CIFE Industry Advisory Board 2011 - PowerPoint Presentation

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CIFE Industry Advisory Board 2011 - PPT Presentation

Wednesday afternoon CIFE review CIFE Industry Advisory Board Meeting Agenda Wednesday October 12 th 330 PM Review of Recent CIFE Work 600 PM Informal nohost Dinner at a local restaurant ID: 807525

vdc cife work design cife vdc design work project performance process construction management objectives cost methods initiatives energy metrics

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Slide1

CIFE Industry Advisory Board 2011Wednesday afternoon CIFE review

Slide2

CIFE Industry Advisory Board Meeting

AgendaWednesday, October 12th3:30 PM

Review of Recent CIFE Work

6:00 PM Informal (no-host) Dinner at a local restaurantThursday, October 13th 8:00 AM Continental Breakfast8:30 AM Welcome – Martin Fischer9:00 AM Leadership in VDC (Virtual Design & Construction) Carl Bass (Autodesk), Eric Lamb (DPR), Charles Matta (US General Services Administration.)10:30 AM Discussions about Leadership – all members11:15 AM Break11:35 AM CIFE Initiatives: professional development to "cross the chasm"; sustainability – Martin Fischer & John Kunz12:05 PM Working Lunch: identify specific initiatives and skills to enable an "early majority" of VDC practitioners1:15 PM CIFE Overview and Status from past year - John Kunz1:45 PM Summary of current top initiatives at member organizations and opportunities for synergy – all members2:45 PM Break3:05 PM Breakout Sessions: Next Steps in collaborative initiatives - all members4:05 PM Discussion - all members5:00 PM Social Hour and Poster Session of CIFE work6:00 PM Meeting ends

Slide3

Wednesday afternoon CIFE review

Overview of CIFE research and methodsCase examplesDesign Optimization (MDO) for Daylighting Simulation using Artificial Intelligence, Distributed Computing, and

Uncertainty: work of John Basbagill, Ben Welle and Forest Flager

Scheduling optimization: work of Tony Dong and Rene Morkos

A Metric-Based Framework to Guide Management: work of Wendy LiCertificate Program case examples: John Kunz Our method is informal; please comment and ask questions!3

Slide4

Reports from CIFE Summer Program:Wake Up! The Revolution Has Arrived: A Report From CIFE (ENR)

Designers/engineers:

30% reduction in project

schedule (

GPLA)33% cost reduction (Sera)328x increase in number of design versions (Arup)99.99% reduction in design cycle time (Beck)Design-Builders:48% reduction in man hours (Beck)30% reduction in cost (NCC)>99% reduction in design batch size (GT)85% reduction in effort to track supply chains (Optima) Builders:95% reduction in field rework (DPR)20% improvement in field productivity (DPR)0% reduction in scope (DPR)4

Slide5

Our challenge: Find new chasmYour challenge: “Crossing the chasm”

Early innovator adopters now embrace VDC in all CIFE member organizations and in wide practice

Challenge: cross the “chasm” and engage early majority

Internally in CIFE organizations – hundreds

Externally in their value chains – thousands Reference: Geoffrey Moore in Crossing the Chasm (1991, revised 1999) 5http://en.wikipedia.org/wiki/Crossing_the_Chasm_%28book%29# new userstime

Slide6

Design Optimization (MDO) for Daylighting Simulation using Artificial Intelligence, Distributed Computing, and Uncertainty:

John BasbagillBig idea:

The innovative Life

cycle assessment (LCA)

method applies LCA specifically during the early design stages, allowing designers to understand the relative environmental impact importance of various building design decisions. Optimization algorithms generalize the method across a range of building shapes. An impact allocation scheme shows the distribution of impacts among building elements, and an impact reduction scheme shows which material and size decisions consistently achieve the greatest impact reductions. The method assists building design by highlighting early stage decisions that frequently achieve the significant reductions in carbon footprint.6

Slide7

Scheduling optimization:

work of Tony Dong and Rene MorkosBig idea:

Slide8

Predicting Client Satisfaction based on Dynamic Performance Feedback:A Metric-Based Framework to Guide Management

Wendy Li

Big idea:

Quantitative metrics can provide highly visible feedback to the project team about its project performance that in turn can help the team to manage its work better to achieve high client objectives.

