CPMC Cathedral Hill Hospital Project Look ahead planning at design and preconstruction

1. CPMC Cathedral Hill Hospital Project Look ahead planning at design and preconstruction “Lessons learned” Baris Lostuvali Jessica Kelley HerreroBoldt Southland Industries CHH Structural Cluster CHH MEP Cluster

2. Agenda • Project Background • Lean Design Principles • LPS process and look ahead planning • Future state • Q&A

3. CHH Project Background

4. CHH Project Background

5. CHH Project Background • Extension of urban core • Improved narrower profile • Appropriate to Van Ness Ave. character • Less ‘off site’ sun & view impacts • Massing sympathetic in height • and scale to the neighborhood • Improve downtown view

6. CHH Project Background

7. CHH Project Background

8. Set Based Design An iterative process of developing sets of solutions that satisfy cost, function and quality. Sets of solutions are advanced until the last responsible moment Sharing Incomplete Information Often Willingness of team members to continuously share incomplete information. Daily or at least weekly sharing of design and budget information. Design and budget evolve simultaneously Simultaneous design of Product and Process Product and process design decisions are made simultaneously. 3D Design / Modeling, and Digital Prototyping Use digital prototyping to integrate design and cost characteristics. Provide widespread access to the design model as it evolves. Lean Design Principles

9. Detailed design by specialty contractors and vendors Designers and engineers produce only those deliverables needed for permitting and needed by specialty contractors or other suppliers for detailing. Multidisciplinary Design Teams - Designers, Facility Users, Constructors, Major specialty contractors and suppliers are contracted early Value based proposal process. Specialty Contractors and Suppliers work together early in the Design Phase to simultaneously develop the design and budget. Multidisciplinary teams meet at least weekly. Production Planning and Management Production Planning and Management is applied during the Design phase using Constraints Analysis, and Weekly Work Plans. Design and budget production is planned and managed to emulate a continuous flow process. Project Based Production Management is formally applied using standard Lean Processes and Principles Lean Design Principles

10. Information flow - a typical design process External Constraints Deliverable External Constraints Deliverable External Constraints External Constraints Deliverable. Deliverable Deliverable Deliverable External Constraints courtesy of

11. Information flow – Typical tools • It’s not easy: • Paper-based updates • Chasing people down • Multiple scheduling technologies • Multiple CAD softwares • People are separated by: • Being in different organizations • Using different technologies • Having different processes • Having different experiences General Contractor Owner Architect Engineer Trade Partners

12. Information flow - Now we have the data… Great ! courtesy of

13. Information flow - Goal The right information at the right place at the right time

14. The Planning Scale Project Level Activities Phase Level Milestones Phase Level Activities Lookahead Tasks Work Plan Tasks Learning

15. Who is the Last Planner on CHH? • The Closest Management Person to the Actual Work Being Done within a Cluster Group • In Construction the Last Planner is Generally a Foreman • Last Planners will be Formally Designated and Coached

16. The Planning Leadership Cluster Groups – CG Leader IPDT – Production Planner IDPT – Master Scheduler Project Level Activities Phase Level Milestones Phase Level Activities Lookahead Tasks Work Plan Tasks Learning

17. Plan Development Detail

18. Master Schedule

19. Master Schedule – Primavera P6 Master Schedule with Phases

20. Master Schedule • Primavera P6 central database. • Web access. • Milestones based on Senate Bill requirements, OSHPD, Owner business plan, and IPDTeam.

21. Alignment Meetings

22. Alignment Meeting • Focus on next near milestones to better define the deliverables within the phases. • For each milestone. • Identify the customer. • Brief on each milestone. • Clarify Conditions of Satisfaction. • Verify Responsibilities. • Not a discussion about sequence, or time, or dates.

