Embed Size (px)
Citation preview
Project Management (AGILE ?/ LEAN?) and Commissioningfor Mission Critical BuildingsGoal: Project Owner Satisfaction
Roberto Sánchez López, RCDD, ACx
WARNING• This presentation may cause the following symptoms in
attendees:– Denial: Forgetfulness, Discomfort, Procrastination
– Ire, Anger, Guilt and Frustration: Disagreement, Discomfort, Anguish, Animosity
– Personal commitment: Confirmation of vulnerabilities/opportunities– Acceptance: Change, enthusiasm, evangelism, sum of all efforts
You are advised to take these ideas:• PERSONALLY and not treat them as simply business matters
This requires change of us and we CANNOT continue to conduct business as “USUAL”
Agenda• Why use PM methodologies in construction?• Alternatives Waterfall / Agile /LEAN?• What is "Cx" Commissioning?• NMX-c - 509 ONNCCE Building Commissioning• Convergence of Objectives• How to implement them in a building project? 5 ideas
Problems with Building Projects
United States of America, Europe• 47% of projects in the United States exceed the expected cost
and 71% exceed the programmed time (Sanvido et al.)• Studies in the USA, Scandinavia and the UK suggest that up to
30% of construction is rework, labour is used at only 40-60% ofpotential efficiency, accidents can account for 3-6% of totalproject costs, and at least 10% of materials are wasted.
Problems with Building Projects• Planning and Scheduling: Common Deficiencies:
– incomplete planning (scope, specifications, etc), theirprofitability, social and environmental problems, inequitablecontract design, lack of definition of the type of contract andform of payment (funding resources/financing)
– lack of coordination between parties to obtain licenses andpermits
Problems with Building Projects• Techniques: Insufficient development of master plans , lack ofdetailed engineering, vagueness of the technology to usein the development of the work or the lack of detail about the worksite, among others.
• Economic: Timing and delay in the budget allocationand availability , tardy transfers betweenprograms, budget cuts during the execution process, lack ofcapitalization of contractor companies and unpredictability of theconsequences from the global capital goods market problem,impacting the cost and opportunity in the delivery of supplies sourceASF 2010
Problems with Building Projects• Runtime:The agreed upon execution times do not correspond to the reality and complexity of theprojects,The untimely delivery of advance payment, work supervisor and contractor non-compliance; Lack of control on sub-contracting, technical problems caused by failure to comply with the construction specifications and quality
standards for materials and equipment,
Delays in formalizing amended agreements and the authorization of extraordinary prices orcost adjustments, manufacturer bankruptcy;Lack of supervision and poor control of projects, translates into poor quality or incompletework;Breach of loans, social problems particularly relating to rights of way, easements of way andland tenure,Environmental problems and Trade Union conflicts, unforeseen induced works; the lag inthe management of rights of way or easements of way, lack of certificates assuring noenvironmental impact, changes in use of soil and finally the ill-timed reception of projects,the late completion of operation tests and commissioning them. ASF 2010
How CAN WE SOLVE IT?
FAST CHEAP
FREE
SCAM
UTOPIA
Do itYourself
BADDONE
UTOPIA
QUALITY
PAIDFAIR
How DO YOU WANT the project to turn out?
What is "Project Management"?Does it differ from Works Management?
• Project management, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It's a strategic competency for organizations, enabling them to tie project results to business goals
• So that PM ≠ Works Management, Yes and NO
Why? Let's find out...
Trends in PM• What is "Waterfall"?• The Waterfall - the TRADITIONAL point of view for PM
methodologies, uses a TOP DOWN sequence of activities tomanage a project.
• Project Administrators (APs) try to eliminate uncertainty and risksby completing each and every one of the activities in a Project. Thisincludes: defining the scope, budget and dates in advance.
• One of the main themes of this trend includes:– investing time in the initial stages of the Project to ensure a complete
design - execution-– the scopes of work - - will meet the Project Owner Requirements (RDPs)– Save significant time and effort by fixing future errors or problems in the
project lifecycle.– Ensure this by completing 100% of each phase BEFORE moving on to the next
phase.
Waterfall StepsBUSINESS requirements
(RDPs)
System Requirements
System DESign(s)
CONstruction
System Test(s)
Delivery
OPE & MAN
Waterfall model uses Gantt and Critical Path charts
Trends in PMThe case for Agile Development We are discovering better ways to develop projects
both for our own experience as well as to help others.
Through this work we have learned to value: Individuals and interactions over processes and tools Working projects over extensive documentation Collaboration with the client over contract negotiation Responding to change and NOT following a single unique plan
• This trend is more in the style of construction in Mexico, but...
