Project Definition and evaluation -- using VDC

Transcription

1 Requirement Relationship Requirement MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4AEI 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 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 Project Definition and evaluation -- using VDC John Kunz Function Product Behavior Qualitative Threshhold values The big ideas: Project definition (v) defines the: 1. Functional objectives what you want for your project; 2. scope or form what you will or did do; 3. Behaviors predictions and measurements of what you did And evaluates how well the designed scope responds to the objectives for the Product, Organization and Process, i.e., manageable elements of the project. 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

2 Goals of Project Definition (v) For the product, organization and process, project definition clarifies and aligns: Functional goals and objectives of the project what stakeholders want Specific deliverables, e.g., spaces, systems Conformance (highly reliable) safety, schedule, quality and cost Scope or forms project defines in response to objectives, i.e., specific designs of the Product (~weekly or daily): spaces, systems and components Organization: groups of people to do tasks that work on the design Process (daily work): tasks and milestones to specify functions, design and manage forms, and plan, procure, fabricate, deliver, construct and inspect Behaviors: Status of the project wrt goals and objectives predicted and measured performance of designed form or scope With respect to specific stakeholder objectives Using methods of VDC, Integrated Project Delivery, Lean and Sustainable development 2

3 Questions to consider in Project Definition actionability for team, for us What is the problem? what actions can a manager take? Manager can adjust functions, scope and details of product, organization and process Project definition defines them For whom is it a problem? Project definition describes the organization and identifies the stakeholders in the decision(s) that may/will face the problem Who is the decision maker(s) Project definition identifies stakeholders who can act Why do the modeling and analysis? Project definition identifies impact of performance on assessed goodness objectives, which allows team to identify impacts of choices So what? Adjust modeling and analysis level of detail to fit the impact of the decision on form or scope, schedule, quality and risk Inspired by Science and Decisions: Advancing Risk Assessment, National academies press,

4 VDC POP/FFB Model format 4

5 Process of Project Definition Do project definition as a stakeholder team Set functions (objectives) of Product, Organization, Process Design scope or form of Product, Organization, Process Identify project behaviors and define methods to predict, assess and observe them 5

6 Virtual Design and Construction (VDC) vs. Building Information Modeling (BIM) VDC BIM 6

7 In-class exercise Start Level-A VDC project definition for the iroom Level-A: 1-3 elements each in Product Functions, Scope, Behaviors Organization Functions, Scope, Behaviors Process Functions, Scope, Behaviors 7

8 VDC project definition templates represent goals and objectives VDC Product Organization Broad Goals Spaces, systems, components Actors (teams, people) Measurable Objectives Quality, cost, size, number Conformance, budget, backlog, latency, Process Tasks, milestones Dates, Schedule conformance, safety, cost Goals are broad and general, e.g., aesthetically pleasing Objectives are specific, measurable concise. They can be measurable, or assessed, e.g., OK or very-good Like an "object," an objective is there it is actual. 8

9 Process of Project Definition Do VDC project definition as a stakeholder team. For a LOD, Set functions (objectives) of Product, Organization, Process Design scope or form of Product, Organization, Process Identify project behaviors and define methods to predict, assess and observe them Elaborate VDC project definition details: Add predicted, assessed or observed values for P, O, P Behaviors Create criteria to assess each behavior (4-point scale: 0, 1, 2, 3) Compare relative design goodness of this option vs. others on Analyses tab Assign management attention to objectives that have lowest assessed goodness for those options that have highest goodness 9

10 Project Definition Clarifies and aligns Functional Goals Product functional breakdown structure A LOD Building Components Spaces Systems Note: functional intent of product elements is implicit Support below ground B LOD Support - above-ground Partition - interior Partition exterior Space - living Space - circulation Space - services Space - meeting HVAC Fire/security Lighting Legend Type of product Product sub-type Windows Roof 10

