High Performance Buildings in Universities and Colleges High Performance Buildings in the Commercial and Public Sector By Ken Gray Performance Building

High Performance Buildingsin Universities and Colleges

High Performance Buildings in the Commercial and Public Sector

ByKen Gray

Performance Building Partnership

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CIBSE Intelligent Buildings Group

The principal terms of reference are;

• Assessment of whole life value of intelligent buildings.

• Innovative approaches such as smart materials and nanotechnology, and embedded sensor technology.

• Development of strategy for healthy and sustainable buildings using appropriate levels of technology

• Integration strategies for products (systems), processes and people

CIBSE Intelligent Buildings Group

• An intelligent building is one that provides a productive and cost-effective environment based on three basic elements:

1. People (services users/facilities management)

2. Products (fabric, structure, facilities)

3. Processes (automation, control, systems, maintenance, performance) and the interrelationships between them.

• Intelligent Buildings help building owners, property managers and occupants realise their goals in the areas of costs, lifetime energy management, well-being, convenience, safety, long term flexibility and marketability to achieve buildings which have high social, environmental and economic values.

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Case Study from 2000

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ABB Zurich – Corporate Headquarters

The Cityport Experience

Ref and further information visit www.performancebuildings.ch

IT Office Solution ArchitectureQ

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MotivationMotivation

CommunicationCommunication

FlexibilityFlexibility

Supporting InfrastructureSupporting Infrastructure

ConnectivityConnectivity

RepresentationRepresentation

Layer 1Room concepts concentrating on formal and informal communication

Layer 2Integration and application Framework based on systems integration IT.

Layer 3Building Requirements(functional needs)

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Layer 5User Types

Process IntegrationLayer 4Use Cases

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Layer 5 - User Typesconstantin

zurich

visitor for a short while

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frequenttraveling < 50%

II

frequenttraveling > 50%

III

„placement“ for a defined time

V

„placement“ for a defined time

VI

„visitor“for a short while

VII

ABBZRHEmployee

ABB WorldwideEmployee

External Partner

Visitors

50 %

35 %

15 %

450 Persons

Average 120 Persons

Average 45 Persons

30,000 Visitors p/y

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Layer 3 – Building Requirements

CommunicationCommunication

Formal Communication Conferences take place between persons of all different user types. Conferences within the user types IV to VII use the buildings meeting areas.o Conferences take place in large and small groups, though generally meetings are held with less than twelve participants.o Conferences will be technically supported but should not be technologically overloaded, which means technical equipment are used as tools. Support of computer assisted aided presentations available in each meeting room. A reservation system for the conference rooms must be accessible from multiple locations.

MotivationMotivation The work place station atmosphere motivates the users and employees. Aesthetic design Forms and colors match harmoniously. Emission of noise will be minimized at the work stations. Visual discretion/privacy aides can be positioned if necessary.

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FlexibilityFlexibility

Supporting InfrastructureSupporting Infrastructure

RepresentationRepresentation

A dynamic company needs a dynamic working atmosphere. Various types of office furniture should be easily attainable and must be user friendly. No assigned / fixed work areas, infrastructure can easily be moved/adjusted to adapt to changing working environment.

ConnectivityConnectivity

Accessibility to information services in all areas of the building. Access to ABB foreign information services and own internal ABB resources must be available. Flexible wireless connections where necessary, else wired connections will be installed. Intelligent telephone system differentiates automatically between In- house and Out-house usage. Mobile telephone systems will be integrated in to the existing services. Telephone connections for external users/visitors will be locally supported.

Layer 3 – Building Requirements

All services are offered on a uniform level and these services must function as a profit-center in order to ensure for proper calculation & billing procedures. The „black boards“ are replaced by the information systems. These systems are accessible at designated info terminals. The office supply distribution can be operated as a “Kanban” system.

