Achieving Design Quality

1. Achieving Design Quality Kent W. Peterson, P.E. P2S Engineering, Inc.

2. Design Quality is the Foundation for a Successful Project What is needed? Competence Communication Understanding Discretion Attention and care

3. Outline Defining Quality Quality Processes Typical Causes for Errors Proposal Stage / Negotiation Project Planning Quality Control and Reviews Owners Perspective

4. Defining Quality Quality is not the absence of defects, but the presence of value as defined by the customer Quality on a project is more than technical accuracy Defined in terms of the customer: Quality of work, service, information, processes, structure, people, systems, objectives, etc. Clients measure the quality of a project in terms of the impact of schedule, budget, and the deliverables on the project. It is the promises not kept, the communications not delivered, the milestone date which was ignored that leads to the perception of poor quality in the mind of the client. Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction. It is based on the participation of all members of an organization in improving processes, products, services and the culture in which they work.Quality on a project is more than technical accuracy Defined in terms of the customer: Quality of work, service, information, processes, structure, people, systems, objectives, etc. Clients measure the quality of a project in terms of the impact of schedule, budget, and the deliverables on the project. It is the promises not kept, the communications not delivered, the milestone date which was ignored that leads to the perception of poor quality in the mind of the client. Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction. It is based on the participation of all members of an organization in improving processes, products, services and the culture in which they work.

5. Who is the Customer? Your client? Their client? Anyone impacted by your work?

6. Engineer’s Ethical Obligations Yourself Public Client Profession The design professional's first responsibility is to oneself. The obligation is straightforward and simple: the design professional is to constantly seek to improve his or her professional knowledge and skill and to utilize those skills and knowledge in a reasonably careful and competent manner in their practice. In other words, the design professional is to strive to do a good job in all circumstances and thereby enhance his or her own reputation as well as the reputation of the profession as a whole. A design professional should always reflect on the consequences of his or her work on those outside of the contractual relationship between the design professional and the client. Consideration should be given to the relationship of the project to contractors, construction workers, users of the building, neighbors and the community at large. Precisely because these concerns are difficult to discern, they must be given primary attention. The design professional must consider the interests of the client and balance them against the interests of society generally. Engineers should serve their clients competently and in a professional manner, and should exercise unprejudiced and unbiased judgment on their behalf.  The ways in which this general obligation arise in the daily relationship between the design professional and his or her client can be broken down into five categories: a) Competence; b) Communication; c) Loyalty; d) Discretion; and e) Diligence. The design professional's first responsibility is to oneself. The obligation is straightforward and simple: the design professional is to constantly seek to improve his or her professional knowledge and skill and to utilize those skills and knowledge in a reasonably careful and competent manner in their practice. In other words, the design professional is to strive to do a good job in all circumstances and thereby enhance his or her own reputation as well as the reputation of the profession as a whole. A design professional should always reflect on the consequences of his or her work on those outside of the contractual relationship between the design professional and the client. Consideration should be given to the relationship of the project to contractors, construction workers, users of the building, neighbors and the community at large. Precisely because these concerns are difficult to discern, they must be given primary attention. The design professional must consider the interests of the client and balance them against the interests of society generally. Engineers should serve their clients competently and in a professional manner, and should exercise unprejudiced and unbiased judgment on their behalf.  The ways in which this general obligation arise in the daily relationship between the design professional and his or her client can be broken down into five categories: 

7. Albert Einstein “Concern for man himself and his fate must always form the chief interest of all technical endeavors, … in order that the creations of our mind shall be a blessing and not a curse to mankind. Never forget this in the midst of your diagrams and equations.” “Everything should be made as simple as possible, but no simpler”