11 Product breakdown structure: Product functions BIM Specification template All functions Specification of BIM content BIM elements BIM element function - primary Level of detail (LOD) - AIA Level of detail LOD) - comments Fire/security Components Foundation Support (Conceptual) Minimum dimension > 4" underground 1/1/2013 Yes HVAC Components Above-ground steel Suppert - above 200 (Approximate Minimum dimension > 4" ground geometry) 1/1/2013 Yes Lighting Components Interior wall systems Partition - Interior 200 (Approximate Minimum dimension > 4" geometry) 1/1/2013 Yes Partition - Components Skin Partition - exterior 300 (Precise geometry) LOD 300: Minimum dimension > 4" exterior 1/1/2013 Yes Partition - Components Roof Roof 300 (Precise geometry) Architectural, not construction detail Interior 1/1/2013 No Roof Components Windows Windows 300 (Precise geometry) Architectural, not construction detail 1/1/2013 Yes Space - circulation Spaces Guest rooms Space - living 300 (Precise geometry) 1/1/2013 Yes Space - living Spaces Lobby Space - circulation 300 (Precise geometry) 1/1/2013 Yes Space - Meeting Spaces Utility/storage Space - services/ 200 (Approximate utilities geometry) 1/1/2013 Yes Space - Office Spaces Meeting rooms Space - Meeting 400 (Fabrication) Space - services/ utilities Suppert - above ground Support - Windows BIM Content Specification Due date of next BIM version 1/1/2013 Components HVAC system components HVAC 500 (As-built) Components with cost > $1000 1/1/2013 Yes Systems Fire/security Fire/security 500 (As-built) Components with cost > $1000 1/1/2013 Yes BIM content conforms to spec [Yes/No] Yes 11

12 Project Definition Clarifies and aligns Functional Objectives For product, organization and process, align measurable functional objectives to specify what project stakeholders want, e.g., Project Cost = $10M Organization Cost (owner team) = $0.5M Organization actor commitment conformance: > 85% Process schedule duration: 18 months 12

13 Project Definition Clarifies and aligns Functional Objectives For product, organization and process, align measurable functional objectives to specify what project stakeholders want, e.g., Project Cost = $10M Organization Cost (owner team) = $0.5M Organization actor commitment conformance: > 85% Process schedule duration: 18 months 13

14 Project Definition Clarifies and aligns Functional Objectives For product, organization and process, align measurable functional objectives to specify what project stakeholders want, e.g., Project Cost = $10M Organization Cost (owner team) = $0.5M Organization actor commitment conformance: > 85% Process schedule duration: 18 months 14

15 Measurable Project Objectives Metrics template Note Quantitative target value objectives 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 M Quality: POE satisfaction wrt 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 C Assessed Quality conformance to plan (% of items with rating >=4 on scale 1:5) Attention management Periodic project progress report P Subteam only Weekly S Stakeholder participation that is timely and meaningful (%) Adjust plan by stakeholder review and assessments Periodic project stakeholder survey P All on team Weekly Latency: % responses received <= 1 day Attention management Periodic project stakeholder survey P All on team Weekly

16 Project Definition Clarifies and aligns Functional Objectives and Identifies specific predicted (or observed) qualitative tolerance to identify green/yellow/red status 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 M Quality: POE satisfaction wrt 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

17 Project Definition Clarifies and aligns Functional Objectives and identifies relative assigned weights of objectives ( = 100) 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 M Quality: POE satisfaction wrt 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

18 Project Definition Clarifies and aligns Functional Goals Product form (or scope) breakdown structure: A LOD Building Components Spaces Systems Note: functional intent of product element is implicit Foundation Aboveground steel B LOD Wall systems Skin Patient rooms x 400 Public areas Services e.g., CT iroom work space HVAC Legend Type of product Product sub-type Windows Roof 18

