PERFORM PROGRAM Process (1): DEVELOPMENT Process …projects.brevardschools.org/planning/Programmatic... · checkpoint #10), via email to [email protected] and copy Steve Muzzy on

PERFORM PROGRAMDEVELOPMENT A. CAUSSADE

Key WorkProcess (1): Process Owner:

Work System OwnerEd Curry

Work System Enabling LeaderDane Theodore, Director

Priority Processes Owner Anibal Caussade, Project Mgr.

January 5, 2009

Perform ProgramDevelopment

Process Improvements

R TE NC EI IP

R TE NC EI IPGOVERNOR’S

STERLING AWARDGOVERNOR’S

STERLING AWARD

00 72 00 72

cocoa beach jr./sr. high school

cocoa beach jr./sr. high school

cafeteria palm bay high school

cafeteria palm bay high school

PERFORM PROGRAMDEVELOPMENT A. Caussade

MacroProcess: Process Owner:

Table of Contents1. Cover Sheet2. Table of Contents3. Facilities Design Internal and External Customers4. Macro Flow Chart - Manage Facility Design5. Key Work Process 1 Flow Chart - Perform Program Development6. DMAIC Lite Storyboard - Check Points 1-187. Key Work Process 1 8. Key-In-Process Measures Determination Form System Form9. BPS Process Management System10. Macro Process Control System Form11. Key Work Process 1 Process Control Form12. Countermeasure Matrix13. Countermeasure Action Plan Matrix14. Action Plan Root Cause #115. Action Plan Root Cause #216. Key Work Process Indicator Data

Process Selection Matrix Form

PERFORM PROGRAMDEVELOPMENT A. Caussade


FACILITIES DESIGN INTERNAL CUSTOMERSSchool Board

SuperintendentArea SuperintendentsDistrict AdministrationSchool Administration

FACILITIES DESIGN EXTERNAL CUSTOMERSState of Florida

Florida Department of EducationParents / Guardians

Students

NEED PROJECTDESIGN

?

?

DELIVERABLES:D1. Construction Scope of WorkD2. Bid DocumentsD3. Design Criteria PackageD4. Project PlansD5. Project SpecificationsD6. Approved Plans and Specifications

Q1 - Cost of Errors & Omissions as a % of Total Construction Cost

Q2 - % Variance from Design Schedule

Design / Build (D/B) Project?

Design / Bid /Build Project?

Q3 - % Variance from Design Budget

P1 - Pre-Design Schedule Milestones

NEED ISMET

SUPPORT BID & PERMIT ACTIVITIES

SUPPORT CONSTRUCTION & CONSTRUCTION CLOSEOUT ACTIVITIES

CONSTRUCTION &CLOSEOUT COMPLETE?

PROJECT DESIGN COMPLETE?

A&E CONTRACTCLOSEOUT COMPLETE?

?

?

?

YES

YES

YES

NO

NO

NO

P4 - Bid & Permit Support Schedule Milestones

P2 - Project Design Schedule Milestones

P3 - Cost Variance @ Design Deliverable Milestones

P7 - A&E Contract Closeout Schedule Milestones

P5 - Construction & Construction Closeout Support Schedule Milestones

P6 - Cost of Errors & Omissions as % of Construction Costs at Schedule Milestones

M/E/P Construction <$50,000 or Placement / Hookup of

Relocatable Units?

CLOSEOUT A&E CONTRACT

PERFORM PROGRAM DEVELOPMENT

DEVELOP BUDGET

DESIGN PROJECT

APPROVAL BYBOARD

PROGRAMBUDGETDCP

PROGRAMBUDGET

A&EAPPROVAL BY

BOARD

DEVELOP DESIGN CRITERIA PACKAGE

SELECT DESIGN / BUILDCONTRACTOR

SELECT A & E

D3

D4D5

D6

YESNO

?

GO TOFACILITIES

CONSTRUCTIONFLOW CHART

DEVELOP BID DOCUMENTS

APPROVAL BYBOARD

D1D2

YES

NOBOARD

APPROVALREQUIRED?

