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VSM FUTURE STATE MAP - GLOSSARY OF TERMS
Target Value Design
Future State Map
Ideal State Map
Stretch Goal
Integrating Event
A3 Report
Set-Based Design
OSHPD Terms
Increment
Segment
Conditional Approval
Case History
Methodology
Tools
BIM
Last Planner
Pull Scheduling
VSM FUTURE STATE MAP - HOSPITAL ASSUMPTIONS
100 Bed Hospital
Greenfield Site
OSHPD Building only approximately 250,000 GSF
Integrated Project Delivery Team
Integrated OSHPD process
Big Room Integrated Team Aproach
Incremental Permit Packaging
Increment Segment
Geotech
Foundation/Steel
Review of Analisys approach w/assumptions (Narrative)
Loading Criteria
Lateral Design Model
Gravity Design Model
Specs and Secondary Systems
Basement and Foundation
Diaphram Design
Shell/Core
TI's
Furniture/Fixture/Equipment Fit-up
Increments will be broken down into segments for integrated OSHPD review for conditional approval
Definitions: Increments - Packages submitted for permit and approval
Segments - Design information/items that will be reviewed and conditionally approved
Conditional Approval - reviewed and accepted but does not stand as approved
12 Mo Planning/Programming
12 Mo Design
32 Mo Construction
OSHPD - Permit
EIR/Entitlements
Design sets to include:
Rating system based on project goals
Implications to other systems/disciplines
IDENTIFIED WASTE
Map (14
mo. Desgn Resources
process) (person
Meeting Phase Description Reference Time Lost days (pd's))
Sutter VSM II Waste Program Lack of project definition P1
Sutter VSM II Waste Program "Unbaked Cake"
Sutter VSM II Waste Program Length of approval process P2
Sutter VSM II Waste Program Lack of commitment to scope (living with your decision)
Sutter VSM II Waste Program Lack of flexibililty of program to accommodate outside factors
(estimation, demand for service)
Sutter VSM II Waste Program Lack of understanding of business process by endusers
(standardization)
Sutter VSM II Waste SD's Starting SD's without business plan approval (problem SD1
solutionpriorto problem definition)
Sutter VSM II Waste SD's Early or late engagement of key A/E/CMSC/party SD2
Sutter VSM II Waste SD's Exploring desing options outsideo f project scope or budget
Sutter VSM II Waste SD's Failure to communicate project goals or assumptions to team. SD3
Sutter VSM II Waste SD's Budget not defined.
Sutter VSM II Waste SD's Misalignment of code interpretations between design team and
OSHPD - program flex concepts not communicated and vetted).
Sutter VSM II Waste SD's User group/input process SD4
Sutter VSM II Waste SD's Lack of alignment between system and affiliate.
Sutter VSM II Waste SD's Lack of project champion.
Sutter VSM II Waste SD's Lack of vision/guidingprojects (determining value).
Sutter VSM II Waste SD's Information needed by team members is not defined.
Sutter VSM II Waste SD's Focus on details too soon.
Sutter VSM II Waste DD's Desing disciplines not hearing user group concerns first hand, or
not having early "vision" discussions with client.
Sutter VSM II Waste DD's Timing (continuous flow of work)
Sutter VSM II Waste DD's Failure to identify AMOC's.
Sutter VSM II Waste DD's Incomplete SD's / program still unresolved DD1
Sutter VSM II Waste DD's User group behavior DD2
Sutter VSM II Waste DD's Shift of design intent from SD's. DD3
Sutter VSM II Waste DD's Developing a design just for critique or contract conformance DD4
(especially MEP).
Sutter VSM II Waste DD's Code interpretation during DD's.
Sutter VSM II Waste DD's Design team reviews and decisions made in silos (no "big room").
Sutter VSM II Waste DD's Lack of work in 3D. DD6
Sutter VSM II Waste DD's Waiting for owner deicsions / approvals.
Sutter VSM II Waste DD's Desing to budget cycle DD5
Sutter VSM II Waste DD's Moving forward without approvals.
Sutter VSM II Waste DD's Target costing batches too large.
Sutter VSM II Waste Permitting Slowest discipline determing critical path.
Sutter VSM II Waste Permitting "BIN" time - waiting to review. P1 Bin time /
1st rev. -
70%
backcheck -
80% / 1st
rev. 30%
backcheck
20% touch
time
Sutter VSM II Waste Permitting Overproduction (where is the note?).
Sutter VSM II Waste Permitting Drawings not correct or complete. P2 Time spent
documentin
g
incomplete
documents
Sutter VSM II Waste Permitting Drawings submitted too soon.
Sutter VSM II Waste Permitting Owner changes during permitting. P6
Sutter VSM II Waste Permitting Batch size.
Sutter VSM II Waste Permitting Questions instead of comments (document / code clarity). P3 6-8 weeks
cycle time,
20% touch
time
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Waste, p. 5
Map (14
mo. Desgn Resources
process) (person
Meeting Phase Description Reference Time Lost days (pd's))
Sutter VSM II Waste Permitting Plan checker learning curve. P4 10 - 15 %
getting back
up to speed.
Sutter VSM II Waste Permitting Lack of communication. P5 5 - 10%
Sutter VSM II Waste Permitting Inconsistence of reviewers.
Sutter VSM II Waste Permitting Reviewer preference of solution (multiple reviewers)
Sutter VSM II Waste Permitting Gaps between reviews (loss of knowledge or familiarity)
Sutter VSM II Waste Permitting Inappropriate review (coordinating)
Sutter VSM II Waste Permitting Lack of project introduction to OSHPD. P5
Sutter VSM II Waste Permitting Inconsistent document organization communication.
Sutter VSM II Waste Permitting Variations in code interpretations.
Sutter VSM II Waste Permitting Lack of documentation and agreements on interpretation.
Sutter VSM II Waste Permitting Lack of consistency in review staff (technical and experience).
Sutter VSM II Waste CD's Incomplete SD's / program still unresolved CD1
Sutter VSM II Waste CD's No dimension lines
Sutter VSM II Waste CD's Equipment selection not properly timed.
Sutter VSM II Waste CD's Changes "ripple" through disciplines. CD2
Sutter VSM II Waste CD's Overproduction - unnecessary documents (repetition of details). CD3
Sutter VSM II Waste CD's Underproduction - not the right documents or information.
Sutter VSM II Waste CD's Overprocessing - focuson wrong elements.
