The influence of design on project outcomes

The influence of design on project outcomes

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Student Number: 271040

APPENDIX A – SUMMARY OF SURVEY RESULTS

Question 1

Which category best represents your area of expertise within the current project organisation?

Answer Options

Response Percent

Response Count

Commercial management 2.3% 5 Project management 49.3% 107 Project sponsorship 2.3% 5 Project support / project management office 6.9% 15 Engineering / design 20.7% 45 Construction / delivery management 8.3% 18 Quality assurance 0.9% 2 Health, safety and environmental support 4.1% 9 Operations 5.1% 11 Other (please specify) 15 answered question 217 skipped question 0

Which category best represents your area of expertise within the current project organisation? Commercial management

Project management

Project sponsorship

Project support / projectmanagement office

Engineering / design

Construction / deliverymanagement

Quality assurance

Health, safety andenvironmental support

Operations


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Number Response Date Other (please specify)

Categories

1 Nov 30, 2013 11:47 PM Project Development

2 Nov 26, 2013 10:10 AM Planning and Project Controls

3 Nov 25, 2013 8:09 AM Continuous Improvement & Sustainability 4 Nov 17, 2013 9:42 PM Project Controls

5 Nov 14, 2013 9:21 AM IT Service Management 6 Nov 4, 2013 9:48 AM Liaison with all of the above 7 Nov 4, 2013 8:29 AM Cost Estimating and Forecasting 8 Oct 25, 2013 12:25 PM SQEP site engineer 9 Oct 24, 2013 8:25 AM CDM coordination 10 Oct 22, 2013 10:23 PM Project Controls 11 Oct 22, 2013 10:22 AM Continuous Improvement

12 Oct 22, 2013 4:01 AM Engineering / design; Construction/ delivery management; Health, safety and environment support; operation

13 Oct 20, 2013 2:47 PM Product Management - this is 'other', NOT QA as selected - there is no 'other' button.

14 Oct 18, 2013 2:39 PM Client management / project delivery 15 Oct 18, 2013 8:03 AM Sales and Marketing


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Question 2

What is the principal industry of your organisation?

nswer Options

Response Percent

Response Count

Airlines & Aerospace (including Defense) 6.9% 15 Automotive 0.5% 1 Business Support & Logistics 0.5% 1 Construction, Machinery, and Homes 16.1% 35 Entertainment & Leisure 0.5% 1 Finance & Financial Services 1.4% 3 Food & Beverage 0.0% 0 Government 1.8% 4 Healthcare & Pharmaceuticals 4.1% 9 Insurance 0.0% 0 Manufacturing 4.6% 10 Nonprofit 0.0% 0 Retail & Consumer Durables 0.0% 0 Telecommunications, Technology, Internet &

Electronics 11.5% 25

Utilities, Energy, and Extraction 24.4% 53 Other (please specify) 27.6% 60 answered question 217 skipped question 0

What is the principal industry of your organisation? Airlines & Aerospace(including Defense)

Automotive

Business Support &Logistics

Construction, Machinery,and Homes

Entertainment & Leisure

Finance & FinancialServices

Food & Beverage

Government


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Categories

1 Dec 3, 2013 9:26 PM aerospace (retired) 2 Dec 2, 2013 9:02 PM Engineering services and consultancy

3 Dec 2, 2013 5:03 AM Freight rail 4 Nov 30, 2013 11:47 PM Industrial Automation

5 Nov 29, 2013 10:30 PM rail 6 Nov 26, 2013 11:02 PM Mining Services

7 Nov 26, 2013 10:10 AM Civil Engineering 8 Nov 25, 2013 7:02 PM Nuclear Decommissioning 9 Nov 25, 2013 2:44 PM Systems Engineering Consultancy