8. Five Traits of a Quality Firm Effective communication Effective leadership Teamwork Continuous improvement culture Devotion to customers and service Effective leadership includes: Providing a shared purpose and vision of the future Strong, principle-centered, governing values (ideals upon which decisions are based) Enabling others – setting people up for success (teach, train & coach) Teamwork Synergy, creativity and improved productivity Encourage team problem solving Effective communication Pre-requisite to developing trust Effective meetings Continuous, measurable improvement Firms must develop this culture Individuals or teams identify issues or problems and seek to solve them Challenge existing processes Customer Satisfaction Everything above applies to the customer Customer service (relationship building, listening, communicating, be trustworthy) Effective leadership includes: Providing a shared purpose and vision of the future Strong, principle-centered, governing values (ideals upon which decisions are based) Enabling others – setting people up for success (teach, train & coach) Teamwork Synergy, creativity and improved productivity Encourage team problem solving Effective communication Pre-requisite to developing trust Effective meetings Continuous, measurable improvement Firms must develop this culture Individuals or teams identify issues or problems and seek to solve them Challenge existing processes Customer Satisfaction Everything above applies to the customer Customer service (relationship building, listening, communicating, be trustworthy)

9. Processes Impact Quality Education & training Mentoring & coaching Technical resources Design standards Project planning & management Project communication & records Risk management There are many processes in a design firm that can impact quality.There are many processes in a design firm that can impact quality.

10. Cause for Erorrs#@$! Budget constraints Complexity of the design Time constraints Inadequate information

11. Cause for Erorrs#@$! Inappropriate staff Poor communication Inadequate checking procedures Lack of project purpose or vision

12. Pre-Proposal Evaluation Quality on a project starts with choosing the right projects Evaluate opportunities rationally Utilize a Go / No Go decision making process

13. Go/No Go Decisions Current workload Profit potential Project viability / risk Selection process Competition Skills and experience Location Client Cost to pursue

14. Proposal Process Client’s needs are researched and understood Scope of services is prepared Assumptions are documented Schedule & budget are developed Project team is designated There are three main elements to the description of the scope of services: A statement of understanding – demonstrate knowledge of what client needs and desires The project approach – what approach will the firm use or how you intend to execute the project A detailed scope of services – tasks to be performed – logical to client Common Budgeting Processes Zero-based budgeting is the most common method. You begin with a list of tasks, estimate staff hours per task and multiply by the labor rate for each staff type. Downward budgeting begins with the value of the project (fees). You can then determine how many hours can be used to meet this fee. An example of unit cost budgeting would be a cost per sheet. There are three main elements to the description of the scope of services: A statement of understanding – demonstrate knowledge of what client needs and desires The project approach – what approach will the firm use or how you intend to execute the project A detailed scope of services – tasks to be performed – logical to client Common Budgeting Processes Zero-based budgeting is the most common method. You begin with a list of tasks, estimate staff hours per task and multiply by the labor rate for each staff type. Downward budgeting begins with the value of the project (fees). You can then determine how many hours can be used to meet this fee. An example of unit cost budgeting would be a cost per sheet.

15. Goal of Negotiation What is your goal when entering a negotiation? Dialogue for the purpose of satisfying your interests Method is to focus on their interests

16. Negotiation Tips Don’t make promises you can’t keep Know your Best Alternative to a Negotiated Agreement (BATNA) Focus on interests and not positions Figure out your interests Research client’s interests

17. What is Project Planning? Taking the broad, conceptual goals of a project and systematically dividing them into small, manageable tasks

18. Have You Been Down This Road? Project initiation Wild enthusiasm Disillusionment Chaos Search for the guilty Punish the innocent Define the requirements Stages of improper project planning: Project initiation Wild enthusiasm Disillusionment Chaos Search for the guilty Punishment of the innocent Definition of the requirements Stages of improper project planning: Project initiation Wild enthusiasm Disillusionment Chaos Search for the guilty Punishment of the innocent Definition of the requirements

19. Wasted Time and Money Unplanned projects can spend a considerable amount of the project budget on: Tasks that need not be done Tasks which must be done over Redoing work that has not been properly coordinated between disciplines Exploring more design options than the budget allows Our goal is to minimize these activities on a project.Our goal is to minimize these activities on a project.

