Progressive Elaboration Creating the

Project Frame

CM 650
Lecture 3
Chris Cox
Module 1 Topics

Revisiting Last Week’s

Lectures
 When the
Requirements
are Not Clear
 • Projects by their nature are dynamic, complex,
sociotechnical systems (i.e., interactions between humans
and technology) consisting of many highly interconnected
Project components
• A complex system is defined by the Society for Risk
Management: Analysis (SRA) as: “A system is complex if it is not possible
to establish an accurate prediction model of the system
Complex based on knowing the specific functions and states of its
individual components”
System of • Emergent behavior is behavior of a system that does not
depend on its individual parts, but on their relationships
Systems to one another.
• Emergent behavior cannot be predicted by examination of
a system's individual parts. It can only be assessed by
understanding the parts and their relationships.
• Adaptiveness is a feature of complex systems.
• There is a difference between complicated and complex
systems
Complicated vs. Complex (propensity for adaptation and emergent behavior)
Key Areas of Project Management (PMI)
• Scope Management
• HSE Management
• Interface Management
• Cost and Schedule Management
• Quality Management
• Communications Management
• Risk Management
• Change Control Management
• Human Resource Management
• Supply Chain Management
 The outcomes of actions many times do not occur in
time and space proximity.

Projects are
Complex
Systems

• There are many interacting elements (owner, contractors, suppliers,

community, agencies, etc.) that have differing perspectives and priorities.
• Human nature is an example of “emergent behavior”
From conceptual framework to
empirical framework
Meta-network Adjacency Matrix Example
Agent x Deliverable
Project Plan Facility Design Cost & Schedule Contract mgmt Construction
Owner PM 1 1 1 1
Owner EM 1 1 1
Owner PSM 1 1
Owner CM 1
Owner Op EM 1 1
Owner Op OM 1 1 1 1
Contractor PM 3 1 1 1
Contractor EM 1 1 1 1
Contractor Const M 2 1 1 1
Agent x Knowledge
Engineering Project Mgmt Operations Construction Contract Cost & Schedule
Owner PM 1 1 1 1 1
Owner EM 1
Owner PSM 1
Owner CM 1
Owner Op EM 1 1
Owner Op OM 1
Contractor PM 1 1 1 1 1
Contractor EM 1
Contractor Const M 1
Food for Thought
Project Framing
 What is Framing?
• Framing is the initial activity in the decision-making process.
• An appropriate frame ensures understanding about:
• the opportunity we are tying to capture or the problem we are tying to solve,
• the decisions we are trying to make,
• the background and context for these decisions and focuses decision making
on creating value from the opportunity.
• The framing process establishes alignment among the project team, decision
makers and stakeholders.
A Well-Defined Frame is the Foundation for Decision Quality
 Why is framing
Important?
• Framing is the process of putting a frame
around the project by defining the high-level
boundaries within which the project will be
developed.
• It provides the owner with a basis for what the
business needs and provides the project team
with clear guidance and direction on the
boundaries within which the project team can
develop the project scope.
• It includes the business needs and objectives,
the project objectives, the high-level scope
and the business value chain areas it will
cover, the killer risks facing the project and the
required cost and schedule.
• With the appropriate frame, the right people
treat the right problem from the right
perspective.
• Inappropriate framing can result in poor
decision-making.
 • The Framing Process is a series of three
stages early in the project development
process:
• Discovery
The Framing • Definition
Process • Structure
• The project frame is then used throughout
the project to focus efforts on the right
opportunity.
The Framing
Process, Inputs
& Outputs
Discovery
• In this early stage we don’t know yet whether we have a project - we are discovering
whether an opportunity exists.
• The Discovery Stage is most useful when assessing new and significantly different
business opportunities. For opportunities that are similar to others in the existing
business and are a strategic fit, little effort may be needed in Discovery.
• The work in the Discovery Stage sets the stage for further framing work and is broadly
focused - not making decisions about the project during Discovery (comes later during the
Definition Stage)
• Typical Discovery activities include:
➢ Assess complexity before spending significant effort in this stage.
➢ Assessing the business & competitive environment to validate the strategic
alignment of the opportunity with corporate strategies (some tools listed on next
slide).
➢ Have discussions with key stakeholders to build alignment.
 Discovery Tools
Discovery Summary When to use
Tools
Porter's 5 Helps gather & organize information about Primarily used for strategic planning and new
Force the business environment business ventures, but can shed light on
Analysis Focuses on bargaining power of suppliers and complex capital projects where external
customers, threat of substitutes and new entrants, forces can influence our decisions.
and competitive rivalry between existing players in
an industry.