SPRINT 1
SPRINT 2
SPRINT 3
Development
Development
Development
Testing
Testing
Testing
CollaborationDiscovery
Design
CollaborationDiscovery
CollaborationDiscovery
Design
Design
CONTROL CHARTSfor AGILE PM
TRADITIONAL vs. AGILETRADITIONAL - Waterfall-
• Planning is done to achieve “expected” results• Strive for the plan to become reality "Man
proposes, God disposes, the Devil arrives and..."• Milestones are defined - metrics, budgets and
deadlines (Gantt) are set• Each planner designs a system using the two-
dimensional "crossroads of engineering"• Basic Risk Analysis• Sustainability if it is LEED• Check the progress / scope - pay for it - and verify
"quality"• PERCENTAGES OF COMPLETION are delivered
"basically this functionality"• "change control" is used to manage MACs
omission = addition; error = mitigation/remediation• Contractual penalties are the motivator• CX Commissioning "AT THE END" of subsystems
RIGIDITY = "fulfillment" = justification
AGILE• Planning is divided into multiple tiers (quarter/version,
iteration, daily).• Facilitation and "coaching" helps the team make better
decisions• Prioritized "backlog" resides with the Project Owner and is
the primary means for change control. "Burn-Down” or“Burn-Up” graphs are used
• Development with: “management tests” and aninterdisciplinary team to ensure QUALITY and the planningof activities, from the beginning and throughout theproject. Strive for system performance and compliancewith RDPs. The client is INVOLVED. MIV (BIM), CFD, Windtunnel...
• GOVERNANCE / RISK / COMPLIANCE• Energy Efficiency and Sustainability• The concept is 100% “COMPLETE”• Errors are found in the constant feedback iteration.
Specific features are accepted by the Owner based on theRDPs.
• Integrated CX COMMISSIONING x DIS/CON/OPEADAPTABILITY = AGILITY = satisfaction
Are there other PM methods?• LEAN Manufacturing• Critical Path Method (CPM)• Critical Chain Project Management (CCPM)• Event Chain Methodology (ECM)
• Six Sigma• Scrum• XP (Extreme Programming) • Crystal• FDD (Feature Driven Development) • DSDM (Dynamic Systems Development) • Adaptive Software Development • RUP (Rational Unified Process) • PRINCE2
NOT all are adaptable to the Building industry, but in Construction management several are "mixed" (Gantt, Fishbone, Critical Path diagrams)
Lean Manufacturing - Tools -
• The 5 S• • Total Quality Control• • Quality Control Circles• • Suggestions Systems• • SMED• • Discipline in the workplace• • Total • Productive Maintenance• • Kanban• • Leveling and balancing• • Just in Time• • Zero defects• • Activities in small groups• • Improvement in productivity• • Automation (Jidoka)• • Quality Management Techniques• • Detection, Prevention and Limitation of waste• Train the client• • Statistical Process Control
B h ki
• • Analysis and value engineering
• • TOC (Theory of Constraints)
• • Activity-based cost
• • Six Sigma
• • Quality improvement
• • Internal Control Matrix System
• • Scorecard
• • Zero-based Budgeting
• • Fast learning organization
• • Deployment of the Function Quality
• • AMFE
• • Deming cycle
• • Taguchi Loss function
• Traditionally we have resorted to the "House of Toyota System" schematic
Updated Adaptation to the House of Toyota
THE TOTAL NUMBER OF ELEMENTS OF:
A CAR BETWEEN 70,000 AND 90,000
A BUILDING ...? MORE OR LESS?
Could we apply Lean Manufacturing to the Building industry?
"tons", which is the "good choice"?
Great, now what about Commissioning? What is it?
• Cx starts from day one (of OPEration) in mind and reaches the DESign stage acting as attorney to the owner - client - to ensure that your investment, the building will be delivered in optimal mode, fulfilling the objectives set.
• The Cx is a Bridge linking the differences betweenthe DESign of the building and delivery by the Works Management (project); minimizing the risks. The projects are commonly delivered late, incomplete and with a long list of defects (PUNCH list).
• The “normal” delivery process rarely bringsresults in the best conditions and often fails to achieve RDPs
It is a systematic process -report to the project OWNER directly -, who confirms thatthe building systems /construction are/is:• designed• installed• started correctly, consistently and• work in strict accordance with theProject Owner Requirements (RDP)Note:Includes client-approved testing periods; in addition to the applicable technical documentationrelating to the components and systems involved in the the implementation
Great, now what about Commissioning? What is it?
DIAGRAM 1 -COMMISSIONING FLOWCHART
DIAGRAM 3-DESIGN STAGE
DIAGRAM 4. BUILD STAGE
DIAGRAM 5-OCCUPATION AND OPERATION STAGE
What are the characteristics of high-performance mission-critical buildings?
Why are Data Centers important in the 21st century?
