Collaborative Planning in Design Workshop Oslo, June 24, 2014 Agenda 1. Background for the guide 2. Some theoretical foundations 3. Main elements 4. “Integrated methodology for design management” • A research project The background 1. In 2008 Veidekke introduced the guide “Collaborative planning in production”. • It helped make better performance in the projects that used it. 2. We believed the same planning technics used in production could be applied to the design process. 3. For 3 years a group within Veidekkes design management network worked on the guide. • “Collaborative Planning in Design” was introduced in June 2013. The guide 1. 2. Two Guides to “Collaborative Planning” • one in production and one in design The guides can • be adapted for use in based on type and size of the project • be used with “Low Tech” technics different projects Some theoretical foundations 1. Both design and production are value creating processes consisting of transformations and flows Koskela (2000): An Exploration Towards a Production Theory and its Application to Construction 2. Both design and production can be managed through the Last Planner System Ballard (2000): The Last Planner System of Production Control 3. There can be pooled, sequential and reciprocal interdependences between tasks Thompson (1967): Organizations in Action 4. Both design and production are logistical, economical and social processes Andersen, Bølviken, Dammerud, Skinnarland (2008): Approaching Construction as a Logistical, Economical and Social Process 5. Dialog is a precondition for design Bølviken; Gullbrekken, Nyseth (2010): Collaborative Design Management The start-up process ■ In Veidekke we believe in the importance of a good start-up process of a project ■ Therefore we focus on the startup process as one of the main elements in CPD Meetings The scheduling system Design and production plans are based on the same strategic plans Operational plans are connected Weekly work plan for design Lookahead Schedule for production The scheduling system In ”Turn Key Projects” parallel design and production is part of the concept. This is challenging because of the little time span between design and production Design Production Time span 9 The scheduling system • • The time span between “Design Complete” and production is aimed to be 4 weeks CPD helps control this 11 6 conditions for a sound design activity Bølviken, Gullbrekken, Nyseth: Collaborative Design Management (IGLC 18, 2010) Veidekke: Involverende planlegging i prosjektering - Veileder PPC Action plan in the design phase Week 48/13 (average 91%) Responsible for delay Week 51/13 (average 73%) Week 6/14 (average 81%) 90% 98% 83% 93% 97% 80% 78% 84% Reasons for delays in action plan Week 48/13 Week 51/13 Week 6/14 (total number of delays 17) (total number of delays 33) (total number of delays 50) Meetings Importance of agenda in ICE session 17 BIM Integrated Methodology For Design Management Main goal: New methodology for design management 1. To develop a theore cal based understanding of the design process in a construc on based project. 2. To develop a theore cal and prac cal based methodology for design management in a construc on based project. Designing as a learning process Transfer of knowledge between design and construc on Organizing systems of planning and decisions Contents: • Professorate • Other Research Contents: • 2 PhD • Other Research Contents: • Other Research Ins tu on: • NTNU • UIA Ins tu on: • NTNU Ins tu on: • NTNU Measurement of learning, communica ng, & knowledge transfer. Contents: • Other Research Ins tu on: • NTNU Theore cal Founda on: The combina on of two logics for design management 1. Sequen al logic: How to coordinate, plan & control progress in the design process 2. Reflec ve logic: How to govern an unpredictable design process www.iglc2014.com