The LEAN / Collaborative Construction Learning Library is provided to help define and differentiate the core elements of LEAN / collaborative construction including Integrated Project Delivery (IPD), open Job Order Contracting (JOC), and Alliance Partnering versus traditional, lesser performing methods such as design-bid-build (DBB) design-build (DB), Construction Manager at Risk (CM@R), etc. to better enable sustainable management of the built environment.
SECTIONS
- BIM
- Cost Estimating Best Management Practices
- DoD Real Property Management
- FM Standards
- FSRM / Sustainment
- Life-Cycle Total Cost of Ownership Asset Management
- Integrated Project Delivery – IPD
- Alliance Parntering
- Collaborative Construction
- Job Order Contracting – JOC
- IPD
- Lifecycle / Total Cost of Ownership Asset Management
- Operations/Maintenance
- Root Causes of Construction Project Management Failure
- Sustainability/Energy
BIM
COAA – Owners Perspective – BIM for FIM, BIFM – BIM for FM and a “Building Information Management Framework” – BIMF includes a laser sharp focus on integrated functional planning and cost metrics. The framework’s value for stakeholders includes: a) transformational change effected by a capital planning philosophy that emphasizes integration of professional practice; b) delivery models that emphasize lean construction practices; and, c) transparent standardized construction and facility operations data and taxonomies that contain cost by providing access to building information whether stored or linked to a building model.
Building Information Modelling BIM in the Construction Industry – Technical Report TR-1405
BIM, LEAN Construction, and a Common Data Environment (CDE) – A strategic tool for sharing information and managing a team within a BIM / LEAN Construction Delivery environment.
BIM, PROJECT DELIVERY METHODS, WASTE, & LACK OF LEADERSHIP – Traditional design-bid- build (DBB) contracting techniques, and even more recent attempts to improve DBB such as design-build (DB), CM@R, etc. should not be considered LEAN efficient construction delivery methods.
Delivering Better Facilities through Lean Construction and Owner Leadership NIBS 2017 – The ability to significantly improve how facilities are constructed, managed and operated depends largely on whether owners provide high levels of leadership, knowledge and collaborative support.
Why BIM Will Not Succeed – Higher Level of Owner Competency Required – BIM requires a higher level of interdependence and information sharing in order to fully understand needs, requirements, limitations, desired outcomes, and overall best value.
Efficient Project Delivery: BIM, IPD, JOC, Cloud Computing and More
Information Delivery Manual (IDM) Development for Building Information Modelling (BIM) and Building Energy Modelling (BEM) Workflows https://4bt.us/wp-content/uploads/2022/11/IDM-Development-for-BEM.pdf
Cost Estimating Best Management Practices
2021 Reliable Value Based Construction Cost Estimating-White Paper
A Unit Cost and Construction Specification Framework for Utility Installations -2007
Construction Cost Workbook – 2002 – Conference on the International Comparison Program World Bank
Scope of Work Definition
Unit Price Books for Job Order Contracting – A quick tutorial about Unit Price Books, UPB (s), for Job Order Contracting, and what you need to know.
Building Owners and Managers Association International. (2018). BOMA 2018 for Gross Areas: Standard Methods of Measurement (ANSI/BOMA Z65.3—2018).
Department of Defense. (2020). UFC 3-740-05 Handbook: Construction Cost Estimating, With Change Whole Building Design Guide.
Department of Veterans Affairs. (2019). Manual for Preparation of Cost Estimates & Related Documents.
Executive Order 13961. (2020). Governance and Integration of Federal Mission Resilience. Federal Register.
Infrastructure Investment and Jobs Act. (2021).
(2006). Postsecondary Education Facilities Inventory and Classification Manual.
US General Services Administration. (2016). 1000.6 PBS P-120, Public Buildings Service Cost and Schedule Management Policy.
US General Services Administration. (2017). National Business Space Assignment Policy.
