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Developed by:
without Architects, Engineers, and Constructors, and the facilities and civil infrastructure systems we envision, plan, design, build, and maintain, in response to the problems, needs, opportunities, and desires of a broad and diverse range of stakeholders?
So the question is: What if Architects, Engineers, and Constructors could no longer do
What we do...
Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System
...how we do it...
Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System Compatibility
Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System
(Inspired by M. Vorster)
QuickTime and a TIFF (Uncompressed) decompressor are need ed to see this picture.
Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System
Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System Compatibility
Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System
(Inspired by M. Vorster)
So, lets take a quick and closer look at the Architecture, Engineering, and Construction (AEC) Industry
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It is large
Global U.S. Domestic Construction Renovation Maintenance Materials $ $ $ $ $ $ 3.2 T 1.1 T 710 B 282 B 148 B 353 B
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It is diverse
Single-family homes Townhouses Apartments Condominiums Other Residential Dams Highways Airports Pipelines Other
(34%)
Refineries Power Plants Steel Mills Heavy Manufacturing Other
Source: Jack Snell, NIST
Owners Users Developers Clients Others Planners Designers Contractors Communities Others
Investors Users Consumers Dependents Others Regulatory Agencies Manufacturers Suppliers Financiers Others
(Jain et al. 1994; Halliday 1994; Vanegas 1987; Hendrickson & Au 1989)
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It continues to grow
Total land area in U.S. = 1.94 billion acres Developed land in U.S. (excluding Alaska): 98.2 million acres Increase from 1982 to 1997: 34% Average annual increase: 2.3% Increase in urbanized land relative to population growth: 2.65 times the rate of population growth and much more
(EBN 2001)
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It continues to evolve
170,000 commercial buildings constructed annually 44,000 commercial buildings demolished annually 1.6 million new homes built annually (1.3 million single family) 245,000 housing units demolished annually and much more
(EBN 2001)
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It leaves a legacy
4.6 million commercial buildings 101.5 million homes (63.8 single-family) 425,000 brownfield sites 4 million paved miles 35.4 million square miles total paved surfaces (public roadways, paved parking areas, and driveways) More than 50% of wetlands lost in the lower 48 states between the late 1700s and the mid-1980s and much more
(EBN 2001)
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Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS)
(Inspired by D. Roberts)
Impacts to Humans
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So, what can we do to slow, reduce, and eliminate these impacts, and even restore conditions to a better state?
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Engineers
Businesses
Social Scientists Non-governmental Educators Organizations (NGOs) Physical Scientists Religious Organizations Financial Institutions Developed Countries Professional and Developing Countries Industry Associations
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Selected Examples
World Bank World Business Council for Sustainable Development (WBCSD) World Federation of Engineering Organizations (WFEO) The Business Roundtable (BRT) The U.S Green Building Council (USGBC) The U.S. Army Corps of Engineers U.S. Federal Government (Departments and Agencies) Urban Land Institute (ULI) The Construction Industry Institute (CII) The National Center for Construction Education and Research (NCCER) and many others
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However, one problem is that when you start to discuss sustainability, some people strive to use tactics to leave you
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Scared
(the possible outcomes)
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Starvation
Deforestation
Species Extinction
Water Pollution
OverPopulation
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Bad
(the statistics and the blame)
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Guilty
(the greater good)
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In other words, we need to do this for our children and the children of our children.. and so on
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Confused
( the intellectual base)
The avoidance of serious perturbances to the materials Sustainability requires that we cycles in nature. (Allenby, 1995) conserve the generalized The capacity to produce economic indefinite survival of the well-being but not any human species (with a quality that particular set of goods. (Solow, 1992) meets the needs of the present A style of development compromising without of life beyond that, in each ecoregion, mere biological survival) calls for specific solutions through the maintenance of to the particular problems support systems (air, of the region in the light ofbasic lifeland, biota) and the water, cultural as well as ecological data and long- existence of infrastructure and institutions which distribute term as well as immediateand protect the components of The sustainabilitySachs,human populations involves the persistence needs. ( of 1974) these systems. (Liverman, et al, 1988) through time of the diversity of human communities and ethical ideals flourishing, the dynamically balanced development of economic enterprise, and the preservation and regeneration of ecological systems and resources that sustain that development.
