Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
October 2004
3925 West Braker Lane (R4500) Austin, TX 78759 www.fiatech.org ď›™2004 FIATECH
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
ABSTRACT FIATECH is a non-profit consortium that focuses on the fast-track development and deployment of technologies to improve substantially how capital projects and facilities are designed, engineered, constructed, and maintained. FIATECH develops new technologies and adapts existing technologies from our industry, as well as others, while working with the standards community to accelerate the development of industry-wide standards and guidelines for capital projects. This publication, Capital Projects Technology Roadmap, was developed through a cooperative effort, with input and support from many contributing individuals and organizations, as referenced below. This report is freely available to the public; however, no copies may be made or distributed and no modifications made without prior written permission from FIATECH. To obtain permission for this or other FIATECH publications, contact FIATECH at www.fiatech.org or 512-232-9600.
Copyright Š 2004 by FIATECH. All Rights Reserved.
ď›™2004 FIATECH
October 2004, Element 6s
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Real-time Project and Facility Management, Coordination and Control Element 6 Tactical Plan for the Capital Projects Technology Roadmap Table of Contents REAL-TIME PROJECT AND FACILITY MANAGEMENT, COORDINATION AND CONTROL ................5 SCOPE............................................................................................................................................................................................ 5 W ORKING TEAM.......................................................................................................................................................................... 5 VISION........................................................................................................................................................................................... 5 CURRENT PROBLEM .................................................................................................................................................................... 6 POTENTIAL BENEFITS AND OPPORTUNITIES............................................................................................................................ 7 POTENTIAL BARRIERS AND CHALLENGES............................................................................................................................... 8 GOALS........................................................................................................................................................................................... 8 STRATEGY FOR A CHIEVING THE GOAL.................................................................................................................................... 9 FOCUS A REAS AND PROJECTS................................................................................................................................................... 9 SEVEN-YEAR TIMELINE ........................................................................................................................................................... 12 CASE STUDIES............................................................................................................................................................................ 13 ORGANIZATIONS W ORKING IN FOCUS A REAS...................................................................................................................... 13 EXISTING RELEVANT RESEARCH A CTIVITIES AND RESULTS............................................................................................. 13 FUNDING SOURCES ................................................................................................................................................................... 13 PROJECT DESCRIPTIONS BY FOCUS A REA ............................................................................................................................. 14 E6-FA1: Intelligent Project Management System.........................................................................................................15 E6-FA1-P1 Standards for Project Information and Knowledge Representation.............................................................. 15 E6-FA1-P2 Project Data/Information Repositories .......................................................................................................... 16 E6-FA1-P3 Self-integrating Project Management Systems.............................................................................................. 17 E6-FA1-P4 Intelligent Project Analyst............................................................................................................................. 18 E6-FA1-P5 Secure, Accessible Information..................................................................................................................... 19 E6-FA1-P6 Real-time Capture of Complex Information.................................................................................................. 20 E6-FA1-P7 Business Process Models............................................................................................................................... 21
E6-FA2: Streamlined, Knowledge-Driven Approval Processes.................................................................................22 E6-FA2-P1 Improved Regulatory Process Review and Compliance ............................................................................... 22 E6-FA2-P2 Improve Workflow Approval Process........................................................................................................... 23
E6-FA3: Optimized Construction Sequence and Schedule..........................................................................................24 E6-FA3-P1 Automated Optimization of Construction Execution Strategies ................................................................... 24 E6-FA3-P2 Secure, Transparent Sharing of Construction Sequence and Scheduling Data............................................. 26 E6-FA3-P3 Interoperability and Integration of Construction Sequence and Schedule Systems...................................... 27
FA4: Real-Time, Model Based Project and Facilities Control...................................................................................28 E6-FA4-P1 Modeling Framework .................................................................................................................................... 28 E6-FA4-P2 Project Information Database........................................................................................................................ 29 E6-FA4-P3 Time and Execution Model ........................................................................................................................... 30 E6-FA4-P4 Integration of Modeling System for Intelligent Project Management........................................................... 31 E6-FA4-P5 Performance Tracking and Assessment System............................................................................................ 32
E6-FA5: Automated, Distributed Change Management ..............................................................................................33 E6-FA5-P1 Global Change Management Protocols ......................................................................................................... 33 E6-FA5-P2 Decision Support Tools for Change Management ........................................................................................ 34 E6-FA5-P3 Change Management Modules ...................................................................................................................... 35
E6-FA6: Automated Quality Assurance and Quality Control.....................................................................................36 E6-FA6-P1 Defects Analysis and Understanding............................................................................................................. 36 E6-FA6-P2 Quality Metrics and Standards for Capital Projects...................................................................................... 37 E6-FA6-P3 Automated Quality Status and Compliance Reporting.................................................................................. 38
E6-FA7: Integrated Stakeholder Business Systems.......................................................................................................39 E6-FA7-P1 Common Financial Vocabulary and Cost Codes........................................................................................... 39 E6-FA7-P2 Automated Business Systems Interface......................................................................................................... 40 E6-FA7-P3 Shareable Capital Project Cost Model........................................................................................................... 41
E6-FA8: Verification of Financial Performance...........................................................................................................42 E6-FA8-P1 Real Time Performance Capture ................................................................................................................... 42
ď›™2004 FIATECH
October 2004, Element 6, Table of Contents
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
ď›™2004 FIATECH
October 2004, Element 6, Table of Contents
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Real-time Project and Facility Management, Coordination and Control Element 6 Tactical Plan for the Capital Projects Technology Roadmap SCOPE Provides a fully integrated facility planning and management system (i.e. tools and processes for planning, control, and review, including financial controls - of design, construction, and ongoing facility management). While Project and Facility Management are classically treated as separate and distinct sets of processes with a discrete handoff point, this Element treats them as a single set of processes covering the continuum from initial planning to the end of life of the facility.
WORKING TEAM The team members listed here have contributed to the content of this document during its development. For a list of current working team members refer to the FIATECH web site. Matt Wheelis , Constructware (Team Co-champion) Nancy Bull, DuPont Engineering (Team Co-champion) Phil Greer, Meridian Project Systems Dennis Helliwell, Jacobs Iris Karvonen, VTT Karmin McKay, Software Innovation Randy Nolan, Morpheus Technology Group Dr. Anil Sawhney, Arizona State University
VISION The Vision statement describes what is wanted in the future. Future management systems will empower integrated orchestration and control of Project and Facility processes, and will be a tool that provides continuous visibility to all plans and tasks throughout the planning, design, construction and facility lifecycle. The result will be a well-orchestrated series of interrelated tasks and activities optimized for efficiency and results, coordinating resources and plans in an error-free fashion, radically reducing the time and cost required to move from planning to design to construction to operation. The system will interface with the Asset Lifecycle Information System (see Roadmap Element 9), created at project inception and extended through the project and facility lifecycle. It will link to the pervasive sensor network at the project (see Roadmap Element 4) and facility (see Roadmap Element 5) levels, which will provide accurate, continuous, real-time visibility of progress and status of all activities. Progress and performance of every activity will be monitored and deviations will automatically be flagged for management attention, allowing project and facility managers to fully understand the impacts
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
of problems or changes, assess risks, and manage changes throughout the lifecycle. Thus, productivity and accountability will be improved in real time, and the automated monitoring system will create a historical experience database of plans and outcomes. This can be used to optimize all types of processes for future projects or facilities. The table below describes several types of sensors or systems that may be used to provide progress and status information at various stages of the lifecycle. Sensor/System
Description
Procurement progress
System queries vendor production system and automatically notifies managers of deviations from expected delivery time frames. Managers are able to respond to 'what if' scenarios based on revised probabilities of delivery.
Design
Access to maintenance procedures and records to develop new equipment design that improves maintenance issues and coordinates spare parts availability.
