Submission – 1 examples

John Kunz

CIFE, Stanford University

Sketches Product: What do we offer?

Communicate

• Platform for communication • Customers might or might not care about which

software they use

• Communicate gives them the option to just communicate

• All messaging servers are linked to a ‘master account’

• PC launch initially • Customers do not have to open

more than one messaging client to check for messages

Product A communication platform

Yeah, I am getting the hang of the cool American expressions.

Communicate

Hey man, how’s it going?

Well, thanks for asking. I am doing fine and my two cats are eating properly…

Just what I wanted to know

Communicate

Functionality • One can see where the

message was sent from • Optional to choose which

software to communicate through • Skype • Facebook • ICQ • …

• One can select person to chat with

Process When and how do we do it?

Design and planning

Develop interfaces

Beta release (internal)

Improvements

Set specifications Analyze market and

potential partners

Beta release external

Update Product release

Aftermarket

Computer (Windows) Tablet (iPad) Smartphone (iPhone)

Functional version Internal testing

Design improvements Glitch/bug fixing

Minimum viable

product Fully usable and

scalable

Design improvements Adding features Glitch/bug fixing

Marketing Customer support

Set up KPI Customer feedback Maintenance

Main responsible

Long term

planning

Develops Partnership

Communication between employees

User interface

Features

Process

Core programming

Bug fixing and

updates

Beta testing

Market demand

and commercial viability

Marketing

Customer experience

Website

administrator

User support

Maintenance

Organization How do we divide work between our

employees?

Managing Designing Developing Market Service

1 2 3 5 4

Employee 1 Employee 2 Employee 3

Team or Actors (Positions in SimVision)

POP matrix and checklists

• BIM Uses, BIM Content: Product, Organization, Process

• Metrics Model LOD All functions BIM element function - primary Type of BIM content BIM elements BIM Element Level of detail (LOD) - AIALevel of

detail LOD) -

comments

Due date of

next BIM

version

BIM content

conforms to

spec

[Yes/No]

Comment

Other

Other

OtherB

Product

BIM (VDC project model) Content Specification

B

Process

A

A+

A+

A

B

Organization

A

Prediction

Name CommentTarget

valueTolerance: +-∆

How to use in

managementSource of data

Type [P,

O]

Stakeholders

who saw data

last week

Collection

frequency Objective Weight

Predicted/

measured

value (how

you are

doing)

Assesed

value

MQuality: POE satisfaction wrt

program (%)100 5

Guide

commissioning,

next job

Client

assessmentO Owner only

Turnover time

+ 6-24 months40 98 3

ECost conformance to plan (item

actual - predicted/predicted)100 5 Plan next job

Client

assessmentO PM only Turnover time 25 1

T Schedule conformance to plan (%) 100 10 Plan next jobClient

assessmentO All on team Turnover time 35 95 3

Evaluation

Metrics

Intent

Sketch, models, analysis

7

Process

1. Project definition 2. Planning 3. Designing 4. Developing/implementing 5. Prototype 1.0 release 6. Quality assurance and testing (preferably beta testing) 7. Redeveloping/implementing 8. Prototype 2.0 release

In the Gantt analysis you can see that marketing is the task that takes up most time, the manager is responsible for this task which is why the pink curve in the backlog is the highest in the middle for the project when this task is being performed.

Metrics template

+ ∆

8

Prediction Evaluation

Name CommentTarget

valueTolerance: +-∆

How to use in

managementSource of data

Type [P,

O]

Stakeholders who

saw data last

week

Collection

frequency

Objective

Weight

Predicted/

measured value

(how you are

doing)

Assesed

status

MCost conformance to plan (item

actual - predicted/predicted)100 5

Attention

Management

Client

assessmentO PM only Turnover time 50 100 3

E Schedule conformance to plan (%) 90 5 Plan next jobClient

assessmentO All on team Turnover time 25 70 1

T

Personal preparation: Faction of

participants that say they

understood modeled design content

and rationale (%)