23. Phase Scheduling

24. Phase Schedule Session • Perform a Reverse Phase Schedule (sequence using pull methods). • Build the schedule in terms of pre-requisite work, information, materials, tools, etc needed to complete the successor activity. • Identify specific Constraints (constraints log). • Use 8x5 cards while someone generating live in P6 so that there is a distributable plan by the end of the session. • The Phase is the expanded detail within the Master Schedule

25. Look ahead Plan + Weekly Work Plan

26. Lookahead Schedule View – Primavera P6 6 Week Lookahead View Master Schedule with Phases

27. Lookahead Schedule to Lookahead Plan 6 Week Lookahead View View from Phase Schedule transfer to Plan Lookahead Plan informs Phase Schedule

28. Six Week Lookahead View to Lookahead Plan • P6 to Excel. • Filter 6 Weeks from P6 Phase Schedule to be used in the Cluster Group facilitated Excel Lookahead Plan. • There is more detail on the Cluster Group WWP+Lookahead Plan than there will be in P6. • The Lookahead Plan is the internal workings of the Cluster Group. • Allows for the Cluster Groups to modify their plan freely without constantly changing or confusing the Phase Schedule. • Production Planner with Master Scheduler compare the information. • Color coding and Shared IDs are cues for updating the Phase Schedule. • The Lookahead does not have to be in Excel, it is an easy format that almost anyone can comprehend.

29. Weekly Work Plan + Lookahead EXAMPLE

30. Weekly Work Plan + Lookahead Metrics Weekly Work Plan Lookahead Plan Constraints Prompt Shared ID Pull Lookahead onto WWP

31. Lookahead Planning Sessions • Start with a Six Week Lookahead View taken from the Phase Schedule. • Break week 1 and 2 of Phase Activities into Tasks that can essentially fit onto a Weekly Work Plan. • Review weeks 3, 4, and 5 to ensure that all constraints will be removed. • screen activities for constraints (materials, information, obstacles, permissions, anything hindering an activity from happening). • Achieve commitments to ensure the constraint removal. • The team only allows tasks to keep their scheduled dates if there is confidence that all constraints will be removed. • At this point planning is a regular non-formally scheduled meeting, it is part of everyday work.

32. Where are We? Constraint Log

33. Planning Cycles…. Monday Tuesday Wednesday Thursday Friday Phase Schedule Informed from Cluster Group Lookahead Plans MEP Equipment Trade Coord Core Group EIR Core Group Interior Exterior Sustainability Technology Structural 6WLA View Distribute Integrated Planning IPDT LP Meeting Master Schedule Informed from Phase Schedule Continuous Update of Planning Wall

34. Metrics • Percent Planned Complete (PPC) • Tasks Anticipated (TA) • Tasks Made Ready (TMR) • Categories of Variance • Tasks Repeated • Root Cause Analysis (5 Whys)

35. IPDTeam Last Planner Meeting – almost there • All are invited. • Brief Briefing on Phase Schedule. • Another forum to remove constraints. • 10 minutes each cluster group to report on current plan andmake requests, requires to be well prepared. • Not a working session (other than 5 Why). • Present root cause analysis (5 Why’s) from Cluster Groups that can be learned from as an IPDT. • Focus on learning from plan failures.

36. Integrated Planning Meeting Who attends? Master Project Scheduler and Production Planner. Cluster Group facilitators (representatives from both design and construction). Discuss and update the Phase Schedule as it relates to current areas of focus and concern. Forum to release constraints. A live P6 working session.

37. Where are We? Learning about how to take the detailed planning of the cluster groups to inform the master and phase schedule while recognizing the iterative ever changing nature of design. Not plan people to death. This is our future state and in the future it will look nothing like this.

38. Where are We? Identify the key interdependencies between clusters

39. Where are We? First Run Study

40. Future state • Traditionally, the design phases of projects suffer from: • Temporary organizations / departmental silos; • poor understanding of complexity; • inevitable iteration & rework; • unforeseen changes; & • inappropriate project management methodologies & tools • What is working now • The right information at the right place at the right time • Better foresight thru LPS and look ahead planning • Highlight the interfaces between disciplines • Co-location is effective and powerful • Integrating the design & development processes of all participants • What we are focusing on for future improvement • Identifying process ‘knots’ and options for unraveling them • Continuing to utilize appropriate management methodologies & tools • Using tracking metrics more to adjust current planning

41. THANK YOU ! What are your takeaways? What questions have been provoked? Baris Lostuvali Jessica Kelley HerreroBoldt Southland Industries