Construction Interface Management Tools And Design Processes PDF

CONSTRUCTION INTERFACE MANAGEMENT INTERFACE MANAGEMENT TOOLS AND DESIGN PROCESSES Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course....

CONSTRUCTION INTERFACE MANAGEMENT INTERFACE MANAGEMENT TOOLS AND DESIGN PROCESSES Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 1 “If the ladder is not leaning against the right wall, every step we take just gets us to the wrong place faster.” — Stephen Covey Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 2 Introduction Technology supports interface management implementation by improving efficiencies and eliminating waste. Technology tools can address the requirements for each IM maturity level. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 3 Context Standardization helps manage numerous interfaces, stakeholders, disciplines, and geographies on projects. The CII has developed a set of tools which can help you with the implementation of IM on your project. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 4 Objectives Leverage effective IM Apply industry-leading Improve efficiencies and practices frameworks and tools for eliminate waste through IM implementing IM Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 5 Sections List 1 Tools Used to Determine the Appropriate Levels of IM Implementation 2 Stages of Maturity 3 Aligning Maturity to Interface Complexity and Risk 4 Framework for Workflow-Driven Interface Management 5 Technology Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 6 Tools Used to Determine the Appropriate Levels of IM Implementation Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 7 Introduction Tools associated with each maturity and implementation level: Master IM spreadsheets Interface control IM software interface plans documents or (MIP) drawings Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 8  Master Interface Plan (MIP) May describe common types of project IPs, Describes how to manage interface points Includes management procedures and project deliverables, and stakeholder (IPs) and interface agreements (IAs) activities for effective delivery of IPs interface responsibilities Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 9 IM IM SPREADSHEET Spreadsheets Spreadsheets and registers are the basic tools for managing and registering IPs. IPs may include several IAs to guide communication of the deliverable. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 10 Interface Control Document/Drawing (ICD) The ICD is the physical representation of the IP and may be included or attached to the IA. The ICD can be used to identify and capture interface information and approved changes. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 11 IM Software Interface management software improves efficiencies, eliminates waste, and improves maturity. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 12 Let’s Discuss Reflect on interface scope items you and your subcontractors need but are never on the documentation. Work with your teammates to list five to ten examples. Further answer how you are managing these on your current project. What efficiencies could be gained? What waste could be eliminated? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 13 Aligning Maturity to Interface Complexity and Risk Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 14  Introduction - Assessing Complexity and Risks Determine current stage with respect to the Establish the desired end state for each Implement the project interface risk impact four elements of the IM maturity model. element. (PIRI) matrix. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 15 Project Interface Risk Impact (PIRI) Matrix Recap The PIRI tool recommends IM implementation requirements based on the maturity model elements: Qualified people Enabling tools and systems Business processes Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 16 Scenario 1 – Low Complexity and Risk Level, Low Business Impact The owner uses ABC Construction as its sole-source contractor. The local markets for labor and materials have plentiful resources. ABC Construction is a lump sum and turnkey contractor, building its 30th franchised department store in a well-established and assessed market with established, specific procedures and management tools. This department store stands alone in a Greenfield site. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 17 Scenario 2 – High Complexity and Risk Level, High Business Impact DEF, based in Michigan, is an established joint venture between GHI Chemicals, headquartered in Europe, and JKL Farms, headquartered in Texas. DEF specializes in manufacturing environmentally responsible crop fertilizers. The new project is an expansion of DEF’s existing fertilizer plant located in Kenya, Africa. This expansion will accommodate processing trains that are the first of their kind, with brand new, state-of-the-art technology. The local Kenyan government has established strict environmental guidelines and permit-processing restrictions for all construction efforts (including renovation and expansion works). The existing fertilizer plant must stay in operation. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 18 Scenario 2 – High Complexity and Risk Level, High Business Impact MNO, the EPCM contractor, will be executing the detailed design and procurement in its United Kingdom office, with a work-share in its Mumbai and Delhi offices in India. MNO’s construction execution strategy includes awarding large prime contractor scope packages. Additionally, MNO personnel will have to familiarize themselves with Kenya, since this will be their first project in the country. The project will have 436 tie-in points into the existing plant that must be completed in one shutdown—at least four of the prime contractors will be responsible for a portion of the required tie-ins. Funding for this project has been sourced from five different banking institutions. Additionally, the financing that DEF received has over- extended its credit and, if the project is not successful, it could financially ruin DEF. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 19 Scenario 3 – Low Complexity and Risk Level, High Business Impact PQR Company conducts routine valve replacement on an export pipeline. The work itself is a routine effort and is not necessarily complex. If something were to occur that delayed or impeded the completion of a valve, it could delay the export of product. Delays in the export of the product would surely have a high impact on the business. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 20 Let’s Discuss We identified risks and issues that could be remedied through the application of the PIRI matrix, earlier used for “Here Fishy Fishy.” Now we want to assign the project to a section within the PIRI. Is the complexity high, medium, or low? Is the risk high, medium, or low? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 21 Overall Project Interface Complexity and Risk Level The ICAT is a resource that prioritizes the interfaces that need to be more actively managed, or contain more risk, between every pair of stakeholders involved on a project. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 22 ICAT Section 1 ICAT evaluates a distinct pair of interface stakeholders using 15 key measures or interface-influencing factors (IFFs). ICAT bases its prioritization results on these IFFs. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 23 ICAT Section 2 ICAT also allocates a default interface weighting for each individual IIF. Users should rank each IIF on a scale of 0–2. These default Interface weightings are broadly based on the CII’s standard recommendations. Users should refine and calibrate the weightings to fit their unique circumstances. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 24 ICAT Section 3 - Interface Complexity Factor (ICF) Simple interfaces Medium interfaces Complex interfaces Low ICFs reflect simple interfaces High ICFs indicate complex interfaces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 25 Develop Appropriate IM Strategies for Critical Interfaces ICFs can pinpoint critical interfaces and develop appropriate IM strategies for them. The higher the interface complexity, the more mature or formal the IM implementation should be. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 26 Let’s Discuss Based on what we know about the interface between you and Brian on Avocet Island, fill out the ICAT Section 1. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 27 Framework for Workflow-Driven Interface Management Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 28 IMS Framework Introduction Interface management systems (IMSs) facilitate alignment among stakeholders by defining interface characteristics, responsibilities, and due dates. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 29 Framework Implementation Steps The IMS framework consists of the following six steps: 1 2 3 4 5 6 Interface Interface Interface Interface Monitoring Interface Identification Documentation Transferring or Communication and Control Closing Package Issuing Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 30 Interface Identification Early identification of Interfaces are typically Project interfaces are interfaces will lead to identified by a group identified through the better understanding of experts on the whole project life cycle of risks and promote project. in an ongoing process. success. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 31 Let’s Discuss ? What information do you need about an interface in order to appropriately manage it? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 32 Interface Documentation Interface documentation defines all relevant interface information in a formal document. Once you have identified the involved parties, a RACI matrix is used to define the responsibilities of each party involved. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 33 Interface Transferring/Package Issuing Interfaces and their details are transferred to the appropriate parties at contract award. Awarding contractor reviews and approves interface points (IPs). Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 34 Interface Communication Project parties start communicating with each other through issuance of interface agreements. The interface manager requests the addition of more interface points, if needed. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 35 Monitoring and Control Performance of interface management system (IMS) and contractors in providing interface deliverables is assessed. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 36 Interface Closing The interface agreement (IA) is closed if the accountable party approves the accuracy and adequacy of the deliverables. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 37 Let’s Discuss ? In your past experiences, have you ever seen an interface closed? Why was the interface closed? Was the result what you expected? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 38 Interface Agreement Deadline The deadline can be rescheduled through negotiation between both parties. If issues cannot be resolved, the interface manager helps with conflict resolution. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 39 Framework Summary Early implementation of the IMS improves performance. Improve project Enforce contract terms. Share and distribute Solve problems performance through information within an collaboratively among better stakeholder interface management interested parties. alignment. framework. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 40 Let’s Discuss ? What is the likelihood that you will use interface agreements in your future work? Why? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 41 Technology Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 42 Introduction As the number of interfaces grows, manual work becomes increasingly arduous. Technology supports the IM implementation process by improving efficiencies and eliminating waste. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 43 Let’s Discuss ? What experiences have you had that involved so many interfaces technology was needed to manage them? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 44 Formalize Contractor Collaboration Alignment with Interface Connect These systems allow definition and control of scope delineation, request tracking, and stakeholder informing. Available tools: Interface Connect, Aconex, Assai’s software Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 45 Software Benefits Formalizing scope delineation Mitigating cost and schedule risk Improving accountability Ensuring compliance to policies Reducing errors and rework Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 46 Summary This topic covered the tools developed by CII to help you effectively implement IM on your project. Best practices and tools that support and standardize IM processes: o MIP o Interface management spreadsheet o Interface control document o Interface management software IM maturity stages PIRI ICAT Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 47 Let’s Discuss ? Which tools, frameworks, or processes do you think will be most useful to you back on the job? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 48 Meanwhile, on Avocet Island Applying What You’re Learning Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 49 Interface Complexity Assessment Complete the ICAT Section 2 analysis for the interface between Brian, the project manager of ‘Here Fishy Fishy,’ and yourself. 16 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 50 Return and Report Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 51 Wrapping Up Interface Management Tools and Design Processes Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 52 Interface Management in Built Environment Projects Leverage effective IM practices Apply industry-leading frameworks and tools for implementing IM Improve efficiencies and eliminate waste through IM Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 53 Up Next: Effectively Manage Interfaces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 54