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Transformation of the Project Delivery System: Change Your
Approach, Change Your Outcome
Dean Kashiwagi, PhD, PE, IFMA FellowArizona State University
August 19, 2015
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Introduction
• Please don’t take anything personally
• Don’t know any of you
• Change of paradigm
• Person next to you
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Industry Structure
High
I. Price Based
II. Value Based
IV. Unstable Market
III. Negotiated-Bid
Wrong person talkingManagement, direction, and controlNo transparency
Buyer selects based on price and performanceVendor uses schedule, risk management, and quality control to track deviationsBuyer practices quality assurance
Perceived Competition
Perf
orm
ance
Low
High
Minimized competitionLong termRelationship basedVendor selected based on performance
Utilize Expertise
Manage, Direct and Control [MDC]
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High
Low
Perf
orm
an
ce
Owners
“The lowest possible quality
that I want”
Contractors
“The highest possible value that you will get”
Minimum
MDC Systems result in adversarial environment and reactive behavior
High
Low
Perf
orm
an
ce
Maximum
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What Is Needed?• Paradigm shift• Natural laws• Understand and accept reality• Owners/buyers/bosses should replace
management, direction and control (MCD) with the utilization of expertise
• Thinking, decision making, influence and MDC increase risk and cost and decrease value
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Introducing new concepts
• Replace management, direction and control with the utilization of expertise
• Utilize expertise to reduce project cost and improve quality
• Best value is the lowest price
• Not a legal issue, but a change of paradigm7
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1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 20150
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
180K 170K
380K290K
460K
330K
1.01M
480K430K
120K
370K
560K650K
570K
870K
1.04M950K
1.33M1.31M
700K
1.2M
1.5M
300K
Year
$ A
mou
nt A
war
ded
(Mill
ions
)Performance Based Studies Research Group
$16M Research, 22 years, 1800+ tests, 98% Satisfaction
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Best Value Leadership Research#1 Worldwide
Criteria Metrics Originator and Start Date Dean Kashiwagi (IFMA Fellow, Educator of
the Year) [1993]Director Dean Kashiwagi
College Ira A Fulton School of Engineering University Arizona State UniversityYears of Operation 23 years
ExpertiseOptimization of Supply Chain, Performance
Leadership, Procurement, Organization Performance
Projects and Services Delivered 1800 + Projects and Services Delivered $6.4 Billion Customer Satisfaction 98% Client Rating of Process 9.5/10 Research Funding $15.9 Million
9
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Best Value Leadership Research#1 Worldwide
Construction Projects 1,634
Construction Projects ($) $4.1B
Non-Construction Projects 170
Non-Construction Projects ($) $2.2B
Projects on Budget 96.7%
Projects on Time 93.5%
Largest Awarded Client ASU
Total $ Award to Date at ASU $1.7B
Longest Awarded ClientsMEDCOM, ASU, States of Oklahoma
University of Minnesota, Rijkswaterstaat
AzTech Technology Licenses 43 [most licensed Technology at ASU]
Testing in Number of States 31
Testing in Number of Countries 6
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Best Value Leadership Research#1 Worldwide
Construction Projects 1,622 Construction Projects ($) $4B Non-Construction Projects 95 Non-Construction Projects ($) $2B Projects on Budget 96.7% Projects on Time 93.5% Largest Awarded Client ASU Total $ Award to Date at ASU $1.7B Testing in Number of States 31Testing in Number of Countries 6
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• 1800+ projects and services delivered
• $6.4B Construction services
• 98% customer satisfaction
• $15.9M Research Funding Generated
• 112+ Clients [Public and Private]
• 43 Arizona State University Licenses
• 384+ Papers Published
Research Effort Supporting Class(Performance Based Studies Research Group)
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George Ang 2004• George Ang,
Rijksgebouwendienst (Dutch Government Building Agency), 2004
• Heard the Best Value PIPS message in Singapore and Tel Aviv in the previous three years
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Early Visionary
• Marc Gillissen, Heijmans, 2005
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Dutch Visionaries• Rijkswaterstaat
– Carlita Vis– Wiebe Witteveen
• Scenter/Delft University– Sicco Santema– Jeroen van de Rijt
© 2011, Arizona State University, PBSRG
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Dutch Implementation
• Over-management of vendors• Procurement and execution takes too
long [12 years]• Infrastructure repair is critically needed
[drivers spend 1-2 hours on road going and coming]
16
• 16 project, 6 awards, $1B test of best value PIPS
• Goal is to finish 10 projects in 3 years
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1717
• Program results: 15 projects finished (expectation was 10)
• Delivery time of projects accelerated by 25%
• Transaction costs and time reduced by 50-60% for both vendors and client
• 95% of deviations were caused by Rijkswaterstaat or external [not vendor caused]
• NEVI , Dutch Professional Procurement Group [third largest in the world] adopts Best Value PIPS approach
• Now being used on complex projects and organizational issues
Results
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Observation of Current Practices• Practices makes practitioners work harder and thinking more,