Sutter VSM II Waste CD's Specifications.
Sutter VSM II Waste CD's CYA plans and specifications. CD3
Sutter VSM II Waste CD's Redsign - Owner / Budget / Code
Sutter VSM II Waste CD's Timing - over the fence budget and constructability CD6
Sutter VSM II Waste CD's Lack of coordination between design team
Sutter VSM II Waste CD's Accuracy and correctness of lables (alignment with customer).
Sutter VSM II Waste CD's Document organization and format
Sutter VSM II Waste CD's Lack of standardization (studs, stairs) optimizing the pieces (steel CD4
tonnage).
Sutter VSM II Waste CD's Lack of appropriate resources (people, who draws what, design CD5
assist).
Sutter VSM II Waste CD's Deferred approvals.
Sutter VSM II Waste CD's Engineer drawings not used for construction
Sutter VSM II Waste Construction Document history / clarity
Sutter VSM II Waste Construction Incomplete design CO1
Sutter VSM II Waste Construction Lack of coordination (technical disciplines)
Sutter VSM II Waste Construction Communication (RFI's)
Sutter VSM II Waste Construction Unnecessary detailing.
Sutter VSM II Waste Construction Lack of standardization.
Sutter VSM II Waste Construction Designer/fabricator not aligned.
Sutter VSM II Waste Construction Design - constructability disconnect
Sutter VSM II Waste Construction Information loss at hand off (technology)
Sutter VSM II Waste Construction Shop drawing process occurs late and without collaboration and is
redrawn.
Sutter VSM II Waste Construction Document organization
Sutter VSM II Waste Construction Submittals process (including post-approvals).
Sutter VSM II Waste Construction Unnecessary drawings packaged in overall set or to each "client"
Sutter VSM II Waste Construction Changes in "client" or team
Sutter VSM II Waste Construction Interpretation of code by field staff
Sutter VSM II Waste Construction Design incomplete
Sutter VSM II Waste Construction RFI process
Sutter VSM II Waste Construction Supplemental documents
Sutter VSM II Waste Construction OSHPD approval loop
Sutter VSM II Waste Construction PCO
Sutter VSM II Waste Construction CO
Sutter VSM II Waste Construction Approval
Sutter VSM II Waste Construction Work installed
Kaiser VSM II Not enough time - unrealistic promises, unexpected issues, failure
of one part to deliver, other demands, fear
Kaiser VSM II Projects so big, connections unseen
Kaiser VSM II Lack of systemic approach
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Waste, p. 6
Map (14
mo. Desgn Resources
process) (person
Meeting Phase Description Reference Time Lost days (pd's))
Kaiser VSM II Poor information transfer - not understandingwhat others need, not
understanding possible prevision, not easy to understand, too late
Kaiser VSM II Customization / innovation
Kaiser VSM II Poor information - accuracy / preliminaries, - incompleteness, -
timing, - changes not marked.
Kaiser VSM II Lack of design team resources and everyone else's resources, too;
lack of skills
Kaiser VSM II Incomplete unnecessary set to OSHPD
Kaiser VSM II OSHPD cycle time / que time, in series
Kaiser VSM II Best practices manual / (opportunity)
Kaiser VSM II Different understandings of what OSHPD must have
Kaiser VSM II Coordination
Kaiser VSM II BC turnaround
AIA Using wrong processes for wrong client.
AIA Design for multiple vendors
AIA Something in the spec you don't understand (see staffing)
AIA Out of synch. processes.
AIA Information pu in too many places
AIA OSHPD looking at trivials
AIA Incomplete OSHPD reviews -> later comments
AIA Client decisions - right person/stick to it
AIA Out of synch. with owner values
AIA Lack of innovation
Kaiser VSM II Assumptions - workarounds, - pricing?, - implications
Kaiser VSM II Conflicts between owner
Kaiser VSM II Human error
Kaiser VSM II Expertise / Ignorance
Kaiser VSM II Expectation about who provides information
Kaiser VSM II Culture of irresponsibility
Kaiser VSM II Use wrong person for task
Kaiser VSM II Expecting all at once
Kaiser VSM II Disconnect money from design too long
Kaiser VSM II User group process - programming, schematic design (SD), design 60 days
development (DD), Contract Documents (CD), Permitting,
Construction Administration (CA) - Mistakes or delays in DD cause
no delay in DD but delay the project 20 days in CD and 40 days in
CA.
Kaiser VSM II Escalation - programming N/A N/A
Kaiser VSM II Escalation - SD ($3 million per month) 30 days
Kaiser VSM II Escalation - DD ($3 million per month) 30 days
Kaiser VSM II Escalation - CD ($3 million per month) 30 days
Kaiser VSM II Escalation - Permitting ($3 million per month - $9 million total) 90 days
Kaiser VSM II Escalation - CA N/A
Kaiser VSM II Equipment changes (exmpl.: imaging/b ig, 64 slice) - programming 0 0
Kaiser VSM II Equipment changes (example: imaging/b ig, 64 slice) - SD 0 0
Kaiser VSM II Equipment changes (example: imaging/b ig, 64 slice) - DD 0 10
Kaiser VSM II Equipment changes (example: imaging/b ig, 64 slice) - CD 0 30
Kaiser VSM II Equipment changes (example: imaging/b ig, 64 slice) - Permitting - N/A - we N/A - we
we won't do it. won't do it won't do it
Kaiser VSM II Equipment changes (example: imaging/b ig, 64 slice) - CA (60 0 105
person days contractor, 45 person days designer)
Kaiser VSM II Owner Changes - Programming 0 0
Kaiser VSM II Owner Changes - SD 0 0
Kaiser VSM II Owner Changes - DD 0 0
Kaiser VSM II Owner Changes - CD (per time - 0 time inc. per 30 Days) 0 0
Kaiser VSM II Owner Changes - Permitting 0 50
Kaiser VSM II Owner Changes - CA (50 PD UES, 60 PD contractor) 0 110
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - Prog. 15
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - SD 30
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - DD 45
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - CD 60
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - Perm. 100
Kaiser VSM II Addtnl Bus. Case Change (exmpl: birthing=> cardiac) - CA 60
Kaiser VSM II Standards Change (example: DHOT) - Programming 0 0
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Waste, p. 7
Map (14
mo. Desgn Resources
process) (person
Meeting Phase Description Reference Time Lost days (pd's))
Kaiser VSM II Standards Change (example: DHOT) - SD 0 5
Kaiser VSM II Standards Change (example: DHOT) - DD 0 20
Kaiser VSM II Standards Change (example: DHOT) - CD 0 30