19 Design scope or form of Product BIM Specification template BIM Content Specification All functions Specification of BIM content BIM elements BIM element function - primary Level-B: Top-10 (about) modeled cost/risk items Level of detail (LOD) - AIA Level of detail LOD) - comments Fire/security Components Foundation Support (Conceptual) Minimum dimension > 4" underground 1/1/2013 Yes HVAC Components Above-ground steel Suppert - above 200 (Approximate Minimum dimension > 4" ground geometry) 1/1/2013 Yes Lighting Components Interior wall systems Partition - Interior 200 (Approximate Minimum dimension > 4" geometry) 1/1/2013 Yes Partition - Components Skin Partition - exterior 300 (Precise geometry) LOD 300: Minimum dimension > 4" exterior 1/1/2013 Yes Partition - Components Roof Roof 300 (Precise geometry) Architectural, not construction detail Interior 1/1/2013 No Roof Components Windows Windows 300 (Precise geometry) Architectural, not construction detail 1/1/2013 Yes Space - circulation Spaces Guest rooms Space - living 300 (Precise geometry) 1/1/2013 Yes Space - living Spaces Lobby Space - circulation 300 (Precise geometry) 1/1/2013 Yes Space - Meeting Spaces Utility/storage Space - services/ 200 (Approximate utilities geometry) 1/1/2013 Yes Space - Office Spaces Meeting rooms Space - Meeting 400 (Fabrication) Space - services/ utilities Suppert - above ground Support - Windows Due date of next BIM version 1/1/2013 Components HVAC system components HVAC 500 (As-built) Components with cost > $1000 1/1/2013 Yes Systems Fire/security Fire/security 500 (As-built) Components with cost > $1000 1/1/2013 Yes BIM content conforms to spec [Yes/No] Yes 20

20 Project Definition Clarifies and aligns Functional Goals Organization form (or scope) breakdown structure A LOD Owner Actors GC Note: functional intent of organizational element is implicit Architect Medical design consultant Concrete sub MEP sub B LOD CIFE/SPS Energy design sub Steel sub Services e.g., CT Legend Type of actor Actor sub-type Structural Engineer 21

21 Project Definition Clarifies and aligns Functional Goals Work form (or scope) breakdown structure A LOD Tasks Design Build Commission Operate Note: functional intent of task element is implicit Design: building elements [Architect] B LOD Assess: Behaviors [Owner] Design: Building systems [Architect] Design: Building systems [HVAC/MEP designers] Legend Type of process task Task sub-type 22

22 Project Definition Clarifies and aligns Form/Scope re function specific steps to achieve goals and objectives Forms include: Product components and systems, e.g., Spaces Deliverables, 2/3/4D models, QTO, clashes, Risks Organization actors, e.g., Designers Commitments, Responsibilities Process tasks, e.g., Design-build building elements Plans, schedule, metrics Deliverables templates These templates available trough POP Home page Limit Level of Detail to top-10 (or top 100) most expensive project elements 23

23 Project Definition clarifies and aligns and shows status of Project behaviors Example: For each behavior, team identifies: Qualitative tolerance values -- to convert behavior to arbitrary units Relative weight ( = 100) Predicted/Measured and Assessed values Metrics Intent Prediction Evaluation Name Comment Target value Tolerance: +- How to use in management Source of data Type [P, O] Stakeholder s who saw data last week Collection frequency Objective Weight Predicted/ measured value (how you are doing) Assesed value M Quality: POE satisfaction wrt 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

24 In-class exercise Teams of about two, build on a VDC project definition for a project you defie: Define P, O, P functions (2 each) Define (measurable) P, O, P objectives (2 each) Sketch P, O, P breakdowns Sketch form of product, organization, process Estimate predicted behaviors for one of your design versions 25

25 Suggestions: Invite all relevant stakeholders to the project kickoff meeting and subsequent major design reviews. Define the project product, organization and process vocabulary in a generic VDC project definition as part of the kickoff meeting. 26

26 Suggestion: Whenever possible, create the vocabulary of the scope or form segment of VDC project definition templates using the names and definitions of deliverable elements (such as components, spaces and systems) of organization elements, or actors, and process activities... 27

27 Suggestions: Start with a Level-A instance VDC project definition (~1 P, O and P elements) at the start of a kickoff meeting. Create a Level-B instance VDC project definition (~10 P, O and P elements) very early in the design process, at least by the end of the first day of a kickoff meeting. An agreed-upon Level-B VDC project definition becomes the framework for more detailed modeling and analysis Start to elaborate the level of detail to Level-C (~100 elements each segment) only after the Level-B elements are defined, modeled, mutually consistent, acceptable and well understood. An agreed-upon VDC project definition at each LOD becomes the specification for more detailed modeling and analysis 28

28 Suggestion: Suggestion: Choose Level-B VDC project definition template elements so each represents about 10% of the cost, effort, risk or schedule duration of the project, whichever is most important for project success. 29

