Starting Smart Key Practices for Developing Scopes of Work for Facility Projects (2003) / Chapter Skim
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3. Preproject Planning Processes and Project Scopes of Work
3. Preproject Planning Processes and Project Scopes of Work
Pages 14-26
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From page 14... ...
Consequently, the building sector suffers from poor or incomplete project scope definition, frequently experiencing considerable changes that result in significant cost and schedule overruns (Gibson et al., 1997; Cho et al., 1999; Cho, 2000~. A standardized Preproject planning process, tailored to a specific organization, provides the foundation for development of effective project scopes of work.
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From page 15... ...
Inadequate or poor preproject planning has long been recognized as one of the most significant variables that can negatively affect a facility project (Smith and Tucker, 1983~. Inadequate project scope definition inevitably results in the need for changes, which in turn interrupt project sequencing and rhythm, cause rework, increase 1This figure was calculated from the 13 appropriations bills enacted for FY 2001, using line items for construction.
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From page 16... ...
Research results have shown that thorough preproject planning leads to improved performance (cost, schedule, and operational characteristics) for both industrial and building projects (Construction Industry Institute, 1995; 1996; 1997, 1999; Gibson et al., 1997; Wang, 2002~.
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From page 17... ...
The mean percentage of total project cost spent on preproject planning activities for all of the building projects in CII's database was 2.4 percent, which indicates a significant return on the investment of planning resources compared to total savings in budget, change orders, and time (Construction Industry Institute, 2000~. In summary, in the studies cited here and in many other investigations, preproject planning has proven to be 3The PDRI is a tool for measuring the degree of scope development on building projects (Construction Industry Institute, 1999)
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From page 18... ...
A typical preproject planning team is comprised of individuals representing a wide variety of functional groups with diverse priorities, requirements, and expectations. These individuals may be as varied as building managers, maintenance supervisors, construction managers, technical representatives, future tenants, scientists, military officers, or cabinet officials (Construction Industry Institute, 1995~.
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From page 19... ...
At a minimum, the team needs to include representatives from the business management group, operations group, construction, and often the general public, in addition to project management and design personnel (Construction Industry Institute, 1997~. It is often beneficial to structure a core team of five to seven individuals and to bring in representatives from additional key areas as needed.
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From page 20... ...
Periodic communication with stakeholders outside the preproject planning team will ensure timely input and their alignment with the project direction. This can be accomplished through team meetings, newsletters, e-mail, video conferencing, town hall meetings, and computerized information management systems (Construction Industry Institute, 1997~.
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From page 21... ...
It is critical to document these issues to provide a sound basis for developing the project scope of work. The lists given below and in succeeding sections are in order of highest to lowest importance (Construction Industry Institute, 1999~.
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From page 22... ...
; documenting design parameters, including code, regulatory, and user preferences; and identifying equipment requirements in detail. A partial list of the issues that should be defined prior to development of a scope of work for the detailed design of building projects (Construction Industry Institute, 1999)
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From page 23... ...
It should be noted that failure to address design and construction execution issues during preproject planning can severely impact the cost and particularly the schedule performance of a project (Construction Industry Institute, 1999~. · Procurement.
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From page 24... ...
The following overarching actions have been found to improve the effectiveness of preproject planning (Construction Industry Institute, 1995; 1997; Davis-Blake et al, 2001; National Research Council, 2001~: · existence and consistent use of a detailed preproject planning process, including formal approvals or decisions at the end of each phase or subphase; proved; · commitment to adequately tuna preproject planning activities and to support plans that have been ap· fostering an environment that makes no exceptions to conducting the preproject planning process; · development and use of effective practice metrics for the planning process and performance metrics for projects in order to facilitate improvement; · discipline to fully support the preproject planning process and to make project scope decisions during preproject planning rather than during detailed design and construction, since this can corrupt the process and lead to cynicism; and · support for the development and protection of a cadre of experienced project planners, including training programs, progressive assignments, and recognition. This last point warrants emphasis for federal agencies.
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From page 25... ...
The PDRI is adaptable to small project scope development. Experience has shown that it provides numerous benefits, including a: · checklist that a project team can use to determine the necessary steps to follow in defining the project scope; · list of standardized project scope definition terminology throughout the construction industry; · standard for rating the completeness of the project scope definition to facilitate risk assessment, prediction of escalation, evaluation of the potential for disputes, etc.; · means to monitor progress at various stages during the preproject planning effort and to focus efforts on high-risk areas that need definition; · tool that aids in communication between owners and design contractors by highlighting poorly defined areas in a scope definition package;
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From page 26... ...
This provides a structured approach to addressing sustainable design issues and meeting sustainable design objectives in project scope development. · Design Review and Checking System (DrChecksJ and Corporate Lessons Learned (CLLJ System, which allow online design reviews by multiple users, support feedback and comments, and capture lessons learned for future reference.
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