1. Optima’s 1078 House CONSTRUCTION MANUAL Jessica Farr Sierra Farber Fernando Castillo 1 March 10, 2011 CEE 211 Final Presentation

2. 1. VDC Proposal Outline 1.1 Cover Letter 1.2 Case Example 1.3 Value Proposition 1.4 Background 1.5 Sponsor and Team Objectives 1.6 Specific Aims 1.7 Product, Organization, Process 2.0 Breakdown Structures 3.0 Coordination and Rework 7.0 Compressing Schedule 8.0 PIP Process and Assumptions 9.0 and 10.0 MACDADI Analysis 11.0 Business Recommendations to Client 12.0 VDC Modeling Recommendations 2 March 10, 2011 CEE 211 Final Presentation

3. Business Decision 3 PaperVirtual CostLow initial. High long term. High initial. Low long term. Goodness 145230 March 10, 2011 CEE 211 Final Presentation

4. Assumed Engineering Problem: Mr. David Hovey Jr. desires to produce an effective visual, paper-based construction manual for his 1078 ft 2 House project. Team qualifications to Solve this Engineering Problem: (Product) 3D BIM modeling and analyses skills (Product/Process) 4D modeling skills (Organization/Process) SimVision modeling and analyses skills (Product/Organization/Process) POP & MACDADI modeling and analyses skills 4 1.1 Cover Letter March 10, 2011 CEE 211 Final Presentation

5. Architect, David Hovey Jr. sponsored our CEE211 Team to produce a paper construction manual for his 1078 ft 2 house project, which will inevitably aid the GC, the superintendent, and crews to achieve schedule conformance during the construction of the 1078 ft 2 house. Our team took a VDC approach to this task by using POP, SimVision, BIM (3D) *provided by the sponsor*, 4D, models in order to provide the sponsor with two visual construction manual design options: one paper and the other virtual. These modeling tools allowed our team to analyze the potential effects to schedule conformance given the use of a paper or a virtual manual during construction. We looked to differences in overall process risk, rentable area, schedule, hidden work, and actor backlog in order to see which design option would better increase schedule conformance and cost conformance. Finally, our team used a MACDADI analysis, which compiles and synthesizes all predicted process behavior and outcome performance metrics, in order to determine the overall “goodness” of the paper construction manual versus the virtual construction manual. 5 4D Model MACDADI Model SimVision Model 1.1 Cover Letter, Executive Summary March 10, 2011 CEE 211 Final Presentation

6. 1.5 Sponsor & Team Objectives 6 SponsorTeam’s Design Response Objectives*Produce a visual, paper-based construction manual *Schedule conformance is key (13-day Schedule) *No analysis of product, organization, or process. *Create a visual, paper construction manual. *Provide an alternative design option: a virtual construction manual. *Compare (through modeling & analysis) the “goodness” of paper vs. virtual. Design Response Assessment: We are giving our sponsor exactly what he wants, but are also providing him with a more VDC-like design alternative. Model Deliverables *3D Snapshots *4D Snapshots *Checklists (Gantt Chart, Bill of Materials *Interactive 3D (Area) *Playable 4D (Constructability) *Database of historic performance based on online checklist reporting and conformance to objectives. Additional Model Analysis None*Rentable Area (3D Model) *POP/MACDADI to compare design options. *SimVision will model/predict the benefits or disadvantages of an interactive virtual manual. -Less/More Process Risk? -Less/More Actor Backlog? -Less/More Hidden Work? -Less/More Schedule Conformance? Explanation of Design Response: The baseline design option (the paper manual) conforms exactly to sponsor objectives. However, the alternative design option (the virtual manual) does not conform at all to sponsor objectives as the sponsor directly stated that all he wanted was the paper construction manual. March 10, 2011 CEE 211 Final Presentation

