Integrated Product, Organization and Process design. John Kunz

Transcription

1 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 42. *Develop Execution Strategy 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms Review skin changes w/db team 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution 3. Complete Tele Data Design G accept 13/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI G accept 15/14 Interface Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section (8) *Revise MEP loads, G accept lab equipment matrix 49. Develop reflected ceiling plan *Notice to proceed with detailed design SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI 17. *Risick reprogram solvent distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed Organization MEP Equipment schedules finalized AEI Management Task22 AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Integrated Product, Organization and Process design John Kunz Baseline Year-1 Rate ($K) Change (K$) Revenue 100,000 2% 102,000 Cost of contracted 85, % 84,660 work 85% Cost of self-performed work 10% 10, % 12,240 Gross Margin 5,000 5,100 Sales, G&A 2% 2,000 2,040 IT investment 70 Amortized costs of IT/yr 33% 23 Net income 3,000 3,037 Time to payback (years) 1.9 Net Income change (%) 1.2 The big idea: Integrated Product, Organization and Process design can support, at least, the design, fabrication, assembly and use of new products

2 This week overview Day Tuesday Thursday Introduction: Take-home Theory: ICE, organizational modeling, big data, templates, VDC POP/FFB framework, types of models Practice: ICE session with Templates, Organizationprocess model and analysis (SimVision) lab Theory: Project definition Practice: Organization-process model and analysis (SimVision), continued, and big data (SEE-IT) labs 9 July 2013 Chalmers Integrated Product, Organization and Process Design 2

3 The next three weeks we will Do integrated design and analysis with VDC and the ABC of your POP - FFB based on a PBS, OBS and WBS using ICE, templates and big data 9 July 2013 Chalmers Integrated Product, Organization and Process Design 3

4 Tuesday Learning goals Get basic familiarity with the POP project framework of VDC Product Organization Process (POP) Function Form Behavior (FFB) Understand class organization, opportunities, methods and expectations Motivate interest in Integrated Design enabled by VDC: Opportunities in practice Fun, power and job opportunities of models, modelbased analyses 9 July 2013 Chalmers Integrated Product, Organization and Process Design 4

5 Chalmers Integrated Product, Organization and Process Design Agenda: July 9 Requirement Predicte Object Attribute Relationship Requirement d value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Building Building Organization Organization Scope Function Goal. Net Energy Use (K- BTU/ft2) <= 250 -?o Goal. Quality conformance (%) >= 12 -?o Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Product Behavior Qualitative Threshhold values Observed value Big ideas: Integrated design and analysis; elements of VDC Introductions Models: how to recognize and use different types Business goals and objectives Course goals (and non-goals) Course Organization ORID Start Structural Design Subteam Project Coordination Meeting Define Scope Finalize Arch Program Design PM Design Coordination Choose facade materials Architectural Design Subteam Client PM Seek Zoning Variance Estimate Cost Choose Construction Methods Estimate Time Project Engineers Provide GMP Construction PM GMP Accepted Procurement Subteam Select Key Subs Long Lead Purchasing Select Subconsultants Apply Exc Permit Ready to Excavate Choose Struct. System Project Coordination 9 July 2013 Chalmers Integrated Product, Organization and Process Design 5

6 Introductions Briefly, please share Name Field of study One personal goal for this class 9 July 2013 Chalmers Integrated Product, Organization and Process Design 6

7 Agenda Welcome AM session Introductions Course overview VDC models and templates ICE-1: Work session-1 ICE-1 session debrief PM session ICE-1: Work session-2 ICE-2 session debrief Project definition and templates in some detail Load web site and software 9 July 2013 Chalmers Integrated Product, Organization and Process Design 7

8 Traditional product models +: Work in practice : Ambiguities to stakeholders : computer analysis...? Show value to owner List components Estimate cost Plan construction Identify interferences 9 July 2013 Chalmers Integrated Product, Organization and Process Design 8

