Integrated Concurrent Engineering

Transcription

1 Requirement Relationship Requirement Integrated Concurrent Engineering (ICE) 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 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 Concurrent Engineering John Kunz Function Product Behavior Qualitative Threshhold values Predicte Observed Object Attribute 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$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Baseline Year-1 Rate ($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 ideas: Integrated Concurrent Engineering (ICE) is a social method, helped by technology, to create and evaluate multidiscipline, multi-stakeholder VDC models extremely rapidly. Multiple factors together enable its success.

2 Learning goals for Week-2 Learn basic theory and practice of ICE, Metrics, TEI Review submissions from W-1 and clarify +/ practices Plan class project 2

3 Reflections Interesting that there is so much software to use for management. Lots of things are automated and automation works well. Project management seems underserved and has potential, so it is interesting I like that there is still a need for the human and judgement. Surprising tat this is not used so much, but it seems easy and fast to use and easy to learn It is interesting to reflect on how much time to plan vs. start early. Is there a golden rule to follow? 3

4 Details for Week-2 Dinner at my home this Tuesday Due date for homework: Sundays 4

5 Integrated Concurrent Engineering (ICE) Background Given Objective = Rapid, effective design extreme collaboration (~1 week) Excellent POP software Collocated team iroom Good generic POP model SD (DD) phase focus Performance change XC Latency (secs) Good traditional Duration Latency (secs) XC Good traditional Duration (days) 5

6 The big ideas of ICE Exceptional performance, e.g., Team-X at NASA-JPL It works because it achieves exceptionally short information latency and short task durations, reliably Multiple factors enable ICE to work 6

7 Integrated Concurrent Engineering at JPL (ICE) Properties Collocated Organization (Closed Knowledge Network) Excellent Technical Infrastructure Formal Objective Metrics Informal Process and Culture Photo thanks to JPL 7

8 Integrated Concurrent Engineering at CIFE Integrated Collaborative Engineering (ICE) at CIFE Collocated Organization (Closed Knowledge Network) Excellent Technical Infrastructure Formal Objective Metrics Informal Process and Culture 8

9 Tasks of a typical ICE session 1. Plan: Specify project intent, or functional goals and objectives wants: Broad goals for content of models at specified LOD Specific measured performance objectives Specific deliverables and commitments by specific teams and individuals 2. Do: Model project design, or forms : in response to goals and objectives 3. Check: Verify model content re specification 4. Act: Predict project performance, or behaviors attribute values Predictions based on models, judgement Evaluate project performance: Acceptability of predicted behaviors vs. specific objectives 10

10 Deliverables of a typical ICE session 1. Plans: Specifications of project intent, or functional goals and objectives: Broad goals for project and content of models at specified LOD Specific team and individual deliverables and commitments Specific measurable performance objectives 2. Models of project designs, or forms -- dos Product: 3D BIM Organization: team members, budgets, charters Process: tasks, methods, resources 3. Checks: Verification of model content re specification conformance checks Predictions of project performance attributes Predictions based on models and stakeholder judgment Assumptions used in predictions 4. Next steps: Evaluation of project performance: Risk assessment and mitigation strategy Actions using current design and models) 11

11 Potential value of VDC Better project or corporate performance (measurably) Suggests need for ~weekly performance data: specify >3 metrics Better clarity of decision processes, for Decision-makers Execution team Executive team Better plans and clear commitments for working team Increased profitability: rework; work effort; business VDC methods: Models: Product (3/4D), organization (commitments), process (plan, schedule) Collaboration methods: ICE Analyses (model-based): Clash, Structure, QTO, cost, energy, Metrics: Outcome, process, controllable factors 12

12 Observations ICE at NASA-JPL characteristics Organization: Multiple stations (~18) Process: careful design Technology: Multiple shared display screens Shared database (Icemaker) 13

13 Coordination Latency is the fundamental performance metric for knowledge work Response latency = Time from a designer posing a question to receipt of a useful answer Decision latency = Time from receiving useful information to making a decision with it Good engineering practice for both: 2 days weeks typical Measurable ICE Objective for latency: minutes, reliably For and as assessed by all intended stakeholders 14

