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GSA – Energy and Productivity Retrofit
Emily DamonDimitris FarmakisAdam PharrRichard Tsai
March 18, 2011CEE 211Advisor: Professor KunzTeaching Assistant: Henning Roedel
Confidentiality Agreement
Disclaimer: “This Presentation has been prepared
solely for academic purposes as a student group project for CEE211, Multi-Disciplinary Analysis & Design, at Stanford University. It is based on confidential information from an actual project of the U.S. General Service Administration (GSA) that is not meant to be shared.”
1) VDC Proposal Outline Cover Letter Case Example Value Proposition Background Sponsor Objectives Specific Aims Baseline Models Creative Alternative Models
1a) Cover Letter Project: GSA HQ Energy and Productivity
Retrofit Big Idea: Develop process to determine best
retrofit additions for energy and best space/organizational orientations changes for productivity.
Team: I. Emily DamonII. Dimitris FarmakisIII. Adam PharrIV. Richard Tsai
Executive SummaryI. Energy RetrofitII. ProductivityIII. Space Change, Cost, Schedule RiskIV. Want to add value to building/GSA process
1b) Case Example
OrganizationOrganizatio
n Actors includ
e Owner GSAOrganizatio
n Actors includ
e HVAC sub HVAC sub Organizatio
n Actors includ
e Engineer EngineerOrganizatio
n Actors includ
e Architect ArchitectOrganizatio
n Actors includ
eGeneral
contractorGeneral
contractorOrganizatio
n Actors includ
e Chief Architect Chief ArchitectOrganizatio
n Actors includ
eBudget
AdministratorBudget
AdministratorOrganizatio
n Actors includ
eEnergy
EngineerEnergy
EngineerOrganizatio
n Actors includ
eTeleconferenci
ng SubTeleconferencin
g SubOrganizatio
n Actors includ
e Office Manager Office Manager
Process Process Pre planning Actor Engineer Pre planning
Process Conceptual Design ActorArchitect/Engineer
Conceptual Design
Process Schematic Design Actor Architect Schematic Design
ProcessDesign
Development Actor EngineerDesign
Development
ProcessContract
documents ActorBudget
AdministratorContract
documents
Process Site Analysis ActorGeneral
contractor Site Analysis
ProcessSpecify Design
Criteria Actor Energy EngineerSpecify Design
CriteriaProcess Specifications Actor Engineer SpecificationsProcess Draft EIR Actor Energy Engineer Draft EIR
ProcessReview Final
drawings & Specs Actor EngineerReview Final
drawings & Specs
ProcessReview models &
analyses ActorArchitect/Engineer
Review models & analyses
Process Final Submission Actor Chief Architect Final Submission
Product
ProductBuilding Spaces include
Offices @ 2,600 ft2
Offices x 7 @ 380 ft2
ProductBuilding Spaces include
Meeting spaces @ 400 ft2
Meeting space x 1 @
380 ft2
ProductBuilding Systems include MEP MEP
ProductBuilding Systems include
HVAC - Furnace
HVAC - Furnace
ProductBuilding Systems include
HVAC - Central AC
HVAC - Central AC
Product
Building Physical Elements include
Interior Walls
Interior Walls
Product
Building Physical Elements include Roof Roof
ProductBuilding
Equipment include Boards Boards
Product
Building Physical Elements include Doors Doors
Physical scope Task list - schedule
OrganizationalStructure
1c) Value Proposition
Value
Identify causes
of latency
Improve organization design structure
Improve productiv
ity
Economic
benefits of
retrofit
1c) Value PropositionFor GSA senior executives and project
managerswho need to decide on pursuing new
construction/retrofit projects and want to improve productivity of their staff
VDC energy and organizational design modeling software and strategies
provide an energy, productivity, and economic analysis plan
that enables them to make informed decisions on how to organize their staff and which construction options to
pursue.Compared to traditional practices VDC offers a more efficient and
comprehensive method of analysis.