Representation will be in two directions: o a) internal towards ABB employeeso b) external towards business partners Bother parties’ needs must be considered in planning the corporate design

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Cityport

Offices(quiet area)Offices

(quiet area)

Entrance(customer area) 3rd Party

3rd

Pa

rty

Conference Tower(meeting/social area)

Meeting Area

11‘000 m2

Merge 7 dispersed office facilities

450 Employees

44 Conference Rooms

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Cityport: Room Concept

visi

tor

zon

e

quiet areasocial and

meeting area

quiet area

noise

no

ise

visitor zoneuser zone

use

r zo

ne

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Cityport: Basement

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Cityport: 1st Floor

Infrastructure Areas

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Cityport: 2nd – 5th Floor

Infrastructure Areas

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Conference TowerRoom Level I

Room Level II

Int. Conference Room

Creative Room

Briefing Room

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Performance Buildings

UserUser

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http://www.cisco.com/logo/

EnterpriseEnterprise

Energy Management

RemoteRemote(Mobile)(Mobile)

On SiteOn Site

Energy+ComfortEnergy+Comfort PeoplePeopleAssetsAssets

ClimateControl

NetworkManagement

AccessControl

SecurityInventory SpacePlanning

ITIT

Servers

WorkOrders

Facility Managerppbbpp


Remote Remote (Home)(Home)

eLearning

Meeting Meeting RoomRoom

WorkplaceWorkplace

Office ToolsOffice Tools Convenience ServicesConvenience ServicesCollaborationCollaboration

UnifiedMessaging

MS Office

RoomEnvironment

Settings

RoomBooking

BuyingIP TVVirtualMeeting

Office Worker Performanceppbbpp


What is Performance Building All About?

Real-Time integration of automation, information, and collaborative business

systems across the enterprise

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Performance BuildingsTM Solution ArchitectureH

VA

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ER

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RP

Mov

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Mov

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Energy ManagementEnergy Management

Remote OperationRemote Operation

Visitor ManagementVisitor Management

Facility ManagementFacility Management

Integral Meeting RoomIntegral Meeting Room

Building PortalBuilding Portal

Layer 1Open architecture, IP based, modular and scaleable sub systems (from third parties).

Layer 2Integration and application framework

Layer 3New End to End functional applications - for both office users and their service providers.

Building sub-systemsSome of the strategic partners for Performance Buildings.

Peo

ple

Circ

ul.

Peo

ple

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ul.

Systems Integration

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Performance Building Communication Architecture

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Basic Infrastructure

Web Supervisor

JACE-NP

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Performance Building

Building Energy & Comfort

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Niagara Architecture

Pager or PDA

Multiple Site

JACE-NP

HubRouter

Web Browser

Web Supervisor

JACE-NP

HubRouter

EIB, LONEIB, LON

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People Circulation

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People Circulation and Security System

Access ControllerLNL-1000

Asset Controller

Video Controller

Burglar Controller

Employee informationBadge informationAccess informationEventsAlarmsMultimedia (photo,

signature)Biometrics

(fingerprint, face, voice)

BadgingWorkstation

Video InformationEvent linkages

Assets

Locations

Asset multimedia information

Burglar alarmsBurglar information

AlarmMonitoring

Workstation

• Duress

• Door Held

• Granted

DatabaseServer

Single Database

Single UI

Single NetworkConfiguration

Single Application

Single Code

Telephone System

Presence based routing

Intelligent call forwarding

Automated Car Park Management

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Performance BuildingBuilding Asset Management

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Facility Management

FMFacilities Management System

HELP DESK phone fax internet e-mail

SITESBUILDINGSLOCATIONSASSETS installations telephones furniture etc, etc

CONTRACT MANAGEMENT(SLA’s, costs, conditions etc)

PPMPPM TECHNICAL &INFRASTRUCTURAL

BMS’s

RESOURCES site staff mobile staff client staff sub suppliers

SPACE PLANNING

ROOM BOOKINGROOM BOOKING

PROJECT MANAGEMENTPROJECT MANAGEMENT

RE-ENGINEERING through information and knowledge

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Performance Building Conferencing

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Traditional Meeting Room

• Significant Investment– Real Estate– Equipment– Man hours

• Closed, Proprietary systems

• Island solutions– Voice, Visual, Video, Data

• Manual Processes– Booking– Catering– Ordering replacements

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Integrated Meeting Room• Sales Presentation• Project Meeting• Brainstorming• Board Meeting• War Room• Training• e-Learning• Negotiation• Interview• etc

OrderServices

Catering

RoomEnviron.