80 10

Allows meeting to

focus on work, not

explanation

Periodic project

stakeholder

survey

P All on team Weekly 25 75 3

Metrics

Intent

Prediction

Name CommentTarget

valueTolerance: +-∆

How to use in

managementSource of data

Type [P,

O]

Stakeholders

who saw data

last week

Collection

frequency Objective Weight

Predicted/

measured

value (how

you are

doing)

Assesed

value

MQuality: POE satisfaction wrt

program (%)100 5

Guide

commissioning,

next job

Client

assessmentO Owner only

Turnover time

+ 6-24 months40 98 3

ECost conformance to plan (item

actual - predicted/predicted)100 5 Plan next job

Client

assessmentO PM only Turnover time 25 1

T Schedule conformance to plan (%) 100 10 Plan next jobClient

assessmentO All on team Turnover time 35 95 3

Other (please enter)Overall

goodness18,050 1805

Compare option vs.

others

Project team

design reviewP All on team Every session 14,955 2

Evaluation

Metrics

Intent

Metrics template

Note:

• Overall design “goodness” = ∑assessed Value * Objective Weight (current version on web)

• Assessed performance template shows all metrics

9

Comment: Graph shows assessed status of the

predicted/measured performance of each

metric defined in Metrics template

Managerial significance of this assessed

metrics status graph: Most metrics have very

good predicted performance for this design

version. Team should focus attention on high

risk areas of cost and production schedule

conformance.

Home

0

0.5

1

1.5

2

2.5

3

Quality: POE satisfaction wrtprogram (%)

Cost conformance to plan (itemactual - predicted/predicted)

Schedule conformance to plan(%)

Predicted Cost conformance toplan (item actual -

predicted/predicted)

Production scheduleconformance to plan (%)

Assessed Quality conformanceto plan (% of items with rating

>=4 on scale 1:5)

Stakeholder participation that istimely and meaningful (%)

Latency: % responses received

ICE session pre-plan template

+ ∆

10

Problems Outcomes Resources

Problems for

session to

focus on

Desired

outcomes

Intended

Participants

Participant

discipline

Pre-session

assignments

Member of

pre-plan

team

(yes/no)

Role in ICE

session

Member of

post-

session

wrap-up

team

(yes/no)

Comments Agenda items

Outcome

intent met?

(Yes/Partial/

No)

Meeting space,

technologies,

models, tools

Design contracts

for partners

Contracts with

partnersLars Owner

Owner share project

goals and objectivesYes

Discipline

expertNo Negotiate partnerships Yes Smart boards

Identify scope of

application

number of

applications to

integrate

Frank ArchitectUnderstand potential

scopeYes Facilitator Yes

Specify applications to

integratePartial Smart boards

Compability

list of operating

systems to work

with

Richard Architect

Research market for

different operating

systems

Yes Recorder Yes Specify operating systems No Excel

ICE pre-plan

Participants Agenda

Controllable factors template

+ ∆

11

Factor Type Factor Range of options Constraints Action(s) for this week

Action

Taken? (Yes,

Partial, No)

Product Detail of application specification none none Decide apps to be integrated

Organizaton Number of developers developing team cash Set up budget for development

ProcessInvitations for next meeting

all employees and

supporters timeframe invite all for meeting

Controllable Factors

Controllable factors template

+ ∆

12

Factor Type Factor Range of options ConstraintsAction(s) for

this week

Action Taken?

(Yes, Partial, No)

Product #reading types = actual #reading types = 4 audio, text, video, image software constraints Investigate optionsOrganizaton #hierachial levels 5 0-10 none

ProcessPerformance survey

none, Survey Monkey, ask in

meeting, … none in our case

Controllable Factors

Personal BIM template

+ ∆

13

MB analysis template

+ ∆

14

Case 2 Gantt chart Case 1 Gantt chart

MB analysis template

+ ∆

15

Please paste one or a few snapshots from a BIM-based analysis, such as quantity take off, cost, structure or energy

All the cases seem to meet the goals even though C2-C4 appears to be riskier and are only meeting the required goals.