SWOT Helps in organizing what we know about our A commonly used tool to help define the
Analysis internal strengths and weaknesses and the current strategic position of an asset,
external opportunities and threats. business unit, etc.
Also used to help raise issues.
Analytical Helps to break a problem down Most useful where there is poor clarity about
Hierarchy and then aggregating the solutions of all the value drivers of an opportunity.
Process the subproblems into a conclusion. It
(AHP) facilitates decision making by organizing
perceptions, feelings, judgments, and
memories into a framework that exhibits the
forces that influence a decision.
Definition Stage

From the Discovery Stage we In the Definition Stage we carve The key output of the Definition
have an understanding of the out a narrower frame by making Stage is a Framing Document,
opportunity in the context of a specific decisions about what we which typically includes the
broad business and competitive will work on. following outputs:
landscape. - Opportunity Statement
- Success Vision
- Project Boundaries
- Stakeholder Analysis

The sequence of activities may vary depending on the nature

of the opportunity and the people involved. Flexibility is
essential to keep framing decision-driven.
 • Much of the work in the Definition Stage is often
completed in one or more Framing Workshops. This is a
facilitated meeting where key decision makers and other
participants review the work completed during discovery
About the and further define the opportunity.

Definition • In an owner organization framing is often initiated before a

project team has been formed but should have
Stage management from the project department senior
management
• A “Decision Executive (DE)” should be identified and a
project team will be formed. At this point, the DE and
project team are responsible for ensuring development of
an appropriate frame.

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 Definition Stage Tools & Outputs

Framing Outputs What is it? How is it used?

Opportunity Statement A brief statement to answer the question "What are we Throughout the project the Opportunity Statement is used to
doing & why?" focus the efforts on the right opportunity without narrowing to a
Relates the opportunity to value creation without being single alternative too soon.
overly specific regarding any potential solution.
Success Vision A preliminary description of the future state the project is The Success Vision serves as the target the project team is
working to achieve, answers the question, "what will we aiming for, and is an input to alternatives generation and project
see when our project succeeds?" planning.
Project Boundaries Project Boundaries clarify what the project team will work Throughout the project, the Project Boundaries help keep the
on and what is excluded from consideration. team from:
Givens (decisions made) from the Decision Hierarchy ➢Working on areas being addressed by others to avoid rework
become Project Boundaries. Other boundaries may be and redundancy.
physical asset limitations, external constraints, and ➢Pursuing alternatives that are certain to be rejected.
contractual terms.
Stakeholder Analysis At a minimum, a list of the key Stakeholders who can The Stakeholder Analysis, along with the degree of uncertainty
significantly influence/ impact the opportunity and an and ambiguity, help flag the need for Game Theory. The list of
understanding of how these stakeholders influence the the Stakeholders is the starting point for the Stakeholder
opportunity. Management Plan.
Structuring the Opportunity
 Framing What is it? How is it used?
Outputs
Issue List Tool used to raise issues that To generate the 'raw materials' for
provide insight regarding the many of the key Structuring tools.
opportunity.
Preliminary A preliminary list of the most Risks & Uncertainties are inputs into
List of "key" significant risks and uncertainties the Risk Management Plan and used
Risks & that impact project value. in evaluating the alternatives.
Uncertainties
Clarify the abnormal risks, bring
Structure them to the attention of decision
makers.

