The document discusses lessons learned from a study on applying lean thinking and integrated project delivery (IPD) to healthcare construction projects. It found that full-scale mockups were the most effective lean strategy. It also found that learning was an important implicit benefit not tracked. While IPD led to benefits like collaboration, some challenges included perceived imbalance of influence and optimal use of lean strategies. To fully evaluate the costs and benefits of lean-IPD approaches, factors like time costs for additional participation and documentation need to be accounted for.
The document discusses integrated delivery in construction projects. It defines integrated delivery as integrating owners, designers, and builders from the start to finish around mutual project outcomes. The presentation discusses the benefits of integrated delivery including reduced waste and costs, improved collaboration, earlier involvement of trades, and prefabrication opportunities. It provides perspectives from owners, architects, and builders and discusses contract structures and processes to support integrated project delivery. Examples of early adopters of integrated delivery models are also provided.
Short short pitch york meeting megs kt 27th febAndrea Wheeler
This document describes the development of a knowledge sharing platform called MEGS-KT for continuing professional development in the energy sector. Research included interviews and surveys with SMEs which identified needs like accessing funding, technical knowledge, and finding work. A taxonomy was created to map the sector. A community of practice was built including fellow lectures, LinkedIn, and Twitter. The solution created was an online platform for sharing resources and a demonstrator was developed. Benefits included linking SMEs to university research and establishing a long-term community for knowledge sharing.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
Practical experience on how transformation change supposedly should work according to orthodox theory - and how I experience to work out in practice including recent experience of scaled lean agile in Nordea.
Keynote presentation by Joe Deklic, VP Strategic Investments, Cisco Canada at the Association of Strategic Alliance Professionals (ASAP) Toronto chapter event "Build, Buy or Ally: Partnership Models for Enterprise Growth" on November 12, 2010
Strategic development in a local HEI contextPaul Walk
This document discusses strategic innovation in a local context. It makes three key points:
1) Maintaining local technical expertise and the capacity for innovation is an investment that allows for responsive, tailored solutions based on a deep understanding of local needs and contexts.
2) Networks like DevCSI help build and share capacity among local developers through cost-effective training, peer support, and showcasing innovation - achieving greater value than any individual institution alone.
3) Strategic developers can play a key role in integrating local and remote systems, mitigating outsourcing costs, and empowering users, but often lack career paths in higher education institutions.
This document provides information about an upcoming event hosted by Iasa, including an agenda with presentations on architecture topics, information about Iasa as an organization for enterprise architects, and details on certification opportunities through Iasa including the CITA program. The event will include lightening talks on architecture, a networking session, and close with information on how to get involved with Iasa activities and certification.
Before You Hire an Architect: Reduce Costs and Risks, Produce Better Results4Good.org
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process, with its opportunities and pitfalls, so they can maximize value while minimizing costs, risks and stress. This webinar will address the critical information a board and CEO need to have, and the work they need to do, before hiring an architect. It will cover roles and responsibilities (board, staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
Camp It, June 2012, How To Design Your Bi Architecture To Capitalize on New T...Craig Jordan
Craig Jordan discusses how to design a business intelligence (BI) architecture to capitalize on new technologies. He explains that an architecture is the fundamental organization of a system and its components. New technologies may provide new components, make existing ones obsolete, or change relationships and principles. The presentation provides a model for innovation and examples of architectural innovations. It also discusses how to think about an architecture, where to start revising it, how to govern new technology adoption, and when to abandon certain technologies.
The document discusses integrated delivery in construction projects. It defines integrated delivery as integrating owners, designers, and builders from the start to finish around mutual project outcomes. The presentation discusses the benefits of integrated delivery including reduced waste and costs, improved collaboration, earlier involvement of trades, and prefabrication opportunities. It provides perspectives from owners, architects, and builders and discusses contract structures and processes to support integrated project delivery. Examples of early adopters of integrated delivery models are also provided.
Short short pitch york meeting megs kt 27th febAndrea Wheeler
This document describes the development of a knowledge sharing platform called MEGS-KT for continuing professional development in the energy sector. Research included interviews and surveys with SMEs which identified needs like accessing funding, technical knowledge, and finding work. A taxonomy was created to map the sector. A community of practice was built including fellow lectures, LinkedIn, and Twitter. The solution created was an online platform for sharing resources and a demonstrator was developed. Benefits included linking SMEs to university research and establishing a long-term community for knowledge sharing.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
Practical experience on how transformation change supposedly should work according to orthodox theory - and how I experience to work out in practice including recent experience of scaled lean agile in Nordea.
Keynote presentation by Joe Deklic, VP Strategic Investments, Cisco Canada at the Association of Strategic Alliance Professionals (ASAP) Toronto chapter event "Build, Buy or Ally: Partnership Models for Enterprise Growth" on November 12, 2010
Strategic development in a local HEI contextPaul Walk
This document discusses strategic innovation in a local context. It makes three key points:
1) Maintaining local technical expertise and the capacity for innovation is an investment that allows for responsive, tailored solutions based on a deep understanding of local needs and contexts.
2) Networks like DevCSI help build and share capacity among local developers through cost-effective training, peer support, and showcasing innovation - achieving greater value than any individual institution alone.
3) Strategic developers can play a key role in integrating local and remote systems, mitigating outsourcing costs, and empowering users, but often lack career paths in higher education institutions.
This document provides information about an upcoming event hosted by Iasa, including an agenda with presentations on architecture topics, information about Iasa as an organization for enterprise architects, and details on certification opportunities through Iasa including the CITA program. The event will include lightening talks on architecture, a networking session, and close with information on how to get involved with Iasa activities and certification.
Before You Hire an Architect: Reduce Costs and Risks, Produce Better Results4Good.org
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process, with its opportunities and pitfalls, so they can maximize value while minimizing costs, risks and stress. This webinar will address the critical information a board and CEO need to have, and the work they need to do, before hiring an architect. It will cover roles and responsibilities (board, staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
Camp It, June 2012, How To Design Your Bi Architecture To Capitalize on New T...Craig Jordan
Craig Jordan discusses how to design a business intelligence (BI) architecture to capitalize on new technologies. He explains that an architecture is the fundamental organization of a system and its components. New technologies may provide new components, make existing ones obsolete, or change relationships and principles. The presentation provides a model for innovation and examples of architectural innovations. It also discusses how to think about an architecture, where to start revising it, how to govern new technology adoption, and when to abandon certain technologies.
This document provides a chronology of Siemens from its beginnings in 1847 to 2008. It discusses the company's initial expansion, growth through consolidation and partnerships from 1865-1890, and internationalization from 1890-1918. The document then outlines Siemens' return to the world market and unity after World War 1 from 1918-1933, its operations during the National Socialist period and World War 2 from 1933-1945, and its reconstruction and emergence as a global player from 1945-1966. Finally, it briefly discusses the company's expansion into new markets and business areas from 1966-1989 and its response to deregulation and globalization from 1989-2008.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
The document discusses strategies for product companies to speed time to market through building, buying, or partnering. It provides an overview of the benefits and tradeoffs of each approach. Case studies demonstrate examples of companies that successfully built, bought, or partnered. A framework is presented for analyzing situations to determine which approach is best based on factors like a product's lifecycle stage and customer needs. Guidelines are offered for assessing and enabling successful partners. The key strategies discussed are to build for technology leadership, buy for core business needs, and partner for fastest time to market and risk reduction.