10 Nov 25, 2013 8:27 AM Engineering Consultancy 11 Nov 23, 2013 6:45 PM Airports

12 Nov 21, 2013 11:24 AM Railway Systems 13 Nov 18, 2013 2:10 PM Police

14 Nov 17, 2013 9:42 PM Mining - Energy 15 Nov 15, 2013 5:29 PM oil and gas

16 Nov 11, 2013 8:09 PM Engineering & Contracting 17 Nov 9, 2013 6:38 PM Legal Services

18 Nov 9, 2013 5:18 PM nuclear decommissioning 19 Nov 9, 2013 2:38 AM Consulting for Mineral Processing

20 Nov 8, 2013 3:41 PM Oil and Gas EPCM 21 Nov 4, 2013 2:35 PM Education (an engineering graduate center)

22 Nov 4, 2013 9:48 AM Nuclear power station decommissioning 23 Nov 4, 2013 9:00 AM H&S Adviser / CDM Co Ordinator 24 Nov 4, 2013 7:00 AM Petrochemicals

25 Nov 4, 2013 3:53 AM Rail and Infrastructure 26 Nov 4, 2013 2:12 AM Nuclear EPC

27 Nov 3, 2013 7:33 PM Railwaya 28 Oct 31, 2013 1:39 PM Wholesale 29 Oct 30, 2013 10:00 AM oil and gas 30 Oct 28, 2013 1:27 PM Higher Education

31 Oct 26, 2013 12:04 AM EPCM - Construction Design


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32 Oct 25, 2013 12:25 PM decommissioning and construction within heavy & nuclear industries

33 Oct 25, 2013 12:54 AM process industry 34 Oct 24, 2013 1:38 PM Nuclear Decommissioning 35 Oct 23, 2013 7:34 PM Consulting, Engineering, Procurement & Construction

36 Oct 23, 2013 4:53 PM Engineering and Construction 37 Oct 23, 2013 9:13 AM Multi-sector organisation 38 Oct 22, 2013 10:23 PM Heavy Industry-Oil and Gas, Water, Power

39 Oct 22, 2013 3:20 PM Airport construction 40 Oct 22, 2013 1:54 PM Nuclear Decommissioning Support

41 Oct 22, 2013 4:01 AM Construction, design, management, monitoring & supervision 42 Oct 21, 2013 3:02 PM Transport Infrastructure

43 Oct 21, 2013 2:44 PM Decommissioning 44 Oct 21, 2013 9:33 AM Nuclear

45 Oct 21, 2013 6:47 AM Nuclear Decommissioning 46 Oct 20, 2013 2:47 PM Rail

47 Oct 20, 2013 2:45 PM Nuclear Decommissioning 48 Oct 20, 2013 2:22 PM IT

49 Oct 20, 2013 2:09 PM Oil and Gas Projects 50 Oct 20, 2013 11:24 AM Project Management Consultancy

51 Oct 20, 2013 8:45 AM Nuclear Decommissioning 52 Oct 19, 2013 8:20 PM Nuclear Decommissiong 53 Oct 19, 2013 7:12 PM Airport Operator 54 Oct 18, 2013 3:49 PM Systems Engineering Consultancy

55 Oct 18, 2013 2:39 PM Nuclear 56 Oct 18, 2013 9:04 AM STEM education

57 Oct 18, 2013 8:03 AM Security 58 Oct 18, 2013 7:34 AM Nuclear Decommissioning

59 Oct 18, 2013 6:43 AM Nuclear Decommissioning & Environmental Restoration 60 Oct 17, 2013 11:13 PM Nuclear waste


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Question 3

What is your age?

Answer Options Response Percent Response Count

18 to 24 0.9% 2 25 to 34 11.5% 25 35 to 44 19.8% 43 45 to 54 33.6% 73 55 to 64 25.8% 56 65 to 74 7.4% 16 75 or older 0.9% 2 answered question 217 skipped question 0

What is your age?

18 to 24

25 to 34

35 to 44

45 to 54

55 to 64

65 to 74

75 or older


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Question 4

Rate the project phase in order of influence on a project's outcome?

