Project Models Project Definition

Project Models for Project DefinitionProject Models for Project Definition

John Kunz

Overview

Learning goalsThis week: Learn to define a project using POP models and how to create a p j g

framework to keep multiple VDC models and analyses useful and consistent over the project lifetime.

Specifically, learn to use models to do Project Definition:• Identify issues that drive project management:• Identify issues that drive project management:

1. Functional objectives – what you want: concise, specific and measurable intended properties of the product, organization and process

2. Scope – what you will do (“most expensive” elements only)3. Behaviors – what you did:

• predictions that model-based methods can or managers should make given objectives, and

• measurements you will or did make related to predictions and• measurements you will or did make, related to predictions and objectives

• Plan strategy and methods to get businesses value from multidisciplinary models and analysesThi t POP d l t h l d fi ti d f th d l

(c) 2009 2

• This quarter: use POP models to help define creation and use of other models

NoticesNotices

• Lab Wednesday: based on lecture andLab Wednesday: based on lecture and discussions today– Basis for Q2– Basis for Q2

• Comments, concerns, questions

Goals of Project Definition (v)Goals of Project Definition (v)For the product, organization and process, project definition clarifies and aligns:• Functional objectives – what project stakeholders want –

– Specific deliverables and cost items, e.g., spaces, systems, teams, tasks– Conforming and highly reliable safety, schedule, quality and cost

• Scope – “forms” you create (~weekly or daily) ‐‐ periodic design and p y ( y y) p gconstruction deliverables, including designs of:– Product – building or facility– Organization – groups of people to do tasks that work on the productOrganization groups of people to do tasks that work on the product– Process (daily work) – tasks to design and manage, procure, fabricate,

deliver, construct and inspect• Behaviors – what you predict and what you did – predicted and measured• Behaviors what you predict and what you did predicted and measured

performance of designed scope– With respect to specific stakeholder objectives

Using methods of VDC Integrated Project Delivery Lean and Sustainable

(c) 2009 4

– Using methods of VDC, Integrated Project Delivery, Lean and Sustainable development

POP Model format:POP Model format:

(c) 2009 5

Process of Project Definition• Build POP model as a stakeholder team

• Set functions (objectives) of Product, Organization, Process f ( j ) , g ,

• Design form or scope of Product, Organization, Process

• Identify project behaviors and define methods to predict, assess and observe themobserve them

(c) 2009 6

Process of Project Definition• Build POP model as a stakeholder team

• Set functions (objectives) of Product, Organization, Process • Design form or scope of Product, Organization, Process• Identify project behaviors and define methods to predict, assess and

observe them

• Elaborate POP model details:• Add predicted, assessed or observed values P, O, P Behaviors• Assess each behavior (5‐point scale: ‐2, ‐1, 0, 1, 2)( p )• Note automatically calculated weighted design goodness for each

objective and overall for project• 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

(c) 2009 7

Equivocation: evasion; while not “false”, a statement that cleverly avoids an unpleasant truth; intentionally vague or y p ; y g

ambiguous

What we say What you want toWhat we say• Define a project w/models

What you want to know

• Do I need to change?• Model: POP, P, O, P• Represent: forms,

• Do I need to change?

• If not, what do I lose?

• If sofunctions, behaviors• CollaborateM f

• If so, – How little can I change?

– How hard is change?• Measure performance• Relate performance to predictions

How hard is change?

– What can I gain?

– How can I (ever!) deal predictions ( )with so much ambiguity?

8

Where do you fit?Where do you fit?

Stages of developmentWhat you want to know Stages of development

• Denial: this discussion does not affect me

What you want to know

• Do I need to change?

• If not, what do I lose?• Resistance: too hard, too

little benefit, …

I i i h ’ i i f

,

• If so, – How little can I change?

• Investigation: what’s in it for me (WIIFM) and how?

• Commitment: do and lead

– How hard is change?

– What can I gain?

– How can I (ever!) deal with so Commitment: do and leadmuch ambiguity?

Project Definition Clarifies and aligns Functional ObjectivesObjectives

Measurable functional objectives specify what project stakeholders want …, e.g.,

– Cost = $10M

– Schedule: 18 months

Sched le conformance > 85%– Schedule conformance: > 85%

Note: Objectives are specific, measurable concise. They can be output, or attitudinal, e.g., “good.”