Home

Example of a model-based analysis

Given the uncertainties presented in C2 it is not suprsing that it has a longer

completion time compared to the basecase.

Assessed performance template

+ ∆

16

Note: all values for this

Comment: Graph shows

assessed status of the

predicted/measured

performance of each metric

defined in Metrics template

0

0.5

1

1.5

2

2.5

3

Quality: POE satisfaction wrtprogram (%)

Cost conformance to plan(item actual -

predicted/predicted)

Schedule conformance toplan (%)

Assesed status

Assesed status

Risks template

+ ∆

17

Identified risk

Potential

impact of

risk ($, time,

effort)

Severity:

Low,

Medium,

High

Parties affected

by risk

Individuals

responsible to

mitigate design,

give approval

Last

responsible

moment

mitigaation

date

[mm/dd/yy

yy]

Mitigation

activity

Resolution

date met

(yes/no)?

No agreements

with key actors

Delayed

productMedium

Client

Partners and

negotiation team 1/8/2013

Start negotiation

early

Poor customer

adoption Lost cashHigh

Operations/marketi

ng Core group

Social media

marketing

Not allowed to use

other message

servers

High

Business idea Core group Legal counseling

Risks - Example

Deliverables template

+ ∆

18

Planned deliverables

Responsible

team,

individuals

Receiving team Due dateDue date met

(Yes/No)?

Expected

LODComments

Design layout Designer Developer, Manager 12/9/2013Yes

A

Application mock-up Developer Tester, Manager 6/10/2013No

A

Test rapport Tester Manager 24/10/2013No

A

Revision Rapport and evaluation Manager

Designer, Developer,

Tester 1/11/2013Yes

A

Deliverables

Deliverables template

+ ∆

19

Your name

Your organization InstaRun Corp

Date (dd/mm/yyyy) 7/12/2013

Project phases that use VDC Concept/ criteria design Concept design Design Development Detailed design/ shop drawings Construct-ion Handover to client Facility operations

Current project phase Concept/ criteria design

What type project is this: Other Other=creating an app

Why does (or do you propose)

the project use VDC?

How will VDC assist?

VDC methods you use ICE BIM Metrics Production planning

How big is it (area) units: ft2

How big is it (height) units:

Budgeted cost 25-100K units: $

Scheduled duration (months) 1

Principal respons-ibility Contribute to team Reviewed

Specify functional intent

Product (3D) model no no no

Organization yes yes yes

Process yes yes yes

Explicitly model

Product (3D) no no no

Organization yes yes no

Process yes yes yes

Analysis: predict, measure

status

Product (3D) no no no

Organization yes yes yes

Process yes yes yes

Use VDC methods in

management yes yes yes

Background

Michel Westher, Therese Matshede, Adam Johansson, Caroline Egeland

Personal activities

Explain management implications of measured performance metrics wrt explicit

objectives

Five explicit, quantitative and measurable output objectives for your project,

including at least one each that relate to product, organization and process

Comment - certification requirements:

Create or contribute to one project model, which might be a 3D BIM, organization or

process

Two performance predictions and five measured process performance metrics

To be able to illustrate how the product should work, the feature and to describe to process and organization

Visualization of project

Next steps template: how it can help a business plan

+ ∆

20

Personal goal

or objectiveAction (what you plan)

Process (how you will do the

work)

Frequency (how often

you will do the work)

Next week

Communicate with the entire

team and follow their success

more closely

Get more involved in the other

other people in the groups

responsability daily

Next quarterLearn more about our customers Create communication pipes weekly

Next yearDevelope more features for the

app Being open for new ideas monthlyGroup goal or

objective

Next weekCreate a specification with clear

responsabilities for the entire Communication within the group daily

Next quarterLaunch the product successfully Communication within the group daily

Next yearDevelope more features for the

app Being open for new ideas monthly

Next Steps

Force field template: how it can help a business plan

+ ∆

21

Factors for change Factors against changeMethods to address

resistance

New design Peolpe do not like new stuff Use role models

Lead users Budget Get good lead users

Get better GPS-coordinates Technology Partnerships

Force Field Analysis

Objective

• Introduced to SimVision, SEE-IT

• Virtual Design Teams – The main idea to incorporate principles from civil engineering of e.g. bridges to

organizational design

• First encounter with SmartBoards

• 20-minute sessions between review breaks

– Assign resources to the biggest headache: apply “maximum anxiety”