Kaiser VSM II Standards Change (example: DHOT) - Permit 30 30
Kaiser VSM II Standards Change (example: DHOT) - CA 0 40
Kaiser VSM II User Group Change (example: Pharmacy) - Programming 0 0
Kaiser VSM II User Group Change (example: Pharmacy) - SD 0 0
Kaiser VSM II User Group Change (example: Pharmacy) - DD 0 0
Kaiser VSM II User Group Change (example: Pharmacy) - CD 0 0
Kaiser VSM II User Group Change (example: Pharmacy) - Permit (30 days time 30 0
lost here goes to 40 days resoure person days extra in CA)
Kaiser VSM II User Group Change (example: Pharmacy) - CA 0 40
St. Joe VSM II St. Joe rating structure: [1] serious opportunity for improvement,
[2] …, [3] still to focus on but later
St. Joe VSM II [1] Program reconciliation
St. Joe VSM II studies, number of meetings, unclear process, don‟t have right
people in the room
St. Joe VSM II [1] user group meetings – unclear process
St. Joe VSM II [2] confirmation of system parameters
St. Joe VSM II [1] med. equipment selection
St. Joe VSM II [1] leadership/user approval process
St. Joe VSM II [2] third-party MEP review/coordination
St. Joe VSM II [1] budget validation/VE & constructability
St. Joe VSM II [1]OSHPD submittal not complete
St. Joe VSM II [1] OSHPD back check
St. Joe VSM II [2] Design team detail drawings vs. shop drawings
St. Joe VSM II [3] Code compliance drawings not needed for construction
St. Joe VSM II [1] Changes during CD phase
St. Joe VSM II [1+] Unclear definition of the deliverables
St. Joe VSM II [1] Unclear expectations of „when‟
St. Joe VSM II Waiting for determination of occupancy judgment (“1”/”B”)
St. Joe VSM II Underutilized people/potential (waste #8)
St. Joe VSM II [2] Business lacking description of what is „value‟
St. Joe VSM II [3] A/E selection process – lost time/revenue if not selected
St. Joe VSM II [3] „forgetfulness‟ – design decision log
St. Joe VSM II [1] budget go/no go
St. Joe VSM II [2] Infrastructure sizing/locations (wastes # 1, 6, 7, 8) too early
St. Joe VSM II [3] outside peer review
St. Joe VSM II [1] End of phase submittal package (batch sizes) & transition
between phases
St. Joe VSM II [1] Timing of input from OSHPD
St. Joe VSM II [1] Timing of selection of CM/GC
St. Joe VSM II [2] Deferred approvals
St. Joe VSM II ↑ 50% review package
St. Joe VSM II ↑ 100% review package
St. Joe VSM II ↑ 50% CD review package
St. Joe VSM II [2] Prelim MEP coordination drawings
St. Joe VSM II [1] Clearly define OSHPD submittal package
St. Joe VSM II [1] OSHPD backcheck process
St. Joe VSM II [1] First submittal to OSHPD not 100% complete
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Streach Goals
Electronic doc rvw by OSHPD
Target Value Cost Model Integrated with BIM Model
Plan reviewers are the field staff (less desirable: field staff participate in review)
te in review)
PARKING LOT OF IDEAS
Sheet Moniker Column 1 Column 2 Column 3 Column 4 Column 5
VE C Plan G Design VSM during construction Construction Phase VSM RFP process idea roll:
teams to next job
VE C Plan G Pre-program activities Adequacy of resources to review Program approval
data?
VE C Plan G Who hires / contract furniture and Length of time per A/E response When to initiate first
medical equipment planners? to backchecks OSHPD meeting
(Architect with owner participation.)
VE C Plan G Standardize OSHPD submittal format Move more DD into SD & CD Major medical Training design team in
equipment selected "building" and builders/
"actual" with "Design" intern
program.
VE C Plan G What does the IOR need in Better way to document
documents? design intent - to
correct level of
information with right
specialists (only
estimating what's see
on ddrawings versus
seeing what will be
there.)
VE C Plan G Ways to docujment "code Timing of deferred approval +
interpretation" over life of job - along with submittal of CD + after
independent of key players permit + 2 years after permit
VE C Plan G Use of detail book Major option M/E/P/S not fully OSHPD process
budgete validated redesign
VE C Plan G Drawing to meet different end-users of Better RFI process
information
List of Minimum Deliverables to List of Minimum Deliverables to
OSHPD OSHPD
List of Minimum Deliverables to Entitlement process
OSHPD
List of Minimum Deliverables to Early OSHPD review of program / OSHPD review of reoom
OSHPD standards templates and standards
List of Minimum Deliverables to Potential to rework after SD due to
OSHPD cost/scope
List of Minimum Deliverables to Interactive plan reviews (over the
OSHPD shoulder reviews w/OSHPD)
List of Minimum Deliverables to Single OSHPD individual on project
OSHPD team at programming
List of Minimum Deliverables to Field inspector vs OSHPD reviewer
OSHPD (may the best one win)
List of Minimum Deliverables to Equipment change during construction
OSHPD (mech. Elec., medical)
List of Minimum Deliverables to How to get theh plans and Coordination of user process with
OSHPD specifications to be what the contractor technical development
is actually going to build
List of Minimum Deliverables to Standard electronic comment reports
OSHPD (OSHPD)
List of Minimum Deliverables to Electronic plan submittal and review Parallel reviews, not serial
OSHPD (OSHPD)
List of Minimum Deliverables to Parallel reviews, notg serial
OSHPD
USM IV Early sub input Owner decisions / timely and Basic design decisions Self assembled team /
documented on A4 during all A / GC / E / MEP subs
phases "not including major
business case changes"
USM IV Last responsible moment matrixes / for Obtaining reliab le commitments BIM 3D
each phase from all team players with
accountability
USM IV Owner / general contractor agree to Regular OSHPD review/comment
earliest possible GMP with allowance
for labor and material escalation
Cost Control - St. Joe parking Immediate cost feedback to design Target value design
lot USM #1
Cost Control - St. Joe parking Validate program budgete (at
lot USM #2 program)
Cost Control - St. Joe parking Subs (smart ones) on board
lot USM #3 suppliers early
Cost Control - St. Joe parking Define value process for
lot USM #4 decisions/options
Cost Control - St. Joe parking Manage scope
lot USM #5
Cost Control - St. Joe parking No changes
lot USM #6
CHW doesn't select CHW doesn't select consultants - Note from typist: writing on this
consultants sheet covered by post it notes -
both listed here
CHW doesn't select Role of PG&E?