7. Paper vs. Virtual Manual – Scenario Task: Install Slab on Grade Using: Paper Construction Manual 6:00 am: Superintendent shows up to the 1078 site in the morning that the slab on grade is to be installed. 6:30 am: Half of the concrete crew with the cement trucks show up on time, the concrete sub is late Crew has no study of the site prior to arrival 6:45 am: Superintendent has one set of a paper construction manual that he uses and there may be another copy lying around 6:50 am: Superintendent goes to look for the other paper construction manual in the on-site office 6:50-8:30 am: Superintendent gets caught up in the office with a call from another subcontractor 8:30 am: Superintendent begins looking for the other paper manual 7 Task: Install Slab on Grade Using: Virtual Construction Manual 6:00 am: Superintendent shows up to the 1078 site in the morning that the slab on grade is to be installed 6:30 am: Half of the concrete crew shows up on time, the concrete sub is late Crew has no study of the site prior to arrival 6:45 am: Superintendent tells the concrete crew to download the 1078 construction manual application so that they can begin work 7:00 am: Concrete crew views the virtual construction manual on their phones 7:20 am: Concrete crew begins their work Virtual Manual allows Superintendent to conduct other business and allows the on- time half of the concrete crew to start the job on time. March 10, 2011 CEE 211 Final Presentation

8. Paper Manual 8 Functional Requirement Introduction/Overview Gantt Chart Materials List Tools/Equiptment List Day by Day Schedule Day by Day Task Breakdown Materials, Actors,Tools List per Task BIM Images Corresponding to Day by Day Tasks Task Quality Check Lists 4D Images Corresponding to Day by Day Tasks March 10, 2011 CEE 211 Final Presentation

9. 1.7 Alternative Design Option POP Model 9 3 Product Changes in the Alternative Design Option POP Model will allow for a virtually interactive construction manual— unlike the Baseline Model 2 Additional Actors will allow for a useful, usable, and accessible design of an web/app construction manual @ Additional Tasks will be performed by the Web/App developer: Final Design & Production of the Web/App Construction Manual March 10, 2011 CEE 211 Final Presentation

10. Virtual Manual (The Webpage) 10 POP 3D4D SimVision Checklists Schedule Construction Manual Combine and conquer! www.1078house.com March 10, 2011 CEE 211 Final Presentation

11. Checklist, Report, and Support 11 March 10, 2011 CEE 211 Final Presentation

12. Virtual Manual – Data Collection Collect actual duration data from virtual field reports. 12 March 10, 2011 CEE 211 Final Presentation

13. Virtual Manual – Data Visualization Analyze actual duration data from virtual field reports. 13 = Expected Duration= Acceptable Duration March 10, 2011 CEE 211 Final Presentation

14. Virtual Manual – Data Analysis Analyze actual duration data from virtual field reports. 14 = Expected Duration= Acceptable Duration March 10, 2011 CEE 211 Final Presentation

15. Virtual Manual – React to Data React to actual duration data from virtual field reports. 15 Learn from Update manual Improve Process 1 1 2 3 March 10, 2011 CEE 211 Final Presentation

16. SimVision Model - Assumptions 16 Paper Manual Risk: 5% Virtual Manual Risk: 1% March 10, 2011 CEE 211 Final Presentation

17. Virtual Manual - Assumptions Considering the following benefits from the virtual manual: Data collection and analysis. Highly updatable. High quality of information (actual 3D and 4D models) Ease of access to the manual (assuming builders have iPhones or iPads or that one is provided to them for the job) The benefits listed above lead us to the following assumption: Functional probability risk in the SimVision model will be reduced by the use of the virtual manual. Functional Error Probability with paper manual: 5% Functional Error Probability with virtual manual: 1% The following slides compare the results of 5 different analyses based on the assumption above. 17 March 10, 2011 CEE 211 Final Presentation

18. 1.5cont.) 1 st Predicted Behavior: Process Risk 18 Decision Dashboard in SimVision models the Functional Error Probability: The likelihood that a task will fail and will require rework We made an assumption that using the virtual manual will result in less rework (1% functional error probability) because the virtual manual historic checklist database will allow the GC & superintendent to avoid potential problems and will, possibly, offer guidance to solve them if they cannot be avoided. We made an assumption that using the paper manual will result in more rework (5% functional error probability) because the paper manual does not have a historic checklist database which would allow the GC & the superintendent to avoid potential problems and would, possibly, offer guidance to solve them if they cannot be avoided. Higher Functional Error Probability = Higher Process Risk March 10, 2011 CEE 211 Final Presentation