Like an "object," an objective is “there” – it is actual.Like an object, an objective is there it is actual.

(c) 2009 10


Measurable functional objectivesspecify what project stakeholdersspecify what project stakeholders want …, e.g.,

P d t

Product

ProductProduct Functional Requirements

Building spacesBuilding systemsProduct

Objective value

99

g y

*Conformance to product objectives

Product Measurable Objectives

300 - 400

60

*Rentable area (ft2)

*Cost (K$)

(c) 2009 11

40Energy (KBTU/sq-ft/year)


Measurable functional

Organization Functional Requirements

Organization Measurable

DesignersConstructors

Owners

Organization

functional objectives specify what project

Organization Objective value

100

40

Organization Measurable Objectives

Conformance (Actor assignment to Organization Function) (%)

Cost (K$)what project stakeholders want …, e.g.,

3Process

Responsible Actor

O

Actor Backlog

Process Functional Requirements (Task Action:

Object)

A d i / t tiwant …, e.g.,

Process

Owners

Designers

Designers

ConstructorsBuild: Building elements

Approve: design/construction

Design: Building elements

Design: Building systems

Objective value

0

0.25

Process Measurable Objectives

g

*Safety: lost work incidents

Peak Quality RiskConformance (Actual schedule

(c) 2009 12

80

2

(to plan) (%)

Peak Predicted Schedule Risk (wks)

Project Definition Clarifies and aligns Functional Objectives … and

F ti F /S [Ch i ] B h i W i ht

Objectives … and

identifies relative assigned weights of objectives (∑= 100) …Function Form/Scope [Choice] Behavior Weight

Predicted Assessed Weighted

AssessmentProduct

Product Functional Requirements Product Scope (Space, System)Building spaces Building spaces ?p 0

Building systems Building systems ?p 0Product Measurable Objectives Objective value

*Conformance to product objectives 99 ?p ?a #VALUE! ?w

*Rentable area (ft2) 300 - 400 ?p ?a #VALUE! ?w$*Cost (K$) 60 ?p ?a #VALUE! ?w

Energy (KBTU/sq-ft/year) 40 ?p ?a #VALUE! ?w

OrganizationOrganization Functional Requirements Organization Form (Actor)

Designers DesignersConstructors Constructors

Owners OwnersOrganization Measurable

Objectives Objective valueConformance (Actor assignment to

Organization Function) (%) 100 ?p ?a #VALUE! ?wOrganization Function) (%) 100 ?p ?a #VALUE! ?wCost (K$) 40 ?p ?a #VALUE! ?w

Actor Backlog 3 ?p ?a #VALUE! ?wProcess

Process Functional Requirements (Task Action: Object) Responsible Actor Process Form (Task Action: Object)

Approve: design/construction OwnersOwners - Approve: design/construction ?p 0

Design: Building elements DesignersDesigners - Design: Building

elements ?p 0Designers - Design: Building

Design: Building systems Designersg g g

systems ?p 0

Build: Building elements ConstructorsConstructors - Build: Building

elements ?p 0

Process Measurable Objectives Objective value

*Safety: lost work incidents 0 ?p ?a #VALUE! ?w

Peak Quality Risk 0.25 ?p ?a #VALUE! ?wConformance (Actual schedule to

plan) (%) 80 ?p ?a #VALUE! ?wPeak Predicted Schedule Risk

(wks) 2 ?p ?a #VALUE! ?w(wks) 2 ?p ?a #VALUE! ?wProject Evaluated goodness #VALUE! 0

(c) 2009 13

Project Definition Clarifies and aligns Functional Objectives … andObjectives … and

