William.tippin.update

NASA’s Next Generation Facilities

William Tippin, DM, CMCJune A. Grant, AIA, LEED APEdward Weaver, AIA, LEED AP

February 2010

Academy of Program / Project & Engineering LeadershipProject Management Challenge 2010

Used with Permission

http://www.nasa.gov/offices/oce/appel/home/index.html�

• Situational analysis & problem statement• Research model• NASA Renovation by Replacement (RbR)

platforms– Ames N232 Sustainability Base– Langley New Town AOB1 facility

• Summary: RbR critical success factors

Presentation Outline

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• Facilities critical to mission success• Designed for 1960’s missions• NASA Facility Condition Index (FCI)• CoF under-funded

Situational Analysis: NASA’s Facility Infrastructure Assets

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• Real Property Facility Capital Plan 2008– Integral to program and project planning – New real property: meet mission requirements– Continuous evaluation of assets– Leverage maximum potential of property– Sustain, revitalize, modernize

• Facility Capital Plan Tactic– Renovation by Replacement (RbR)

Situational Analysis: NASA’s Facility Infrastructure Assets

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Problem Statement

• PM 2010 Challenge Question– What are the infrastructure challenges?– How are these challenges being tackled?

• Problem Statement– How can NASA successfully design and

construct new facilities within the RbR context?

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• Methodology for RbR analysisLink the following:

– 5 Program Management Process Groupsas identified in the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute (PMI)

– Critical Success Factors

Research Model: Platform Methodology

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Project Management Group Process

Planning

Execution Close -Out

Monitoring &

Controlling

Initiation

Final Result

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Project Initiation Process Group

Research Model: Project Management Group Processes

“… a new project obtaining authorization to start the project. Initial scope defined and financial resources obligated” (PMI PMBOK pg. 44).

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Planning


Monitoring&

Controlling

Initiation

Final Result


Project Planning Process Group

“…establishes total scope of effort, define and redefine objectives & develops course of action required to obtain those objectives” (PMI PMBOK pg. 46).

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Planning


Monitoring&

Controlling

Initiation

Final Result


“…performed to complete the work defined in the project management plan to satisfy the project specifications” (PMI PMBOK pg. 55).

Project Execution Process Group

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Planning


Monitoring&

Controlling

Initiation

Final Result

Project Monitoring & Controlling Process Group


Planning


Monitoring&

Controlling

Initiation

Final Result

“… processes required to track, review and regulate the progress & performance of the project” (PMI PMBOK pg. 59).

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Project Close-Out Process Group


“…processes performed to finalize all activities across the project process groups to formally complete the project” (PMI PMBOK pg. 64).

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Planning


Monitoring&

Controlling

Initiation

Final Result

What is a CSF?

“Critical success factors are events, circumstances, conditions, or activities that require special attention because of their significance.

“They can be internal or external and can influence success either positively or negatively.

“Their essential character is the need for a special awareness or early warning system to avoid unpleasant surprises or missed opportunities” (Dickson, Ferguson and Smith, 1984).

Technology Strategy Program Management Implementation Model

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Platform # 1: NASA Ames Sustainability Base

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Vision of Shared Campus

NOI for NASA Research Park EIS

Final EIS, Record of DecisionNASA Ames Development Plan

Phase One of University Implementation

Technology Campus Planning Partnership

Present – More than 50 Industry& University Partners

NASA Ames Sustainability Base

Project Context: Master Planning Process

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Project Context: Renovation by ReplacementOutdated FacilitiesDemolition completed after FY08

Building Built Age079 1944 65083 1944 65093 1946 63113 1944 65118 1944 65119 1944 65346 1950 59347 1942 67350 1950 59351 1950 59367 1948 61470 1933 76472 1961 48539 1972 37540 1972 37

59.4Average Age:

Age of Facilities for Completed Demolition Projects (post FY08)

The average age of facilities demolished - over59 years. Total Demolished Facilities - 75,815 SF

Facilities to be demolished

Planned RBR 2 Facility (N268)


RBR 1Sustainability Base(N232)

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Project Initiation

Project Planning

Project Execution

Project Monitoring & Controlling

Project Close-Out

Process GroupsNASA Ames Sustainability Base

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Four Governing Principles– Create a Compelling Business Case– Realize a High-Performance Building– Incorporate NASA Technologies and

Engineering Approaches– Meet Budget and Schedule Delivery Date:

• $26m / July 1, 2009 (9-month design schedule vs. typical 18-months for same size and type)

Initiation

NASA Ames Sustainability Base Process Group

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Critical Success Factors


Critical Success Factors: Initiation– Widen the lens with a view to “intent” vs. “compliance”

• Re-examine the scope and read for intent. Regulations and Executive Orders are guidelines.