- Managing engineering organizations today is more difficult due to projects being understaffed and shorter schedules as well as generational differences between employees.
- CEOs are more involved in product development and focused on innovation for competitive advantage. They want more visibility into engineering operations.
- Talent management must be integrated into business strategy and implemented throughout the organization, not just in HR, to attract and retain employees.
- Different approaches are needed to develop and document products to make design decisions and provide definitions for manufacturing. Changing IT landscapes and tools also impact engineering organizations.
We keep getting a commong question "How is Zachman Certified -Enterprise Architect" is different from TOGAF or other EA framework certification programs? is there any difference? can you help us in decision making process
This document discusses the benefits of using an architect for business integration and enterprise architecture solutions. It states that architects can:
1) See the big picture and design flexible solutions that adapt to changing business needs beyond immediate requirements.
2) Find creative solutions and reduce costs when involved in early planning.
3) Save money by maximizing investment in well-designed long-term solutions with good return.
The document then provides an overview of Blue-Crow, an architecture-led consulting firm, their services, operating principles, partner network, and commitment to clients' success.
The document is an information packet about the Enterprise Mobility Exchange 2011 conference taking place on May 9-11 at the Hotel le Plaza in Brussels. The conference will focus on equipping field workforces with mobile technology to increase profitability, productivity, and customer service. Experts will discuss developing the right mobility strategy, including overcoming challenges, balancing investment and ROI, and ensuring employee buy-in. Key speakers include executives from Severn Trent Water and Parcelforce Worldwide who will address putting together an integrated strategy and delivering better customer service through mobile technology.
Technology Enabled Business Transformation (Nordea case)Mikkel Brahm
Best practice change management approaches rarely yields the results we desire, and for good reasons. Based on his PhD research and 25+ years of experience Mikkel discusses why, and what he is trying to do differently in his job as Head Architect for Nordea's Personal Banking Business to improve the success of transformation efforts.
The document provides an agenda and overview for an innovation programme launch event at the International Institute for Product and Service Innovation, including presentations on customer-focused innovation, additive manufacturing technologies, and experience design tools to help businesses stimulate innovation and new opportunities through collaboration at the Institute.
Harold L. Knisley has over 35 years of experience leading teams and managing projects in systems engineering, program management, and software development. He has expertise in collaboration, communications systems, information technology, and knowledge management architectures. Knisley holds multiple professional certifications and has managed projects ranging from $1.5M to $400M.
Neumann Consulting International provides management, IT, and marketing consulting services operating since 1999. They have over 450 completed projects for clients worldwide, focusing on the Middle East. Their expertise includes business strategies, IT development, mergers and acquisitions, HR management, and marketing. They take a modular approach to projects utilizing strategic advising, project management, specialist roles, and integration services.
Innovation Through Vertical IntegrationOla Blomgren
1) Vertical integration opens up new opportunities for innovation by combining capabilities across an organization and value chain.
2) There are four key areas that must be designed to capture value from vertical integration: efficiency, novelty, lock-in, and complementarities.
3) Oracle's acquisition of Sun Microsystems is an example of using vertical integration to spur innovation - it enabled new hardware and software solutions and simplified the customer experience.
This document summarizes a presentation given by Deltek about their software solutions for project-focused businesses. The key points are:
1) Deltek provides enterprise project management software for industries like government contracting, architecture/engineering, and consulting.
2) They help customers improve project visibility, resource optimization, and new business wins.
3) Deltek hosted a session where government and industry professionals identified the top 5 challenges for earned value practitioners as inconsistent processes, lack of management buy-in, integrating cost and schedule data, producing reliable reports manually, and different approaches across organizations.
4) Deltek's software aims to address these challenges through automated reporting, early warning indicators, and integrated data across key areas
The document provides an agenda and overview for an introductory presentation on Agile and Scrum frameworks. It discusses Scrum roles, ceremonies, values and principles. The presentation covers the Scrum framework, roles, planning, estimation, team engagement and simulations. It also discusses Agile and Lean roots and contrasts Scrum with traditional waterfall approaches.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
1. The document discusses an integrated care pathway conference that was held in June 2008 in Europe. It focused on topics like lean management, statistics, and evidence-based medicine.
2. A company called Blue-Crow aims to develop innovative and practical healthcare solutions through consulting services and process modeling tools. They help clients deliver more efficient care pathways.
3. Consistent approaches are needed for creating care pathways, but they must also be flexible. Lessons from the conference include using pathways for quality care, multi-disciplinary teams, and driving organizational change through lean and six sigma.
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Sp...IT Network marcus evans
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Spatial Capability Development, Department Sustainability and Environment: Herding Cats: Aligning Diverse Stakeholders Groups, Crystallising Requirements, and Rapid Interactive Prototyping within Days
This document provides an overview of integrated project delivery (IPD), a collaborative project delivery approach that aims to optimize outcomes. It discusses IPD principles like mutual trust and benefit, collaborative decision-making, and open communication. It also addresses how to set up an integrated project, including team building, defining roles and goals, and addressing legal considerations. Finally, it outlines how to implement IPD principles through the project phases and different delivery models. The guide seeks to help readers understand, advocate for, and implement IPD to improve construction industry efficiency and outcomes.
Integrated project delivery for more effective developmentAllen Matkins
Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.
Long-term developers and facilities owners are increasingly adopting Integrated Project Delivery (IPD) to manage design and construction. IPD aims to collaboratively harness the talents of all project participants to optimize results, reduce costs, and maximize efficiency throughout the entire design and construction process. Due to goals of high performance buildings at lower energy and water costs, owners seek new approaches to streamline risks beyond standard contracts. IPD removes obstacles between team members through open dialogue, risk/reward sharing, and use of building information modeling technology. Supporters argue IPD increases cost and schedule predictability while eliminating contingencies, saving clients money.
This document provides a chronology of Siemens from its beginnings in 1847 to 2008. It discusses the company's initial expansion, growth through consolidation and partnerships from 1865-1890, and internationalization from 1890-1918. The document then outlines Siemens' return to the world market and unity after World War 1 from 1918-1933, its operations during the National Socialist period and World War 2 from 1933-1945, and its reconstruction and emergence as a global player from 1945-1966. Finally, it briefly discusses the company's expansion into new markets and business areas from 1966-1989 and its response to deregulation and globalization from 1989-2008.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
The document discusses strategies for product companies to speed time to market through building, buying, or partnering. It provides an overview of the benefits and tradeoffs of each approach. Case studies demonstrate examples of companies that successfully built, bought, or partnered. A framework is presented for analyzing situations to determine which approach is best based on factors like a product's lifecycle stage and customer needs. Guidelines are offered for assessing and enabling successful partners. The key strategies discussed are to build for technology leadership, buy for core business needs, and partner for fastest time to market and risk reduction.
- Managing engineering organizations today is more difficult due to projects being understaffed and shorter schedules as well as generational differences between employees.