Stage Tools Value Drivers Value Drivers are those factors

that most influence the potential
To focus efforts on the factors with
the most influence on the potential
value of an opportunity. value.
& Outputs Decision The quantitative and qualitative Decision Criteria are used to make
Criteria measures we use to make key key project decisions, such as
project decisions. Often we will selecting a preferred alternatives
establish a small set of primary and approving funding.
decision criteria to focus our
analysis, and a larger set of
secondary decision criteria to use
only if the decision is too close to
call using the primary decision
criteria.
 Framing What is it? How is it used?
Outputs
Decision Provides clarity on the key questions/ Clarity on the Givens helps us avoid
Hierarchy decisions to study during the Phase of unnecessary work on decisions that have
the project under consideration already been made, and helps to define the
➢Givens: decisions already made (note: information and the analysis needed,
Givens become Project Boundaries) enabling better resources planning.
➢Strategic Decisions: the decisions to Strategic Decisions become headers in the
focus on during the Phase under columns of the Strategy Table. They define
consideration. the questions to study during the Phase of
Structure ➢Tactics: decisions to be made after the
Focus Decisions.
the project under consideration.
Since Tactics are decisions to be made after
the Strategic Decisions, listing them helps
Stage Tools us avoid doing work that may be
unnecessary or may have to be redone
later, helping us be decision driven.
& Outputs, Strategy Table A table that lists the range of choices for Provides increased clarity regarding the

cont. each of the Strategic Decisions, and

used to display strategic alternatives.
Strategic Decisions.
Aids clarity by mapping the basis for the
phase 1 economics on the strategy table.
Helps to define the information and analysis
needed.
Used in generating and testing a wide range
of creative, doable alternatives.
Framing Activities in each Project
Phase (Heavy Industry Perspective)

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Framing Output:
Documentation
• The customers of the framing document:
➢ Decision Makers: the frame focuses the decision-
making process
➢ Project team: the frame focuses work efforts on
the right opportunity
➢ Stakeholders: the frame enables them to
understand the opportunity

• A good framing document provides exactly the

information needed in a format that is easily
communicated. Avoid providing too much non-
essential information, the challenge is to know
where to draw this line.
Framing Workshops
• Framing Workshops are a very common and useful part of the Framing Process.
• However, not all framing activities can be completed in Framing Workshops. Some
framing activities are best done by individuals and small groups.
• Framing Workshops generally cover both the Definition and Structure Stages. In some
cases, Discovery Stage activities need to be incorporated into the front end of a Framing
Workshop.
• The agenda needs to be tailored to fit the specific objectives, and may vary based on the
complexity, stage and status of the project, as well as the experience of the facilitator
and participants. This tailoring of the agenda in an important pat of keeping our projects
decision-driven.
• Framing is an iterative process, and multiple workshops are often needed.
Commercial Project: Pre-
Bidding Development
Anatomy of a Construction Project

The Need Programming Schematic Design

2-6 Months

Design Construction
Bidding
Development Documents

Construction Occupancy Decommissioning

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Programming Phase
▪ The purpose is, based on the owner’s need, to generate a list of
• Objectives (we want a cool hotel to attract a lot of tourists)
• Spaces (around 200 guest rooms, large lobby area, gym, meeting
space, heliport which can be converted into a tennis court)
• Services (i.e., telephone, data, utilities, etc.)
• Site considerations
• Options
• Recommendations
• Conceptual estimates
• Scheduling concerns
• Significant constructability issues
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CM121 - ©Omid Shoghli, 2014
Programming Phase
▪ Defines the owner’s new construction or facility
repair/rehabilitation/improvement needs

▪ Forms the basis of the owner’s expectations and goals for the
completed project

▪ The primary design reference for the development of the project

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CM121 - ©Omid Shoghli, 2014
End Result: Program Report
▪ Both the owner and the designer participate in the programming phase
▪ Designer helps the owner to develop a Program Report base on the need
▪ The Program Report should have
• Clear and concise project intent
• Clear recommendation in the presence of options
• Valid conceptual estimate
▪ The report and estimate may be used by the owner to develop a capital
spending plan and to prioritize projects

