team.

195



Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(7) INTEGRATED

DESIGN

PACKAGE

(IDP)

Product Definition

196



CONCEPTUAL

DESIGN

SCHEMATIC

DESIGN

DESIGN

DEVELOPMENT

CONTRACT

DOCUMENTS

ARCHITECTURAL

STRUCTURAL

MECHANICAL

ELECTRICAL

CIVIL

OTHER SPECIALTY

TO CONSTRUCTION PLANNING AND EXECUTION

• Detailed Quantity Takeoffs • Bids and Contract Awards • Contract Administration • Detailed Estimates and Schedules • Procurement

• Resource Management (Labor, Materials, Equipment) • Management of Construction Operations & Methods • Monitoring and Control

COMPLETE PROJECT DESIGN

PROPOSED DESIGN SOLUTION

PRELIMINARY DESIGN SOLUTION

FINAL DESIGN SOLUTION

TECHNICAL DESIGN SOLUTION

ON-GOING DESIGN DISCIPLINE

INTEGRATION & COORDINATION

Analysis/Generation/



PROJECT INITIATION PROCESS

PLANNING & DESIGN

PROCESSES

• Site Layout

• Volumetric Solution

• Spatial Relationships


• General Systems

• Other


















• Scaled Drawings

• General Areas



• Specific Systems

• Other


• Specific Areas


• Other

• Coordinated

Architectural &

Technical Drawings

• Detailed Drawings


• Other

• Project Typology &

Characterization




• Project Control Guidelines

PRE-PROJECT

PLANNING &

PROJECT

DEFINITION

PROJECT DEFINITION PACKAGE

Pre-Project Planning &

Project Definition Processes



Conventional Design Process

197



Conventional Design

Performance

Parameters

Check

Formal, Explicit, and

Systematic

Input of Specific

Data/Information &

Knowledge/Experience

Higher Levels of

Systems Integration

and Coordination

Better

Understanding

of the Analysis,

Generation,

Evaluation, and

Selection Process

Conventional Design Enhancements

198




Check




Check




Check




Check




Check


Resolution Processes Other Designs

Civil

Electrical

Mechanical

Structural

Architectural Design

Integrated Design

Package (IDP)

To the Development of the: • Construction Production

Process Plan (CPPP)

• Building Systems

Commissioning Plan (BSCP)

• Resource Procurement Plan

(RPP)

Contract

Documents • Coordinated Architectural &

Engineering Drawings

• Construction Details


• Other

Technical Design Solution Analysis/Generation/



Design

Development


• Building Systems Details


• Other

Final Design Solution Analysis/Generation/



Schematic

Design • Scaled Drawings


• Specific Building Systems


• Other

Preliminary Design Solution Analysis/Generation/



Conceptual

Design • Site Layout

• Spatial Solution


• General Building Systems

• Other

Proposed Design Solution Analysis/Generation/















From Pre-project

Planning


• Project Characterization




• Other

Project Definition Process

• Analyses for Physical & Nonphysical

Contextual Compatibility

• Functional Analyses

• Form/Spatial Analyses

• Quality & Reliability Analyses

• Cost /Budget Analyses

• Time/Schedule Analyses

• Safety and Security Analyses

• Procurability, Constructability, &

Commissionability Analyses

• Operability, Maintainability, & Security

Analyses

• Indoor/Outdoor Environmental

Health Analyses

• Sustainability Analyses

Project Performance

Enhancement Analyses




• Data, Information,

Knowledge, and

Experience Base

Lessons Learned

On-going

Design Discipline


On-going

Design Discipline


On-going

Design Discipline


On-going

Design Discipline


200



Step 8: Development of the Construction Production Process Plan (CPPP) for the Project

This step defines how the project will be constructed from a production process point of view. It is the interface between the project and

the construction team.

201



Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

202



Transport to

site, receive &

inspect

Store resources

temporarily,

if necessary

Recover, repair, reuse

& maintain partially

consumed resources

Establish work

processes to

change inputs

to outputs

Regulate flows

of inputs to

achieve desired

results

Synthesize outputs into

completed building

systems and subsystems

Is resource

on-site?

Resource

Procurement

Plan (RPP)

Acquire

resources for

the project

NO

Distribute

resources at

various levels

to crews

YES

NO


Project Execution Plan (PEP)

Integrated Design Package (IDP)

CONTROL

FUNCTIONS

Recover recyclable

waste generated Project

Impacts

To The

Environment

Is project

complete?