• Look beyond prescriptive guidelines to arrive at the intent. Ask what it is that matters that prompted guidelines to be created.

When the intent is understood, then creative solutions are possible.

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The Eco-Framework– Principles: unchanging

values– Goals: achievable objectives– Strategies: means and

methods– Measureable Targets:

quantifiable outcomes– Verification & Update:

metrics used to assess effectiveness of applied strategies

Planning


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Critical Success Factors: Planning– Time + $ = Team, tools and techniques

• The best team includes a combination of seasoned veterans as well as new enthusiasts. Each acts as a catalyst to the other to prove viability of opinions.

• Application of the most appropriate tools and sometimes untried tools were required to meet project goals. BIM and Energy Modeling.

• To achieve desired outcomes, early design phases included application of a new integrated design process.

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The Eco-Framework– Goal 1 or 4: Create a highly flexible, collaborative and healthy work

environment that encourages productivity and reduced employee costs.

– Design Strategy: Optimize daylight and natural ventilation in order to reduce mechanical and electrical costs and provide healthy air.

– Benchmarks + Metrics: Minimum LEED NC Credit 8.1 (25fc at desk height in 75% of all regularly occupied spaces).

– Results: The building achieves reasonable natural daylight levels during most seasons and is augmented by task lights during low light levels.


Execution

Process Group

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Critical Success Factors: Execution– Executive level support in times of “Black Swan”

events• All projects will encounter unexpected events.• Events outside the Project Manager’s authority are “Black

Swans.” Without support at the Executive Level, “Black Swans” can threaten the potential to achieve project goals.

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The Eco-Framework: Whole-Building Design Instrumentation

Monitoring & Controlling


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Critical Success Factors: Monitoring & Controlling– Understand funding streams and facility management

processes• Energy goals were achievable only through understanding

the campus energy acquisition processes and incentive programs.*

• Water Goals for the building included an approach that benefited the entire campus. This shared-campus benefit enabled goals to be achieved through budgets external to the project.

* e.g. California Solar Initiative for government customers; Pacific Gas & Electric Non-Residential Retrofit Program & Self Generation Incentive Program (SGIP)

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Verification– Results: reduced operating costs

Close-Out


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Critical Success Factors: Close-Out– Real-time BIM model facilitates rapid response during

bid process• The bid process is a very active period. However, with the

BIM Model, disciplines were able to clarify, update, coordinate and re-issue complete drawings quickly.

• While not technically a success factor, an added benefit to date of the BIM model has been the ability to go straight to computer-aided manufacturing (CAD/CAM).

• The model being updated during construction and is scheduled to be the ‘as-built’ 3D record for Facilities Management use once the construction is complete.

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Critical Success Factors Per Phase– Initiation: Widen the lens with a view to “intent” vs.

“compliance”– Planning: Team, tools and techniques– Execution: Executive level support in times of “black

swan” events– Monitoring & Controlling: Understanding funding

streams and facility management processes– Close-Out: Real-time BIM model facilitates rapid

response turn-around time during bid process

Create a Compelling Business Case

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Summary: 4 Governing Principles / Results– Create a compelling business case

• 90% reduced energy consumption

• 87% reduced water consumption

– Realize a high-performance building• LEED Platinum Registered

– Incorporate NASA technologies and engineering approaches

• Solar panels + DASH monitoring are original NASA research

– Meet budget and scheduled delivery date ($26m / July 1, 2009)

• $21m: bid price; June 30, 2009: design documents delivered

Platform # 1: NASA Ames Sustainability Base

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Platform # 2: NASA Langley AOB1

Administration Office Building One (AOB1)30

NASA Langley AOB1 Overview / Context

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NASA Langley AOB1

NASA Langley Research Center

Overview / Context

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NASA Langley AOB1

New Town – Core Campus

Overview / Context

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NASA Langley AOB1 New Town Phasing Plan

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Phase 1 – Administration Office Building One (AOB1)35