Construction
Labor on a critical activity starts trending toward a probably of exceeding both budget and time constraints. Management is provided with probabilistic results of multiple options for preventing potential deviation.
Operations and Maintenance
Interactive access to design in progress for incorporation of accessibility and maintainability needs.
Risk Management
Searchable database for similar items that drifted outside of scope, cost, and time parameters in previous experience.
CURRENT PROBLEM The Current Problem statement describes the existing situation. Capital projects and facilities today are planned, executed, and managed using a bewildering array of automated tools and manual processes. Different companies use widely differing tools to accomplish similar functions. In fact, a wide range of tools and processes are used within individual companies as mandated for various projects by internal and external constituents and clients. Few of these tools natively interface with each other, and reaching agreement between departments as to the correct processes and interfaces is challenging at best. This forces teams to resort to the lowest common denominator - paper for developing and sharing requirements, plans, design, development and operational information. Links between the project phases and the operational phases are even more tenuous, since facility operators typically receive only a set of as-built drawings of limited fidelity. Some specific problems include: •
Poor access to accurate data, information, and knowledge in every phase and function.
•
Program plans and designs are optimized for a limited set of parameters in a limited domain. The capability to make fully supported "total best value" decisions does not exist.
•
Tools for project planning and enterprise management are maturing, but an integrated and scaleable solution that delivers all needed functionality for any kind of project is not available.
•
Lifecycle issues are not well understood - so modeling and planning do not effectively take lifecycle value into account. Operation, maintenance and end-of-life needs are given limited consideration in the project planning equation.
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•
The ability to assess uncertainty, risk, and the impact of failure is immature. This is partly due to lack of knowledge to support evaluations, and partly due to the limitations of available tools.
•
The business foundation for addressing increased security concerns does not exist, and the ability to address these issues is limited by a lack of understanding of risks and alternatives.
The missing link is the ability to integrate all functions of a facility planning and management system and all required information in a unified project/facility management environment. This is the challenge addressed by this Element.
POTENTIAL BENEFITS AND OPPORTUNITIES Modeling and simulation technologies (ranging from modeling facility itself to modeling field construction, facility operation, and business processes) coupled with advanced information technologies will offer tremendous opportunities for the capital project and facility industry. The benefits of this capability will be dramatic. The ability to understand, coordinate, and manage according to plan throughout the project and the facility lifecycle - will provide a new level of precision for the industry. This will enable faithful execution of projects on time and within budget as planned and designed, and highly efficient facility operation. Project and facility management will be facilitated by secure, real-time access to any and all data about the project. The facility planning and management system will monitor status against the project and operational baselines (schedule + other lifecycle plans), track risk items, instantly recognize variances, and electronically issue alerts. The system will support analysis and decision-making by project and facility managers and help determine, take, and communicate corrective actions. Specific benefits to the stakeholders are noted in the table below. Stakeholder
Specific Benefits
Owner/Operators Facility Managers
- Full and continuous awareness of project status enables fast, sure response to issues, leading to more effective facility turnover and operation. - Better knowledge management will lead to project efficiencies, multiple plant efficiencies, and reduced design, construction, and operating costs resulting from shared maintenance and operations procedures, parts, and reduced costs from prototypical upgrades.
Design Firms
- Feedback of comprehensive information will enhance conceptual design capabilities, reusable designs, and the process of issuing the design to users. - Extensive feedback loop (constructability, etc), will lead to reduced errors and omissions and field rework/redesign
EPC Firms
- Highly responsive and efficient change management - Early and accurate feedback on design performance and compliance.
Project /Construction/Program Managers
- Clear and current visibility of status and progress of all tasks, early warning of problems, and quick access to information and resources for problem-solving.
Material/Equipment/Technology Suppliers
- Instant access to information concerning their obligations to the project and an ability to mesh materials and technologies in a just-in-time environment. - More rapid pay cycles
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
POTENTIAL BARRIERS AND CHALLENGES The potential barriers and challenges faced in the development of a fully integrated facility planning and management system may be divided into two groups as listed below: technology barriers and business/process barriers. As with many technological advancements, the business and process barriers may be more difficult to overcome than the technology barriers. Many of the needed advances must come from outside the capital project and facility community. The project team must develop a strong industry consensus in order to influence the technology community in needed directions. Technology Barrier
Description
Disparate systems
Different systems are used in different organizations, and even within organizations, for the same functions.
Lack of Standards
The industry lacks a single set of standards for data modeling
Connectivity / Access Anywhere
Lack of adequate connectivity for 'real time' project management at many jobsite locations.
Security
Business data security requirements (trade secrets) and 9/11 era physical security requirements mandate high levels of security for data related to many facilities.
Legacy systems
Organizations have tremendous sunk costs in existing, or 'legacy' systems that are not lightly treated when considering new technology investments.
Business/Process Barrier
Description
Lack of best practices / benchmarking
Limited best practices exist for the project and facility lifecycle.
Change resistance
The people, organizational, and cultural facet of getting change pushed through organizations.
Expenditure to overcome The financial impact of change is often not analyzed considering the whole lifecycle cost change and benefit of the change. Business Incentive
To give technology providers incentives to agree to exchange data and to cooperate in the development of standards and new technology.
Silos of expertise
Planning, project management, finance, and facility management personnel are segregated in organizations, resulting in a lack of understanding across these disciplines as to how their needs interrelate.
Data ownership
Who owns the data in the 'Model'?
GOALS The Goal statement describes what is expected to be achieved. The goal of this Element of the Roadmap is to identify and pursue the data models, business processes and functions required to advance the development of a fully integrated facility planning and management system that can be seen as the real-time system across the design, construction and facility lifecycle. It is critical that this system can be adopted throughout the capital projects and facilities industry.
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Specific objectives include: •
Define the business processes involved in the project and facility lifecycle
•
Develop requirements for tools necessary to support the business processes
•
Evaluate tools identified in the marketplace and develop additional tools as required
•
Develop and document best practices (including validation)
•
Create open standards as required for the data model and for business processes and best practices
STRATEGY FOR ACHIEVING THE GOAL The strategy statement describes how we see the goal being achieved. The strategy includes the following components: 1. Develop a charter and project plan, including a schedule. 2. Identify and define the business processes required for the lifecycle of the capital project and facility management process. These processes integrate between/across organizations, disciplines and stages of the project and facility lifecycle. 3. Assist in the development of open standards related to the identified business processes by creating and maintaining the set of industry-wide shared or common reference data structures for each process that must be exchanged with the Asset Lifecycle Information System. 4. Define requirements for the technical tools (software products etc) required to support the identified business processes 5. Evaluate tools in the marketplace against requirements, including a comprehensive gap analysis comparing the existing tools to the identified requirements. 6. Prioritize and re-evaluate Roadmap projects based on value to the industry 7. Provide economic model to support business case for adopting new processes. (e.g., 3D computer modeling and isometric pipe issue reduces field rework to 5%). 8. Assist and motivate all solution providers, including but not limited to academics, associations, and technology providers to accelerate the process of providing compliant tools and products to the marketplace Focus Areas and Projects are defined to implement this strategy.
FOCUS AREAS AND PROJECTS The focus area section describes what we are going to focus on, and specific projects are proposed within each focus area. Focus Areas are the broad description of what this Roadmap element is going to do. Each focus area will be addressed through several projects, conducted over time. The project titles are linked to the detailed project descriptions provided in a later section of the document.
