Planning & controlling design projects

Planning & controlling design &
engineering projects
An overview of
The TechnoCentre
Puma Way
Coventry CV1 2TW
United Kingdom

Tel: +44(0)24 7623 6929
Fax: +44(0)24 7623 6930
E-mail: enquiries@adeptmanagement.com
URL: www.adeptmanagement.com

© Adept Management Ltd, 2009

Adept Management
Design & Bid Management
Interim Design Managers
Strategic Planning & Monitoring

ADePT Design Process & Procedure Development

Services Management

Integrated Design Planning
Process Control
Design Team Performance Reporting

ADePT Design
Software Suite ADePT Design Builder
ADePT Design Manager
Software Training


Characteristics of Design

o Iterative
o Driven by information
o Highly complex
o Not well understood
o Broken into sub-problems
o Involving many people
o Undertaken in stages


Poorly Managed Engineering - The Effect

2008 Construction Performance

o Fact – design / engineering projects overspend
• 35% of design commissions overspend

o Fact - design / engineering projects over-run
• 42% of design commissions are late

o Severe knock on effects in construction
• 52% of construction projects overspend

• 42% of construction work is late

Source: Office for National Statistics’ Construction Statistics Annual, 2008

Overview of the methodology


Current & Recent Implementations of ADePT


ADePT - Benefits Identified

o Identification and removal of “turbulence”
o Greater certainty of design co-ordination
o Ability to better prioritise design work
o Focus on task completion
o Effective integration of sub-contractor design
o Better change management
o Improved team collaboration
o Self-policing design team
o Design fee validation


Generating an
Integrated Design Plan


A Typical Design Processes


A Typical Design Processes
External Constraints

Deliverable External Constraints

Deliverable



Deliverable Deliverable.
Deliverable

Deliverable

Taking a Hierarchical View


Information exchanges



Activity
properties



Information
requirements
Activity
properties

Information
outputs



Predecessor
activities

Information
requirements
Activity
properties

Information
outputs

Successor
activities


Setting up a matrix of the design process

1. List design activities in the matrix rows in any arbitrary order, and repeat the list across the
columns of the matrix.


Representing dependencies

2. Mark the matrix to indicate where the activity in the row depends on the activity in the
column (e.g. requires information produced by, or requires a decision made from, the activity
in the column).
3. Classify the dependencies the show the strength of the requirement: A = vital (should
have); B = important (would like to have); or C = nice to have.

Identifying design assumptions
Design process sequence

4. Assume the activities are to be undertaken in the order shown and identify any assumptions
to be made. For example: activity 3 depends on activities 1, 2, 4 & 13. In the order shown
activities 1 & 2 have been undertaken but 4 & 13 have not. So, to undertake activity 3
assumptions about the outputs from 4 & 13 must be made.


Identifying iteration in the design process

Dependency classification
5. Identify all assumptions and scale of iteration in the design process. For example: activity 3
can only be undertaken if an assumption is made about = nice to have
A = vital; B = important; C the output from activity 13 and
activity 13 itself requires assumptions to be made about the outputs from 15, 16 & 19. So,
only when activity 19 has been undertaken can all assumptions be checked and any rework be
undertaken. Therefore all activities from 3 to 19 are in an iterative rework loop.

Optimizing the design sequence

6. Optimize the sequence of the activities to minimize the number of assumptions which need
to be made and ensure that assumptions which cannot be made with a high level of
confidence (classified A & B) are included within iterative rework loops whilst assumptions
which can be made with confidence (C) are not.


Breaking down iterative rework loops

7. If necessary (i.e. if the scale of iteration is greater than can be managed in the time
available) identify assumptions which can reduce the scale of iteration further if made in such
a way that the designers have confidence in them e.g. by over-estimating structural loadings
or fixing a typical interface detail.


Re-optimizing the design sequence

8. Re-optimize the sequence of the activities and record any new assumptions which are now
not included in iterative rework loops.


In practice: clusters represent systems

Detailed Locker Room Co-ordination

Sub-structure
Co-ordination

Ceiling Voids &
RCP Co-ordination

Envelope / Structure
Interface


A view of all clusters / systems


Create the Programme


Co-ordination loops
identified in ADePT
and shown in the
design programme


Variance: construction vs. design dates
Target Tender
Procurement Packages
Date -100 -80 -60 -40 -20 0 20 40 60 80 100

Bicycle Enclosures 13/07/2009
Vehicle Barriers 13/07/2009
Soft Landscaping 19/01/2009
Internal Signage 06/04/2009
Floor Screed 09/02/2009
External Signage 23/03/2009
Decorations 06/04/2009
External Render 05/01/2009
Floor & Wall Tiling 23/03/2009
Soft Flooring 23/03/2009
Lifts 09/02/2009
Internal Glazed Screening 10/11/2008
FF&E inc. White Goods 02/03/2009
Catering / Kitchen Equipment 15/12/2008
Small Kitchen Fitout 16/02/2009
Fixed Furniture inc. Reception Desk 03/11/2008
Security Fencing 06/10/2008
Floor Painting / Epoxy Flooring 19/01/2009
Hard Landscaping 04/08/2008
Internal Joinery 15/12/2008
Plumberwork / Sanitary / Toilet Fitout 17/10/2008
BWIC 24/11/2008
Toilet & Kitchen Pods 17/10/2008
Internal Doors & Ironmongery 17/11/2008
Roof Mansafe 18/08/2008
Brick & Blockwork inc. Windposts 28/07/2008
RainWater System 11/08/2008
Dry Lining / Plasterboard / Fire Stopping 25/08/2008
Flat Roof Coverings 23/06/2008
Raised Flooring 04/08/2008
Roof Cladding / Finishes 26/05/2008
Roller Shutter Doors 02/06/2008
Suspended Ceilings 22/09/2008
Sports Pitches 07/04/2008
Architectural & General Metalwork 18/08/2008
Sliding / Folding Partitions 10/11/2008
Curtain Walling 28/04/2008
Insitu Concrete Frames 30/06/2008
External Windows / Doors / Glazing 19/05/2008
M&E Building Services 11/02/2008
Retaining walls / Structures 05/11/2007
Precast Cladding 17/03/2008
Site enabling / Ground works 05/11/2007
Drainage SW / FW 02/11/2007
Substructures inc. Ground Slabs 14/04/2008
Structural Steelwork / Decking / Purlings 31/03/2008
Precast Concrete: Slabs, Stairs, Column 28/04/2008
External Crib Walling 05/11/2007

