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William.tippin.update
Transcript of William.tippin.update
NASA’s Next Generation Facilities
William Tippin, DM, CMCJune A. Grant, AIA, LEED APEdward Weaver, AIA, LEED AP
February 2010
Academy of Program / Project & Engineering LeadershipProject Management Challenge 2010
Used with Permission
• Situational analysis & problem statement• Research model• NASA Renovation by Replacement (RbR)
platforms– Ames N232 Sustainability Base– Langley New Town AOB1 facility
• Summary: RbR critical success factors
Presentation Outline
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• Facilities critical to mission success• Designed for 1960’s missions• NASA Facility Condition Index (FCI)• CoF under-funded
Situational Analysis: NASA’s Facility Infrastructure Assets
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• Real Property Facility Capital Plan 2008– Integral to program and project planning – New real property: meet mission requirements– Continuous evaluation of assets– Leverage maximum potential of property– Sustain, revitalize, modernize
• Facility Capital Plan Tactic– Renovation by Replacement (RbR)
Situational Analysis: NASA’s Facility Infrastructure Assets
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Problem Statement
• PM 2010 Challenge Question– What are the infrastructure challenges?– How are these challenges being tackled?
• Problem Statement– How can NASA successfully design and
construct new facilities within the RbR context?
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• Methodology for RbR analysisLink the following:
– 5 Program Management Process Groupsas identified in the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute (PMI)
– Critical Success Factors
Research Model: Platform Methodology
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Project Management Group Process
Planning
Execution Close -Out
Monitoring &
Controlling
Initiation
Final Result
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Project Initiation Process Group
Research Model: Project Management Group Processes
“… a new project obtaining authorization to start the project. Initial scope defined and financial resources obligated” (PMI PMBOK pg. 44).
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Planning
Execution Close -Out
Monitoring&
Controlling
Initiation
Final Result
Research Model: Project Management Group Processes
Project Planning Process Group
“…establishes total scope of effort, define and redefine objectives & develops course of action required to obtain those objectives” (PMI PMBOK pg. 46).
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Planning
Execution Close -Out
Monitoring&
Controlling
Initiation
Final Result
Research Model: Project Management Group Processes
“…performed to complete the work defined in the project management plan to satisfy the project specifications” (PMI PMBOK pg. 55).
Project Execution Process Group
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Planning
Execution Close -Out
Monitoring&
Controlling
Initiation
Final Result
Project Monitoring & Controlling Process Group
Research Model: Project Management Group Processes
Planning
Execution Close -Out
Monitoring&
Controlling
Initiation
Final Result
“… processes required to track, review and regulate the progress & performance of the project” (PMI PMBOK pg. 59).
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Project Close-Out Process Group
Research Model: Project Management Group Processes
“…processes performed to finalize all activities across the project process groups to formally complete the project” (PMI PMBOK pg. 64).
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Planning
Execution Close -Out
Monitoring&
Controlling
Initiation
Final Result
What is a CSF?
“Critical success factors are events, circumstances, conditions, or activities that require special attention because of their significance.
“They can be internal or external and can influence success either positively or negatively.
“Their essential character is the need for a special awareness or early warning system to avoid unpleasant surprises or missed opportunities” (Dickson, Ferguson and Smith, 1984).
Technology Strategy Program Management Implementation Model
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Platform # 1: NASA Ames Sustainability Base
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Vision of Shared Campus
NOI for NASA Research Park EIS
Final EIS, Record of DecisionNASA Ames Development Plan
Phase One of University Implementation
Technology Campus Planning Partnership
Present – More than 50 Industry& University Partners
NASA Ames Sustainability Base
Project Context: Master Planning Process
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Project Context: Renovation by ReplacementOutdated FacilitiesDemolition completed after FY08
Building Built Age079 1944 65083 1944 65093 1946 63113 1944 65118 1944 65119 1944 65346 1950 59347 1942 67350 1950 59351 1950 59367 1948 61470 1933 76472 1961 48539 1972 37540 1972 37
59.4Average Age:
Age of Facilities for Completed Demolition Projects (post FY08)
The average age of facilities demolished - over59 years. Total Demolished Facilities - 75,815 SF
Facilities to be demolished
Planned RBR 2 Facility (N268)
NASA Ames Sustainability Base
RBR 1Sustainability Base(N232)
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Project Initiation
Project Planning
Project Execution
Project Monitoring & Controlling
Project Close-Out
Process GroupsNASA Ames Sustainability Base
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Four Governing Principles– Create a Compelling Business Case– Realize a High-Performance Building– Incorporate NASA Technologies and
Engineering Approaches– Meet Budget and Schedule Delivery Date:
• $26m / July 1, 2009 (9-month design schedule vs. typical 18-months for same size and type)
Initiation
NASA Ames Sustainability Base Process Group
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors: Initiation– Widen the lens with a view to “intent” vs. “compliance”
• Re-examine the scope and read for intent. Regulations and Executive Orders are guidelines.