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1: Intelligent Project Management System Provide interactive systems that integrate knowledge-based tools with human decision-making to capture, analyze, document, store, protect, and deliver accurate, real-time information supporting all project management needs. Projects: E6-FA1-P1 Standards for Project Information and Knowledge Representation E6-FA1-P2 Project Data/Information Repositories E6-FA1-P3 Self-integrating Project Management Systems E6-FA1-P4 Intelligent Project AnalystE6-FA1-P5 Secure, Accessible Information E6-FA1-P6 Real-time Capture of Complex Information E6-FA1-P7 Business Process Models E6-FA2: Streamlined, Knowledge-Driven Approval Processes Develop streamlined regulatory interface processes and automated approval systems that interface directly with the project planning and design knowledge base to enable fast, thorough review of required submittals and rapid resolution of issues. Projects: E6-FA2-P1 Improved Regulatory Process Review and Compliance E6-FA2-P2 Improve Workflow Approval Process E6-FA3: Optimized Construction Sequence and Schedule Provide a scenario-based project execution planning environment that enables optimization of the project execution sequence and schedule. Projects: E6-FA3-P1 Automated Optimization of Construction Execution Strategies E6-FA3-P2 Secure, Transparent Sharing of Construction Sequence and Scheduling Data E6-FA3-P3 Interoperability and Integration of Construction Sequence and Schedule Systems
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
FA4: Real-Time, Model Based Project and Facilities Control
Projects: _E6-FA1-P1_Standards_for_Project InfE6-FA4-P1 Modeling Framework E6-FA4-P2 Project Information Database E6-FA4-P3 Time and Execution Model E6-FA4-P4 Integration of Modeling System for Intelligent Project Management E6-FA4-P5 Performance Tracking and Assessment System E6-FA5: Automated, Distributed Change Management Provide systems that automatically inform all stakeholders about changes and associated impacts, facilitate collaborative decisions for problem resolution, and deliver all supporting information in customized packages to the right people and systems. Projects: E6-FA5-P1 Global Change Management Protocols E6-FA5-P2 Decision Support Tools for Change Management E6-FA5-P3 Change Management Modules E6-FA6: Automated Quality Assurance and Quality Control Develop automated QA/QC systems and integrate these systems into the project management system to monitor and track compliance to work plans, specifications, and standards (receive information from Intelligent Jobsite). Projects: E6-FA6-P1 Defects Analysis and Understanding E6-FA6-P2 Quality Metrics and Standards for Capital Projects E6-FA6-P3 Automated Quality Status and Compliance Reporting E6-FA7: Integrated Stakeholder Business Systems
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Identify the requirements and processes for integrating all project stakeholders' business systems in a secure shared environment with appropriate access and control tailored to business relationships. Projects: E6-FA7-P1 Common Financial Vocabulary and Cost Codes E6-FA7-P2 Automated Business Systems Interface E6-FA7-P3 Shareable Capital Project Cost Model E6-FA8: Verification of Financial Performance Provide the capability to automatically and comprehensively update and report the estimated cost and return on investment for the project on demand, based on real-time performance data and costs, along with any variances. Projects: _E6-FA1-P1_Standards_for_Project InfE6-FA8-P1 Real Time Performance Capture
SEVEN-YEAR TIMELINE A timeline is proposed for the projects within this tactical plan. Assumptions used for the seven year timeline shown below: 1. Preparation for each project will take about 3 months (1 quarter). Preparation includes identifying funding, resourcing and project set-up. Preparation time is included in the following timelines. 2. Project teams will form and disband for each project (unless the team wishes to continue to do another project). 3. Focus areas with an odd numbered quarter, Q1 or Q3, are independent and can start at any time. Focus areas with even numbered quarters are dependent on other work. The work is arbitrarily spread over the timeline, but only over a four year period because the team feels that this work is needed urgently and has significant payback. If resources are available this time line can be compressed further. Yr 1 E6-FA1: Intelligent Project Management System Standards for Project Information and E6-FA1-P1 Knowledge Representation E6-FA1-P2 Project Data/Information Repositories
Yr 3
Yr 4
Yr 5
Yr 6
Yr 7
Q1 Q1
E6-FA1-P3
Self-integrating Project Management Systems
E6-FA1-P4
Intelligent Project Analyst
E6-FA1-P5
Secure, Accessible Information
Q4
E6-FA1-P6
Real-time Capture of Complex Information
Q1
E6-FA1-P7
Business Process Models
Q2
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Yr 2
Q1 Q2
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Yr 1
Yr 2
Yr 3
Yr 4
Yr 5
Yr 6
Yr 7
E6-FA2: Streamlined, knowledge-driven approval processes E6-FA2-P1
Improve Regulatory approval process
Q3
E6-FA2-P2
Im prove workflow approval process
Q3
E6-FA3: Optimized Construction Sequence and Schedule E6-FA3-P1 Automated construction Execution
Q1
E6-FA3-P2
Sharing of construction scheduling data Interoperability and integration of E6-FA3-P3 construction sequence and scheduling E6-FA4: Real-Time, Model Based Project and Facilities Control E6-FA4-P1 Modeling Framework
Q1 Q3
Q1
E6-FA4-P2
Project information Database
Q4
E6-FA4-P3
Time and Execution model Integration of Modeling System for Intelligent Project management Performance Tracking and Assessment System
Q1
E6-FA4-P4 E6-FA4-P5
E6-FA5: Automated, Distributed Change management E6-FA5-P1 Global change management protocols Decision Support Tools for change E6-FA5-P2 management E6-FA5-P3 Change Management modules
Q4 Q2 Q3 Q3 Q4
E6-FA6: Automated Quality Assurance and Quality Control E6-FA6-P1
Defects Analysis and Understanding Quality metrics and Standards for Capital E6-FA6-P2 projects Automated Quality Status and Compliance E6-FA6-P3 Reporting E6-FA7: Integrated Stakeholder Business Systems
Q3 Q3 Q4
E6-FA7-P1
Common financial vocabulary and Cost codes
Q1
E6-FA7-P2
Automated Business Systems interface
Q1
E6-FA7-P3
Shareable Capital project Cost model
Q2
E6-FA8: Verification of Financial performance E6-FA8-P1
Real time performance Capture
Q3
CASE STUDIES To be developed.
ORGANIZATIONS WORKING IN FOCUS AREAS To be developed.
EXISTING RELEVANT RESEARCH ACTIVITIES AND RESULTS To be developed.
FUNDING SOURCES To be developed.
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
PROJECT DESCRIPTIONS BY FOCUS AREA Projects are described below within each of the Focus Areas. The project template applied to each project includes: Project Title, Objectives / Deliverables (what result), Purpose / Business Driver(s) (why), Ties / Dependencies / Overlaps (with other projects or Roadmap elements) (constraints, boundaries), Urgency / Time line (when), Process / Activities (how), and Resources (who). Each project will be more fully defined as time progresses. At this point the project descriptions should indicate what the project will do in sufficient detail to get potential participants interested and to understand the timing and dependencies between projects. Timing or scheduling of these projects is presented in the section, the Seven-year Timeline.
