Aligning Project Requirements with Team Capabilities (slides with notes)

B i l a l S u c c a r , 2 0 1 4

with team capabilitiesB i l a l S u c c a r , C h a n g e A g e n t s + B I M E x c e l l e n c e

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a l ign ing project requirements

Presenter

Presentation Notes

Abstract: Aligning project requirements with the capabilities of teams/individuals is one of the most difficult and recurring challenges facing team managers. Each project is typically very different and has its specific design, delivery and service requirements. Also, each individual project member is unique and differs greatly in his/her skills, knowledge, experience and attitude. Selecting unsuitable team members or formulating an unbalanced project team is a common and costly error; especially in large and complex BIM projects. These resourcing blunders are caused – more often than not – by a mismatch between project requirements, staff competency profiles, team dynamics and how all these variables relate to each other. While BIM project resourcing is often conducted as a trial-and–error exercise, there are a number of foundational criteria that – if understood – will simplify the process of matching BIM project requirements to individual/team capabilities. The slideshow presentation and this supporting document will clarify a number of these criteria including: how to classify BIM projects; clarify BIM project requirements; select a BIM project workflow; understand individual staff abilities; formulate BIM teams; and define suitable BIM project roles. By understanding these and other criteria, aligning project requirements to individual/team’ capabilities becomes a less complex, more manageable task

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Introduction1

Project attributes, project requirements2

BIM deliverables3

Team types, competencies and capabilities4

Aligning requirements with capabilities5

Summary + discussion6

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INTRODUCTIONSEC TION 1 o f 6

R T C A u s t r a l a s i a B i l a l S u c c a r , 2 0 1 4

evidence-based calculation

gut-feeling

moving f rom towards

senseless repetition

we’ve always done it this way

focus on the whole

custom calibration

understand the parts to improve the whole

Moneyball (movie, 2011), Columbia Pictures

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The Moneyball movie provides insight into how a game can be analysed and broken down into its basic components.


is le

ss o

r eq

ual t

o

P R ≤ AT DAbility To Deliver

with team capabilitiesaligning project requirements

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PROJECT REQUIREMENTSP ro d u c t c o m p l ex i t yP ro j e c t s p e c i f i c a t i o n s

SEC T ION 2 o f 6

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the relative difficulty to design or deliver a constructed product (a facility).

PRODUCT COMPLEXITY

geometric challenge

functional intensity

noveltyHaMaC – complete concept networksource: actoranalysis.com

Product complexity is three types:

Presenter

Presentation Notes

Product complexity refers – as the name suggests – to the relative difficulty to design or deliver a constructed product (a facility). Product complexity can be caused by either the product’s geometric challenge, functional intensity and/or novelty.


HOUSE in NORMANDYsource: sinbadesign.com

Louisiana State Museumsource: aasarchitecture.com

Geometric ChallengeProduct Complexity

PROJECT ATTRIBUTES

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The project on the left shows a geometrically complex internal structure, while the project on the right shows a reasonably simple box-like house.


Sport Hallsource: nest-architecture.com

Palo Alto Medical Foundation (credit: DPR Construction)source: buildipedia.com

Functional IntensityProduct Complexity

PROJECT ATTRIBUTES

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The project on the left shows an intricate set of MEP systems within a service-intensive building, while the project on the right shows a less complex structure.

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As the project’s functional intensity increases:

Functional IntensityProduct Complexity

PROJECT ATTRIBUTES

the number of specialised project partners increases

their separate deliverables (models, drawings, etc.) vary and increase

the intricacy of the combined virtual product increases

the effort needed to coordinate all specialties increases

the capability requirements to model, facilitate and coordinate all these specializations dramatically increase

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NoveltyProduct Complexity

PROJECT ATTRIBUTES

due to the number of “known unknowns” and “unknown unknowns”

All novel project experiences are:

COMPLEX

Donald Rumsfeld source: magixl.com

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Product’s novelty: designing or constructing even a simple residential building is a complex undertaking for those who have no prior experience in this project type.

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Project volatility refers to the probability of being adversely affected by uncontrollable factors – examples:

Project VolatilityPROJECT ATTRIBUTES

Project is suddenly stopped by a client or an authority

Project is significantly changed in design, scope or schedule

Project suffers from environmental disruptions

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Project specifications are the formal criteria defining both the construction product (outcome - the structure or facility to be delivered) and the construction process (activity - how the design and construction processes will be conducted):

Project SpecificationsPROJECT ATTRIBUTES

by Attribute

ATTRIBUTE PRODUCT (virtual or physical) PROCESS (activity to be performed)

Descriptive light-filled house speedy delivery

Prescriptive 65-75% of enclosing walls must be clear or translucent glass

design teams must meet every Tuesday noon

Performance-based e.g. 20,000 lux (average) in 70% of all areas during Autumn

the federated model must include less than X structural/mechanical clashes at project phase Y

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by Project Phase

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A project can be subdivided into 3 main lifecycle phases; each with its own set of specifications.