Answer Options

Little importance

Low importance

Medium importance

High Importance

Very high importance

Rating Average

Response Count

Initiation 3 23 59 60 72 2.81 217 Concept design 0 7 35 83 92 3.20 217 Detailed design and definition 1 3 26 82 105 3.32 217 Implementation of design 1 9 36 94 77 3.09 217 Handover 14 19 54 69 61 2.66 217 Other (please specify) 16 answered question 217 skipped question 0


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Categories

1 Dec 3, 2013 6:07 PM OPERATIONAL INPUT AT EARLY DESIN 2 Nov 30, 2013 2:39 PM Constructability Review

3 Nov 26, 2013 11:02 PM If there was such a thing as Pre-Initiation I would also rate that very high 4 Nov 21, 2013 9:27 PM Subcontractor management

5 Nov 17, 2013 8:16 AM Framing and Estimation 6 Nov 9, 2013 5:18 PM integration of safety assessment with design not backfit

7 Nov 9, 2013 2:16 PM Backlog Elaboration 8 Nov 9, 2013 11:50 AM Definition of Stakeholders - High importance

9 Nov 9, 2013 2:38 AM Stakeholder and regulatory management - High 10 Nov 8, 2013 2:40 PM Commissioning (unless that is your definition of "Implementation of Design"?), Constructability, Maintainability, Operability.

11 Oct 26, 2013 3:07 AM feasability, ability of concept to meet market requirements 12 Oct 25, 2013 12:25 PM sufficient time given to facilitate highest quality at concept and design stages

13 Oct 24, 2013 8:58 AM Assuming implementation includes most of the test phases 14 Oct 20, 2013 2:47 PM Requirement definition from someone experienced in this practice

15 Oct 20, 2013 2:37 PM Failure to carry out process testing 16 Oct 20, 2013 2:09 PM Project Execution Plan (Phase 3 of Capital Value Process)


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Question 5

Rate project phases in the order of perceived importance in terms of management effort that is generally expended?

Answer Options

Little importance

Low importance

Medium importance

High importance

Very high importance

Rating Average

Response Count

Initiation 14 34 67 58 44 2.39 217 Concept design 4 40 62 70 41 2.48 217 Detailed design and definition 3 20 64 77 53 2.72 217 Implementation of design 0 19 44 86 68 2.94 217 Handover 13 29 61 56 58 2.54 217 Other (please specify) 10 answered question 217 skipped question 0


Categories

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50

Initiation

Concept design

Detailed design anddefinition

Implementation ofdesign

Handover

Rate project phases in the order of perceived importance in terms of management effort that is generally expended?


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1 Nov 30, 2013 2:39 PM Risk Management 2 Nov 17, 2013 8:16 AM Engineering and Procurement Interface Management

3 Nov 9, 2013 2:16 PM Sprint Planning 4 Nov 8, 2013 2:40 PM Constructability, Ease of Commissioning, Maintainability, Operability are often neglected

5 Nov 4, 2013 2:35 PM Effort "that is" or "that should be" expended? 6 Oct 25, 2013 12:25 PM to quick to initiate start date,presurising design/engineering teams etc to meet schedule deadlines by means of

quick fixes rather than implementing long term fit for purpose solutions

7 Oct 24, 2013 8:58 AM Assuming importance is relative to management effort 8 Oct 20, 2013 2:47 PM Requirements and CONOPS often an after-thought, or performed by the inexperienced

9 Oct 20, 2013 2:37 PM Failure to determine if the design is practical 10 Oct 20, 2013 2:09 PM Management Effort = those outside or above the project!


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Question 6

The failure of which generally the root cause of poor project outcomes?


Scope management 70.5% 153 Quality management 10.6% 23 Cost management 5.1% 11 Schedule management 13.8% 30 answered question 217 skipped question 0

The failure of which generally the root cause of poor project outcomes?

Scope management

Quality management

Cost management

Schedule management


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Question 7


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Number Response Date Other (please specify) Categories

1 Dec 3, 2013 6:07 PM LACK OF EFFECTIVE CLIENT INPUT 2 Nov 28, 2013 12:21 PM Lack of effective skills of project engineering management

3 Nov 26, 2013 11:02 PM Inadequate identification and management if risks 4 Nov 20, 2013 6:50 AM Resources removed from project during execution in matrix organizations

5 Nov 17, 2013 8:16 AM Poor Scope Definition 6 Nov 9, 2013 2:16 PM They fail because they lose site of value to the customer and focus on project values instead