1d) Background Project Objectives:
Explore Energy Retrofit Options Explore Telecommuting Productivity Solidify Energy and Productivity Optimization
Iteration Process VDC Approach / Relevant VDC Tools
Energy – eQUEST Focus on mechanical systems
Productivity – SimVision Focus on functional risks
Cost – TEI Approach Schedule Risk – SimVision Space Change – Revit
Located in Washington D.C. Alternative Solution
Outsource to Building Energy Consultants Constraints – Square Footage and Workers
1e – i)Functional Project ObjectivesFunctional Project Objective
Objective Description
Cost Determine if energy retrofit of the GSA Headquarters outweighs the costs
Schedule Determine the effects of tele-commuting on project schedule risks
Productivity Determine the effects of tele-commuting on staff productivity
Energy Determine the effects of performing an retrofit on the energy usage of the GSA Headquarters building
Space Change Determine how changing the office layout affects the physical space change in the GSA Headquarters ‘Building
1e – ii) Specific Modeling/Analysis Objectives
Modeling/Analysis Objective
Objective Description
Cost Analysis Perform economic breakeven analysis of the energy retrofit
Schedule Model & Analysis
Determine project latency and its source using SimVision (metric for measuring schedule is rework)
Productivity Model & Analysis
Model the client’s organization in SimVision for a typical design project and analyze the coordination, decision wait, and project duration.
Energy Model & Analysis
Use eQuest to create and analyze the GSA Headquarters and the proposed retrofit to provide energy results for cost analyses
Space Change Analysis
Create a 3D Bim Model of the proposed office layout change to account for different occupancy levels in Autodesk Revit and calculate the space change (square footage of the two options)
1e – iii) Design Response to Functional Objectives
Functional Project Objective
Design Response
Cost Using energy analyses results, calculate the energy-cost usage of the GSA Headquarters Building
Schedule A organization model was created in SimVision to determine, project rework, which was used to analyze schedule risks
Productivity A organization model was created in SimVision and information exchange error, project error, and functional error probabilities were used as productivity inputs.
Energy The GSA Headquarters was modeled and analyzed using eQuest to determine energy usage with the proposed retrofits.
Space Change
A 3D Bim Model of the building was created using Autodesk Revit. The QTO and square footage calculation tool within the program was used to determine the space change.
1e – iv-vi) Organization Model for Productivity/Schedule Risk Analysis
OrganizationActors include GSAActors include HVAC sub Actors include EngineerActors include ArchitectActors include General contractorActors include Chief Architect
Actors includeBudget
AdministratorActors include Energy Engineer
Actors includeTeleconferencing
SubActors include Office Manager
POP - Organizat
ion
Model accounts for rework.
Project phases, players, and organization structure from the client.Thus, it increases the believability of the design response and analysis.
Model based on assumption of typical design submittal project of GSA.
1e – iv-vi) Schedule
Option 1 Option 2
12.6 Days 15.3 Days
Rework Volume
Option 1
Option 2
0 2 4 6 8 10 12 14 16
Schedule risk
Schedule risk
Option 1 has less rework…
1e – iv-vi) Project Risks
TypeOption 1
Option 2
Communication Risk 0.16 0.06Meeting
Risk 0.36 0.37Coordination
Risk 0.14 0.2
Communi-cation Risk
Meeting Risk Coordination Risk
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
Risk Comparison
Option 1Option 2
Communication risk drops but… the increased requirements for coordination increase the coordination risk…
1e – iv-vi) Inputs for Productivity
Type MetricInformation Exchange
Prob.Occupanc
y Unit
0.05 30-35+
# of people
0.08 25-30
0.11 20-25
0.14 15-20
0.16 10-15
0.18 5-10
0.2 0-5 Type Metric
Functional Error Prob.
Meeting Room/Offic
es Unit
0.05 0.6 - 0.69
Ratio (number)
0.06 0.5-0.59
0.07 0.4-0.49
0.08 0.3-0.39
0.09 0.2-0.29
0.1 0.1-0.19
0.11 0 - 0.09
Type Metric
Project Error Prob.