consultants
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Idea Parking Lot , p. 11
PARKING LOT OF IDEAS
Sheet Moniker Column 1 Column 2 Column 3 Column 4 Column 5
CHW doesn't select Conceptual estimating capability
consultants
CHW doesn't select Align incentives of project team
consultants
CHW doesn't select Target value design
consultants
CHW doesn't select Commit to specialty contractors early
consultants
CHW doesn't select 6.5 / Contingency
consultants
CHW doesn't select Defer final selectionof medical Mockups sooner than at CD stage Redefine scope of SD, Involve contractors
consultants equipment until last responsible DD, & CD for design during design.
moment team, especially the
engineering disciplines
CHW doesn't select Rework contractural relationships (or Move CD OSHPD plan revie Common system OSHPD preliminary Pre-design review b y
consultants equitable risk allocation) schedule to earlier architect to be adopted review OSHPD
by each owner
USM IV 3/ Do we integrate lean as ourguiding
principle?
USM IV 3/ A la Green Building Council, pebble
projects have people register attempts
to charge process
USM IV 3/ What alliances should we form, with
whom, and for what?
USM IV 3/ Provide a value stream mapping
template people can use to evaluate
their own projects?
USM IV 3/ "Healthcare Capital Project
Committee?"
USM IV 3/ Join hands with Western Data
Healthcare Group
VIS/Concept Business Case Validating scope, budget, schedule, risk
Org. Concepts
VIS/Concept Business Case When : @ business case
Org. Concepts
VIS/Concept Business Case Performers: owner (business
Org. Concepts strategists), A, Cm/6c, consulting
engineer as appropriate,
subcontractors as appropriate
VIS/Concept Business Case Deliverables: Identification of conceptual code-
Org. Concepts related issues
VIS/Concept Business Case Room by room space program
Org. Concepts
VIS/Concept Business Case Concept black diagram
Org. Concepts
VIS/Concept Business Case Exterior
Org. Concepts
VIS/Concept Business Case Functional program
Org. Concepts
VIS/Concept Business Case Infrastructure studies
Org. Concepts
VIS/Concept Business Case Siting
Org. Concepts
VIS/Concept Business Case OSHPD predes review (all
Org. Concepts performers present)
VIS/Concept Business Case Budget
Org. Concepts
VIS/Concept Business Case Schedule
Org. Concepts
VIS/Concept Business Case Project description
Org. Concepts
VIS/Concept Business Case System narratives
Org. Concepts
VIS/Concept Business Case Time:
Org. Concepts
Milestones of Approval Do design A B C?
Process - B/D
Milestones of Approval When: aftger business case approval.
Process - B/D
Milestones of Approval A. All consultans, Cn/6C, subs, O
Process - B/D equip., users (0), OSHPD, local
government
Milestones of Approval Deliverables: Final design means: Architect, structural engineer,
Process - B/D MEP
Milestones of Approval Onwer scope COMMITTED!
Process - B/D
Milestones of Approval OSHPD approval (currentrly
Process - B/D constrained)
Milestones of Approval Schedule
Process - B/D
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Idea Parking Lot , p. 12
PARKING LOT OF IDEAS
Sheet Moniker Column 1 Column 2 Column 3 Column 4 Column 5
Milestones of Approval Constructability approval
Process - B/D
Milestones of Approval Detailed design needed by
Process - B/D oshpdto validate design/code
compliance
Milestones of Approval Documents needed to permit
Process - B/D (burn, blow off, fall down)
Milestones of Approval Documents needed to permit
Process - B/D (burn, blow off, fall down)
Milestones of Approval Documents needed to build
Process - B/D
Milestones of Approval Design complete, deferred
Process - B/D approval except equipment
Milestones of Approval Time:____________
Process - B/D
Milestones of Approval Parklot: change?
Process - B/D
Milestones of Approval When Aftger design, validate code
Process - C/D compliance
Milestones of Approval Deliverable: Aproval with comments OSHPD,
Process - C/D A/E, D/Boubs
Milestones of Approval Time:
Process - C/D
Wants Check in - early repeatedly as
necessary for: code requried, code
interpretation (design as submitted
meets code and shows deviations);
when: @ business case; predesign
then preliminary design @ concept.
Wants Appropriate batch size
Wants Standardized design to code OSHPD
not direct design
Wants Reliable, committed review validating
role
Assumptions / Ideas Highly collaborative team Engineers, architects, and owners
engaged very early and
continuously
Assumptions / Ideas OSHPD involved early and
valuing input from OSHPD /
everyone!
Assumptions / Ideas "Design criteria" review package
early
Assumptions / Ideas Interim OSHPD review
milestones
Assumptions / Ideas Exiting plan
Assumptions / Ideas We need to define new process toll
gates as write new standard work
(Redefine 50%, 100% - SD, DD, …)
Assumptions / Ideas Batching based on code compliance
criteria not detailed construction
drawings.
Assumptions / Ideas Following and evolving OSHPD best
practices regarding deliverables
Assumptions / Ideas Batching (submitting by discipline:
electrical, mechanical, strudctural)
backbone (criteria) --> design
development
Assumptions / Ideas Define the cloesout process early
Assumptions / Ideas Preliminary review based on
"agreement" not approval
Assumptions / Ideas Next review includes
thoroughdocumentationofchanges
from"agreement" review
Assumptions / Ideas Continued Continuously assure alignment among
OSHPD and designers (one way - S.C.
FAQ's)
Assumptions / Ideas Continued Facility programor functional review
(i.e., department)
Assumptions / Ideas Continued Built in quality in design and
construction eliminating deviations that
occur in the development of design and
in assembly
Assumptions / Ideas Continued Permitted design vs. detailed design
can they proceed in paralell at some
point? (CD's)
Assumptions / Ideas Continued Engage cladding subs/suppliers early.
Assumptions / Ideas Continued Project field staff becomes part of the
OSHPD approval event. Project team
buy-in.
Assumptions / Ideas Continued Right people @ right time & they do it
right/well.