VideoConf.

Beamer

Telephone

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WebPad

Personal Secure Access

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Virtual Reception Productivity gain for both user

and service provider Process-centric System Integration with added

functionality leveraging of core

technology such as skyva Differentiator in Security

(people circulation) offering HMI product and Front-End to

building (calling card and talking point)

SW Application

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Video CommunicationAvistar Media Server

Store, retrieve and broadcast

Avistar Media ServerStore, retrieve and

broadcast

Avistar ShareboardShare data

Avistar ShareboardShare data

Avistar DirectoryWith Presence

Avistar DirectoryWith Presence

Avistar Global DirectoryAccess Your Clients

Avistar Global DirectoryAccess Your Clients

Avistar ConferenceInstant conferences

Direct Connects – Active Speed Dials

Avistar ConferenceInstant conferences

Direct Connects – Active Speed Dials

Usage Reports Monitor Call Volume and

Trends

Usage Reports Monitor Call Volume and

Trends

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CityportFirst Performance Building

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Cityport Technical Infrastructure• Access control, Digital

video on IP platform• Building Automation (web

based supervisor system)• Multiservice network

– Business TV– Video Services

• Mobile IP infrastructure (wireless network)

• Virtual Reception• Facility Management

Software Infrastructure• Building Portal

EfficientEfficient space utilisationspace utilisation Operating cost reductionOperating cost reduction Productivity increaseProductivity increase

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Integration Unleashes the Value in BuildingsUserUser

OperatorOperator

Return on Investment

Operating Costs

Productivity

InvestorInvestor

• Energy Management

• Enterprise Solutions

End to End Process based Integration

Lower First CostsHigher Flexibility

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Lif

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Co

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Advantage for Investors, Developer, Architects & Consultants

Tra

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To

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ical

So

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on

)HVACHVAC

UtilitiesUtilities

SecuritySecurity

ElevatorElevator

Audio VisualAudio Visual

Voice & DataVoice & Data

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Move MgmtMove Mgmt

People Circul.People Circul.

Ind

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fo

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HVACHVAC

UtilitiesUtilities

SecuritySecurity

ElevatorElevator



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Move MgmtMove Mgmt

People Circul.People Circul.

IP B

ase

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IP B

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Process IntegrationProcess Integration

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100% Investment

Lif

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10 – 20%

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Lif

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Advantages for FM Managers & Operators

Overall process time reduced

energy costs optimised

asset management improved

room management improved

Controlling/Reportingfinetuned

Administration costs reduced

Move management highly flexible and efficient

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Advantages for Tenants

Ren

talHVACHVAC

UtilitiesUtilities

SecuritySecurity

ElevatorElevator



ERPERP

Move MgmtMove Mgmt

People Circul.People Circul.Energy ManagementEnergy Management








IP B

ase

d I

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gra

tion

IP B

ase

d I

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gra

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Process IntegrationProcess Integration

Overall Process Time reduced

Energy Costs optimised

Operation transparent

People Circulation integrated

Room Management improved

Controlling/Reportingfinetuned

Administration Costs reduced

Inve

stm

ent

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New Build – The ‘Intelligence’ Factoryppbbpp


Environmentally sustainable 1,100,000ft² facility



• 40% less energy compared with a conventional office design

• Passive systems and and a double-skin exterior wall

• Extensive solar shading

• Over 5,000 miles of cable and 1,850 miles of fibre optics

• Over 5 miles of new drains

• Over 6,000 miles of electrical wiring

• The building has 13,000m² of glass

• Computer hall the same size as the Royal Albert Hall

• Building materials from sustainable or renewable sources, or can be recycled down the line.