9 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 42. *Develop Execution Strategy 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change Review skin changes w/db team 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution G accept 13/14 3. Complete Tele Data Design Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan G accept 15/14 Interface to AEI Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section G accept lab equipment matrix 49. Develop reflected ceiling plan (8) *Revise MEP loads, *Notice to proceed with detailed design 17. *Risick reprogram solvent SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed MEP Equipment schedules finalized Task22 AEI Management AEI Core and SRG Lab 80% Drawing Review *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Function Requirement Predicte Observed Object Attribute Relationship Requirement d value value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Goal. Net Energy Use (K- Building BTU/ft2) <= 250 -?o Goal. Quality conformance Building (%) >= 12 -?o Organization Organization Scope Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Product Behavior Qualitative Threshhold values Models Physical Statistical Mathematical Symbolic Graphic Organization Meetings Work Process 9 July 2013 Chalmers Integrated Product, Organization and Process Design 9

10 Function Requirement Predicte Observed Object Attribute Relationship Requirement d value value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Goal. Net Energy Use (K- Building BTU/ft2) <= 250 -?o Goal. Quality conformance Building (%) >= 12 -?o Organization Organization Scope Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Product Behavior Qualitative Threshhold values Virtual Design and Construction: Fundamental method of this integrated design and analysis class Use of integrated multi-disciplinary computer-based performance models and analyses of design construction projects Product (building, device, service) Organization Work Process to support (explicit, public) business objectives Describe: Visualize and describe project Explain reasons for designs and choices Evaluate choices Predict project performance Start Structural Design Subteam Project Coordination Meeting Define Scope Finalize Arch Program Design PM Design Coordination Choose facade materials Choose Struct. System Architectural Design Subteam Client PM Seek Zoning Variance Estimate Cost Choose Construction Methods Estimate Time Project Engineers Provide GMP Project Coordination Construction PM GMP Accepted Procurement Subteam Select Key Subs Long Lead Purchasing Select Subconsultants Apply Exc Permit Ready to Excavate AEC IT investment by General Contractor Baseline Rate ($M) Change Revenue 100,000 22% Cost of work 85% 85, % CM, Design, GC fees 10% 10, % Gross Margin 5,000 Sales, G&A 2% 2,000 9 July 2013 Chalmers Integrated Product, 2, , IT investment 1,000 Amortized costs of IT/yr 33% Net income 3,000 Time to payback (years) 3- Organization and Process Design year Year-1 122, ,260 14,640 6,100

11 Multidisciplinary Design and Analysis using VDC Disciplines: Architecture Engineering Construction Operations Stakeholders: Design build professionals Owner Others Design Virtual Graphical Object-based Analysis Model-based when possible Quantitative when possible Multi- Stakeholder Graphical description 9 July 2013 Chalmers Integrated Product, Organization and Process Design 11

12 Integrated design and analysis Big Ideas Build VDC project models early and often, before committing large money or time What Objectives, Designs and Behaviors of Product, process, organization How: Detailed: to show the product, process, organization entities that use > 10% of project time, money Virtual: in the computer Visual: multi-discipline, multi-view, for multiple stakeholders Integrated: relating the product, organization and process Objective-based: set and track explicit public objectives 9 July 2013 Chalmers Integrated Product, Organization and Process Design 12

13 Plus-Delta of Civil Engineering Provides fixed physical assets and wealth High global demand for infrastructure and housing Opportunity to impact global climate challenge significantly 13

14 Plus-Delta of Civil Engineering Provides fixed physical assets and wealth High global demand for infrastructure and housing Opportunity to impact global climate challenge significantly Low productivity compete with other ways to spend $ US Department of Commerce, compiled by P. Teicholz High energy use and rising energy costs Guilllermo Gomez, PUChile Persson, Sustainable City of Tomorrow 14 Structural reliability << societal need (Chile)

