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Working the Triple Constraint KEEPING PROJECTS UNDER BUDGET AND ON-TIME WHILE ENSURING QUALITY AND MANAGING STAKEHOLDER REQUIREMENTS Douglas Rogers, Director.

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Presentation on theme: "Working the Triple Constraint KEEPING PROJECTS UNDER BUDGET AND ON-TIME WHILE ENSURING QUALITY AND MANAGING STAKEHOLDER REQUIREMENTS Douglas Rogers, Director."— Presentation transcript:

1 Working the Triple Constraint KEEPING PROJECTS UNDER BUDGET AND ON-TIME WHILE ENSURING QUALITY AND MANAGING STAKEHOLDER REQUIREMENTS Douglas Rogers, Director CREC Construction Services

2 Introduction  Overview of Iron Triangle  Budget  Schedule  Quality  Stakeholder Management

3 Who is CREC? In 1966, CREC began as a grassroots organization of local school districts working together to solve common problems. It is one of six Regional Educational Service Centers (RESCs) established under Connecticut General Statute a-n, which permits local boards of education to establish a RESC as a "public educational authority" for the purpose of "cooperative action to furnish programs and services."

4 CREC Construction Services For over a decade, CREC has provided value-added construction consulting services to our clients. We are unique among project management providers because of the non- profit nature of our organization, and because we have designed, built, and operated numerous public schools for many years.  Stand-alone division providing Owner’s Program Management services to clients throughout the state, including CREC’s magnet schools  Experts in facility and energy efficiency analysis, planning and feasibility studies, design, construction, and operation.

5 What is the Triple Constraint? CostScope Quality; Safety Schedule

6 If one side changes… Cost Scope Quality; Safety Schedule

7 The others have to compensate CostScope Quality; Safety Schedule

8 Importance of the Budget  Sets limits up-front  How much should you be spending per square foot?  What do we want to spend on FF&E?  Re-use/Buy Decision  Entrusted stewards of public funds  Understanding the cash flow impacts

9 Items to Consider on Cost  Who is tracking the money?  What are their incentives?  Do stakeholders know the financial impacts of changes?  Up-front analysis of all requests  Clear communication of all decisions

10 Schedule  Why have a schedule?  Who should be creating a schedule? Measure Time Problem SolvingKeep Costs Down Version of the TruthTransparency

11 Getting the Schedule Right  Critical Path Method (CPM) scheduling maps out the longest path through the project  The sequence of activities which cannot be delayed or the project will be extended  Cost and Resource Loading  How is the cost breakdown distributed throughout the life of the project?  Do we have enough people to get the project done?  Getting the scale correct  What is the shortest and longest duration of activities?  How are costs assigned to the activities within?

12 Creating an inclusive process  Who is responsible for the schedule?  Three operating charters to guide the process  Baseline Development  Schedule Update  Change Management  Five step process for baseline schedule development  Develop activities  Sequence  Load Costs  Load Resources  Buy-Off

13 Ways to Define Scope  What are the requirements?  How many students  What is the size of the building  How many classrooms do we need  What are the standards to which a school should be built?  How many outlets in each room  Should there be SmartBoard in every classroom  Are the plans complete?  What was missed in their development?  Errors and Omissions

14 What is Scope Creep?  Uncontrolled changes or continuous growth of a project’s scope (size, requirements, etc.)

15 Managing Scope Creep  Plan. Plan. Plan.  BIM and 3D/4D/5D modeling  Bringing in the CM early to provide their expertise  Clear contract language for all parties

16 BIM Workflow ProgrammingSchematic DesignDesign DevelopmentConstruction DocumentsOperation Owner Programming Validate Program Architect Design Authoring Author Architect Design Authoring Author Architect Detailed Map Author Contractor Record Model Compile Record Model Architect Virtual Prototyping Develop Virtual Prototype Contractor 4D Modeling Create 4D Model Engineer Engineering Analysis Perform Engineering Analysis Architect 3D Macro Coordination Perform 3D Coordination Contractor Cost Estimation Perform Cost Estimate Architect Virtual Prototyping Develop Virtual Prototype Contractor 4D Modeling Create 4D Model Engineer Engineering Analysis Perform Engineering Analysis Architect 3D Macro Coordination Perform 3D Coordination Contractor Cost Estimation Perform Cost Estimate Architect Virtual Prototyping Develop Virtual Prototype Contractor 4D Modeling Create 4D Model Engineer Engineering Analysis Perform Engineering Analysis Architect 3D Macro Coordination Perform 3D Coordination Contractor Detailed Map Perform Cost Estimate *Source: Penn State

17 Administrative Change Request  Reducing Owner Changes  Setting in place formal procedures  Who is allowed to request changes?  Who approves and signs off on changes?  Out-of-Sequence Change  Ex. Added power outlets once room has drywall Change Requested Analyze for Cost Analyze Time Impact Requestor Signature Final Decision Maker Authorization

18 Moving beyond the triangle  Quality  Safety  Resources  Risk  Stakeholder Expectations

19 Quality Quality Assurance Quality Control

20 QC vs QA QUALITY CONTROL  Performed by the CM/GC and Architect  Do the materials being installed match the plans and specs QUALITY ASSURANCE  Performed by the Owner or Owner’s Program Manager  Sets the standard processes for Quality by which the Quality Control team should operate.  Special inspectors working on site to oversee quality of concrete, rebar, steel, etc.

21 Risk, Safety, and Resources  Who is tracking the risk?  What are the plans for mitigating risk?  Insurance  Bonds  Can you quantify the risk to your organization?  Ineligible Costs  What is in the CMs contract for a Safety Plan?  Who is monitoring?  What resources are required from the owner?  Staff hours  Volunteer time

22 Stakeholder Management  Who are your stakeholders?  What are their past experiences and practices?  Have you performed a stakeholder analysis?  What are their opinions of the project?  Do they have particular wants and needs?  What are your strategies for dealing with stakeholders? Past-PracticeOpinionsConductOutcomes

23 Engagement Level StakeholderUnawareResistantNeutralSupportiveLeading ACurrentDesired BCurrentDesired C Current, Desired

24 Power/Interest Grid High Power Low Keep SatisfiedManage Closely MonitorKeep Informed Low Interest High A B D C E F

25 Planning the Project  Project Charter  Project Management Plan  Scope Management  Schedule Management  Cost Management  Quality Management  Risk Management  Resource Management  Procurement Management  Stakeholder Management  Communications Management

26 How does purchasing fit in?  Develop the requirements of your consultants (Architect and CM) during the procurement process  Ensure contracts match with the scope of your requirements  Keep procurement policies within state and local guidelines (Chapter 173 of C.G.S.)  Advocate for procurement strategies (e.g. Disadvantaged, Local Business goals)

27 Questions? Contact Info: Doug Rogers Director, CREC Construction Services


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