External Services
External CIS Pit & Ducting
21/10/2007
02/11/2007

Imposing Constraints


Understanding the impact

Impact understood and a managed
decision can be made to resolve
this issue

Result: aligned construction & design dates
Target Tender
Procurement Packages
Date -100 -80 -60 -40 -20 0 20 40 60 80 100 -100 -80 -60 -40 -20 0 20

Bicycle Enclosures 13/07/2009
Vehicle Barriers 13/07/2009
Soft Landscaping 19/01/2009
Internal Signage 06/04/2009
Floor Screed 09/02/2009
External Signage 23/03/2009
Decorations 06/04/2009
External Render 05/01/2009
Floor & Wall Tiling 23/03/2009
Soft Flooring 23/03/2009
Lifts 09/02/2009
Internal Glazed Screening 10/11/2008
FF&E inc. White Goods 02/03/2009
Catering / Kitchen Equipment 15/12/2008
Small Kitchen Fitout 16/02/2009
Fixed Furniture inc. Reception Desk 03/11/2008
Security Fencing 06/10/2008
Floor Painting / Epoxy Flooring 19/01/2009
Hard Landscaping 04/08/2008
Internal Joinery 15/12/2008
Plumberwork / Sanitary / Toilet Fitout 17/10/2008
BWIC 24/11/2008
Toilet & Kitchen Pods 17/10/2008
Internal Doors & Ironmongery 17/11/2008
Roof Mansafe 18/08/2008
Brick & Blockwork inc. Windposts 28/07/2008
RainWater System 11/08/2008
Dry Lining / Plasterboard / Fire Stopping 25/08/2008
Flat Roof Coverings 23/06/2008
Raised Flooring 04/08/2008
Roof Cladding / Finishes 26/05/2008
Roller Shutter Doors 02/06/2008
Suspended Ceilings 22/09/2008
Sports Pitches 07/04/2008
Architectural & General Metalwork 18/08/2008
Sliding / Folding Partitions 10/11/2008
Curtain Walling 28/04/2008
Insitu Concrete Frames 30/06/2008
External Windows / Doors / Glazing 19/05/2008
M&E Building Services 11/02/2008
Retaining walls / Structures 05/11/2007
Precast Cladding 17/03/2008
Site enabling / Ground works 05/11/2007
Drainage SW / FW 02/11/2007
Substructures inc. Ground Slabs 14/04/2008
Structural Steelwork / Decking / Purlings 31/03/2008
Precast Concrete: Slabs, Stairs, Column 28/04/2008
External Crib Walling 05/11/2007

External Services
External CIS Pit & Ducting
21/10/2007
02/11/2007

Key decisions required to integrate design & procurement


Programme for one design discipline


Programme for one project stage


Controlling a Design Project


80%
70%

% P lan Com plete
60%
50%

Select tasks to add to the work plan for this period
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Task Priorities
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

End of
Current Focus
Date Period

Late

Due to be completed

Due to be
progressed

Focus Period


80%
70%

% P lan Com plete
60%
50%

Task Priorities
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

End of End of
Current Focus Look-Ahead
Date Period Period

Late

Due to be completed

Due to be
progressed
Due to be completed in
the next period

Due to be progressed
in the next period

Look-Ahead
Focus Period
Period

80%
70%

% P lan Com plete
60%
50%

40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

Due to be completed



80%
70%

% P lan Com plete
60%
50%

40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

Due to be completed


Due to be completed in the next period


80%
70%

% P lan Com plete
60%
50%

Publish the work plan to the design team
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Output for Designers to Complete
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Manage any constraints identified by the team
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Validate the progress given by the design team
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
Write progress back to the design programme
60%
50%
40%
30%

so that it can be rescheduled
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Workflow process in practice
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

Start of Focus period
2. Publish
1. Generate
Workplan to
Workplan
design team

Reschedule
programme

4. Update 3. Update
Workplan with
programme &
team’s progress
End of Focus period

archive Workplan
& constraints


80%
70%

Update the programme and report

% P lan Com plete
60%
50%
40%
30%

performance
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
60%
50%

Understand and report trends
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec


80%
70%

% P lan Com plete
Report overall progress:
60%
50%
40%
30%

activities, information or documents
20%
10%
0%
Aug Sep Oct Nov Dec

• Activities completed
• Information produced
• Documentation issued


80%
70%

% P lan Com plete
60%
50%

Overall Reporting
40%
30%
20%
10%
0%
Aug Sep Oct Nov Dec

o What did we plan to achieve?
o What did we complete?
o What did we fail? Looking Back
o Why did we fail?
o Fix problem and re-plan!

o What do we need to start / complete the
activity in the future?
o What could stop us?
Looking Forward
o How can we mitigate the risks?
o Ensure that we plan to deliver?


Managing change (emerging need for
re-design)


Understanding the impact

Impact understood and an evidence-based decision
© Adept Management Ltd, 2009 made to resolve this by all parties

Planning & controlling design projects

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