increases their stress, and tells practitioners this is “good for them”
• Increased stress leads to minimized performance
• Increasing transactions [admin and details] leads to reactive behavior
• Communicating complex ideas identifies that practitioners may not understand what is going on
• This method proliferates the “make it complex” practice and we need experts to know an expert
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Best Value [BV] PIPS concepts
• Owner minimizes decision making• BV structure is set in RFP• Vendors submit metrics that show who is the
best value for the lowest cost• Competitive Range is set for price submittals
and looking at the best value prioritization• Vendor sets the final scope [must be
acceptable to client/buyer]
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Concepts of Best Value• Don’t make me think• Don’t make me make decisions• Keep it simple• If it is complex, then I am not talking to an expert• Take me into the future without needing details• The more we talk, the more trouble we will get
into
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Best Value [BV] PIPS concepts
• Owner minimizes decision making• BV structure is set in RFP• Vendors submit metrics that show who is the
best value for the lowest cost• Competitive Range is set for price submittals
and looking at the best value prioritization• Vendor sets the final scope [must be
acceptable to client/buyer]
21
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= =Past Present Future
# of Natural Laws
# of Natural Laws
# of Natural Laws
100% 100% 100%
Natural Laws
Natural Laws are discovered and not created
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Conditions Always Exist
23
Conditions are unique and change according to natural laws
Unique Conditions
PAST
Unique Conditions
PRESENT
Unique Conditions
FUTURE
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Past Conditions Present Conditions Future Conditions
100% 100% 100%
Unique Conditions Are Related
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Unique initial conditions
Unique final conditions
Time (dt)
Natural Laws Natural LawsNatural Laws= =
Event [by Observation]
Unique Final Conditions are Set by Initial Conditions [No controlling of event, Minimizing
Decision Making]
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Natural Laws
• No exceptions• Predictable• No influence or control over any entities
[contracts]• No chance or luck• MDC is inefficient• Majority of people are blind
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EnvironmentEnvironment
More Likely to:
1. Believe in luck and chance2. Blame others3. Be surprised4. Be emotional5. Try to control others6. Feel controlled by others7. Be reactive
More Likely to:
1. Plan things in advance2. Be accountable3. Have vision4. Listen to others5. Think of other people6. Be at peace7. Be organized
Influence No Influence
Influence vs. “No Influence”
By Success model, NO control or Influence is reality
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1976 (39)
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Traditional Risk Model [DM/C]
29
50% 50%
Whose Fault?• Decision Making• Transparency• Risk• Accountability
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Challenge: Minimize Decisions
• Decision Less Structure
• Results– Transparency– Metrics– Non-experts and experts understand– Minimize management, direction and control
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Risk Model: Minimize DM
31
100%0%
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EnvironmentEnvironment
More Likely to:
1. Believe in luck and chance2. Blame others3. Be surprised4. Be emotional5. Try to control others6. Feel controlled by others7. Be reactive
More Likely to:
1. Plan things in advance2. Be accountable3. Have vision4. Listen to others5. Think of other people6. Be at peace7. Be organized
Influence No Influence
Influence vs. “No Influence”
By Success model, NO control or Influence is reality
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System Created to Assist People to See
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System Created to Increase Value and Performance
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Autonomous Cars Minimize DM
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Structure to Decrease Decisions
Self-Driving Cars
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BV Structure
• Experts simplify to create transparency• Experts minimize client’s thinking and decision
making• Utilize the language of metrics• Identify experts by performance metrics
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Sugata Mitra: The harm in making others think
• Ran experiments with poor Indian kids [no English]
• Removed teachers• Used “granny’s” to replace teaching with encouragement to improve
performance• Students improved from 30-50% on test scores in 2 months• Created Self Organized Learning Education [SOLE]• Dewang Mehta Award for Innovation
38
“Hole in the Wall”
Experiment
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“Almost” No Rules• Developed Lumiar Foundation [3 Brazil schools]• Teacher’s role is moderator vs. dictator• Use “older” people to educate• Use “experts” to teach subject matter• Children come up and enforce rules• No age silos per category• No disciplinary silos
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Ricardo Semler Video
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Flanburg: The value of relaxing the mind
40
• Scott Flansburg’s brain computes faster than a calculator
• Ran hundreds of tests against speed of calculator(s) [never loses]