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(Carpenter, 1998)
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Relieved
(the technological fix)
Composting Toilets
Xeriscaping Disassembly & Material Recovery Mixed-use Planning
Supplementary Insulation Waste-based Materials Wind Power Generation Lighting Retrofit Daylighting
Faucet Retrofit
Value Engineered Framing
Super Windows
Vapor/Air Barriers
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Although any discussion on sustainability in the AEC industry needs to address all these points of view, this presentation will strive to avoid the polarization they inevitably cause
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and instead of debating any of these points of view, focus on: what could the A/E/C Industry do to effectively implement Built Environment Sustainability (BES)?
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The first thing that we can do to implement BES in the A/E/C Industry is to:
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Establish, as a point of departure, the elements, scope of BES , and influences on BES
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People
Individuals Organizations
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Families
Body Heart
Mind Soul
Communities
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Production Systems
Goods
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Products
Services
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Global
Air
Water
Local
Soil
Biota
(Plant and Animal Species)
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Organizations
Families
Body Heart
Mind Soul
Goods
Products
Communities
Services
People
Production Systems
The Built Environment
Global
Air Soil
Water Biota
(Plant and Animal Species)
Local
Resource Base
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Built Capital
(Facilities and Infrastructure)
Industrial Capital
(Products, Goods, Services)
Natural Capital
(Renewable and Non-renewable Resources)
Social Capital
Economic Capital
(Professional and Non-professional Workforce)
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Organizations
Families
Body Heart
Mind Soul
Communities
Production Systems for Goods Production Systems for Products Production Systems for Services
People
Air Soil
Water Biota
(P lant and Animal Species)
Built Environment
Industrial Base
Local
Natural Capital Economic Capital Social Capital
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Organizations
Families
Body Heart
Mind Soul
Communities
Production Systems for Goods Production Systems for Products Production Systems for Services
People
Air Soil
Water Biota
(P lant and Animal Species)
Built Environment
Industrial Base
Local
Natural Capital Economic Capital Social Capital
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Perspectives
INDIVIDUAL PROFESSIONAL
ENTERPRISE
INDUSTRY SOCIETY
WORLD
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Levels of Complexity
MOLECULAR MATERIAL
PRODUCTS
PROCESSES SYSTEMS
COMPLEX SYSTEMS
(Inspired by P. Anastas)
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Spatial Scale
SITE FOOTPRINT LOCAL FOOTPRINT
STATE FOOTPRINT
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Temporal Scale
TODAY 1 YEAR
10 Years
Civilization
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Organizations
Body Heart
Mind Soul
Communities
Production Systems for Goods Production Systems for Products Production Systems for Services
People
Air Soil
Water Biota
(P lant and Animal Species)
Built Environment
Industrial Base
Local
Natural Capital Economic Capital Social Capital
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The second thing that we can do to implement BES in the A/E/C Industry is to:
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Start by implementing what has worked in AEC and other domains: Sustainability Principles, a Closed Loop Production System, Sustainable Product Design, the LEED Green Building Rating System, and the Lean Project Delivery System (LPDS)
TM
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60
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Manufactu re Manufactu re
Material Produc t eru tca fu na M Material gn isse corPProduc t Demanuf acture Demanuf acture Demanuf acture Demanuf acture