• Look beyond prescriptive guidelines to arrive at the intent. Ask what it is that matters that prompted guidelines to be created.
When the intent is understood, then creative solutions are possible.
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The Eco-Framework– Principles: unchanging
values– Goals: achievable objectives– Strategies: means and
methods– Measureable Targets:
quantifiable outcomes– Verification & Update:
metrics used to assess effectiveness of applied strategies
Planning
NASA Ames Sustainability Base Process Group
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors: Planning– Time + $ = Team, tools and techniques
• The best team includes a combination of seasoned veterans as well as new enthusiasts. Each acts as a catalyst to the other to prove viability of opinions.
• Application of the most appropriate tools and sometimes untried tools were required to meet project goals. BIM and Energy Modeling.
• To achieve desired outcomes, early design phases included application of a new integrated design process.
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The Eco-Framework– Goal 1 or 4: Create a highly flexible, collaborative and healthy work
environment that encourages productivity and reduced employee costs.
– Design Strategy: Optimize daylight and natural ventilation in order to reduce mechanical and electrical costs and provide healthy air.
– Benchmarks + Metrics: Minimum LEED NC Credit 8.1 (25fc at desk height in 75% of all regularly occupied spaces).
– Results: The building achieves reasonable natural daylight levels during most seasons and is augmented by task lights during low light levels.
NASA Ames Sustainability Base
Execution
Process Group
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors: Execution– Executive level support in times of “Black Swan”
events• All projects will encounter unexpected events.• Events outside the Project Manager’s authority are “Black
Swans.” Without support at the Executive Level, “Black Swans” can threaten the potential to achieve project goals.
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The Eco-Framework: Whole-Building Design Instrumentation
Monitoring & Controlling
NASA Ames Sustainability Base Process Group
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors: Monitoring & Controlling– Understand funding streams and facility management
processes• Energy goals were achievable only through understanding
the campus energy acquisition processes and incentive programs.*
• Water Goals for the building included an approach that benefited the entire campus. This shared-campus benefit enabled goals to be achieved through budgets external to the project.
* e.g. California Solar Initiative for government customers; Pacific Gas & Electric Non-Residential Retrofit Program & Self Generation Incentive Program (SGIP)
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Verification– Results: reduced operating costs
Close-Out
NASA Ames Sustainability Base Process Group
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors: Close-Out– Real-time BIM model facilitates rapid response during
bid process• The bid process is a very active period. However, with the
BIM Model, disciplines were able to clarify, update, coordinate and re-issue complete drawings quickly.
• While not technically a success factor, an added benefit to date of the BIM model has been the ability to go straight to computer-aided manufacturing (CAD/CAM).
• The model being updated during construction and is scheduled to be the ‘as-built’ 3D record for Facilities Management use once the construction is complete.
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Critical Success Factors
NASA Ames Sustainability Base
Critical Success Factors Per Phase– Initiation: Widen the lens with a view to “intent” vs.
“compliance”– Planning: Team, tools and techniques– Execution: Executive level support in times of “black
swan” events– Monitoring & Controlling: Understanding funding
streams and facility management processes– Close-Out: Real-time BIM model facilitates rapid
response turn-around time during bid process
Create a Compelling Business Case
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Summary: 4 Governing Principles / Results– Create a compelling business case
• 90% reduced energy consumption
• 87% reduced water consumption
– Realize a high-performance building• LEED Platinum Registered
– Incorporate NASA technologies and engineering approaches
• Solar panels + DASH monitoring are original NASA research
– Meet budget and scheduled delivery date ($26m / July 1, 2009)
• $21m: bid price; June 30, 2009: design documents delivered
Platform # 1: NASA Ames Sustainability Base
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Platform # 2: NASA Langley AOB1
Administration Office Building One (AOB1)30
NASA Langley AOB1 Overview / Context
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NASA Langley AOB1
NASA Langley Research Center
Overview / Context
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NASA Langley AOB1
New Town – Core Campus
Overview / Context
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NASA Langley AOB1 New Town Phasing Plan
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NASA Langley AOB1 New Town Phasing Plan
Phase 1 – Administration Office Building One (AOB1)35
NASA Langley AOB1 New Town Phasing Plan
Phase 2 – Integrated Engineering Services Building (IESB)36
NASA Langley AOB1 New Town Phasing Plan
Phase 3A – Engineering Building One (EB1)37
NASA Langley AOB1 New Town Phasing Plan
Phase 3B – Engineering Building Two (EB2)38
NASA Langley AOB1 New Town Phasing Plan