7 Nov 8, 2013 2:40 PM Lack of Multidiscipline Engineering Management....this is not project management!! 8 Nov 4, 2013 2:35 PM Project is seen as just work to be done, not an undertaking that requires adequate valuation of costs and

benefits. This limited vision has been spread by PMI and similar bodies. 9 Oct 25, 2013 12:25 PM lack of clear senior management consensus, reactive programme scheduling too many short term fixes

not looking at long term effect 10 Oct 24, 2013 1:23 PM Lack of people management

11 Oct 24, 2013 8:58 AM Interference from senior management moving goalposts 12 Oct 20, 2013 2:47 PM Other biggest factor is poor requirements and understanding 13 Oct 20, 2013 2:37 PM Points 1,2,3,4, 6,7 question 7 the project should never have been initiated.

14 Oct 20, 2013 2:09 PM Project Problems: Quality>>Scope>>Time>>Cost 15 Oct 20, 2013 11:24 AM Not Defining Success Criteria or degree of success


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Question 8

No t a t a ll Slig ht imp a ctSig nifica nt

imp a ctVe ry much

Ra ting

Ave ra g e

Re sp o nse

Co unt

0 17 83 114 2.45 214

2 60 98 56 1.96 216

1 55 102 58 2.00 216

8 75 92 38 1.75 213

2 55 108 52 1.97 217

8 54 89 66 1.98 217

3 69 100 42 1.85 214

1 33 108 74 2.18 216

1 53 109 52 1.99 215

2 42 92 79 2.15 215

23

217

0

Which o f the fo llo wing d e s ig n a ctiv itie s , if b e tte r und e rta ke n tha n curre ntly , wo uld ha ve the la rg e st imp a ct o n p ro je ct o utco me s a nd

succe ss?

Rigorous optioneering process

Better governance surrounding design reviews

Re q uire me nts ca p ture a nd sco p e d e finitio n

Development of detailed design

Please add any other activity that would be appropriate

Planning of schedule and cost

T he e a rly use o f ve rifica tio n a nd va lid a tio n o f

re q uire me nts a nd d e s ig n thro ug ho ut

sk ip p e d q ue stio n

Answe r Op tio ns

Development of concept design

Inte g ra tio n o f d e s ig n a nd p ro je ct ma na g e me nt

p ro ce sse s me e t re q uire me nts

Early surveys and investigations

The early use of systematic design management

a nswe re d q ue stio n


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Number Response Date Please add any other activity that would be appropriate Categories

1 Dec 3, 2013 6:07 PM USE OF PROJECT MANAGEMENT PROFESSIONALS 2 Nov 28, 2013 12:21 PM SQEP (experience) of design and project management resources. 3 Nov 27, 2013 1:27 PM the operatives at the delivery need to be involved with some aspects of design as they have knowledge for

sustainbility and future maintenance of projects 4 Nov 26, 2013 11:02 PM There is no mention of risk management as a process throughout the project

5 Nov 20, 2013 6:50 AM Acquire Human ressources. 6 Nov 17, 2013 8:16 AM Design Modelling and Interfacing

7 Nov 11, 2013 8:09 PM Systematic Gate reviews during FEL 8 Nov 9, 2013 5:18 PM integration of design and safety case development

9 Nov 9, 2013 2:16 PM Frequent feedback through working implementation of design 10 Nov 9, 2013 2:38 AM Rigor on early design and scope freeze

11 Nov 8, 2013 2:40 PM Efficient Leveraging of Engineering Information Systems (one piece of information in one location) especially on large complex projects

12 Nov 4, 2013 2:35 PM Evaluation of economic feasibility of the proposed project. 13 Nov 4, 2013 9:03 AM Constructability reviews by construction specialists 14 Nov 4, 2013 2:12 AM Selecting the right people for the right position at the right time. 15 Oct 29, 2013 10:55 AM Agreeing on the level of expected client involvement during initiation (to ensure SME is available when needed),

obtaining client sign offs at each stage of design to contain scope creep, shipping of early releases to ensure clients are able to provide feedback at the soonest.