• Goods transported internally via electric vehicles



• Thermal modelling throughout

• Daylighting and sun penetration analyses throughout

• ARM assessment of critical systems

• Indoor air quality assessments

• Systems integration

• Unique design and delivery processes, resulting in:

• Savings of 4% of the M&E costs - £3.7m

• Completed 10 weeks early

Refurbishment - Beforeppbbpp


• Listed building

• Poor thermal performance

• Poor infrastructure

• Limited Landlord interface

• Old plant & equipment

• Noisy

• Excellent views

Refurbishment - Afterppbbpp


• No BMS

• Integrated systems

• Local personal control of environment

• Remote control & monitoring

• Façade enhancement

Monitored for 1 year

• Energy usage lower than targeted

• Facility management improved

• User satisfaction higher than other sites

• Flexibility validated

• Further strategies in place for improvement

• Cost benefits validated

The Web Enabled Tenant


Design and DeliveryEssential Integration

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Fundamental thinking on Processes and Projects

Processes may be:-

Highly repetitivee.g. filling beer bottles

One-offe.g. construct the first channel tunnel

Containing Physical inventorye.g. car assembly line

Containing Intellectual inventorye.g. conducting a technical audit

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Combine these axis ….

World of

Projects

Highly repetitive

One-off

Physical inventory

Intellectual inventory

Repetitive processes usually posses characteristics such as:-

Short and repeated cycles of learning – even if you get it “wrong” from time to time, there will be still many opportunities to get it right.

They tend to continue indefinitely in time – for the whole live of a product, - for example the “build a Volkswagen Beetle” process repeated through millions of cycles!!

There is constant opportunity for learning, improvement and innovation – the first “build a Volkswagen Beetle” cycle was probably very different from the last!

By contrast, the Once-through end of the continuum is the world of the Project. Here other characteristics are apparent:-

They are bounded in time – often with a fixed deadline – thereafter, the project will cease to exist

They happen only once – the vast majority of projects have an element of uniqueness – whilst this does not preclude learning from other projects, it means that the opportunity to continuously learn is very different from that in repetitive processes

There is a serious consequence to getting them wrong – since they happen only once they must be right first time – the only time!

The clear implication of the above is that management approaches and techniques which work well in a repetitive process may not work in a project process. Rather, we must use tools, approaches and philosophies of management which are appropriate to the process in which we are working.

The clear implication of the above is that management approaches and techniques which work well in a repetitive process may not work in a project process. Rather, we must use tools, approaches and philosophies of management which are appropriate to the process in which we are working.

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• Adam Smith in the Wealth of Nations (1776) introduced the concept of specialisation of labour

• In the Industrial Revolution Frederick Winslow Taylor showed how organisations could improve performance by structuring work into functions

Traditional Scientific Management thinking

Leads us to structure work

into logical routings by specialist functions

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Traditional Scientific Management thinking leads us to seek efficiency improvements by squeezing the

specialist functions

Operation 1

Operation 2

Operation 3

Operation 4

Operation 5

Operation 6Start Finish

For many years we focussed onimproving the efficiency of everyIndividual operation:-•Time & Motion Study•Invest in new machines•“Supervise” people to work harder

We believed this would optimise performance

But Scientific Management was introduced at times of rapid industrialisation to enable

unskilled labour to be deployed in repetitive physical inventory

processes!!

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Key Message:-

• Designing & improving work processes for 21st century ‘knowledge intensive’ projects following scientific management thinking may not be helpful !!!