- CEOs are more involved in product development and focused on innovation for competitive advantage. They want more visibility into engineering operations.
- Talent management must be integrated into business strategy and implemented throughout the organization, not just in HR, to attract and retain employees.
- Different approaches are needed to develop and document products to make design decisions and provide definitions for manufacturing. Changing IT landscapes and tools also impact engineering organizations.
We keep getting a commong question "How is Zachman Certified -Enterprise Architect" is different from TOGAF or other EA framework certification programs? is there any difference? can you help us in decision making process
This document discusses the benefits of using an architect for business integration and enterprise architecture solutions. It states that architects can:
1) See the big picture and design flexible solutions that adapt to changing business needs beyond immediate requirements.
2) Find creative solutions and reduce costs when involved in early planning.
3) Save money by maximizing investment in well-designed long-term solutions with good return.
The document then provides an overview of Blue-Crow, an architecture-led consulting firm, their services, operating principles, partner network, and commitment to clients' success.
The document is an information packet about the Enterprise Mobility Exchange 2011 conference taking place on May 9-11 at the Hotel le Plaza in Brussels. The conference will focus on equipping field workforces with mobile technology to increase profitability, productivity, and customer service. Experts will discuss developing the right mobility strategy, including overcoming challenges, balancing investment and ROI, and ensuring employee buy-in. Key speakers include executives from Severn Trent Water and Parcelforce Worldwide who will address putting together an integrated strategy and delivering better customer service through mobile technology.
Technology Enabled Business Transformation (Nordea case)Mikkel Brahm
Best practice change management approaches rarely yields the results we desire, and for good reasons. Based on his PhD research and 25+ years of experience Mikkel discusses why, and what he is trying to do differently in his job as Head Architect for Nordea's Personal Banking Business to improve the success of transformation efforts.
The document provides an agenda and overview for an innovation programme launch event at the International Institute for Product and Service Innovation, including presentations on customer-focused innovation, additive manufacturing technologies, and experience design tools to help businesses stimulate innovation and new opportunities through collaboration at the Institute.
Harold L. Knisley has over 35 years of experience leading teams and managing projects in systems engineering, program management, and software development. He has expertise in collaboration, communications systems, information technology, and knowledge management architectures. Knisley holds multiple professional certifications and has managed projects ranging from $1.5M to $400M.
Neumann Consulting International provides management, IT, and marketing consulting services operating since 1999. They have over 450 completed projects for clients worldwide, focusing on the Middle East. Their expertise includes business strategies, IT development, mergers and acquisitions, HR management, and marketing. They take a modular approach to projects utilizing strategic advising, project management, specialist roles, and integration services.
Innovation Through Vertical IntegrationOla Blomgren
1) Vertical integration opens up new opportunities for innovation by combining capabilities across an organization and value chain.
2) There are four key areas that must be designed to capture value from vertical integration: efficiency, novelty, lock-in, and complementarities.
3) Oracle's acquisition of Sun Microsystems is an example of using vertical integration to spur innovation - it enabled new hardware and software solutions and simplified the customer experience.
This document summarizes a presentation given by Deltek about their software solutions for project-focused businesses. The key points are:
1) Deltek provides enterprise project management software for industries like government contracting, architecture/engineering, and consulting.
2) They help customers improve project visibility, resource optimization, and new business wins.
3) Deltek hosted a session where government and industry professionals identified the top 5 challenges for earned value practitioners as inconsistent processes, lack of management buy-in, integrating cost and schedule data, producing reliable reports manually, and different approaches across organizations.
4) Deltek's software aims to address these challenges through automated reporting, early warning indicators, and integrated data across key areas
The document provides an agenda and overview for an introductory presentation on Agile and Scrum frameworks. It discusses Scrum roles, ceremonies, values and principles. The presentation covers the Scrum framework, roles, planning, estimation, team engagement and simulations. It also discusses Agile and Lean roots and contrasts Scrum with traditional waterfall approaches.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
1. The document discusses an integrated care pathway conference that was held in June 2008 in Europe. It focused on topics like lean management, statistics, and evidence-based medicine.
2. A company called Blue-Crow aims to develop innovative and practical healthcare solutions through consulting services and process modeling tools. They help clients deliver more efficient care pathways.
3. Consistent approaches are needed for creating care pathways, but they must also be flexible. Lessons from the conference include using pathways for quality care, multi-disciplinary teams, and driving organizational change through lean and six sigma.
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Sp...IT Network marcus evans
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Spatial Capability Development, Department Sustainability and Environment: Herding Cats: Aligning Diverse Stakeholders Groups, Crystallising Requirements, and Rapid Interactive Prototyping within Days
This document provides an overview of integrated project delivery (IPD), a collaborative project delivery approach that aims to optimize outcomes. It discusses IPD principles like mutual trust and benefit, collaborative decision-making, and open communication. It also addresses how to set up an integrated project, including team building, defining roles and goals, and addressing legal considerations. Finally, it outlines how to implement IPD principles through the project phases and different delivery models. The guide seeks to help readers understand, advocate for, and implement IPD to improve construction industry efficiency and outcomes.
Integrated project delivery for more effective developmentAllen Matkins
Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.
Long-term developers and facilities owners are increasingly adopting Integrated Project Delivery (IPD) to manage design and construction. IPD aims to collaboratively harness the talents of all project participants to optimize results, reduce costs, and maximize efficiency throughout the entire design and construction process. Due to goals of high performance buildings at lower energy and water costs, owners seek new approaches to streamline risks beyond standard contracts. IPD removes obstacles between team members through open dialogue, risk/reward sharing, and use of building information modeling technology. Supporters argue IPD increases cost and schedule predictability while eliminating contingencies, saving clients money.
This white paper discusses Integrated Project Delivery (IPD), a new project delivery approach that aims to integrate people, systems, structures, and practices into a collaborative process. IPD seeks to bring together owners, architects, engineers, contractors, and other experts very early in design to improve coordination and reduce waste. The paper distinguishes between "IPDish" approaches that use some IPD tools within traditional contracts, and "Pure IPD" which binds the project team contractually with shared risks and rewards. Key aspects of IPD discussed include early involvement of all expertise, team collaboration using tools like BIM from project start, and multi-party agreements that legally connect team members. The paper examines drivers for IPD adoption from
This document discusses outpatient (OPD) and inpatient (IPD) departments in hospitals. It provides background on the origins of OPDs, noting they emerged from dispensaries in the 17th century. It describes key aspects of OPDs like providing ambulatory care to non-admitted patients, acting as the first point of contact, and including functions like screening and follow-up. IPDs require patients to be admitted for close monitoring during and after procedures. The document outlines factors to consider in planning OPD and IPD departments, like physical facilities, staffing, and clinical/service facilities. It emphasizes the importance of integrating OPD and IPD physically, functionally and clinically.