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by Project Phase

Design PhaseDesign Phase specifications are three types:Design specifications which include spatial, aesthetical and functional – how the facility will look and function

Delivery specifications which include models, drawings, quantities and analytical studies. Delivery specifications also define when these need to be submitted and at what level of detail

Service specifications which include the soft aspects of project delivery – e.g. communication, collaboration and project leadership

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what are BIM deliverables?SEC TION 3 o f 6

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Project specifications can either be expressed as a project requirements or as a project deliverables depending on the ‘lens’ we’re using. One project player will specify a construction product or a construction activity (pull) while another player will use the specification as a basis to deliver the desired product or fulfil the activity (push). For example, ‘identify virtual clashes between mechanical ducts and structural drop beams in area X’ is an activity that can be considered a: Requirement for the lead consultant, client or project manager; and Deliverable by the mechanical designer or ducting sub-contractor. In essence, all project requirements are also project deliverables and vice versa. For simplicity, the remainder of this document will only use the term project deliverables and - more specifically - BIM deliverables.

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“A general term referring to BIModels, Model Components, Model Uses and all other project/ process deliverables expected out of using BIM tools and technologies” source http://bimexcellence.net/dictionary/bim-deliverable

BIM Deliverables

BIM DeliverablesPROJECT DELIVERABLES

Model-based deliverables (model uses)

There are two types of BIM deliverables:

Principle-based deliverables

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Principle-based BIM deliverables are those underlying BIM projects and differentiate them from their pre-BIM or non-BIM counterparts:

Principle-based BIM Deliverables


Principle-based BIM Deliverables

• 3D visualisation – BIM is a visual method• Multidisciplinary collaboration - BIM is a

collaborative method• Information richness – BIM is a rich-

information management method• Component standardisation – BIM is based

on standardised components at varied levels of information detail (LID)

• Task automation – BIM methods are intended to automate pre-BIM tasks

• Data connectivity – BIM connects various data sources

• Relationship contracting: BIM improves benefit and risk sharing and flourishes through relationship contracting (e.g. IPD, PPP and other forms of alliancing)

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Model-based BIM Deliverables

Model-based deliverables (Model Uses) are the project outcomes expected from generating, collaborating-on and linking BIModels to external databases.

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t h e B I M W h e e l


Model-based BIM Deliverables

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Model-based deliverables (or Model Uses) are the project outcomes expected from generating, collaborating-on and linking BIModels to external databases. Model Uses are a subset of project deliverables and include ‘uses’ specific to a single project phase (e.g. model-based construction logistics) or applicable across multiple project phases (e.g. waste management).

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TEAM CAPABILITIESSEC TION 4 o f 6

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A team - for capability-matching purpose - is a collation of individuals or organizations which share a common goal and thus work together to reach that goal. To properly match project requirements to team capability, it is important to differentiate between three types of teams:

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A team is a collation of individuals or organizations which share a common goal and thus work together to reach that goal.

individuals organizations

there are three types of teams

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WORK teamsw i t h i n a n o r g a n i za t i o n

A B

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Work Teams which are composed on individuals from within the same organization

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PROJECT teamsacross organ izat ions

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Project Teams which include individuals from two or more organizations

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ORGANIZATIONAL teams2 or more organ izat ions

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Organizational Teams which collate the two or more organizations

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team CONFIGURATIONS showing three types of teams

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the number and types of projects involved in

SKILL

the software tools that individuals know how to use

o construction knowledgeo collaborative processeso model-based workflowso team dynamicso applicable standardso data exchange protocols

KNOWLEDGE EXPERIENCE

individual COMPETENCIES: the three components of competency

Presenter

Presentation Notes

Individual competency are the aggregate sum of three components: Knowledge - e.g. knowledge about construction law Skill – e.g. how to use Revit or Tekla Personal traits - e.g. leadership and friendliness Individual BIM competencies are the personal traits, professional knowledge and technical abilities required by an individual to perform a BIM activity or deliver a BIM-related outcome. These abilities, activities or outcomes must be measureable against performance standards and can be acquired or improved through education, training and/or development. The term ‘individual’ refers to professionals, tradespeople, academics or students from any discipline or specialty, irrespective of their position or role.