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At the start the end point may be very clear

orvery unclear & ‘foggy’

&

our route to that end point may be very clear

or very unclear & ‘foggy’

Now consider that in the world of projects - when we start on a new project:-

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End point Clear

End point unclear

Route unclearRoute clear

Example:-

Building another Travelodge, we are clear what the result will look like and our route is well known. Success is largely a matter of sweating the detail and ensuring the logistics are well managed. This is rather like “Painting by Numbers”

Example:-

In exploiting the Amazonian Rain Forest, we will take a few tentative steps in the direction of a general Goal. Then we will take stock and re-assess our next move. This is very much as you might do if you were “Walking in Fog.”

Example:-

In researching new science, We may have a clear goal to achieve (“room temperature Super conductivity”). How to get there, or even if it is possible is unclear, This is a “Quest – maybe for the unattainable.

Example:-

When “Making a movie” the methods, and techniques used are pretty much the same. The artistic worth of the result however greatly varies according to the skill of the director and crew

Acknowledgement:- Eddie Obeng: “The project leaders Secret HandbookJ Rodney Turner; Project Based management

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End point Clear

End point unclear

Route clear

Acknowledgement:- Eddie Obeng: “The project leaders Secret HandbookJ Rodney Turner; Project Based management

End Point Unclear and Route Unclear

Apply Systems Thinking

Learn to walk in the fog

End Point Clear and route clear

Now we can methodically and carefully ‘paint by numbers’

End Point Unclear but Route clear

Danger Zone

Project consumes resources – everyone busy doing what they know – for no shared purpose

End Point Clear but Route Unclear

Danger Zone

Project soaks up resources in the hope of reaching the desired result

Route unclear

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• Inherent to Systems Thinking is the concept that it is the relationship between the parts of the real-life complex situation, rather than the parts themselves, that are essential to the outcome.

• Any activity that adds cost and not value creates waste

More than a toolkit – it is a completely different way of thinking about the design and

management of work

Systems Thinkingppbbpp

Uninformed optimism

Vague concern

Panic

Search for the guilty

Punish innocent

Level of energy / investment to get project right

Wild Enthusiasm

Disillusionment

Chaos

Promote the uninvolved

Contracted end date

Contractual letters start

Uninformed optimism

Claims and Counter claimsVague

concern

Panic

Search for the guilty

Punish innocent

Time

Wild Enthusiasm

Disillusionment

Chaos

Promote the uninvolved

The Feelings in a Typical Project

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ContractedEnd Date

Contractual letters start

Claims and Counter claims

Lessons Learned

Information & Knowledge on ‘need to know’

Split project into packages

Every player focussed on own objective

Site workscommence

Deadline looms – ‘all hands to help’

Wasteful activity on site, waiting, rework, solution compromised

Budget overspent, margins erode,

Never again!! Will work with different people next time!

Time

The Events in a Typical Project

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The Opportunity Curve

Evaluation Concept design of product & process

Detailed design

Execution Follow-up- lessons

learnt

Involvement stage in

traditional relationships

Area of “wasted potential”

Potential to add value via

integration

Adapted from Baker Hughes Inteq

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Change the Shape of the Project via Integration


ContractedEnd Date

Time

Establish and agree ways of working

Develop shared understanding of project goals

Collaborative planning

Mobilisation- Educate in ways of working, demonstrate via leadership

Collaborative Working & Problem Solving

Controlled project completion

Rapid Establishment of a High Performance Project Team

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Integration Processes MUST bring:• Immediate pace and focus for the project• Early identification & visibility of issues, risks, assumptions at a

stage when influence can be exercised• Shared understanding of the project objectives• Clear agreements on roles and responsibilities• Insights into this project teams strengths and weaknesses +

coping strategies• Common language for relating to typical project challenges• Environment for people to work together creatively, operating

with clarity and cohesion• Framework for the project team to communicate with

stakeholders

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Documents

High Performance Buildings in Universities and Colleges High Performance Buildings in the Commercial and Public Sector By Ken Gray Performance Building