Integrated Project Delivery and Building Information Modelingrobnjoro
Building information modeling (BIM) is an integrated process that allows professionals to explore a project digitally before construction by using coordinated, consistent information. BIM can be used to design innovative projects, visualize and simulate real-world performance, accurately document projects, and deliver projects faster and more economically. BIM is important for civil engineers as it allows for multidiscipline coordination, direct communication to reduce errors, simulation and analysis to optimize designs, and visualization to explore and validate designs and communicate with stakeholders. BIM workflows can improve processes by reducing errors, enabling better collaboration, developing better designs, and addressing economic challenges through potential schedule reductions.
Half-day workshop on high-performance green building design for USGBC Nevada chapter, Las Vegas, 1/8/13, using case studies from Jerry Yudelson's new book, The World's Greenest Buildings: Promise vs Performance in Sustainable Design, published January 2013.
This document provides an overview of scope management for a project. It discusses planning and defining the project scope, creating a work breakdown structure (WBS) and WBS dictionary, and controlling and verifying the project scope. Key aspects of scope management covered include scope planning, developing a project scope statement, stakeholder analysis, and addressing scope creep. The presentation includes examples and a case study to illustrate scope management concepts and best practices.
Value Engineering - PMPD Presentation_0.pptxPareshSwami2
The document provides an overview of value engineering for a project presentation. It defines value engineering, outlines when it should be conducted in a project, and describes the typical multi-step methodology. Conducting value engineering early in design allows greater opportunities for savings without impacting schedule. The goals are to maximize necessary functions at the lowest possible cost while maintaining quality, safety, and stakeholder satisfaction over the long term. Examples of value engineering alternatives are also presented.
This document describes Ryan Mifsud's approach to professional project management. It involves managing the end-to-end delivery of IT solutions through a phased approach. The phases include engagement, design, proof of concept and pilot testing, deployment, and close. Methodologies like PRINCE2 and PMI are used along with tools like RAG reporting and financial tracking spreadsheets. The goal is to deliver projects on time, on budget, and with quality assurance through an emphasis on people, process, and innovation.
The document provides an overview of a quality plan for a project. It defines quality, discusses the costs of quality including prevention and failure costs, and what a quality plan is. It also describes quality control and some common quality tools like Ishikawa diagrams, Pareto charts, and Six Sigma. The communication plan section discusses typical communication goals and elements. The implementation plan section defines an implementation plan and discusses strategies for effective implementation. The change plan section provides an overview of managing changes to the project plan. The risk plan section defines risk and a risk management plan for identifying, assessing and mitigating project risks.
This document summarizes a presentation on lessons learned from applied Integrated Project Delivery (IPD). The presentation aims to identify, explore, and understand IPD through real project case studies. It discusses the value of IPD processes and how traditional design/construction can be transformed. It also evaluates technological tools that support collaboration within design teams and across project stakeholders. Key takeaways include assessing the benefits of collaboration and continuous budget confirmation through an open book process. Contracts should encourage collaboration through multi-party agreements and shared risk/reward arrangements.
Value engineering is a technique used to improve projects, processes, products, or services by determining the best functional balance between cost, reliability, and performance. It aims to identify unnecessary costs that can be eliminated without compromising quality, performance, or customer satisfaction. A value engineering study is conducted systematically using an eight-step job plan involving information gathering, functional analysis, creative idea generation, evaluation, and implementation. The goal is to deliver necessary functions at the lowest cost through improvements to design, materials selection, production processes, maintenance, and other factors.
This document discusses project quality management. It notes that quality is an elusive concept in construction, with skill, materials, and design often causing problems. Independent inspections help ensure quality standards are met. As the real estate market matures, quality is becoming more important to buyers. The objective of quality management is to understand quality assurance and control, set quality systems, and ensure standards are met. Project quality management plans how quality will be achieved and demonstrated. Key inputs include requirements and risks, while tools include cost-benefit analysis and quality control charts.
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
The document discusses designing and developing new services and products. It covers key topics such as identifying customer needs, generating ideas from internal and external sources, developing specifications, and using techniques like modular design and variety reduction. The learning objectives are to appreciate new development as important for organizations, identify alternative innovation strategies, and understand the steps and techniques for designing new offerings. Case studies are presented on topics like modular design, capitalizing on volume, and quality functional deployment.
BNIM presented their qualifications and approach for designing the new LPL Financial campus. Their team has extensive experience with sustainable and high-performance buildings, including numerous LEED Platinum and net-zero projects. BNIM uses an integrated design process involving all stakeholders to establish goals and priorities. Their approach includes gathering input through surveys, interviews and workshops to understand user needs, benchmarking other successful workplaces, and refining the program and massing concepts through an iterative design process.
The document provides an overview of value engineering, including its definition, purpose, and methodology. It defines value engineering as a systematic process that focuses on improving functions at the lowest cost while maintaining quality. The methodology involves 6 steps: information gathering, functional analysis, creativity, evaluation, development, and reporting. It also provides an example case study comparing the use of middle barrettes versus concrete bored piles for constructing a general cargo berth project at a port. Using piles was found to potentially reduce costs without compromising quality or functionality.
VALUE ENGINEERING IN RESIDENTIAL HOUSE CONSTRUCTIONIAEME Publication
This document discusses the application of value engineering techniques to residential house construction projects. It begins with an introduction to value engineering and its goals of achieving the required functions at the lowest overall cost. It then describes the typical job plan process for a value engineering study, including information gathering, idea generation, evaluation, development of alternatives, and recommendations. The document presents a case study where value engineering was applied to an individual housing project. Problems with the original design were identified and alternative ideas were generated and evaluated. The study concluded that a thorough information gathering phase is important for identifying problems and generating effective solutions through value engineering.
Value engineering in residential house constructionIAEME Publication
This document discusses the application of value engineering techniques in residential house construction projects. It begins with defining value engineering as systematically identifying the functions of a product or service and delivering those functions reliably at the lowest overall cost. The document then outlines the benefits of value engineering, including cost reduction, time savings, and quality improvement. It describes the typical job plan process for a value engineering study, which involves information gathering, creative idea generation, idea evaluation, development of alternatives, and recommendations. Finally, it states that value engineering is an effective approach that should be understood and accepted at all levels of project management in order to achieve whole-life value for construction projects.
Value engineering is a systematic process aimed at improving value through the analysis of functions. It seeks to maintain or improve performance while reducing total costs over the life cycle of a project. The value engineering process involves 8 steps: preparation, information, function analysis, speculation, evaluation, development, presentation, and implementation. It is not simply cost cutting but rather focuses on maintaining essential performance at the lowest possible cost through creativity and analysis of functions.
Value addition value engineering presentationvedveersingh4
Value engineering is an organized study to satisfy a user's needs with a quality product at the lowest life cycle cost through creativity. It is not cost cutting, design review, or scope reduction. Value engineering follows 8 steps: preparation, information gathering, functional analysis, speculation, evaluation, development, presentation, and implementation. It seeks to maintain or improve performance while reducing total costs. The analysis phase evaluates alternatives to identify those with the best combination of design, construction, operation and customer satisfaction factors at low life cycle cost.
Value _Engineering_ by_ tejas _rajput___TejasRajput29
Value engineering is a systematic process aimed at improving value through the analysis of functions. It seeks to maintain or improve performance while reducing total costs over the life cycle of a project. The value engineering process involves 8 steps: preparation, information, function analysis, speculation, evaluation, development, presentation, and implementation. It is not simply cost cutting but rather focuses on maintaining essential performance at the lowest possible cost through creativity and analysis of functions.