Eliminate non-recyclable

waste generated safely

Construction Production Process Plan (CPPP)

Convert inputs

to outputs

using a work

process

Commission

building systems, when

necessary

Building

Systems

Commissioning

Plan (BSCP)

YES

Project

Outcomes

For All

Stakeholders


204



Step 9: Development of the Work Breakdown Structure (WBS) for the Project This step defines the various ways in which the work can be broken down in the project from a

product and process perspectives.

205



(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(9) WORK BREAKDOWN

STRUCTURE (WBS)


206



Work Breakdown Structures

PROJECT

General Project


(WBS)

Subproject WBS

Contractual WBS

Organizational WBS

Resource WBS

Functional WBS

Building Systems/Processes WBS

Building Components/Elements WBS

Specific Product-Oriented Work Breakdown Structures

(WBS)

Specific Process-Oriented


(WBS)

Cost Model WBS (Cost Items including Quantities)

Time Model WBS (Activities/Tasks including Duration)

Cost Control WBS (Cost Centers and Accounts)

207



General Work Breakdown Structures

PROJECT

SUB-PROJECT

WBS

CONTRACTUAL

WBS

RESOURCE

WBS

ORGANIZATIONAL

WBS

208



Work Breakdown Structures (cont.)

PROJECT

FUNCTIONAL

WBS

SYSTEMS

WBS

COMPONENT

WBS

COST CONTROL

WBS

TIME MODEL

WBS

COST MODEL

WBS

PRODUCT-ORIENTED WBS

PROCESS-ORIENTED WBS

210



Step 10: Building Systems Commissioning Plan (BSCP) for the Project

This step defines how the project should be commissioned. It is one interface between the project and the vendors/suppliers team in the

supply chain.

211




(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

213



Step 11: Development of the Resource Procurement Plan (RPP) for the Project

This step defines how the resources for the project should be procured. It is another interface between the project with the

vendors/suppliers team in the supply chain.

214




(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)

216



Step 12: Development of the 3D Model for the Project

This step defines the general parameters, elements, and influences, interrelationships, and interdependencies among them, of the

three-dimensional model of the project.

217




(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(12)

3-D

MODEL

(12)

3-D

MODEL

219



Step 13: Development of the Cost/Financial Model for the Project

This step defines the general parameters, elements, and influences, interrelationships,

and interdependencies among them, of the cost model of the project, and also, of the financial

package for the project.

220



(13)

FINANCIAL/COST

MODEL

(12)

3-D

MODEL


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(13)

FINANCIAL/COST

MODEL

222



Step 14: Development of the Time Model for the Project

This step defines the general parameters, elements, and influences, interrelationships,

and interdependencies among them, of the time model of the project.

223



(12)

3-D

MODEL


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(13)

FINANCIAL/COST

MODEL

(14)

TIME

MODEL

(14)

TIME

MODEL

225



Step 15: Development of the Production Process Model for the Project

This step defines the general parameters, elements, and influences, interrelationships, and interdependencies among them, of the production process model of the project.

226



(12)

3-D

MODEL


(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(9) WORK BREAKDOWN

STRUCTURE (WBS)


Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)

Process Definition

Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(6) PROJECT

TEAM DEFINITION

(PT)

(5) PROJECT

EXECUTION

PLAN (PEP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

(3) PROJECT

DEFINITION

PACKAGE (PDP)


(1) PROJECT


(2) SITE

SELECTION (SS)


(13)

FINANCIAL/COST

MODEL

(14)

TIME

MODEL

(15)

PRODUCTION

PROCESS

MODEL

(15)

PRODUCTION

PROCESS

MODEL

228



Step 16: Development of the Integrated Project Definition Model (IPDM)

This step consolidates the 3D, time, cost, and production process models into one cohesive whole. This model provides a feedback loop between the IDP and the CPPP, for iterative project enhancements from a design and a

construction perspective.

