Effective Design Planning & Managementsoftware.adeptmanagement.org/downloads/adept_seminar.pdf ·...

© Adept Management Ltd, 2009

An introduction to

Effective Design Planning & Management

John Steele & Paul Waskett


An Introduction to Adept Management

ADePTServices

Design Management

ADePT DesignSoftware Suite

Integrated Design Planning

Process Control

Design Team Performance Reporting

ADePT Design Builder

ADePT Design Manager

Software Training

Design & Bid Management

Interim Design Managers

Strategic Planning & Monitoring

Process & Procedure Development


Design Management Framework

Defining the Design

Process

Consultant Appointment

Collaborative Working

Integrated Design

Planning

CommercialControl

Design Development &

Control

Process Control

Design Team Leadership

®

Customer Engagement


Overview of the methodology


Poorly Managed Engineering - The Effect

o Fact – design / engineering projects overspend

• 36% of design commissions overspend

o Fact - design / engineering projects over-run

• 42% of design commissions are late

o Severe knock on affects in construction

• 51% of construction projects overspend

• 35% of construction work is late

Year 2007 – Construction Performance

Source: DTI construction statistics annual report, 2007


Characteristics of Design

o Design is an iterative process

o Driven by information

o Can be highly complex

o Not always well understood

o Usually broken into sub-problems

o Can involve many people

o Normally undertaken in stages


Why the ADePT approach?

o Establish common set of project objectives

o Generate understanding and knowledge of the project

o Educate:• Designers

• Contractors

• Clients

o Eradicate wasteful / unnecessary periods of rework

o Improve ability to monitor progress

o Make & capture strategic decisions

o Reduce the level of ‘risk’ in the project




Defining the design process

Process Modelling


Stage 1: Taking a Systems View

Activity or Decision

• What will appear on the programme

• Must be understood by the owner

• Must be at the right level of detail!


A1Architectural

Design

A2Civil

Design

A3Structural

Design

A4Mechanical

Design

A5Electrical Design

A0Facility DetailedDesign

Define and structure the tasks

Each of these ‘functions’ can then be sub-divided further

o Define Work Breakdown Structure (WBS)

o Identify level of detail in which to schedule ‘tasks’

o Assign ownership / responsibility for each task


ArchitecturalDesign

A1

EnvelopeDesign

A.1..2A.1.1 A.1..3

Define and structure the tasks


A completed process flow diagram

3

Produce Lift Shaft Structure Specification

2

Produce Lift Shaft Layout and Sections

1

Establish Size of Lift Shaft

Structure

Cross-disciplinary design info.

Uncheckeddesign

information

Lift shaftstructure spec

Lift shaft structure details

Lift shaft structural member thickness & depths

Manufacturer's info.Sub-contractor's info.

Lift motor room vent reqs

Lift levelling accuracyLift control method

Lift door opening details

Intra-disciplinary design info.

Lifting beam details

Precast floor details

Plant floor details

Ground water levels

Lift shaft pit/head req’s

Lift type

Building sections GAs

Lift plans & elevations

Task name (verb noun)

Cross disciplinary information input

Intra-disciplinary information

input

External information input

information output


Design Team Workshops


Taking a Hierarchical View


Information exchanges

Activity properties

Information requirements

Information outputs

Predecessor activities

Successor activities


Project Modelling ‘Wizard’


A Typical Design Processes

Deliverable

Deliverable

Deliverable.

Deliverable

DeliverableDeliverable

External Constraints






Great!...Now we have the data what do we do with it?

…understand and streamline


Planning the design process


A Typical Design Processes

Deliverable

Deliverable

Deliverable.