• Meeting content are often not productive

23

Reflective

• A team can get stuff done in 20 minutes

• A break with a review can determine where resources should be directed

– latency

• Shorter time between communication can reduce rework

• Automated “meeting content” mechanisms such as uploading information to a data base would probably increase efficiency of information transferring

• When one makes one change per case, can one determine interaction effects, is that not needed or how does that work?

– Case comparison shows impacts of change

24

Interpretive

• What is the benefit of using design principles from civil engineering in organisational design? – Organizational design with theory and practice of

organizational behavior • Should organisational design be conducted with respect to a

particular set of social actors – available or assigned • Should 10 individuals with similar skillsets but different interpersonal

relationships have the same organizational structure as 10 other individuals?

– How could and would you test? • Mechanisms for quickly and “good enough”-accurately

identifying and assigning seem necessary – Plus frequent performance monitoring, assessment and

redesign

25

Decisional

• Working in SimVision to better understand the mechanisms

• Reading the articles to link the increased practical know-how with theory

• Assess whether this can be applied to our “real” case of the process of remanufacturing diesel engines

26

Interpretive

• Management is about people. – Product, organization (people), process and their interactions

• Big data is often useless. – Without a “technology stack” to store, access, analyze and

present it in meaningful ways,

• It is important to have reviews often and to have like 20 minutes sessions. – Conduct process checks after short sessions and adjust plans for

next short session based on assessment

• It is good to fail sometimes. – Great to fail … and learn from the failure

• The role of an organization - information goes up and decisions goes down.

ORID – Objective level

That there is Hidden work in every work process. Systematic Optimistic Bias becomes a problem when constructing process plans.

SMART-boards can be a great tool for structuring ideas an working collaboratively.

Large sets of data are easy to generate, but hard to manage.

Cost, Quality and Time are three factors with a negative correlation. The function does not have a universal maximum value – internal prioritisation of the factor is needed. Negative interacting objectives

ORID – Reflective level

The information flow in an organization can be important for success

SimVision can be a useful tool for project management

Short group sessions can be used to increase creativity

It is hard to get useful information from big data Sustainable business value for those that can

and do

ORID – Interpretive level

How time consuming is it to put together a VDC and is it worth it?

How reliable are the tools from the beginning and how many corrections needs to be done along the way?

It seems like the probability of failure when collecting big data is relatively high. Significant strategic-level investment can

enable success

ORID – Decisional level

Explain submissions earlier

Checkpoint system: Make pauses during the live demonstrations of software and ask if everybody are following

For both, what can you do as individuals and as a class?

ORID

32

Objective:

• We were introduced to two new programs, SIMVision and See It.

• Smartboards

• Introduced to abbreviations such as VDC, ABC, POP, FFB, PBS, OBS, WBS and ICE

• How to use an Orid-analysis

Reflective:

• Well the subject was new to us so it surprised, encouraged and interested us.

• Took a long time to figure out the purpose of the course. Even though we were introduced to course goals it was not clear what we were doing during class.

• SimVision was frustrating – would be good to know some limitations of the program.

• The affects how hidden work

Interpretive:

• To be honest a lot is still unclear.

• We do know what the abbreviations stand for (even though it took a while)

• Big Data is easy to gather but hard to interpret

• Mathematical models are constrained by necessary assumptions and wrong input data gives wrong output.

• How hidden work affects organization was really eye opening.

Decisional

• Become better at SimVision

• Become better at See It

• Finish next assignment (and the next after)

• Better understanding of the course subject