high performance buildings in universities and colleges high performance buildings in the commercial...
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![Page 1: High Performance Buildings in Universities and Colleges High Performance Buildings in the Commercial and Public Sector By Ken Gray Performance Building](https://reader036.vdocuments.mx/reader036/viewer/2022070412/56649d2a5503460f949ff6a2/html5/thumbnails/1.jpg)
High Performance Buildingsin Universities and Colleges
High Performance Buildings in the Commercial and Public Sector
ByKen Gray
Performance Building Partnership
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CIBSE Intelligent Buildings Group
The principal terms of reference are;
• Assessment of whole life value of intelligent buildings.
• Innovative approaches such as smart materials and nanotechnology, and embedded sensor technology.
• Development of strategy for healthy and sustainable buildings using appropriate levels of technology
• Integration strategies for products (systems), processes and people
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CIBSE Intelligent Buildings Group
• An intelligent building is one that provides a productive and cost-effective environment based on three basic elements:
1. People (services users/facilities management)
2. Products (fabric, structure, facilities)
3. Processes (automation, control, systems, maintenance, performance) and the interrelationships between them.
• Intelligent Buildings help building owners, property managers and occupants realise their goals in the areas of costs, lifetime energy management, well-being, convenience, safety, long term flexibility and marketability to achieve buildings which have high social, environmental and economic values.
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Case Study from 2000
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Performance Building Partnership
ABB Zurich – Corporate Headquarters
The Cityport Experience
Ref and further information visit www.performancebuildings.ch
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IT Office Solution ArchitectureQ
uie
t A
rea
Qui
et
Are
a
Cre
ativ
e A
rea
Cre
ativ
e A
rea
Mee
ting
Are
aM
eetin
g A
rea
MotivationMotivation
CommunicationCommunication
FlexibilityFlexibility
Supporting InfrastructureSupporting Infrastructure
ConnectivityConnectivity
RepresentationRepresentation
Layer 1Room concepts concentrating on formal and informal communication
Layer 2Integration and application Framework based on systems integration IT.
Layer 3Building Requirements(functional needs)
Pub
lic A
rea
Pub
lic A
rea
Soc
ial A
rea
Soc
ial A
rea
Systems Integration
Layer 5User Types
Process IntegrationLayer 4Use Cases
visi
tor
for
a sh
ort w
hile
con
sta
ntin
zuric
h
I
fre
qu
en
ttr
ave
ling
< 5
0%II
freq
uent
trav
elin
g >
50%
III
„pla
cem
ent“
fo
r a
defin
ed ti
meV
„pla
cem
ent“
fo
r a
defin
ed ti
meV
I
„vis
itor“
for
a sh
ort w
hile
VII
Pub
lic A
rea
Pub
lic A
rea
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Performance Building Partnership
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Layer 5 - User Typesconstantin
zurich
visitor for a short while
I
frequenttraveling < 50%
II
frequenttraveling > 50%
III
„placement“ for a defined time
V
„placement“ for a defined time
VI
„visitor“for a short while
VII
ABBZRHEmployee
ABB WorldwideEmployee
External Partner
Visitors
50 %
35 %
15 %
450 Persons
Average 120 Persons
Average 45 Persons
30,000 Visitors p/y
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Performance Building Partnership
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Layer 3 – Building Requirements
CommunicationCommunication
Formal Communication Conferences take place between persons of all different user types. Conferences within the user types IV to VII use the buildings meeting areas.o Conferences take place in large and small groups, though generally meetings are held with less than twelve participants.o Conferences will be technically supported but should not be technologically overloaded, which means technical equipment are used as tools. Support of computer assisted aided presentations available in each meeting room. A reservation system for the conference rooms must be accessible from multiple locations.
MotivationMotivation The work place station atmosphere motivates the users and employees. Aesthetic design Forms and colors match harmoniously. Emission of noise will be minimized at the work stations. Visual discretion/privacy aides can be positioned if necessary.