15 An example - Malmo, Sweden: The best example of sustainable development in the world: Best design and analysis methods (~2000) Best construction methods Project provides some good data on performance vs. predicted But Energy: 20 of 20 buildings used more than predicted Prefabrication needed for intended energy performance Land: much greater density needed even for next project Development model did not last even a decade Data granularity: so coarse that improvement difficult to plan Human capital: people on project mostly lost to next phase 15

16 An example - Malmo, Sweden: Message: measure performance The best example of sustainable development in the world: Best design and analysis methods (~2000) Best construction methods Project provides some good data on performance vs. predicted But Energy: 20 of 20 buildings used more than predicted Prefabrication needed for intended energy performance Land: much greater density needed even for next project Development model did not last even a decade Data granularity: so coarse that improvement difficult to plan Human capital: people on project mostly lost to next phase 16

17 Malmo, Sweden: Actual energy much worse than Predicted CEE 243 March 29 17

18 Malmo, Sweden: Actual energy much worse than Predicted CEE 243 March 29 18

19 Fundamental issue: outcome reliability Structures (Chile, post-earthquake) -- good: ~500K/~5M homes damaged or destroyed: <2σ ~4 joint failures /~100 in (collapsed) buildings: 2σ 4/~10,000 post-1985 buildings collapsed in major damage area: >3σ Energy not good: 20/20 buildings used more energy than predicted Malmo, Sweden, 2001 (range % greater) 121 LEED buildings use 30% more energy per square foot than average for U.S. buildings Neither structure nor energy performance meets societal needs 19

20 Fundamental issue: process reliability 20 Structures (Chile, post-earthquake) ~4 joint failures /~100 in (collapsed) buildings: 2σ Sources of failure - infrequent but important problems: quality of joint construction, material composition, soft story design, asymmetrical designs Energy: prediction variability: Inter-tool with same designer Inter-consultant with same tool component performance variability, e.g., infiltration from leaky building joints (Malmo) Structure and energy performance: Good (historically), but Neither meets societal needs need to manage risk

21 AEC Breakthrough Objectives Practice: 2002 Objective: 2015 Schedule 1-6 y Design ~1.5 y Construct Variance 5-100% 1 y Design <.5 y Construct Variance < 5% Cost Variance 5-30% Variance < 5% Delivered quality Large Variance Good? Productivity impact? 0 variance, by POE Great, by POE ++ productivity Safety Good Better Sustainability Poor 25% better than 2002 Globalization Some >= 50% of supply and sales 21

22 Controllable Product, organization, process designs (Multiple) Predictable performance objectives: *Changed in 2010 Process [Conformance to plans] Latency: mean <= 1; 95% within 2 working days Outcome [Performance] Safety: 0 lost hours Coordination activity: planned, explicit, public, informed > 90% Facility managed Scope: 100% of items with > 2% of value, time, cost or energy Prediction basis: > 80% of predictions founded Design versions: 2 or more >= 80% Staff trained in VDC: >= 22 4/project Field-generated Requests for Information: 0 Rework volume: 0 (for field construction work); objective = 10-20% (virtual work) *Function (quality) conformance (%): >= 99% Schedule conformance (%): >= 80% Cost conformance (%): >= 95% Schedule: 95% on-time performance Cost: >= 95% of budgeted items within 2% of budgeted cost Delivered Scope: 100% satisfaction *Sustainability: >75% better energy, water, materials, than 2002, profitably

23 Wasted human, technical, and biological resources Photos: Courtesy SPS 9 July 2013 Chalmers Integrated Product, Organization and Process Design 23 Source:

24 VDC models use and require lots of tools Learning use of these tools beyond scope of this class Models Product Organization Process Integrated project Bentley Tekla Project specifications Revit Architecture Structures VDT MSP P6 POP MACDADI Product functional objectives (goals) yes yes Product systems and components scope yes yes some names Product behavior specification and values yes yes Organization functional objectives (goals) yes yes Organization responsibility for components, systems & tasks yes Organization scope yes names names Organization behavior specification and values yes yes Process Task functional objectives (scope) yes yes Process Task scope yes yes yes names Process behavior specification and values yes yes Project goals and assessed goodness yes yes Project options yes Project preferences, qualitative threshold values yes 9 July 2013 Chalmers Integrated Product, Organization and Process Design 24