KWP 1

KWP 5

KWP 6

KWP 7

KWP 8

KWP 9

KWP 3

KWP 4

KWP 4

KWP 2

WHO

STEP


BPS SCHOOLBOARD

BPS FACILITIESSERVICES

BPS EDUCATIONALDEPARTMENTSAND SCHOOLS

CONTRACTARCHITECT & ENGINEER

APPROVAL BY BOARD

NEED

PERFORM

DEVELOP

DEVELOP

DEVELOP

QUESTION

QUESTION

APPROVE

APPROVE

APPROVE

QUESTION

DESIGN

SELECT

QUESTION

SUPPORT

SUPPORT

QUESTION

QUESTION

CLOSEOUT

MANAGED

MANAGEFACILITIES DESIGN D. THEODORE

FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/08/08

?

DELIVERABLE(S):

D1 - Project Go-Ahead Decision

D2 - Project Scope of Work

D2 - Completed Education Program Requirements

COMPLIES WITHCODES &

SBBC STANDARDS?

?

YES

SEEK INPUT FROM SCHOOL,AREA SUPERINTENDENT and

EDUCATIONAL PROGRAM MANAGERS

EDUCATIONREQUIREMENTS

MET?

YES

NO

D2

D1

D3

NO

DERIVE INPUT FROMCAPITAL IMPROVEMENT

PLAN and 5-YEAR WORK PLAN

COMPILE PROJECT SCOPE

REVIEW EDUCATION PROGRAM REQUIREMENTS

COMPLETEPROGRAM DEVELOPMENT

P1 - Area Superintendent & School Input Schedule Milestones

P2 -Educational Managers Input Schedule Milestones

P3 -Compile Project Scope Schedule Milestones

P4 -Complete ProgramDevelopment Schedule

Milestones

FACILITIES SERVICES / Robert J. Wiebel & Anibal Caussade 12/31/08

WHO

STEP

Key WorkProcess (1): Process Owner:

BPS SCHOOLBOARD

BPS FACILITIES SERVICES

BPS EDUCATIONAL DEPARTMENTS

AND SCHOOLS

NEED PROJECTDESIGN

NEED ISMET!

MANAGE FACILITIES DESIGNPROGRAM DEVELOPMENT D. THEODORE

NEED

SEEK

DERIVE

QUESTION

QUESTION

REVIEW

COMPILE

MANAGED

COMPLETE

Q1 - Pre-design Schedule Milestones % Variance

Q1.1 - Educational Input Received 30 Days From Need Decision

Q1.2 - Project Scope Compilation Within 60 Calendar Days From Need Decision

Q1.3 - Completed Education Program Within 90 Calendar Days From Education Program Requirements Review

ATTACHMENT A

Facilities Construction DMAIC Lite 1/13/2009 Page 1

INSTRUCTIONS: Please return your completed DMAIC Storyboard, along with your Process Control System (both flow chart and indicator information) and your completed Action Plan (see “Improve” checkpoint #10), via email to [email protected] and copy Steve Muzzy on all emails. Thank you, Bob Seemer, President & COO, Electronic Training Solutions, Inc. Priority Process Name: Manage Facilities Design

Work System / Leader: Dane Theodore

KWP 1 – Program Development DMAIC “Lite” Storyboard

DEFINE

1. Describe how the linkage between the process Q measures and the District’s KPIs (or strategic objective measures) was established and confirmed.

A. In order to achieve the milestones identified in the 2008/2009 BPS Strategic Plan, as it related to “Safe and Healthy Learning and Work and the Ten (10) Year Facilities Improvement Plan, the design of facilities must utilize a structured approach to controlling the cost of the design and the design implementation schedule. In light of this structured design approaches, constant monitoring of cost and schedule at all levels is imperative. Three (3) Macro Q Measures have been developed to collect cost and schedule data:

i. Q1 – Cost of Errors and Omissions as a percent of Total Construction Costs.

ii. Q2 – Percent (%) Variance from Design Schedule and Design Completion.

iii. Q3 – Percent (%) Variance from Design Cost.

2. Explain which process Q measure(s) will be improved. In order to identify the Macro Q Measure to improve, a Facilities Design Priority Process Selection Matrix and a Key-In-Process Measures Determination form were created. See attachments. After analyzing the data contained in each attachment, it was determined that Macro Q Measure Q2 will be improved by improving key work processes “Develop Bid Documents”.

3. Develop a theme statement which will focus your process improvement efforts. The theme statement must be consistent with the measure in checkpoint #2, above.

The process of developing program requirements for Capital Projects does not yield accurate information and data which is used to develop Capital Project Budgets.