• Doctor’s ran tests– Scanned normal brain while computing
[control]– Scanned Scott’s brain while computing
• Results identified Scott’s brain:– Less active but more efficient than control– Used non-traditional areas of the brain for
computing
Superhuman Episode
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Best Value
• Simplify a complex technical project
• Utilize expertise
• No trust model
• Create transparency
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Approach: Best Value
321Selection Clarification Execution0Pre -Qualification
DominantSimpleDifferential(non-technicalperformancemeasurements)
Clarification Technical reviewDetailed technical scheduleMilestone schedule
Risk ManagementQuality ControlQuality Assurance ( WRR / DR)
EducationPre-qualify
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Level of Expertise Submittal
Claim: best project manager in company, does only clean room projects, best in the Midwest areaVerifiable performance metrics: 1.last 10 years2.20 clean room projects3.scope $50M4.customer satisfaction 9.55.cost deviation .1%6.time deviation 1%
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How Buyer Communicates Project Requirement
• Software package for ERP System• Number of entries per year: 20,000• Number of existing software/platforms integrated
into system: 6• Number of heavy users: 20• Number of organizations using system: 10• Average number of trained personnel: 2
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Vendor Submittal
• PM has completed two projects in the last three years with following metrics:
• ERP systems for two government organizations, $25M scope, time and cost deviation is less than 1%, customer satisfaction at 9.5/10.0
• Each project has average of five existing platforms that need to integrate into, 10 organizations, 5 heavy users, 20K transactions per month, 1 maintenance manager
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Close the Gap• Requirement: ERP System
• $30M• 2 year duration• Integrate with 6 existing
software/platforms• 5 organizations• 20K transactions/month• 10 heavy users
• Vendor: 2 system installation last 3 years, 9.5 CS, 1% cost/time deviation
• $25M• 2 year duration• Integrate with 4 existing
software packages• 3 organizations• 15K transactions/month• 7 heavy users
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Transparency• Keep it simple.• Minimize trust• Minimize decision making.• Minimize thinking.• Minimize communications.• Minimize risk.
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Expert Plan• Detailed schedule from beginning to
end• Expertise used in areas where there
is insufficient information• Risk that cannot be controlled
[requirements]
48
Deliverables[metrics]
Milestones [metrics]
Lack of Info
Risk Risk
Lack of Info
Expertise Expertise
Mitigation Plan
Mitigation Plan
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Approach: Best Value
321Selection Clarification Execution0Pre -Qualification
DominantSimpleDifferential(non-technicalperformancemeasurements)
Clarification Technical reviewDetailed technical scheduleMilestone schedule
Risk ManagementQuality ControlQuality Assurance ( WRR / DR)
EducationPre-qualify
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Case StudyOverall ASRAC Performance
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ADEQ Professional Services• Identify performing
professional services for Environmental Quality Plans and Actions
• Take action to clean up property to make it environmentally safe so land can be developed
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Yuma Operational Difference
ADEQ PM Criteria Pinal County
Yuma (In-progress)
Total Cost of Projects $400K $138KProject Duration (days) 730 352% Total Schedule Deviation 150% 23%% Schedule Deviation Due to ADEQ - 23%% Schedule Deviation Due to Vendor - 0%% Cost deviation 300% 0.5%*% of Milestone Deliverables Requiring ADEQ Revisions 100% 0%
% of ADEQ Time Required to Support Vendors 50% TBD
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ADEQ Overall Metrics
Criteria % Diff Traditional Best Value
Required time to evaluate proposals - 95% 286 hrs 13 hrs
Protests 0% 0 0
Avg. Customer Satisfaction of process (1-10) 63% 5 9
ADEQ Administration Cost - 96% $ 98,520.00 $ 3,840.00
ADEQ Admin. Cost Savings $ 94,680.00
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Major ImprovementsTraditional ASRAC
• Non-transparent
• Lack of vendor accountability (reactive)
• Inability to filter out non-experts
• Inability to track and measure project performance
• Spent up to 50% of budget
• Client required to make decisions
• All external/internal stakeholders were not on the same page
BV based ASRAC• Transparent (DR and WRR)
• Increased vendor accountability (proactive)
• Process to identify and filter out non-experts
• Measures internal and external performance (DR and WRR)
• Spent 100% of budget
• Minimizes decision making and risk. (Streamlined Processes)
• Accurate progress and budget projection
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Overall Program Performance
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No. Criteria Traditional Best Value
1 Total # of projects 35 60
2 Total cost of projects $5.5M $5.8M
3 % of projects SOW completed in fiscal year 50% 97%
4 # of ADEQ PMs to manage projects 7 5
5 Customer satisfaction of vendor performance 6.9/10 9/10*Data was adjusted due to project de-scoping (24 projects, $1.2M (17.32%), 355 days (10.14%)
• ADEQ PMs increased work capacity by 140% [5 PMs do work of 7]
• Contractors performed 94% more work in 33% less time [did 12 months of work in 8 months and finished 47% more work].
