13 Jan 07 CEE 111/211 1
CEE 111/211 Agenda: Jan 13
– Questions, comments, concerns– Administration
• Honor code• Lab: Wednesday
– Integrated Concurrent Engineering (ICE)
– Metrics*05-07-01
Finish
Final Program Confirmation with
Pharmacology
Final Program confirmation with LAR
KPFF
SRG Lab Task 37 Task 44 Project Mgt AEI Core Task 41 Task26 H Block Crew Task 23SRG / AEI Technical
AEI Core andSRG Lab HDCCO Costing SRG
Technical KPFFAEI Core and Tech HDCCO Core Code Rev
Consultant Solvent TarterH Block Crew
& TechSRG
LandscapeTele DataDesign Code Rev
Furniture
37. *Reprogram B#15 Shafts
34. *Finalize Pharmacology
Program
33. *Finalize LAR Program
32. *Finalize Bio-Organic Chemistry Program
35. *Finalize Protein Chemistry
Program 20. *Determine Scope of package D including vivarium
changes
45. *Complete all Basement/LAR Drawings
41. *Reprogram bookends B#13 and
B#15
36. *Analyze structural impacts
12. *Complete UG utiliites
25. *Do Central Plant design changes
19. *Determine vertical utilities
22. *Complete catwalk drawings
52. Finalize landscape
26. *Finalize B#13 and B#15
Exiting/architecural H occupancy concept
*Lab and vivarium
Programming Complete
27. *Finalize B#13, 15 Shaft Size &
MEP Room Locations
31.* AEI & SRG
Determine Design $/Time
Impact of
23. *Reprogram B#13 and B#15
Exterior Architecture
Bookend Programming
Accepted by Genentech
Notice to proceed on structural changes
Architect program/MEP
oncepts Established By Design
Team
29. *Document lab plan
1. *Redesign main MEP distribution systems
SRG Management AEI Management
Genentech PM
SRG Lab Plan
Ken Mouchka
Task 27Task 38
Organization
5. *Finalize lab & Equipment plans
Task 29
Task 28
30. *Approve Change to Design Contract
21. *Prepare Plan Views for Review of Concept w/City
39. *Finalize MEP distribution and
section
Task4 Task22
Review 80% documents
48. *Develop exiting plan
49. Develop reflected ceiling
plan
Turnover reflected
ceiling plan to AEI
Detailed Design 80 PC Complete
3. Complete Tele Data Design
42. *Develop Execution Strategy
44. *Complete B#14 Officing
Planning
18. *Detailed Lab Program
Documentation
47. *Develop lab DD plan
28. *Determine segregation of lab
and tech space
G accept lab equipment matrix
*Package B structural modifications (CCD3A)
13. *Code Consultants Review Concept for final
city Presentation
14. *HDCCO update Estimate of cost of Program
Review skin changes w/db team
Lab Planning Program Meetings with Pharmacology
Lab planning Program Meeting with ProteinChemistry
BMS Controls Meetings (Weekly)
Lab Planning Program meeting with Bio Organic 80% Drawing Review
Tele Data Coordination MeetingsSteel Detailing Meetings
Genentech 80% Detailed Design Review
Final Program Confirmation with Officing
Weekly Coordination
MeetingLab Planning Program Meetings with Directors
50. Designate size, location of 13 MEP, teledata rooms
54. KPFF design stairs for 13/1438. *SRG
Reprogram 13/14 interface, exiting,
stairs
43. *Changes in Steel Forwarded to Steel
Detailers
46. *RA Furnture Concept Complete
MEP, Teledata room design
*Design Budget & Schedule for Changes
Approved
*Notice to proceed with detailed design
24. *Complete B13,4 H block occupancy
requirements on MEP systems
17. *Risick reprogram solvent
distribution and waste
Issue 80% MEP CDs
(20) Incorporate 80% MEP review
comments
(19) Genentech review 80% drawings
53. Incorporate comments, complete
Architectural detail
2. Initial redesign MEP branch lateral distribution
G accept 13/14
Interface
*City Accept exiting
*Package C skin
modifications
55. KPFF design stairs for 15/14
40. *SRG Reprogram 15/14 interface, exiting,
stairs
B13 MEP HVAC, conduit, piping mains
completed
MEP 80% Review comments incorporated
Package D and UG addendum issued:
underground utilities, vivarium catwalk
10. Draft Alternate means
15. Jeff reprogram HMIS
(3) *AEI design MEP HVAC, Conduit & piping mains B13
