Project Modelsfor Project DefinitionProject Models for Project DefinitionJohn KunzOverviewLearning goalsThis week: Learn to define a project using POP models and how to create a pj gframework to keep multiple VDC models and analyses useful and consistent over the project lifetime. Specifically, learn to use models to do Project Definition:•Identify issues that drive project management:•Identify issues that drive project management:1. Functional objectives – what you want: concise, specific and measurable intended properties of the product, organization and process2. Scope – what you will do (“most expensive” elements only)3. Behaviors – what you did:• predictions that model-based methods can or managers should make given objectives, and •measurements you will or did make related to predictions and•measurements you will or did make, related to predictions and objectives• Plan strategy and methods to get businesses value from multidisciplinary models and analysesThi tPOP dl t hl dfi ti d f th dl(c) 2009 2•This quarter: use POP models to help define creation and use of other modelsNoticesNotices•Lab Wednesday: based on lecture andLab Wednesday: based on lecture and discussions today–Basis for Q2–Basis for Q2• Comments, concerns, questionsGoals ofProject Definition (v)Goals of Project Definition (v)For the product, organization and process, project definition clarifies and aligns:• Functional objectives –what project stak eholders want –– Specific deliverables and cost items, e.g., spaces, systems, teams, tasks– Conforming and highly reliable safety, schedule, quality and cost • Scope–“forms” you create (~weekly or daily) ‐‐periodic design and py(yy)p gconstruction deliverables, including designs of:– Product – building or facility–Organization–groups of people to do tasks that work on theproductOrganization groups of people to do tasks that work on the product– Process (daily work) –tasks to design and manage, procure, fabricate, deliver, construct and inspect•Behaviors–what you predict and what you did–predictedandmeasured•Behaviorswhat you predict and what you did predicted and measured performance of designed scope– With respect to specific stakeholder objectives Using methods of VDC Integrated Project Delivery Lean and Sustainable(c) 2009 4–Using methods of VDC, Integrated Project Delivery, Lean and Sustainable developmentPOP Modelformat:POP Model format:(c) 2009 5Process of Project Definition• Build POP model as a stak eholder team•Set functions(objectives) of Product, Organization, Process f(j ) , g,•Design form or scope of Product, Organization, Process•Identify project behaviors and define methods to predict, assess and observe themobserve them(c) 2009 6Process of Project Definition• Build POP model as a stak eholder team•Set functions (objectives) of Product, Organization, Process •Design form or scope of Product, Organization, Process•Identify project behaviors and define methods to predict, assess and observe them• Elaborate POP model details:•Add predicted, assessed or observed values P, O, P Behaviors• Assess each behavior (5‐point scale: ‐2, ‐1, 0, 1, 2)(p)•Note automatically calculated weighted design goodness for each objective and overall for project•Compare relative design goodness of this option vs. others on Analyses tab • Assign management attention to objectives that have lowest assessed goodness for those options that have highest goodness(c) 2009 7Equivocation: ev asion; while not “false”, a statement that cleverly avoids an unpleasant truth; intentionally vague or yp ; y gambiguous What we sayWhat you want toWhat we say• Define a project w/modelsWhat you want to know•Do I need to change?• Model: POP, P, O, P• Represent: forms, •Do I need to change?• If not, what do I lose?•If sofunctions, behaviors• CollaborateM f•If so, – How little can I change?–How hard is change?•Measure performance• Relate performance to predictionsHow hard is change?– What can I gain?–How can I (ever!) deal predictions()with so much ambiguity?8Where doyoufit?Where do youfit?Stages of developmentWhat you want to knowStages of development• Denial: this discussion does not affect meWhat you want to know• Do I need to change?• If not, what do I lose?• Resistance: too hard, too little benefit, …Iiih’i i f,• If so, – How little can I change?•Investigation: what’s in it for me (WIIFM) and how?•Commitment: do and lead–How hard is change?– What can I gain?–How can I (ever!) deal with so Commitment: do and leadmuch ambiguity?Project Definition Clarifies and aligns Functional ObjectivesObjectivesMeasurable functional objectives specify what project stak eholders want …, e.g.,–Cost = $10M– Schedule: 18 monthsSched le conformance > 85%–Schedule conformance: > 85%Note: Objectives are specific, measurable co ncise. They can be output, or attitudinal, e.g., “good.”Like an"object,"an objective is“there”–it is actual.Like an object, an objective is there it is actual.(c) 2009 10Project Definition Clarifies and aligns Functional ObjectivesObjectivesMeasurable functional objectivesspecify what project stakeholdersspecify what project stakeholders want …, e.g.,PdtProductProductProduct Functional Requirements Building spacesBuilding systemsProductObjective value99gy*Conformance to product objectivesProduct Measurable Objectives300 - 40060*Rentable area (ft2)*Cost (K$)(c) 2009 1140Energy (KBTU/sq-ft/year)Project Definition Clarifies and aligns Functional ObjectivesObjectivesMeasurable functionalOrganization Functional RequirementsOrganization MeasurableDesignersConstructorsOwnersOrganizationfunctional objectives specify what projectOrganizationObjective value10040Organization Measurable ObjectivesConformance (Actor assignment to Organization Function) (%)Cost (K$)what project stakeholders want …, e.g.,3ProcessResponsible ActorO Actor BacklogProcess Functional Requirements (Task Action: Object)Adi/ttiwant …, e.g.,ProcessOwnersDesignersDesignersConstructorsBuild: Building elementsApprove: design/constructionDesign: Building elementsDesign: Building systemsObjective value00.25Process Measurable Objectivesg*Safety: lost work incidentsPeak Quality RiskConformance (Actual schedule (c) 2009 12802(to plan) (%)Peak Predicted Schedule Risk (wks)Project Definition Clarifies and aligns Functional Objectives…andFtiF/S