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Performance Building Partnership
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FlexibilityFlexibility
Supporting InfrastructureSupporting Infrastructure
RepresentationRepresentation
A dynamic company needs a dynamic working atmosphere. Various types of office furniture should be easily attainable and must be user friendly. No assigned / fixed work areas, infrastructure can easily be moved/adjusted to adapt to changing working environment.
ConnectivityConnectivity
Accessibility to information services in all areas of the building. Access to ABB foreign information services and own internal ABB resources must be available. Flexible wireless connections where necessary, else wired connections will be installed. Intelligent telephone system differentiates automatically between In- house and Out-house usage. Mobile telephone systems will be integrated in to the existing services. Telephone connections for external users/visitors will be locally supported.
Layer 3 – Building Requirements
All services are offered on a uniform level and these services must function as a profit-center in order to ensure for proper calculation & billing procedures. The „black boards“ are replaced by the information systems. These systems are accessible at designated info terminals. The office supply distribution can be operated as a “Kanban” system.
Representation will be in two directions: o a) internal towards ABB employeeso b) external towards business partners Bother parties’ needs must be considered in planning the corporate design
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Performance Building Partnership
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Cityport
Offices(quiet area)Offices
(quiet area)
Entrance(customer area) 3rd Party
3rd
Pa
rty
Conference Tower(meeting/social area)
Meeting Area
11‘000 m2
Merge 7 dispersed office facilities
450 Employees
44 Conference Rooms
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Performance Building Partnership
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Cityport: Room Concept
visi
tor
zon
e
quiet areasocial and
meeting area
quiet area
noise
no
ise
visitor zoneuser zone
use
r zo
ne
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Performance Building Partnership
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Cityport: Basement
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Performance Building Partnership
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Cityport: 1st Floor
Infrastructure Areas
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Performance Building Partnership
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Cityport: 2nd – 5th Floor
Infrastructure Areas
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Performance Building Partnership
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Conference TowerRoom Level I
Room Level II
Int. Conference Room
Creative Room
Briefing Room
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Performance Building Partnership
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EnterpriseEnterprise
Energy Management
RemoteRemote(Mobile)(Mobile)
On SiteOn Site
Energy+ComfortEnergy+Comfort PeoplePeopleAssetsAssets
ClimateControl
NetworkManagement
AccessControl
SecurityInventory SpacePlanning
ITIT
Servers
WorkOrders
Facility Managerppbbpp
Performance Building Partnership
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Remote Remote (Home)(Home)
eLearning
Meeting Meeting RoomRoom
WorkplaceWorkplace
Office ToolsOffice Tools Convenience ServicesConvenience ServicesCollaborationCollaboration
UnifiedMessaging
MS Office
RoomEnvironment
Settings
RoomBooking
BuyingIP TVVirtualMeeting
Office Worker Performanceppbbpp
Performance Building Partnership
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What is Performance Building All About?
Real-Time integration of automation, information, and collaborative business
systems across the enterprise
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Performance Building Partnership
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Performance BuildingsTM Solution ArchitectureH
VA
CH
VA
C
Util
ities
Util
ities
Sec
urity
Sec
urity
Ele
vato
rE
leva
tor
Aud
io V
isua
lA
udio
Vis
ual
Voi
ce &
Dat
aV
oice
& D
ata
ER
PE
RP
Mov
e M
gmt
Mov
e M
gmt
Energy ManagementEnergy Management
Remote OperationRemote Operation
Visitor ManagementVisitor Management
Facility ManagementFacility Management
Integral Meeting RoomIntegral Meeting Room
Building PortalBuilding Portal
Layer 1Open architecture, IP based, modular and scaleable sub systems (from third parties).
Layer 2Integration and application framework
Layer 3New End to End functional applications - for both office users and their service providers.
Building sub-systemsSome of the strategic partners for Performance Buildings.
Peo
ple
Circ
ul.
Peo
ple
Circ
ul.