• ADEQ customer satisfaction of vendor work increased by 30%
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Site Phases Performance
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No. Criteria FY14 FY151 Total number of PI sites increased 0 262 PI sites listed 0 4/263 Total number of PI reports completed 0 8/254 Total number of RI reports completed 3/3 7/125 Total number of GW & MS reports completed N/A 5/76 Total number of PRAP reports completed 1/1 5/77 Total number of FS reports completed 3/3 6/118 Total number of ERA reports completed 1/1 3/39 Total number of ROD reports completed 1/1 0/1
*Best estimates according to ADEQ PM and Vendor
No. Criteria FY11 FY12 FY13 FY14 FY15
10 Total O&M cost [$K] $202 $377 $651 $59K $1.2M
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Detailed Project Breakout Total Project budget $5.8M
Total Projects 60
% Over Awarded Budget 5.43%
% over budget due to Client 6.65%
% over budget due to Vendor -0.08%
% over budget due to unforeseen -0.57%
% over budget due to Other -0.57%
% Delayed 6.72%
% Delayed due to Client 6.75%
% Delayed due to Vendor -0.28%
% Delayed due to unforeseen 0.46%
% Delayed due to Other -0.21%
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Case Study
City Of RochesterMayo Civic Center
March 2015
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Background• Budget: $67M | 188,000 SF
• Two-story convention facility addition – 40,000 SF Ballroom– Meeting rooms – Hold two 1,000 person conventions - simultaneously – Why? In 2008, Rochester lost out on over 70 conventions ($74M revenue)
• Schedule– RFP Released on 11/21/2014– 61 calendar days to submit proposals– 12 calendar days to evaluate– 29 calendar days for clarification and award
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Evaluation CriteriaCATEGORY WEIGHT
Cost 250 PointsInterview 350 Points
Risk Assessment PlanGeneral Contractor (105 Points)Mechanical (HVAC) Subcontractor (30 Points)Mechanical (Plumbing) Subcontractor (30 Points)Electrical Subcontractor (30 Points)Low Voltage Subcontractor(s) (30 Points)
225 Points
Value Assessment PlanGeneral Contractor (75 Points)Mechanical (HVAC) Subcontractor (25 Points)Mechanical (Plumbing) Subcontractor (25 Points)Electrical Subcontractor (25 Points)Low Voltage Subcontractor(s) (25 Points)
175 Points
Advance Identification and Retention of Critical SubcontractorsMechanical HVAC Subcontractor (5 Points)Mechanical Plumbing Subcontractor (5 Points)Electrical Subcontractor (5 Points)
15 Points(Bonus)
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Prioritization Comparison (Top 2 Ranking Vendors)
NO CRITERIA WEIGHTS FIRM A FIRM D FIRM A FIRM D
1 Cost 250 65,605,923$ 60,394,872$ 230 250
2 Risk Assessment 225 7.9 8.4 212 215
3 Value Assessment 175 8.8 8.6 172 164
4 Interviews 350 8.2 7.6 350 324
1,000
Price Points (250): 23% 25%
Performance Points (750): 73% 70%
TOTAL POINTS (1,000): 96% 95%
RAW DATACRITERIA & WEIGHTS PRIORITIZED DATA
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Best Value Explanation• In last 2 City projects that we won, we were about 5% below the average.• Due to experience of BV, we included no contractor contingency ($1 Million) • Preferred numbers from subcontractors working with our team ($700K)• Self-perform demolition, concrete, and carpentry with no mark-ups ($500K) • All of our personnel are from the Rochester area ($300K)• We did not include a tower crane for this project ($400K)• Contracted with multiple mechanical and electrical subs to minimize mark-ups ($320K)• Did not use excavator / driven pile contractor which all other contractors used ($300K)• We did not assume a full staff for the entire 2.5 years. During certain phases of the project
a full staff will be dedicated to this project. However, during smaller phases our staffing will be adjusted to fit the scope ($250K)
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BV Approach• 90% of project risk [time and cost deviations]
caused by client MDC, thinking and decision making
• Minimize MDC [thinking and decision making by owner]
• Utilize expertise to minimize cost and increase value
• Use natural laws and common sense to understand issues
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Questions and Answers[We need visionaries]
Linked [email protected]
Jan 18-21, 2016Tempe, AZ2015 Best Value Education and Training
• Paper of BV model• Manuals• Further education