The document discusses the concept of project scope from several perspectives. It defines scope as the extent of the area or subject matter dealt with by a project, as well as the work needed to deliver the specified features and functions. The document emphasizes that clearly defining scope helps establish timelines, goals, and allocate resources. It also stresses the importance of getting client agreement on the scope boundaries.
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This document provides an overview of project quality management. It discusses key concepts like quality vs grade, precision vs accuracy, and continuous improvement models. Quality management involves planning quality, performing quality assurance, and controlling quality. The goal is to meet requirements and prevent issues rather than inspecting for them. Management is responsible for providing resources to support quality initiatives. Continuous improvement approaches like OPM3, Malcolm Baldrige, and CMMI can be used to improve both project management and deliverables.
This document summarizes a presentation on how emergency department design impacts safety and efficiency. It discusses 14 domains of physical design that were studied, including entry/public waiting, patient intake, configuration, care-giver work areas, and physician work areas. Certain design elements like visibility, queuing, and security provisions in the entry area significantly affect both safety and efficiency. The study's findings can help hospitals optimize their emergency department design.
This document summarizes a study examining the impact of decentralizing nursing units at MD Anderson Cancer Center. Data was collected before and after the transition to new units with decentralized nurse stations, medication rooms, and supplies. Findings included an increase in time spent walking and documenting for nurses, though collaboration was mixed with some improvements but staff also feeling more isolated at times. Overall, the study found that simply changing the physical design did not automatically achieve the desired outcomes and that operational processes and culture change are also needed to fully realize benefits from decentralization.
1. The document summarizes a study on wayfinding in hospitals that sought to understand what environmental cues people use to navigate.
2. Interviews and tracking of patients, visitors, and employees at a large hospital campus found that people primarily rely on maps, signs, and developing familiarity with landmarks.
3. Other design elements like architectural features, artworks, and furniture arrangements can also serve as landmarks to help orient people and develop familiarity with an unfamiliar environment.
This document discusses the importance of perception in resolving human factors and change management issues during design projects. It provides an overview of a project to design a new patient care tower at Akron Children's Hospital that used an integrated project delivery approach involving clinical staff. The project employed various tools and techniques to manage staff perceptions and expectations during the design process, including value stream mapping, mockups, and pulse surveys. The presentation emphasizes that perception is reality, and change starts with addressing initial perceptions. It also discusses how involving staff voices, managing expectations, and closing gaps between perception and reality are key to leading successful transitions during change.
This document discusses research on defining the design characteristics of a successful adaptable inpatient unit. The research studied six hospitals to understand what flexibility means to different stakeholders and how physical design influences flexibility. Key findings include that flexibility was found to mean adaptability, convertability, and expandability. Design characteristics like proximity of support spaces, lines of sight, and adjustable core spaces promoted flexibility by accommodating operational changes.
1. The study examined the influence of view duration and content on nurse stress and arousal levels. It found that arousal levels significantly decreased over the course of a shift while acute stress levels significantly increased, supporting the hypotheses.
2. Exposure to an external view, particularly a nature view, was associated with higher arousal levels and lower acute stress levels at the end of the shift. Those without a view or with a non-nature view saw greater deterioration in arousal and acute stress.
3. View duration and content had a small but statistically significant influence on arousal and acute stress levels, after controlling for other stressors. A nature view was most beneficial in maintaining arousal levels over the course of a shift.
TRADELINE_2007_Academic Medical Center ConferenceUpali Nanda
This document summarizes a conference presentation on designing workplaces to enhance collaboration in academic medical centers. It discusses how knowledge workers in these environments generate new ideas through both planned and spontaneous interactions. The presentation explores different dimensions of interaction and how physical workplace strategies like proximity and visibility can encourage both conservative sharing of knowledge as well as more generative collaboration. Examples are given of design features that support informal meetings and serendipitous connections between colleagues in medical centers.
The document discusses findings from observations of critical care units at a hospital. Key findings include:
- Medical staff spent most of their time at the patient bedside or gathering information at the nurses' station. Nurses spent most of their time on patient care or documentation tasks at the bedside.
- Ideal room designs were proposed with equipment and supplies organized around the patient bed to minimize staff walking distances and improve ergonomics.
- Future trends may include larger, flexible critical care rooms designed around patient needs and staff workflows.
The document discusses a study examining the association between view duration and content on staff stress and alertness levels. The study was conducted at a children's hospital and measured the chronic stress, acute stress, and alertness of 32 medical personnel over 12-hour shifts. Results showed no statistically significant difference in chronic stress levels before and after shifts. However, alertness levels were significantly lower after shifts, indicating that view may influence staff stress and alertness.
The document summarizes a study that assessed how different room configurations in adult medical-surgical units impact patient care activities. Participants ranked 23 criteria and evaluated 6 room layouts. Non-designers and designers had some differences in criteria rankings. Layouts B and F received the highest suitability scores while layouts with inboard toilets received negative ratings. The findings could help programming and design but questions remain about reliability and validity. Performance-based evaluation frameworks may improve traditional decision-making.
This document summarizes a study comparing medical gas booms to traditional headwalls in ICU patient rooms. Clinicians participated in simulations of various patient care scenarios using both systems. Physicians and respiratory therapists generally preferred booms for flexibility and ergonomics. Nurses preferred booms to reduce clutter and improve access to the patient's head. Family access and visibility were not significantly impacted by either system in most situations. The document outlines factors to consider when deciding between booms or headwalls, such as anticipated acuity level and procedures. Further research is suggested to enhance understanding of impacts on patient safety and day-to-day care delivery.
The document summarizes key findings from a study examining the impacts of patient room handedness on nursing care delivery. The study involved observing 20 left-handed and 20 right-handed nurses performing common nursing tasks like taking vitals and suctioning in different room configurations. The study found:
- There were predictable patterns of behavior among both left-handed and right-handed nurses within each group.
- There were statistically significant differences between left-handed and right-handed nurse behaviors.
- For the vitals task, the location of the IV and overhead table determined what side nurses positioned themselves on relative to the patient. For suctioning, nurse handedness and equipment locations influenced positioning.
1) The study examined the effects of positive distractions on the attention, behavior, and activities of pediatric patients waiting in dental and cardiac clinics.
2) It found that multi-sensory distractions like ambient art with sound were most effective at focusing patients' attention, and resulted in patients being calmer with less movement.
3) The type of distraction that worked best varied between the two clinics, suggesting that factors like a patient's illness or disability can influence their response to different distractions. Overall, positive distractions helped improve the waiting experience for pediatric patients.
BIM Forum_2010_Beyond a Reasonable DoubtUpali Nanda
1) Evidence-based design (EBD) emerged in healthcare to improve safety and outcomes using research-informed design decisions.
2) Studies found EBD strategies like decentralized nursing units reduced patient falls by 75% and transfers by 90%.
3) Other research linked factors like patient visibility and private rooms to lower mortality and infection risk.
4) For BIM to be truly evidence-based, it needs an empirical evidence base from built project performance and linkage to organizational goals, not just cost savings.