Systems Integration
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Performance Building Partnership
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Performance Building Communication Architecture
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Performance Building Partnership
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Basic Infrastructure
Web Supervisor
JACE-NP
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Performance Building Partnership
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Performance Building
Building Energy & Comfort
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Performance Building Partnership
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Niagara Architecture
Pager or PDA
Multiple Site
JACE-NP
HubRouter
Web Browser
Web Supervisor
JACE-NP
HubRouter
EIB, LONEIB, LON
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Performance Building Partnership
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Performance Building
People Circulation
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Performance Building Partnership
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People Circulation and Security System
Access ControllerLNL-1000
Asset Controller
Video Controller
Burglar Controller
Employee informationBadge informationAccess informationEventsAlarmsMultimedia (photo,
signature)Biometrics
(fingerprint, face, voice)
BadgingWorkstation
Video InformationEvent linkages
Assets
Locations
Asset multimedia information
Burglar alarmsBurglar information
AlarmMonitoring
Workstation
• Duress
• Door Held
• Granted
DatabaseServer
Single Database
Single UI
Single NetworkConfiguration
Single Application
Single Code
Telephone System
Presence based routing
Intelligent call forwarding
Automated Car Park Management
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Performance Building Partnership
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Performance BuildingBuilding Asset Management
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Performance Building Partnership
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Facility Management
FMFacilities Management System
HELP DESK phone fax internet e-mail
SITESBUILDINGSLOCATIONSASSETS installations telephones furniture etc, etc
CONTRACT MANAGEMENT(SLA’s, costs, conditions etc)
PPMPPM TECHNICAL &INFRASTRUCTURAL
BMS’s
RESOURCES site staff mobile staff client staff sub suppliers
SPACE PLANNING
ROOM BOOKINGROOM BOOKING
PROJECT MANAGEMENTPROJECT MANAGEMENT
RE-ENGINEERING through information and knowledge
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Performance Building Partnership
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Performance Building Conferencing
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Performance Building Partnership
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Traditional Meeting Room
• Significant Investment– Real Estate– Equipment– Man hours
• Closed, Proprietary systems
• Island solutions– Voice, Visual, Video, Data
• Manual Processes– Booking– Catering– Ordering replacements
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Performance Building Partnership
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Integrated Meeting Room• Sales Presentation• Project Meeting• Brainstorming• Board Meeting• War Room• Training• e-Learning• Negotiation• Interview• etc
OrderServices
Catering
RoomEnviron.
VideoConf.
Beamer
Telephone
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Performance Building Partnership
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WebPad
Personal Secure Access
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Performance Building Partnership
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Virtual Reception Productivity gain for both user
and service provider Process-centric System Integration with added
functionality leveraging of core
technology such as skyva Differentiator in Security
(people circulation) offering HMI product and Front-End to
building (calling card and talking point)
SW Application
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Performance Building Partnership
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Video CommunicationAvistar Media Server
Store, retrieve and broadcast
Avistar Media ServerStore, retrieve and
broadcast
Avistar ShareboardShare data
Avistar ShareboardShare data
Avistar DirectoryWith Presence
Avistar DirectoryWith Presence
Avistar Global DirectoryAccess Your Clients
Avistar Global DirectoryAccess Your Clients
Avistar ConferenceInstant conferences
Direct Connects – Active Speed Dials
Avistar ConferenceInstant conferences
Direct Connects – Active Speed Dials
Usage Reports Monitor Call Volume and
Trends
Usage Reports Monitor Call Volume and
Trends
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Performance Building Partnership
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CityportFirst Performance Building
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Performance Building Partnership
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Cityport Technical Infrastructure• Access control, Digital
video on IP platform• Building Automation (web
based supervisor system)• Multiservice network
– Business TV– Video Services
• Mobile IP infrastructure (wireless network)
• Virtual Reception• Facility Management
Software Infrastructure• Building Portal
EfficientEfficient space utilisationspace utilisation Operating cost reductionOperating cost reduction Productivity increaseProductivity increase
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Performance Building Partnership
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Integration Unleashes the Value in BuildingsUserUser
OperatorOperator
Return on Investment
Operating Costs
Productivity
InvestorInvestor
• Energy Management
• Enterprise Solutions
End to End Process based Integration
Lower First CostsHigher Flexibility
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Performance Building Partnership
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Lif
ec
yc
le C
os
tsL
ife
cy
cle
Co
sts
Advantage for Investors, Developer, Architects & Consultants
Tra
dit
ion
So
luti
on
(or
To
tal
Te
chn
ical
So
luti
on
)HVACHVAC
UtilitiesUtilities
SecuritySecurity
ElevatorElevator
Audio VisualAudio Visual
Voice & DataVoice & Data
ERPERP
Move MgmtMove Mgmt
People Circul.People Circul.