Mining
Manufacture
Materi al Processi ng
Demanu factur Demanu factur e e Material Produc t Produc t Produc t Dispos al Demanuf acture Demanuf acture Demanuf acture Demanuf acture k Take-Bac
Manufactu re Manufactu re Material Material Proc es sing Proc es sing Produc t Produc t Manuf ac ture Manuf ac ture
Materia ls Mine d From Lithosphere Material
Dispos al
E w
n i
E r w h
1= Direct reuse 1= Direct reuse 2= R e m R 2= a e n m u a f a n c u tf Cleanyfuel r Cleanefuel c n g e g r y Reprocessinge recycled mr of recycled mr e y r o r v Reprocessing v E e n aterial ce o y 3= 3= of aterial in t i iproduc tion v iacproduc tion v iaeer/raw 4= n generationmaterial generation h it n h i 4= n c r material eer/raw w i a t ir o a t o Monom Monom py roly sis py roly sis
Mining Mining
4 4
3 3
2 2
2 Air-Sea-Land 1
Man ufacture
1 Us e Produ ct
Di strib utio n
Env ironment:
n oi tu bir ts iD
Dispos al Dispos al
E E w w
n n i i
tc udorP
t t
e e
e rutcafu na M
r r h h
Materi al Processi ng
Di strib utio n
Mining Distribution
Us e
esU
Clean g yfuel r Cleanyfuel g r produc tion v iac i n produc tion v iac i n py roly sis py roly sis
la ire ta M
1= 1= 2= 2= e 3= e 3= i 4= i 4=
c o v e Reprocessing of recycled mr c o d eof M sle i reta v a aterial y Reprocessing n i recycled mrM y aterial n eer/raw h pso h iL tmo rF r a t i Monom e rematerialtgeneration o n eer/raw material generation o r a i Monom
Direct reuse R e m R e m 1 d et cartx E sl ai reta M Us e e reh pso iB mo rF
Distribution Distribution
a a
n n
u u
f f
n n
a a
Man
Use Material
Proc es sing
Dema
ua Clea g produ n i py ro
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Manufactu re Manufactu re
Material Produc t eru tca fu na M gn isse corP Demanuf acture Demanuf acture
Materi al Processi ng
E w
n i
E r w h
1= Direct reuse 1= Direct reuse 2= R e m R 2= a e n m u a f a n c u tf Cleanefuel c Cleanyfuel r n e g y Reprocessinge recycled mr of recycled mr r ce o e y g r o v Reprocessing v y 3= 3= of aterial aterial iproduc tion v iacproduc tion v iaeer/raw 4= n generationmaterial generation o h i 4= n c i a t i it n r material eer/raw o a t ir n Monom Monom py roly sis py roly sis
Manufactu re
Mining
Distribution
Dispos al
Material Produc t Produc t Produc t Dispos al Demanuf acture Demanuf acture k Demanuf acture Demanuf acture Take-Bac
Material Proc es sing Produc t Manuf ac ture
1 Us e
Di strib utio n
Produc t Take-Bac k
e rutcafu na M
Demanu factur e
Manufacture
n oi tu bir ts iD
Dispos al
Mining
Distribution
E w
n i
tc udorP
r h
Materi al Processi ng
Di strib utio n
Us e
esU
la ire ta M
Produc t Take-Bac k
n
a
Use
Use
ua
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Renewable Resources
Products
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Renewable Resources
Process
Products
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TM
Silver
50 - 59 Points
Gold
60 - 79 Points
Platinum
> 80 Points
SOURCE: U.S. Green Building Council; http://www.usgbc.org
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Water Efficiency
Credit 1: Water Efficient Landscaping Credit 2: Innovative Wastewater Technologies Credit 3: Water Use Reduction
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The project is structured and managed as a value generating process Downstream stakeholders are involved in front end planning and design through cross-functional teams Project control of execution instead of after-the-fact variance detection Optimization efforts are focused on making work flow reliable, as opposed to improving productivity Capacity and inventory buffers are used to absorb variability
SOURCE: Lean Construction Institute; http://www.leanconstruction.org
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Commissioning
Design Criteria
Process Design
Detailed Engineering
Installation
Project Definition
Lean Design
Lean Assembly
Use
PRODUCTION CONTROL: WORK FLOW CONTROL PRODUCTION CONTROL: PRODUCTION UNIT CONTROL POST-OCCUPANCY EVALUATION (LESSONS LEARNED) SOURCE: Lean Construction Institute; http://www.leanconstruction.org
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However, There is nothing more tragic than the death of a beautiful theory at the hands of a brutal gang of irrefutable facts.