HCD_2010_Inflexibility in Flexible DesignUpali Nanda
The document summarizes research into nine domains of design decision-making that impact operational flexibility in acute care medical-surgical units: peer lines-of-sight, patient visibility, multiple division/zoning options, proximity of support, resilience to move services, inter-unit movements, service expansion options, adjustable support core, and expandable support core. The research identified several factors that can impede designing for optimal operational flexibility, including systemic, cultural, human, financial, and physical factors. Examples of impediments discussed include unanticipated consequences of information technology, lack of standardized communication platforms, and assumptions about IT implementation timelines not being realized.
Decentralizing nursing units at MD Anderson Cancer Center was intended to improve efficiency, teamwork, and the patient and caregiver experience. A study collected data before and after decentralizing three nursing units to evaluate the impact. Key findings included a decrease in time spent on documentation and at the centralized nurse station, and an increase in time spent at decentralized medication and supply areas and on the unit. Walking distance for nurses also increased with the decentralized design. The consistency of these changes across the three units provides evidence that decentralization can impact how nurses spend their time and perform tasks.
PDC_2011_Building Smart Without Compromising EfficiencyUpali Nanda
The document discusses how larger inpatient bed units can be designed to efficiently use nursing time through optimized flow and reduced walking distances. Two case studies, Summerlin Hospital and Texoma Medical Center, incorporated racetrack unit designs that reduced travel distances and times spent walking compared to national benchmarks. Post-occupancy data found the units' time distributions across tasks and activities, as well as walking distances, were similar to other top performing hospitals, demonstrating how larger bed counts can be achieved without compromising efficiency.
This document discusses using parametric modeling to optimize nurse walking distances and enhance workflow in hospital unit design. It presents a theoretical framework for how walking distance as a driver can impact environmental quality, human outcomes like time in patient care, and organizational outcomes. A case study compares centralized and decentralized nurse stations in a 36-bed unit, finding decentralized reduced distances by up to 36%. Future research opportunities include building parametric tools to automatically generate and evaluate design alternatives based on user-defined criteria.
This document discusses using design projects as laboratories for research. It outlines three initiatives - technology, sustainability, and human and organizational behavior. For each initiative, it provides examples of research projects, including one that used computational fluid dynamics to study airflow in exam rooms and another that examined the impact of view duration and content on nurse stress. It advocates conducting field research and simulations on a project to study human behavior, energy performance, and other factors. The goal is to integrate research findings into design to improve individual, organizational and environmental wellbeing while overcoming resistance factors like billability and time.
This document discusses how design often focuses on vision while neglecting other senses like smell, sound, and touch. It provides an overview of each sense and how they differ in range, directionality, and distance. The historical hierarchy of the senses placed sight and hearing above smell, taste, and touch. New research suggests smell allows for richer emotions and memory associations than previously thought. The document calls for greater consideration of all the senses in design to improve sensory experiences and coherence. It provides examples of how senses interact crossmodally and the potential for designing spaces that concur, correspond, and cohere across the sensory modalities.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
Best Digital Marketing Strategy Build Your Online Presence 2024.pptxpavankumarpayexelsol
This presentation provides a comprehensive guide to the best digital marketing strategies for 2024, focusing on enhancing your online presence. Key topics include understanding and targeting your audience, building a user-friendly and mobile-responsive website, leveraging the power of social media platforms, optimizing content for search engines, and using email marketing to foster direct engagement. By adopting these strategies, you can increase brand visibility, drive traffic, generate leads, and ultimately boost sales, ensuring your business thrives in the competitive digital landscape.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
1. Lessons Learned in the
Development of a Framework
Funded By:
AIA Academy of Architecture for Health Foundation
HKS
Boldt
Supported by:
Akron Children’s Hospital
2. Value Analysis of Lean IPD and TVD
Di Ai, MS (Estimation)
John Bienko, AIA (Project Management and Design)
Upali Nanda, PhD (Design Research)
Zofia Rybkowski, PhD (Construction Management)
Funded By:
AIA Academy of Architecture for Health Foundation
HKS
Boldt
3. • TVD (Target Value Design) and Lean
approaches to IPD (Integrated Project Delivery)
• Advantages and challenges of using Lean
thinking in the IPD process.
• Definition of “value” and quality metrics.
• Framework for cost/benefit assessment based
on metrics currently tracked.
• Exploration of implicit costs and benefits
5. • Advantages and the challenges of lean thinking
• Definition of “value”
– explicit benefits and costs that are currently reported/ tracked?
– What are the benefits and costs that are currently implicit (not
measured/reported)
• Framework for benefit-cost (B/C) and/or Return On
Investment (ROI) calculations
• Tracking the benefits/costs related to design decision
making to enable an ROI for both first costs and
operational costs?
6. • Archival Data via E-Builder
• Site Visit
• Interviews (7)
• Focus groups (16 + 4)
• Survey (49 of 79)
7. OAEC*
Current state 2P
D
C
A
Current state 1
Future state 2
Current state 3
P
D
C
A
Future state 3
Current state 4
P
D
C
A
Future state 4
P
D
C
A
Future state n+1
Future state n
Current state n
OAEC
OAEC
OAEC
Time à
C U L T U R E o f R E S P E C T
waste value
*OAEC: Owner Architect Engineer Constructor (collaborative)
%ofCAPITAL
COST
Time
Cost
Quality
Safety
Morale
Minimum
Maximum
MinimumMaximum
Minimum
Maximum
Minimum
Maximum
Minimum
Maximum
Lean Construction reduces waste and adds value using continuous improvement in
a culture of respect
Adapted from Rybkowski, Z. K., Abdelhamid, T., and Forbes, L. (2013). “On the back of a cocktail napkin: An exploration of
graphic definitions of lean construction," Proceedings of the 21th annual conference for the International Group for Lean
Construction; July 31-August 2, 2013: Fortaleza, Brazil, 83-92.
8. VALUE =
What you get (benefit)
What you give (cost)
Saxon (2005)
Value is greater than 1 when Benefits exceed Cost and less than 1 when
Costs exceed Benefits. We need to consider time value of money.
9. Target costing as “a system of profit planning and cost
management that ensures that new products and services
meet market determined price and financial return.” (Ansari,
1997)
Allowable Cost
Target Cost
EstimatedCost
Time
Progressive reduction of estimated first cost during Target Value Design
after Rybkowski (2009)
10. Movement of funds across system boundaries during Target Value Design
after Rybkowski (2009)
11. Example of movement of funds across system boundaries during Target
Value Design, Cathedral Hill Hospital, Sutter Health, after Rybkowski (2009)
12. TVD is a management practice that
motivates designers to deliver customer
value and develops design within project
constraints (Ballard, 2009)
All
Projects
Non TVD
Projects
TVD Projects
Profit
Contingency
Cost of
work
Uncertainity
Miscommunication
Missing Detail
Miscoordination
Change Orders
Lack of Trust
Litigation
Uncertainity
Miscommunication
Miscoordination
Trust
Collaboration
Aligned Incentives
Early involvement
Coordination with BIM
Cross disciplinary problem solving
Project Governance
Steering design to target value
Co-location
Prior working relationships
Learning as ateam
Transparency
Total
Project
Budget
Cost Control Mechanism
Adapted from Do, 2014
But how is “value” assessed?