25 Integrated design and analysis using VDC provides Integrating theoretical framework to Describe functional intent and designs Describe and predict engineering behaviors Systematically manage projects and the business using the predictions and observed data, to Achieve measurable business objectives Address reliability 9 July 2013 Chalmers Integrated Product, Organization and Process Design 26

26 VDC model content: VDC templates help make managerial levers visible to all Elements of a project that can and must be managed: Product Organization Process (design + construction) Views of each element that can and must be managed Functional intent Program Function, Schedule, Cost, Sustainability,. Form (Scope) -- design choices for project elements Physical, organizational, process task elements Behaviors (predicted, observed) Quality (Functional performance), Cost, Schedule, Safety 9 July 2013 Chalmers Integrated Product, Organization and Process Design 27

27 In-class exercise - Tuesday For a new-generation smart phone app, sketch and define: Product Functions: product design intent, to include Functions User interface (UI) Additional services Design forms: designed scope, e.g., buttons, Behaviors: observable (or estimated) performance, e.g., # designed buttons = # actual = 3 Organization: teams to design, build, test Process: tasks to design, build, test 9 July 2013 Chalmers Integrated Product, Organization and Process Design 28

28 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates (you create them): Deliverables Metrics and Assessed performance Controllable factors Risks and Next Steps Process: Groups of ~4 20 minutes for ICE session x 2 10 minutes for presentations, discussion after each session Lunch break between sessions 9 July 2013 Chalmers Integrated Product, Organization and Process Design 29

29 Submission-1: Homework for this week Deliverables: Sketches: product, organization, process Templates: Deliverables Planned deliverables BIM per spec Deliverable format BIM BIM Excel conformance spreadsheet check Room Excel schedule spreadsheet Window and Excel door schedule spreadsheet 4D animation Movie in.avi format Comments on 4D Annotations on BIM Responsible team, individuals Each individual Receiving team Due date Due date met (Yes/No)? Expected LOD class today Yes per spec Class partner class today Yes per spec Each individual Each individual Each individual Each individual Lab Deliverables class today Yes per spec class today No per spec class today Yes per spec class today Yes per your judgment Comments 9 July 2013 Chalmers Integrated Product, Organization and Process Design 30

30 Submission-1: Homework for this week Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Metrics Intent Prediction Evaluation Name Comment Target value Tolerance: +- How to use in management Source of data Type [P, O] Stakeholders who saw data last week Collection frequency Objective Weight Predicted/ measured value (how you are doing) Assesed value Quality: POE satisfaction wrt M program (%) Guide commissioning, next job Client assessment O Owner only Turnover time months E Cost conformance to plan (item actual - predicted/predicted) Plan next job Client assessment O PM only Turnover time T Schedule conformance to plan (%) Plan next job Client assessment O All on team Turnover time 35? NA R Predicted Cost conformance to plan (item actual - predicted/predicted) Attention management Periodic project progress report P Subteam only Weekly I Production schedule conformance to plan (%) Attention management Periodic project progress report P Owner only Weekly July 2013 Chalmers Integrated Product, Organization and Process Design 31

31 Submission-1: Homework for this week Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Controllable factors Controllable Factors Factor Type Factor Range of options Constraints Action(s) for this week Product Detail of water line in 3D Features of size from 1 mm to > 1m None important Model features size > 20 mm Product Location of in-water equipment Adjust both equipment location, water width/depth profile Size of equipment model equipment located in water this week Organization Number of BIM authors <1 many FTEs Adjust author count up and down slowly Budget BIM author work Organization Number of BIM reviewers Author team hundreds Size of BIM review facility Budget BIM reviewer work Process Construction duration 6 months to 2 years Need to plan prefabrication early to shorten construction period Get owner preference Process Size of weekly pre-con tasks One task for whole team/week to Availability of staff to plan, Build short-interval production plan and all tasks with > 0.5 FTE-day manage schedule schedule at feasible LOD Action Taken? (Yes, Partial, No) 9 July 2013 Chalmers Integrated Product, Organization and Process Design 32

