William.tippin.update
- 1. NASA’s Next Generation Facilities William Tippin, DM, CMC June A. Grant, AIA, LEED AP Edward Weaver, AIA, LEED AP Academy of Program / Project & Engineering Leadership Project Management Challenge 2010 February 2010 Used with Permission
- 2. Presentation Outline • 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 2
- 3. Situational Analysis: NASA’s Facility Infrastructure Assets • Facilities critical to mission success • Designed for 1960’s missions • NASA Facility Condition Index (FCI) • CoF under-funded 3
- 4. Situational Analysis: NASA’s Facility Infrastructure Assets • 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) 4
- 5. 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? 5
- 6. Research Model: Platform Methodology • Methodology for RbR analysis Link the following: – 5 Program Management Process Groups as identified in the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute (PMI) – Critical Success Factors 6
- 7. Project Management Group Process Planning Close - Initiation Execution Out Monitoring & Final Result Controlling 7
- 8. Research Model: Project Management Group Processes Project Initiation Planning Process Group Close - Initiation Execution Out Monitoring & Final Result Controlling “… a new project obtaining authorization to start the project. Initial scope defined and financial resources obligated” (PMI PMBOK pg. 44). 8
- 9. Research Model: Project Management Group Processes Project Planning Planning Process Group Close - Initiation Execution Out Monitoring & Final Result Controlling “…establishes total scope of effort, define and redefine objectives & develops course of action required to obtain those objectives” (PMI PMBOK pg. 46). 9
- 10. Research Model: Project Management Group Processes Project Execution Planning Process Group Close - Initiation Execution Out Monitoring & Final Result Controlling “…performed to complete the work defined in the project management plan to satisfy the project specifications” (PMI PMBOK pg. 55). 10
- 11. Research Model: Project Management Group Processes Project Monitoring & Planning Controlling Process Group Initiation Execution Close - Out Monitoring & Final Result Controlling “… processes required to track, review and regulate the progress & performance of the project” (PMI PMBOK pg. 59). 11
- 12. Research Model: Project Management Group Processes Project Close-Out Planning Process Group Close - Initiation Execution Out Monitoring & Final Result Controlling “…processes performed to finalize all activities across the project process groups to formally complete the project” (PMI PMBOK pg. 64). 12
- 13. Technology Strategy Program Management Implementation Model 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). 13
- 14. Platform # 1: NASA Ames Sustainability Base 14
- 15. NASA Ames Sustainability Base Project Context: Master Planning Process Present – More than 50 Industry & University Partners Technology Campus Planning Partnership Phase One of University Implementation Final EIS, Record of Decision NASA Ames Development Plan NOI for NASA Research Park EIS Vision of Shared Campus 15
- 16. NASA Ames Sustainability Base Project Context: Renovation by Replacement Outdated Facilities Demolition completed after FY08 Age of Facilities for Completed Demolition Projects (post FY08) Building Built Age Planned RBR 2 079 1944 65 Facility (N268) 083 1944 65 093 1946 63 113 1944 65 Facilities to be 118 1944 65 demolished 119 1944 65 346 1950 59 347 1942 67 350 1950 59 351 1950 59 367 1948 61 470 1933 76 472 1961 48 RBR 1 539 1972 37 Sustainability Base 540 1972 37 (N232) Average Age: 59.4 The average age of facilities demolished - over 59 years. Total Demolished Facilities - 75,815 SF 16
- 17. NASA Ames Sustainability Base Process Groups Project Initiation Project Planning Project Execution Project Monitoring & Controlling Project Close-Out 17
- 18. NASA Ames Sustainability Base Process Group Initiation 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) 18
- 19. NASA Ames Sustainability Base Critical Success Factors 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. 19
- 20. NASA Ames Sustainability Base Process Group Planning 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 20
- 21. NASA Ames Sustainability Base Critical Success Factors 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. 21
- 22. NASA Ames Sustainability Base Process Group Execution 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. 22
- 23. NASA Ames Sustainability Base Critical Success Factors 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. 23
- 24. NASA Ames Sustainability Base Process Group Monitoring & Controlling The Eco-Framework: Whole-Building Design Instrumentation 24
- 25. NASA Ames Sustainability Base Critical Success Factors 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) 25