14 Simple analysis of Latency Traditional Project requires 100 queries per Latency = 2 days (good!) 100 modeling, analysis, meeting task durations < 2 days Project duration ~ 200 calendar days (typical) Latency paces schedule (typical) Not direct work ICE (Team-X) Project requires 100 queries per Latency = 1 minute 100 modeling, analysis, sidebar task durations ~8 minutes Project duration ~ 2 calendar days (Team-X) Direct work (modeling + analysis + documentation) paces schedule (Team-X), Not coordination latency 15

15 ICE requires latency management Latency extends schedules Interdependent tasks have incessant information requests Requests have response delays (latency) Latency adds no value, measures collaborative waste Integrated Concurrent Engineering dramatically cuts time and latency Reduces latency from days to minutes Direct work tasks must run in minutes Enables radically decreased project duration Researchers, practitioners report improved cost, quality Requires high reliability (> 99%) latency: one major latency source jeopardizes project success New organizational form 16

16 How ICE (Team-X) works Manages: 1. Duration of direct work tasks Model, describe, predict, explain, evaluate, generate alternatives, decide Requires highly skilled engineers with excellent tools that they know well and culture that provides good enough answers 2. Coordination Latency Time for a designer to obtain usable information Requires many enabling factors Supports both: 1. Associative (divergent) thinking Many options, intuitive, including unique idea Fluency (lots of options), Flexibility (different kinds), Original (at least one) 2. Analytical (convergent) thinking data, prediction, analysis, evaluation and recommendations that believably support decisionmaking Actionable 17

17 ICE Methods Normal Stations Owner Product: model functions, scope, behaviors Organization: model functions, scope, behaviors Process: model functions, scope, behaviors Integrated project: POP model Facilitator (session leader) Project manager Process All stations simultaneously develop model inputs Coordinate continuously Assess and evaluate first design option Deliver project: Definition Objective assessment Option evaluation 18

18 Steps to perform ICE sessions Pre-planning: a few days immediately prior to ICE sessions Invite a very small set of project principals (2-4) Do project definition and identify POP model at Level-B with ~10 each of P, O, P elements Determine the design space to explore in ICE session: Invite participants of actors in POP model to ICE session Select modeling and analysis tools and methods Assure that facility and intended tools are available ICE session: ~3 sessions within one week Post-session: a few days immediately following ICE sessions to create formal deliverables 19

19 When to hold ICE sessions For each major project phase at least early (concept and schematic), detailed (DD, CD) and to plan construction Collaborating with your other stakeholders Hold a set of about 3 ICE sessions Build and analyze a project model for the next phase in enough detail to identify objectives, scope and predicted performance believably 20

20 Why to hold an ICE session Do project definition rapidly and believably Define functional objectives, scope, behaviors of Project, i.e., Product, Organization, Process Clearly identify tasks and deliverables for next period (week or month) Focus: product element and system(s) served Who: responsible group, individuals What: tasks to perform When: according to broadly reviewed and accepted schedule How: methods and resources to be used by responsible team(s) to coordinate, do work and verify work Context: specific risks and uncertainties to address based on broad project review coordination tasks to assure success given risks 21

21 To plan a set of ICE sessions Enable effective use of ICE methods Professional development of potential team members - create culture, methods, incentives Implement enabling tools: P, O, P modeling and analysis applications, display technology, shared database Plan each set of ICE sessions: Identify Objectives and intended deliverables: models, analyses, reports, recommendations, Number of sessions and calendar schedule: typically 2-4 over ~ 1 week Intended participants, tasks for each session Effort and time budgets for use of ICE sessions Process performance metrics and methods: measured and assessed quality, schedule, cost 22

22 ICE vs. traditional meetings Issue Outcome re issue at hand Agenda management Description of problem and context Number of options considered Supporting technologies Resolution ICE Focused on clear, shared agenda Shared and clear Multiple; consider whatifs Interactive visual models and analyses Traditional meetings Tracking of status Tangents, pursuit of personal agendas Individual perceptions Focused on agenda of one individual Paper and appeal to understanding of others 23

23 Decisive: How to Make Better Choices in Life and Work Chip and Dan Heath Risks in decision-making - decision situations to avoid: Narrow framing of a problem: focus on immediate issue Confirmation bias: did it this way last time so let s do it that way again Short-term emotion: don t hurt feelings of anyone Over-confident: failure to identify Plan-B just in case 24