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PARKING LOT OF IDEAS
Sheet Moniker Column 1 Column 2 Column 3 Column 4 Column 5
Assumptions / Ideas Continued Howdo we segregate parts of the
program that have higher potential for
change from those parts that
arenotgoingto change?
Assumptions / Ideas Continued Highly focused user input
inprogramming then user gropus drop
out - this is predicated on phased T.I.
however
Assumptions / Ideas Continued Continuity of OSHPD decisions from
review/approval throughout
construction (IOR)
Build D/D When Meet target schedule
Build D/D Deliverables Completed project as per scope
Build D/D Per approval permit
Build D/D On budget
Build D/D Quality
Build D/D On time
Build D/D OSHPD TIO
Build D/D Managed change
Build D/D Performers: CM (GC, O, OSHPD, agencies,
design, ior, subs)
Build D/D Time:
White Board St. Joe VSM I & II Clear definition of deliverables and Decision documentation Target value design to Identify what OSHPD Slow down to speed up
expectations for deliverables and when avoid budget failures wants to see for early
review and when
White Board St. Joe VSM I & II MEP elevations done by subs after Detailed installation drawings PROGRAM
100% CD after 100% CDs
Parking Lot St. Joe VSM 1 & II Integrate constructability review! 75% docs @ OSHPD submission Time duration of permit OSHPD integrated into Single line drawings
Budgetr earlier in design / backcheck design process B4 CD acceptable to OSHPD?
Parking Lot St. Joe VSM 1 & II Complex code interpretation Department of health Schedule pressure:
during design instead of during and all AHJ incomplete OSHPD
review coordination and submittal, continuing
submittals design awaiting owner-
decision
Parking Lot St. Joe VSM 1 & II red = waste opp
Parking Lot St. Joe VSM 1 & II blue = map more
Parking Lot St. Joe VSM 1 & II 100% done/done code compliant Constant review, feedback, and Earlier code Concept "buy-off" by 3rd party review liability
OSHPD documents comment response interpretation meetings. OSHPD / life safety, (all disciplines)
Q=?, T=? structural, seismic
Parking Lot St. Joe VSM 1 & II Reproduction in documentary (level of
OSHPD depth)
Parking Lot St. Joe VSM 1 & II Electronic docs/responses
OSHPD
Parking Lot St. Joe VSM 1 & II Level of review (single line docs o.k.?)
OSHPD
Parking Lot St. Joe VSM 1 & II Peer pre-review (codes)
OSHPD
Parking Lot St. Joe VSM III Design Team Package Concepts Seamless process
Parking Lot St. Joe VSM III Eliminate unnecessary detail and
have needed details
Parking Lot St. Joe VSM III Clear definiation of what is
needed downstream
Parking Lot St. Joe VSM III Fees to reward design quality,
design completion
Parking Lot St. Joe VSM III Educated subcontractor and
motivated supplier input
Parking Lot St. Joe VSM III Who - What - How (single line
diagrams, …)
Parking Lot St. Joe VSM III Collaborative design team
including OSHPD
St. Joe VSM II Quality control
St. Joe VSM II Coordination/constructability
St. Joe VSM II Decide on deferred approval items
St. Joe VSM II Designfor flexibility (eg equipment
changes) (eg multi-purpose rooms)
Detail Design (2) (DD + 25% Price validation
CD)
Detail Design (2) (DD + 25% Equipment list (medical)
CD)
Detail Design (2) (DD + 25% Utility requirements @ each space
CD)
Detail Design (2) (DD + 25% Low voltage functionality
CD)
Detail Design (2) (DD + 25% Identify increment approach
CD) (preliminary)
Detail Design (2) (DD + 25% Identify deferred approvals
CD)
Detail Design (2) (DD + 25% Size structural frame (vertical / lateral)
CD)
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PARKING LOT OF IDEAS
Sheet Moniker Column 1 Column 2 Column 3 Column 4 Column 5
Detail Design (2) (DD + 25% Identify all alternate means
CD)
Detail Design (2) (DD + 25% Site utilities (local jurisdiction?)
CD)
Detail Design (2) (DD + 25% All device locations
CD)
Detail Design (2) (DD + 25% All plans (A / R / M / E / P / S / FP / PT /
CD) Sec / Skn / Low Volt / Vert Trans)
Detail Design (2) (DD + 25% Accessibility
CD)
Detail Design (2) (DD + 25% Fume dispersal (wind study)
CD)
Detail Design (2) (DD + 25% Vibration sensitive areas
CD)
Detail Design (2) (DD + 25% Design assist trades on board
CD)
Detail Design (2) (DD + 25% CEQA complied to
CD)
Kaiser II (3) (after Detail Documentation Price validation
Design (2))
Kaiser II (3) (after Detail Confirmation of detail design
Design (2))
Kaiser II (3) (after Detail Packaging (risk assessment)
Design (2))
Kaiser II (3) (after Detail Project start up Finalize business case (identify
Design (2)) risk)
Kaiser II (3) (after Detail Bring players to table
Design (2))
Kaiser II (3) (after Detail Entitlement process
Design (2)) started/continued
Kaiser II (3) (after Detail Program defined
Design (2))
Kaiser II (3) (after Detail Schedule commitment
Design (2))
Kaiser II (1) PG I Solution Standard OSHPD submittal across
disciplines
Kaiser II (1) PG I Solution Early interactive collaborative review
process - OSHPD, design team and
owner
Kaiser II (1) PG I Solution Information flow
Kaiser II (1) PG I Solution Better alignment of design, cost and
risk schedule
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, Idea Parking Lot , p. 15
Line Discipline Month 1-1 Month 1-2 Month 1-3 Month 1-4 Month 2-1 Month 2-2 Month 2-3 Month 2-4 Month 3-1 Month 3-2
Owner uses value stream mapping Secure board approvals, funding. Waste 05 - Entice entity into
Completed STARTING POINT COMPLETE: Waste DD2 - User Group Validate all still fits in business
Complete business Input from lessons Code expert IDs Define standards, emergency with end-user defined service model Decide on project delivery method, Identify advisory ("users") profession by high salaries /
Department Value •Team defined 01 Owner, Row 1 Meeting #1 lessons in lean case. Document lessons
case learned into program special requirements operations, goals project definition. Program, due i.e., integrated team, incentivize new groups. OK if high value to Owner
Stream Mapping •Schedule defined diligence, market to value. behavior (All) principles learned "D.L.L."