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operates with a Horizontal Tunnel Vision within Vertical Stovepipes follows a Cradle to Grave path of development combined with a Turf Mentality at an industry level is full of Conventional AEC Enterprises that operate with Institutional Amnesia... lives in the Jail of the Status Quo with Spatial, Temporal, and Scope Myopia executes AEC projects as an Obstacle Course Race with a Herd of Cats who are constantly Thumb Wrestling
and the irrefutable facts are that the AEC industry (cont.)
has fallen into a Commodity and Service Trap while tied by the Shackles of Quality, Cost, and Time and a Cost Minimization Obsession needs to overcome its Piece Meal and Rice Bowls mentalities within Islands of Execution is living in Islands of Automation surrounded by an Ocean of Data and Information while suffering from Paralysis of Analysis
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Or done as well
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So, in this brutal context, very few theories have a chance to survive
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The third thing that we can do to implement BES in the A/E/C Industry is to:
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Apply a roadmap for the implementation of BES that will enable the AEC industry to move from its current inhibitors to a new set of enabling principles
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Sustainability
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To Vertical Integration
From: Public Policy Through: Corporate Policy Strategic Plans Tactical Plans Operational Procedures Practices To: ... Outcomes
Sustainability
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Sustainability
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To Horizontal Integration
Within Industry Sectors (Industrial, Heavy/Civil, Building, Residential) Within the principal Stakeholders (Owners, Users, Designers, Constructors, Suppliers, External Parties) Within the various Disciplines (Real Estate, City Planning, Architecture, Engineering, Finance, Economics, Management, IT)
Sustainability
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From: Following a Cradle to Grave path of development combined with a Turf Mentality at an industry level, To: Cradle to Cradle and Collaboration
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Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS)
(Inspired by D. Roberts)
Impacts to Humans
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To Cradle to Cradle
Reduction/Elimination of Resource Depletion and Degradation Sustainable Resource Management Reduction/Elimination of Environmental Impact and Degradation Sustainable Strategies and Technologies
End-of-ServiceLife Decision
Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS)
(Inspired by D. Roberts)
Intra- and Intergenerational Satisfaction of Human Needs and Aspirations Reduction/Elimination of Impacts to Humans
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Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems
Design
Design
Facilities (F)
Commissioning & Start-up
Push
End-of-Service Life
Push
End-of-Service Life
Manufacturing
Use
End-of-Service Life
Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS
To Collaboration
Planning
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Pull/Push
Planning Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems
Design
Design
Collaboration
Pull/Push
End-of-Service Life
Sustainable Technologies, Systems, Technologies, Systems, Products, Materials, & Products, Materials, & Equipment for FCIS Equipment for FCIS
Pull/Push
End-of-Service Life
Manufacturing
Use
End-of-Service Life
Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS
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From: Being full of Conventional AEC Enterprises that operate with Institutional Amnesia To: Streamlined AEC Enterprises that are Learning Organizations...