Ind
us
tria
l IT
fo
r P
erfo
rman
ce B
uil
din
gs
HVACHVAC
UtilitiesUtilities
SecuritySecurity
ElevatorElevator
Audio VisualAudio Visual
Voice & DataVoice & Data
ERPERP
Move MgmtMove Mgmt
People Circul.People Circul.
IP B
ase
d I
nte
gra
tion
IP B
ase
d I
nte
gra
tion
Process IntegrationProcess Integration
En
erg
y M
anag
em
en
tE
ner
gy
Man
age
me
nt
Re
mo
te O
per
atio
nR
em
ote
Op
erat
ion
Vis
ito
r M
an
ag
em
ent
Vis
ito
r M
an
ag
em
ent
Fa
cilit
y M
ana
ge
me
nt
Fa
cilit
y M
ana
ge
me
nt
Inte
gra
l M
eeti
ng
Ro
om
Inte
gra
l M
eeti
ng
Ro
om
Bu
ildin
g P
ort
alB
uild
ing
Po
rtal
100% Investment
Lif
ec
yc
le C
os
ts
10 – 20%
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Performance Building Partnership
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Lif
ec
yc
le C
os
ts10 – 20%
Energy ManagementEnergy Management
Remote OperationRemote Operation
Visitor ManagementVisitor Management
Facility ManagementFacility Management
Integral Meeting RoomIntegral Meeting Room
Building PortalBuilding Portal
Building PortalBuilding Portal
Energy ManagementEnergy Management
Advantages for FM Managers & Operators
Overall process time reduced
energy costs optimised
asset management improved
room management improved
Controlling/Reportingfinetuned
Administration costs reduced
Move management highly flexible and efficient
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Performance Building Partnership
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Advantages for Tenants
Ren
talHVACHVAC
UtilitiesUtilities
SecuritySecurity
ElevatorElevator
Audio VisualAudio Visual
Voice & DataVoice & Data
ERPERP
Move MgmtMove Mgmt
People Circul.People Circul.Energy ManagementEnergy Management
Remote OperationRemote Operation
Visitor ManagementVisitor Management
Facility ManagementFacility Management
Integral Meeting RoomIntegral Meeting Room
Building PortalBuilding Portal
Building PortalBuilding Portal
Energy ManagementEnergy Management
IP B
ase
d I
nte
gra
tion
IP B
ase
d I
nte
gra
tion
Process IntegrationProcess Integration
Overall Process Time reduced
Energy Costs optimised
Operation transparent
People Circulation integrated
Room Management improved
Controlling/Reportingfinetuned
Administration Costs reduced
Inve
stm
ent
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Performance Building Partnership
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New Build – The ‘Intelligence’ Factoryppbbpp
Performance Building Partnership
Environmentally sustainable 1,100,000ft² facility
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New Build – The ‘Intelligence’ Factoryppbbpp
Performance Building Partnership
• 40% less energy compared with a conventional office design
• Passive systems and and a double-skin exterior wall
• Extensive solar shading
• Over 5,000 miles of cable and 1,850 miles of fibre optics
• Over 5 miles of new drains
• Over 6,000 miles of electrical wiring
• The building has 13,000m² of glass
• Computer hall the same size as the Royal Albert Hall
• Building materials from sustainable or renewable sources, or can be recycled down the line.