Deliverable

DeliverableDeliverable







A dependency structure matrixO

rder

of

acti

vity

Dependency classificationA = vital; B = important; C = nice to have


Initial iterative block


Initial optimisation of matrix


Declassifying dependencies


Declassified matrix


Declassification is...

o Identifying Critical Decision Points & then• making assumptions; or

• adding fixity; or

• managing expectation & impact with the aim of

• reducing risk,

• reducing rework;

• minimising iteration.

o A STRUCTURED & EXPLICIT WAY TO STREAMLINE YOUR PROCESS


Streamlining your Process


Detailed Locker Room Co-ordination

Envelope / Structure Interface

Ceiling Voids & RCP Co-ordination

Sub-structure Co-ordination

In practice: clusters represent systems


A view of all clusters / systems


Co-ordination loops identified in ADePT and shown in the

design programme


Integration with linear construction schedule

WP1 date - construction drivenWP2 date - construction driven

WP1 date - design driven

WP2 date - design driven+ve variance (late)

-ve variance (early)

…finding the pinch-points


-100 -80 -60 -40 -20 0 20 40 60 80 100Procurement Packages Target Tender

Date

Bicycle Enclosures 13/07/2009Vehicle Barriers 13/07/2009Soft Landscaping 19/01/2009Internal Signage 06/04/2009Floor Screed 09/02/2009External Signage 23/03/2009Decorations 06/04/2009External Render 05/01/2009Floor & Wall Tiling 23/03/2009Soft Flooring 23/03/2009Lifts 09/02/2009Internal Glazed Screening 10/11/2008FF&E inc. White Goods 02/03/2009Catering / Kitchen Equipment 15/12/2008Small Kitchen Fitout 16/02/2009Fixed Furniture inc. Reception Desk 03/11/2008Security Fencing 06/10/2008Floor Painting / Epoxy Flooring 19/01/2009Hard Landscaping 04/08/2008Internal Joinery 15/12/2008Plumberwork / Sanitary / Toilet Fitout 17/10/2008BWIC 24/11/2008Toilet & Kitchen Pods 17/10/2008Internal Doors & Ironmongery 17/11/2008Roof Mansafe 18/08/2008Brick & Blockwork inc. Windposts 28/07/2008RainWater System 11/08/2008Dry Lining / Plasterboard / Fire Stopping 25/08/2008Flat Roof Coverings 23/06/2008Raised Flooring 04/08/2008Roof Cladding / Finishes 26/05/2008Roller Shutter Doors 02/06/2008Suspended Ceilings 22/09/2008Sports Pitches 07/04/2008Architectural & General Metalwork 18/08/2008Sliding / Folding Partitions 10/11/2008Curtain Walling 28/04/2008Insitu Concrete Frames 30/06/2008External Windows / Doors / Glazing 19/05/2008M&E Building Services 11/02/2008Retaining walls / Structures 05/11/2007Precast Cladding 17/03/2008Site enabling / Ground works 05/11/2007Drainage SW / FW 02/11/2007Substructures inc. Ground Slabs 14/04/2008Structural Steelwork / Decking / Purlings 31/03/2008Precast Concrete: Slabs, Stairs, Column 28/04/2008External Crib Walling 05/11/2007External Services 21/10/2007External CIS Pit & Ducting 02/11/2007

Variance: construction vs. design dates


Imposing Constraints


Understanding the impact

Impact understood and a managed decision can be made to resolve

this issue


Key decisions required to integrate design & procurement


-100 -80 -60 -40 -20 0 20 40 60 80 100 -100 -80 -60 -40 -20 0 20Procurement Packages Target Tender

Date

Bicycle Enclosures 13/07/2009Vehicle Barriers 13/07/2009Soft Landscaping 19/01/2009Internal Signage 06/04/2009Floor Screed 09/02/2009External Signage 23/03/2009Decorations 06/04/2009External Render 05/01/2009Floor & Wall Tiling 23/03/2009Soft Flooring 23/03/2009Lifts 09/02/2009Internal Glazed Screening 10/11/2008FF&E inc. White Goods 02/03/2009Catering / Kitchen Equipment 15/12/2008Small Kitchen Fitout 16/02/2009Fixed Furniture inc. Reception Desk 03/11/2008Security Fencing 06/10/2008Floor Painting / Epoxy Flooring 19/01/2009Hard Landscaping 04/08/2008Internal Joinery 15/12/2008Plumberwork / Sanitary / Toilet Fitout 17/10/2008BWIC 24/11/2008Toilet & Kitchen Pods 17/10/2008Internal Doors & Ironmongery 17/11/2008Roof Mansafe 18/08/2008Brick & Blockwork inc. Windposts 28/07/2008RainWater System 11/08/2008Dry Lining / Plasterboard / Fire Stopping 25/08/2008Flat Roof Coverings 23/06/2008Raised Flooring 04/08/2008Roof Cladding / Finishes 26/05/2008Roller Shutter Doors 02/06/2008Suspended Ceilings 22/09/2008Sports Pitches 07/04/2008Architectural & General Metalwork 18/08/2008Sliding / Folding Partitions 10/11/2008Curtain Walling 28/04/2008Insitu Concrete Frames 30/06/2008External Windows / Doors / Glazing 19/05/2008M&E Building Services 11/02/2008Retaining walls / Structures 05/11/2007Precast Cladding 17/03/2008Site enabling / Ground works 05/11/2007Drainage SW / FW 02/11/2007Substructures inc. Ground Slabs 14/04/2008Structural Steelwork / Decking / Purlings 31/03/2008Precast Concrete: Slabs, Stairs, Column 28/04/2008External Crib Walling 05/11/2007External Services 21/10/2007External CIS Pit & Ducting 02/11/2007