Slide9

Metrics project Objectives – work of Wendy LiEvaluate project performance

objectively using metrics

subjectively

using in-depth interviews

Understand the value of Integrated Project Delivery (IPD) and VDC methodsEstablish a benchmark for future projects9

Slide10

Performance Metrics Overview - Categories

Quality – issues resolution, reliable promising,

precon

planning

Cost – estimates, contract directives, incentive programSchedule – schedule conformance, constraints, JIT, reworkOrganization – meetings, IPD concepts, leadership, satisfactionInnovation – SPS, BIM, Big Room10

Slide11

Predicting Client Satisfaction based on Dynamic Performance Feedback:A Metric-Based Framework to Guide Management

Wendy Li

Big idea:

Quantitative metrics can provide highly visible feedback to the project team about its project performance that in turn can help the team to manage its work better to achieve high client objectives.

Slide12

VDC Certificate ProgramJohn Kunz and Martin FischerBig ideas:

The VDC certificate program is the single most effective CIFE initiative

helping member organizations to get high value from adoption of VDC

methods. It provides professional education to enable participants to:Understand basic theory and practice of VDC;Develop awareness of trends, potential results and issues in using VDC;Develop specific skills in collaborative use of VDC methods.12Photo courtesy DPR

Slide13

VDC Certificate Program: 9/2011 – 9/2012

Multiple programs at multiple venues with multiple participants and companies … about our capacity

Slide14

Total Sample Size = 34

Certificates Awarded

Project

Cost

$1 million - $4 billionProject Size30,000 - 560,000 sf Project TypesHotelsHospitalResidentialTunnelDock FacilityBridgeAmusement RideRetailViaductEducationMisc. (Business Development; Design)Demographics of CP graduates’ projects

Slide15

All participants now set objectives and measure and assess process performance wrt objectives

Slide16

Status of the VDC adoption chasm: Many tasks use BIM in multiple projects with varying success

Slide17

Performance Metric Tracked Frequently (weekly, monthly)

# Projects n = 34)

RFIs

Cost Conformance12

Schedule Conformance (incl. milestone)

BIM/VDC Metrics (training, model quality, VDC competence, use rate, QTO, cost/project, model conformance)

Latency (response, design review, overrun)

Meetings/ICE (effectiveness, attendance, participation)

Clash Detection

Commitment Reliability/PPC/Task Conformance

Submittals

Design Change Requests

Misc (energy calc methods, daily production, disruption time from public,, design input completeness)

Rework (field, design, prefab)

User Satisfaction

Change Orders

Prefabrication

Safety Incidents

Participants tracked a wide variety of process performance metrics

Slide18

CP participants’ use of metrics

They all use them!Many report that they have valueInsightful qualitative value from monthly report comments

Improvements over time:

2008 > 2009:

understanding ‘metrics’2009 > 2010: define objectives2010 > 2012: graphical reportingMany did not identify appropriate metrics (vs. deliverables, tasks ‘getting usable 3D model for glass roof construction planning’Frequency of tracking randomly identified and not followed throughFrequent comment: did not know how to establish measurable objectives (improved > 2010)

Slide19

Most CP graduates use multiple VDC methodsExample methods used one participant:

Slide20

Example summary of personal work to date:Participants have multiple roles and activities

Personal activities

Comment - certification requirements:

Principal responsibility

Contribute

to team

Reviewed

Specify functional intent

five explicit, quantitative and measurable output

objectives for your project,

including at least one each that relate to product,

organization and process

Product (3D) model

Yes

Organization

Yes

Some

Process

Yes

Explicitly model

Create or contribute to one

project model, which might be

a 3D

BIM, organization or

process

Product (3D)

Yes

Organization

Yes

Process

Yes

Analysis: predict, measure

status

Two

performance predictions and five measured process performance metrics

Product (3D)

Yes

Organization

Yes

Process

Yes

Use VDC methods in management

Explain management implications of measured performance metrics wrt explicit objectives

Slide21

Example of methods by one CP graduate

Slide22

Many lessons learned

Slide23

Generally high level of satisfaction

Slide24

CIFE Industry Advisory Board 2012

Slide25

Meeting goals

Discuss:

Translation

Share (inspiring) experiences, implicationsPlans: Identify Individual goals for outcomes, process, actionsShared objectivesCommitment and focus: translational work to find “next chasms”Initiatives: Based on our individual work, identify candidate joint initiatives  CIFE 2012 focusOld businessYour workCIFE statusDesired outcome: guidance for CIFE communityParticipants better understand translation practice and potential Identify CIFE foci for breakthrough research and sustaining VDC-related work

Slide26

Focus for 2013 and beyond:

Check your

desired activities with the

CIFE community

in next 2 years26Single VF activityMulti-stakeholder consortiumManagementMetrics: process to collect and report; global benchmark dbBIM management and operationalized methods (e.g., specification, model server, cloud)Coordination management and latency improvement

Knowledge management

Sustainability

Smart buildings and communities

Sustainability analysis and optimization

Operations and

facility management (energy

, etc.)

Process

Pre-fabrication,

dramatic schedule compression

4D with analytics (DSS)

Extremely rapid parametric design

variation and multi-disciplinary analysis

Education

VDC education for

senior executives

VDC education for project executives

VDC education for thousands of professionals

VDC-enabled workforce

and field-knowledge-enabled VDC

Other

Slide27

CIFE Industry Advisory Board Meeting

Slide28

Thursday morningTranslating CIFE research into practice

9:00 – 11:15 am

Slide29

Translation forum

Focus:

translation --

the (often iterative) process where

Members and CIFE work jointly to define problems; CIFE researchers develop innovative new methods to address the problems;Members move the new research results into practice.We move results to education 29

Slide30

Translation forum

SpeakersEric Lamb, DPRStewart Carroll (Beck)

Zuhair Haddad

(CCC)

Slide31

CIFE initiatives: prefabrication; many design options; professional development

11:35 – 12:00 pm

Slide32

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

Slide33

Plus-Delta of Civil Engineering

Provides fixed physical assets and wealth

High global demand for infrastructure and housing

Opportunity to impact global climate challenge significantlyLow productivity  compete with other ways to spend $High energy use and rising energy costsStructural reliability << societal need (Chile)1. US Department of Commerce, compiled by P. Teicholz2. Persson, Sustainable City of Tomorrow: B01—Experiences of a Swedish Housing exposition (Swedish Research Council, Distributed by Coronet Books Stockholm, 2005), pp. 108 – 109. Guilllermo Gomez, PUChile12

Slide34

Fundamental issue: outcome reliability

Structures (Chile, post-earthquake) -- good:~500K/~5M homes damaged or destroyed:

<2σ

~4 joint failures /~100 in (collapsed) buildings:

2σ4/~10,000 post-1985 buildings collapsed in major damage area: >3σ Energy – not good:20/20 buildings used more energy than predicted – Malmo, Sweden, 2001 (range 70 – 340% greater) 121 LEED buildings use 30% more energy per square foot than average for U.S. buildingsNeither structure nor energy performance meets societal needs34

Slide35

The CIFE mission

to be the world's premier academic research center for Virtual Design and Construction of Architecture - Engineering - Construction (AEC) industry projects.

Virtual Design and Construction (VDC) is the use of multi-disciplinary performance

models of design-construction projects, including the Product (i.e., facilities), Organization of the design - construction - operation team and Work Processes in order to support business objectives

Slide36

to be the world's premier academic research center for Virtual Design and Construction of Architecture - Engineering - Construction (AEC) industry projects.

Virtual Design and Construction (VDC) is the use of multi-disciplinary performance

models

of design-construction projects, including the

Product (i.e., facilities), Organization of the design - construction - operation team and Work Processes in order to support business objectives … … to support exceptionally reliable engineering and management processes to plan, design, construct and operate sustainable facilities 36The CIFE mission

Slide37

Is there any other option?