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Individual BIM competencies can be subdivided into three Competency Tiers:• The Core Tier - reflects the personal

abilities of individuals enabling them to conduct an activity or deliver an outcome

• The Domain Tier - refers to the professional abilities of individuals, the means they use to perform multi-task activities and the methods they employ to deliver outcomes with complex requirements

• The Execution Tier - represents an individual’s ability to use specific tools and techniques to conduct an activity or deliver an outcome.

individual COMPETENCIES: the three competency tiers

Presenter

Presentation Notes

Individual BIM competencies can be subdivided into three Competency Tiers: Core, Domain and Execution: The Core Tier - reflects the personal abilities of individuals enabling them to conduct an activity or deliver an outcome. This core tier is subdivided into: Foundational traits, Situational enablers, Qualifications and licenses, and Historical indicators The Domain Tier - refers to the professional abilities of individuals, the means they use to perform multi-task activities and the methods they employ to deliver outcomes with complex requirements. There are eight competency sets within this tier: four primary sets (managerial, functional, technical and supportive) representing the main types of professional ability; and four secondary sets (administration, operation, implementation and research & development) identifying those abilities which are formed by the overlap of Primary Sets The Execution Tier - represents an individual’s ability to use specific tools and techniques to conduct an activity or deliver an outcome. The ability to use a software tool (e.g. a 3D model authoring tool), drive a vehicle (e.g. a 30 tonne tipper truck) or operate specialized field equipment (e.g. a laser scanner) are examples of execution tier competencies. Also, the ability to employ specialized techniques (e.g. programming, drawing and plastering) is also classified under the Execution Competency Tier.

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Organizational CapabilitiesCAPABILITIES

Capability Sets

BIM Capability Sets v4.1(Succar, 2014)

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Organizational capability refers to the means available to an organization which can be deployed in designing or constructing facilities. Such means - or capability sets - fall under three categories: technology, process and policy.

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Organizational CapabilitiesCAPABILITIES

Hierarchy

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The Capability Hierarchy (aka Assessment Pyramid) shows how the BIM Capability of a sample organization (here shown as composed of three branches or business lines) is a compilation of different types of competencies. At the base of this hierarchy are individual competencies, which represent levels and distribution of skill, knowledge and experience among staff. Moving up the hierarchy, resides the capability/maturity of organizational systems which include information management practices, collaborative workflows, and administrative protocols. There are also experience gained from past performance by working on projects. All these competency types collectively form an organization's BIM capability.

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a l igning capabi l i t ies withproject requirements

SEC T ION 5 o f 6

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WORK team example

aligning project requirements to abilitiesthrough standardised workflows

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Presentation Notes

Team abilities need to be aligned to organizational activities and project requirements. The next few slides will identify a number of project workflows that apply to Work Teams (a team within a company) at a project’s Design Phase. To best understand the workflows, these are modelled to fit the typical workflows of an architectural firm.

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pre-BIM linear workflow

BIM-era linear workflow

Neckties Model partial(Succar, 2010)

more datamore informationmore detail

more informationmore detail

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Presentation Notes

A project passes through a number of contractual milestones throughout its life cycle. Within the Design Phase, a pre-BIM project flow is structured around contractual milestones. The number of these milestones (e.g. formal approvals and staged payments) have significant impact on the type and richness of information being submitted. In the BIM-era, contractual subdivisions pertaining to pre-BIM still guide discussions and identify when payments are made. However, these milestones do not influence what BIM components to use and information to generate. In the BIM-era, time-fixed and static design evolution milestones (e.g. Schematic Design, Design Development, Contract Documentation, etc.) are replaced with a fluid and faint line separating flexible early modelling and conceptual work from the later standardised and highly-detailed modelling necessary to guide construction and fabrication. This faint line will be referred to the FLASH juncture (Flexible and Low-detail to Attribute-rich, Standardised and High-detail).

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Flexible and Low-detail to Attribute-rich,

Standardised and High-detail

the point where 3D models change from beingFLASH juncture

Presenter

Presentation Notes

A number of evolving model-based FLASH junctures are increasingly used and will need to be recognised. Understanding these junctures are key to aligning project requirements with team abilities. Some of these are intra-organizational and discipline-specific (e.g. within an architectural work team), while others are inter-organizational and discipline-agnostic (e.g. within a multidisciplinary project team). For example and within project teams, there are a number of new junctures: - Customising and agreeing on a BIM Management Plan - Interchanging the first set of object-based models (e.g. RVT files) between architectural, mechanical and structural designers - Resolving clashes between structural and mechanical elements

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Workflow A: a single Revit model [R] is created at the start of the project and continues to be developed until practical completion.

Workflow B: two Revit models are developed as part of this workflow. The first model [R1] is generically developed until reaching the FLASH juncture. After which, a more standardised replacement model [R2] is developed until practical completion.

Workflow C: a model is developed using software [X] until reaching the FLASH juncture. After which, a Revit model [R] is developed until practical completion.

Workflow D: two models, one using Revit [R] and another using another software [X], are developed simultaneously until reaching the FLASH juncture. After which, only the Revit model [R] continues to be developed until practical completion.