• Goods transported internally via electric vehicles
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New Build – The ‘Intelligence’ Factoryppbbpp
Performance Building Partnership
• Thermal modelling throughout
• Daylighting and sun penetration analyses throughout
• ARM assessment of critical systems
• Indoor air quality assessments
• Systems integration
• Unique design and delivery processes, resulting in:
• Savings of 4% of the M&E costs - £3.7m
• Completed 10 weeks early
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Refurbishment - Beforeppbbpp
Performance Building Partnership
• Listed building
• Poor thermal performance
• Poor infrastructure
• Limited Landlord interface
• Old plant & equipment
• Noisy
• Excellent views
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Refurbishment - Afterppbbpp
Performance Building Partnership
• No BMS
• Integrated systems
• Local personal control of environment
• Remote control & monitoring
• Façade enhancement
Monitored for 1 year
• Energy usage lower than targeted
• Facility management improved
• User satisfaction higher than other sites
• Flexibility validated
• Further strategies in place for improvement
• Cost benefits validated
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The Web Enabled Tenant
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Performance Building
Design and DeliveryEssential Integration
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Performance Building Partnership
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Fundamental thinking on Processes and Projects
Processes may be:-
Highly repetitivee.g. filling beer bottles
One-offe.g. construct the first channel tunnel
Containing Physical inventorye.g. car assembly line
Containing Intellectual inventorye.g. conducting a technical audit
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Combine these axis ….
World of
Projects
Highly repetitive
One-off
Physical inventory
Intellectual inventory
Repetitive processes usually posses characteristics such as:-
Short and repeated cycles of learning – even if you get it “wrong” from time to time, there will be still many opportunities to get it right.
They tend to continue indefinitely in time – for the whole live of a product, - for example the “build a Volkswagen Beetle” process repeated through millions of cycles!!
There is constant opportunity for learning, improvement and innovation – the first “build a Volkswagen Beetle” cycle was probably very different from the last!
By contrast, the Once-through end of the continuum is the world of the Project. Here other characteristics are apparent:-
They are bounded in time – often with a fixed deadline – thereafter, the project will cease to exist
They happen only once – the vast majority of projects have an element of uniqueness – whilst this does not preclude learning from other projects, it means that the opportunity to continuously learn is very different from that in repetitive processes
There is a serious consequence to getting them wrong – since they happen only once they must be right first time – the only time!
The clear implication of the above is that management approaches and techniques which work well in a repetitive process may not work in a project process. Rather, we must use tools, approaches and philosophies of management which are appropriate to the process in which we are working.
The clear implication of the above is that management approaches and techniques which work well in a repetitive process may not work in a project process. Rather, we must use tools, approaches and philosophies of management which are appropriate to the process in which we are working.
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• Adam Smith in the Wealth of Nations (1776) introduced the concept of specialisation of labour
• In the Industrial Revolution Frederick Winslow Taylor showed how organisations could improve performance by structuring work into functions
Traditional Scientific Management thinking
Leads us to structure work
into logical routings by specialist functions
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Traditional Scientific Management thinking leads us to seek efficiency improvements by squeezing the
specialist functions
Operation 1
Operation 2
Operation 3
Operation 4
Operation 5
Operation 6Start Finish
For many years we focussed onimproving the efficiency of everyIndividual operation:-•Time & Motion Study•Invest in new machines•“Supervise” people to work harder
We believed this would optimise performance
But Scientific Management was introduced at times of rapid industrialisation to enable
unskilled labour to be deployed in repetitive physical inventory
processes!!
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Key Message:-
• Designing & improving work processes for 21st century ‘knowledge intensive’ projects following scientific management thinking may not be helpful !!!