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GAP ENTERPRISE Infrastructures Physical Human Technological Technical Management Administrative Core Assets and Competencies: Information/Data Knowledge/Experience Abilities/Skills Technological Proficiency INTERNAL CONTEXT
(Efficient, Productive & Profitable)
ORGANIZATION
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STREAMLINED ENTERPRISE
(Effective, Efficient, Lean, Flexible, Scalable, Adaptable, & Sustainable)
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Construction Process
Construction Managers Contractors and Subcontractors Vendors and Suppliers
Constructed Facility
(At System, Subsystem, or Component Levels)
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To Learning Organizations
Planning Process
Planners Engineers/Architects Special Consultants
Construction Process
Construction Managers Contractors and Subcontractors Vendors and Suppliers
Constructed Facility
(At System, Subsystem, or Component Levels)
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From: Living in the Jail of the Status Quo with Spatial, Temporal, and Scope Myopia To: Continuous Improvement, Expanded Spatial and Temporal Scales, and Expanded Project Scope
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To Continuous Improvement
Research & Development Education & Training Best Practices Lessons Learned Creativity & Innovation
Enhanced
Characteristics and Requirements
of a Specific Capital Project
Enhanced
Enhanced
of a Specific Capital Project
Enhanced
Contextual Envelope
of a Specific Capital Project
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To Continuous Improvement
Research & Development Education & Training Best Practices Lessons Learned Creativity & Innovation
Enhanced
Characteristics and Requirements
of a Specific Capital Project
Enhanced
Compatibility among Characteristics, Processes, and Resources
Enhanced
Enhanced
of a Specific Capital Project
Enhanced
Contextual Envelope
of a Specific Capital Project
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To Continuous Improvement
Attributes and Characteristics
of a Sustainable Facility (The What)
Contextual Envelope
of a Sustainable Facility (The Sustainability Octant)
Unsustainable Processes
Unsustainable Resources
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AEC Project Typologies by Industry Sector AEC Project Typologies by Project Type
New Greenfield or Brownfield Facility Development Projects Projects for the Rehabilitation of Deteriorated Facilities Projects for the Expansion, Upgrade, or Retrofit of Existing Facilities Disaster Recovery and Reconstruction Projects Historical Restoration, Reconstruction, or Preservation Projects Environmental Remediation Projects Decommissioning, Deconstruction, or Demolition Projects Hybrid Projects Residential Construction Sector Building Construction Sector Industrial Construction Sector Heavy/Civil Construction Sector Mixed Use Development Sector
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HERE
(Focus on the Site Footprint for a Specific A/E/C Project)
NOW
(Focus on the Short-term for a Specific A/E/C Project)
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Site Footprint Local Footprint State Footprint Regional Footprint National Footprint Global International Footprint
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Start
Planning Design
End
PROJECT ORIGINATOR FOR A FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual
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Start
Planning Design
End
Operations &
Maintenance
End-of-Service Life
PROJECT ORIGINATOR FOR A SUSTAINABLE FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual
OUTCOMES OF A SUSTAINABLE FCIS Problem Solution Need Satisfaction Opportunity Capitalization Desire Realization
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From: Executing projects as an Obstacle Course Race with a Herd of Cats who are constantly Thumb Wrestling To: Life Cycle Integration, Integrated and Aligned Project Teams, and Partnering
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Design Team
(Architects/Engineers) Primary Lead
Construction Team
(CMs./GCs./SCs) Primary Lead
Operations Team
(Users/Operators) Primary Lead
Procurement
Planning Phase
Design Phase
Construction Phase
StartUp
Start
Design Development
Construction Planning
Construction Operations
Contract Documents
End
Operation Phase
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Design Team
(Archs./ Engrs.)
Primary Lead
Construction Team
(CMs./GCs./SCs)
Primary Lead
Operations Team
(Users/Operators)
Primary Lead
Active Participation
Commissioning Phase
StartUp
Start
Design Development
Construction Planning
Contract Documents
Construction Operations
End
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Financial Institutions Insurance Companies Bonding Companies Regulatory Agencies The Community The General Public Other
X
X
Design Team
Construction Team
Individuals... Functional Units... Organizational Units... Individuals... Functional Units... Organizational Units...
Vendors/ Suppliers
Project Goals and Objectives
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Financial Institutions Insurance Companies Bonding Companies Regulatory Agencies The Community The General Public Other
PROJECT TEAM
Design Team Construction Team
Individuals... Functional Units... Organizational Units... Individuals... Functional Units... Organizational Units...