32 Submission-1: Homework for this week Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Controllable factors Risks and Next Steps Risks - Example Identified risk Potential impact of risk ($, time, effort) BIM ready Dramatic partner teams schedule available Sea level rise Goverment plan OK Paint spec unclear or inappropriate Costs/ curtailed operations Delay open day Cost: use contingency; schedule delay Severity: Low, Medium, High High Medium Medium Low Parties affected by risk Client Individuals responsible for mitigating design, approval Early partner relationship team Operations Concept design team Operations Core group Client Core group Earliest analysis/ last responsible moment dates Mitigation activity BIM Day-1/ end of training for concept phase partner staff Day-1/ end of Concept Day-1/ facility open Day-1/ facility open Dikes Engage government review Vet across different examples Resolution date met (Yes/No)? Comments Personal goal or objective Best to set expectat-ions Next week early Next quarter 100-year Next year risk Group goal or objective Ongoing Next week risk Next quarter Next year Action (what you plan) Next Steps Process (how you will do the work) Frequency (how often you will do the work) 9 July 2013 Chalmers Integrated Product, Organization and Process Design 33

33 Tuesday afternoon ICE session: project definition using templates SimVision lab (continued Thursday) Introduction to Big Data; SEE It Lab 9 July 2013 Chalmers Integrated Product, Organization and Process Design 34

34 Business uses of VDC template models At a glance, identify: Most important (e.g., top-10) Functions and Scope (Forms) of the Product, Organization, Process? Metrics to measure; current predicted behaviors? Identify product, organization and process elements with greatest risk. For the most important or highest risks, check that: Product forms have associated actors and tasks with risks that compound or mitigate the product element risk; Organization actors have associated forms and tasks with risks that compound or mitigate the actor risk; Process tasks have associated actors and product forms that mitigate the product element risk, not compound it. Evaluate goodness of design re objectives, alternatives; compare with other designs 9 July 2013 Chalmers Integrated Product, Organization and Process Design 36

35 Class overview: 9 July 2013 Chalmers Integrated Product, Organization and Process Design 37

36 Course Goals Use the method of Integrated Concurrent Engineering (ICE); Build and interpret simple descriptive models of the Product, Organization and Process (POP) of projects using Excel-based templates; Build and interpret organization and process models using the SimVision tool; Experience use of "big data" access and interpret the status of large volumes of operational energy system data; Create checklists to assure initial readiness for and final completeness of tasks that high uncertainty and for which the knowledge required exceeds that of any individual; Create a business plan to obtain significant funding for an enterprise of personal interest. 9 July 2013 Chalmers Integrated Product, Organization and Process Design 38

37 Course Non-goals Study every system ever built Study every visualization/ai/design/planning technology Development expertise Preparation for technology research Survey understanding only Excessive work 9 July 2013 Chalmers Integrated Product, Organization and Process Design 39

38 Course organization Instructor: John Kunz Office Hours: after class, and anytime my office door is open Class Schedule: 11:10-12:30 and 1:30 to 4:00 on Tuesdays and Thursdays Classes will meet in the CIFE lab, Room 292, Y2E2, Please work in groups of about three for ICE sessions and to prepare submissions. Please read and take assessments on your own. Web site: 9 July 2013 Chalmers Integrated Product, Organization and Process Design 40

39 Details Lab login id: su\cee242 Password: orgdes242 Dinner in Palo Alto: Thursday July 18 or 25? Apps for your laptop: 9 July 2013 Chalmers Integrated Product, Organization and Process Design 41