16. *HDCCO Determine Schedule Impact
City Approval of Alternate Means
for Program
8. Review Alternate Means w/impact on LEL
and LFFH
(21-4) Finalize MEP Details, update specs and p&ID's
(8) *Revise MEP loads, MEP
Equipment schedules finalized
(13,15,16) MEP specs, P&ID's, control sequences
Work Process
Meetings
(6) Coord B13 MEP floor section
4. complete all Interior Architcture
*Cal OSHA Recommend Determination of LFFH
51. Designate size, location of 14 MEP, teledata rooms G accept
15/14 Interface
*Accept project scope:budget by Genentech
*City Approval of H Concept
*Exterior Programming
Accepted by Genentech
*Turnover lab and vivarium DD plan
to AEI
13 Jan 07 CEE 111/211 2
Week-1 Learning goals
• Get basic familiarity with and experience– Integrated Concurrent Engineering (ICE) method– Metrics in MDA:
• types, including project outcome objectives with explicit objectives, process performance with explicit objectives, and controllable factors
• how to track them • methods to use them in management• entering metrics into the POP and associated
MACDADI modeling tools. • Stimulate your creativity: WTC entries
13 Jan 07 CEE 111/211 3
Notices
• Q1 was due today, Tuesday• Lab: Wednesday – 3D (Revit)• Q2 due Tuesday, January 20
13 Jan 07 CEE 111/211 4
Note from a Sacramento architect …
Greetings- I’m writing to give complements and to donate research opportunities for a VDC student.
Our firm has been blinded by the benefits of BIM and VDC over the past year. Personally I am thrilled by the BIM culture at large, the freedom of interoperability and the rapid tempo that technology will afford the building industry. We have had the recent pleasure of collaborating with Skanska (one of your members) while building the DGS Central Utility Plant in Revit. This month we will be transitioning the remaining sectors of our office to BIM (Healthcare, Education, Corrections). …My sincere complements to your group for pioneering this field. We will be eagerly tracking progress as our field merges into this new wave of building. Hopefully our situation can contribute to your efforts.
13 Jan 07 CEE 111/211 5
Note from a recent grad
Dear John:As a graduate from Stanford, I want to take this chance to say the long overdue “thank you” to you for playing a part in one of the best experiences I had at Stanford. I’m referring to the VDC class (CEE143 I believe is the #) and the ensuing internship I took with you in 2006. Those were my first real looks at new technology in an engineering company environment, and I gained much professional and personal growth through them. Even though I switched to Mechanical Engineering academically, I think the knowledge from those experiences were really important parts of my Stanford education. Thank you for you patience in teaching me the VDC concepts and your efforts to set up the internship.
13 Jan 07 CEE 111/211 6
Stanford honor code
1. The Honor Code is an undertaking of the students, individually and collectively:
– … that they will not give or receive unpermitted aid in class work, in the preparation of reports …;
– that they will do their share and take an active part in seeing to it that others as well as themselves uphold the spirit and letter of the Honor Code.
2. The faculty on its part manifests its confidence in the honor of its students ...
3. … the students and faculty will work togetherto establish optimal conditions for honorable academic work.
13 Jan 07 CEE 111/211 7
Stanford honor code: Collaboration in this class
dos …• Talk with each other• Help each other• Make shared
submissions for team assignments
• Use your notes in composing assignments
… and don’ts• Copy work of
members of other teams
13 Jan 07 CEE 111/211 8
Writing guidelines: captions• Q2: submit as a zip file (MS-Word + PPT) to
Coursework before the start of class on Tuesday, Jan 20. Please see writing guidelines.