Result: aligned construction & design dates


Managing & Controlling Design Delivery




Programme for one design discipline


Programme for one project stage


Select tasks to add to the work plan for this period0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Task Priorities

Due to be completed

Due to be progressed

Current Date

End of Focus Period

End of Look-Ahead

Period

Due to be completed in the next period

Due to be progressed in the next period

0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Add tasks to the work plan to create a ‘draft’ plan 0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Publish the work plan to the design team0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Manage any constraints identified by the team0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Validate the progress given by the design team0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Write progress back to the design programme so that it can be rescheduled 0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Workflow process in practice

1. Generate Workplan

2. Publish Workplan to design team

3. Update Workplan with

team’s progress & constraints

4. Update programme &

archive Workplan

Reschedule programme

Star

t of

Foc

us p

erio

dEn

d of

Foc

us p

erio

d

0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Overall Reporting

o What did we plan to achieve?o What did we complete?o What did we fail?o Why did we fail?o Fix problem and re-plan!

o What do we need to start / complete the activity in the future?

o What could stop us?

o How can we mitigate the risks?

o Ensure that we plan to deliver?

Looking Back

Looking Forward

0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Managing change (emerging need for re-design)


Understanding the impact

Impact understood and an evidence-based decision made to resolve this by all parties


Update the programme and report performance 0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Understand and report trends0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Report overall progress:activities, information or documents

• Activities completed• Information produced• Documentation issued

0%

10%20%

30%40%50%

60%

70%80%

Aug Sep Oct Nov Dec

% P

lan

Com

plet

e


Tools to Plan and Manage Design



o Establish a work breakdown structure (WBS) for the design

o Identify a clear division of design responsibilities

o Identify all information dependencies and classify them based on their criticality

o Schedule all deliverables to be produced by the design team

o Record key project stages, target dates and durations

o Sequence a design process across all designers to exploit the availability of design information

o Identify key risks and decisions required by the team and client / owner

o Establish coordination requirements based on iteration in the design process

o Integrate the design process with the project procurement strategy

o Publish a target design plan in Asta Powerproject or Primavera 5.0/6.0


o Publish short-term look-ahead plans

o Capture progress and the root-cause of any failures

o Ensure activities and coordination are closed out by the team

o Identify and manage constraints such as resource and informationshortages

o Report design team performance in an objective way

o Identify trends in the project delivery

o Publish clear management reports of progress, performance and trends

o Assess the impacts of major design changes

o Import progress reports to maintain a meaningful plan


Current & Recent Implementations of ADePT


ADePT - Benefits Identified

o Identification and removal of “turbulence”

o Greater certainty of design co-ordination

o Ability to better prioritise design work

o Focus on task completion

o Effective integration of sub-contractor design

o Better change management

o Improved team collaboration

o Self-policing design team

o Design fee validation


An introduction to

Effective Design Planning & Management

John Steele & Paul Waskett

024 7623 6929

[email protected]

www.adeptmanagement.com

www.amltechnologies.com

Date post:	31-Mar-2018
Category:	Documents
Upload:	trinhnguyet
View:	239 times
Download:	3 times

Effective Design Planning & Managementsoftware.adeptmanagement.org/downloads/adept_seminar.pdf ·...

Documents