• Identifies specific predicted (or b d) li i h h ld

Predicted value

Qualitative assessed

Rentable area (ft2)

observed) qualitative threshold behavior values to receive assessed importance of –2 ‐1 etc

value<200 or > 500

-2

importance of –2, ‐1, etc. -1

200 – 250 or 450 - 500

0

250 – 300 or 4900 - 450

1

300 - 400 2Form/Scope [Choice] Weight


Assessment(sum =

100) -2 -1 0 1 2Product

Objective value

99 ?p 1 10 10 < 90 90 - 93 93 - 06 96 - 99 = 100200 250 250 300

Qualitative Threshold valuesBehaviorFunction

Product Measurable Objectives*Conformance to product

objectives

(c) 2009 14

300 - 400 ?p 1 15 15< 200 or

> 500

200 - 250 or 450 -

500

250 - 300 or 400 -

450 300 - 400*Rentable area (ft2)

Project Definition Clarifies and aligns Form/Scope; relationship to functionrelationship to function

Scope includes• Product components

d t

ScopeFunctionand systems, e.g.,– Spaces

• Organization actors, e.g.,g ,– Designers

• Process tasks, e.g., – Design building

elementselements

Limit Level of Detail to top-10 (or top 100) most “expensive” most expensive project elements

(c) 2009 15

Project Definition Clarifies and aligns Project behaviorsbehaviors

• Model-based methods can Objective valueProduct Measurable Objectivespredict some project behaviors, e.g.,

Rentable area

Objective value

99 ?p ?a

300 - 400 ?p ?a

60 ?p ?a



*Cost (K$)

Product Measurable Objectives

– Rentable area– Energy use

• Stakeholders

60 ?p ?a

40 ?p ?a

Cost (K$)

Energy (KBTU/sq-ft/year)

Objective valueOrganization Measurable

ObjectivesConformance (Actor assignment Stakeholders

can assess others, e.g.,

– Quality f

100 ?p ?a

40 ?p ?a

3 ?p ?a

to Organization Function) (%)

Cost (K$)

Actor Backlog

Objective valueProcess Measurable Objectivesconformance – Safety

Objective value

0 ?p ?a

0.25 ?p ?a

80 ?p ?a



Peak Quality RiskConformance (Actual schedule

to plan) (%)

(c) 2009 16

80 ?p ?a

2 ?p ?a

to plan) (%)Peak Predicted Schedule Risk

(wks)

Project Definition Clarifies and aligns Project behaviorsbehaviors

• Example: For each behavior, team identifies:– Relative weight (∑= 100) g (∑ )– Whether behavior is required or desirable– Qualitative threshold values to convert behavior to arbitrary units

Function Form/Scope [Choice] Behavior Weight Required Qualitative Threshold values

Why - Reason for Choice What Predicted cost Assessed valueWeighted

Assessment -2 -1 0 1 2

Product

Product Functional Requirements Product Scope (Space, System)

Space: Offices Space: Offices ?p 0 Required

Space: conference rooms Space: conference rooms ?p 0 Required

Space: public areas Space: public areas ?p 0 Required

System: HVAC System: HVAC ?p 0 Required

System: telecom/network System: telecom/network ?p 0 Required

Component: foundation Component: foundation ?p 0 Required

Component: above-ground steel Component: above-ground steel ?p 0 Required

Component: drywall Component: drywall ?p 0 Required

Component: skin Component: skin ?p 0 Required

C t i d d d C t i d d d ? 0 R i dComponent: windows and doors Component: windows and doors ?p 0 Required

Component: roof Component: roof ?p 0 Required

Product Measurable Objectives Objective value

*Conformance to product objectives 99 99 1 10 15 Required 95 97 98 99 100

*Rentable area (ft2) 400 400 1 15 15 Required 200 370 380 390 410

*Project Cost (K$) 60 62 1 10 10 Required 20 55 57 60 63

Energy (KBTU/sq-ft/year) 40 40 1 5 15 Desirable 46 44 42 40 38gy ( q y )

(c) 2009 17

POP models have simple structureF /

FunctionForm/Scope Behavior

Form/Scope [Choice] Weight

Predicted AssessedWeighted

Assessment(sum =

100) -2 -1 0 1 2


Product

Predicted Assessed Assessment 100) 2 1 0 1 2Product

Product Scope (Space, System) Offices

conference rooms public areas

HVACtelecom/network

foundationabove-ground steel

drywallskin

windowsroof

Objective value

skinwindows

Product Functional Requirements Offices


HVACtelecom/network


drywall

roofProduct Measurable Objectives

*Conformance to product 99 ?p 1 10 10 < 90 90 - 93 93 - 06 96 - 99 = 100

300 - 400 ?p 1 15 15< 200 or

> 500

200 - 250 or 450 -

500

250 - 300 or 400 -

450 300 - 400

60 ?p 1 10 10< 50 or >

65 50 - 54 55 - 57 or

63 - 65 58 - 6240 ?p 1 15 15 > 46 44 - 46 42 - 44 40 - 42 < 40

OrganizationOrganization Form (Actor)