ATTACHMENT A


DMAIC “Lite” Storyboard

MEASURE

4. List up to five (5) potential problem areas in this process and the associated P measure(s) for each.

A. Lack of or incomplete input from school staff, area superintendent and educational managers (CTE, ET, ESE, Food Services, etc.) and Plant Operations and Maintenance.

B. Lack of complete facility standards.

C. Lack of Educations Specifications.

D. Lack input from Building Code Official.

E. Inadequate time to derive project scope.

F. Lack of program development procedures and checklists.

5. Select the most significant problem or opportunity and develop a problem statement which answers the questions:

A. What? B. When? C. Gap between actual and targeted values?

Problem: The lack of program requirements development procedures and check sheets causes excessive work to get the project program requirements identified and documented. Problem Statement: The lack of accurate information and data used to develop a Capital Project Budget is caused by poor facilities program development. Gap: During the fiscal years 05/06 – 07/08 there has been inconsistency between the Capital Project Budget and the first project estimate provided to the District from the General Contactor of Design Builder. There has been a historical positive and negative gap of TBD.

(Hint: You may want to refer to the six sigma DMAIC course material, checkpoint #9 of the “Measure” step, as you develop your problem statement.)

ATTACHMENT A



ANALYZE

6. List up to five (5) potential causes of the selected problem from checkpoint #5 in the “Measure” step.

A. Inadequate time and / or laziness prevent the timely completion of the program development.

B. Not well-defined, education and facilities program requirements prevent the timely completion of the program development.

C. On occasions, new projects/work needs to be incorporated to the curriculum creating another step in the process. This step is the approval of the work under the Capital Improvement Plan and 5-Year Work Plan.

D. Unqualified SBBC personnel developing program requirements.

E. Lack of understanding and communications between the Educational and the BPS staff prevent the timely completion of the program design.

F. Lack of department program development procedures and checklists.

7. List the root causes and describe the approach used to select them from among the others.

Root Causes Approach Used To Select Root Cause

A. Inadequate time Team consensus

B. Not well-defined program requirements Team consensus

C. New projects/work needs to be incorporated to the curriculum

Team consensus

D. Lack of cooperation Team consensus

E. Lack of understanding and communications Team consensus

F. Lack of department program development procedures and checklists.

Team consensus

ATTACHMENT A



IMPROVE

8. List the countermeasure(s) you considered for implementation for each selected root cause from the “Analyze” step.

A. Allocate ample time to investigate and do research to achieve a complete design program.

B. Allocate ample time to define program requirements.

C. Minimize the need to establish short-term programs that are not well defined.

D. Only allow well trained and experienced BPS Representatives in the development of the design program.

E. Understand the importance of having well trained and experienced staff with plenty of educational Code knowledge.

F. Establish a departmental procedures and checklists for the development of program requirements.

9. Determine the “effectiveness x feasibility” score for each countermeasure, and note the highest scores.

Root Cause Effectiveness Feasibility Overall Action

A 5 3 15 3

B 5 3 15 3

C 5 3 15 3

D 5 5 25 1

E 5 5 25 1

F 5 4 20 2

Root causes A&B and D&E will be combined into one countermeasure action plans.

(Hint: Refer to six sigma DMAIC course, checkpoint #18 of the “Improve” step.)

10. Develop an action plan for each countermeasure to be implemented which shows the following: A. What (description of countermeasure) B. When (projected start and end dates) C. Who (accountable person) D. Which organizations need to support you E. Estimated cost to implement

See attached sheet.

(Remember: Email your action plan(s) with this completed DMAIC “Lite” Storyboard, per instructions on page 1.)

ATTACHMENT A



IMPROVE

10. Countermeasure Action Plans:

A & B: BPS Director of Plant Operations and Maintenance or BPS Director of Planning and Project Management shall develop program development milestones schedule; track program definition development; track program development documents completions; document accuracy and timely milestone completions.

C: BPS Director of Plant Operations and Maintenance or BPS Director of Planning and Project Management shall encourage BPS Departments to establish proven and well define curriculum facilities requirements. A weight factor shall be considered to differentiate between simple and complex work.

D & E: See attached Action Plan #1.

F: See attached Action Plan #2.

ATTACHMENT A



CONTROL

11. Briefly explain how you know the root causes were reduced or eliminated.

Tracking design program development completions and accuracy will identify that the root cause of the problem has been reduced or eliminated.