Design phase WORK teams alignment by project workflow – 4 typical flows

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Presentation Notes

Within work teams, there are a number of junctures that vary according to discipline. With respect to designers in general - and architects in particular – there is one main BIM-era juncture and it’s FLASH: when the model evolves from being Flexible and Low-detail to Attribute-rich, Standardised and High-detail.

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Geometriccomplexity

FunctionalIntensity

TopologicalNovelty

Volatility BIM toolSkill Level

Low n/a Low Low High

Low orMedium n/a Low or

MediumMedium or High

Low or Medium

High Low Mediumor High High Low

Medium or High

Medium or High

Medium or High

Low or Medium

Mediumor High

Design phase WORK teams alignment by project workflow

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MILESTONES 1 [X] 2 [XR] 3 3a 3b 3c 3x

Project RequirementsSoftware Requirements SketchUp SketchUp + Revit Revit

Competency Requirements Profiles A2 and A3 Profiles A3 and B4 Profiles A3, A4, B4 and C2

Design Specifications (DS) DS Section 1 DS Sections 2 and 3 DS Sections 3 and 9Service Specifications (SS) SS Section 1 SS Section 2 SS Section 2Project Deliverables3d visuals Renders LD HD2d documents Internal Layouts LD MD HD

External Design LD MD MD HDSchedules Area Schedule n/a LD HD

Door Schedule n/a n/a LD MD HDModel Uses Fire Simulation n/a v1 v2

Wind studies n/a v1 v2

using Workflow types to align requirements with deliverablesworkflow type D

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PROJECT team examplealigning requirements to abilities


projectREQUIREMENTS

projectDELIVERABLES

p u l l p u s h


TEAM capabilitiesPROJECT requirements

=?


DISSECTIONproject attributes

AGGREGATIONcompetencies

capabilities


DISSECTION AGGREGATIONcompetencies

capabilitiesproject attributes

Pre-fabricationLife Cycle Cost AnalysisFM through BIM/GIS

Cost Estimation

56 new families needed

BIM Uses

Skills needed

Tekla, IFC4, Navisworks…

Components needed

IFC2x3


DISSECTION AGGREGATIONcompiled competenciesproject attributes


individual competency profile

target profile(for roles or gaps)

DISSECTION AGGREGATION

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m i l e s t o n e 1

T E A M c a p a b i l i t i e s should be based on each project ’s unique requirementsnot on what has worked for previous projects

m i l e s t o n e 2 m i l e s t o n e 3

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ORGANIZATIONAL teamaligning requirements to abilities

a few notes on compatibility

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To align project requirements with an organizational team, team compatibility (2 parts) must be assessed and improved:

INTEROPERABILITYtechnological interoperability (e.g. compatible software systems and data structures)+ process interoperability (e.g. compatible workflows)+ policy-driven interoperability (e.g. compatible organizational and contractual structures)

COLLABORATIONability to collaborate (e.g. use the same language)+ willingness to collaborate (e.g. trust, motivation)+ suitable collaboration environment (e.g. co-location)

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The effort needed to improve team compatibility will depend on the extent of project’s BIM maturity level:

Single disciplinary MODELLING (BIM Stage 1). Pre-BIM (typical) project deliverables need to be aligned

Multidisciplinary COLLABORATION (BIM Stage 2). Deliverables, exchanges and workflows need to be aligned

Network-based INTEGRATION (BIM Stage 3). Deliverables, exchanges, workflows, contracts, standards, and operational requirements (e.g. FM) need to be aligned

1

2

3

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SEC T ION 6 o f 6

summary + discussion


Questions to ask yourself about the PROJECT:• Is the construction product complex?

+ Is the geometry challenging?+ Is it a functionally-intense facility?+ Is the facility a new type (for me and my team)?

• Is the project volatile or unpredictable?• What kind of project specifications do I

have: are they descriptive, prescriptive or performance-based

• Are the design, delivery or service specifications well-defined?

• Are the BIM deliverables defined? And which ones?

Questions to ask yourself about the TEAM:• Do I know the competencies of my staff?• Do I know how to configure a team based on

dissected project requirements?

Questions to ask about project WORKFLOW:• Do I know which workflow to choose?• Do I know how to configure a team based on

dissected project requirements?

Questions to ask yourself about COMPATIBILITY?• Did I check for interoperability potential?• Did I check for collaboration potential?• Did I align deliverables to requirements

based on the project’s BIM maturity?


COMMONSENSE

COMMON PRACTICE

i s n o t a l w a y sr e m e m b e r t h a t

THANKYOU

Bilal Succar, ChangeAgents + BIM [email protected]

http://www.changeagents.com.au/

http://www.changeagents.com.au/

Aligning Project Requirements with Team Capabilities (slides with notes)

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