229



(6) PROJECT

TEAM DEFINITION

(PT) Design Team


DESIGN

PACKAGE

(IDP)

Product Definition

(5) PROJECT

EXECUTION

PLAN (PEP)


(1) PROJECT


(12)

3-D

MODEL

(13)

FINANCIAL/COST

MODEL

(14)

TIME

MODEL

(15)

PRODUCTION

PROCESS

MODEL

Construction Team




(8) CONSTRUCTION

PRODUCTION

PROCESS PLAN

(CPPP)


STRUCTURE (WBS)



(11) RESOURCE

PROCUREMENT

PLAN

(RPP)


(10) BUILDING

SYSTEMS

COMMISSIONING

PLAN

(BSCP)

(2) SITE

SELECTION (SS)


(3) PROJECT

DEFINITION

PACKAGE (PDP)

(4) PHYSICAL AND

NON-PHYSICAL

CONTEXT

External Parties

Fee

db

ack

Feed

back

INTEGRATED PROJECT DEFINITION

MODEL (IPDM)

230



To Project Execution:

Resource Procurement, Construction, and

Commissioning/Turnover/Start-up



231



Exercise:

“Of the 16 elements of the

Integrated Project Definition

Model (IPDM), which three (3)

would you choose as the

starting and entry points for

enhancing the status quo

within your organization, and

why?”

Summary and Conclusion…

233


Dr. Jorge Vanegas, Dean In Summary…

• We are living in times full of challenges at both a

global and a local levels, with an uncertain future…

• We are operating within a capital projects industry in

which:

– The industry displays many symptoms that suggest a need for

improvement and change…

– Through a diagnosis, many inhibitors, obstacles, and barriers

for improvement that are keeping the industry where it is can

be identified…

– Through a prognosis, many enablers for improvement are

identified that can help the industry overcome these

inhibitors, obstacles, and barriers for improvement

234


Dr. Jorge Vanegas, Dean In Summary… (cont.)

• We are operating within a capital projects industry in

which: (cont.)

– With a comprehensive prescription, the industry can start its

journey to higher levels of value, quality, performance,

effectiveness, efficiency, productivity, profitability, and

sustainability:

• Simple Therapies

• Small Remedies

• A 16-Step Rehabilitation Program

• A Dose of Technology

• A Dose of Leadership

• An On-going Program of CII Best Practices

• An On-going Program of Value Improvement Practices

• An On-going Program of Good Manufacturing Practices…

235



Not really, but it will require

some level of change in:

In our Paradigms…

In our Decisions…

In our Choices…

In our Actions…

Is all this hard to imagine…?

Impossible to achieve…?

236



Remember, change can be implemented:

... one paradigm, one decision, one choice, or one action at a time

... one product or one process at a time

... one development, one program, or one project at a time

... one phase at a time in a development‟s, program‟s, or project‟s life cycle

... one organizational unit, one enterprise, or one industry sector at a time

... in a gradual shift to higher levels of value, quality, performance, effectiveness, efficiency, productivity, profitability, and sustainability

237



Three final little nuggets

as final “food for

thought”…

238


Dr. Jorge Vanegas, Dean First, the crab fisherman...

239



Vision Crabs Status Quo Crabs

One closed... One open...

He had two pails of crabs...

240



In which pail would you

like to be...?

241


Dr. Jorge Vanegas, Dean Second...

Lions Gazelles

242



“Every morning in Africa, a gazelle wakes

up. It knows it must outrun the fastest lion

or it will be killed. Every morning in Africa,

a lion wakes up. It knows it must run faster

than the slowest gazelle, or it will starve. It

doesn’t matter whether you’re a lion or

gazelle - when the sun comes up, you’d

better be running.”

243



Are you a Gazelle or a

Lion...?

244



Finally, let me conclude with a short story of an impressive naval fleet…

that encounters a small light approaching them directly in a dark, stormy night...

245



http://www.youtube.com/watch?v=GQm5P2KypeE




246



So, if you do not believe

that the material

discussed in this course

will affect you in your

professional career, then

all I can say is…

247



Your Call…

248



Thank you…

249



============================================

Dr. Jorge A. Vanegas Dean

Sandy and Bryan Mitchell Master Builder Endowed Chair Director, Center for Housing and Urban Development (CHUD), and

Professor, Department of Architecture College of Architecture Texas A&M University

3137 TAMU; Langford Building A, Suite 202 College Station, TX 77843-3137

College:

Tel.: (979) 845-1222 • Fax: (979) 845-4491 Email: [email protected] URL: http://www.arch.tamu.edu/

CHUD:

Tel.: (979) 862-2370 • Fax: (979) 862-3174 Email: [email protected]

URL: http://archone.tamu.edu/chud

Personal Email: [email protected] Skype Address: joalvapa

============================================