12. Briefly explain how you know the problem was reduced.

By performing gap analysis between the Program Development Budgeted cost and the first project cost submitted by the CM / DB.

13. Briefly explain how you know the theme measure was improved.

By performing gap analysis between the Program Development Budgeted cost and the first project cost submitted by the CM / DB

14. Explain how you will prevent this problem from recurring.

By following new formal program development procedures and checklists and performing gap analysis between the Program Development Budgeted cost and the first project cost submitted by the CM / DB

15. Identify which other BPS locations should consider implementing your countermeasures.

Other District departments that develop program requirements and budgets.

16. Identify what other BPS locations could learn from this project.

Other District departments that develop program requirements and budgets.

17. List the remaining problem areas in this process.

The Macro Key Work Process (KWP) 2 should be the next process to go through the DMAIC process.

18. List the key lessons learned from this process improvement.

It is important to gather all pertinent information during the information gathering phase including third party information to facilitate the completion of the design program development documents.

FACILITIES DESIGN PRIORITY PROCESS SELECTION MATRIX FORM

Selection Factor Work Processes Importance x Gap = Point Score

Priority Rank

Seek Input From School and Area Superintendent 5 5 25 1

Derive Input From Capital Improvement Plan and 5-Year Work Plan

5 4 20 2

Seek Input From Educational Program Managers 5 3 15 3

Compile Project Scope 5 4 20 2

Select Criteria Architect 5 5 25 1

Complete Program Development 5 3 15 3

SCALE: 5 = Extreme 4 = High 3 = Moderate 2 = Low 1 = None

KEY IN-PROCESS MEASURES DETERMINATION FORM Macro Outcome Measures Work Process In-Process Measures

P1 – Area Superintendent and School Input Schedule Milestones

P2 – Educational Manager’s Input Schedule Milestones

P3 – Compile Project Scope Schedule Milestones

P4 – Select Criteria Architect Schedule Milestones

Q2 - % Variance from Design Schedule

P5 – Complete Program Development Schedule Milestones

BPS Process Management System

Work System: Manage Facilities Design Leader: A. Caussade

Owner Members Key Work Priority Processes Name Email Name Email

1. 2. 3. KWP1 Perform Program

Development

4. 1. 2. 3. KWP2 Develop Budget

4. 1. 2. 3. KWP3 Develop Bid

Documents

4. 1. 2. 3. KWP4 Approval By Board

4. 1. 2. 3. KWP5 Develop Design

Criteria Package

4. 1. 2. 3. KWP6 Design Project

4.

BPS Process Management System

Work System: Manage Facilities Design Leader: A. Caussade

Owner Members Key Work Priority Processes Name Email Name Email

1.

2.

3. KWP7 Support Bid & Permit Activities

4.

1.

2.

3. KWP8 Support Construction and Construction Closeout Activities

4.

1.

2.

3. KWP9 Closeout A&E Contract

4.

Countermeasures Matrix:

EFFECTIVENESS X FEASIBILITY = OVERALL ACTION

PROBLEM

ROOT CAUSECOUNTER-MEASURE

PRACTICALMETHODS

Scale: 1 = Negligble 2= Somewhat 3= Moderate 4= Very 5 = Extreme

KWP1 - Program Development

The lack of accurate information and data used to develop a Capital Project Budget is caused by poor facilities program development.

Inadequate time and / or laziness prevent the timely completion of the program development

Not well-defined, education and facilities program requirements prevent the timely completion of the program development

On occasions, new projects/work needs to be incorporated to the curriculum creating another step in the

Unqualified SBBC personnel developing program requirements

Lack of understanding and communications between the Educational and the BPS staff prevent the timely completion of the program design

Lack of department program development procedures and checklists.

Allocate ample time to investigate and do research to achieve a complete design program

Allocate ample time to define program requirements

Minimize the need to establish short-term programs that are not well defined

Only allow well trained and experienced BPS Representatives in the development of the design program

Train BPS Staff in the development of the educational facility requirements.

Train BPS Staff on educational-code facility requirements.

Understand the importance of having well trained and experienced staff with plenty of educational Code knowledge

Establish a departmental procedures and checklists for the development of program requirements

Develop a realistic task milestone schedule to investigate / research program requirements

Develop a realistic task milestone schedule to investigate / research program requirements

Educational and Facilities Staff to develop well define curriculum facilities requirements

BPS Facilities staff to develop program development procedures and checklists.