29 Suggestion: Include all relevant stakeholders in defining breakdown structures and each major version of the VDC project definition templates, at least including owner representative designer builder potential user 30

30 Suggestion: Create the scope or form elements of the VDC project definition templates to be consistent with corresponding breakdown structures, i.e., Product scope or form ~ Product Breakdown Structure (PBS) Organization scope or form ~ Organization Breakdown Structure (OBS) Process scope or form ~ Work Breakdown Structure (WBS) 31

31 Suggestions: Use organization process models to document the organization so all stakeholders understand it clearly predict organizational backlogs predict the volume and distribution of direct and hidden work identify 1 2 actors and tasks with greatest risk Attempt to mitigate the greatest predicted organization backlog, coordination, time and cost risks. Track organization commitments in a commitment report Nature of the commitment; by whom; to whom; when; comments 32

32 Suggestion: Track product organization process risks: Description Probability of occurrence Cost (of a change order to fix) Affected stakeholders (who can help fix, who must respond if it becomes real) Commit date: last responsible moment for resolution Clarity date: first responsible moment for clarification and (possible) mitigation Task and task owner: to clarify and mitigate or work around 33

33 Use VDC project definition templates to Clarify and align: Functional objectives what project stakeholders want for product, organization and process Specific deliverables, e.g., spaces, systems Conforming and highly reliable safety, schedule, quality and cost Scope or form what you will do -- periodic design and construction deliverables, including: Virtual designs (~weekly or daily) to update objectives, form or scope, predicted and measured behaviors Activities (daily work) to design and manage, procure, fabricate, deliver, construct and inspect Behaviors what you did project performance that Conforms to specific stakeholder objectives Using methods of VDC, Integrated Project Delivery, Lean and Sustainable development 34

34 Use VDC project definition templates Whatever your role: A, E, C or O Collaborating with your other stakeholders At every major milestone and at least every two weeks (re)do project definition of project functions, form or scope, behaviors Based on project definition templates, other models, analyses and field observations, Identify greatest risks in current product, organization, process Set measurable objectives to mitigate those risks Focus modeling and management attention to support risk mitigation objectives Set modeling purposes and model LOD given risk focus and mitigation objectives 35

35 Virtual Design and Construction (VDC) vs. Building Information Modeling (BIM) VDC BIM 36

36 VDC impacts traditional management practices Changes VDC project definition using templates requires broad project design and management perspective VDC models and model-based analyses enable much earlier view of risks Integrated project definition allows and requires balance of product, organization and process focus on risk management High value of early and frequent project stakeholder engagement to interpret models Issues Task owner to facilitate project definition who has broad project design and management perspective Make models and predictions public Flexibility of management and resources to mitigate risks Incomplete project views since no one model provides complete project view Interpret VDC project definition templates to help guide modeling and management focus and purposes, modeling LOD Use an iroom 37

37 Learning goals: Project Definition evaluate design quality The big ideas: Project definition (v) defines the: 1. Functional objectives what you want for your project; 2. scope or form what you will or did do; 3. Behaviors predictions and measurements of what you did And evaluates how well the designed scope responds to the objectives for the Product, Organization and Process, i.e., manageable elements of the project Using weight-rate-calculate method of MACDADI 38

38 Project Definition Clarifies and aligns Project behaviors Method Weight: relative weights of different metrics Rate: predicted vs. target value Calculate: Goodness = assessed behavior-i goodness * weight-i 39

39 MACDADI : Evaluate goodness of project designs Weight Multi Attribute Collective Decision Assistance for Design Integration Rate assessed Project performance re target Calculate: Goodness = assessed behavior-i goodness * weight-i Other (please enter) Overall goodness 18, Compare option vs. others Project team design review P All on team Every session 14,

40 VDC project definition templates in Excel: Home sheet Navigate to all VDC template sheets from the Home sheet Included Templates Examples 0. Project summary - background Background 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 6/30/

41 Methodology to do Project Definition and build VDC templates To identify related P, O, P elements that each use 10% of time, money, risk or effort (i.e., ~10 each) is hard and judgmental Suggestion: always look for what the model leaves unstated Constantly seek your maximum anxiety 42

42 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? 43

43 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? 44