ArchitectCity

Concrete subFlooring sub

GCMEP sub

Organization Functional RequirementsArchitect


CityConcrete subFlooring sub

GCMEP sub

pobjectives


*Project Cost (K$)

OrganizationActors

PaintersSteel sub

Structural Engineer

Objective value

100 ?p 1 5 5 < 90 90 - 93 93 - 06 96 - 99 = 100

40 ?p 1 5 5 +- > 10%+- 7 - 10% +- 5 - 6% +- 3 - 4% +- 2%

3 ?p 1 10 10 > 10>=7 and

< 10 5 - 7< 2 or 4 -

5 2 - 4Process

Process Form (Actor - Action:

OwnerPaintersSteel sub

Structural Engineer

Actor Backlog



Organization Cost (K$)


Process

Responsible Actor(

Object)Architect Architect - Approve: design

Owner Owner - Assess: Behaviors

ArchitectArchitect - Design: Building

elementsHVAC/MEP designers

HVAC/MEP designers - Design: Building systems

OwnerOwner - Predict: Predictable

BehaviorsGC GC - Build: Building elements

Flooring subFlooring sub - Build: Building

elementsGC GC - Build: Building elements

Concrete subConcrete sub - Build: concrete

elements

Build: Building elements

Build: concrete elements

Assess: Behaviors



Predict: Predictable BehaviorsBuild: Building elements


Approve: design

q (Object)

(c) 2009 18

Flooring sub Flooring sub - Build: Flooring

Objective value0 ?p 1 10 10 >= 2 1 0

0.25 ?p 1 5 5 > 0.8 0,5 - 0.8 0.5 - 0.4>0.4 - 0.25 < .25

80 ?p 1 10 10 < 65 65 - 70 70 - 75 75 - 80 > 80


Peak Schedule Quality RiskConformance (Actual schedule


Build: Flooring

POP model content

• Function: Intent or requirement, including

F ti S h d l C t

• Product: the abstract and physical deliverables (shown as 3D visualization)

– Function, Schedule, Cost, Sustainability, Value ….

– Engineering content, emotion• Scope (design choices):

• Organization: the team that designs and builds the product (org chart ++)

• Process: the tasks that the organization is to perform to design and build the product p ( g )

– Components, systems, groups, tasks• Behavior (predicted, observed):

– Functional performance

to perform to design and build the product (task network diagram)

– Schedule, Cost, Sustainability (energy), Value

– User assessmentForm/Scope [Choice] Weight


Assessment(sum =

100) -2 -1 0 1 2Product

Product Scope (Space, System) Offices


HVACtelecom/network


drywallskin

windowsroof

Objective value


skinwindows

Product Functional Requirements Offices


HVACtelecom/network


drywall

roofProduct Measurable Objectives – … 99 ?p 1 10 10 < 90 90 - 93 93 - 06 96 - 99 = 100

300 - 400 ?p 1 15 15< 200 or

> 500

200 - 250 or 450 -

500

250 - 300 or 400 -

450 300 - 400

60 ?p 1 10 10< 50 or >

65 50 - 54 55 - 57 or

63 - 65 58 - 6240 ?p 1 15 15 > 46 44 - 46 42 - 44 40 - 42 < 40

OrganizationOrganization Form (Actor)

ArchitectCity

Concrete subFlooring sub

GCMEP sub

ActorsPaintersSteel sub

Structural Engineer

Objective value

100 ?p 1 5 5 < 90 90 - 93 93 - 06 96 - 99 = 100

40 ?p 1 5 5 +- > 10%+- 7 - 10% +- 5 - 6% +- 3 - 4% +- 2%

3 ?p 1 10 10 > 10>=7 and

< 10 5 - 7< 2 or 4 -

5 2 - 4Process

Responsible Actor Process Form (Actor - Action:

Object)Architect Architect - Approve: design

Owner Owner - Assess: Behaviors

ArchitectArchitect - Design: Building

elementsHVAC/MEP designers

HVAC/MEP designers - Design: Building systems

OwnerOwner - Predict: Predictable

BehaviorsGC GC - Build: Building elements

Flooring subFlooring sub - Build: Building

elementsGC GC B ild B ildi l

Organization Functional RequirementsArchitect


CityConcrete subFlooring sub

GCMEP sub

OwnerPaintersSteel sub

B ild B ildi l

Assess: Behaviors



Predict: Predictable BehaviorsBuild: Building elements


Structural Engineer

Approve: design

Actor Backlog



Organization Cost (K$)


Object)



*Project Cost (K$)

(c) 2009 19

GC GC - Build: Building elements

Concrete subConcrete sub - Build: concrete

elementsFlooring sub Flooring sub - Build: Flooring

Objective value0 ?p 1 10 10 >= 2 1 0

0.25 ?p 1 5 5 > 0.8 0,5 - 0.8 0.5 - 0.4>0.4 - 0.25 < .25

80 ?p 1 10 10 < 65 65 - 70 70 - 75 75 - 80 > 80


Build: concrete elements


Peak Schedule Quality RiskConformance (Actual schedule


Build: Flooring

Process of Project Definition

• Build POP model as a stakeholder team• Set functions (objectives) of Product, Organization, Process

D i f f P d t O i ti P• Design form or scope of Product, Organization, Process• Identify project behaviors and define methods to predict, assess and

observe them

• Elaborate POP model details:Elaborate POP model details:• Add predicted, assessed or observed values P, O, P Behaviors• Assess each behavior (5‐point scale: ‐2, ‐1, 0, 1, 2)• Note automatically calculated weighted design goodness for each objective

and overall for project• 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 goodnessgoodness for those options that have highest goodness

(c) 2009 20

Suggestions:gg

• Invite all relevant stakeholders to the project kickoffInvite all relevant stakeholders to the project kickoffmeeting and subsequent major design reviews ….

• Define the project product, organization and processp j p , g pvocabulary in a generic POP model as part of thekickoff meeting.

(c) 2009 21

Suggestion:gg

• Whenever possible, create the vocabulary of theWhenever possible, create the vocabulary of thescope segment of POP models using the names anddefinitions of deliverable elements (such ascomponents, spaces and systems) of organizationelements, or “actors,” and process activities ...

(c) 2009 2222

Suggestion:gg

• Create a Level‐B instance POP model (~10 P, O and P( ,elements) very early in the design process, at least by the endof the first day of a kickoff meeting.

An agreed upon Level B POP model becomes the framework for more– An agreed‐upon Level‐B POP model becomes the framework for moredetailed modeling and analysis

• Start to elaborate the level of detail to Level‐C (~100 elementseach segment) only after the Level‐B elements are defined,modeled, mutually consistent, acceptable and wellunderstood.– An agreed‐upon Level‐C POP model becomes the specification for

more detailed modeling and analysis

(c) 2009 23

Suggestion:gg

• Choose Level‐B POP model elements so eachChoose Level B POP model elements so eachrepresents about 10% of the cost, effort, risk orschedule duration of the project, whichever is mostimportant for project success.

(c) 2009 2424

Suggestion:gg

• Be careful about functional objectives and metrics:Be careful about functional objectives and metrics:distinguish cost vs. value‐based metrics, e.g.,– $/sq‐ft $/occupant

– Btu/sq‐ft Btu/occupant/sq‐ft

(c) 2009 25

Suggestion:gg

• Distinguish clearly between predicted and measuredg y pperformance, e.g.,– Budgeted /scheduled Measured Cost (time, money, effort)

Predicted Measured Energy use– Predicted Measured Energy use

– Planned Actual occupancy and occupancy use patterns

(c) 2009 26

Suggestion:gg

• Include all relevant stakeholders in defining breakdowngstructures and each major version of the POP model, at leastincluding

t ti– owner representative

– designer

– builderbuilder

– potential user

(c) 2009 27

Suggestion:gg

• Create the Scope elements of the POP model to be consistent pwith corresponding breakdown structures, i.e.,

– Product scope ~ Product Breakdown Structure (PBS)

– Organization scope ~ Organization Breakdown Structure (OBS)

– Process scope ~ Work Breakdown Structure (WBS)Process scope Work Breakdown Structure (WBS)

(c) 2009 28

Suggestion:gg

• Explicitly describe product, organization and processExplicitly describe product, organization and processperformance metrics as part of the correspondingFunctions of the POP model.