5

3

3

3

3

5

5

5 5

5 4

5 15

15

15

15

20

25 Yes

No

No

No

No

Yes

DMAIC LITE STORYBOARD – IMPROVE – CHECKPOINT 10

Countermeasure Action Plans COUNTERMEASURE

PROJECTED START DATE

PROJECTED END DATE

ACCOUNTABLE PERSON

SUPPORT ORGANIZATION ESTIMATED COST

1. Only allow well trained and experienced BPS Representatives in the development of the design program.

2. Understand the importance of having well trained and experienced staff with plenty of educational Code knowledge.

Week 1 Week 11 BPS PM Support is required from the Educational Program Directors and School Principal

Cost of staff to develop, conduct and attend training classes.

Establish a departmental procedures and checklists for the development of program requirements.

Week 1 Week 6 BPS PM Support is required from the Educational Program Directors and School Principal

Cost of staff to develop and publish Program Development procedures and checklists.

Date:

Owners:

Conduct In-

1 2 3 4 5 6 7 8 9 10 11 12 Comments

Scheduled

Completed

Scheduled

Completed Monitor throughout progress

Scheduled

Completed Submit documents throughout

Scheduled Monitor throughout progress

Completed

Facilities Staff

Schedule Training

Develop Training Course Framework

Facilities Design - KWP (1) Perform Program Development Action Plan #1

Root Cause:

Countermeasure:

Practical Method:

BPS PM

13/1/09

Facilities PM

4

Week

Train Facilities and Eduational Staff

No. Task Accountable Person

1

2

Schedule and conduct Program Development Training Kickoff Meeting

Facilities Staff

Unqualified BPS Program Development Personnel

Conduct Facilities Program Development Code and Requirements Development Training

3 Facilities PM

Date:

Owners:

1 2 3 4 5 6 7 8 9 10 11 12 Comments


Completed


Completed


Completed


Completed


Completed

Lack of Departmental Procedures and Checklists

Conduct Facilities Program Development Code and Requirements Development Training

Conduct In-House Program Development Training

5Approve and Release Program Development Procedure and Checklists.

Facilities Staff

3

4

Week

Add, Change and / or Delete Program Development Procedure and Checklists.

No. Task Accountable Person

1

2

Schedule and conduct Program Development Procedure and Checklist Kickoff Meeting

Facilities Staff

Facilities PM

Facilities Staff

Schedule and conduct Program Development Procedure and Checklist Kickoff Review Meeting

Develop Program Development Procedure and Checklists

Facilities Design - KWP (1) Perform Program Development Action Plan #2

Root Cause:

Countermeasure:

Practical Method:

BPS PM

13/1/09

Facilities PM

MANAGE FACILITIESDESIGN

MANAGE FACILITIESDESIGN

A. Caussade

Process Improvement

Document TreeMacro

Process: Process Owner: Document Title:

MACRO DMAIC LITE STORYBOARD

MACRO PCS

MACRO FLOWCHART

MACRO PRIORITY PROCESSSELECTION MATRIX FORM

MACRO KEY IN-PROCESSMEASURES DETERMINATION

SYSTEMS FORM

MACRO DMAIC LITE STORYBOARD

MACRO PRIORITY PROCESSSELECTION MATRIX FORM

KWP9 CLOSEOUT A&ECONTRACT FLOW CHART

KWP9 ACTION PLAN(s)

KWP9COUNTERMEASURE

MATRIX

KWP9 INDICATOR DATA

KWP1 DMAIC LITE STORYBOARD

KWP3 DMAIC LITE STORYBOARD

KWP1 PRIORITY PROCESSSELECTION MATRIX FORM

KWP3 PRIORITY PROCESSSELECTION MATRIX FORM

KWP1 PERFORM PROGRAM

DEVELOPMENT FLOWCHART

KWP3 DEVELOPBID DOCUMENTS

FLOW CHART

KWP1 ACTION PLAN(s) KWP3 ACTION PLAN(s)

KWP1COUNTERMEASURE

MATRIX

KWP3COUNTERMEASURE

MATRIX

KWP1 INDICATOR DATA KWP3 INDICATOR DATA

Note 1: May be required if flow chart has internal work processin addition to individual steps.

Note 1Note 1

Key Work Processes 1 - 9

1st DMAIC Lite Storyboard 2nd DMAIC Lite Storyboard 3rd DMAIC Lite Storyboard