# of subordina
tes Unit
0.05 0-4
# of subordinat
es
0.08 4-8
0.11 8-12
0.14 12-14
0.17 14-16
0.2 16-18+
ASSUMPTIONS:• Teleconferencing isn’t effective.• Functional Risk was assumed
to be 0.01 for Option 1and 0.05 for Option 2.
• Physical & virtual occupants are split equally.
Productivity Metrics used to determine error probabilities
1e – iv-vi) Productivity
Metric Option 1
Option 2
Time Required for Completion
114 Days
75 Days
Position Backlog
0.9 Hours
0.45 Hours
Coordination Volume
15.8 Days
19.4 Days
Decision Wait
1.4 Days
3 Days
Meeting Risk
0.36 0.37
Reduced by 34%
More coordination is required for increased productivity…
1e – iv-vi) Space ChangeOption 1 Option 2
Option 1 Option 2 Change in sq. ft.Office sq. ft. 2650 1500 -1150
Meeting sq. ft. 375 1500 1125
1e – iv-vi) Energy Model – Inputs
Energy Retrofit Install new
furnace- Improve efficiency from
<70% to 85%
Install central AC- Remove window air
conditioners!
GSA Headquarters – built 1917
GSA Headquarters – lots of window air conditioners
1e – iv-vi) Energy Model - Results
Energy Savings Option 1
$55,500/year
Option 2 $76,000/year
Design Alternative
Electricity (MWh/year)
Natural Gas
(Mbtu/year)
Energy Cost
($/year)
Electricity (MWh/perso
n)
Natural Gas
(Mbtu/person)
Energy Cost
($/person)
Baseline 10,350 31,340
$1,843,893
3.5 10.4 $614.63
Option 1 -3% -5% -3% -3% -5% -3%
Option 2 +46% +22% +41% -27% -39% -30%
per year per person
$473,000
$648,000
Breakeven Retrofit Cost
1e – iv-vi) Total Economic Impact
option 2 costsoutweigh the savings because productivity “savings” are off the chart
Alternative
Net Benefit
Option 1 ≥ $50,000
Option 2 < $0 $400,000
$410,000
$420,000
$430,000
$440,000
$450,000
$460,000
$470,000
$480,000
$425,000
$473,164
Total Economic Impact – Option 1
Energy Savings
Energy Retrofit
option 1 savings outweigh the costs
Retrofit Cost Option 1 Option 2
Telecommuting
Demolish interior walls $ 0 $ 665,000 Projectors $ 0 $ 6,000,000 Smart boards $ 0 $ 4,000,000 Installation $ 0 $ 1,333,333
Productivity savings $ 0 -$ 42,908,361
Energy retrofit
Higher efficiency furnace, central AC
$ 425,000 $ 425,000
Energy savings $ 473,164 $ 647,856
Table. TEI Inputs
Table. TEI Outputs
1f) Specific Aims Deliverables – Energy and organizational
models and multiple analyses. Content – POP with FFB, PBS, OBS, and WBS. Predicted behaviors – Costs outweigh the
benefits of retrofit and shorter project duration with increased FTEs.
Required hardware and software - Autodesk Revit, eQuest, Microsoft Excel, and SimVision.
Exclusions – Level B Detail. Requires further comprehensive submittal and information.
Next Steps – Incorporate sponsor feedback into next round of project iterations.
