evaluations An unsuccessful project? An unsuccessful project? An - - PowerPoint PPT Presentation

Effective post project evaluations

An unsuccessful project?

An unsuccessful project?

An unsuccessful project?

A successful project?

Agenda for today

Who are LCMB? The context for post project evaluation The project lifecycle Post project evaluation methods Post occupancy evaluation methods Why undertake post occupant evaluations? What is the value of conducting post project evaluation? Conclusions Q&A

Why do projects go wrong? My top tips for project success

Who we work with?

Government Soft Landings (GSL)

Government Construction Strategy

This identified need to improve public sector construction and contribute to growth and efficiency through a number of means. One of these was: “Delivering alignment of design & construction with operation and asset management.” This is by building on the BSRIA Soft Landings Framework to look at the project stages of:

• 1. Inception and briefing
• 2. Design Development
• 3. Pre-Handover
• 4. Initial Aftercare
• 5. Aftercare 1 – 5 years after handover

GSL policy – launched Sept 2012

Delivering alignment of design and construction with

• peration and asset management. Based on the

BSRIA Soft Landings Framework to ensure GSL applied to project stages:

1. Inception and briefing 2. Design Development 3. Construction 4. Commissioning, Training & Handover 5. In Use & Aftercare 1-3 years after handover

Output: Government Soft Landings Policy agreed by Government Construction Board Sept 2012 to be mandated in 2016 in alignment to BIM Level 2.

UNCLASSIFIED

Post Occupancy Evaluation & Aftercare

Perception of contractors by operators was one where they walk away from completed projects and leave client and building management teams to guess how buildings work or review reams of manuals. Designers have not been incentivised to identify if the design has met the business needs. GSL will bring a new focus to:

• Aftercare: Through handover and initial occupancy

through a developed and resourced plan.

• Post Occupancy Evaluation: Establish success of
• utcomes against expectations and feedback.
• Standardised measurement key – TM22/BUS being

explored

• Automatic population of CAFM from BIM data sets

through COBie

GSL timeline

UNCLASSIFIED

2011

GSL Task Group Formed

2012

GSL Policy Approved

2013

GSL Guidance Documents Published

2014

PAS1192.3 Published

2015

Embedded in government departments

2016

Mandated for all Government Projects

Design £100K Construction

Getting building projects right is important

“£200M”

Business Costs

“£5M”

“£1M”

Operation and Maintenance Process Push User Pull

Outcomes

“£250-£2000M”?

How do you evaluate project success?

Post Practical Completion reviews

• Tactical

Cost outturn Quality outturn Time outturn

• Strategic

Project objectives Value – people, organisation, stakeholders Flexibility – won the battle & lost the war

• And do not forget those area of extra added value

Competitive advantage Productivity gains Life cycle gains Learning

How do you evaluate project success?

What is post occupancy evaluation?

Regular collection and review of

• ccupier satisfaction
• space utilisation
• resource consumption

Plan, do, check, act

Focus for post project evaluations

Process evaluation The delivery of the project The operational management of the building Functional performance evaluation Strategic value, aesthetics & image, space, comfort, amenity, serviceability, operational cost, life-cycle cost, operational management Technical performance evaluation Physical systems, environmental systems, adaptability, durability

Post project evaluation

Operational reviews – looks back over project 3 to 6 months after occupation Project review – looks back at the building in use 12 to 18 months after occupation Strategic review – look back and forward for longer term 3 to 5 years after occupation Cost typically 1% of capital to undertake effectively.

Post project evaluation tools

• Occupant survey questionnaires
• User interviews and surveys
• Walk through observations
• Metering and sub metering reviews
• Maintenance and operating cost reviews
• Customer and other stakeholder feedback

Qualitative methods – observation, interview, focus groups, workshops Analytical methods – questionnaire, measurement, benchmarking.

Who can help?

Users Stakeholders Customers Peer group FM managers Academics Architects etc. Specialists

Design £100K Construction

Why undertake post project evaluations?

“£200M”

Business Costs

“£5M”

“£1M”

Operation and Maintenance Process Push User Pull

Outcomes

“£250-£2000M”?

Post Occupancy Evaluation advantages

• Failure to engage users and poor handover cause 30% reduction in

building performance

• Public Authorities using POE report significant benefit – cost, worker

productivity

• Somerset County Council used POE to evidence the basis for 46% office

space cost reduction

Conclusion

POE delivers benefits – investment optimisation and learning 1:5:200 – leverage your effort for maximum benefit Leadership, governance, process and planning Manage the building project lifecycle – particularly the early stages And remember POE will be mandated on all projects from 2016

Questions

?

Download our presentation and POE reports at http://www.lcmb.co.uk - downloads

Why do building projects go wrong?

Project phase Typical problems Concept

• Poor definition of brief
• Lack of clarity on
• bjectives
• Lack of definition of project

boundaries

• Lack of definition of project

stakeholders

• Poor definition of project

success

• Allocation of roles &

responsibilities

Why do building projects go wrong?

Project phase Typical problems Design

• Brief
• Poor selection of design

team / skills

• Poor project and risk

management

• Articulating value
• Managing stakeholders
• Poor capex / opex

processes / decisions Pre-construction

• Inappropriate commercial

strategy

• Poor procurement / tender

management

• Inappropriate selection of

supply chain

• Poor programme / risk /

value management

Why do building projects go wrong?

Project phase Typical problems Construction

• Technical risk
• Time risk
• Cost risk
• Quality risk
• Disputes
• Change, unknowns &

force majeure Testing & commissioning

• Insufficient planning and

time

• Insufficient rigor
• Lack of stress testing
• perational modes
• Poor training and

familiarisation

Why do building projects go wrong?

Project phase Typical problems Project completion

• Defects
• Account resolutions
• Information
• Training and

understanding Operation

• Lack of knowledge
• Inflexible space / systems
• Changing requirements
• Performance differs to

intent

• Servicing and fine tuning

My top tips for project success

End to end project sponsor – nominate one and stick with them Project process – adopt one and use it Design and supply chains – choose the right skills and people Review cycle – plan, do & review and adjust and plan……. Ensure you always keep the end in mind – never compromise on the key

• bjectives

Get user and FM input at every key gateway and use 3rd party independents to give a unbiased view