US Government Accountability Office. (2020). Cost Estimating and Assessment Guide,
DoD Real Property Management
DoD FSRM Problems Continue – Decades of Poor Management – https://4bt.us/wp-content/uploads/2023/07/Problems-with-BUILDER-SMS.pdf
Strategies to Renew Federal Facilities – National Academy of Sciences 2024
Related GAO Reports:
GAO, Defense Facility Condition: Revised Guidance Needed to Improve Oversight ofAssessments and Ratings, GAO-16-662 (Washington, D.C.: June 23, 2016). Reported that DOD did not have visibility of the military services’ progress in implementing a standardized facility condition assessment process and recommended that DOD clarify its guidance on reporting facility condition. In September 2018, the military services began reporting on the status of completing facility condition assessments based on the standardized process.
GAO, Defense Real Property: DOD Needs to Take Additional Actions to Improve Management of Its Inventory Data, GAO-19-73 (Washington, D.C.: Nov. 13, 2018). Found that DOD’s central database for its real property, including tracking facility condition data—the Real Property Assets Database—contained inaccurate data and lacked completeness. In November 2018 we made six recommendations, to include developing and implementing corrective actions for identified data discrepancies and developing a strategy to address risks associated with data quality and information accessibility.
Defense Real Property: DOD-Wide Strategy Needed to Address Control Issues and Improve Reliability of Records, GAO-20-615 (Washington, D.C.: Sept. 9, 2020). Recommended in September 2020 that DOD develop and implement a strategy to remediate real property asset control issues and to develop department-wide instructions for conducting inventories of real property. DOD concurred or partially concurred with eight recommendations in these reports but had not acted to fully implement them as of September 2021.
FM Standards
- ISO standards – ISO/TC 267 – Delegates from 53 member countries actively progressing the ISO 41000 series of Facility Management (FM) standards since 2012. ISO 41000 series.
- FM standards
- ISO 41001 series
Facilities Management – “organizational function which integrates people, place and process within the built environment with the purpose of improving the quality of life of people and the productivity of the core business.” [Source ISO 41011]
ISO 41001:2018 Facility management – Management systems – Requirements with guidance for use
ISO 41011:2017 Facility management – Vocabulary
ISO 41012:2017 Facility management – Guidance on strategic sourcing and the development of agreements
ISO/TR 41013:2017 Facility management – Scope, key concepts and benefits
ISO 41014:2020 Facility management – Development of a facility management strategy
ISO 41015:2023 Facility management – Influencing behaviors for improved facility outcomes
ISO 41018:2022 Facility management — Development of a facility management policy
ISO/IEC 17021-11:2018 Competence requirements certification of Facility MS
FSRM / Sustainment
DoD FSRM Problems Continue – Decades of Poor Management – https://4bt.us/wp-content/uploads/2023/07/Problems-with-BUILDER-SMS.pdf
DOD Should Better Manage Risks Posed by Deferred Facility Maintenance – GAO REPORT 2022
Integrated Project Delivery – IPD – Collaborative Construction
Alliance Parntering
Collaborative Contruction
A COMPARISON OF PROJECT ALLIANCING AND LEAN CONSTRUCTION Proceedings of the 25th Annual Conference of the International
Group for Lean Construction (IGLC), Walsh, K., Sacks, R., Brilakis, I. (eds.), Heraklion, Greece, pp. 61–68.
DOI: https://doi.org/10.24928/2017/0196
Project Alliancing – 1. A joint agreement to define the shared responsibility for the project’s design and construction, including the tasks traditionally performed by the owner;
2. A joint organization and management structure comprised of personnel from all the partner organizations and the owner. The decision-making and resource management is done jointly;
3. Risk sharing between the alliancing partners throughout the entire project development process, regardless of the causes. Rewards are based on the overall project implementation and not on individual performance.
