Engineered Systems - June 2008 - (Page 69)

as an integrated team and participate in forming both the large and small concepts of the project. Working together from project’s beginning provides the best opportunity to establish a balanced project and one which requires minimal re-planning and rework. Twenty years ago, I used this process on a major replacement program for the Harris County (TX) Hospital District, which replaced two major teaching hospitals. The result was a $330 million, 850-bed program which finished on time, without changes, under budget, with a construction unit cost of $106/sq ft, while also winning gold medals from the Texas chapters of the AIA and the AHA. This process also proved successful for building programs at Rockefeller University in New York, and for Jacobs Field/Gund Arena in Cleveland, and has proven to be very successful for Chinese Hospital in San Francisco. In the case of Chinese Hospital, the decisions were mapped and meetings with hospital leadership and users included the integrated design team. Two hundred and eighty meetings were held within approximately 90 days. These meetings secured decisions that led to completion of schematic design and a part of design development during this short period of time. This could not have happened if one firm or individual prepared their part of work and handed it off to another. 2) USE PROCESS MAPPING Develop process maps. These are not floor plans and are not physically constrained; they show processes and interactions. Three par- ticular groups should be mapped: patients, staff, and materials. The maps are individual, but when overlaid, will show where activity takes place, defining spaces and environments needed. Mapping current state conditions and asking about the desired future state, allows for investigation of new processes which could enhance operations with fewer steps, fewer people, and lower costs and which could also potentially create better or safer environments. An adjunct to the process map is a staffing map. Since a process map allows one to see steps, it is easy to understand time on the process map. The time involved includes both elapsed time and incremental time. Elapsed time is how long it takes for a patient to go from “a to z,” while incremental time is how long it takes for a certain action to take place by a certain staff member. Applying volume to increments reveals staffing and staffing type when those tasks are allocated. Therefore, changes to the process map help improve functionality and reveals staffing necessary to accomplish the future desired state. Development of the process maps is an interactive process and its’ conclusion is an interactive and multi-disciplined/ multi-level consensus of future operations. 3) FOCUS ON TARGET COSTING The cost planning/cost modeling (a.k.a. cost targeting) element is likely the most important area addressed in this article. The intent of the process is to know what costs are before design and documentation starts, to forecast costs accurately on the basis of functional parameters and Adding Value to People through Education BUILDING OWNERS & MANAGERS INSTITUTE INTERNATIONAL Input 101 at www.esmagazine.com/instantproductinfo ESM06084Bomi.indd 1 w w w. esmag a zin e. c o m 5/16/08 2:59:59 PM 69 www.BOMI.org www.esmagazine.com/instantproductinfo www.esmagazine.com

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Engineered Systems - June 2008 Contents Editor’s Note Letters To The Editor Back2Basics HVAC Challenge Case In Point Commissioning Efficiency Incentives HydroTech Building Automation Energy Wiz HVACR Designer Tips Notre Dame Tackles the Heat State Of The Arts Time For A Transplant? Project Delivery: What Can IPD Do For You? Issues & Events Computers & Software Products Application Checklist Glossary Classifieds Advertiser Index Tomorrow’s Engineer

Engineered Systems - June 2008

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