Selecting Collaboration Tools from a Win-Win Perspective. Session ID Wednesday, May 2, 1:30 3:00 pm

Transcription

1 Selecting Collaboration Tools from a Win-Win Perspective Session ID Wednesday, May 2, 1:30 3:00 pm

2 This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited.

3 This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to constitute approval, sponsorship or endorsement by the AIA of any method, product, service, enterprise or organization. The statements expressed by speakers, panelists, and other participants reflect their own views and do not necessarily reflect the views or positions of The American Institute of Architects or of AIA components, or those of their respective officers, directors, members, employees, or other organizations, groups or individuals associated with them. Questions related to specific products and services may be addressed at the conclusion of this presentation.

4 Learning Objectives 1. Distinguish which tools are suited for internal vs. external collaboration 2. Grasp the perspective required for successful crossorganizational systems 3. Understand the steps required for a complete and successful system implementation 4. Acquire tips and tricks for reducing system support costs

5 Kristine K. Fallon, FAIA 25 years experience in computer applications for design and construction 15 years experience managing technology in large AEC firms Founded Kristine Fallon Associates, Inc. in 1993 Led selection and implementation of Web-based project management systems for the $2.1 billion Chicago Transit Authority Capital Improvement Program

6 Michael D. Goff 20 years experience implementing technology for the design and construction industry Deep expertise in technology training Member of KFA team that supports Webbased project management for the $2.1 billion Chicago Transit Authority Capital Improvement Program

7 Peter Urban Project website specialist Joined Kristine Fallon Associates, Inc. in 1996 Implemented, supported and trained Web-based project management systems for the $2.1 billion Chicago Transit Authority Capital Improvement Program Technical lead for Web-based project management implementation for Illinois Tollway s $5.3 billion Congestion Relief Plan

8 Kristine Fallon Associates (KFA) KFA provides information technology consulting to the design and construction industry Clients include: Public agencies Corporate facility groups Manufacturers A/E/C firms Technology providers

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10 AIA TAP: Inevitable Technologies BIM Interoperability Collaboration owner cons architect sub contractor sub supplier cons fm cons

11 Collaboration Sharing information Soliciting feedback Considering multiple perspectives Working across organizations

12 Integrated, Collaborative Teams The goal of everyone in the industry should be better, faster, more capable project delivery created by fully integrated, collaborative teams. Owners must be the ones to drive this change, by leading the creation of collaborative, cross-functional teams comprised of design, construction, and facility management professionals.

13 Opportunity for Savings $15.8 billion = annual cost of inadequate interoperability - August 2004 study published by U.S. National Institute of Standards and Technology

14 Cost of Poor Interoperability Costs by Stakeholder and Phase 12,000 10,000 $Millions 8,000 6,000 4,000 2,000 0 Architects/ Engineers General Contractors Specialty Fabricators and Suppliers Ow ners and Operators Design Construction O & M Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

15 Breaking these Costs Down by Project $5.93 /sq ft cost burden through planning, engineering, design, and construction phases For a hypothetical 200,000 sq ft facility, inadequate interoperability adds $1.2 million to the initial cost

16 Major Cost Areas for A/Es Manual reentry Inefficient business process management RFI management costs Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

17 Major Cost Areas for GCs Manual reentry Inefficient business process management RFI management costs Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

18 Major Cost Areas for Specialty Fabricators and Suppliers Manual reentry Inefficient business process management Information verification Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

19 Major Cost Areas for Owners 85% of Owners costs incurred in O&M Underlying operation and maintenance phase costs are issues relating to the receipt, processing, and distribution of information, both from recently completed facilities and for existing facilities. An inordinate amount of time is spent locating and verifying specific facility and project information from previous activities. Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

20 Design/ Construction Processes Where Costs Could Be Reduced Project Management Document Management Information Request Processing Cost Estimation Planning and Scheduling Procurement Product Data Management Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR ), Michael P. Gallaher, Alan C. O Connor, John L. Dettbarn, Jr., and Linda T. Gilday, August 2004.

21 Collaboration Systems Address Project Management Document Management Information Request Processing Cost Estimation Planning and Scheduling Procurement Product Data Management

22 A Framework for Collaboration Quickplace Project Room Intranet Extranet Enterprise\Program and Project Information Project Extranets Public Internet Customers Owner A/E GC CM Source: Stephen Hagan, GSA

23 What s in a Name? Extranets Project websites epm (Electronic Project Management) OCPM (Online Collaboration and Project Management) WBPM (Web-Based Project Management)

24 Phases of Personal Computing Development Organizational Learning Automation of Tasks Automation of Business & Infrastructure Investment Automation of Processes Tactical Business Vision (300% Return) Strategic Business Vision (1000% Return) Technology Proficiency Technology-Driven Vision (10-20% Return) Time Procedures Task Intra Function Cross Function Outside Business Whole Business Source: Nolan, Norton & Co., 1988

25 Program Manager Oversight ASP s Owner Change Orders Architect Engineer Specialty Consultant Internet Data Transport RFIs Daily Reports Shop Drawings Construction Docs Tracked Communications Project Web Site Construction Manager General Contractor Specialty Contractor Product Supplier

26 Perceived Benefits The Three A s Access Records system that ensures accurate, current information is available at all times to all authorized team members Accountability Responsibilities are assigned and accounted for Audit Trail Documented history of information, resolutions and access

27 Extranets Eliminate: Need to recreate results in a sharable form Time required to create the sharable version Lag time in transferring the information to outside organizations Need to manipulate the information in receiving systems, with similar losses of time and accuracy

28 Chicago Transit Authority Case Study

29 CTA Capital Improvement Program Program: Approximately $2.1 billion 71 projects Program Manager: URS Construction Services Website Implementation Subcontract: Kristine Fallon Associates, Inc.