13. Predesign Schematic Design Construction Agency Permit/ Construction
Design Development Documents Bidding
Conceptualization Criteria Detailed Implementation Agency Coord/ Construction
Design Design Documents Final Buyout
1
2
4
3
1
2
4
3
Ability to impact cost and function
Cost of design changes
Traditional Design-Bid-Build process
Integrated Project Delivery Process
TRADITIONAL
DESIGN-BID BUILD
INTEGRATED DESIGN
DELIVERY
14. P R E – C O N S T R U C T I O N S E R V I C E Scommonunderstanding
SD DD CD
Architect hired
Engineers hired
CM/GC hired
time
CONSTRUCTION
Major trades hired
Government review
≤ 100%
P R E – C O N S T R U C T I O N S E R V I C E S
commonunderstanding
SD DD CD
Architect hired
time
CONSTRUCTION
Government review
100%
Engineers hired
CM/GC hired
Major trades hired
Reprinted with Permission: Will Lichtig
15. • Akron, OH
• 4,619 employees
• 780 Medical Staff
• Gold Seal of Approval from the Joint
Commission
• Magnet Recognition Status from
American Nurses Credentialing Center
• 2,854 transports/509 air in 2012
• 20 Primary Care office network
18. the old way versus the new way
DESIGN PROCESS
Predesign Schematic Design Construction Agency Permit/ Construction
Design Development Documents Bidding
Conceptualization Criteria Detailed Implementation Agency Coord/ Construction
Design Design Documents Final Buyout
1
2
4
3
1
2
4
3
Ability to impact cost and function
Cost of design changes
Traditional Design-Bid-Build process
Integrated Project Delivery Process
TRADITIONAL
DESIGN-BID BUILD
INTEGRATED DESIGN
DELIVERY
20. DECISION MAKING
STRUCTURE
Ambulatory Care Center and Critical Care Tower
BACKGROUND
CURRENT STATE
ANALYSIS
GOAL
FUTURE STATE
IMPLEMENTATION
PLAN
UNRESOLVED ISSUES
IMPACTS
PL
AN
AC/
DECIDE
Ambulatory Care Center and Critical Care Tower
BACKGROUND
CURRENT STATE
ANALYSIS
GOAL
FUTURE STATE
IMPLEMENTATION
PLAN
UNRESOLVED ISSUES
IMPACTS
PL
AN
AC/
DECIDE
Ambulatory Care Center and Critical Care Tower
BACKGROUND
CURRENT STATE
ANALYSIS
GOAL
FUTURE STATE
IMPLEMENTATION
PLAN
UNRESOLVED ISSUES
IMPACTS
PL
AN
Ambulatory Care Center and Critical Care Tower
BACKGROUND
CURRENT STATE
ANALYSIS
GOAL
FUTURE STATE
IMPLEMENTATION
PLAN
UNRESOLVED ISSUES
IMPACTS
PL
AN
PLAN
DO/
RESEARCH
CHECK/
CBA
AC/
DECIDEAC/
DECIDE
ACT/
DECIDE
ADVANTAGES
ADVANTAGES
ADVANTAGES
ADVANTAGES
ADVANTAGES ADVANTAGES ADVANTAGES ADVANTAGES
•
•
•
•
21.
22. • Original Estimate at validation 211 million
• Target Cost 180 million
• Revised Target Cost (after scope change)
182.5 Million
• Current Target Cost 177 Million
• TOTAL PROJECTED SAVINGS: 5.5 Million
Allowable Cost
Target Cost
EstimatedCost
Time
23.
24. SAFETY
Goal: Deliver the project safely with 0 Lost
Time, 0 Days Restricted/ Transferred
(Based on the DART rate from the Bureau
of Labor Statistics). DART Rate 2.2 is the
National Average for the working trades
involved in healthcare projects.
LOCAL
PARTICIPATION
Goal: 85% of (ICL) project
team labor hours spent by
people living, as defined
by their W-2, in certain
counties. Participation is
considered for all workers,
not just ICL participants.
ENERGY EFFICIENCY
Goal: Achieve top 10% hospital nationally.
LEED®
Goal: Achieve LEED Silver certification
TEAM PERFORMANCE
Goal: Highly Effective Team –
Team Pulse Check
SCHEDULE
Goal: Turn-Over Building
50 Calendar Days Sooner
than 24 Month Schedule to
Owner for Move-In
QUALITY
Goal 1: Want Team Approach to Resolving
Project Issues Quickly & Efficiently Through
Collaboration
Goal 2: Want Project Team To Take Pride In
Producing Quality Work
Goal 3: Want Collaborative Team Approach
In Designing & Constructing the Project.
STAFF AND FAMILY
SATISFACTION
Goal 1: Staff and Family that have been integral
to the process and a driving force throughout the
project and a team that listens to their input.
Goal 2: Keep the Staff and family engaged and
informed throughout construction.
Goal 3: Post Construction Survey refer to the 9
Guiding Principles
25. SAFETY 18
LOCAL
PARTICIPATION 11
ENERGY
EFFICIENCY
12
TEAM
Performance 9SCHEDULE
10
QUALITY
11
LEED 6
STAFF AND
FAMILY
SATISFACTION 15
Unavailable
Points 8
$160,826,326
$159,198,883
$5,926,335
$2,500,000
$8,683,557
$8,683,557
$5,789,038 $5,789,038
$1,000,000 $1,000,000
$- $505,378
ICL Tracking (Target vs. CWE)
Direct Costs Total Project Contingency
Base Profit (60% of Potential Profit (PP)) ICL Profit (40% of Potential Profit (PP))
Owner Profit Payment ($1M) ICL Profit (3rd Tier - 10% of Savings)
$182,225,256
Current Target
$177,676,855
Current
Working
Estimate
29. Team Week Meeting and
Co-location
Mock-up
Labor X X
Material X X
Equipment X X
Location
Cost
X X
Cost items
I
Team Week
Meetings and
Co-location1
A. Material
White board
Supplies (large Post-It® notes,
markers, flipcharts, push pins,
masking tape)
Floor plans of existing hospital
Rolls of paper
B. Labor
Owner and owner
representative
Architects
General contractors
Structural engineer
MEP engineer
Sub-contractors
Vendors
C. Equipment
Speakers
Projector
Conference call equipment
D. Location Cost
Co-location space rent or build
cost
II
Full Scale
Mock-up2
A. Material
Cardboard
Tape and nail to fix cardboard
Furniture for mock-up scenario
Food and Warehouse Amenities
B. Labor
Lean facilitator
Architects
Healthcare administrators
Physicians
Nurses
Clinical Staff Costs
Former patients and their
parents
C. Equipment
Equipment for mock-up
scenario
Warehouse Rent
Warehouse Construction labor
D. Location Cost Utility
[.
Total Decision-Making Cost associated
with TVD, Lean IPD that happened until
Dec. 2013 was $7 Million
However, this does NOT take into
account the costs a typical DBB process
would have which also have extensive
meeting time.
