Upload
natasha-thomson
View
220
Download
2
Tags:
Embed Size (px)
Citation preview
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 [email protected] 860-240-6608