▪ The Program Report defines the scope of work

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CM121 - ©Omid Shoghli, 2014
Anatomy of a Construction Project

The Need Programming Schematic Design

2-4 Months

Design Construction
Bidding
Development Documents

Construction Occupancy Decommissioning

33
Schematic Design Phase
▪ Objectives are to:
• Arrive at a clearly defined feasible concept
• Present it in a form that achieves owner understanding and
acceptance
• Clarify the Project Program
• Explore the most promising alternative design solutions
• Provide a reliable basis for analyzing the cost of the project

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ The schematic drawings demonstrate basic spaces, scale and
relationship of components

▪ Due to elemental aspects of graphic illustration, the designer also

needs to explain in writing a narrative

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Architectural Design/Documentation
• Conceptual site and building plans
• Preliminary sections and elevations
• Preliminary selection of building systems, materials, and equipment
• Development of approximate dimensions, areas and volumes

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Structural Design/Documentation
• Recommendations for basic structural materials and systems
• Initial structural analyses

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Mechanical Design/Documentation
• Development of conceptual design solutions for:
▪ Energy source(s)
▪ Energy conservation
▪ Heating and ventilation
▪ Air Conditioning
▪ Plumbing
▪ Fire protection
▪ Special mechanical systems
▪ General space requirements

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Electrical Design/Documentation
• Recommendations regarding basic electrical materials, systems, and
equipment
• Development of conceptual design solutions for:
▪ Power service and distribution
▪ Lighting
▪ Telephones
▪ Fire detection and alarms
▪ Security systems
▪ Electronic communications
▪ Special electrical systems
▪ General space requirements
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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Civil and Landscape Design/Documentation

• Development of conceptual design solutions for:

▪ On-site utility systems
▪ Off-site utilities work
▪ Fire protection systems
▪ Drainage systems
▪ Paving
▪ Lawns and planting
▪ Storm water management

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Interior Design/Documentation

• Space allocation

• Partition locations

• Possible furniture and equipment

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Materials Research/Specifications

• Identification of potential architectural materials, systems and

equipment

• Investigate the availability and suitability of alternative architectural

materials, systems, and equipment

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase
▪ Project Estimate

• Review and update project costs based on the schematic design

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CM121 - ©Omid Shoghli, 2014
Schematic Design Phase: End Result
▪ Simple diagrammatic documents delineating room sizes and
relationships
▪ Single line diagrams of all systems (i.e. water mains, electrical risers,
etc.)
▪ Preliminary elevation studies of the building exterior
▪ Drawings of special interior spaces
▪ A project narrative
▪ An estimate of construction cost for review and approval by the
owner

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CM121 - ©Omid Shoghli, 2014
 An Example of a Schematic Design:
Solid Waste Transfer Station Project
Tipping Level Schematic Design: Floor Plan Equipment Level Schematic Design: Floor Plan

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CM121 - ©Omid Shoghli, 2014
An Example of a Schematic Design:
Solid Waste Transfer Station Project

Schematic Design: Profile 46

CM121 - ©Omid Shoghli, 2014
An Example of a Schematic Design:
Solid Waste Transfer Station Project

Schematic Design: Exterior of the Facility 47

CM121 - ©Omid Shoghli, 2014
An Example of a Schematic Design:
Solid Waste Transfer Station Project

Project narrative: assumptions for Foundation Wall Design

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CM121 - ©Omid Shoghli, 2014
Anatomy of a Construction Project

The Need Programming Schematic Design

Design Construction
Bidding
Development Documents
2-4 Months

Construction Occupancy Decommissioning

49
CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Objectives are to:

• Address all important aspects of the project so that all that

remains is the formal documentation step of construction contract
documents

• Work out all the issues left unresolved at the end of schematic
design can be worked out

• Achieve a really polished product

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Architectural Design/Documentation