32. Plus-Delta
When asked to
construct a +/ Δ chart,
stakeholders listed
more Δ than +
for Design-Bid-Build
and more + than Δ
for Lean-IPD
Design-Bid Build
Lean-IPD
33. Perception of Lean IPD over non-Lean IPD Perceived
by Different Stakeholders
LEARNING EMERGED AS
THE MOST “CONSISTENT”
IMPLICIT BENEFIT
ACROSS STAKEHOLDERS
Yet- we haven’t really
invested this as a metric
Significant Difference
34. Perception of Value of Different Lean
Strategies
FULL SCALE MOCK-UP RATED
HIGHER THAN ALL OTHER LEAN
STRATEGIES
Significant Difference
Compared to architects, general
contractors’ belief that Target Value
Design can add more value to the
overall project was significantly higher.
35. For Architects & Engineers, GC is perceived as having more
influence than the owner
Although theoretically an Integrated Project Team should have
equitable influence, It is not perceived as such by all stakeholders.
36. Architects perceived themselves with lower levels of
influence compared with owner and general contractors
who perceived their own influences higher than average
Self-perception
37. Architects perceived themselves with lower levels of
influence compared with owner and general contractors
who perceived their own influences slightly higher than
what others perceived.
2.54
3.50 3.50
2.60
2.33
3.24 3.27
3.47
2.96
2.48
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Architects (13) General Contractors
(6)
Owners (8) Engineers (5) Subcontractors (6)
Self perception Others' Perception
38. “what the client feels will improve their ability to deliver quality
care”;
“to provide the most appropriate building to meet the user’s
need without excess”; “exceeding the conditions of satisfaction
from the owner”
“Most benefit for the least cost”; “
higher quality, lower costs, and increased efficiency
Architect
Owner
“Value is in the eyes of the customer. We were building this
building for our patients, families but also our staff to provide
the best care environment that allowed to staff to concentrate
on care and not have the facility create barriers to that care”.
“Adds quality to project and reduces cost to project”.
GC
“value for the client/ owner becomes value for the
team and the project”
“A benefit or enhancement that comes as part of
a product or service or at a low cost”
39. Owner User
Who is the “customer” shifts- and thus value shifts as well
arrow
40. Plus (What Worked) Delta (What Can Be Improved)
Enhanced collaboration
Positive professional relationships
User engagement and buy-in
Learning and education (for team,
and larger community)
Successful Strategies
Mock-ups; Pull planning;
Co-location/Team Weeks to allow
more face time; Last Planner times,
Incremental decision-making;
Transparent pricing allowing for
more participative discussion on
reducing price without compromising
value
Estimation Accuracy
Wasted Time (time wasted in co-
location without clear tasks)
Perceived imbalance of
control/influence:
Equal Voice
Optimal use of lean strategies
Cultural adaptation
More early engagement
More quality metrics
Contract complexity
Technology
Tying success metrics to post-
occupancy benefits
41. Cost savings opportunities are present in
three phases :
• Validation
• Innovation (design)
• Production
ROI Implication:
In order to calculate Return on Investment, incremental costs must be itemized and considered as well.
cost contributors include material (Lean facilitation in workshops and documentation, and mock-up
construction), labor (considerable additional time for all participants), equipment (mock-up support), and real
estate required for team week meetings and co-location, as well as a full scale cardboard mockup. There
are also indirect and overhead costs associated with these items.
Focus for this study
42. • Learning: A tremendous implicit benefit which is not tracked
– Team, User and Community
– An implicit benefit that is not currently captured
• The cardboard mock-up workshop – the most successful lean strategy
• More accuracy needed in estimation
• Owner perceived as having the largest influence in the process, followed closely by the
General Contractor.
• Quality is a key component of value but robust measures to access quality are lacking.
Greater value can be a result of greater/ same benefit with lower costs.
43. COST BENEFIT
TIME COST SAFETY
Of people
Involved in
Design +
Occupants of
the building
QUALITY
Of the project as it
relates to people,
the community
and the
organization
MORALE
of team
including
Design team/
Owner/ Family
representation
LEARNING
Of the team
and the
community
Production
time*
Decision
time**
First cost*
Lifecycle cost***
Decision making
cost** (labor+
materials)
Energy Cost
Operational
savings***
(note: use of
CBA- choosing
by advantage
tools does take
into account
lifecycle cost
and was used
for some key
design decisions
as documented
in A3s)
Construction
safety*
Post-occupancy
safety
(employee
injury, patient
harm (infections,
falls with injury,
errors)***
Efficiency of
project*
Benefit to patient
(clinical quality +
safety+ overall
satisfaction)***
Benefit to employee
(efficiency + safety
+ satisfaction)***
Benefit to
organization
(Community
goodwill, market
share, employee
loyalty, patient
loyalty etc., Energy
Efficiency*)***
Benefit to
community (local
participation*)
(Note: A3s currently
capture some of
these benefits but
lack of metrics is a
challenge)
Team
satisfaction*
Team
collaboration*
Employee
engagement /
satisfaction
during design,
construction,
and transition*
Family
engagement /
satisfaction
during design
and
construction*
Employee
satisfaction
post
occupancy*
Family
satisfaction
post
occupancy*
Team
learning***
Hospital
employee
learning
(relates to
change
engagement)*
**
Community
learning
(local
community
that supports
the
hospital)***
*Metrics Exist
Current Metrics List (*):
DART rate
Incentive Compensation,
Use of contingency funds
No. of working days to resolve project issues,
schedule increase of 2 weeks or more,
no. of calendar days sooner than scheduled time
Punch list items, LEED certification points,
Energy Efficiency, Local Participation
Team performance survey, Staff and Family
Satisfaction & Engagement Surveys with
Workshops participants
44. + Benefits During Design + Post
Occupancy (over the project
lifecycle)
Defender (Traditional project delivery)
Challenger (Lean-IPD-TVD)
PERMITTING
PROJECT
DEFINITION
PRE-PROJECT
PLANNING
DESIGN
CONSTRUCTION
COMMISSIO
NING/
TURNOVER
SCHEMATIC
DESIGN
PRE-DESIGN
DESIGN
DEVELOPMENT
CONSTRUCTION
DOCUMENTS
AGENCY
PERMIT/
BUILDING
CONSTRUCTION
Time
Additional cost for meetings + full-
scale mock-up + co-location
Reduced cost of construction
due to reduced errors and
omissions, RFIs, shortened
construction period
Δ = Challenger - Defender
Time
Time
45. To translate these success metrics into an ROI, three
additional components are needed, namely:
• A baseline of benefits and costs in comparable traditional Design
Bid Build projects to allow a benchmark for comparison
• A more thorough documentation of incremental (additional) costs
associated with the decision- making process involved in a Lean-
IPD project
• An assessment of the long-term/ occupancy implications of design
decisions. This links to the field of Evidence-based Design and must
be investigated further.
46. Questions?
Contact us,
• Upali Nanda, unanda@hksinc.com
• John Bienko, jbienko@hksinc.com
• Zofia Rybkowski, zrybkowski@tamu.edu
• Di Ai, diai80520@gmail.com