40 ORID +/ Analysis Level of Questions O Objective Level R Reflective Level I Interpretive Level Purpose To examine the data To identify factual information To encourage connections To encourage free flow of ideas and imagination To identify patterns and determine their significance or meaning To articulate underlying insights Questions to Answer What do you see? What factual statements can you make based on the data? What surprised you? What encouraged you? What discouraged you? How does this make you feel? What does the data tell us? What are insights for you? What is the good news? What are limits? What else is there to learn? D Decisional Level To propose next steps To develop an action plan To make decisions To experience coming together What are next steps? What decisions can we make? What is our action plan for moving forward? 9 July 2013 Chalmers Integrated Product, Organization and Process Design 42

41 ORID +/ : Focused Conversation and Analysis Objective What do you recall seeing? Reflective Positive What do you feel positive about? Reflective Negative What do you find negative? Interpretive What sense do you make of it? Decisional What agreements can be made now? (c)

42 Tuesday afternoon

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46 Student-mentioned important content from day-1 (JK perspective) Integrated concurrent engineering (ICE) 9 July 2013 Chalmers Integrated Product, Organization and Process Design 48

47 Un-mentioned important content from day-1 (JK perspective) Familiarity with the integrated POP project framework of VDC Product Organization Process (POP) Function Form Behavior (FFB) Perspectives that a project can and must manage

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49 Reflections - Thursday 51

50 Details Career planner July 18 OK Dinner at our home: July 25 or 18? Submission-1 9 July 2013 Chalmers Integrated Product, Organization and Process Design 52

51 Product design forms: 3D drawing 9 July 2013 Chalmers Integrated Product, Organization and Process Design 53

52 Product design forms: Object-Oriented 3D BIM Modeled objects: Walls Floors Windows Doors Columns 9 July 2013 Chalmers Integrated Product, Organization and Process Design 54

53 Organization, Process Models Model (SV) Organization (Design) work process Simulation behavior predictions: Gantt chart Risks Project Coordination Meeting Client PM Design PM Construction PM Structural Architectural Project Procurement Design Subteam Design Subteam Engineers Subteam Design Coordination Seek Zoning Variance Start Define Scope GMP Accepted Select Key Subs Ready to Excavate Estimate Cost Finalize Arch Program Provide GMP Long Lead Purchasing Choose Construction Methods Select Subconsultants Choose facade materials Estimate Time Apply Exc Permit Choose Struct. System Project Coordination 9 July 2013 Chalmers Integrated Product, Organization and Process Design 55

54 Good traditional XC Integrated Concurrent Engineering (ICE) Given Performance change Objective = extreme collaboration (1 week) Excellent POP software Collocated team Latency (secs) Latency (secs) iroom Duration Good generic POP model 300 SD (DD) phase XC Good traditional Duration (days) 9 July 2013 Chalmers Integrated Product, Organization and Process Design 56

55 Templates and checklists Templates: standard representations POP model: Function, Form, Behavior of P, O, P Breakdown structures: Product Organization Process Task content: object, action, resources (crew, equipment) Checklists: Tasks and OK that was done well Run ICE sessions Create POP models Process to define project, build BIM, exchange data, do analyses (x5) 9 July 2013 Chalmers Integrated Product, Organization and Process Design 57

56 Step in detailed schedule Example Checklist Checks to make before start of step Necessity for success: monitor and challenge

57 Templates Templates Examples 0. Project summary - background Background Included 1. Specifification of intent - wants BIM Uses Example Deliverables Example Lab Deliverables BIM content specification Example Lab Spec Coordination Commitments ICE session pre-plan Example Metrics - Client intent and project objectives Example BIM Lab metrics Controllable factors Example Operations Agreement Example Team Charter Application of VDC 2. Models of project design content - dos Personal BIM - snapshot Example Personal organization design - snapshot Task Commitments - production plan Example Design versions 3. Predicted and measured project performance attributes Personal BIM-based analysis - snapshot Example Personal metrics - graph Example 4. Evaluated project performance gots Assessed performance Example Risks Example Assessed VDC status Example VDC Methods Application Assessment Comments 5. Planned next steps Next Steps Force Field Last updated 7/3/ July 2013 Chalmers Integrated Product, Organization and Process Design 59