24 Decisive: How to Make Better Choices in Life and Work Risks in decision-making - decision situations to avoid: Narrow framing of a problem: focus on immediate issue Wide set of design options Confirmation bias: did it this way last time so let s do it that way again Really test assumptions; embrace disagreement Short-term emotion: don t hurt feelings of anyone Find distance from past and then decide Over-confident: failure to identify Plan-B just in case Prepare multiple contingencies just in case 25

25 Decisive: How to Make Better Choices in Life and Work Risks in decision-making - decision situations to avoid: Narrow framing of a problem: focus on immediate issue; Wide set of design options Confirmation bias: did it this way last time so let s do it that way again Really test assumptions; embrace disagreement Short-term emotion: don t hurt feelings of anyone Find distance from past and then decide Over-confident: failure to identify Plan-B just in case Prepare multiple contingencies just in case ICE can help 26

26 Staff survey: Example of how senior management helps 1. I feel that I can challenge people at any level in my organization without fear. 2. I feel I can ask for and receive the resources (time, budget, equipment) I need to solve problems. 3. My Manager/Supervisor makes it easy to speak up when problems arise. 4. My Manager /Supervisor listens to bad news, yet still asks for unrealistic targets. 5. When we present bad news, our Manager/Supervisor repeatedly asks for more information focused on showing that the problem is not as bad as it seems. 6. My Manager/Supervisor encourages us to ask for help outside our organization or the chain of command (e.g., outside our project or work group or next level up) if we need it. 7. I am aware of what to do when a Manager/Supervisor doesn t respond appropriately to bad news and it needs to be escalated to a higher level. 8. My team uses metrics and processes effectively (e.g., trend program, standard metrics, etc.) to analyze, surface & solve problems. 9. In my organization, we live by our corporate values 10. The formal metrics in my organization often do not convey an accurate picture of performance. 32

27 ICE session Plan: Form a group to do a class project. Make sure that team has SimVision Take a few minutes and plan for your project: Big Idea Outcome metrics and target values for each x 2-3 POP framework Do: Meet in groups of 2-3 teams in discuss your plans in an ICE session Check and Act: each ICE session summarize discussions for class 33

28 ICE Enabling Factors (Committed) Organization Stakeholders Present: (Closed knowledge network) Focused design staff: 100% committed in sessions Flat organization structure Egalitarian culture High goal congruence (Dynamic) Process Shared reciprocal expectations Processes clear: (low equivocality) Processes distinct: High structure independence Resolve problems in small self-formed groups (Pooled communications) (Visual) Technology Excellent disciplinespecific modeling, visualization tools Rich communications media Integrated database 34

29 Assessment of status of ICE Enabling Factors (Committed) Organization Stakeholders Present: Focused design staff: 100% committed in sessions: Flat organization structure: Egalitarian culture (Dynamic) Process Processes clear: (low equivocality): Processes distinct: Resolve problems in small self-formed groups: (Visual) Technology Excellent disciplinespecific modeling, visualization tools: Rich communications media: Integrated database: High goal congruence: 46

30 ICE Enabling factors: so what? Necessity: excellent ICE performance requires all factors to work well Sufficiency: No one factor suffices Early evidence (Stanford classes) of necessity, sufficiency of these factors (from observations or theoretically-founded simulation) Process and team experience are crucial, so understanding factors may help understand how to change Team-X to Make specific improvements Replicate Team-X (in less than 10 years it to create it) 47

31 Deliverables of a typical ICE session 1. Plans: Specifications of project intent, or functional goals and objectives: Broad goals for project and content of models at specified LOD Specific team and individual deliverables and commitments Specific measurable performance objectives 2. Models of project designs, or forms -- dos Product: 3D BIM Organization: team members, budgets, charters Process: tasks, methods, resources 3. Checks: Verification of model content re specification conformance checks Predictions of project performance attributes Predictions based on models and stakeholder judgment Assumptions used in predictions 4. Next steps: Evaluation of project performance: Risk assessment and mitigation strategy Actions using current design and models) 48