Collaborative contracting: Moving from pilot to scale-up – 2020, McKinsey & Company – “In collaborative agreements and operating models—such as those found in integrated project
delivery or project alliancing—key delivery partners work together during a defined preplanning period to develop the project scope, schedule, and budget; operate under a joint management
structure; and form a single multiparty contract.
The parties agree to waive their right to make claims against one another. And a governance board where all parties are represented makes every project-related decision, such as scope changes, and those decisions are binding—a stark contrast with traditional, adversarial contracting in which owners attempt to transfer as much risk as possible to the contracted parties.”
JOC – Job Order Contracting
2016JobOrderContractingWhitePaper2016801
90-Day-Job-Order-Contract-Implemenation-Guide
Delivering Better Facilities through Lean Construction and Owner Leadership -2017, Cholakis, P, JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES, SPRING/SUMMER 2017 3
FORT SILL JOB ORDER CONTRACT 1988 A PROCUREMENT SUCCESS STORY
JOC Construction Services RFP Considerations for Real Property Owners
How-to-Select-a-JOC- Unit Price Book – – A JOC Unit Price Book, UPB is very important to the quality, integrity, productivity, and transparency of any Job Order Contract.
Integrated Order Contracting SAME https://4bt.us/wp-content/uploads/2021/12/Integrated_Order_Contracting_SAME_TME-Article.pdf
JOB ORDER CONTRACTING – Overview & Best Management Practices – Job Order Contracting White Paper 2016801 – Job Order Contracting (JOC) is a competitively bid, firm-fixed price, Indefinite Delivery Indefinite Quantity (IDIQ) LEAN construction delivery method.
Job Order Contracting – A Procurement Success Story, 1998 – Moore, W., Stout, C.
The Effectiveness of Partnering and Source Selection of Job Order Contracting – Design-bid-build has proven to be inefficient, antagonistic, and incapable of delivering the majority of construction project on-time, on-budget, and to everyone’s satisfaction.
THE HISTORY OF JOB ORDER CONTRACTING – The LEAN Construction Delivery Method – The United States Department of the Army is attributed with initially developing and deploying Job Order Contracting during the early 1980s.
The What, Why and How of Job Order Contracting (JOC) – CEFPI Educational Brief – JOC a unique cost competitive delivery process for minor construction, renovations, repairs, and alterations that is faster and better than the traditional “design-bid-build” method.
2015-IDIQ-Contract-White-Paper-National-Academy-of-Sciences – Systematic, well-designed research provides the most effective approach to the solution of many problems facing highway administrators and engineers.
IPD
Integrated_Project_Delivery for_Public and Private Owners – AIA, NASFA, COAA, APPA, AGC
2022 – INVESTIGATING FACTORS LEADING TO IPD PROJECT SUCCESS IN CANADA – Case Studies
LEAN Construction
Delivering Better Facilities through Lean Construction and Owner Leadership NIBS 2017 – The ability to significantly improve how facilities are constructed, managed and operated depends largely on whether owners provide high levels of leadership, knowledge and collaborative support.
RETHINKING PROJECT DELIVERY TO FOCUS ON VALUE AND INNOVATION IN THE PUBLIC SECTOR
The positive impacts of collaborative project delivery (IPD and LEAN Job Order Contracting) on overall performance. Fundamental mechanisms and lean management practices that have contributed to these results.
Stage and Principles of Construction
A Theoretical Framework Based on a Quantitative Assessment of the Interaction Between Commonly Used Lean Construction Tools and Techniques Through the Project Management Knowledge AreasBECOMING A HIGHLY RELIABLE ORGANIZATION – Crit Care. 2011; 15(6): 314. Published online 2011 Dec 8. doi: 10.1186/cc10360, Marlys K Christianson, Kathleen M Sutcliffe, Melissa A Miller, and Theodore J Iwashyna
Collaboration In Construction-Whitepaper –
IPD invovles a two-way agreement that binds the real property owner with the IPD team, establishing commercial terms and scope, schedule and project
cost;, which bounds all the primary team members together, accepting full responsibility for the terms and conditions, and sharing profits and costs in accordance with an agreed formula.