19. 1.5cont.) 2 nd Predicted Behavior: Schedule Conformance 19 Paper Based Manual Virtual Manual Gantt Chart shows a 4 day shorter schedule (30% shorter) for the virtual manual. March 10, 2011 CEE 211 Final Presentation

20. 1.5cont.) 3 rd Predicted Behavior: Hidden Work 20 Decision Wait Coordination Rework Virtual Manual Paper Manual Hidden Work is greatly reduced by using the virtual manual over the paper manual March 10, 2011 CEE 211 Final Presentation

21. 1.5 cont.) 4 th Predicted Behavior: Actor Backlog Latency 21 Backlog with Paper Manual Backlog with the Virtual Manual Max Backlog is the same (0.4days) in the use of the paper manual or the virtual manual March 10, 2011 CEE 211 Final Presentation

22. 1.5 Five Predicted Project Behaviors 5 th Predicted Behavior: Rentable Area 22 Rentable Area (same for paper & virtual manual) – Modeled in Revit Carport square footage is not included in the 1078 ft 2 count Square footage modeled in Revit is about equal to 1078ft 2. March 10, 2011 CEE 211 Final Presentation

23. 9. MACDADI - (Goodness) 23 Based on the MACDADI, the Design Alternative is a better option. As the baseline design fails in two of the most weighted objectives Baseline Alternative Required March 10, 2011 CEE 211 Final Presentation Baseline Alternative

24. 1.3 Value Proposition Our proposed virtual manual provides the owner with multiple benefits over the paper based manual, including: No paper! Accessible on mobile devices and big screens during meetings. Access to fully operable 3D and 4D models (not just snapshots.) Reviews from the one day building course. Online checklist field reporting and data base creation. Highly adaptable and updatable without major costs. In sum, our VDC approach allows us to make very EXPLICIT ASSUMPTIONS and model-based PREDICTIONS that can help the client to visualize, analyze, interpret, and evaluate the differences between the paper and the virtual manual. All this to allow the client to make a better informed decision about the future of the construction manual. 24 March 10, 2011 CEE 211 Final Presentation

25. 8. PIP – Process and Assumptions 25 Area, Cost Backlog, Risk, Conformance Assumptions The analyses will be useful to Optima, though not requested Predictions based directly from models provided by Optima are highly accurate Predictions from SimVision are useable for course-level analyses, though based off of higher level of detail models March 10, 2011 CEE 211 Final Presentation

26. 12. VDC Modeling Recommendations 26 POP Define scope and determine 10 most important product, organization, process elements. Define POP behavior objectives Breakdown Structures Break down your product, organization, and process. Keep structures at the appropriate level of detail (match detail in POP model) 3D Generate a 3D model that conforms to the product to be built using the virtual construction manual (1078 house.) Schedule Generate a detailed schedule comprising of tasks, durations, and dependencies for the product to be built using the virtual construction manual (1078 house.) 4D Generate a 4D model using the 3D model and schedule. SimVision Model organization and process based on the requirements for the product to be built using the virtual construction manual. Assign responsible actors, rework and coordination links, and risk level. Virtual Manual Incorporate POP, breakdown structures, 3D, schedule, 4D, and SimVision information into online manual. Generate checklists to check conformance to objectives. Build data base and improve process. March 10, 2011 CEE 211 Final Presentation