32 ICE pre-plan ICE Plan Example template from templates file ICE pre-plan Problems Outcomes Participants Agenda Resources Problems for session to focus on Specify architectural spaces first floor Size building systems Identify building construction components for first floor Desired outcomes Spaces to model are specified Systems in first floor are sized and specified Components (first floor) that take > 1 hour to install are listed and added to spec of components to model Intended Participants Participant discipline Pre-session assignments Mary Architect Owner share project goals and objectives Joe MEP Engineer Define and share team charter Hamid PM PM assure availability of BIM authoring and review tools for team members Sonya Owner Owner share project goals and objectives Member of pre-plan team (yes/no) Role in ICE session Member of postsession wrapup team (yes/no) Agenda items Yes Discipline expert Yes Review project goals and objectives No Discipline expert No Specify spaces, systems, components to model Yes Facilitator Yes assign modeling tasks to individuals No Recorder Yes Plan coordination activities for each modeling task Outcome intent met? (Yes/Partial/No) Meeting space, technologies, models, tools Smart Boards Excel Meeting space with tables, chairs for team of 10 49

33 Production plan Commitments Commitment Example template from templates file. Add a few commitments for follow-up work Task Priority Short description Responsible team Budget (FTEhours) Coordination dependent team(s) Approval team Due date Done ontime Comments/ model image(s) 1 2 A (Contract requirement) Add door in BIM PM 20 Architect PM 4/1/2013 No 50

34 Coordination commitments Coordination template from templates file Add a few coordination commitments for follow-up work Coordination Commitments Planned coordination activity Responsible individuals Due date Due date met (y/n)? Expected LOD Comments 51

35 Deliverable commitment report: Example template Planned deliverable BIM spec for current step Responsible team, individuals Receiving team Due date Due date met (y/n)? Expected LOD Core team BIM architect Mm/dd Top-10 $ elements BIM review Review team x 50 PM Mm/dd [1:5] each team Next step plan development Sr Mgt approve next step Deliverables Example Core team PM Mm/dd Task size 2-5 FTEweeks Comments No team priority yet Sr Management PM Mm/dd Yes/no/ buts Decision required 53

36 Risks Risks Example template from templates file Add a few based on your review during or at end of session Identified risk BIM ready partner teams available Potential impact of risk ($, time, effort) Dramatic schedule Severity: Low, Medium, High High Parties affected by risk Client Risks - Example Individuals responsible for mitigating design, approval Early partner relationship team Earliest analysis/ last responsible moment dates Day-1/ end of concept phase Mitigation activity BIM training for partner staff Resolution date met (Yes/No)? Comments Best to set expectat-ions early Sea level rise Costs/ curtailed operations Medium Operations Concept design team Day-1/ end of Concept Dikes 100-year risk Goverment plan OK Delay open day Low Operations Core group Day-1/ facility open Engage government review early Ongoing risk Paint spec unclear or inappropriate Cost: use contingency; schedule delay Low Client Core group Day-1/ facility open Vet across different examples 54

37 Use ICE for Target value design for cost, schedule, energy, Generate and evaluate many design options w/ice Select target cost Rapid design method: PIDO efrontier.eu/docum entation/pido.html + - Value Assessed project value and predicted cost of many options Linear value curve Low Cost High 55

38 Use ICE for Target value design for cost, schedule, energy, Generate and evaluate many design options w/ice Select target cost + Value Assessed project value and predicted cost of many options Non-Linear value curve - Low Cost High 56

39 Use ICE for Target value design for cost, schedule, energy, Generate and evaluate many design options w/ice Select target schedule Assessed project value and predicted schedule of many options Value + - Low Schedule High 57

40 Use ICE for multi-discipline target value design: When a change affects two measures of project success, Choose when upside value exceeds downside risk E.g., - cost risk < + upside schedule compression value (c)

41 To read more Section Integrated Concurrent Engineering (ICE) supports VDC Pp in VDC recommended reading "Virtual Design and Construction: Themes, Case Studies and Implementation Suggestions," CIFE working Paper #97,

42 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? 60

43 Requirement Relationship Requirement Integrated Concurrent Engineering (ICE) 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 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 Concurrent Engineering John Kunz Function Product Behavior Qualitative Threshhold values Predicte Observed Object Attribute 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$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Baseline Year-1 Rate ($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 ideas: Integrated Concurrent Engineering (ICE) is a social method, helped by technology, to create and evaluate multidiscipline, multi-stakeholder VDC models extremely rapidly. Multiple factors together enable its success.