For our research

For you

… to support exceptionally reliable engineering and management processes to plan, design, construct and operate sustainable facilities 37

Slide38

(Multiple) Predictable performance objectives: *Changed in 2010

Controllable

Process

[Conformance to plans]Outcome [Performance]

Product, organization, process designs

Latency:

mean <= 1; 95% within 2 working days

Safety:

0 lost hours

Coordination activity

planned, explicit, public, informed > 90%

Field-generated Requests for Information

Schedule

: 1 y Design

< .5 y Construct

95% on-time performance

Facility

managed

Scope

100% of items with > 2% of value, time, cost or energy

Rework volume

0 (for field construction work); objective = 10-20% (virtual work)

Cost

: >= 95% of budgeted items within 2% of budgeted cost

Prediction basis:

> 80% of predictions founded

*Function (quality) conformance (%):

>= 99%

Quality - Delivered Scope

: 100% satisfaction by POE

Design versions

2 or more >= 80%

Schedule conformance (%):

>= 80%

*Sustainability: >

75% better energy, water, materials, than 2002, profitably

Staff trained in VDC:

>= 4/project

Cost conformance (%):

>= 95%

Globalization

: >= 50% of supply and sales

Slide39

Research questions at CIFE

What is a theory, based on fundamental principles, which can be used to describe and explain or predict elements of (sustainable)

design, construction and operations?

What is a way to operationalize a new theory using socially embedded computer methods

?Power and generality of the theory?39

Slide40

Translational

research at

CIFE

Goal:

Measurably contribute to exceptionally reliable engineering and management processes to design, construct and operate sustainable facilitiesMethod – “translation” to integrate: 40

Slide41

Summary of CIFE roleCIFE translational research gives practitioners the opportunity to identify, explore, develop and apply new methods that have great potential value … with low risk and (relatively) low cost

Slide42

How we try to workCultural values

Open and transparent: to members, colleagues, studentsDirected toward big ideas: believable breakthrough vision for members and studentsEvidence-based:

seek and respect measured results to precise questions

Systematic:

drive from Mission  strategy  objectives  plans  actions  reflection  updatesFocused: serve our members, students, university; help the industry as we can42

Slide43

CIFE VisionWe and our members develop, learn and apply VDC principles and methods to help projects deliver exceptional value and help member organizations achieve breakthrough objectives

Slide44

VDC principles support the CIFE vision

Integrate: take an integrated (POP) view of projects: Relate Function, Scope, Behavior of the P, O and P

Model the project

(

P, O & P) and analyze early and oftenEngage stakeholders: early, often and meaningfullyMetrics-based: Set explicit objectives, report performance often and manage by objectives and performanceLOD: manage the level of detail. Focus models, analyses and management on what is within your locus of control 44

Slide45

VDC methods we develop and use

Project models: POP, TEI, RiskProduct: BIM+3/4D (Parametric)

Many analyses

Organization:

ICEOrganization model and analysisTeam design and charter, commitments, coordination, meeting agreementsProcess: models and metricsControllable, process, outcome objectives and metricsTarget costing and scheduling, pull planning, master schedulingProcess and value stream maps45

Slide46

Suggestions for membersFocus VDC implementation on deep

and broad impactDeep: apply VDC modeling, analysis (>= 5 analyses/BIM), collaboration (ICE) and metrics (at least weekly)Broad – (with corporate leadership and budget) provide:

Corporate suite of modeling, analysis tools

(Global + regional) VDC steering groups + Wiki to share methods and lessons

Modeling & analysis methods and tools: PBS, OBS, WBS, CBS, data exchange methods, metrics collection and reporting, VDC training x >100/yearSet objectives; measure process & outcome status; integrate VDC with strategic business processesEngage in specific collaborative translational activities46

Slide47

Major trends in next decade ….Demographics:

Aging populations  ↑ hospitals

Global economic growth  ↑ middle class housing

Aging western infrastructure + ↑ wealth in emerging economies  ↑ infrastructure

Shaken economies  less building, call for measured performanceChanging world:Global warming  ↑ sustainability (Structural, energy efficiency) ↑ cost of oil  ↑ demand for energy efficiencyGlobalization  Consolidation via acquisition, merger, partnershipChanging role of AEC: low-cost transactions  long-term partnerships w/guaranteed high level of performanceTechnology and connectivity:Computing and automated sensing and control very inexpensiveVDC on the job site and work face; stick build  manufacture, assemble IM, chat, 3D, ICE natural for young staff47

Slide48