Implementation of Dependency Structure Matrix (DSM) for Managing Design Iteration on Complex Projects

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Mervyn Stanley
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1 Implementation of Dependency Structure Matrix (DSM) for Managing Design Iteration on Complex Projects Peter Berg, DPR Construction Will Powell, AML Technologies October 16,

Introductions Peter Berg DPR Construction Experience Highlights 20 Years Experience in Operations & Preconstruction Last 10 Years Building Higher Education & Research

2 Introductions Peter Berg DPR Construction Experience Highlights 20 Years Experience in Operations & Preconstruction Last 10 Years Building Higher Education & Research Projects in Downtown Phoenix Project Types: Semiconductor, Healthcare, Datacenter, Corporate Office, Higher Ed CMAR, Design-Build and IPDLight Project Delivery Methods 2

Project experience from $20M to $4B + projects.

3 Will Powell Adept Management Consulting Introductions Experience Highlights 12 years experience implementing DSM on live projects. Project experience from $20M to $4B + projects. Experience in multitude of project types: Healthcare, Aviation, Datacenter, Corporate office, Education, Retail and more. Specialist in fast-track design processes such as DB / IPD. 3

4 Takeaways Why Dependency Structure Matrix (DSM)? What is DSM? Design Iteration Analysis example on a real project. DSM implementation steps. Experiment Delta/Plus. 4

5 Team Members P 5

University of Arizona Health Sciences Education Building (HSEB) University of Arizona Health Sciences Education Building PHOENIX, AZ The new 268,000-sq.-ft.

6 University of Arizona Health Sciences Education Building (HSEB) University of Arizona Health Sciences Education Building PHOENIX, AZ The new 268,000-sq.-ft. sixstory facility consists of administration and faculty offices, lecture halls, learning studios, flexible classrooms, student and faculty services, clinical skills suite, simulation suite, gross anatomy facilities, class laboratories, learning resource center, cafeteria, student lockers, group study rooms, conference rooms and miscellaneous building support. Quick Facts: $99 million 268,000 sq. ft. LEED-NC Silver P 6

P University of Arizona Biomedical Partnership Building (BPB) University of Arizona Biomedical Partnership Building (BPB) PHOENIX, AZ This new 245,000-sq.-ft.

7 P University of Arizona Biomedical Partnership Building (BPB) University of Arizona Biomedical Partnership Building (BPB) PHOENIX, AZ This new 245,000-sq.-ft. high rise biomedical research laboratory consists of ten floors, a basement and rooftop mechanical penthouse. The facility includes live imaging, a 200 person seminar room, loading dock, centralized RO water, centralized liquid nitrogen and wet benches with flow cytometry, histology, microscopy, radioisotope and tissue culture distributed core spaces supporting genomics and proteomics research. Upper floors will consist of dry laboratories supporting and biomechanical engineering. Four interior lab floors will be shelled for future build out. Quick Facts: $104 million 245,000 sq. ft. Targeting LEED-NC Silver 7

8 2008 UofA HSEB Timelines Oct 1 Programming and Design Jul 30 UofA HSEB VIVARIUM Oct 1 Construc5on Jul Apr 1 Programming and Design Apr 30 UofA HSEB T.I. May 15 Construc5on May 15 Aug Sep Oct Nov Dec 2014 Feb Mar Apr May Jun Jul 2014 Aug 1 Programming and Design Apr UofA BPB Feb 1 Construc5on Jul 1 Jul Oct 2015 Apr Jul Oct 2016 Apr Jul Oct Today 2016 Jul 1 Programming and Design Oct 30 Jan 5 Construc5on Nov 17 8

9 The Design-Cost-Feedback Cycle P 9

10 HOW CAN WE ELIMINATE THIS WASTE? 10

11 Understanding Complexity The Black Box of Design Design is an iterative and messy process. Where is the value-adding iteration and how do we progress through it? Where is the wasteful iteration and how do we remove it? How do we align the iteration with project constraints? W 11

12 What is ADePT? Dependency Structure Matrix with a Plan-Do-Check- Act (PDCA) WWP Cycle Stage 1 Stage 2 Stage 3 % Plan Complete 80% 70% 60% 50% 40% 30% 20% 10% 0% Aug Sep Oct Nov Dec Model the Process Sequence & Analyze Iteration Alignment of Integrated Design Schedule Process Control Iterative analysis via DSM and detailed, holistic modelling. Detailed reporting and re-baselining with PPC, RCA, and Last Planner principles applied W 12

13 What is DSM? Order of activity Dependency classification A = vital; B = important; C = nice to have W 13

14 What is DSM? The ability to sequence and understand complex, iterative processes in order to remove inherent wasteful iteration. W 14

15 DSM Process Level 5 Design Schedule Detail Detailed understanding BPB approximately 1000 design activities and 3000 interdependencies (oneto-many relationships) Predecessors AcDviDes Successors 15

16 DSM Process Design Iteration Analysis & Planning Large blocks of iteration identified 3 months to resolve one of them in a 12 month program. Multi-disciplinary iteration requiring client signoffs in multiple systems W 16

17 DSM Process Reducing remaining iteration One decision, many results: 65 activities & 6 systems >29 activities & 2 systems 90 days to resolve reduced to 15 days W 17

18 Strategic Planning Managers SHOULD MASTER SCHEDULING -Set milestones -Identify long leads Production Planning Last Planners SHOULD CAN DSM SCHEDULE LOOKAHEAD PLANNING -Pull work plans from master DSM schedule -Identify and remove constraints -Identify additional activities WILL DID WEEKLY WORK PLANNING WEEKLY CHECK-IN -Issue workplans for work that can be done -What did we not complete? -Why did we not complete? -Adjust for moving forward. W 18

19 ADePT Process Accurate Design Progress Measurement Data is provided directly by the Design Team on progress, constraints and reasons for failure. Real data allows real understanding and real adaptation to design change. W 19

20 Root Cause Analysis Issue Identified Solution Implemented Recovery Constraints - AwaiDng client approval Reasons for Failure - AwaiDng client approval AcDviDes to be completed AcDviDes actually completed W 20

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22 Steps to Implement DSM on the UofA BPB Project 1-Day Kick-off Meeting. 1-Day of One-on-One s. Building the DSM. 2 to 4 Hours - Tearing Workshop/Iteration Analysis. 1 Hour/Week - Weekly PDCA Cycle. P 22

23 Design-Construct Cost Influence P 23

24 DSM DELTA S Belief that Design is Creative and cannot be Planned. Siloed Design-Bid-Build Behavior. Development of Trust to Allow for Transparency. Psychological Barriers We all Fall Victim to Hofstadter s Law The Dunning-Kruger Effect is Alive and Well The 2 nd Law of Thermodynamics. P 24

25 DSM PLUSES DSM is a standard process. DSM can be used to identify and reduce wasteful iteration. The process encouraged transparency. Weekly small batch planning helped create flow in design. Reduced the Design-Cost-Feedback Cycle Time. Potential reduced rework related added design service fees. P 25

Integrated Practice and Collaboration

Integrated Practice and Collaboration The Cronkite Experience SUNDT CONSTRUCTION Terry Abair HDR ARCHITECTURE Michael Jackson Case Study THE CRONKITE EXPERIENCE Content: The Challenge The Pursuit Team