58 Big data SEE IT: extract energy use data for this building from Building Management System (BMS) ~750,000 points this room How do you interpret these data? 9 July 2013 Chalmers Integrated Product, Organization and Process Design 60

59 Big data SEE IT: extract energy use data for this building from Building Management System (BMS) ~750,000 points this room How do you interpret these data? 9 July 2013 Chalmers Integrated Product, Organization and Process Design 61

60 How we spend time in meetings PREDICTIVE (10%) Can we get access to the lagoon a week earlier? EXPLANATIVE (20%) What drives the finish times for the rides? DESCRIPTIVE (40%) When do we have access to Area C? What wall sections do these numbers refer to? Where are you placing the crane? EVALUATIVE (30%) Does this milestone meet contract? 9 July 2013 Chalmers Integrated Product, Organization and Process Design 62

61 Submission-1: due midnight July 12 (Friday) Task: describe and analyze your project and organization design for a pre-defined test case Submit: Template file (group submission) ORID analysis on what you learned this week 9 July 2013 Chalmers Integrated Product, Organization and Process Design 63

62 6 Skills for success Good engineer: design, analyze, manage Research methods Communication Written/Oral Programming Colleagues, sponsors, stakeholders Integrated use of quick-response, careful analysis, reflection Chalmers Integrated Product, Organization and Process Design

63 Speculations: VDC Symbolic Model Objectives Testing Representation Reasoning User Interfaces Systems Interfaces Project Phase Discipline VDC will enable a small number of collaborating stakeholders to do rapid Multidisciplinary Design and Analysis 9 July 2013 Chalmers Integrated Product, Organization and Process Design 65

64 Learning goals Get basic familiarity with the POP project framework of VDC Product Organization Process (POP) Function Form Behavior (FFB) Understand class organization, opportunities, methods and expectations Motivate interest in Integrated Design enabled by VDC: Opportunities in practice Fun, power and job opportunities of models, modelbased analyses 9 July 2013 Chalmers Integrated Product, Organization and Process Design 66

65 What do you have? What do you want? 2013?, 2015? 2013?, 2015? 9 July 2013 Chalmers Integrated Product, Organization and Process Design 67

66 This week overview Day Tuesday Thursday Introduction: Take-home Theory: ICE, organizational modeling, big data, templates, VDC POP/FFB framework, types of models Practice: ICE session with Templates, Organizationprocess model and analysis (SimVision) lab Theory: Introduction to big data Practice: Organization-process model and analysis (SimVision), continued, and big data (SEE-IT) labs 9 July 2013 Chalmers Integrated Product, Organization and Process Design 68

67 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 42. *Develop Execution Strategy 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms Review skin changes w/db team 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution 3. Complete Tele Data Design G accept 13/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI G accept 15/14 Interface Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section (8) *Revise MEP loads, G accept lab equipment matrix 49. Develop reflected ceiling plan *Notice to proceed with detailed design SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI 17. *Risick reprogram solvent distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed Organization MEP Equipment schedules finalized AEI Management Task22 AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Integrated Product, Organization and Process design John Kunz Baseline Year-1 Rate ($K) Change (K$) Revenue 100,000 2% 102,000 Cost of contracted 85, % 84,660 work 85% Cost of self-performed work 10% 10, % 12,240 Gross Margin 5,000 5,100 Sales, G&A 2% 2,000 2,040 IT investment 70 Amortized costs of IT/yr 33% 23 Net income 3,000 3,037 Time to payback (years) 1.9 Net Income change (%) 1.2 The big idea: Integrated Product, Organization and Process design can support, at least design, fabrication and assembly