Delivering Better Facilities through Lean Construction and Owner Leadership NIBS 2017
– The ability to significantly improve how facilities are constructed, managed, and operated depends on whether owners provide elevated levels of leadership, knowledge, and collaborative support.
Lean and Sustainable Construction: A Systematic Critical Review
LEAN Construction and Last Planner – LPS
LEAN Construction Detailed Overview – LEAN Construction Institute, LCI – An overview of LEAN Construction
LEAN Construction, Building Energy Efficiency, & the Cloud
Lean_and_Sustainable_Construction:_A Systematic Critical Review of 25 Years of IGLC Research, 2019, Sarhan, S.
Common issues associated with traditional construction project delivery methods…
1. Good ideas for the project’s execution are held back as each competing owner resource (planning, procurement, and project/facilities management) and bidding contractors keeps these to themselves to gain a competitive advantage during the bidding process;
2. Limited cooperation and innovation are caused by establishing a rigid framework of the scope of services of terms and conditions that are not mutually beneficial to all participants and stakeholders;
3. There is an inability to coordinate due to the lack of meaningful efforts to link the various resource planning systems of the different contractors and subcontractors;
4. Each stakeholder cares for performance optimization of its own project scope, disregarding possible higher-level solutions
(Source: Identifying Project Management Practices for the Multi-Party Construction Commons (Identifying Project Management Practices for the Multi-Party Construction Commons, Proceedings of EPOC 2019, Bonanomi et al)
Considerations for planning, designing, implementing, and managing towards best value repair, renovation, maintenance, and new construction outcomes…
#1 Participant and stakeholder boundaries – Clear, written definition of all directly involved parties and roles, including who can allocate and schedule resources and the associated processes for doing so. Boundaries define the programmatic system being leveraged, including what projects are appropriate for the selected project delivery method, how they are considered, approved, funded, managed, and monitored.
#2 Congruence with local conditions – Labor, material, and equipment costs, methods, and resources must be based upon a current local market perspective and at a granular line item level, and organized using a standardized format. All participants and stakeholders benefit by the leverage the same data resources 0n an early and ongoing basis.
#3 Collaborative decision-making – Internal and external planning, procurement, and project delivery teams leverage the same defined rules, tools, and resources proportional to and appropriate for their roles and requirements. Risk and reward are shared in consideration maximized long-term best value for all parties.
#4 Monitoring – Monitoring users, programs, contracts, projects, and workorders and associated outcomes is continuous against established quantitative performance indicators. Compliance regarding governance is also monitored and involves regular independent third-party audits. Collaborative technologies which embed robust shared processes and workflows can greatly aid in reliably monitoring all relevant statuses and provide real-time feedback to participants an stakeholders, identifying problems, communicating corrective actions, and providing a definitive audit trail.
#5 Conflict resolution – All internal and external relationships are performance-based. Problems are primarily resolved by leveraging the expertise of those doing the work. Behavior and capacity dictate those professionals suitable for a collaborative planning, procurement, and project delivery environment.
#6 Owner and Contractor Senior Management – The role of real property senior management is to provide leadership, commitment, and accountability relative the collaborative program(s) employed. Appropriation, provisioning, monitoring, enforcement, conflict resolution, and governance activities are performed by the associated functional teams and assigned Program Manager and support staff.
LEAN Construction Requirements
#1 Experienced Partners
#2 Local Partners
#3 Integrated Planning, Procurement, and Project Delivery Teams, Methodology, and Data Environment
#4 Early and Ongoing Design/Builder Involvement
#5 Mandatory Initial and Ongoing Training
Additional LEAN References:
Alarcón, L. F. (1997). “Lean Construction”. New York, Taylor & Francis.
Alarcón, L. F., and D. B. Ashley (1999). “Playing Games: Evaluating the Impact of Lean Production Strategies on Project Cost and Schedule”. 7th Annual Conference of the International Group
for Lean Construction, IGLC-7, 263-274.