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1: Intelligent Project Management System Projects: E6-FA1-P1 Standards for Project Information and Knowledge Representation Project Title
Standards for Project Information and Knowledge Representation
Objective / Deliverables (what result)
Objective: Develop standardized means of representing information/knowledge that can serve multiple systems supporting project management functions for any kind of capital project. Deliverables: a) Definitions of various types of “Capital Projects” and “project management functions” for capital projects. b) Data elements that provide a standard means for representing information/knowledge for each project management function to the Asset Lifecycle information System (ALIS). c) A report or White Paper: Industry Standard for Project Information and Knowledge Representation Purpose: Provide a standard for representing information/knowledge for any kind of capital project. Business Drivers: a) Need for consistency. b) The cost of inadequate interoperability in the U.S. capital facilities industry is estimated to be $15.8 billion per year (prepared for NIST by RTI and LMI). a) Dependent on E9-F0, the development of ALIS, and E5-FA1, the development of standards for different types of capital facilities. b) This project supports many of the other projects of Element 6. c) Buy in by FIATECH organization/project participants Urgent and immediate. One of the fundamental building blocks for Element 6 and Element 9, as well as the Roadmap in general. 1) Get input on requirements. 2) Identify requirements for shared data, common data definitions, types of software and demand loads. 3) Validate and confirm requirements 4) Define the common denominator and/or format that can adequately describe the state or condition of a group of capital projects, regardless of systems being used, as long as the systems conform to these minimum, agreed upon standards. 5) Document requirements. 6) Communicate requirements. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
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E6-FA1-P2 Project Data/Information Repositories Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Project Data/Information Repositories Objective: Develop application-neutral data/information repositories that store all types of project information from different partners, suppliers, and different domains in common formats, manage that information for controlled access to all who need it, and support all project coordination functions. Deliverables: a) Definition of the requirements of an “application-neutral data and information repository” for capital projects, including data granularity to support the ability to “manage that information for controlled access” and “support all project coordination functions”. b) Definition of “controlled access”, “project coordination functions”, “standard reports” and “ad-hoc requests”. c) A recommendation of data formats that are acceptable to this standard. d) A report or White Paper: FIATECH Standard for application-neutral data/information repositories that identifies and quantifies the benefits to the industry if this standard were adopted. Purpose: Provide a standard framework for an application-neutral data and information repository. Business Drivers: To further support interoperability with application independent data warehouse models and “Switchboard” metaphors. a) Dependent on Project E9-F0-1, the development of ALIS. b) Supports other projects of Element 6 that will use these data and repository formats in developing project and facilities management tools. c) Dependent on Project E6-F1-1 (Standards for Project Information and Knowledge Representation) d) Buy in by FIATECH organization/project participants Urgent and immediate. One of the fundamental building blocks for Element 6, as well as the Asset Lifecycle Information System (ALIS) in general. 1) Get input on requirements. 2) Develop an application-neutral data/information repository that’s consistent with the “Standards for Project Information and Knowledge Representation” (Project E6-FA11) and the “requirements for shared data and common data definitions” (Project E9F0-1). 3) Identify requirements for shared data, common data definitions, types of software and demand loads (XML, ODBC compliant database, a specific database format, etc.). 4) Develop output formats for standard reports and ad hoc requests. 5) Validate and confirm requirements. 6) Document requirements. 7) Communicate requirements. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1-P3 Self-integrating Project Management Systems Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Self-integrating Project Management Systems Objective: Develop requirements for autonomous integration of interconnecting project execution functions across large project teams, enabling the underlying systems to automatically define and negotiate pathways for information sharing and transfer in a way that supports the needs of each system. Deliverables: a) Requirements for organizational transfer rules, adherence to business rules, error logging, and transaction logging that enable disparate systems/applications to share/exchange information b) Definitions of the requirements for “autonomous integration of interconnection project management systems” and functions. c) Business processes for handling data ownership and the requirements for technical means of enforcing via multiple layers of access, etc. e) Promotional document, with examples of methods, tools and interfaces for integration and collaboration that support self-integrating Project Management Systems. Purpose: Provide guidance and a technology recommendation that serve as an enabler for self-integrating Project Management Systems. Business Drivers: a) This project will provide the requirements for self-integrating project management to Element 9 that will develop the means. b) This project supports many of the other projects of Element 6. c) Buy in by FIATECH organization/project participants Urgent. Can be done in parallel with E6-FA1-1 and E6-FA1-2. One of the fundamental building blocks for Element 6, as well as the Asset Lifecycle Information System in general. 1) Identify technologies, concepts and tools to be included. 2) Identify requirements (e.g. minimum critical specifications, optional specifications). 3) Identify existing technologies, concepts, and tools that meet the requirements. 4) Define “touch points” and determine whether there are any data ownership issues. 5) Disseminate the information within FIATECH. 6) Disseminate the information throughout the industry. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
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Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1-P4 Intelligent Project Analyst Project Title Objective / Deliverables (what result)
Intelligent Project Analyst Objective: Develop a project management toolset with the ability to analyze activities, recognize and evaluate conflicts, analyze risks, and recommend actions based on situational analysis. The toolset will interact with and enhance the user's capabilities, learn and continually build the enterprise knowledge base, and adapt to the needs of individual companies, users, and projects. Deliverables: a) Definition of the requirements for an “Intelligent Project Analyst”. b) Definition of “Knowledge Management”. c) Identification of technologies and concepts that satisfy these definitions and requirements, and also an indication of the relative strengths and weaknesses of each. d) Promotional document, with examples and recommendations of technologies, concepts, or toolsets that support the “Intelligent Pro ject Analyst”.
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Purpose: Provide guidance and recommendations for selecting a toolset that supports the Intelligent Project Analyst. Business Drivers: Need to provide practical assistance to industry participants without detracting from their ability to make independent decisions on the methods, tools and interfaces that they use in their own business. a) Determine what other Asset Lifecycle Information System projects are dependent on this project. b) Buy in by FIATECH organization/project participants
Urgency / Time Line (when)
High priority. Following the establishment of the other Intelligent Project Management System (E6) focus areas.
Process / Activities (how)
Resources (who)
2004 FIATECH
1)
Identify technologies, concepts and tools to be included (e.g. OLAP, Dashboard, etc.). 2) Identify requirements (e.g. minimum critical specifications, optional specifications). 3) Identify existing technologies, concepts, and tools that meet the requirements. 4) Evaluate strengths and weaknesses of technologies and tools. 5) Disseminate the information within FIATECH. 6) Disseminate the information throughout the industry. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 18
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1-P5 Secure, Accessible Information Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Secure, Accessible Information Objective: Develop data security methods and techniques to protect information from unauthorized change or access, yet make it immediately available to authorized users who need it. Deliverables: a) Definition of security required at each access point b) Security logic structure and procedures for access. c) Definition of different data security models used by disparate applications and its impact on data access of shared information. d) Identification of existing data security methods and techniques that satisfy these definitions and requirements, and also an indication of the relative strengths and weaknesses of each. e) Promotional document, with examples, recommendations, and “best practices” for protecting information in a “Real-time Project and Facility Management” system from unauthorized access. Purpose: Provide guidance to ensure that security is not compromised in a collaborative “Real-time Project and Facility Management” system. Business Drivers: Data security is assumed to be a basic requirement of the “Real-time Project and Facility Management” system. FIATECH members will not use this system if it is not populated and maintained with secure, untainted, and accurate content. a) Closely coupled and provides input to E9-F2, Conventions for knowledge base management. b) Buy in by FIATECH organization/project participants High priority. Following the establishment of the other Intelligent Project Management System (E6-FA1) components and concurrent with E9 data security development. 1) Define data security methods and techniques to: a) Prevent/Control unauthorized changes by project participants b) Prevent/Control unauthorized viewing/reporting by project by project participants c) Prevent/Control unauthorized access to the system and data by non-project participants (e.g. “hackers”) 2) Identify requirements (e.g. minimum critical specifications, optional specifications). 3) Identify existing technologies and methods that meet the requirements. 4) Disseminate the information within FIATECH. 5) Disseminate the information throughout the industry. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 19
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1-P6 Real-time Capture of Complex Information Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Real-time Capture of Complex Information Objective: Develop the capability to capture all needed project information from a variety of sources in real time and make it available to all project management and execution systems. Deliverables: a) List of external information and sources for import to ALIS b) Protocol for information access and interaction with Intelligent Project Analyst and other project management tools. Purpose: Allow easy consideration of external factors and their effects in project and facilities management. Business Drivers: More complete pictures of factors effecting projects will provide opportunity for better informed decisions and proactive management. a) This project does not concern itself so much with the bi-directional exchange of information (E6-FA1-P3), as it does the one-way import of external information. The data source is not necessarily another project management related system (could be a weather service, a price book, RFID signals, etc.). b) This project is closely aligned with processing and use of information from Intelligent Jobsite, Element 4, and the infrastructure requirements of Element 9. Concurrent with E6-FA1-P3. 1) Identify the relevant data and information to be imported 2) Identify sources for the data and information 3) Research copyright and licensing agreements required to access data. 4) Define interactions with Intelligent Project analyst and other project management tools. 5) Validate and confirm data relevancy. 6) Document data and sources. 7) Communicate recommendations for data and sources. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 20