27. 1.2 Case Example 27 Product Cost (K$) Evaluated goodness V1157948145 V2157948230 Required160,000200 Functional Requirement Introduction/Overvie w Gantt Chart Materials List Tools/Equiptment List Day by Day Schedule Day by Day Task Breakdown Materials,Actors,Too ls List per Task BIM Images Corresponding to Day by Day Tasks Task Quality Check Lists 4D Images Corresponding to Day by Day Tasks Functional Requirement Organization Form (Actor) Optima General Contractor AdvisorJ. Kunz AdvisorHenning CEE 211 Team Responsible Actor Process Form (Task Action: Object) CEE 211 Team/AdvisorsConceptual Design OptimaApproval CEE 211 TeamFinal Design OptimaApproval OptimaProduction OptimaDistribution GCUse in Field Product elements for paper construction manual requested by Optima Process and organization necessary for development of baseline paper manual Goodness of baseline paper model (V1) determined by model based analyses and provided information (cost and rentable space). March 10, 2011 CEE 211 Final Presentation

28. 1.4 Background Project Objectives: Provide a construction manual to help achieve the strict schedule goals set for the 1078 house. Proposed VDC Approach: Provide a virtual construction manual to aid in the construction process. Site Plan: The house should be buildable anywhere in the US. Alternative Solution: As discussed before, the virtual manual provides many advantages over a paper-based manual. Current State of the Art: Usually there are no construction manuals, and those that exist are paper based. Scope of the Problem: The reductions in risk resulting from the benefits of the virtual manual are modeled in SimVision. Constraints on Solutions: Contractors must have access to mobile devices with internet access and commit to submit their field reports. 28 March 10, 2011 CEE 211 Final Presentation

29. 1.6 Specific Aims Deliverables: SimVision model and analysis, virtual manual (website), POP model, 3D and 4D models, paper manual Content: the POP model contains the breakdowns of the most important items (each about 10% of the project) for the Product, Organization, and Process. Predicted Behaviors: the Virtual Manual will provide the client the tools necessary to achieve the project quality and schedule goals. Required Hardware and Software: Computer, internet domain and hosting, internet access, SimVision, Revit, Navisworks, MS Project Exclusions and non-aims: It was not our intent to deliver a complete and highly detailed paper construction manual. Next steps: finalize details on virtual manual and implement it in the construction of many 1078 houses. 29 March 10, 2011 CEE 211 Final Presentation

30. 1.7 Process and Organization (Baseline) 30 Responsible Actor Process Form (Task Action: Object) CEE 211 Team/AdvisorsConceptual Design OptimaApproval CEE 211 TeamFinal Design OptimaApproval OptimaProduction OptimaDistribution GCUse in Field March 10, 2011 CEE 211 Final Presentation Due to the product not being a building, POP field use is not useful to Optima. Instead the model is useful in the design of the construction manual, as it allows for Optima to set important product elements and choose the process and organization for the manual design.

31. 2. PBS Analysis 31 Product Break Down Structure of Alternative Design Option (supports detailed scheduling analysis) PL1: 1078 House PL2: Web/App Construction Manual PL3: Introduction/Overview PL3: Gantt Chart PL3: Materials List PL3: Tools/Equipment List PL3: Day by Day Schedule PL3: Day by Day Task Breakdown PL3: Materials, Actors, Tools List Per Task PL3: Interactive 3D Images PL3: Database of Historic Performance Based off Checklists PL3: Playable 4D Model Product Break Down Structure of Baseline Design Option (supports detailed scheduling analysis) PL1: 1078 House PL2: Paper Construction Manual PL3: Introduction/Overview PL3: Gantt Chart PL3: Materials List PL3: Tools/Equipment List PL3: Day by Day Schedule PL3: Day by Day Task Breakdown PL3: Materials, Actors, Tools List Per Task PL3: 3D BIM Images Corresponding to Day by Day Tasks PL3: Task Quality Checklists PL3: 4D Images Corresponding to Day by Day Tasks Product POP Model Correlation Differences between the Baseline and Alternative Design Option Product Breakdown Structures March 10, 2011 CEE 211 Final Presentation