• Establish the final scope, relationships, forms, sizes and appearance

of the project through:
▪ Detailed plans, sections and elevations
▪ Typical construction details
▪ Three dimensional sketches
▪ Final materials selections
▪ Equipment layouts

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Structural Design/Documentation

• Final structural design criteria

• Final foundation design criteria

• Final sizing of major structural components

• Land reclamation (Burj Al Arab)

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Mechanical Design/Documentation
• Equipment sizes and capacitates
• Equipment layouts
• Required space for equipment
• Required clearances
• Acoustical and vibration control
• Visual impacts
• Energy conservation measures

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Electrical Design/Documentation

• Criteria for lighting, electrical and communications systems

• Visual impacts

• Energy conservation measures

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Civil and Landscape Design/Documentation

• Development of outline specifications to establish the final scope

for on-site and off-site civil engineering work and landscaping work

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Interior Design/Documentation

• Final scope with respect to:

▪ Interior construction of project

▪ Special interior design features
▪ Furniture, furnishings and equipment selections
▪ Materials and finishes and colors

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CM121 - ©Omid Shoghli, 2014
Design Development Phase
▪ Materials Research/Specifications
• Production of design manual including design criteria and materials
lists

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Design Development Phase
▪ Project Estimate and Scheduling

• Review and refine project costs

• Availability of materials

• Construction sequencing and scheduling

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CM121 - ©Omid Shoghli, 2014
 Design Development Phase: End Result
▪ Drawings and specifications that fix and describe the size and character of
the project

▪ Code compliance
▪ Construction cost
▪ Project schedule
▪ LEED (Leadership in Energy and Environmental Design)Project
Compliance Report if applicable

▪ While most design issues should be resolved by the end of design

development, some will continue to be refined, resolved, or modified
during the construction documents, bidding and construction phases of
the project. 59
CM121 - ©Omid Shoghli, 2014
Anatomy of a Construction Project

The Need Programming Schematic Design

Design Construction
Bidding
Development Documents
4-6 Months

Construction Occupancy Decommissioning

60
CM121 - ©Omid Shoghli, 2014
100% Submission and Contract Document Phase

▪ The 100% Submission is a complete, coordinated set

of contract documents which is composed of:

• Drawings
▪ Must be complete and include all required
information for a contractor to perform a bid
take-off

• Engineer’s Estimates
• Code compliance form
• Project scope
▪ Must be clearly indicated 61
CM121 - ©Omid Shoghli, 2014
100% Submission and Contract Document Phase

▪ Bidding Requirements
▪ Advertisements
▪ Instructions to Bidders
▪ Bid Form
▪ Form of Bid Bond
▪ General Conditions of the Contract
▪ Supplementary Conditions of the Contract

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CM121 - ©Omid Shoghli, 2014
An Example of a Detailed Design:
Solid Waste Transfer Station Project

Construction Document Include in the Contract: Detailed

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design of the tipping level CM121 - ©Omid Shoghli, 2014
An Example of a Detailed Design:
Solid Waste Transfer Station Project

Construction Document Included in the Contract: Detailed

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design of the equipment level CM121 - ©Omid Shoghli, 2014
Anatomy of a Construction Project

The Need Programming Schematic Design

Design Construction
Bidding
Development Documents

Construction Occupancy Decommissioning

65
CM121 - ©Omid Shoghli, 2014
Transition to Bidding
▪ Establishing a bid date

▪ Advertising the job

▪ Scanning documents and printing full contract bid documents for

sale and distribution to prospective bidders

▪ Scheduling the required pre-bid visits

▪ Designer should be prepared to respond to bidder questionnaires

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CM121 - ©Omid Shoghli, 2014
Summary
• Framing supports and enhances decision making.
• The Framing Process is a series of three stages early in the project
development process:
• Discovery
• Definition
• Structure
• The framing process establishes alignment among the project team,
decision makers and stakeholders.
• Looked at the pre-bid activities for a commercial project.