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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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.

Founding Team Arizona State University, Dr. Anil Sawhney Autodesk, Matt Wheelis (Team Champion) Bechtel, Frank Matthewson ConocoPhillips, Alan Tough, Bart Neighbors and Robert Trosper Consolidated Contractors Company, Zuhair Haddad DeVry University, Karmin McKay DuPont, Nancy Bull Hanyang University Ansan, Saumya Swain Hatch, Daryl Ofstie and Glenn Sakaki Intergraph PPM, Franz Kufner Jacobs Engineering, Jack Yarbrough and Dennis Helliwell Meridian Systems, John Bodrozic and Phil Greer Morpheus Technology Group, Randy Nolan NRX Global, Scott Frazer OnTrack Engineering, Mike Milinusic Pennsylvania State University, Vincent Allen Primavera, Richard Sappe The Procter & Gamble Company, Gil Torres and Scott Cameron Saudi Aramco, Louis Archuleta Skire, Paul Verveniotis Software Innovation, Ray Simonson, Scott O'Neill and Paul Sunderland Target, Manuel Robledo Texas A&M University, Jorge Vanegas University of Illinois at Urbana-Champaign, Dr. Liang Y. Liu University of Michigan, Vineet Kamat VTT, Iris Karvonen and Arto Kiviniemi Karmin McKay

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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 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 manage Design Access to maintenance procedures and records to develop new equipment d Construction Labor on a critical activity starts trending toward a probably of exceeding bot Operations and Maintenance Interactive access to design in progress for incorporation of accessibility and Risk Management Searchable database for similar items that drifted outside of scope, cost, and

Current Problem The Current Problem statement describes the existing situation.

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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 life-cycle value into account. Operation, maintenance and end-of-life needs are given limited consideration in the project planning equation.

- 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 & 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

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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 m - Better knowledge management will lead to project efficiencies, multiple plant efficiencies, and redu

Design Firms - Feedback of comprehensive information will enhance conceptual design capabilities, reusable des - Extensive feedback loop (constructability, etc), will lead to reduced errors and omissions and field r 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

Material/Equipment/Technology Suppliers - Instant access to information concerning their obligations to the project and an ability to mesh mat - More rapid pay cycles

Potential Barriers & Challenges 4 / 11

Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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 Description Barrier Disparate systems Different systems are used in different organizations, and even within organi 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 job Security Business data security requirements (trade secrets) and 9/11 era physical se Legacy systems Organizations have tremendous sunk costs in existing, or 'legacy' systems th Business/Process Description Barrier 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 throu Expenditure to overcome The change financial impact of change is often not analyzed considering the whole li Business Incentive To give technology providers incentives to agree to exchange data and to co Silos of expertise Planning, project management, finance, and facility management personnel 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.

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

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

- 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 modelling 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

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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.

Project details can be viewed by downloading the PDF. 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 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.

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 Analyst E6-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:

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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

FA4: Real-Time, Model Based Project and Facilities Control - Provide the capability to model a capital project from start to decommissioning, and monitor and control technical, cost, and schedule progress based on the model.

Projects:

E6-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.

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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 - 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

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

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.

Project:

E6-FA8-P1 Real Time Performance Capture

Seven-year Timeline A timeline is proposed for the projects within this tactical plan.

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

Yr 2

Yr 3

Yr 4

E6-FA1: Intelligent Project Management System E6-FA1-P1 Standards for Project Information Q1 and Knowledge Representation E6-FA1-P2 Project Data/Information Repositories Q1 E6-FA1-P3 Self-integrating Project Management Q1 Systems E6-FA1-P4 Intelligent Project Analyst Q2 E6-FA1-P5 Secure, Accessible Information Q4 E6-FA1-P6 Real-time Capture of Complex Q1 Information E6-FA1-P7 Business Process ModelsQ2 E6-FA2: Streamlined, knowledge-driven approval processes E6-FA2-P1 Improve Regulatory approval Q3 process E6-FA2-P2 Improve workflow approval Q3process

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Element 6: Real-time Project and Facility Management, Coordination and Control Last Updated Friday, 05 June 2009 10:42

E6-FA3: Optimized Construction Sequence and Schedule E6-FA3-P1 Automated construction Execution Q1 E6-FA3-P2 Sharing of construction scheduling Q1 data E6-FA3-P3 Interoperability and integration Q3 of construction sequence and scheduling E6-FA4: Real-Time, Model Based Project and Facilities Control E6-FA4-P1 Modeling Framework Q1 E6-FA4-P2 Project information DatabaseQ4 E6-FA4-P3 Time and Execution model Q1 E6-FA4-P4 Integration of Modeling System Q4for Intelligent Project management E6-FA4-P5 Performance Tracking and Assessment Q2 System E6-FA5: Automated, Distributed Change Management E6-FA5-P1 Global change management Q3 protocols E6-FA5-P2 Decision Support Tools for Q3change management E6-FA5-P3 Change Management modules Q4 E6-FA6: Automated Quality Assurance and Quality Control E6-FA6-P1 Defects Analysis and Understanding Q3 E6-FA6-P2 Quality metrics and Standards Q3 for Capital projects E6-FA6-P3 Automated Quality Status and Q4 Compliance Reporting E6-FA7: Integrated Stakeholder Business Systems E6-FA7-P1 Common financial vocabulary Q1 and Cost codes E6-FA7-P2 Automated Business Systems Q1 interface E6-FA7-P3 Shareable Capital project Cost Q2 model E6-FA8: Verification of Financial performance E6-FA8-P1 Real time performance Capture Q3

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