Working the Triple Constraint KEEPING PROJECTS UNDER BUDGET AND ON-TIME WHILE ENSURING QUALITY AND...

Working the Triple ConstraintKEEPING PROJECTS UNDER BUDGET AND ON-TIME WHILE ENSURING QUALITY AND MANAGING STAKEHOLDER REQUIREMENTS

Douglas Rogers, Director CREC Construction Services

Introduction Overview of Iron Triangle

Budget

Schedule

Quality

Stakeholder Management

Who is CREC? In 1966, CREC began as a grassroots organization of local school districts working together to solve common problems. It is one of six Regional Educational Service Centers (RESCs) established under Connecticut General Statute 10-66 a-n, which permits local boards of education to establish a RESC as a "public educational authority" for the purpose of "cooperative action to furnish programs and services."

CREC Construction ServicesFor over a decade, CREC has provided value-added construction consulting services to our clients. We are unique among project management providers because of the non-profit nature of our organization, and because we have designed, built, and operated numerous public schools for many years.

Stand-alone division providing Owner’s Program Management services to clients throughout the state, including CREC’s magnet schools

Experts in facility and energy efficiency analysis, planning and feasibility studies, design, construction, and operation.

What is the Triple Constraint?

Cost

Scope

Quality;Safety

Schedule

If one side changes…

Cost

Scope

Quality;Safety

Schedule

The others have to compensate

Cost

Scope

Quality;Safety

Schedule

Importance of the Budget Sets limits up-front

How much should you be spending per square foot? What do we want to spend on FF&E?

Re-use/Buy Decision

Entrusted stewards of public funds

Understanding the cash flow impacts

Items to Consider on Cost Who is tracking the money?

What are their incentives?

Do stakeholders know the financial impacts of changes? Up-front analysis of all requests Clear communication of all decisions

Schedule Why have a schedule?

Who should be creating a schedule?

Measure Time

Problem Solving Keep Costs Down

Version of the Truth Transparency

Getting the Schedule Right Critical Path Method (CPM) scheduling maps out the longest path through

the project The sequence of activities which cannot be delayed or the project will be

extended

Cost and Resource Loading How is the cost breakdown distributed throughout the life of the project? Do we have enough people to get the project done?

Getting the scale correct What is the shortest and longest duration of activities? How are costs assigned to the activities within?

Creating an inclusive process Who is responsible for the schedule?

Three operating charters to guide the process Baseline Development Schedule Update Change Management

Five step process for baseline schedule development Develop activities Sequence Load Costs Load Resources Buy-Off

Ways to Define Scope What are the requirements?

How many students What is the size of the building How many classrooms do we need

What are the standards to which a school should be built? How many outlets in each room Should there be SmartBoard in every classroom

Are the plans complete? What was missed in their development? Errors and Omissions

What is Scope Creep? Uncontrolled changes or continuous growth of a project’s scope (size,

requirements, etc.)

Managing Scope Creep Plan. Plan. Plan.

BIM and 3D/4D/5D modeling

Bringing in the CM early to provide their expertise

Clear contract language for all parties

BIM WorkflowProgramming Schematic Design Design Development Construction Documents Operation

Owner Programming

Validate Program

Architect Design Authoring

Author

Architect Design Authoring

Author

Architect Detailed Map

Author

Contractor Record Model

Compile Record Model

Architect Virtual Prototyping

Develop Virtual Prototype

Contractor 4D Modeling

Create 4D Model

Engineer Engineering Analysis

Perform Engineering Analysis

Architect 3D Macro Coordination

Perform 3D Coordination

Contractor Cost Estimation

Perform Cost Estimate

Architect Virtual Prototyping

Develop Virtual Prototype

Contractor 4D Modeling

Create 4D Model

Engineer Engineering Analysis

Perform Engineering Analysis

Architect 3D Macro Coordination

Perform 3D Coordination

Contractor Cost Estimation

Perform Cost Estimate

Architect Virtual Prototyping

Develop Virtual Prototype

Contractor 4D Modeling

Create 4D Model

Engineer Engineering Analysis

Perform Engineering Analysis

Architect 3D Macro Coordination

Perform 3D Coordination

Contractor Detailed Map

Perform Cost Estimate

*Source: Penn State

Administrative Change Request Reducing Owner Changes

Setting in place formal procedures Who is allowed to request changes? Who approves and signs off on changes?

Out-of-Sequence Change Ex. Added power outlets once room has drywall

Change Requested

Analyze for Cost

Analyze Time

Impact

Requestor Signature

Final Decision Maker

Authorization

Moving beyond the triangle Quality

Safety

Resources

Risk

Stakeholder Expectations

Quality

Quality Assurance

Quality Control

QC vs QAQUALITY CONTROL

Performed by the CM/GC and Architect

Do the materials being installed match the plans and specs

QUALITY ASSURANCE

Performed by the Owner or Owner’s Program Manager

Sets the standard processes for Quality by which the Quality Control team should operate.

Special inspectors working on site to oversee quality of concrete, rebar, steel, etc.

Risk, Safety, and Resources Who is tracking the risk?

What are the plans for mitigating risk? Insurance Bonds

Can you quantify the risk to your organization? Ineligible Costs

What is in the CMs contract for a Safety Plan? Who is monitoring?

What resources are required from the owner? Staff hours Volunteer time

Stakeholder Management Who are your stakeholders?

What are their past experiences and practices?

Have you performed a stakeholder analysis? What are their opinions of the project? Do they have particular wants and needs?

What are your strategies for dealing with stakeholders?

Past-Practice Opinions Conduct Outcomes

Engagement Level

Stakeholder Unaware Resistant Neutral Supportive Leading

A Current Desired

B Current Desired

C Current, Desired

Power/Interest GridHigh

Power

Low

Keep Satisfied Manage Closely

Monitor Keep Informed

Low Interest High

• A

• B

• D

• C • E

• F

Planning the Project Project Charter

Project Management Plan Scope Management Schedule Management Cost Management Quality Management Risk Management Resource Management Procurement Management Stakeholder Management Communications Management

How does purchasing fit in? Develop the requirements of your consultants (Architect and CM) during

the procurement process

Ensure contracts match with the scope of your requirements

Keep procurement policies within state and local guidelines (Chapter 173 of C.G.S.)

Advocate for procurement strategies (e.g. Disadvantaged, Local Business goals)

Questions?

Contact Info: Doug Rogers Director, CREC Construction Services drogers@crec.org 860-240-6608