Effective post project evaluations
An unsuccessful project?
An unsuccessful project?
An unsuccessful project?
A successful project?
Agenda for today Who are LCMB? The context for post project evaluation The project lifecycle Post project evaluation methods Post occupancy evaluation methods Why undertake post occupant evaluations? What is the value of conducting post project evaluation? Conclusions Q&A Why do projects go wrong? My top tips for project success
Who we work with?
Government Soft Landings (GSL) Government Construction Strategy This identified need to improve public sector construction and contribute to growth and efficiency through a number of means. One of these was: “Delivering alignment of design & construction with operation and asset management.” This is by building on the BSRIA Soft Landings Framework to look at the project stages of: 1. Inception and briefing 2. Design Development 3. Pre-Handover 4. Initial Aftercare 5. Aftercare 1 – 5 years after handover
GSL policy – launched Sept 2012 Delivering alignment of design and construction with operation and asset management. Based on the BSRIA Soft Landings Framework to ensure GSL applied to project stages: 1. Inception and briefing 2. Design Development 3. Construction 4. Commissioning, Training & Handover 5. In Use & Aftercare 1-3 years after handover Output: Government Soft Landings Policy agreed by Government Construction Board Sept 2012 to be mandated in 2016 in alignment to BIM Level 2. UNCLASSIFIED
Post Occupancy Evaluation & Aftercare Perception of contractors by operators was one where they walk away from completed projects and leave client and building management teams to guess how buildings work or review reams of manuals. Designers have not been incentivised to identify if the design has met the business needs. GSL will bring a new focus to: - Aftercare: Through handover and initial occupancy through a developed and resourced plan. - Post Occupancy Evaluation: Establish success of outcomes against expectations and feedback. - Standardised measurement key – TM22/BUS being explored - Automatic population of CAFM from BIM data sets through COBie
GSL timeline 2011 GSL Task Group Formed 2012 GSL Policy Approved 2013 GSL Guidance Documents Published 2014 PAS1192.3 Published 2015 Embedded in government departments 2016 Mandated for all Government Projects UNCLASSIFIED
Getting building projects right is important Operation and Business Costs Maintenance Construction Outcomes “£200M” “£5M” “£1M” “£250 - £2000M”? Design £100K Process Push User Pull
How do you evaluate project success? Post Practical Completion reviews • Tactical Cost outturn Quality outturn Time outturn • Strategic Project objectives Value – people, organisation, stakeholders Flexibility – won the battle & lost the war • And do not forget those area of extra added value Competitive advantage Productivity gains Life cycle gains Learning
How do you evaluate project success?
What is post occupancy evaluation? Regular collection and review of • occupier satisfaction • space utilisation • resource consumption Plan, do, check, act
Focus for post project evaluations Process evaluation The delivery of the project The operational management of the building Functional performance evaluation Strategic value, aesthetics & image, space, comfort, amenity, serviceability, operational cost, life-cycle cost, operational management Technical performance evaluation Physical systems, environmental systems, adaptability, durability
Post project evaluation Operational reviews – looks back over project 3 to 6 months after occupation Project review – looks back at the building in use 12 to 18 months after occupation Strategic review – look back and forward for longer term 3 to 5 years after occupation Cost typically 1% of capital to undertake effectively.
Post project evaluation tools • Occupant survey questionnaires • User interviews and surveys • Walk through observations • Metering and sub metering reviews • Maintenance and operating cost reviews • Customer and other stakeholder feedback Qualitative methods – observation, interview, focus groups, workshops Analytical methods – questionnaire, measurement, benchmarking.
Users Specialists FM managers Peer group Stakeholders Who can help? Academics Architects Customers etc.
Why undertake post project evaluations? Operation and Business Costs Maintenance Construction Outcomes “£200M” “£5M” “£1M” “£250 - £2000M”? Design £100K Process Push User Pull
Post Occupancy Evaluation advantages • Failure to engage users and poor handover cause 30% reduction in building performance • Public Authorities using POE report significant benefit – cost, worker productivity • Somerset County Council used POE to evidence the basis for 46% office space cost reduction
Conclusion POE delivers benefits – investment optimisation and learning 1:5:200 – leverage your effort for maximum benefit Leadership, governance, process and planning Manage the building project lifecycle – particularly the early stages And remember POE will be mandated on all projects from 2016
Questions ?
Download our presentation and POE reports at http://www.lcmb.co.uk - downloads
Why do building projects go wrong? Project phase Typical problems • Concept Poor definition of brief • Lack of clarity on objectives • Lack of definition of project boundaries • Lack of definition of project stakeholders • Poor definition of project success • Allocation of roles & responsibilities
Why do building projects go wrong? Project phase Typical problems • Design Brief • Poor selection of design team / skills • Poor project and risk management • Articulating value • Managing stakeholders • Poor capex / opex processes / decisions • Pre-construction Inappropriate commercial strategy • Poor procurement / tender management • Inappropriate selection of supply chain • Poor programme / risk / value management
Why do building projects go wrong? Project phase Typical problems • Construction Technical risk • Time risk • Cost risk • Quality risk • Disputes • Change, unknowns & force majeure • Testing & commissioning Insufficient planning and time • Insufficient rigor • Lack of stress testing operational modes • Poor training and familiarisation
Why do building projects go wrong? Project phase Typical problems • Project completion Defects • Account resolutions • Information • Training and understanding • Operation Lack of knowledge • Inflexible space / systems • Changing requirements • Performance differs to intent • Servicing and fine tuning
My top tips for project success End to end project sponsor – nominate one and stick with them Project process – adopt one and use it Design and supply chains – choose the right skills and people Review cycle – plan, do & review and adjust and plan……. Ensure you always keep the end in mind – never compromise on the key objectives Get user and FM input at every key gateway and use 3 rd party independents to give a unbiased view
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