1g) POP Model – Opt. 1
OrganizationOrganizatio
n Actors includ
e Owner GSAOrganizatio
n Actors includ
e HVAC sub HVAC sub Organizatio
n Actors includ
e Engineer EngineerOrganizatio
n Actors includ
e Architect ArchitectOrganizatio
n Actors includ
eGeneral
contractorGeneral
contractorOrganizatio
n Actors includ
e Chief Architect Chief ArchitectOrganizatio
n Actors includ
eBudget
AdministratorBudget
AdministratorOrganizatio
n Actors includ
eEnergy
EngineerEnergy
EngineerOrganizatio
n Actors includ
eTeleconferenci
ng SubTeleconferencin
g SubOrganizatio
n Actors includ
e Office Manager Office Manager
Process Process Pre planning Actor Engineer Pre planning
Process Conceptual Design ActorArchitect/Engineer
Conceptual Design
Process Schematic Design Actor Architect Schematic Design
ProcessDesign
Development Actor EngineerDesign
Development
ProcessContract
documents ActorBudget
AdministratorContract
documents
Process Site Analysis ActorGeneral
contractor Site Analysis
ProcessSpecify Design
Criteria Actor Energy EngineerSpecify Design
CriteriaProcess Specifications Actor Engineer SpecificationsProcess Draft EIR Actor Energy Engineer Draft EIR
ProcessReview Final
drawings & Specs Actor EngineerReview Final
drawings & Specs
ProcessReview models &
analyses ActorArchitect/Engineer
Review models & analyses
Process Final Submission Actor Chief Architect Final Submission
Product
ProductBuilding Spaces include
Offices @ 2,600 ft2
Offices x 7 @ 380 ft2
ProductBuilding Spaces include
Meeting spaces @ 400 ft2
Meeting space x 1 @
380 ft2
ProductBuilding Systems include MEP MEP
ProductBuilding Systems include
HVAC - Furnace
HVAC - Furnace
ProductBuilding Systems include
HVAC - Central AC
HVAC - Central AC
Product
Building Physical Elements include
Interior Walls
Interior Walls
Product
Building Physical Elements include Roof Roof
ProductBuilding
Equipment include Boards Boards
Product
Building Physical Elements include Doors Doors
Annotated product objects, are linked to the respective actors and tasks with the respective color code…
1h) POP Model – Opt. 2Product
ProductBuilding Spaces include
Offices @ 2,600 ft2
Offices x 7 @ 380 ft2
ProductBuilding Spaces include
Meeting spaces @ 400 ft2
Meeting space x 1 @ 380 ft2
ProductBuilding Systems include MEP MEP
ProductBuilding Systems include
HVAC - Furnace HVAC - Furnace
ProductBuilding Systems include
HVAC - Central AC
HVAC - Central AC
ProductBuilding
Equipment include
Teleconf. Equip -
ProjectorsTeleconf. Equip
- Projectors
Product
Building Physical Elements include
Interior Walls Interior Walls
Product
Building Physical Elements include Roof Roof
ProductBuilding
Equipment include
Teleconf. Equip -
SmartboardsTeleconf. Equip - Smartboards
Product
Building Physical Elements include Doors Doors
OrganizationOrganizatio
n Actors includ
e Owner GSAOrganizatio
n Actors includ
e HVAC sub HVAC sub Organizatio
n Actors includ
e Engineer EngineerOrganizatio
n Actors includ
e Architect ArchitectOrganizatio
n Actors includ
eGeneral
contractorGeneral
contractorOrganizatio
n Actors includ
e Chief Architect Chief ArchitectOrganizatio
n Actors includ
eBudget
AdministratorBudget
AdministratorOrganizatio
n Actors includ
eEnergy
EngineerEnergy
EngineerOrganizatio
n Actors includ
eTeleconferenci
ng SubTeleconferencin
g SubOrganizatio
n Actors includ
e Office Manager Office Manager
Process
Process Pre planning Actor Engineer Pre planning
ProcessConceptual
Design ActorArchitect/Engineer Conceptual Design
Process Schematic Design Actor Architect Schematic Design
ProcessDesign
Development Actor Engineer Design Development
ProcessContract
documents ActorBudget
Administrator Contract documents
Process Site Analysis ActorGeneral
contractor Site Analysis
ProcessSpecify Design
Criteria Actor Energy EngineerSpecify Design
CriteriaProcess Specifications Actor Engineer SpecificationsProcess Draft EIR Actor Energy Engineer Draft EIR
ProcessReview Final
drawings & Specs Actor EngineerReview Final drawings
& Specs
ProcessReview models &
analyses ActorArchitect/Engineer
Review models & analyses
Process Final Submission Actor Chief Architect Final Submission
Process
Install Teleconferencing
Equipment Actor Teleconf. sub
Install Teleconferencing
EquipmentThe essential difference with Opt. 1 is the addition of Teleconferencing equipment to account for the virtual cooperation – telecommunication between the employees
2a) Work Breakdown Structure
WL1:GSA Headquarters retrofitWL2: Building Interior
- WL 3: All LevelsWL 4: Building spaces
WL 5: Redesign Bldg spaces all LvWL 6: Interior design development
- WL3: All Floors – Meeting Rooms
WL 4: Building Elements
WL 5: Install Teleconf. Eq in all Lv.