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA1-P7 Business Process Models Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Business Process Models Objective: Develop simulation models and information management protocols for capturing, distributing, and controlling all standard types of business information across systems throughout the facility lifecycle. Deliverables: a) Definition of Business Process Models (BPM) and Workflow as it applies to Capital Projects. b) Definition and identification of the “standard types of business information across systems throughout the facility lifecycle” that could benefit from BPM/Workflow, with some indication of which processes would benefit the most. c) Identification of existing BPM/Workflow methods and techniques that satisfy these definitions and requirements, and also an indication of the relative strengths and weaknesses of each. d) Promo tional document, with examples, recommendations, and “best practices” for applying BPM/Workflow to a “Real-time Project and Facility Management” system. Purpose: Provide guidance and recommendations for applying Business Process Models that support the control, flow and sharing of information, and for selecting a technology that enables adaptation to changing business conditions. Business Drivers: Expectation of time and cost savings, as well as better interoperability as a result of common BPM/Workflow definitions. a) Determine what other Asset Lifecycle Information Systems projects are dependent on this project. b) Buy in by FIATECH organization/project participants High priority. Following the establishment of the other Intelligent Project Management System (E6-FA1) components. 1) Identify process simulation models that enable the facility lifecycle to apply BPM and Workflow for better control and efficiency of information management. 2) Identify technologies, concepts and tools to be included. 3) Identify requirements (e.g. minimum critical specifications, optional specifications). 4) Identify existing technologies, concepts, and tools that meet the requirements. 5) Disseminate the information within FIATECH. 6) Disseminate the information throughout the industry. Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 21
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA2: Streamlined, Knowledge-Driven Approval Processes Projects: E6-FA2-P1 Improved Regulatory Process Review and Compliance Project Title
Improved Regulatory Process Review and Compliance
Objective / Deliverables (what result)
Objective: Define regulatory requirements to be included in scenario-based project planning. Assess the impact of meeting regulations and define a path forward. Deliverables: a) Repository of regulatory information for industry b) Pilot program for assisting agencies c) Consulting source and process available to municipalities and other regulatory agencies Purpose: Assure compliance with all applicable regulations in a timely fashion. Business Drivers: a) More effective scheduling and expediting of permit applications and approvals. b) Establish and maintain a right to operate c) Enable industry to become a better steward of the planet’s resources a) Boundaries – Includes all types of permits or other regulatory requirements and approvals for construction execution and operation. (e.g., building permits, EPA and local approvals, waste management, operating permits) Does not include regulations or permissions related to the product output of the facility (e.g., FDA approvals) b) Coordinate with Element #1, Scenario Based and Business Project Planning c) Closely tied to Focus Area #6, QA/QC systems
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
1) Establish and maintain a repository of regulatory information so that project planners and construction managers can identify applicable regulations. 2) Coordinate with other organizations as identified to expedite the regulatory approval processes. 3) Provide input to and facilitate the production of open systems with and by other organizations. 4) Coordinate with and provide expert advice and guidance to regulatory agencies and municipalities. Individuals: (people who want to work on this project) Organizations: EPA, NCSBCS,
October 2004, Element 6, Page 22
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA2-P2 Improve Workflow Approval Process Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Improve Workflow Approval Process Objective: Define requirements for a knowledge-driven workflow enabled approval process and the tools and systems needed to support and execute the process Deliverables: a) Best practices b) Knowledge requirements c) Pilot program d) Software tools Purpose: Business Drivers: a) Includes approval processes required for project execution (e.g., submittals, gate process – checks against business needs, lessons learned, constructability, financial and operational risk assessments, financial confirmations, scope confirmations, etc) b) Regulatory approvals are covered in P1 c) Provide requirements to / coordinate with Elements 9 and 1. High urgency – immediate benefits available 1) Assess the key points in a project where approvals need to occur, review approval processes, and identify best practices with an eye toward future automation 2) Identify the knowledge required for each practice, including requirements for the knowledge base 3) Build or expedite the building of the knowledge based approval system Individuals: (people who want to work on this project) Organizations: Lean Construction Institute, MIMOSA, OSCRE, PMI, CMAA
October 2004, Element 6, Page 23
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA3: Optimized Construction Sequence and Schedule Projects: E6-FA3-P1 Automated Optimization of Construction Execution Strategies Project Title
Automated Optimization of Construction Execution Strategies
Objective / Deliverables (what result)
Objective: Develop simulation capabilities that support rapid, accurate optimization (and automated re-planning) of construction sequencing and scheduling to make the most cost- and time-efficient use of labor, materials, equipment, and other resources. Deliverables: a) Evaluation matrix of existing simulation technologies that may be used for optimizing resources b) Pilot program of implementing simulation technologies to optimize selected aspects of projects, with evaluation of business results measured against current processes. Purpose: Although many aspects of most construction projects are non-unique, they are often treated uniquely with regard to optimizing and sequencing them. Often they are optimized against only one variable at a time, leading to a loss of opportunity to optimize against all known constraints. Resources are rarely optimized across the enterprise, considering interaction between and among projects for highest overall business value. Business Drivers: A loss of opportunity to optimize work processes leads to less effective use of labor, materials, equipment, or all of the above. Optimizing the use of resources will have a very large return on the investment to organizations and the industry.
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
a) Industry interest in building and sharing a common framework for work items and packages b) Must tie with the Asset Lifecycle Information System and data transport and storage mechanisms. c) Asset Lifecycle Information System methodology must be defined such that it may be consistently followed d) Some ties with Element 1 potentially (facility versus execution planning)
Urgency / Time Line (when)
Early, look at existing technologies. Needs to have input from ALIS
ď›™2004 FIATECH
October 2004, Element 6, Page 24
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
Project Title Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Automated Optimization of Construction Execution Strategies a) Determine industry segments that will benefit most from automated sequence and schedule optimization b) Identify project types with the most to gain from automated optimization, combined with an analysis of likelihood of early adoption. c) Leverage Data model for sharing of sequence and schedule data (see Project 3-2). d) Evaluate technologies available for simulating and optimizing construction schedules and sequences. e) Develop or adopt a methodology for optimizing for labor, materials, equipment, and other resources within and across projects and programs. f) Identify a small set of common work packages to build model data for (coordinate with 4.1, 4.2) g) Collect model data and establish model work packages. (Use data from Project 4.1, 4.2) h) Implement pilot program of using model work packages and optimization processes and publish results. i) Ongoing maintenance and expansion of the model, both in regards to refinement of model data and expansion of the breadth of the model. Individuals : (people who want to work on this project) Organizations: PMI, CMAA, ASCE Technology Group (Matt), Primavera, Microsoft and other software companies
October 2004, Element 6, Page 25
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA3-P2 Secure, Transparent Sharing of Construction Sequence and Scheduling Data Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Secure, Transparent Sharing of Construction Sequence and Scheduling Data Objective: Establish specifications for the seamless, secure exchange of construction planning data with all members of the project supply network, assuring controlled access of all proprietary and non-proprietary data. Deliverables: a) Model for sharing of construction work item, sequence, and schedule data – coordinated with Element 9 and the Asset Lifecycle Information System. b) Pilot program demonstrating successful implementation of model on limited set of work items and activities. c) Full scale model implementation plan usable by the project and facility management community Purpose: Much of the data used in construction sequencing and scheduling comes from other systems, such as procurement and production tracking systems, and other project management or collaboration systems. This data is selectively input into construction scheduling and sequencing processes, with a potential resultant loss of fidelity and timeliness of input. Business Drivers: Improving the timeliness and clarity of data impacting the schedule will improve management ability to respond appropriately to inputs and changes that occur in ‘disparate’ systems in the most effective manner. When combined with simulation technologies the likelihood of success for each branch of the decision making process may be evaluated for a more effective decision to be made. a) Must tie with the Asset Lifecycle Information System and data transport and storage mechanisms. b) Asset Lifecycle Information System methodology must be defined such that it may be consistently followed c) Willingness of industry to participate in pilot program d) Buy-in of major vendors e) Element 3 The system / industry overview can start immediately – potential area for university research, etc. Must coordinate with Element 9 to continue to finalizing the framework a) Identify systems to target for model validation through the pilot process b) Determine the model framework for data representation based on commonalities c) Identify pilot activities and work processes for modeling and data exchange d) Validate benefits of use of integrated data in construction sequence and schedule production and update via a pilot program e) Facilitate the implementation of the model on a broad range of project types f) Maintain and expand model to full set of activities and groups for relevant project types (note: it depends on the level of detail – example the schedule / sequence data may not be as granular as the date on a PO in the PM / Procurement system) Individuals: (people who want to work on this project) Organizations: Several Universities, including for example: (Purdue, Illinois, Clemson, UM) NSF design charrette to review.
