CEE 111/211 Agenda: Jan 13 - Stanford Universityweb.stanford.edu/class/cee111/W2Jan13.pdf ·...

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 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


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


"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


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


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


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


MACDADI modeling tools.

Goals

13 Jan 07 CEE 111/211 56


The big idea: Progress in AEC effectiveness and efficiency comes from achievement of measurable goals

You may get what you ask for

CEE 111/211 Agenda: Jan 13 - Stanford Universityweb.stanford.edu/class/cee111/W2Jan13.pdf ·...

Documents

Transcript of CEE 111/211 Agenda: Jan 13 - Stanford Universityweb.stanford.edu/class/cee111/W2Jan13.pdf ·...