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At the start the end point may be very clear
orvery unclear & ‘foggy’
&
our route to that end point may be very clear
or very unclear & ‘foggy’
Now consider that in the world of projects - when we start on a new project:-
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End point Clear
End point unclear
Route unclearRoute clear
Example:-
Building another Travelodge, we are clear what the result will look like and our route is well known. Success is largely a matter of sweating the detail and ensuring the logistics are well managed. This is rather like “Painting by Numbers”
Example:-
In exploiting the Amazonian Rain Forest, we will take a few tentative steps in the direction of a general Goal. Then we will take stock and re-assess our next move. This is very much as you might do if you were “Walking in Fog.”
Example:-
In researching new science, We may have a clear goal to achieve (“room temperature Super conductivity”). How to get there, or even if it is possible is unclear, This is a “Quest – maybe for the unattainable.
Example:-
When “Making a movie” the methods, and techniques used are pretty much the same. The artistic worth of the result however greatly varies according to the skill of the director and crew
Acknowledgement:- Eddie Obeng: “The project leaders Secret HandbookJ Rodney Turner; Project Based management
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End point Clear
End point unclear
Route clear
Acknowledgement:- Eddie Obeng: “The project leaders Secret HandbookJ Rodney Turner; Project Based management
End Point Unclear and Route Unclear
Apply Systems Thinking
Learn to walk in the fog
End Point Clear and route clear
Now we can methodically and carefully ‘paint by numbers’
End Point Unclear but Route clear
Danger Zone
Project consumes resources – everyone busy doing what they know – for no shared purpose
End Point Clear but Route Unclear
Danger Zone
Project soaks up resources in the hope of reaching the desired result
Route unclear
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• Inherent to Systems Thinking is the concept that it is the relationship between the parts of the real-life complex situation, rather than the parts themselves, that are essential to the outcome.
• Any activity that adds cost and not value creates waste
More than a toolkit – it is a completely different way of thinking about the design and
management of work
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Uninformed optimism
Vague concern
Panic
Search for the guilty
Punish innocent
Level of energy / investment to get project right
Wild Enthusiasm
Disillusionment
Chaos
Promote the uninvolved
Contracted end date
Contractual letters start
Uninformed optimism
Claims and Counter claimsVague
concern
Panic
Search for the guilty
Punish innocent
Time
Wild Enthusiasm
Disillusionment
Chaos
Promote the uninvolved
The Feelings in a Typical Project
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Level of energy / investment to get project right
ContractedEnd Date
Contractual letters start
Claims and Counter claims
Lessons Learned
Information & Knowledge on ‘need to know’
Split project into packages
Every player focussed on own objective
Site workscommence
Deadline looms – ‘all hands to help’
Wasteful activity on site, waiting, rework, solution compromised
Budget overspent, margins erode,
Never again!! Will work with different people next time!
Time
The Events in a Typical Project
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The Opportunity Curve
Evaluation Concept design of product & process
Detailed design
Execution Follow-up- lessons
learnt
Involvement stage in
traditional relationships
Area of “wasted potential”
Potential to add value via
integration
Adapted from Baker Hughes Inteq
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Change the Shape of the Project via Integration
Level of energy / investment to get project right
ContractedEnd Date
Time
Establish and agree ways of working
Develop shared understanding of project goals
Collaborative planning
Mobilisation- Educate in ways of working, demonstrate via leadership
Collaborative Working & Problem Solving
Controlled project completion
Rapid Establishment of a High Performance Project Team
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Integration Processes MUST bring:• Immediate pace and focus for the project• Early identification & visibility of issues, risks, assumptions at a
stage when influence can be exercised• Shared understanding of the project objectives• Clear agreements on roles and responsibilities• Insights into this project teams strengths and weaknesses +
coping strategies• Common language for relating to typical project challenges• Environment for people to work together creatively, operating
with clarity and cohesion• Framework for the project team to communicate with
stakeholders
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