October 2004, Element 6, Page 26
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA3-P3 Interoperability and Integration of Construction Sequence and Schedule Systems Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Interoperability and Integration of Construction Sequence and Schedule Systems Objective: Develop standards and tools that enable design systems to interoperate with all systems related to construction sequencing and scheduling, including procurement, the automated generation of data packages, and the tracking of materials/services from provider to construction site. Deliverables: a) Definitions of key business processes requiring integration and interoperability b) Technical definit ion of core data required for each type of interaction Purpose: Design systems to establish the base for construction sequence and schedule in an automated fashion. Determine a methodology and standard for interoperability of sequence and schedule data to and from other systems for the purpose of optimizing the speed and fidelity of relevant information flow. Business Drivers: The project design contains the information required for construction sequencing, procurement, etc. In the current state, a very large level of human extraction and re-interpretation of data is required. The project schedule is the data set that is used to plan the most efficient means of producing the facility. It contains the information that determines when each item is required to be on site and ready to install – but the interaction of this schedule with the systems that drive the arrival of each item is a manual process, with the inherent loss of time and fidelity. Likewise, the individual systems cannot give real time feedback to the schedule and provide opportunity for ongoing optimization of the sequence and schedule. a) Must tie with the Asset Lifecycle Information System and data transport and storage mechanisms. b) Asset Lifecycle Information System methodology must be defined such that it may be consistently followed c) Buy-in of major vendors Later 1) Define business proces ses that require schedule/sequence information to be passed between systems 2) Determine the core set of data elements that are required to be shared for each business process 3) Work with Element 9 to develop the definition of the self-describing data document to be used to share schedule/sequence data 4) Propose adoption by FIATECH. 5) Promote adoption by industry. Individuals: (people who want to work on this project) Organizations: IAI, CAD Vendors, AIA, CURT, DBIA, CMAA
October 2004, Element 6, Page 27
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
FA4: Real-Time, Model Based Project and Facilities Control Projects: E6-FA4-P1 Modeling Framework Project Title
Modeling Framework
Objective / Deliverables (what result)
Objective: Develop a common data/logical architecture for accurate and comprehensive simulation of all objects and functions over the lifecycle of a project and its resultant facility. Deliverables: A framework for storage, interaction, analysis, and communication of project and facilities management information, including: a) Building Blocks of Framework (What pieces of data to store) b) Architecture of building blocks c) Building blocks communications and associations d) Information analysis e) Framework information reporting f) What information and/or analysis is reported g) To whom information and/or analysis is reported Purpose: Real-time information for project and facilities management Business Drivers: Better informed, timely decisions.
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
a) Other Focus Areas of Element 6, which are the building blocks of this framework (3, 5 – 10) b) Element 9 responsible for technical architecture After data requirements for other focus areas of element 6 are outlined (have structure). 1) 2) 3) 4) 5) 6) 7)
Collect data types from other focus areas of Element #6 Determine analysis to be performed on data Develop content and format for information reporting Review content and format with user focus group(s) Look for existing technologies for data manipulation Develop technologies that can not be purchased Develop requirements for communication links among databases to collect data and build with Element 9. 8) Pilot system through (one) project plus 6 months of operation 9) Upgrade system with results of pilot 10) Release system 11) Maintain system Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 28
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA4-P2 Project Information Database Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Project Information Database Objective: Develop an industry wide, shared knowledge base of relevant project scoping data to serve as a baseline for capital project planning and execution. Deliverables: A framework for storage and retrieval of historical project and facilities management data a) Historical Data Storage, analysis, and retrieval architecture Purpose: Provide information and learnings from previous project and facilities experiences to managers of current projects and facilities. Business Drivers: Better informed management of projects and facilities and benchmarking a) Development of data structure for Element #6, FA#4 – Project #1. b) Interface with Element #9 method for cleansing data of user specific references and universal data form. Low urgency, need history of collected data a) Identify data to be included in historical database b) Develop means to cleanse data of user specific references in conjunction with Element 9. c) Identify searchable fields for data d) Provide historical data reporting content and format e) Set up records categories and retention schedule f) Provide process and link to upload data to the ALIS. Provide ongoing validation of data and maintenance of database. g) Provide for protected repository for client specific data accessible to that client only. Individuals: Steve Thomas, CII Organizations: CII
October 2004, Element 6, Page 29
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA4-P3 Time and Execution Model Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Time and Execution Model Objective: Standardize and enhance planning and scheduling systems to create an integrated execution model for capital projects, including automated audit trails integrated with payroll and accounting systems. Deliverables: Fully integrated network scheduling models Project scheduling models with earned value tool Facilities operation and maintenance scheduling models with lifecycle cost tool Purpose: Business Drivers: a) It would be cumbersome to combine project and operations scheduling modules because their timelines are an order of magnitude different and most tasks are unrelated. Note: The schedule is useless without this information (earned value). If not accurate and current, it is not useful information. Project Execution Identify project categories (e.g. commercial, industrial) Identify project activities and work units for each activity Develop generic modular schedule architecture for each project type with normal duration, resource allocations, and predecessors and successors for each work unit. Look for existing technology and develop what does not exist. Provide easy manipulation of architecture and “what if” analysis of work units Provide data input fields for cost of activities and percent complete Provide critical path and earned value reporting Facilities operation and maintenance Identify facilities categories (e.g. commercial, industrial) Identify operations and maintenance activities and work units for each activity Develop generic modular schedule architecture for each facilities type with normal duration, cycle intervals, and resource allocations for each work unit. Look for existing technology and develop what does not exist. Provide easy manipulation of architecture and “what if” analysis of work units Provide data input fields for cost of activities and time intervals Provide lifecycle cost reporting Develop interconnections between project execution model and operations model (e.g. start-up sequencing) Pilot, debug, release and maintain scheduling models and modules Individuals: (people who want to work on this project) Organizations: Primavera, Microsoft, (See FA3P3)
October 2004, Element 6, Page 30
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA4-P4 Integration of Modeling System for Intelligent Project Management Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Integration of Modeling System for Intelligent Project Management Objective: Develop requirements for linking the Asset Lifecycle Information System to external information sources to enable real-time, model based control of project processes. Deliverables: Purpose: Provide a means to translate users’ data for input to and output from the model. Increase the utility and ease of use of the model to users. Business Drivers: Increase the use and value of the model and reduce time necessary to build models for individual facilities. a) Coordinate with Element #9 and ALIS protocols. b) Data input will be to the focus areas of Element #6 c) Relationship to E6-FA3-P3 Interoperability and Integration of Construction Sequence and Schedule System Requires input from all other Element 6 projects and structure from Element 9, may be ongoing as other projects require. Must coordinate with ALIS releases. Identify potential information sources and forms. Look for existing technology and develop what does not exist. Leverage translation programs (Element 9) for reading data in various formats into the model. Create user friendly input of data and manipulation of the model Provide flexibility to tailor the model to specific project and facility needs. Create interconnecting modules, so that users can custom build a model to fit their project and facility. Individuals: (people who want to work on this project) Organizations: IAI, PM and other related software vendors
October 2004, Element 6, Page 31
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA4-P5 Performance Tracking and Assessment System Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Performance Tracking and Assessment System Objective: Develop mechanisms for automated monitoring and reporting of performance against the project plan, comparison of actual performance against the plan, and identification of any variances that exceed predetermined cost/schedule threshold values. Extend the capability to include remote sites. Deliverables: a) Customized reporting of project or operations status. b) Interactive tool for project and facilities management Purpose: Access to timely status information and identification of areas of concern. Business Drivers: Allows managers to concentrate on analysis and path forward actions, instead of on data collection and manipulation. a) Some mechanisms and processes may relate to E6-FA6-P3 Automated Quality Status and Compliance Reporting
Determine reporting content and format Provide a list of available data and analysis reporting to allow customized reporting through data selection. Provide logic to flag data characteristics that are outside a normal range set by the model and/or the user (comparisons internally or to external benchmarks). Provide means to define and redefine cross-industry norms based on data gathered. Present to focus group of users (e.g. construction and facility managers, project controls experts, etc.) and upgrade based on input. Release, provide instruction or training, and maintain. Individuals: (people who want to work on this project) Organizations: Independent Project Analysis (IPA), etc.