ISO AUSTRALIA EU JAPAN MEX USA ISO AUSTRALIA EU JAPAN MEX USA ISO AUSTRALIA EU UK JAPAN MEX
none NABERSCEEDA
(EUCoC) BREEAMnone NMX EPA
The Green Grid
(see 6)TIA BICSI LEED UTI
GOVERNANCE ISO 38500 N/A N/A N/A NMX-I- 38500 N/A N/A N/A N/A N/A NMX-I- 38500 N/A N/A N/A N/A N/A N/A X N/A N/A N/A x N/A N/A
RISK ISO 31000 series
N/A N/A N/A NMX-SAST-31000 N/A N/A N/A N/A N/A NMX-SAST-31000 N/A N/A N/A N/A N/A N/A X N/A N/A N/A x N/A X
COMPLIANCE N/A N/A N/A N/A In progress N/A N/A N/A N/A N/A In progress N/A N/A N/A N/A N/A N/A X X N/A N/A x N/A N/A
ARCHitecture N/AMunicipality CONstruction Code
EN 50600; (see 5)
JDCC std includes facil ity features (see 3) Municipality CONstruction Code
NMX-I-J-C-489; Municipality CONstruction Code
ANSI/BICSI 002 ANSI/TIA-942 A; NFPA 5000, Municipality CONstruction Code
N/A N/AEU CoC;
CONStruction Country Codes
N/A IMEI; NFPA; BICSI; ASHRAE
ICC ; NFPA N/A STARS ENERGY (1 - 6)
BRONZE; SILVER; GOLD
AWARD DC category
N/A TIPO (T1, T2, T3, T4)
N/A N/ATIERs
(1,2,3,4) -see 1-
CLASS (0-5)
Unknown Data Centre evaluation
TBD
N/A
COOLingISO/JTC1 SC39 in progress (see 4)
NABERS toolsEN 50600 (see 5)
JDCC std includes COOLing features (see 3)
NMX-I-J-C-489
ANSI/BICSI 002 ANSI/TIA-942 A; ANSI/ASHRAE/IES Standard 90.1
N/A N/A EU CoC N/A ASHRAE TC9.9ASHRAE TC9.9: N/A
STARS ENERGY (1 - 6)
BRONZE; SILVER; GOLD
AWARD DC category N/A TIPO (T1, T2,
T3, T4)N/A PUE
TIERs (1,2,3,4) -see 1-
CLASS (0-5)
Unknown Data Centre evaluation
TBD
TIERs (1,2,3,4)
ENErgyISO/JTC1 SC39 in progress (see 4)
NABERS toolsEN 50600 (see 5)
JDCC std includes ENErgy features (see 3)
NOM-001-SEDE; NMX-I-J-C-489
ANSI/BICSI 002 ANSI/TIA-942 A; NFPA 70 (NEC Code)
N/A N/A EU CoC N/A UTI ASHRAE TC9.9: N/A
STARS ENERGY (1 - 6)
BRONZE; SILVER; GOLD
AWARD DC category TIERs TIPO (T1, T2,
T3, T4)
ENERGY STAR (1 - 100) 75% get
LABEL
PUETIERs
(1,2,3,4) -see 1-
CLASS (0-5)
Unknown Data Centre evaluation
TBD
TIERs (1,2,3,4)
SAFEty ISO TC 021; TC 092 N/A
EN 50600 (see 5)
JDCC std includes SAFEty features (see 3)
NMX-I-J-C-489ANSI/BICSI 002 ANSI/TIA-942 A; NFPA 75
N/A N/A EU CoC N/A IMEI; NFPA NFPA N/ASTARS ENERGY
(1 - 6)BRONZE;
SILVER; GOLD N/A TIERs TIPO (T1, T2, T3, T4)
N/A N/ATIERs *
(1,2,3,4) CLASS (0-5)
Unknown Data Centre evaluation
TBD
N/A
SECurity N/A N/A EN 50600 (see 5)
JDCC std includes SECurity features (see 3)
NMX-I-J-C-489 ANSI/BICSI 002 ANSI/TIA-942 A
N/A N/A EU CoC N/A IMEI ALAS ASIS N/A STARS ENERGY (1 - 6)
N/A N/A N/A TIPO (T1, T2, T3, T4)
N/A N/ATIERs
(1,2,3,4) -see 1-
CLASS (0-5)
Unknown Data Centre evaluation
TBD
N/A
IT TRANSport
ISO/JTC1 SC25 ISO/IEC; 14763-1; 14763-2; 14764
N/A
EN 50600 (see 5); EN 50310 ISO 24764
JDCC std includes Comm features (see 3)
NMX-I-J-C-489; NMX-I-24764; NMX-I-108;
ANSI/BICSI 002 ANSI/TIA-942 A
N/A N/A EU CoC N/A BICSI BICSI N/A STARS ENERGY (1 - 6)
N/A N/A N/A TIPO (T1, T2, T3, T4)
N/A N/ATIERs
(1,2,3,4) -see 1-
CLASS (0-5)
Unknown Data Centre evaluation
TBD
N/A
OPEration X N/A N/A X ASHRAE N/A N/A EU Coc N/A ITIL, COBIT ASHRAE N/A X X X N/A X X X X X N/A X
CONstruction N/A N/A N/A N/A X N/A N/A EU CoC N/A TIA /BICSI /UTI N/A N/A N/A X N/A X N/A N/A X X N/A X
