High Performance Outcomes

3 Common Roadblocks to Achieving Project Performance 1- The Project Delivery Model: This is not to say that all three primary Delivery Models can't achieve a "High Performance" result. It's that the risk/cost associated with various Project Delivery Models creates a barrier to High Performance by jeopardizing the project's budget. The proof of this is evident in the inventory of High Performance Green Buildings built over the past several years. They are the exception, not the rule. All things being equal, no owner would avoid the creation of a facility that reduces their energy costs by up to 50%, unless their budget "forbids" it.

"What's right" with our evolving industry? DBIA has just released its 10 Best Practices...a recipe moving forward for true 'integration' and collaboration', and a distinguishing of their individual purpose and practice. How does one build trust? I wrote a blog post about trust a few months back; I believe trust to be an unnatural act past the age of 4 or so. Unfortunately life teaches us this. Trust is built through 'performance'. If a person agrees to do something for another (promise), and in turn satisfies the promise (the results), then trust is planted between the two. If repeated reliably, then trust grows firmly. I believe only people can be trusted. Institutions can only establish a faith in their credo.

Copying the A's "High Performance Outcome" Recently it seems like all the articles I read on Green and Sustainable Building Projects focus on the innovations of design thinkery  and construction activity . Some of the  Success Stories go into significant detail in explaining the innovative processes or approaches applied. These advancements, of course, are critical to advancing the creation of High Performance Outcomes. It further seems to me that these documented advancements "are heavy" on the Designer/Builder side of the ledger. By this I mean there's more discussion on how the architect, engineers, builders, suppliers, subs, etc. are applying an innovative process or re-inventing an approach that chips away at challenges such as energy performance, schedule length, waste reduction, constructability, and so on.

www.designsensespa.com As you regular readers should know, I'm the Principal Consultant for DesignSense-Strategic Project Acquisitions.  DesignSense   provides Construction Project Owners a one-stop source to support their staff and stakeholders in the development, documentation, and implementation of Integrated Project Delivery and Design-Build. And as industry leaders in Alternative Project Delivery, DesignSense guides Private, Public, and Federal projects throughout the United States, using the advanced  3PQ Acquisition & Management System : the  elements of which have been discussed extensively at this blog.

The procurement "lesson-learned"  from the DOE/NREL Research Support Facility project in Golden, Colorado is Net-Zero Energy does not add cost to the project. That's right, DOE didn't pay a penny more for Net-Zero Performance of the 350,000 SF building than set forth in the original budget. Phases 1 and 2 of the RSF Project have now been in operation for more than a year. The energy performance has been verified at Net-Zero and the final cost for the project met the appropriated budget, which did not require a Net-Zero Energy outcome. What caused the FREE upgrade in operational performance was the procurement process used on the project.

"What the hell happened?" This opinion post began as a comment on LinkedIn: "Design-Build Professionals Group" mixed with reports I've read from ENR ... One "designs" in reaction to a known (or stated) problem, i.e. keep water off my head. One might say the designer is predicting how water is kept off the head (a roof), but the "design" is a reaction to being wet. The "design" reacts to the "problem". Sullivan taught us form "follows" function. "Reaction" is also why owner's "qualify" designers based on experience (are you a good problem-solver?) 

Bid Poker High bid, low bid, right bid: every "Established Solution" has just one cost... Once a "solution" is established within a set of plans & specs, its resulting "cost" is likewise established. Other than human error during the "take off" or applying "proprietary management techniques", the bid-price from all players in a given market-place will be about the same. This is why we dis-trust bids too far outside the median bid-price: "something must be wrong" Contractors buy material, labor, and management for about the same cost in any given market, and as a result of market competition, all have about the same mark-up. Sure, some may have a slight advantage due to expertise, volume, or exclusivity on materials or labor. But those are fleeting in a competitive free market: the law of competition allows everyone to catch everyone .