change management “getting from where you are, to where you want to be”

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Change Management “Getting from where you are, to where you want to be”

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Change Management

“Getting from where you are, to where you want to be”

To Manage the challenges and exploit opportunities, successful companies continuously change themselves (ADAPT)

They create new products, develop new services, design new processes, adopt new strategies and supporting programs and establish new organizational structures

They expect changes to deliver new, improved and sustainable results.

Time – Schedules primary controls Work Breakdown Structure Outline of Tasks Performance Milestones

Cost – Budget & Estimates control resources Financial structures & Control Processes

Requirements – Scope of work defined Definition of Expectations, Roles &

Responsibilities Decision making Framework

Focus on Results Control Design & Production Align efforts with Strategic Plan & Goals Implement effective processes Clearly define Roles & Responsibilities Document Decision Process Clarify Risks and expectations Apply Performance Metrics Communicate Progress & Changes

Establish “url” & website on Internet (PMO) Implement Project Management Office – PMO Communicate through central website (PMO) Train team – PM Fundementals (PMO)

Map the Customers & Stakeholders Keep Customers Informed (website) Project Progress & Historical Capabilities (website) Communicate policies & process (website)

Project Management Office   The Project Management Office (PMO) currently provides processes and support in the area of Project Management for project

managers in CTSC & CEC. When these processes are adhered to….they inherently provide value and increase the likelihood of project success.

  Current Products available on the PMO Website  

Project Management Process Process Guide Tools/Templates Training Materials   Delivery Life Cycles for Planning Life Cycle Definitions Life Cycle Models

Advance Planning Document (APD) Process Process Guide Tools/Templates Training Materials   Contracts Process Contract Tips Tools/Template

Think Strategic Establish Target Goals for Design Focus early to produce value in Design Adopt LEED & ENERGY STAR guidelines Incorporate Life Cycle perspective Design & Construction only 10% of Cost Owning & Operating 90% of Life Cycle Costs Make Value early as possible Decisions made far upstream produce Value

Fast Track Integrated Design saves costs, lowers risk and delivers the quickest

Utilize professional Project Management Fully commission all Project Systems Involve Occupiers and Operators in Design Manage Cost & Risk through Programming Utilize Phase gate reviews in Design

development to assure alignment & valueUse them for control of triple constraintsUse them during production and close-out

LCCA looks at net present value of future investments to determine true returns

Life cycle cost analysis may refer to: Life cycle assessment, the investigation

and valuation of the environmental impacts of a given product or service caused or necessitated by its existence

Whole-life cost, the total cost of ownership over the life of an asset, also commonly referred to as "cradle to grave" or "womb to tomb"

Life-Cycle Cost Analysis (LCCA) by Sieglinde Fuller

National Institute of Standards and Technology (NIST) Last updated: 06-28-2010 Within This Page Introduction Description Application Relevant Codes and Standards Additional Resources Introduction Life-cycle cost analysis (LCCA) is a method for assessing the total cost of facility ownership. It takes into

account all costs of acquiring, owning, and disposing of a building or building system. LCCA is especially useful when project alternatives that fulfill the same performance requirements, but differ with respect to initial costs and operating costs, have to be compared in order to select the one that maximizes net savings. For example, LCCA will help determine whether the incorporation of a high-performance HVAC or glazing system, which may increase initial cost but result in dramatically reduced operating and maintenance costs, is cost-effective or not. LCCA is not useful for budget allocation.

Lowest life-cycle cost (LCC) is the most straightforward and easy-to-interpret measure of economic evaluation. Some other commonly used measures are Net Savings (or Net Benefits), Savings-to-Investment Ratio (or Savings Benefit-to-Cost Ratio), Internal Rate of Return, and Payback Period. They are consistent with the Lowest LCC measure of evaluation if they use the same parameters and length of study period. Building economists, certified value specialists, cost engineers, architects, quantity surveyors, operations researchers, and others might use any or several of these techniques to evaluate a project. The approach to making cost-effective choices for building-related projects can be quite similar whether it is called cost estimating, value engineering, or economic analysis.

http://www.barringer1.com/pdf/LifeCycleCostSummary.pdf

http://www1.eere.energy.gov/femp/information/download_blcc.html

http://www.bing.com/images/search?q=life+cycle+costs&FORM=IGRE&qpvt=life+cycle+costs#

http://world-class-manufacturing.com/LCC/lcc_calculation.html

You can’t afford not to take the long view LCCA provides a clear result of owning an

asset for its lifecycle Sustainable design addresses over Life

Cycle of an asset Looking at Life Cycle Impacts is wise

approach LCCA lets you see ahead & control costs

from concept through occupancy and ownership