WL 6: Install SmartboardsWL6: Install Projectors
WL 4: Building SystemsWL 5: Redesign Building Systems in all Lv.
WL 6: HVAC System
WL 5: Install new Building Systems in all Lv.
WL 6: HVAC SystemWL6: Teleconferencing
Process
Process Pre planning Actor Engineer
ProcessConceptual
Design ActorArchitect/Engineer
Process Schematic Design Actor Architect
ProcessDesign
Development Actor Engineer
ProcessContract
documents ActorBudget
Administrator
Process Site Analysis ActorGeneral
contractor
ProcessSpecify Design
Criteria Actor Energy EngineerProcess Specifications Actor EngineerProcess Draft EIR Actor Energy Engineer
ProcessReview Final
drawings & Specs Actor Engineer
ProcessReview models &
analyses ActorArchitect/Engineer
Process Final Submission Actor Chief Architect
Process
Install Teleconferencing
Equipment Actor Teleconf. sub• WBS highlights the schedule tasks included in the POP model• Each task is aligned to a particular actor (see OBS) to be held responsible for it’s fulfillment.
• WBS highlights the schedule tasks included in the POP model• Each task is aligned to a particular actor (see OBS) to be held responsible for it’s fulfillment.
2b) Product Breakdown Structure
GSA Building
Offices
Interior Walls
Meeting spaces
Interior Walls
Doors HVAC
HVAC – Cen-tral AC
HVAC - Fur-nace
Roof Teleconf. Equipment
Smart-boards
Projectors
MEP
Product
ProductBuilding Spaces include
Offices @ 2,600 ft2
ProductBuilding Spaces include
Meeting spaces @ 400 ft2
ProductBuilding Systems include MEP
ProductBuilding Systems include
HVAC - Furnace
ProductBuilding Systems include
HVAC - Central AC
ProductBuilding
Equipment include
Teleconf. Equip -
Projectors
Product
Building Physical Elements include
Interior Walls
Product
Building Physical Elements include Roof
ProductBuilding
Equipment include
Teleconf. Equip -
Smartboards
Product
Building Physical Elements include Doors
• PBS highlights the product objects and their breakdown according to the POP model
• Objects are linked to a specific process task (see WBS) that identifies the activity that entails that object.
• PBS highlights the product objects and their breakdown according to the POP model
• Objects are linked to a specific process task (see WBS) that identifies the activity that entails that object.
2c) Organization Breakdown Structure
OrganizationOrganizatio
n Actors includ
e Owner GSAOrganizatio
n Actors includ
e HVAC sub HVAC sub Organizatio
n Actors includ
e Engineer EngineerOrganizatio
n Actors includ
e Architect ArchitectOrganizatio
n Actors includ
eGeneral
contractorGeneral
contractorOrganizatio
n Actors includ
e Chief Architect Chief ArchitectOrganizatio
n Actors includ
eBudget
AdministratorBudget
AdministratorOrganizatio
n Actors includ
eEnergy
EngineerEnergy
EngineerOrganizatio
n Actors includ
eTeleconferenci
ng SubTeleconferencin
g SubOrganizatio
n Actors includ
e Office Manager Office Manager
OL1: GSA
OL2: Chief Architect
- OL3: Engineer - OL3: General Contractor
-OL3: HVAC Sub- OL3: Architect- OL3: Energy Engineer- Ol3: Teleconferencing sub- OL3: Budget Administrator- OL3: Office Manager
• OBS highlights organizational actors highlighted in POP model• General contractor, interior space designer, and energy engineer report to the chief Architect & the Owner.• The actors included in the structure appear in the Process model with their respective tasks they have to undertake.