October 2004, Element 6, Page 32
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA5: Automated, Distributed Change Management Projects: E6-FA5-P1 Global Change Management Protocols Project Title Objective / Deliverables (what result)
Global Change and Interface Management Protocols Objective: To define a standard for which all project participants can collaborate on the change process without regard to global, organization, application barriers. This project will identify best practices for companies to collaborate on the change process – How companies manage the change process within their own organization will differ greatly, but how and when that company communicates with other external project participants is important and the focus of this project. Deliverables: a) Clearly defined global change management process and related data to be exchanged for which all project participants can communicate based upon a defined set of project types / change types (process definitions) b) Clearly defined set of project types (what are the thresholds that put a project in one category or another - $, contract type, work type, etc?) – document to help guide determination of processes for (a)
Purpose / Business Driver(s) (why)
Purpose: Changes are inevitable in any project and can greatly impact the cost and schedule. Improving the change management process, to be more effective, can reduce costly delays and overruns. Business Drivers: Improving the timeliness and clarity of data impacting the change process will improve management ability to respond appropriately. When implemented the likelihood of success for each branch of the decision making process may be evaluated for a more effective decision to be made. a) Other appropriate FIATECH projects (Element 3, 4, 9) b) Buy in by organization/project participants c) Software/Technology vendor participation Should start now – very timely topic, potentially low hanging fruit. This has the potential to save millions of dollars, EPC are worrying about this right now. 1) Define of Change Management responsibilities Matrix 2) Define communication process for which companies can share data 3) Determine the core set of data elements that are required to be shared for each business 4) Define “Change” and scope of the change 5) Define level of importance 6) Determine the core set of data elements that are required to be shared for the process Individuals: Karmin McKay, Matt Wheelis Organizations: Large EPCs , Software Vendors, Owner Operators
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
October 2004, Element 6, Page 33
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA5-P2 Decision Support Tools for Change Management Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Decision Support Tools for Change Management Objective: Develop interactive assessment tools to determine the appropriateness of changes and to support the evaluation and selection of the best alternatives. To develop an application/dashboard to collect all data associated with a change and allow anyone in the project participant hierarchy to evaluate the impact of the change and play what if scenarios. A tool for the construction / facility management teams: in some contexts this evaluation is internal to one party or another, in others it is a team wide collaboration. Deliverables: a) Requirements and definitions for an interactive change management assessment tool including features such as lifecycle cost analysis as well as project specific factors b) Evaluation matrix of existing simulation or evaluation technologies against requirements c) Gap Analysis to encourage vendors to expand product offerings to meet requirements Purpose: To improving the change management decision making process. To allowing an organization to get an early and often look at the lifecycle impact project changes and make informed decisions. Business Drivers: The management of the change process incorporates many people, applications and business processes. The ability to initiate, respond/manage, and communicate the change to the appropriate participants early and often decreases the likelihood of project delays, cost overruns, and negative lifecycle impacts. a) Other appropriate FIATECH projects (FA5 -1) and Element 9. b) Participation by organizations c) Software/Technology vendor participation Urgent. Owner-operators have the most to gain from the long term analysis and ability to make better decisions. 1) Define what a change is and the change process 2) Define change indicators (What is important to be alerted to a change on) 3) Define the applications requirements (scheduling, finance, controls, resources, pm, materials, facility maintenance, protection of operations, etc.) 4) Once the best solution/alternative to the change has been identified, define the communication protocol to the other appropriate project participants. Individuals: (people who want to work on this project) Organizations: Software vendors, Manufacturers, Maintenance Reliability organizations
October 2004, Element 6, Page 34
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA5-P3 Change Management Modules Project Title Objective / Deliverables (what result)
Change Management Modules Objective: Develop change management modules that are plug-and-play compatible with existing engineering and project management systems and can be implemented at low cost, supporting integration of smaller companies into an interconnected global supply network for capital projects. Deliverables: a) Definition of requirements for Change Management modules b) Implementation of Change Management modules that may be used with Global Change Management protocols as define by Project 1.
Purpose / Business Driver(s) (why)
Purpose: To provide the capability for increased collaboration, without regard to company size, location, or other boundaries, through out the change management process. Business Drivers: The management of the change process incorporates many people, applications and business processes. The ability to initiate, respond/manage, and communicate the change to the appropriate participants early and often decreases the likelihood of project delays and cost overruns. a) Other appropriate FIATECH projects (FA5 -P1) b) Element 9 – for technical assistance and support b) Participation by organizations c) Software/Technology vendor participation
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Follow closely behind FA5-P1 (lag), but tied to its output Discussion with industry organizations could start immediately 1) Define necessary Change Management modules 2) Adopt Global Change Management processes (FA5-P1) 3) Define application requirements for each module 4) Survey applications currently available and in use, including gap analysis versus requirements 5) Drive development of modules and requirements not available 6) Encourage adoption of modules and applications on projects Individuals: (people who want to work on this project) Organizations: Software vendors, Trade contractor industry organizations (ASA, NECA, ASME, etc)
October 2004, Element 6, Page 35
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA6: Automated Quality Assurance and Quality Control Projects: E6-FA6-P1 Defects Analysis and Understanding Project Title
Defects Analysis and Understanding
Objective / Deliverables (what result)
Objective: Analyze historical project information to highlight root causes of defects (what types – quality, time, scope?), document the most prevalent causes, and recommend early detection opportunities to eliminate such sources of quality problems. Deliverables: a) Analyses that identify highest potential gain areas b) Specific recommendations of what to measure and how to use the information to prevent quality problems Purpose: Business Drivers: 1) Elimination of catastrophic failure 2) Minimizing rework (cost and schedule benefits) a) Intelligent jobsite b) Not building sensors themselves, but the means of collecting and reporting, as well as defining the required information c) Boundary: up to the point where the facility is in O&M completely. Analyses can start immediately – focus on smaller areas: market segments, project types, etc 1) Work with sensing facility element to look for earliest application of the monitors for QAQC purposes, recommend additions/changes to the sensors and other data acquisition techniques for QAQC purposes. 2) Interview QAQC people to find out what they need: a) Construction b) Regulatory c) O&M d) Process/facility output? Individuals: (people who want to work on this project) Organizations: PIP (pip.org)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
October 2004, Element 6, Page 36
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA6-P2 Quality Metrics and Standards for Capital Projects Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries)
Quality Metrics and Standards for Capital Projects Objective: Assist in and accelerate the development of industry-consensus quality metrics and standards and make these available electronically, enabling automatic comparison of work against the metrics. Universally adopt existing best-practice standards, "decertify" lesser standards, and fill critical voids with appropriate standards to assure the quality of designs, materials, and workmanship. Deliverables: a) Agreements with other organizations b) Library / Knowledge base / common interface c) Pilot projects to identify requirements and verify effectiveness of use of knowledge base and feedback mechanisms Purpose: Business Drivers: a) Element 9 (KB / standards) b) Other organizations
Urgency / Time Line (when) Process / Activities (how)
1) Identify organizations working in this area and relevant standards 2) Coordinate with other organizations 3) Identify content to go in knowledge base 4) Identify pilot projects as applicable
Resources (who)
Individuals: (people who want to work on this project) Organizations: NCSBCS, NFPA, ICC (International Code Council)
ď›™2004 FIATECH
October 2004, Element 6, Page 37
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA6-P3 Automated Quality Status and Compliance Reporting Project Title Objective / Deliverables (what result)
Automated Quality Status and Compliance Reporting Objective: Provide automatic mechanisms for continuous feedback of performance against quality metrics and for the generation of necessary reports. Deliverables:
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries)
Purpose: Business Drivers: Economics of measuring, ensuring timely and accurate reporting to regulatory agencies a) Project 1 above identifies what needs to be measured b) Existing bodies of research c) Coordinate with Elements 4, 5, 9
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
1) Identify reporting/measuring requirements 2) Coordinate with other organizations, Elements, individuals to determine how information will be gathered 3) Identify optimal solution 4) Pilot program to prove effectiveness and economy of solutions 5) Encourage adoption and expansion of solution(s) Individuals: (people who want to work on this project) Organizations: ASQC (American Society for Quality Control), ASTM, ACI, PCC, AISD, Malcolm Baldridge NQA, NIST Advanced Technology Program.