16 Oct 25, 2013 12:25 PM all parties to assist the designer within their area of expertise and site knowlege 17 Oct 25, 2013 11:22 AM Use of Stage gate reviews as the project progresses

18 Oct 24, 2013 8:58 AM Establishment of bi-directional traceability 19 Oct 22, 2013 9:20 AM Well defined stage deliverables and stage reviews

20 Oct 20, 2013 2:09 PM Doing the Phase 1,2 & 3 of CVP excellently 21 Oct 18, 2013 7:48 PM It is important the Design authoritry has autonomy otherwise PM can compromise outcome with substandard

design solution 22 Oct 18, 2013 6:37 PM Prior to implementation, the project needs to ensure that the business case, drivers, and project requirements

are met before we commit to the big money. 23 Oct 18, 2013 5:16 PM Rigorous skills analysis


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Question 9

And finally one more question. What would make your activities more effective in deliverying projects?


More rigour in project processes 15.7% 34

Targeted training in specific tools and techniques 1.8% 4

Less paperwork / less restrictive processes 8.3% 18

More focused and effective processes 18.0% 39

Improving organisational factors such as leadership, team work etc. 32.7% 71

Empowerment of project personnel from project manager down. 23.5% 51

Please specify something else 26

answered question 217

skipped question 0

393939393939 ofofofofofof 272727272727111111


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Number Response Date Please specify something else Categories

1 Dec 3, 2013 6:07 PM ONLY USE PROJECT PROFESSIONALS 2 Nov 28, 2013 1:18 PM Very clear accountability and ownership. 3 Nov 28, 2013 12:21 PM Effective governance of design process 4 Nov 25, 2013 8:09 AM Strict management of scope creep. 5 Nov 17, 2013 8:16 AM Greater involvement as soon as the Project Manager is assigned

6 Nov 14, 2013 4:17 PM Use the FEL 1, 2 and 3 Process from IPA and most of the issues are overcome 7 Nov 13, 2013 9:37 AM Less paperwork only works if you have higher calibre personnel

8 Nov 9, 2013 2:16 PM Frequent feedback to an engaged customer 9 Nov 8, 2013 3:41 PM Setting overarching strategy and aligning support strategies for execution of engineering, procurement,

construction, completions and commissioning. I have yet to see an owner do this properly and stick to the strategies during execution. This applies to projects between $500 M and several $B.

10 Nov 8, 2013 2:40 PM People, Structures and Processes are equally important. All of the above. 11 Nov 3, 2013 7:33 PM Involvement of a senior manager to supervise the project with a clear authority on the issues

12 Oct 30, 2013 11:23 AM A properly qualified client representative 13 Oct 29, 2013 3:21 PM Improved project sponsorship, ownership, championship

14 Oct 29, 2013 10:55 AM Having a guarantee that project resources dont get siphoned off because this project is running smoothly and other projects are in the red.

15 Oct 28, 2013 10:55 AM All of the above 16 Oct 27, 2013 10:57 PM Availability of business stakeholders outside their day job activities to provide required level of commitment to

project activities 17 Oct 26, 2013 3:07 AM read my book:www.analogical.co.uk/Successful_Product_design.pdf

18 Oct 25, 2013 12:25 PM consistency in interpretaion and expection of targets/ goals / scope 19 Oct 23, 2013 7:22 PM too often the designer don't ask the operators/users what they need. 20 Oct 22, 2013 3:20 PM Establishing a realistic programme and following it

21 Oct 22, 2013 9:20 AM Plus empowering of project personnel, while ensuring that available skills and competences meet the project requirements

22 Oct 20, 2013 2:37 PM Project managers should be totally empowered otherwise the project wil fall appart. Every other point listed should be taken for granted. Training, processes, procedurers, and team works. If these are not available you have nothing.

23 Oct 20, 2013 2:09 PM Rigour and focuss in Processes, Training and Empowerment in 9) above in varying degrees. 24 Oct 18, 2013 7:48 PM The HAZOP and HAZAN are key until that is achived you do not know what you ae doing Scope is not set

25 Oct 18, 2013 6:37 PM If a project manager cannot make decisions, and deliver his/her project get rid and let the so called experts (interference) people deliver.

26 Oct 18, 2013 6:43 AM a better understanding by senior management of actual project delivery process and the requirements for delivery