20. Components of Project Planning Project Definition Schedule Budget Quality Control Plan

21. Project Definition Project objectives Contract scope Design criteria or Basis of Design Task list Objectives must be specific, realistic, measurable and verifiable. A clear understanding of the larger goals the customer has for the project: Why is the project being undertaken? What problem should it solve? What opportunity will it create? What are the surrounding circumstances, constraints, etc? Project contract scope must be communicated to all team members Design criteria will document the basis of design. This includes: Applicable codes and regulations Specific standards that need to be considered Design conditions Applicable utilities and tariffs A task list defines the details of what design tasks need to be done. A task typically should meet the following three criteria: It must have a definable scope of work It must have a definable duration There must be a level of effort to complete the task Objectives must be specific, realistic, measurable and verifiable. A clear understanding of the larger goals the customer has for the project: Why is the project being undertaken? What problem should it solve? What opportunity will it create? What are the surrounding circumstances, constraints, etc? Project contract scope must be communicated to all team members Design criteria will document the basis of design. This includes: Applicable codes and regulations Specific standards that need to be considered Design conditions Applicable utilities and tariffs A task list defines the details of what design tasks need to be done. A task typically should meet the following three criteria: It must have a definable scope of work It must have a definable duration There must be a level of effort to complete the task

22. Project Schedules What does a client want to see when you develop a project schedule? Authority Involvement Commitment Communication Sense of Urgency Consistency of Team

23. Project Budgets Task budgets should be estimated and shared with the project team Quality assurance and quality control should be included in the project budgets

24. Quality Control Plan Components Which documents should be reviewed? Who should review them? When should be reviewed? Types of reviews required? The budget allotted for review

25. Improving Quality Assurance Things you can do to improve QA on your project: Incorporate QA into your budget Make realistic assignments Dealing with project complexity Develop realistic schedules Provide an enjoyable working atmosphere React quickly to symptoms and problems

26. Types of Reviews Concept Review – one or more independent reviewers check the basic concepts on which the project is based. Discipline Review – An independent, experienced person from each discipline checks the applicable calculations, drawings and specifications produced by that discipline Interdisciplinary Review – One or more individuals perform a review to assure consistency and identify interferences between disciplines

27. Types of Reviews Drawing-Specification Cross Check – Conducted by a checker who reviews the specifications, page-by-page. They will identify information that will also appear on the drawings, and check for inconsistencies between the drawings and the specifications. Vendor Review – Equipment and material suppliers are asked to identify equipment incompatibilities, specification exceptions and inappropriate application of materials.

28. Types of Reviews Constructability Review – A technically correct design may be difficult to impossible for a contractor to bid or construct. Operability Review - Conducted by the individual responsible for operating and maintaining the completed facility. The purpose is to identify aspects of the design that will make the facility difficult to operate or maintain.

29. Owner’s Perspective

30. Owners Perspective on Design Find out what owner wants Discuss alternatives Find out how big things need to be Show the owner some concepts, iterate Talk with code officials Manage project budget Receive approval to move forward

31. Communicate Design Don’t Dry bulb, wet bulb CFM Btuh Control point is $1000 Talk down to owners Trade names Do Comfort Temperature Humidity Indoor air quality Control options Payback (ROI) Find the “proper level” of communication

32. Suggestions to Design Professionals Communicate, Communicate, Communicate Listen, ask good questions and document Options with advantages and drawbacks Both when problems arise and when the project is going well

33. Further Information ASHRAE Member’s Survival Guide ACEC QM Guidelines to Practice, Publication 291-03, September 2003 Victor O. Schinnerer www.schinnerer.com

34. Summary As engineers, we should always remember our ethical obligations to ourselves, the public, our client and the profession. Quality design practices are the cornerstone to successful projects