32. 2. OBS Analysis 32 Organization Organization Breakdown Structure of Alternative Design Option (supports organizational analysis) OL1: Sponsor, Optima OL2: Advisor, J. Kunz OL2: Advisor, Henning OL3: CEE 211 Team OL4: Web/App Developer OL5: General Contractor OL5: Superintendent Organization Breakdown Structure of Baseline Design Option (supports organizational analysis) OL1: Sponsor, Optima OL2: Advisor, J. Kunz OL2: Advisor, Henning OL3: CEE 211 Team OL4: General Contractor Differences between the Baseline and Alternative Design Option Product Breakdown Structures POP Model Correlation March 10, 2011 CEE 211 Final Presentation

33. 2. WBS Analysis 33 Work Breakdown Structure WL1: Create Web/App Construction Manual WL2: Conceptual Design of Web/App Construction Manual WL3: Approval of Conceptual Design WL2: Final Design of Web/App Construction Manual WL1: Production of Web/App Construction Manual WL2: Use of Construction Manual in Field WL3: Interact with Web/App Construction Manual Work Breakdown Structure WL1: Create Paper Construction Manual WL2: Conceptual Design of Paper Construction Manual WL3: Approval of Conceptual Design WL2: Final Design of Paper Construction Manual WL1: Production of Paper Construction Manual WL2: Distribution of Construction Manual WL2: Use of Construction Manual in Field Process POP Model Correlation Differences between the Baseline and Alternative Design Option Product Breakdown Structures Process March 10, 2011 CEE 211 Final Presentation

34. 3. Coordination and Rework Rework links were added to the SimVision model where task dependencies where evident to us. An example is shown below. 34 Potential time-space interference between the curing of the slab and the erection of the steel columns (since the construction method/order will be no different with a paper or web/app construction manual this applies to both the baseline and the alternative model). Coordination and Rework Links March 10, 2011 CEE 211 Final Presentation

35. 7. Compressing Schedule Given that the construction method is already optimized we decided to analyze how hidden work resulting from project risks delay the schedule. We assumed that the use of the virtual manual can reduce the functional risk to 0.01 as compared to 0.05 in the paper-based manual model. The results of the assumption are shown below. 35 Paper Based Manual Virtual Manual Gantt Chart shows a 4day delay using the paper-based manual. This is a 30% delay on schedule! March 10, 2011 CEE 211 Final Presentation

36. 10. MACDADI - (Predictions and Believability) 36 Predicted BehaviorsPaperWeb/App Rentable Area1078 sq ft Actor Backlog0.4 days Product Risk34%12% Process Risk77%33% Hidden Work13 days2 days Schedule Conformance69%92% Cost Conformance85%95% Product Conformance66%88% Believability of Predicted Behaviors Rentable Area and Cost are based off of the BIM model, which were detailed and provided by Optima Backlog and Hidden Work values come from SimVision and are based directly off of Optima’s detailed schedule provided to us Product Risk and Process Risk for the baseline are based directly off of provided information from Optima and for the Alternative, assumptions were made to determine the change in risk factor All Conformance behaviors are based off of SimVision analyses March 10, 2011 CEE 211 Final Presentation

37. Business Decision 37 PaperVirtual CostLow initial. High long term. High initial. Low long term. Goodness 145230 March 10, 2011 CEE 211 Final Presentation

38. 11. Business Recommendations to Client 38 March 10, 2011 CEE 211 Final Presentation

39. 14. ORID O: David Hovey Jr. wants a paper construction manual for the 1078 house. We will provide David with a virtual construction manual. R(+): The virtual manual is live and fun to use. R(-): Communication with sponsor was difficult because the sponsor’s and the class’s objective were very different. I: Virtual manual uses VDC methods to provide an opportunity to help achieve the sponsor’s business objectives. D: Propose David to at least consider the use of a virtual manual. 39 March 10, 2011 CEE 211 Final Presentation

40. 14. Comments Time: A lot, we did not measure the time we spent in the project. A guess is that at least 50 hours. Lesson: It is very important to align the objectives between the sponsor and the class. Given that we were unsuccessful at doing this it was very important for us to make some assumptions and made the best out of it. Confusing: Why a construction manual? It would have been really nice if the sponsor’s objectives were more aligned with the class from the onset. 40 March 10, 2011 CEE 211 Final Presentation