"Better Fees"
•General scope
Design team to provide needs,
•Site plan Establish change management
Vision Diagram user group •Block and stack Owner facility standards process and priorities with assigned tied to critical path and
Land Acquisition EIR Process started 02 Owner, Row 2
process defined cost and schedule impacts based sequence to help owner
•Building separations on time line.
•Major code issues identified manage process.
Mission & funding Goals Established:
•Delivery process Develop cost risk model for
•Unique conditions/requirements Input from lessons learned into confirm business case to cost
Values commitment matches Quality, Image, 03 Owner, Row 3 Total Project Cost - continous
program. model
business case Sustainable, Energy update
Patient Care Levels,
Service Types, Identify scope specifics that
Programming Process flow mapping Final Program 04 Owner, Row 4 Site selection approval Key User Group Approvals
Flexibility require delayed confirmation
Preliminary building
Define floor-to-floor height and Finalize Structural Grid and Identify accessibility issues. Site design developed for sign-
To the extent possible document to CHA best practices 05 Architect, Row 1 configuration / stories, plan Massing Studies Ceiling height/plenum studies Prelim wall sections
begin grid analysis Floor-to-Floor heights Decide compliance approach. off
dimensions
Develop OSHPD work paln Confrim/refine program space Concept plans and stacking Prelim MEP Equip room
06 Architect, Row 2 Begin BIM / 3D model (team) Start Exiting/Occupancy Confirm/refine site plan Fenestration studies
(whole team) and codes diagrams. locations/shafts
Begin concept plans and
07 Architect, Row 3 Confirm/refine adjacency plan
stacking diagrams.
Last planner scheduling
Building skin design sets
08 Architect, Row 4 implemented with last
defined
responsible moment matrix
OSHPD Touch-Points Group
Monthly meetings through project (design, permit, build) 09 OSHPD [+ DHS + Local], Row 1
•All disciplines (including builder) OHSPD Mtg No. 1 OHSPD Mtg No. 3
OHSPD Mtg No. 2
•Meaningful, focused, planned engagement (agenda) Administrative Meeting: Goals, •rules of engagement, •cost Arch/FLSO:Concept Development / Major systems, planning,
Present project and schedule. Define Incremental packages. Define
• Design team define deliverables/agenda management, •schedule, •program, Strategy framework: • Monthly blocking and stacking, site issues, initial code input.
codes to be used. Identify major known code issues. Oshpd to
•IOR part of process 10 OSHPD [+ DHS + Local], Row 2 meeting (with Team),•breakouts (as needed), •early alignment with Structural: Design Criteria, Anaysis approach w/assumptions
present review team members. identify early AMC's and/or Program
•Closely monitored by Owner external plan check consultants be used? Right people at meetings.
Flexibility.
•Peer reviewers part of process, not outside process Input to basis of design - code interpretation - assign team - other Identify major AMC's.
•May include document review in between resource - ACM IOR RCO. Reveiw and improve process.
•Interim "Conditional Approval" where appropriate
11 OSHPD [+ DHS + Local], Row 3
•Ongoing, interim dialogue encouraged
•Show everything to OSHPD - OSHPD to do internal training to focus their review Decide issues as we go. Stick to decisions.
•Team agrees enough information is in place to release work
•Establish Continuous Improvement Process
12 OSHPD [+ DHS + Local], Row 4
13 Structural Engineer, Row 1 Begin BIM / 3D model (team)
Structural system design sets Structrual design set selected
14 Structural Engineer, Row 2 Refine structural design sets Foundation criteria complete.
defined (gravity and lateral systems)
15 Structural Engineer, Row 3
Identify location/space
Coordinate room layouts, shaft
Major Electrical Design sets requirements and approx Design power system
16 Electrical Engineer, Row 1 Begin BIM / 3D model (team) sizes, and feeder routing with Major elect design set select Develop site plan
defined. weights of Major Electrical backbone (riser diagram).
architect and other trades.
equipment for each design set
Calc system loads( Prerequisite: Define generic spare,
massing/stacking diagrams, site equipment weights, heat (for Coordinate utility routings with
17 Electrical Engineer, Row 2 Design feeder routing. Do short-circuit calcs.
plan, program, emerg. operatns generatic equipment), fuel and mechanical.
strategy) exhaust.
Establish contractor Utility company submissions,
18 Electrical Engineer, Row 3
preferences get requirements
Identify location/space
Major Tech Design sets requirements and approx Define low voltage systems,
19 Technologh Consultant, Row 1
defined. weights of Major T equipment backbone.
for each design set
Identify location/space Refine Equipment space
Coordinate room layouts, shaft
requirements and approx sizing to team (X x X sf). Shafrs and primary distribution
20 Mechanical Engineer, Row 1 Begin BIM / 3D model (team) sizes, and feeder routing with Major mech design set select
weights of Major M/P Room size of equipment, set
architect and other trades.
equipment for each design set weights. #/sf on roof.
Calc system loads Define generic spare,
All mechanical, plumbing, FS,
(Prerequisite: equipment weights, heat (for Coordinate utility routings with
21 Mechanical Engineer, Row 2 Motor sizes to electrical spaces, equipment, verticals,
massing/stacking diagrams, generatic equipment), fuel and electrical.
backbone for each design set
site plan, program) exhaust.
Establish contractor Major Mechanical design sets Utility company submissions,
22 Mechanical Engineer, Row 3
preferences defined get requirements
Set Target Cost Goals:
Target Value Design Established (by system): Initiate Target Value Cost Integrating Event: Whole >Establish subsystem Establish Site Logistic Plan Update Taget Value Cost Update Taget Value Cost
>Cost Modeling Tool Defined 23 CM / GC, Row 1 Model to allow continuous cost team to develop cost model performance criteria (trade-off Design Sets Model Model
>Approved Max. Total Project Cost (Based on design assumptions) updating and set based design inputs with Basis of Design
curves)
to establish probable cost
baseline. >Agree on decision making
Develop cost risk model for Material cost and availability process (A3 report)
24 CM / GC, Row 2
construction cost budget trends and forecasts >Set specific dollar value
goals by system
25 CM / GC, Row 3
Site Design Developed for
26 Civil Engineer, Row 1 Begin BIM / 3D model (team)
sign-off
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 16
Line Discipline Month 1-1 Month 1-2 Month 1-3 Month 1-4 Month 2-1 Month 2-2 Month 2-3 Month 2-4 Month 3-1 Month 3-2