• Label figures with "extended captions" – E.g., Scientific American or Science– Explain content of figures: important features of the figure – Identify the message that you want the reader to
understand: why figure is important • Make sure that the figure has an important
message; – Delete any unimportant figure
13 Jan 07 CEE 111/211 9
Example extended caption
• Extended caption
– Note “callout”
13 Jan 07 CEE 111/211 10
CAD Lab1. Revit 3D model of a very simple building with
– at least 4 walls – roof – …
2. Plan and schedule of the design-construction of your simple building that has
– a few design and construction management activities
– a small but appropriate set of construction activities
– … 3. 4D animation that shows the construction of your
simple building
13 Jan 07 CEE 111/211 11
CAD Lab POP, Product models Form
Object Attribute
Requirement
Relationship Requirement Choice
ProductProduct Scope Product Scope . Building Spaces includes Room RoomProduct Scope . Cardinality (Walls) = 4
ProductScope . Cardinality (Building Physical Elements) range 4 - 5
ProductScope . Building Physical Elements includes roof slab roof slab
ProductScope . Building Physical Elements includes floor slab floor slab
ProductScope . Building Physical Elements includes wall-1 wall-1
ProductScope . Building Physical Elements includes wall-2 wall-2
ProductScope . Building Physical Elements includes wall-1 wall-1
ProductScope . Building Physical Elements includes wall-1 wall-1
ProductScope . Building Physical Elements includes gutter gutter
ProductScope . Building Physical Elements includes Door Door
Product Scope . Wall-1 . Type =Exterior - Brick on
CMU Exterior - Brick on CMU
Product Scope . Wall-2 . Type =Generic - 6"
masonry Generic - 6" masonry
Function
13 Jan 07 CEE 111/211 12
CAD Lab 4D model
• Lab 1 avi
13 Jan 07 CEE 111/211 13
Methodology to build VDC models
• Conceptualize project:– Product– Organization – Process
• Conceptualize Level of Detail (LOD):B. POP objects that use
10% of time, money or effort (i.e., ~10 each)
C. POP objects that use 1% of time, money or effort (i.e., ~100 each)
• Build and interpret initial (low LOD) model– Build 3D objects knowing
planned construction activities
– Put only same or related object types on a layer
– Relate to measurable objectives
• Elaborate model to higher LOD– As more effort supports
objectives and time allows
13 Jan 07 CEE 111/211 14
Methodology to build VDC models
• To identify related P, O, P elements that each use 10% of time, money or effort (i.e., ~10 each) is hard… and judgmental
• Suggestion: always look for what the model leaves unstated
Constantly seek your “maximum anxiety”
13 Jan 07 CEE 111/211 15
The Big Idea
• Integrated Concurrent Engineering is a technology-assisted social process that allows very rapid creation of multi-disciplinary performance models of project products, organizations and processes
13 Jan 07 CEE 111/211 16
Integrated Concurrent Engineering Background
Given• Goal = “extreme collaboration”
(1 week)• Excellent POP software• Collocated team• iRoom • Good generic POP model• SD (DD) phase
Performance change⇓Latency
⇓Duration
XC
Goo
dtra
ditio
nal
Latency(secs)
0200004000060000
Latency (secs)
Duration (days)
XC
Good traditional
050
100150200250300
Duration
13 Jan 07 CEE 111/211 17
The big idea of ICE• ICE obviously works (e.g., NASA)
1. Controllable enabling factors:• Excellent modeling and simulation• Shared project model• Closed Knowledge net• …
2. Observed process performance:• Short latency
3. Predicted and observed outcomes:• Short session duration• Coordination among actors (aggregate + by position)• Rework (aggregate + by position)
13 Jan 07 CEE 111/211 18
ICE-2 exercise
• Task: Design WTC submission (Q2, due Tuesday, Jan 20)
• Stations and Deliverables– POP– Organization (org chart - PPT) and Process models (Gantt
chart – your favorite tool)– Product sketch + 3D CAD (Revit)– Owner: resolve issues; Build Presentation of your model,
which you will collectively explain– Facilitator
• Budget– Groups of ~5: different than last week– 90 minutes for ICE interaction– 20 minutes for presentations, discussion
13 Jan 07 CEE 111/211 19
Query-2
Group project2. Create a POP and 3D model of the
construction of a structure to go on the World Trade Center (WTC) site. The model can be as abstract or real as you like. Please respond in some fashion to the call for proposals from the City of New York, and please see the submissions already made. Be creative and expressive.
13 Jan 07 CEE 111/211 20
WTC site design
13 Jan 07 CEE 111/211 21
WTC site design
13 Jan 07 CEE 111/211 22
WTC site design
13 Jan 07 CEE 111/211 23
WTC final design
• http://www.lowermanhattan.info/rebuild/new_design_plans/selected_libeskind
13 Jan 07 CEE 111/211 24
Possible WTC site design
13 Jan 07 CEE 111/211 25
Tuesday Overview
Understand and experience:• types of metrics, including project outcome
objectives, process performance, and controllable factors
• how to track them • methods to use them in management• entering metrics into the POP and associated
MACDADI modeling tools
Goals
13 Jan 07 CEE 111/211 26
Performance Metrics in AEC
The big idea: Progress in AEC effectiveness and efficiency comes from achievement of measurable goals, which include controllable, process and outcome metrics.