XX XX X X X X X X
Vendors/ Suppliers
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The Owner Team vs. The User Team vs. The Design Team vs. The Construction Team vs. Vendors and Suppliers vs. External Parties
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To Partnering
The Owner Team with the User Team with the Design Team with the Construction Team with Vendors and Suppliers with External Parties, all on the same team
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From: Having fallen into a Commodity and Service Trap while tied to the Shackles of Quality, Cost, and Time and a Cost Minimization Obsession,
To: The Delivery of Solutions and Experiences, within an Enhanced Performance Paradigm, and a New Value Paradigm
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SUPPLIERS
Resources
AEC ENTERPRISE
Projects Services
CUSTOMERS
Quality of Execution (satisfaction with the way the project definition and delivery processes meet the needs of the customer) Quality of Conformance (satisfaction with the way the project surpasses the specifications)
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Solutions
Resources
SUPPLIERS
AEC ENTERPRISE
Projects Services
CUSTOMERS
Clients are expecting/requiring Quality of Conformance (satisfaction with the way the project surpasses the specifications) better long term solutions, and better Quality of Performance experiences, the way the project performs over its life span) not just products and (satisfaction with services Quality of Continuous Improvement
(satisfaction with the way the performance of the project can be improved over its life span)
Quality of Execution (satisfaction with the way the project definition and delivery processes meet the needs of the customer)
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Cost
Time
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Customer Value
Less Cost
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Numerator Management
Denominator Management
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Offered Quality
Available Resources
Expected Quality
Required Resources
VALUE
Worst Value: Q < 1 R 1 Low Value: Q = 1 R > 1 Good Value: Q = 1 R = 1 Q>1 R>1
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From: Needing to overcome its Piece Meal and Rice Bowls mentalities within Islands of Execution, To: Systems Thinking, Funding as a Common Good, and Integrated Project Definition, Integrated Project Design, and Production-based Construction
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System
Subsystem 2 Subsystem 1
Subsystem 3
Subsystem 4
Subsystem 5
Subsystem 6
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To Systems Thinking
Sub- systems Integration
Adaptable Flexible Scalable Sustainable Effective Efficient Robust
Initial Context
System
Evolving Context
InterSubsystem 5 Subsystem 6
Intra-
Subsystem 4
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Internal Context
ORGANIZATION COMPONENT 3
External Context
Sustainability
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Internal Context
CONTEXTUAL COMPATIBILITY
External Context
EXTRACOMPONENT RELATIONSHIPS
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Internal Context
PROJECT COMPONENT 3
External Context
Sustainability
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Internal Context
CONTEXTUAL COMPATIBILITY
External Context
EXTRACOMPONENT RELATIONSHIPS
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(Inspired by J. Wuichet)
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(Inspired by J. Wuichet)
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Construction Team
(Construction Managers/ General Contractors/ Specialty Subcontractors)
3-D MODEL
FINANCIAL/COST MODEL
TIME MODEL
Vendors/Suppliers Team
(Supply Chain)
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(4) PHYSICAL AND NON-PHYSICAL CONTEXT (6) PROJECT TEAM DEFINITION (PT) (7) INTEGRATED DESIGN PACKAGE (IDP) Product Definition
Construction Team
(Construction Managers/ General Contractors/ Specialty Subcontractors)
Feedback
Feedback
Vendors/Suppliers Team
(Supply Chain)
Vendors/Suppliers Team
(Supply Chain)
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Analysis/Generation/ Evaluation/Selection/ Specification Process Performance Parameter Check Decision-Making & Conflict Resolution Processes
Conceptual Design
Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience On-going Design Discipline Integration & Coordination
Analysis/Generation/ Evaluation/Selection/ Specification Process Performance Parameter Check Decision-Making & Conflict Resolution Processes
Schematic Design
Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience On-going Design Discipline Integration & Coordination
Analysis/Generation/ Evaluation/Selection/ Specification Process Performance Parameter Check Decision-Making & Conflict Resolution Processes
Design Development
Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience On-going Design Discipline Integration & Coordination
Analysis/Generation/ Evaluation/Selection/ Specification Process Performance Parameter Check Decision-Making & Conflict Resolution Processes
Contract Documents
Lessons Learned
Data, Information, Knowledge, and Experience Base
Architectural Design
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To Production-based Construction
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NO
Is resource on-site?