(c) 2009 29

Suggestion:gg

• Use organization – process models tog p

– document organization so all stakeholders understand itclearly

– predict organizational backlogs

– predict volume and distribution of direct and hidden work

identify 1 2 actors and tasks with greatest risk– identify 1 – 2 actors and tasks with greatest risk

• Attempt to mitigate greatest predicted organization backlog,coordination, time and cost risks.,

(c) 2009 30

Goals of Project Definition (v)Goals of Project Definition (v)For the product, organization and process, project definition clarifies and aligns:• Functional objectives – what project stakeholders want –

– Specific deliverables and cost items, e.g., spaces, systems, teams, tasks– Conforming and highly reliable safety, schedule, quality and cost

• Scope – “forms” you create (~weekly or daily) ‐‐ periodic design and p y ( y y) p gconstruction deliverables, including designs of:– Product – building or facility– Organization – groups of people to do tasks that work on the productOrganization groups of people to do tasks that work on the product– Process (daily work) – tasks to design and manage, procure, fabricate,

deliver, construct and inspect• Behaviors – what you predict and what you did – predicted and measured• Behaviors what you predict and what you did predicted and measured

performance of designed scope– With respect to specific stakeholder objectives

Using methods of VDC Integrated Project Delivery Lean and Sustainable

(c) 2009 31


In class exerciseIn class exercise

In teams of 2 – 3In teams of 2 3,

1. Sketch a project of your choiceD f lt b ild iR i t l d– Default = build iRoom in central quad

2. Define the project, i.e.,

32

POP models define …O ode s de e• Product systems and components

– Functional objectives (precise, measurable)– Scope: physical elements, systems and spaces– Behaviors: definitions, preferences, predictions, qualitative goodness thresholds and assessed valuesgoodness thresholds and assessed values

• Organization – Functional objectives – Scope: actors and relationships– responsibility for components, systems & tasksBehaviors– Behaviors

• Process milestones and tasks – Functional objectives

(c) 2009 33

– Scope: activities and relationships– Behaviors

Use POP models for Project Definition …j

• Whatever your role: A, E, C or O

• Collaborating with your other stakeholders

• At every major milestone and at least every two weeks

( )d j d fi i i f j f i b h i• (re)do project definition of project functions, scope, behaviors

• Based on project definition POP model, other models, analyses and field observations,

– Identify greatest risks in current product, organization, process

– Set measurable objectives to mitigate those risks

F d li d t tt ti t t i k– Focus modeling and management attention to support risk mitigation objectives

– Set modeling purposes and model LOD given risk focus and

(c) 2009 34

mitigation objectives

Virtual Design and Construction (VDC) vs. B ildi I f ti M d li (BIM)Building Information Modeling (BIM)

VDCBIMBIM

(c) 2009 35

VDC impacts traditional management practices

Changes IssuesPOP modeling requires broad project design and management perspective

Task owner to facilitate project definition who has broad project g g p p p jdesign and management perspective

Make models and predictions publicVDC models and model-based Flexibility of management and analyses enable much earlier view of risks

y gresources to mitigate risks

• Integrated project definition allows Incomplete project views since no one and requires balance of product, organization and process focus on risk management • High value of early and frequent

model provides complete project view Interpret POP model to help guide

modeling and management focus and purposes modeling LOD• High value of early and frequent

project stakeholder engagement to interpret models

purposes, modeling LODUse an iRoom

(c) 2009 36

Modeling strategy

• Choose modeling and analysis tools carefully:

– No one tool models all the issues faced in running projects

– Model ⇔model and model ⇔ analysis data exchange is often y gpossible, usually problematic

• Suggestions:

– Identify modeling tools to use early in the project definition processIdentify modeling tools to use early in the project definition process. Ideally from corporate fleet

– Distribute model content carefully among modeling tools

OrganizationIntegrated

project

Project specifications RevitBentley

ArchitectureTekla

Structures SimVision MSP P6 POPProduct functional objectives (goals) yesP d t t d t

Product Process

Models

Product systems and components scope yes yes some namesProduct behavior specification and values yesOrganization functional objectives (goals) yesOrganization responsibility for components, systems & tasks yesOrganization scope yes namesvalues yesProcess Task functional objectives (scope) yes

(c) 2009 37

Process Task scope yes yes yes namesProcess behavior specification and values yesProject goals and assessed goodness yesProject optionsvalues

Model-based analysis tools include …ode based a a ys s too s c ude

• Product – component interference (3D) ‐ Revitcomponent interference (3D) Revit– cost estimation – BldgExplorer, Innovaya/Timberline– daylight ‐ Ecotect– energy ‐ Bentley/EDSL Tas Ecotect Equest GBS IES Riuskaenergy Bentley/EDSL Tas, Ecotect, Equest, GBS, IES, Riuska– quantity takeoff (QTO) ‐ Revit– rentable space ‐ Revit– structural analysis ‐ Revit Structures Tekla– structural analysis ‐ Revit Structures, Tekla

• Project – actor risk ‐ SimVision

cost SimVision– cost – SimVision– volume and distribution of hidden and direct work – SimVision– task schedule risk ‐ SimVision

time space interference (4D) Navisworks

(c) 2009 38

– time‐space interference (4D) – NavisworksNote: color indicates introduction in this class; others available in other classes

Model‐based analysis strategyy gy

• Comments on model‐based analysis:

N t l l f t ll th f f– No one tool analyzes performance wrt all the preferences of a stakeholder team

– Model ⇔ analysis data exchange is often possible, usually problematic

• Suggestion: Identify the analysis tools to use and methods to enable analysis early in the project definition process

OrganizationBentley Tekla

Product Process Integrated projectModels

Project specifications RevitBentley

ArchitectureTekla

Structures VDT MSP P6 POP MACDADIModel-based analysis

Product component interference (3D) yes yesProduct cost estimation - BldgExplorer IFCProduct daylight - Ecotect gbXMLProduct energy - Bentley/EDSL Tas n/a directProduct energy - Ecotect gbXMLProduct energy - Equest IFCProduct energy - GBS gbXMLProduct energy - IES pluginProduct energy - Riuska IFCProduct Quantity Takeoff (QTO) yes yesProduct Rentable space yes yesProduct Structural analysis - Revit Structures directProduct Structural analysis -Tekla yes

(c) 2009 39

Product Structural analysis -Tekla yesProject actor risk yesProject cost yesProject task schedule risk yesProject Time-space conflict (4D) - Jetstream direct

Use Project Models for Project Definition toj j

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 – what you will do ‐‐ periodic design and construction deliverables, including:

i l d i ( kl d il ) d bj i– Virtual designs (~weekly or daily) – to update objectives, scope, predicted and measured behaviors

– Activities (daily work) – to design and manage, procure, fabricate, deliver construct and inspectdeliver, construct and inspect

• Behaviors – what you did ‐‐ project performance that– Conforms to specific stakeholder objectives

Using methods of VDC Integrated Project Delivery Lean and

(c) 2009 40


Overview

Learning goalsThis week: Learn to define a project using POP models and how to create a p j g

framework to keep multiple VDC models and analyses useful and consistent over the project lifetime.

Specifically, learn to use models to do Project Definition:• Identify issues that drive project management:• Identify issues that drive project management:

1. Functional objectives – what you want: concise, specific and measurable intended properties of the product, organization and process

2. Scope – what you will do (“most expensive” elements only)3. Behaviors – what you did:

• predictions that model-based methods can or managers should make given objectives, and

• measurements you will or did make related to predictions and• measurements you will or did make, related to predictions and objectives

• Plan strategy and methods to get businesses value from multidisciplinary models and analysesThi t POP d l t h l d fi ti d f th d l

(c) 2009 41

• This quarter: use POP models to help define creation and use of other models

Project Models Project Definition

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