You may get what you ask for
13 Jan 07 CEE 111/211 27
Performance Metrics in AEC
"Be careful if you don't know where you're going in life, because you might not get there."
Yogi Berra, 2007, at St. Louis University
13 Jan 07 CEE 111/211 28
Performance Metrics in AEC
Agenda• Motivations for metrics• VDC Objectives• Methods• Call to action
13 Jan 07 CEE 111/211 29
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 $
• High energy use and rising energy costs
Source: US Department of Commerce, compiled by P. Teicholz
13 Jan 07 CEE 111/211 30
What can a manager do?
Opportunity• Owner: increase
value of facility investment
• Contractors: increase efficiency and profit
Method: explicit and public objectives
• Controllable factors • Process performance • Project outcome
Goal: broadObjective: concrete, like an object
13 Jan 07 CEE 111/211 31
Objectives: theoretical framework
• Control (Management): – What we want; what we can control– e.g., P, O, P functions, scope, behaviors to measure
and manage– Establish clear focus
Process– What we measure day by day, week by week– Basis on which we manage and intervene– e.g., Design, schedule & cost conformance– Set public, explicit, measurable objectivesOutcome• What we report to client, senior management• e.g., project safety, schedule, cost, quality– Set public, explicit, measurable objectives
13 Jan 07 CEE 111/211 32
Public metrics in AEC practice
Mace retrofit project at Heathrow
Obayashi construction, Tokyo
13 Jan 07 CEE 111/211 33
Practice Breakthrough Performance
>= 50% of supply and salesSomeGlobalization
Better: > 20% better than baseline
PoorSustainabilityGood – betterGoodSafety
0 variance, by POEGreat, by POE
++ operational productivity
± BigFunction
± 1-5% variance-20% mean/ft2
± 5-30%Cost
1 y Design<= 6 mos Construct
± 1-5%
1-6 y Design~18 mos Construct± 5-100%
Schedule
Objective: 2015Practice: 2008
13 Jan 07 CEE 111/211 34
Design-Construction Practice ControllableObjectives for CIFE Member Companies
2008Operate with a strategic planto implement VDC incrementallyUse (Visualization) stage of VDC confidently
• Staff each project with four VDC trained engineers
2010• Operate with a strategic plan for
VDC; manage by public and explicit M-B process metrics
• Use (Integration) (>= 5 business purposes on >=10 major projects/year)
• Pilot (Automation); automate >30% of routine design and construction activity (> 2 pilot projects/year); and
• Staff each project with four VDC trained engineers
13 Jan 07 CEE 111/211 35
(Multiple) Controllable factorsVDC strategy and plan Control– P, O, P elements to design, visualize and track; to
integrate; to design automatically or prefabricate– Model and manage 100% of POP items with > 10 (1)% of
time, cost, effort or energyVDC scope: P, O, P elements to model and analyze; to integrate; to design automatically or prefabricate, to schedule and track• Model and manage 100% of POP items with > 10 (1)% of
time, cost, effort or energy• Maturity phase: Visualization, Integration, Automation
Number of trained VDC engineers: 4/projectPublic process performance metrics: Weekly report safety + ~5 process performance metrics
Control function, form of product, organization, process
13 Jan 07 CEE 111/211 36
(Multiple) Controllable objectives
Stakeholder engagement: public and explicit definition of who, when, for what purposeCoordination activities (requests + responses)• 90% of all coordination activity planned (weekly), explicit, planned
and publicly reported90% of all planned coordination activity is reported (weekly) by intended recipients to have been timely and suitable
Prediction basis: > 80% of all predictions by founded, automated methodsDesign versions: 2 or more >= 80% of all decisions that affect more than 10% (2%) of cost, effort or scheduleGlobalization strategy and plan: >= 50% of components and services from global suppliersLifecycle cost factors considered: money; natural resources consumed; emissions
13 Jan 07 CEE 111/211 37
Use controllable factors …
• Whatever your role: A, E, C or O
• Collaborating with your other stakeholders
• At least every two weeks• Identity factors you can and
want to control for your – Overall project– Next project phase– Next 2 weeks
Controllable Factors• VDC Strategy: POP elements
to design, integrate, automate• VDC Scope: models to make
and LOD• Coordination activity to plan,
track and manage • Number of trained VDC
engineers• Public process performance
metrics to track• Design versions
13 Jan 07 CEE 111/211 38
VDC impacts traditional management practices
Train; give slack to learnConsider Certificate Program
Stakeholders need skill to make, analyze and engage with models
Stakeholder(s) to model and analyzeAdapt organization and process!