YES
Commission building systems, when necessary Synthesize outputs into completed building systems and subsystems
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From: Living in Islands of Automation surrounded by an Ocean of Data and Information while suffering from Paralysis of Analysis,
To: Fully Integrated and Automated Technologies, more Knowledge, Experience, and Wisdom, Strategic Filters, and Action
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The vision of the future is of a highly automated and seamlessly integrated environment across all phases and processes of the capital project/facility life cycle. All information is available to whomever needs it, whenever it is needed, and wherever it is needed.
FIATECH, 2003 http://www.fiatech.org
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Impact of Use
Too little
Low
Time to Develop
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Impact of Use
Need More
Too little
Low
Time to Develop
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To Strategic Filters...
High Probability of Making the Right Decision Moderate Probability of Making the Right Decision
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Contextual Envelope of a Sustainable Facility (The Sustainability Octant) Sustainable Resources for the Delivery and Use of a Facility (The With What )
Unsustainable Processes
Sustainable Processes for the Delivery and Use of a Facility (The How)
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The challenge, though, is that all these enablers require various degrees of change
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The fourth thing that we can do to implement BES in the A/E/C Industry is to:
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FLASH
Triggers are changes in: Values Mission Perceptions
CRASH
Triggers are changes of: Functional Requirements Physical Integrity /Function
SPLASH
Triggers are changes caused by: Market Benchmarks Competition
CLASH
Triggers are changes in: Codes Regulations Standards
(Developed by A. Pearce)
Regardless of the trigger, changes toward sustainability are inevitable, and how organizations respond to these changes will make them:
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SOURCE OF CHANGE
FLASH
Internal
CRASH
...You reallyoughta-wanna...
SPLASH
...You reallyshoulda...
CLASH
External
...You reallygonna-wanna...
...You reallygonna-hafta...
(Inspired by P. Melhus)
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However, to achieve change we must also get rid of several mental blocks (which many times we do no even realize we have), and embrace new paradigms...
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The Challenge
The Conventional Paradigms of the Status Quo of Today (The Champion) The New Paradigms of a Vision for Tomorrow (The Challenger)
versus
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to be able to Learn
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We need to stop talking to ourselves in the language we know best, and feel most comfortable with:
Math, Science, and Engineering Function, Form, Space, and Aesthetics...
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And start speaking to society in the languages that currently drive it, and which it understands:
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We need to be willing to not just look at the needs created by the problems of today and start looking at the opportunities posed by the aspirations for tomorrow
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We need to stop listening to those (including ourselves) who only know how to say Why Not! and start listening to those who only know how to say Why Not?
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We need to eliminate the compliancedriven , specification-driven, and the Uh-Oh approaches to design
and replace them with performance-based, consequence-based, and integrated and holistic approaches to design...
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We need to stop placing so much emphasis on just doing things right and on efficiency and start to place equal, if not more, emphasis on doing the right thing and on effectiveness...
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<
176
<
when you look at long-term Value and Life Cycle Performance...
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Finally, the fifth thing that we can do to implement BES in the A/E/C Industry is to:
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Reliable Data and Analyses of the Economic Impact of Achieving and Not Achieving BES
(Inspired by R. Jackson)
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... and in addition, we were able to overthrow the Tyranny of the OR and embrace the Genius of the AND
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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(Inspired by R. Jackson)
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Impossible to achieve?
Not really, but it will require some level of change in: In our Paradigms In our Decisions In our Choices In our Actions
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Remember, Sustainability can be implemented: ... one decision, one choice, or one action at a time ... one paradigm at a time ... one product or one process at a time ... phase by phase in a products or a projects life cycle ... one project or one program at a time ... one enterprise at a time ... one industry at a time ... in a gradual shift to a sustainable future
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THANK YOU!
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Mailing Address:
CEM/CEE/0355 790 Atlantic Dr., Mason Building Georgia Institute of Technology Atlanta, Georgia 30332-0355 U.S.A.
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Selected Resources
http://www.wbcsd.org http://www.usgbc.org/ http://www.sbicouncil.org/ http://www.wbdg.org/ http://www.cecer.army.mil/SustDesign/Index.cfm http://www.iies.es/FMOIWFEO/desarrollosostenible/ And many more.