Phase 2 – Integrated Engineering Services Building (IESB)36


Phase 3A – Engineering Building One (EB1)37


Phase 3B – Engineering Building Two (EB2)38


Phase 4 – Engineering Building Three (EB3), B1219 Renovation39


Phase 5 – Administration Office Building Two (AOB2), B1230 Reno.40

NASA Langley AOB1 Leadership Collocation Plan

Office of the DirectorOffice of the Chief CounselOffice of the Chief Financial OfficerOffice of Human Capital ManagementOffice of ProcurementSystems Management Office

Platform for Leadership Mission at Langley Research Center41

NASA Langley AOB1 Leadership Collocation Plan

1219, 1195, 1195A, 1195B, 1195C, 1152 ►► AOB142

Process Groups

Project Initiation

Project Planning

Project Execution

Project Monitoring & Controlling

Project Close-Out

NASA Langley AOB1

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The importance of…– Assembling the Right Team

• The right players, with the right skills– Putting First Things First

• Early resolution of scope and budget– Establishing / Preserving /

Transmitting a Common Vision• Visioning sessions, program validation

– Making Timely Decisions• Prioritizing based on mission goals


NASA Langley AOB1

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Initiation

NASA Langley AOB1

Selecting partners with the expertise and experience required for the program/project

Preparing in advance by doing your homework

Process Group

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Initiation

NASA Langley AOB1

Initiation

ContextCraftDetailTechnologyInnovation

Process Group

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Critical Success Factors: Initiation– Assembling the right team– Putting first things first

NASA Langley AOB1

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NASA Langley AOB1

Planning

Cost modeling baseline with understanding of specific project issues

Reconciliation with proposed program / scope

Use of options, contingencies, unit costs

Process Group

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Visioning Session– Building Image– Organization & Culture– Space Solutions– Technology / Sustainability– Site Opportunities & Constraints

Planning

NASA Langley AOB1 Process Group

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Planning

NASA Langley AOB1

Askingthe RightQuestions

Listeningto the Answers

Process Group

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Planning

NASA Langley AOB1



Process Group

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Planning

NASA Langley AOB1



Process Group

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Planning

NASA Langley AOB1



Process Group

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Planning

NASA Langley AOB1



Process Group

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Key Project Drivers– Sustainability

• Reduced O&M costs, energy efficiency, low environmental impact, occupant comfort, LEED

– Interior Environment• Operational efficiency, functionality, daylighting

– Pedestrian Orientation• Support goal of a pedestrian-focused campus core

– Presence• Set the tone for a revitalized LaRC

Planning

NASA Langley AOB1 Process Group

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Planning

NASA Langley AOB1

Detailed user group and stakeholder programming meetings

Site planning charrettes, GIS coordination, geotechnical studies, utility and topographic surveys, LEED

Process Group

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Critical Success Factors: Planning– Putting first things first– Establishing a common vision– Making timely decisions

NASA Langley AOB1

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Execution

Monitoring & Controlling

NASA Langley AOB1

Collaborative design sessions and charrettes, on-board review meetings, BIM implementation

Interior layouts, early furniture planning, AV, IT, security requirements

Process Group

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Critical Success Factors: Execution and Monitoring & Controlling– Putting first things first– Preserving a common vision– Making timely decisions

NASA Langley AOB1

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Close-Out

NASA Langley AOB1

Bridging Doc / BIM model transmission to Design-Builder

Supporting final design and construction process

Not the end…… a transition.

Process Group

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NASA Langley AOB1

Critical Success Factors: Close-Out– Transmitting a common vision– Making timely decisions

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Summary: Key Project Drivers / Results– Sustainability

• Targeted for LEED Gold, utilizing ground source geo-exchange system, living roof, photovoltaics, lighting system controls

– Interior Environment• Maximized daylighting and views, simplified circulation, open

floor plan, and flexible floor, wall and furniture systems

– Pedestrian Orientation• Prominent multidirectional pedestrian linkages, various outdoor

amenities, building located close to central core

– Presence• Presents a bold and modern image to both incoming traffic to

LaRC and to inner campus

Platform # 2: NASA Langley AOB1

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Project Management Group ProcessesProject Management Group Process

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Planning


Monitoring &

Controlling

Initiation

Final Result

Questions & Answers? ? ? ? ?

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