VDC becomes a new process to manage
Believability, timeliness of project definition
Build POP models early and often!
Stakeholders need a shared vocabulary and methods
IssuesChangesPhysical and social environment that fosters multi-stakeholder interaction
Use iRooms for design and construction management!
Management risk identification and attention allocation become model-based
13 Jan 07 CEE 111/211 39
Method to Manage Using VDC in Practice
Method: objectives• Controllable factors: choose them!⇒Process performance: measured ~ daily, weekly
and compared with public, explicit objectives– Safety– Schedule, cost, quality conformance – Response, decision latency– Field RFIs– Rework volume– Field material delivery
⇒Project outcome: public, explicit objectives -- seek breakthrough
13 Jan 07 CEE 111/211 40
(Multiple) Measurable Process objectives• Safety: 0 lost-work incidents• Conformance to schedule (PPC), cost, quality, delivery &
stakeholder participation objectives: [>=90% within 2% of plan]• Schedule conformance = “percent of promises/plan complete” (PPC)• Stakeholder participation: reported meaningful and timely participation
of intended stakeholders in design/construction reviews • Latency
• Response (decision-making no earlier than necessary): [minutes in design sessions; mean <= 1 working days; 95% < 2 days]
• Decision (decision-making promptness): [minutes in design sessions; mean <= 1 working days; 95% < 2 days]
Measure process performance daily/weekly; compare with objectives
13 Jan 07 CEE 111/211 41
(Multiple) Measurable Process objectives• Field performance:
– Material delivery: 98% within 24 hours of use– Field-generated Requests for Information: 0 (for
questions related to issues that could have been identified at the award of the construction contract)
– Rework volume: 0
Measure process performance daily/weekly; compare with objectives
13 Jan 07 CEE 111/211 42
Use process metrics …
• Whatever your role: A, E, C or O
• Collaborating with your other stakeholders
• Daily or weekly, – measure process
performance– compare predicted and
measured process metric values with objectives
• Based on variances, update product, organization and process scope to improve performance
Process• Safety• Conformance to schedule
(PPC), cost, quality, delivery, stakeholder participation objectives
• Latency (promptness)• Field-generated Requests
for Information• Rework volume
13 Jan 07 CEE 111/211 43
Class projects and objectives
For your class project model(s) and analyses,• Identify, predict and assess• Total of >= five business purposes • At least one each relating to
– Product, e.g., QTO, energy, area– Organization, e.g., cost, backlog (risk)– Process, e.g., cost, duration, rework, risk
• Build a story that explains how your objectives relate to (potential) project measurable process and outcome objectives, e.g., latency, schedule/cost/quality conformance, POE quality
13 Jan 07 CEE 111/211 44
VDC impacts traditional management practices
IssuesChanges
Model Level of Detail (LOD)Work carefully to build, integrate and
manage multi-discipline models!Use separated but consistent modelsHelp project use corporate methods!
Stakeholder interactions reference VDC models
Culture that welcomes (or tolerates) “failure” reports
Make performance public and explicit!
Daily/weekly performance measurement becomes a new process to manage
Model and model-based analysis timeliness and believability
Deliver at least weekly!
Model-based predictions become relevant, believable and inexpensive deliverables
13 Jan 07 CEE 111/211 45
(Multiple) Project Outcome objectives
Safety: 0 lost hoursSchedule:
Design within 1 year (SD, DD, CD), (90% conformance)Construct within 6 months (95% conformance)
Cost: within 2% of budget (95% conformance)Quality: 100% satisfaction by POESustainability: 20% better than previous recent jobsDelivered Scope: 100% satisfaction by POE assessment (all jobs)Globalization: >= 50% of supply chain from global suppliers
Measure outcomes at major milestones; compare with objectives
13 Jan 07 CEE 111/211 46
Use outcome performance …• Whatever your role: A, E,
C or O• Collaborating with your
other stakeholders • At every major milestone• Compare measured
outcome values with objectives
• Based on variances, update– objectives for
controllable factors – process and outcome
objectives
Outcomes• Safety• Schedule• Cost• Delivered Scope• Sustainability• Globalization
13 Jan 07 CEE 111/211 47
VDC impacts traditional management practices
IssuesChanges
Corporate focus required to integrate models, automate processes, help as needed
Empower a CIO team!
Cross-project improvement in modeling and analysis methods becomes a crucial business competence
Early visibility of risks requires flexible management and resources to mitigate them
Consider consulting “swat teams”!