Provide input to team on site
27 Civil Engineer, Row 2 Site and Utilities Survey
issues
28 Landscape Arch, Row 1
29 Structural Subcontractor, Row 1
30 Structural Subcontractor, Row 2
Construction preferences
Provide cost inputfor budget Monthly cost updates Provide cost inputfor budget
31 Electrical Subcontractor, Row 1 agreed to with Owner & Identify long lead items.
targets / target value (prerequisits, design changes) targets / target value
Engineer
32 Electrical Subcontractor, Row 2
Construction preferences
Provide cost inputfor budget Monthly cost updates
33 Mechanical Subcontractor, Row 1 agreed to with Owner & Identify long lead items.
targets / target value (prerequisits, design changes)
Engineer
34 Mechanical Subcontractor, Row 2
35 Exterior Wall Contractor
36 Fire Protection Contractor
37 Drywall Framing Contractor
Elevator/Vertical Transportaion
38
Contractor
Medical Equipment Planner:
Input from utility providers,
Provide input on Imaging
39 Others, Row 1 alternatives, cost/funds
equipment. Point load of >
matching?
1000 #.
40 Others, Row 2 Traffic Study Input
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 17
Month 3-3 Month 3-4 Month 4-1 Month 4-2 Month 4-3 Month 4-4 Month 5-1 Month 5-2 Month 5-3 Month 5-4 Month 6-1 Month 6-2 Month 6-3 Month 6-4 Month 7-1 Month 7-2 Month 7-3
SD-2 key stakeholders, i.e. O/A/CMGC Waste DD2: Schedule user Waste DD#3
SD-2 early or late engagement Validate it still fits in biz case Risk assess quantitative and
M & P systems agreement make recommendations based on Lat. system selected input document with A4's sign Owner sign off of program /
of key A / E / CMGC / O party programat selected milestones. D.L.L. qualitative (key milestones)
off's. planning
SD-4 User group / input process -
Risk assessment - quality and Validate it still fits in B17 case.
lack of project champion (results Medical equipment located
quantity (key milestones) D.L.L.
in avoidable changes)
Finalize MEP equipment Med gas outlets quantities per Complete interior elevations
Begin reflected ceiling plans Occupancy design complete. Begin Interior elevations Prelim Finish Schedule Finalize Fire life safety plan Medical equipment finalized
rooms/shafts room (including all devices)
Elevator specification Finalize site plan - accessibility Coordinate fire stop. Other
complete and utility connections details and submit.
Lighting design prelim RCP to consultants
Skin design set selected Begin Med Equip coordination
Geotechnical report accept
OHSPD Mtg No. 4 OHSPD Mtg No. 5 OHSPD Mtg No. 6 OHSPD Mtg No. 7
ept Development / Major systems, planning, SE: loading criteria SE: lateral design model SE: gravity design model SE: Specifications, secondary systems, connection details
king, site issues, initial code input. A/FLSO: prelim life safety plan,•program•site plans•building defined A/FLSO: site access, life safety plan•site utilities (tanks, fuel storage, A/FLSO: •primary building egress, smoke compartment, occupancies A/FLSO: •Upper level exiting plans (occ loads/travel dist, suites, occ
Criteria, Anaysis approach w/assumptions with adjacencies (e.g. I/B alignment)•prelim ADA•Exterior envelope etc.)•building defined with adjacencies (e.g. I/B alignment)•site defirned•site utilities final•site access/egress/ADA final•Roof plan. seps etc)•upper level ADA•exterior openings, louvers, etc.•upper
Mech/Elec: Site utilities POE, rieser diagrams, main equipment ADA•Exterior envelope cont. include curtain wall etc. Mech/Elec: Air riser diagrams and zoning, air equipment locate, level equipment plans and room names.
rooms and/or CUP defined Mech/Elec: Equipment layout main for rooms (prelim equipment list schedule and plan•electrical riser diagrams and prelim short circuit, Mech/Elec: Utility distribution routing•Finalized MEP rooms and
Present AMC's and redundancy defined), system diagrams cont., fuel, water and emergency generation plans, calcs, schedules. calcs•Med gas plant calcs and schedules•upper level power and
Reveiw and improve process. sewer storage strategy defined. Present AMC's lighitng plans prelim•upper level air distribution and specialty rooms
Present AMC's Reveiw and improve process. (e.g. isolation room design)
Reveiw and improve process. Present AMC's
Reveiw and improve process.
Basic foundation design Submit structural analysis for Coordinate fire stop. Other Complete typical details and
complete review details and submit. submit to OSHPD.
Structural plans 75% complete
Consult to architect on lighting
Prepare full spec (with Coordinate fire stop. Other Coordinate architectural or
In-house QC. Lighting calcs Detailed equipment schedules design, power outlet design,
electrical contractor) details and submit. design/structural calculations.
low voltage device design
Develop lighting fixture
schedule
Major equipment sized, Coordinate fire stop. Other Coordinate architectural or
In-house QC. Under slab utilities Start documenting design Complete air blance calcs.
located, specified details and submit. design/structural calculations.
Complete calculations for
building loads
Update Taget Value Cost Update Taget Value Cost Update Taget Value Cost CM/GC constructability input Update Taget Value Cost
Construction Logistics Plan
Model Model Model documented on A4 Model
Site utility plan Complete site utility design. Drainage design complete Complete Civil design.
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Month 3-3 Month 3-4 Month 4-1 Month 4-2 Month 4-3 Month 4-4 Month 5-1 Month 5-2 Month 5-3 Month 5-4 Month 6-1 Month 6-2 Month 6-3 Month 6-4 Month 7-1 Month 7-2 Month 7-3
Assist electrical engineer in
Select equipment.
preparing full spec
Select equipment.
Complete elevator shop
DGS review
drawings.
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 19
Month 7-4 Month 8-1 Month 8-2 Month 8-3 Month 8-4 Month 9-1 Month 9-2 Month 9-3 Month 9-4 Month 10-1 Month 10-2 Month 10-3 Month 10-4 Month 11-1 Month 11-2 Month 11-3 Month 11-4
Waste DD5 Waste DD6
Validate it still fits in biz case Plumbing fixture agreement - Target value design Validate it still fits in biz case Have the 3D work done by the
D.L.L. Owner and Architect. •Accurate concedptual cost D.L.L. design assist team at 50% SD and
estimating reworked at 100% SD.