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42 Business Benefits Earlier identification of potential problems Ability to identify performance patterns, such as organizations or individuals who are consistently late Rapid resolution of disputes through ability to retrieve a comprehensive audit trail for project processes and communications Visibility of performance motivates team members to improve that performance

43 Quantifiable Benefits Reduced work process cycle times Elimination of lag times during hand-offs Ability to find information instantly. Improved productivity results from: Less time spent looking for information Less time wasted working with obsolete versions Reduced paper-handling costs Reduced administrative costs result from: Automated processes Sharing of common logs, document main file

44 CTA Success In less than 2 years one project team: Processed 255% as many RFIs per person per day in 27% less time than a baseline project Completed 2888 RFIs in an average of 8 days Closed 2367 Submittal versions in an average of 15 days (21 days required by contract) ISO Registration for CTA Quality Systems

45 Benefits Are Eroded If People bypass the system No one can be sure status information is correct No one can be sure documents are up-to-date Audit trails within the system are useless. Paper cannot be eliminated from the process WBPM system is used as an additional system or step, rather than as a replacement for the old process

46 Keys to Reaping Benefits Universal adoption of the system Elimination of requirements to use paper documents Electronic approvals are substituted for wet signatures and stamps Elimination of parallel systems

47 Needed for Success Owner creates and enforces contract provisions requiring use of the WBPM system by contractors and consultants Software handles all conditions of the work processes supported

48 The Real Trick The greater the buy-in, the less the need for policing and enforcement.

49 Achieving Buy-in Include stakeholders in requirements definition Assure benefits to outside stakeholders as well as internal users Train to create confidence in the system and in the users ability to use the system to get their work done Provide excellent support

50 Implementation Steps Identify and standardize work processes Setup software Involve users Write work instructions Train Support Improve

51 Standardize Work Processes

52 Map Software Functionality to Procedures Example: RFI Process PNet \Subcontractor Attachments folder Move PNet \Team Attachments folder Upload Attach Create Private Internal Clarrification Request Issue. Assign Ownership and Responsibility to GC. May upload and attach document(s). Subcontractor GC Create RFI? No Yes Create RFI. Route to CM for Resolution. May move Subcontractor attachments and Attach to Issue Comments. GC CM Resolve or Forward? Resolve Forward DoR Review or Forward? Review Forward GC Comment on Private Issue. Reply to RFI indicating resolution. Set "Closed" status. May upload and Attach supporting document(s). Review and Reply to RFI. May upload and Attach supporting document(s). Review and Reply to RFI. May upload and Attach supporting document(s). GC Close Issue. CM DoR Arch. Civil MEP Struct. Other

53 Mockup: GC Creates & Routes RFI

54 Mockup: CM Views & Forwards RFI

55 Mockup: CM Views DoR Response audit audit trail trail

56 Mockup: CM Closes RFI

57 Mockup: RFI View - GC

58 Write Work Instructions

59 Training Program Development Divide training into separate classes based on project role Use work instructions as basis for curriculum Develop hands-on exercises based on work instructions Don t expect everyone to absorb it all the first time

60 Support ASP provides telephone and support to all team members Critical messages trigger immediate notification of ASP support staff who are on call 24/7 Web team provides , telephone and on-site support to all team members Each company with CTA contract designates a single point of contact for ProjectNet support issues (ProjectNet Coordinator) Provides first-tier ProjectNet support to users in their company and to their subconsultants or subcontractors

61 Continuous Improvement Metrics Baseline performance Compare results Training class evaluations User feedback meetings Attended by managers and end users Led to product functionality enhancements Led to work process enhancements Lessons Learned Surveys Workshops Published Lessons

62 Reducing Support Costs Web-based class registration system User database Computer-based training option

63 Web-based Class Registration

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65 Online Registration Center Reporting

66 User Database Records user information Company and contact information Project assignments and roles Training requirements User notes Automatic invitations for training classes Includes hyperlink to Online Registration Center Records date invitations are sent Records training completion Date, time and classes Reports can be generated

67 Training Invitation

68 Computer-Based Introduction Training Benefits for users Self-paced Portable not tied to the Internet Users can train off-site Readily available Benefits for Web team Replaces hands-on introduction class Large number of users can be trained at once Users can train off-site All users get the same training

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72 What if you don t have a $2 billion capital program?

73 Collaboration Continuum

74 Collaboration Software Types Document production and review Document / file management Workflow management

75 Document Production and Review Word (Microsoft) Acrobat (Adobe) Freewheel (Autodesk)

76 Microsoft Word

77 Adobe Acrobat

78 Document / File Management Project Center (Newforma) ProjectWise (Bentley) Buzzsaw (Autodesk)

79 Newforma Project Center

80 Workflow Management SharePoint (Microsoft) Citadon ProjectNet (CTSpace) Proliance (Meridian) Constructware (Autodesk)

81 Microsoft SharePoint

82 Learning Objectives 1. Distinguish which tools are suited for internal vs. external collaboration 2. Grasp the perspective required for successful crossorganizational systems 3. Understand the steps required for a complete and successful system implementation 4. Acquire tips and tricks for reducing system support costs

83 Evaluation Speakers 1. Kristine K. Fallon, FAIA 2. Michael D. Goff 3. Peter Urban

84 Contact Information Kristine Fallon Associates, Inc. 30 East Adams Street Suite 1040 Chicago, IL