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| 烧伤 |
IT进行了2001年9月11日的事件，建筑增加了300％，以支持我以新的方式研究项目交付过程的战争。我继承了一项5亿美元的现有建筑计划，该计划超出了预算和超额计划。因此，我非常需要改善我们的流程，并与建筑，工程和建筑公司更好地合作，以面对这些挑战。关键是将项目交付视为相互联系的步骤，并意识到每个步骤都会影响下一步的成功或失败。
去年，我在餐巾纸上画了一个圆圈，然后开始重新定义我们的项目交付过程中的步骤。当我把它们吸引出来时，显而易见的命中了我：步骤相互链接的越多，下一步不仅会更好，最终产品也会更好。
The first step of my Build Chain concept is to visualize what it is you want to build. For most architects and engineers, thats not easy to do. But for many clients, owners and closet engineers, it is more difficult than it should be.
Fortunately, 3D virtual engineering tools solve that problem, letting clients and designers share the same vision. The $10,000 to $15,000 spent on 3D visualization early in the project can preclude $100,000 to $150,000 in construction changes later on. So conceptualize became the second step, with 3D virtual engineering providing the key link.
计划是第三步。它考虑了基本的站点约束，项目的初步规模和范围，成本限制和需求日期。通过嵌入地理空间图像中的3D虚拟工程概念，概念和计划是正确的。
第四步在军队和私人所有者中至关重要 - 计划必要的资金。军事计划重大项目资金将近两年，这使得准确的成本估算和范围控制至关重要。
To link the 3D plan through the program process, weve adopted a customer concept document. It essentially is a 35% design a year early, ensuring the clients requirements are codified and the cost estimate has thorough definition.
The A-E firms out there are wondering, "When are we going to get to design this project?" The answer is now, in the fifth step, design. The CCD and 3D model strongly lead into the design part of the process. And 3D visualization tools allow enhancements like de-conflicting construction phasing or meeting historic preservation criteria.
Best Value
The easiest improvement I made to a step in the project delivery process was in the sixth step, award a contract. For too long, owners, including the military, focused on the lowest bidder. What about experience, track record, quality and timelines? Fortunately, we were able to adopt best-value award criteria. It didnt take long to realize that awarding to a great-quality, fourth-low bidder might result in a project delivered as we expected, on time and at less cost than the low bidder who added claims to the work later on.
现在我们要登上电线。第七步是构造的，仅在更严格的成本和时间表控制范围内。先前的军事目标不超过10％的计划增长，成本为5％。18luck.cub为什么有这样的目标？
我们每年15亿美元计划的成本增长是很多钱。零是我们的新目标，也是计划的30％至40％，因此建筑商将他们的“ A团队”纳入我们的工作。
OK, now the eighth step, deliver. The key part of this link is what we call the "red zone" process. Its tough to get all the right things done in the last 90 days before completion. So we came up with a concept to focus on finishing the project right.
There you have it. This isnt rocket science. The idea is to re-focus the project delivery process across every step so as to leverage opportunities to successfully deliver 99% of the quality, schedule, and cost that the client visualized while the firms involved make enough profit to do even better.