DESign X N/A N/A N/A X ASHRAE; NFPA; N/A N/A EU CoC N/A TIA /BICSI /UTI ASHRAE; NFPA;
N/A N/A N/A X N/A X N/A X X X X X
COMMISSIONINGISO TC205 WG10 In progress
N/A N/A N/ANMX-Bldg Cx in progress N/A N/A N/A N/A N/A
LEED, ASHRAE, NFPA
ASHRAE GUIDEline 0;
NFPA 3; N/A N/A N/A X N/A X N/A X N/A N/A X N/A
Sustainability ISO/JTC1 SC39 in progress
N/A EN 50600 N/A NMX-I-J-C-489; NMX-AA-164
ASHRAE N/A N/A EU CoC N/A LEED, ASHRAE ASHRAE TC9.9 N/A X X X X X X X N/A N/A x X
ENErgy EFFICiency ISO/JTC1 SC39 in progress N/A EN 50600 N/A
NMX-I-J-C-489; NMX-AA-164
ASHRAE TC9.9 EPA Energy Star N/A N/A EU CoC N/A ASHRAE TC9.9 ASHRAE TC9.9 N/A X X X X X X X N/A N/A N/A X
MISSION CRITICAL FACILITIES Data Centres STANDARDS, CODEs, GOOD/BEST Practices; CLASSification schemesVersion 2.0 2014
CLASSification SchemesBEST / GOOD Practices
DRIVERS
SYSTEMS
GRC
STANDARDs USA
ACx Commissioning
ACx Commissioning
PM
PROJECT
ADMIN
EMC Systems = Data Center, HospitalPenal Institution, CC, C4, Military, Oil Refinery, CFE, etc
Other Mission Critical Buildings
IDEAS for PM & Cx on Mission Critical Building (EMC) Projects
use:• MIV (BIM), CFD, DCIM• "BIG Data" data analysis, focus group, • GRC • Airflow, Wind Tunnel Modeling• AGILE PM(advance remediation), LEAN (learn from experience)
• CX from the start (conceptual)• CX is not a battery of tests, it is continuous, it is not applied at the
“end" of the project
Bayer HQ (CD & TTI 2015 DESign)Google HQ (Cx not LEED 2015)BBVA CD Lake Emerald and Executive Tower (Barduct, 2013-2015) CISCO lab DF (Cx, CD, 2014-15)INTEL lab Guadalajara (Barduct Supervision, 2014)LICONSA (CD migration 2014)General hospital of the South, Pue. (TTI, Safeguard, Security 2013)SCJN Canal Judicial STTI, CCTV Commissioning 2013) IFAI (CD 2012)CENEVAL (STI Commissioning 2012)RedIT (CD Tultitlan, Security 2012)El Universal (CD Conversion CD 2012)Senate of the Republic, Reform 2011 (STTI)National Supreme Court of Justice, Zocalo (CD & STTI 2010) National Institute of Genomic Medicine, Tlapan (Data Center & STTI 2007)Abbott Laboratories, Tlalpan (Data Center 2006-STTI 2008)Prudential Fund Investments, Antara Polanco (2006 data center)HSBC call center 1, Azcapotzalco (data center 2005)Credit Bureau (Data Center 2004-2007)Walmart (Data Center 2004)Sony Corporate, Santa Fe (STTI & Data Center 2003)BITAL (today HSBC) (Toluca STI Documentation Center 2003)Bank Boston, suc Lomas (STTI 2002)Roshfrans, GAM (STTI 2000)Federation Treasury, Av. 1000 Constituents (STTI 1999)Hotel Nikko Mexico (today Hyatt) (STTI 1992-2011)Hotel Camino Real (Mariano Escobedo (STTI 1998)Crown Plaza hotel - today MELIA - Reform 1 (STTI Back office and Administrative), (1997)Pharmacia UpJohn - today-Pfizer-, Calz. Tlalpan (STTI 1997)Boehringer - Ingelheim (Pharma building), Xochimilco (STTI 1995)Tepeyac Insurance -today Mapfre - Interlomas (STTI 1994)Bancomer Factoring - today-AVANTEL - Cuajimalpa (STTI 1992)
EXPE
RIEN
CE
Roberto Sanchez Lopez, RCDD, ACx
+52 155 8580.2559 (8760 hs)Engineering Services, Project Management, Commissioning
ACx:
