UNIVERSITY OF CALIFORNIA, BERKELEY
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO
TELEPHONE: (415) 710-5531
E-MAIL: ballard@ce.berkeley.edu
SAN TA BA RBA RA
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SAN TA CRU Z
DEPARTMENT OF CIVIL & ENVIRONMENTAL ENGINEERING
ENGINEERING & PROJECT MANAGEMENT PROGRAM
215-A MCLAUGHLIN HALL
BERKELEY, CALIFORNIA 94720-1712
DESIGN PLANNING WORKSHOP #1
JUNE 23, 2011
The first in a series of workshops on design planning and control was held at DPR’s Redwood
City office featuring an extended presentation by Samir Emdanat of Ghafari Associates of his
“Adventures in Design Planning”.
The objective of the workshop series is to bring together the best people, learn from one another,
and emerge with agreement on what practices to recommend be used to plan and control work
during the design phase of construction projects. The recommendations will be captured in a
P2SL process benchmark, together with a description of research needed to go beyond the
benchmark.
Workshops will be held approximately every two months, always at DPR’s Redwood City
office, 1450 Veterans Blvd.—thank you for that, Dean Reed and DPR. Doodle polls will be used
to select the next meeting time when the most members of the group can attend. The next
workshop will be held in early September and will feature a presentation by Jamie Hammond of
Adept Management.
Current members of the group are invited to recommend others who could contribute to the
conversation, but we do not want to be distracted by having to explain what we’re talking about
to those who do not have the relevant experience. Spreading the word is also vitally important,
but the purpose of this workshop series is to define the current frontier of knowledge regarding
design planning and control.
ATTENDEES
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Todd Arris, Strategic Project Solutions, 415-601-4432, tarries@spsinc.net
Glenn Ballard, UC Berkeley, 415-710-5531, ballard@ce.berkeley.edu
Jim Bedrick, Webcor, 650-524-7301, jbedrick@webcor.com
Digby Christian, Sutter Health, 916-826-9791, ChristD2@sutterhealth.org
Mike Davison, ourPlan, 650-207-3990, mike@ourplaninc.com
Samir Emdanat, Ghafari Associates, 313-268-8342, semdanat@ghafari.com
Fernando Espana, CornerCube, 510-813-2038, fespana@cornercubeinc.com
Mark Gilligan, MKG Consulting, 510-548-8029, mark@gilligan.name
Jeanne Gomez, Sutter Health, 916-715-0600, GomezJ@sutterhealth.org
Daniel Gonzales, DPR, 510-290-1595, danielg@dpr.com
Mark Hauser, CornerCube, 925-588-9799, mhauser@cornercubeinc.com
UNIVERSITY OF CALIFORNIA, BERKELEY
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO
TELEPHONE: (415) 710-5531
E-MAIL: ballard@ce.berkeley.edu
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SAN TA BA RBA RA
•
SAN TA CRU Z
DEPARTMENT OF CIVIL & ENVIRONMENTAL ENGINEERING
ENGINEERING & PROJECT MANAGEMENT PROGRAM
215-A MCLAUGHLIN HALL
BERKELEY, CALIFORNIA 94720-1712
John Haymaker, DPI, 415-290-2738, john.haymaker@gmail.com
Mike Jones, DPR, 650-868-6117, mikej@dpr.com
Atul Khanzode, DPR, 650-474-1450, atulk@dpr.com
William Kymmell, CSU Chico, 530-218-4482, WKymmell@csuchico.edu
Gregory Mantz, DPR, 415-782-3700, gregorym@dpr.com
Ron Migliori, Buehler & Buehler, 916-443-0303, RMIGLO@BBSE.com
Eric Miller, Sutter Health, 510-812-4814, millere@sutterhealth.org
Phill Phillips, Southland Industries, 510-828-1607, pphillips@southlandind.com
Rob Purcell, Herrero-Boldt, 415-265-5536, rpurcell@herrero.com
Dean Reed, DPR, 650-207-3486, deanr@dpr.com
Luai Sabek, UC Berkeley, 419-913-1125, luai.sabek@utoronto.ca
Michael Saks, DPR, 650-454-5309, michaels@dpr.com
Michael St. Clair, Southland Industries, 510-896-9310, mstclair@southlandind.com
Iris Tommelein, UC Berkeley, 510-643-8678, tommelein@ce.berkeley.edu
Rovane Younger, CSU Chico, 530-895-5216, RYounger@csuchico.edu
TAKEAWAYS
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Looking at the design process as a supply chain
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Common software platform for design (not a single model)
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Creating stability before proceeding with design
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Completing design during design
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Existing milestones are not necessarily future milestones
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Common understanding
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Level of uncertainty drives the amount of time devoted to the project
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Understand where you are in the supply chain
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“100% complete” means buildable
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Develop process map and re-develop on each project with new players
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Breakdown silos
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Frequent multidiscipline plan reviews
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Risk assessment informs decisions
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Commitment to building the model
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Managing the overlap
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You don’t always have to change the contract to get improvements (but to get the best
results, specific contract features are required)
UNIVERSITY OF CALIFORNIA, BERKELEY
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO
TELEPHONE: (415) 710-5531
E-MAIL: ballard@ce.berkeley.edu
SAN TA BA RBA RA
•
SAN TA CRU Z
DEPARTMENT OF CIVIL & ENVIRONMENTAL ENGINEERING
ENGINEERING & PROJECT MANAGEMENT PROGRAM
215-A MCLAUGHLIN HALL
BERKELEY, CALIFORNIA 94720-1712
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Managing the overlaps
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Create a short term planning cycle
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Metrics for cost/benefit
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Creating more time for design by eliminating waste in processes
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Expose fears and concerns through early brainstorming
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Not an a la carte list—all the recommended practices must be done in order to be successful
QUESTIONS WITH SAMIR’S ANSWERS
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Ability to transfer learnings internally and externally?
o Giving more visibility to the project plan (visual planning and control) coupled with
continuous process improvement and workflow specific discussions at the big room
are good tools for improving the overall team knowledge of effective information
flow management techniques and can increase the chances for best practices to be
transferred to other projects.
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How to do on smaller projects and get the supply chain involved?
o Because of the supply chain focus of the approach and current state of the design and
construction supply chain fragmentation, benefits of this approach can be maximized
on large complex projects as it will take time for the supply chain to learn new
processes and implement new technologies or learn how to better utilize existing
technologies. Similar benefits can be achieved on smaller projects when designed
and delivered by the same team in a series so that best practices that are learned on
one project are immediately applied to the next.
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What are new roles and responsibilities and what kind of training is needed?
o The new role is that of a project integrator that is responsible for overall multidiscipline design planning, information flow management, document control, and
design content management.
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How many BIM models and who drives them?
o I always pause when I get asked this question. No one asks how many CAD files are
used on a project or how many sheets of paper it took to document the design but
many are still concerned about the number of models. Implicit in the question is an
assumption that BIM is a separate thing that needs to be tracked. The simple answer
is that there will be as many models as is needed to fully document all the systems on
the project to fabricatable levels of detail. In many cases this is really all is required
to build the project. If the team’s focus is to maximize their use of model-based
UNIVERSITY OF CALIFORNIA, BERKELEY
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO
TELEPHONE: (415) 710-5531
E-MAIL: ballard@ce.berkeley.edu
SAN TA BA RBA RA
•
SAN TA CRU Z
DEPARTMENT OF CIVIL & ENVIRONMENTAL ENGINEERING
ENGINEERING & PROJECT MANAGEMENT PROGRAM
215-A MCLAUGHLIN HALL
BERKELEY, CALIFORNIA 94720-1712
design and fabrication workflows then their opportunity is to design workflows that
produce paper documentation only when required and only at the last responsible
moment. On complex hospital projects the number of models can be in the hundreds
and size of those models can be in the hundreds of gigabytes.
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Optimal sizing of BIM team? Who, where?
o Similar to the question above, this question is usually asked from the mindset that
there is a BIM team and non-BIM team on the project and as if the two can be
separated.
The modeling team is the design and the detailing team. We have not
noticed a difference in team size when projects are properly managed to use 3D-based
workflows from start of design to completion of detailing and coordination.
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How do we integrate architects into this collaborative structure?
o Architects are part of this collaborative structure by virtue of being part of the team.
They like everyone else on the team need to learn how to work together
collaboratively and learn how to share incomplete information. Well facilitated bigroom workflow discussions, visual planning of the workflow and regular multidiscipline design reviews that use the 3D model are some of the tools that improve
the overall collaboration among team members.
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What is the relationship between process maps and ProjectWise?
o There is none.
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How are virtual tolerances established? Are there standards?
o There are no standards that I am aware of. The team, based on their past experience,
establishes the working tolerances and refines them as they move forward with design
and coordination.
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Redefining roles—how do we develop talent?
o Having someone who had gone through the process before guide the team is essential
to success.
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What is the project governance structure?
o This will depend on the project. IPD projects have core teams that make decisions by
consensus other projects have different decision making structures. The more
important thing here is that whoever is responsible for project governance needs to
have a consistent message to the team. Implementing change is very difficult and
unless there is a consistent voice to keep the team focused on improvement it is very
easy to default back to safe conventional practices.
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What size staffing is needed for process management?
o This varies with the complexity of the project and the amount of experience of the
team.
UNIVERSITY OF CALIFORNIA, BERKELEY
BERKELEY • DAVIS • IRVINE • LOS ANGELES • MERCED • RIVERSIDE • SAN DIEGO • SAN FRANCISCO
TELEPHONE: (415) 710-5531
E-MAIL: ballard@ce.berkeley.edu
Good discussion
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Great presentation
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Good visuals
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Good mix of people
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Tool rich
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SAN TA CRU Z
DEPARTMENT OF CIVIL & ENVIRONMENTAL ENGINEERING
ENGINEERING & PROJECT MANAGEMENT PROGRAM
215-A MCLAUGHLIN HALL
BERKELEY, CALIFORNIA 94720-1712
PLUS
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SAN TA BA RBA RA
DELTA
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More architects need to be included
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Publish the goals for the workshop series
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Survey the group for their questions and topics
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Need more discussion on staffing, roles, organization