Responsibility for success and failure become public, often early
Ability to put VDC competence on all projects
Support professional development of staff and stakeholder partners
Ability to model and make model-based analyses becomes requirements for success
13 Jan 07 CEE 111/211 48
(Multiple) Predictable performance objectivesControllable Process Outcome
VDC Strategy: POP elements to design, integrate, automate
Safety: 0 incidents Safety: 0 lost hours
VDC Scope: model 100% of items with > 2% of value, time, cost or energy
Conformance of schedule, cost, quality, delivery, stakeholder participation to objectives: >= 90%
Schedule: <= 1 y Design< .5 y ConstructVariance < 5%
Coordination activity: planned, explicit, public, informed > 90%
Latency (promptness): mean <= 1; 95% within 2 working days
Cost: >= 95% of budgeted items within 2% of budgeted cost
Number of trained VDC engineers: 4/project
Field-generated Requests for Information: 0
Delivered Scope: 100% satisfaction
Public process performance metrics: ~5
Rework volume: 0 (for field construction work); objective = 10-20% (virtual work)
Sustainability: 25% better than 2002
Design versions: 2 or more >= 80%
Globalization: potentially>50% global
13 Jan 07 CEE 111/211 49
Suggestions on process metrics
• Use conformance to keep number of metrics small, e.g., • Quality: 100% Conformance of designed spaces to stated
architectural functional objectives• Schedule: 90% of tasks start and finish within 1 day of operating
schedule• Cost: 98% of budgeted items have actual cost within 2% of
estimates• Stakeholder participation: 98% of all intended stakeholders
report timely and meaningful participation in meetings
• Track performance Root cause problems reduce variance improve mean
13 Jan 07 CEE 111/211 50
Comments from VDC Value Survey:
Projects often do not track and manage using quantitative performance metrics today
• Quantitative impacts remain largely invisible – VDC seems to sell itself
• Quantitative data response low– 90% do not quantitatively track impacts
• Most respondents do not know cost performance!!• Half of participants do not know performance!!
13 Jan 07 CEE 111/211 51
How to use business objectives• Understand the options• Select ~5 each for focusIStrategy
– Controllable: (VDC Scope, stakeholders)– Process: (schedule, cost, quality, delivery, stakeholder participation) – Project: (scope, cost, quality)
• Report status explicitly, publicly – Trend line– Variance– Root causes
• Set explicit, public objectives: – Reduce variance– Improve mean
• Manage process, project to improve selected metrics:– Make controllable change– Plan, track, manage plan vs. actuals
• VDC strategy and plan• Coordination activity• Design versions:• Risk management strategy• Globalization strategy and plan• Cost estimates• Schedule• Cost• Field material delivery timeliness• latency• Field-generated RFIs• Rework volume: • Meetings• Safety• Schedule• Cost, Scope• Sustainability• Globalization
13 Jan 07 CEE 111/211 52
Meeting new Performance Objectives
Integrated business approach
• Culture: public commitment; public performance reporting
• Technology: predict, track• Strategy: unique value• People: skills, incentives• Organization: structure• Process: planning,
execution, objectives
Culture
Technology
Strategy
Process
Organization
People
13 Jan 07 CEE 111/211 53
Design-Construction Practice Breakthrough Performance
>= 50% of supply and salesSomeGlobalization
Better: > 20% better than baseline
PoorSustainabilityGood – betterGoodSafety
0 variance, by POEGreat, by POE
++ operational productivity
± BigFunction
± 1-5% variance-20% mean/ft2
± 5-30%Cost
1 y Design<= 6 mos Construct
± 1-5%
1-6 y Design~18 mos Construct± 5-100%
Schedule
Objective: 2015Practice: 2008
13 Jan 07 CEE 111/211 54
0None
0Other
6Function
3Sustain
2Globalize
6Cost
1Schedule
Goal
0None
1Other
7Function
3Sustain
4Globalize
0Cost
1Schedule
Goal
Important for AEC Important for CIFE
Breakthrough Objectives: CIFE member assessment of importance
13 Jan 07 CEE 111/211 55
Tuesday Overview
Understand and experience:• types of metrics, including project outcome
objectives, process performance, and controllable factors
• how to track them • methods to use them in management• entering metrics into the POP and associated
MACDADI modeling tools.
Goals
13 Jan 07 CEE 111/211 56
Performance Metrics in AEC
The big idea: Progress in AEC effectiveness and efficiency comes from achievement of measurable goals
You may get what you ask for