- 26. NASA Ames Sustainability Base Process Group Close-Out Verification – Results: reduced operating costs 26
- 27. NASA Ames Sustainability Base Critical Success Factors 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. 27
- 28. NASA Ames Sustainability Base Critical Success Factors Create a Compelling Business Case 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 28
- 29. Platform # 1: NASA Ames Sustainability Base 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 29
- 30. Platform # 2: NASA Langley AOB1 Administration Office Building One (AOB1) 30
- 31. NASA Langley AOB1 Overview / Context 31
- 32. NASA Langley AOB1 Overview / Context NASA Langley Research Center 32
- 33. NASA Langley AOB1 Overview / Context New Town – Core Campus 33
- 34. NASA Langley AOB1 New Town Phasing Plan 34
- 35. NASA Langley AOB1 New Town Phasing Plan Phase 1 – Administration Office Building One (AOB1) 35
- 36. NASA Langley AOB1 New Town Phasing Plan Phase 2 – Integrated Engineering Services Building (IESB) 36
- 37. NASA Langley AOB1 New Town Phasing Plan Phase 3A – Engineering Building One (EB1) 37
- 38. NASA Langley AOB1 New Town Phasing Plan Phase 3B – Engineering Building Two (EB2) 38
- 39. NASA Langley AOB1 New Town Phasing Plan Phase 4 – Engineering Building Three (EB3), B1219 Renovation 39
- 40. NASA Langley AOB1 New Town Phasing Plan Phase 5 – Administration Office Building Two (AOB2), B1230 Reno. 40
- 41. NASA Langley AOB1 Leadership Collocation Plan Office of the Director Office of the Chief Counsel Office of the Chief Financial Officer Office of Human Capital Management Office of Procurement Systems Management Office Platform for Leadership Mission at Langley Research Center 41
- 42. NASA Langley AOB1 Leadership Collocation Plan 1219, 1195, 1195A, 1195B, 1195C, 1152 ► ► AOB1 42
- 43. NASA Langley AOB1 Process Groups Project Initiation Project Planning Project Execution Project Monitoring & Controlling Project Close-Out 43
- 44. NASA Langley AOB1 Critical Success Factors 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 44
- 45. NASA Langley AOB1 Process Group Initiation Selecting partners with the expertise and experience required for the program/project Preparing in advance by doing your homework 45
- 46. NASA Langley AOB1 Process Group Initiation Context Craft Detail Technology Innovation 46
- 47. NASA Langley AOB1 Critical Success Factors Critical Success Factors: Initiation – Assembling the right team – Putting first things first 47
- 48. NASA Langley AOB1 Process Group Planning Cost modeling baseline with understanding of specific project issues Reconciliation with proposed program / scope Use of options, contingencies, unit costs 48
- 49. NASA Langley AOB1 Process Group Planning Visioning Session – Building Image – Organization & Culture – Space Solutions – Technology / Sustainability – Site Opportunities & Constraints 49
- 50. NASA Langley AOB1 Process Group Planning Asking the Right Questions Listening to the Answers 50
- 51. NASA Langley AOB1 Process Group Planning Asking the Right Questions Listening to the Answers 51
- 52. NASA Langley AOB1 Process Group Planning Asking the Right Questions Listening to the Answers 52
- 53. NASA Langley AOB1 Process Group Planning Asking the Right Questions Listening to the Answers 53
- 54. NASA Langley AOB1 Process Group Planning Asking the Right Questions Listening to the Answers 54
- 55. NASA Langley AOB1 Process Group Planning 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 55
- 56. NASA Langley AOB1 Process Group Planning Detailed user group and stakeholder programming meetings Site planning charrettes, GIS coordination, geotechnical studies, utility and topographic surveys, LEED 56
- 57. NASA Langley AOB1 Critical Success Factors Critical Success Factors: Planning – Putting first things first – Establishing a common vision – Making timely decisions 57
- 58. NASA Langley AOB1 Process Group Execution Monitoring & Controlling Collaborative design sessions and charrettes, on-board review meetings, BIM implementation Interior layouts, early furniture planning, AV, IT, security requirements 58
- 59. NASA Langley AOB1 Critical Success Factors Critical Success Factors: Execution and Monitoring & Controlling – Putting first things first – Preserving a common vision – Making timely decisions 59
- 60. NASA Langley AOB1 Process Group Close-Out Bridging Doc / BIM model transmission to Design-Builder Supporting final design and construction process Not the end… … a transition. 60
- 61. NASA Langley AOB1 Critical Success Factors Critical Success Factors: Close-Out – Transmitting a common vision – Making timely decisions 61
- 62. Platform # 2: NASA Langley AOB1 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 62
- 63. Project Management Group Processes Process Planning Close - Initiation Execution Out Monitoring & Final Result Controlling 63
- 64. Questions & Answers ? ? ? ? ? 64