No more architectural design
Plumbing fixture agreement -
Finalize finish schedule past this point (floor plans, Waterproofing complete.
Owner and Architect.
interiors)
Lighting fixture agreement -
Begin door hardware groups
Owner and Architect
Receive Structural Increment
for final approval
OHSPD Mtg No. 8 OHSPD Mtg No. 9 OHSPD Mtg No. 10 OHSPD Mtg No. 11
SE: Basement foundations, connection details, other anchorage SE: Diaphram design, connection details, upper floor equipment SE: Other details/calcs, lower floor equipment anchorage A/FLSO: •life-safety details•final interiors upper level•upper level fire
vel dist, suites, occ A/FLSO: •Lower level exiting plans (occ loads/travel dist, suites, occ anchorage A/FLSO: •Final lower level exiting plans•final lower level ADA•final alarm prelim•exterior enclosure details
seps etc)•lower level ADA•door Schedule prelim•lower level A/FLSO: •Final upper level exiting plans•final upper level ADA•final lower level equipment plans•fire proofing details•interiors upper Mech/Elec: •fire protection upper level•plumbing plans upper
equipment plans and room names. upper level equipment plans•fire proofing details•interiors upper level level•final site plans and site utility level•duct plans and airflow schedules upper level•electrical circuiting
Mech/Elec: Diesel system•Med gas (riser, calcs, alarms)•plumbing Mech/Elec: Diesel system final•electrical final load justification •Med Mech/Elec: •roof drain calcs, plans, riser•Med gas plans zoning and panels roof•fire/smoke damper locations upper level
fixture schedule•lower level power and lighitng plans prelim•lower gas plans zoning upper level•plumbing fixtures upper level•Upper lower level•plumbing fixtures lower level•lower level final room power Present AMC's
level air distribution and specialty rooms (e.g. kitchen exhaust design) level final room power and lighitng plans •misc mech equip and lighitng plans •misc mech equip schedules, plan location
Present AMC's schedules, plan location Present AMC's
Reveiw and improve process. Present AMC's Reveiw and improve process.
Reveiw and improve process.
Foundation / Structural Steel Package Complete
•Underground utilities, •all civil work required for OSHPD package, Skin details
•F/S mains, •all vertical components, •exiting / life safety,
waterproofing •exterior skin cfriteria, •equipment weights and
locations, •MEP backbone (*spaces, *verticals, *services), •basement
wall penetrations, •Tanks (*O2, *fuel), •ADA compliance•connection
details
Equipment finalized to
Penetrations complete See text box at structural.
structural
Final mechanical equipment to Equipment finalized to
Finish duct main design. Penetrations complete See text box at structural.
Electrical structural
SFD's to Electrical
Update Taget Value Cost Update Taget Value Cost Update Taget Value Cost Update Taget Value Cost
Model Model Model Model
Start of Site Prep Construction:
Major Utilities, Excavation/Fill, Site
drainage, Roadways (strategic to
construction activity)
Site Package for City Permit:
Civil work required for site-prep to initiate See text box at structural.
construction of foundations •Major
Underground utilities and utilities under
roadways, grading plans, site drainage.
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 20
Month 7-4 Month 8-1
Underground utilities and utilities under Month 8-2 Month 8-3 Month 8-4 Month 9-1 Month 9-2 Month 9-3 Month 9-4 Month 10-1 Month 10-2 Month 10-3 Month 10-4 Month 11-1 Month 11-2 Month 11-3 Month 11-4
roadways, grading plans, site drainage.
Steel shops complete
Select anchorage system
M&P equipment submittals Select anchorage system
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 21
Month 12-1 Month 12-2 Month 12-3 Month 12-4 Month 13-1 Month 13-2 Month 13-3 Month 13-4 Month 14-1 Month 14-2 Month 14-3 Month 14-4
CONSTRUCTION
CEQA compliance
DOCUMENTS 6 MONTHS
Complete door and window
Complete casework design Core/Shell/TI Package Submit Finalize equipment and order.
schedule
•Fully coordinated shop drawings (including seismic)
•For rooms containing major medical equipment: A/E provisions and
code complete to suit room type (system, not rough-in) for
equipment.
Structural Increment package Geotechnical report accepted
OHSPD Mtg No. 13 Approval (required!)
OHSPD Mtg No. 12 OHSPD Mtg No. 13 A/FLSO: •finishes and material final•misc attachment
A/FLSO: •life-safety details•final interiors upper level•lower level fire A/FLSO: •finishes and material submittals•misc attachment details•lower fire alarm final•misc details
alarm prelim•exterior enclosure details details•final interiors lower level•upper level fire alarm final•misc Mech/Elec: •fire protection lower level final•plumbing plans
Mech/Elec: •fire protection lower level•plumbing plans lower details lower level final•duct plans and airflow schedules lower level
level•duct plans and airflow schedules lower level•electrical circuiting Mech/Elec: •fire protection upper level final•plumbing plans upper final•electrical circuiting and panels lower level
and panels upper level•fire/smoke damper locations lower level level final•duct plans and airflow schedules upper level final•electrical final•fire/smoke damper locations lower level final
Present AMC's circuiting and panels upper level final and lower level
prelim•fire/smoke damper locations upper level final
Cladding package complete
Skin details Skin connection calcs
(when?)
Future State: Long term
Complete circuiting and supplier relationship with IT / Equipment cabling Equipment fit-out package as
Complete FA plans
detailed panel schedule design team for continuous package as late as possible. equipment ordered.
flow.
Equipment fit-out package as
Complete branch piping plans Complete branch duct design Complete F/S plans
equipment ordered.
Update Taget Value Cost Update Taget Value Cost Update Taget Value Cost
Construction Start
Model Model Model
Date
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Month 12-1 Month 12-2 Month 12-3 Month 12-4 Month 13-1 Month 13-2 Month 13-3 Month 13-4 Month 14-1 Month 14-2 Month 14-3 Month 14-4
Order steel (once steel
Start skin fabrication details Structural steel fabrication
package permitted)
Anchorage design complete
with calculation
Anchorage design complete
with calculation
Obtain local jurisdiction
Start elevator fabrication approval for civl and site
utilities
D:\Docstoc\Working\pdf\4d4e8b8c-2a46-44c4-b9b2-b79fd6a3fbe7.xls, 14 Month Design Phase, p. 23
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