Leadership in Capital Projects - Austin

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Why traditional construction delivery is no longer effective and the current and future state of new models for industry transformation.

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  • 10 Reasons why for good Financial crisis Shedding risk Technology Millennial Generation Lost a cohort
  • Leadership in Capital Projects - Austin

    1. 1. Rex Miller and Dean Strombom<br />April 6, 2011<br />Becoming the change…<br />
    2. 2. When Systems Break Down…<br />
    3. 3. it is 2000…<br />
    4. 4.
    5. 5.
    6. 6. 2005 changes strategies<br />
    7. 7.
    8. 8. April 2008<br />
    9. 9.
    10. 10.
    11. 11.
    12. 12.
    13. 13. What did Michael Burry see?<br />
    14. 14. The Rules Changed<br />
    15. 15. Rules Change + Cycle = Results<br />
    16. 16. Why did he see it?<br />
    17. 17.
    18. 18. How Many Trust the Financial System?<br />
    19. 19. Digital Age = Speed and Complexity<br />
    20. 20. Print Age = The Age of Reason<br />Individual<br />Rational<br />Industrial<br />Organization as machine<br />Command and control leadership<br />Steady and predictable<br />
    21. 21.
    22. 22. Speed Complexity<br />
    23. 23. Not Much Has Changed<br />
    24. 24. Old System in a New World<br />Hierarchical<br />Compartmentalized<br />Sequential<br />Checks and Balances<br />Specialists<br />Disconnection<br />Silo’s<br />Out of the Loop<br />Conflict<br />Mis-coordination<br />
    25. 25.
    26. 26.
    27. 27. Signs of a Broken System<br />$500 billion in waste<br />Over 50% is waste<br />70% late and over budget<br />48% of Green House Gases<br />
    28. 28. 6 Trends Demanding New Behavior<br />The green movement<br />Managing complex risk<br />3D modeling<br />Manufacturing techniques<br />Lean<br />Offsite<br />Major corporations reducing footprints<br />Digital technology, virtual work and GenY<br />
    29. 29. New Rules<br />
    30. 30. IPD Essential Elements<br />Early Involvement of <br />Key Participants<br />Risk Allocation<br />Design Optimization<br />Skin in the Game<br />Shared Pain/Gain<br />Efficiency<br />Project Outcome<br />Joint Project Management<br />Commitment<br />Joint Validation of Targets/Goals<br />
    31. 31. Teams vs. Players<br />2004<br />2008<br />
    32. 32.
    33. 33. BIG BIM<br />Building (Project) Information (Geometrics) Modeling (Visualization)<br />A way to link & exchange information back & forth, and a structure that allows the information to interact<br />Levels of use, leading to BIG BIM:<br />Static 3D visualization<br />Dynamic 3D visualization<br />Object intelligence<br />Relational intelligence<br />Analytics<br />Simulation<br />Prediction<br />Fabrication<br />Operations<br />Virtual worlds<br />
    34. 34.
    35. 35.
    36. 36. IPD vsIPDish<br />
    37. 37. Developer Design-Build<br />1st LEED Platinum Spec<br />200,000 sqft<br />$3/sqft less than conventional<br />100% pre-leased<br />45% lower operating costs<br />
    38. 38. Handshake: Brightlights Project<br /><ul><li>250,000 rsf urban renovation, including 60,000 sf 3-story volume for 500 traders
    39. 39. 2N systems redundancy
    40. 40. 24 months start-to-finish
    41. 41. LEED CI Platinum
    42. 42. Outcome Incentives
    43. 43. Handshake schedule
    44. 44. Innovative team collaboration and communication tools</li></li></ul><li>MOU – BIM Driven<br />100 Tech Square<br />Scope: 250,000 GSF<br />Program: lab & office (TI)<br />Completion: 9 months<br />Cost: Confidential (under budget)<br />Constructed & commissioned in just 6 months<br />39<br />
    45. 45. CMR – BIM Driven<br />BioSquare III<br />Scope: 160,000 GSF<br />Program: lab & office (new)<br />Completion: 18 months<br />Cost: $150/SF<br />First LEED certified lab in Boston<br />40<br />
    46. 46. Full IPD<br />Autodesk<br />Scope: 60,000 GSF<br />Program: corporate office<br />Completion: 8 months<br />Cost: Confidential (under budget)<br />Multiple design awards<br />100% BIM, 100% IPD, LEED Platinum<br />41<br />
    47. 47.
    48. 48. Talk or Walk?<br />
    49. 49. Recipe for Success<br />Right Sequence<br />Principles<br />Team<br />Tools<br />Including subs<br />Join the Club<br />Speak<br />Do<br />Promote<br />
    50. 50. Good News<br />
    51. 51. Strategy<br />Early Adopters<br />Fed Ups<br />Partner for Proof of Concept<br />Cap Risk<br />Create a Brand Promise<br />
    52. 52.
    53. 53. Call to Action<br />Who are the early adopters or fed ups in your circle?<br />Who would you pick on your team?<br />Do your current values support an open book, shared risk collaborative process?<br />Where can you find an opportunity for proof of concept?<br />
    54. 54. What If We Don’t Change<br />Will errors decrease?<br />Will margins rise?<br />Will conflict diminish?<br />Will we maintain a competitive edge?<br />Will safety improve?<br />Will owners walk away delighted?<br />Can we really defend the current system?<br />
    55. 55. Contact Information<br />Dean Strombom – Gensler<br />Principal<br />dean_strombom@gensler.com<br />713-844-0000<br />Rex Miller – TAG Consulting<br />Senior Partner<br />rmiller@tagconsulting.org<br />214-498-3055<br />www.thecrerevolution.com<br />
    56. 56. Questions?<br />

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