• OBS highlights organizational actors highlighted in POP model• General contractor, interior space designer, and energy engineer report to the chief Architect & the Owner.• The actors included in the structure appear in the Process model with their respective tasks they have to undertake.
3) Rework Correlation w/ 3D Model
Rework required for project drawings, specifications, and BIM model
Coordination is more efficient in large meeting room
Coordination is less efficient with office barriers
6) Total Economic Impactoption 2 costsoutweigh the savings because productivity “savings” are off the chart
Alternative
Net Benefit
Option 1 ≥ $50,000
Option 2 < $0 $400,000
$410,000
$420,000
$430,000
$440,000
$450,000
$460,000
$470,000
$480,000
$425,000
$473,164
Total Economic Impact – Option 1
Energy Savings
Energy Retrofit
option 1 savings outweigh the costs
Retrofit Cost Option 1 Option 2
Telecommuting
Demolish interior walls $ 0 $ 665,000 Projectors $ 0 $ 6,000,000 Smart boards $ 0 $ 4,000,000 Installation $ 0 $ 1,333,333
Productivity savings $ 0 -$ 42,908,361
Energy retrofit
Higher efficiency furnace, central AC
$ 425,000 $ 425,000
Energy savings $ 473,164 $ 647,856
Table. TEI Inputs
Table. TEI Outputs
8) PIP ModelProductivity Assessment - SimVision
3D BIM – Revit 2010
Energy Analysis – e-Quest
Energy Results Assessment - Excel
PoP Model – Product scope, Organizational actors, Task outline
Cost Estimation - Excel
050
100150200250300 Evaluated
GoodnessOption 1: POP - 3000
Option 2: POP - 6000
Meets all ob-jectives
Design Versions
Conformance to product objectives
Useable area (ft2)
Energy Retrofit Cost ($ Thousand)
Energy (KWhr/sq-ft)
Coordination Volume (Days)
Decision Wait (FTEs)Position Backlog (hours)
Safety: near-risk incidents / week
Rework volume - retrofit phase (Days)
Communication Risk
Coordination Risk
-1
1
3
MACDADI Evaluation of Relative Design Option Goodness
Option 1: POP - 3000
Option 2: POP - 6000
Meets all objectives
9) MACDADI Analysis
Alternative
Net Benefit
Goodness
Option 1 $50,000 230
Option 2 < $0 175
Meets all objective
s
240
0
6
12
Objective Weights
10. Believability of Predictions
Ener
gy A
naly
sis Cost
Sche
dule
Prod
uctiv
ity
Spac
e ch
ange
0
0.2
0.4
0.6
0.8
1
Confidence score
Confidence score
AnalysisConfidence
scoreEnergy
Analysis 0.7Cost 0.4
Schedule 0.6Productivity 0.4
Space change 1
I. Energy Analysis based on our
simplified BIM
II. Cost Estimation Project specific cost data were
not at our disposal
III. Schedule Risk Software issues
IV. Productivity Based completely on input
values of our own judgment and assumptions.
V. Space change Suggestion of plausible
changes
11a) Business Recommendations for Project Problem
Energy Retrofit should be performed Tele-commuting will result in lower
productivity and higher schedule risks An office layout with large meeting
rooms is more beneficial for productivity purposes
11b) Recommendations for VDC
Improve consistency with frequent use Account for data sharing with different
programs (ex. BIM Model and e-Quest) Implement use of new technology for
analyses. E-Quest is using a 1980s engine Offer VDC training to project teams
(especially managers) Track performance metrics throughout
various project phases
11c) General Suggestions – Executive Audience
Baseline for VDC Use Involves: Creation of checklist detailing step by step VDC
procedure for each project Identify analyses goals Identify VDC strategies and software to achieve
these goals Create templates for performing the analyses Save templates and perform future iterations of
the analyses Use tools such as PIP to account for the analyses
and various software files
11d) General Suggestions – Executive Audience
Recommendation for VDC Use on Future Iterations: Provide more detail to project team if
analyses are sub-contracted out Use VDC to create analyses with higher
levels of detail Incorporate client feedback into future
iterations. Modify the templates and identify VDC
tools to make project iterations more accurate
12a) VDC Modeling Guidelines Energy Retrofit Iteration Focus
Compare iteration to older onesDoes the new energy retrofit strategy reduce building
energy use? Does the energy retrofit increase the NPV of the building?
Update TEI w/ new first costs and future costsDoes this energy retrofit result in an increase or decrease in TEI?
Update eQUEST with respective changesDoes the model allow you to implement the retrofit strategy with a reasonable degree of realism?
Check BIM to make sure changes can fit/work in orientationIs there space in the building to accommodate the energy retrofit equipment?
Will the retrofit cause significant disruption of the building’s intended functions?
Suggest changes based on most important categoriesIs there an energy retrofit strategy to reduce these specific categories?
Do these retrofit strategies commonly have savings greater than initial costs?
From last iteration, determine most important categories to improve uponAre there major energy uses that haven’t been addressed?
12b) VDC Modeling Guidelines Productivity Iteration Focus
Compare iteration to older ones
Does this iteration represent the best one yet?
Update TEI w/ new information on overall productivityDoes the new configuration reduce man-hours for the modeled project, achieving cost savings through increased productivity?
Update SimVision w/ new functional probabilities, organizational structure, and list of project activitiesDo the probability inputs match the space and occupancy for this iteration?
Does this organizational structure represent typical GSA employee hierarchy?
Do these activities accurately reflect projects that occur in GSA HQ?
Update eQUEST w/ appropriate space and occupancy informationSqFt of meeting, open, and closed office space match BIM?
Are there changes to the energy usage / occupancy within those spaces?
Update space change and occupancy from BIM room scheduleDo the changes in BIM meet the office to meeting space ratio?
Do you feel that this is an appropriate occupancy for the space square footage?
Design orientation from ratio in BIMDoes this orientation comply with spatial constraints within the building?
Determine office to meeting space ratio What is the required amount of office space to accommodate employees present daily? Is this significantly different than other iterations?
ORID Analysis Objectives: What facts did you see, hear?
We observed how to effectively use VDC to address real world problems. We also learned how to adapt VDC to different areas of interests such as energy analysis and cost analysis.
Reflective Positive: What surprised or encouraged you positively? We were surprised at how we were able to learn different VDC software and applications that seemed complex to us in the beginning of the class. By the end of the quarter, we felt we had a stronger grasp on the material.
Reflective Negative: What surprised or encouraged you negatively? We were surprised at the brief amount of correspondence with our client and how the term project proposal was modified by the client on a weekly basis.
Interpretive: What patterns and insights did you get; what are some limits of what you saw? We noticed that with every passing week, our ability to perform the queries and subsequent analyses was more efficient due to the opportunities presented to us in the class.
Decisional: Identify your next steps.We intend to continue using VDC tools to maintain our skill-set. For the term project, we suggested to our client that they can use the templates for future iterations of their proposed problem. We would be happy to assist with any questions they may have.
Comments How much time did you spend doing the homework? We
spent about 10 hours doing the homework (Query #8 only, doesn’t include the bulk of the work).
What was one thing you learned in doing the homework? We learned how to use VDC for future projects similar to the ones our client proposed.
What is one thing you found confusing or irritating in doing the homework? We felt our lack of information from the client was lacking in doing the homework. However, we were satisfied with our assumptions and results.
Identify any RFIs you would like resolved by the time you do the final project submission.It would have been ideal if the client had given us a better understanding of what type of result they were looking for in the energy analysis. This could have made our proposal more accurate and fitting for the client’s needs.