October 2004, Element 6, Page 38
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA7: Integrated Stakeholder Business Systems Projects: E6-FA7-P1 Common Financial Vocabulary and Cost Codes Project Title
Common Financial Vocabulary and Cost Codes
Objective / Deliverables (what result)
Objective: Develop and standardize an industry-wide set of common definitions and metrics for all business and financial operations, including universal cost codes for every type of work, skill, and item of material. Deliverables:
Purpose / Business Driver(s) (why) Ties / Dependencies / Overlaps (constraints, boundaries)
Purpose: Business Drivers: A shared or common coding system is required to make business system integration feasible on a large scale with many different systems. a) Constraint – not developing standards, but pushing adoption of standards b) Dependency – other organizations development of standards
Urgency / Time Line (when) Process / Activities (how)
Soon, immediate need
Resources (who)
2004 FIATECH
1) Analyze CSI/Other to determine uniform applicability 2) Poll membership for agreement to adopt 3) Assist other organization in pushing adoption of standard (endorsement) 4) Push other organization(s) to complete and expand their work Individuals: (people who want to work on this project) Organizations: CSI, UCI, Uniformat,
October 2004, Element 6, Page 39
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA7-P2 Automated Business Systems Interface Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
2004 FIATECH
Automated Business Systems Interface Objective: Establish standards and automated communication mechanisms for the interface and interoperability of all business systems among all project stakeholders focusing on project execution activities Deliverables: Purpose: Business Drivers: a) Elimination of payment delays for work performed based on automated approvals and auditable data records b) Elimination of payment, schedule, cost, and scope inaccuracies c) Increased consistency throughout the design and construction process, leading to opportunities to improve cost and schedule performance d) Capture of historical data for cycling back to future scenario based project planning efforts a) Focused on project execution phases (versus Element 1 project planning phases) b) Element 9 – coordinate c) Element 3 – coordinate and determine requirements of that team d) Sarbanes/Oxley and other regulatory requirements e) Better ways of confirming progress (see FA 6 (quality and completion)) Immediate – identify points of transfer of information, requirements for that transfer Longer term – working to incorporate improved progress (and other) feedback mechanisms and processes around those 1) Identify points of transfer, and what needs to be transferred 2) Agree upon set of processes for each point of transfer 3) Set up security requirements such that regulatory (Sarbanes-Oxley) and other process requirements (GAAP) can be met Individuals: (people who want to work on this project) Organizations: AICPA,
October 2004, Element 6, Page 40
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA7-P3 Shareable Capital Project Cost Model Project Title Objective / Deliverables (what result)
Purpose / Business Driver(s) (why)
Ties / Dependencies / Overlaps (constraints, boundaries)
Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
Generic Sharable Capital Project Cost Model Objective: Identify industry leading project estimating and cost management tools and understand how they support interactive project cost control requirements. Develop and validate project-type specific cost models that are compatible with the Asset Lifecycle Information System and can be referenced for various types of capital projects, i.e. models for bridges, roads, buildings, utilities, refineries, chemical plants, hospitals, etc. Deliverables: a) Overview of major estimating and cost management tools b) Industry analysis focusing efforts on a set of standard models c) Pilot program of model adoption, use, and benefit Purpose: Development of generic models (not costs, templates for representing costs) will drive the adoption and use of interactive processes of communicating cost data throughout the project and facility lifecycle. Business Drivers: The current cost of interactivity between various entities and systems regarding cost data is high because of a lack of standardization for the representation of cost information. Generic cost models for various project and facility types will make the adoption of data exchange related to cost information feasible and high-impact to business results. a) Must tie with the Asset Lifecycle Information System and data transport and storage mechanisms. b) Asset Lifecycle Information System methodology must be defined such that it may be consistently followed c) Mutually interdependent with FA7-P1 (the cost coding system) c) Buy-in of major vendors and industry Immediate – a major obstacle to interoperability of Construction / Project Management and Business systems is the lack of standard models for sharing cost information. 1) Perform survey of existing estimating and cost management products, evaluating the support by each of interactive cost control processes. 2) Identify industry verticals that can benefit from a generic cost model for cost planning and control. 3) Prioritize verticals based on factors such as expected return to industry and likelihood of adoptions. 4) Identify processes benefiting from data exchange 5) Identify and define data to be exchanged for each process 6) Implement a pilot program on select processes 7) Publish, expand, maintain Individuals: (people who want to work on this project) Organizations: CSI, UCI, Uniformat, Software Vendors
October 2004, Element 6, Page 41
Capital Projects Technology Roadmap Element 6 Tactical Plan, Real-time Project and Facility Management, Coordination and Control
E6-FA8: Verification of Financial Performance Projects: E6-FA8-P1 Real Time Performance Capture Project Title
Real Time Performance Capture
Objective / Deliverables (what result)
Objective: Develop a system to automatically capture and compile real-time operating data (actual costs incurred) and business forecasting data, measure progress against targets and key performance indicators (KPIs), and promptly report variances and trends to project management for resolution. (Notes: This is sounding like a dashboard type system that collects data from multiple sources, processes some business rules, and presents the data for the decision making process) Deliverables: a) Definition of KPIs b) Definition of application/system requirements c) Definition information collection requirements
Purpose / Business Driver(s) (why)
Purpose: To define/develop a system that can be utilized by today’s organization to reduce cost and improve profitability. Business Drivers: Today’s business is driven by vast collection of stored information, which often remains untapped. For most members of the organization, the traditional methods of data analysis and presentation are note adequate. We need to manage the thousands of data points and make timely decisions to remain competitive.
Ties / Dependencies / Overlaps (constraints, boundaries) Urgency / Time Line (when) Process / Activities (how)
Resources (who)
ď›™2004 FIATECH
1) Determine the model framework for data representation 2) Determine the model framework for the definition of KPIs 3) Determine the model framework for data collections 4) Identify current technology and evaluate functionality Individuals: (people who want to work on this project) Organizations: (organizations working this topic already)
October 2004, Element 6, Page 42