Phase 4 – Engineering Building Three (EB3), B1219 Renovation39
NASA Langley AOB1 New Town Phasing Plan
Phase 5 – Administration Office Building Two (AOB2), B1230 Reno.40
NASA Langley AOB1 Leadership Collocation Plan
Office of the DirectorOffice of the Chief CounselOffice of the Chief Financial OfficerOffice of Human Capital ManagementOffice of ProcurementSystems Management Office
Platform for Leadership Mission at Langley Research Center41
NASA Langley AOB1 Leadership Collocation Plan
1219, 1195, 1195A, 1195B, 1195C, 1152 ►► AOB142
Process Groups
Project Initiation
Project Planning
Project Execution
Project Monitoring & Controlling
Project Close-Out
NASA Langley AOB1
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The importance of…– Assembling the Right Team
• The right players, with the right skills– Putting First Things First
• Early resolution of scope and budget– Establishing / Preserving /
Transmitting a Common Vision• Visioning sessions, program validation
– Making Timely Decisions• Prioritizing based on mission goals
Critical Success Factors
NASA Langley AOB1
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Initiation
NASA Langley AOB1
Selecting partners with the expertise and experience required for the program/project
Preparing in advance by doing your homework
Process Group
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Initiation
NASA Langley AOB1
Initiation
ContextCraftDetailTechnologyInnovation
Process Group
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Critical Success Factors
Critical Success Factors: Initiation– Assembling the right team– Putting first things first
NASA Langley AOB1
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NASA Langley AOB1
Planning
Cost modeling baseline with understanding of specific project issues
Reconciliation with proposed program / scope
Use of options, contingencies, unit costs
Process Group
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Visioning Session– Building Image– Organization & Culture– Space Solutions– Technology / Sustainability– Site Opportunities & Constraints
Planning
NASA Langley AOB1 Process Group
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Planning
NASA Langley AOB1
Askingthe RightQuestions
Listeningto the Answers
Process Group
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Planning
NASA Langley AOB1
Askingthe RightQuestions
Listeningto the Answers
Process Group
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Planning
NASA Langley AOB1
Askingthe RightQuestions
Listeningto the Answers
Process Group
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Planning
NASA Langley AOB1
Askingthe RightQuestions
Listeningto the Answers
Process Group
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Planning
NASA Langley AOB1
Askingthe RightQuestions
Listeningto the Answers
Process Group
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Key Project Drivers– Sustainability
• Reduced O&M costs, energy efficiency, low environmental impact, occupant comfort, LEED
– Interior Environment• Operational efficiency, functionality, daylighting
– Pedestrian Orientation• Support goal of a pedestrian-focused campus core
– Presence• Set the tone for a revitalized LaRC
Planning
NASA Langley AOB1 Process Group
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Planning
NASA Langley AOB1
Detailed user group and stakeholder programming meetings
Site planning charrettes, GIS coordination, geotechnical studies, utility and topographic surveys, LEED
Process Group
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Critical Success Factors
Critical Success Factors: Planning– Putting first things first– Establishing a common vision– Making timely decisions
NASA Langley AOB1
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Execution
Monitoring & Controlling
NASA Langley AOB1
Collaborative design sessions and charrettes, on-board review meetings, BIM implementation
Interior layouts, early furniture planning, AV, IT, security requirements
Process Group
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Critical Success Factors
Critical Success Factors: Execution and Monitoring & Controlling– Putting first things first– Preserving a common vision– Making timely decisions
NASA Langley AOB1
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Close-Out
NASA Langley AOB1
Bridging Doc / BIM model transmission to Design-Builder
Supporting final design and construction process
Not the end…… a transition.
Process Group
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Critical Success Factors
NASA Langley AOB1
Critical Success Factors: Close-Out– Transmitting a common vision– Making timely decisions
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Summary: Key Project Drivers / Results– Sustainability
• Targeted for LEED Gold, utilizing ground source geo-exchange system, living roof, photovoltaics, lighting system controls
– Interior Environment• Maximized daylighting and views, simplified circulation, open
floor plan, and flexible floor, wall and furniture systems
– Pedestrian Orientation• Prominent multidirectional pedestrian linkages, various outdoor
amenities, building located close to central core
– Presence• Presents a bold and modern image to both incoming traffic to
LaRC and to inner campus
Platform # 2: NASA Langley AOB1
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Project Management Group ProcessesProject Management Group Process
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Planning
Execution Close -Out
Monitoring &
Controlling
Initiation
Final Result
Questions & Answers? ? ? ? ?
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