Alarcón, L. F., S. Diethelm, O. Rojo, and R. Calderon (2005). “Assessing the Impacts of Implementing Lean Construction”. the 13th Annual Conference of the International Group for Lean Construction, Sidney, Australia, 387-393.
AlSehaimi, A., L. Koskela, and P. Tzortzopoulos (2012). “The Need for Alternative Research Approaches in Construction Management: The Case of Delay Studies.” Journal of Management in Engineering.
Alsehaimi, A. O., P. Tzortzopoulos, and L. Koskela (2009). “Last Planner System: Experiences from Pilot Implementation in the Middle East, 53-65.
Ballard, G., and G. Howell (1994). “Implementing Lean Construction: Stabilizing Workflow”. the 2nd Annual Conference of International Group for Lean Construction, Santiago, Chile, 105-114.
Ballard, G., and G. Howell (1995). “Toward Construction JIT”. Lean Construction. L. Alarcón. New York, Taylor & Francis: 291-300.
Ballard, G., and G. Howell (1997). “Implementing Lean Construction: Improving Downstream Performance”. Lean Construction. L. Alarcón. Rotterdam, Netherlands, A.A. Balkema
Publishers: 111-125.
Ballard, G., and G. Howell (1998). “Shielding Production: Essential Step in Production Control.” Journal of Construction Engineering and Management 124(1): 11-17.
Ballard, G., L. Koskela, G. A. Howell, and I. D. Tommelein (2005). “Discussion of “Improving Labor Flow Reliability for Better Productivity as Lean Construction Principle
Ballard, H. G. (2000). “The Last Planner System of Production Control”. Ph.D., the University of Birmingham.
Building a Better New Zealand (2013). The Research Strategy for the Building and Construction Industry.
Building Research Association of New Zealand (2013). Construction Sector Productivity – the Devil’s in the Detail. Productivity Hub conference.
Construction Industry Council (2006). Nzcic Research Agenda.
Construction Industry Institute (1986). Constructability: A Primer. Texas, USA, Construction Industry Institute Austin.
Conte, A. S. I. (1998). “Last Planner, Look Ahead, Ppc: A Driver to the Site Operations”. the 6th Annual Conference of the International Group for Lean Construction (IGLC-6), Guarujá, Brazil, 1.
Davis, N. (2007). Construction Sector Productivity: Scoping Report. Martin Jenkins for Department of Building and Housing, Wellington, New Zealand.
Davis, N. (2008). Productivity in the Building and Construction Sector: Summary Report. Martin Jenkins for Department of Building and Housing, Wellington, New Zealand.
Egan, J. (1998). “The Report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the Scope for Improving the Quality and Efficiency of Uk Construction.” The Department of the Environment, Transport and the Regions.
Erdmann, T. P., H. Boessenkool, L. Hogewoning, and R. J. M. M. Does (2012). “Quality Quandaries:
Reducing Work in Process at an Emergency Assistance Center.” Quality Engineering 25(1): 78-84.
Garvin, D. A. (1988). “Managing Quality: The Strategic and Competitive Edge”. New York, Free Press.
González, V., and L. F. Alarcón (2010). “Uncertainty Management in Repetitive Projects Using WIP Buffers”. Germany, Lambert Academic Publishing.
González, V., L. F. Alarcón, S. Maturana, and J. A. Bustamante (2011). “Site Management of Workin-Process Buffers to Enhance Project Performance Using the Reliable Commitment Model: Case Study.” Journal of Construction Engineering and Management 137(9): 707-715.
González, V., L. F. Alarcón, S. Maturana, F. Mundaca, and J. Bustamante (2010). “Improving Planning Reliability and Project Performance Using the Reliable Commitment Model.” Journal of Construction Engineering and Management 136(10): 1129-1139.
González, V., L. F. Alarcón, and K. Molenaar (2009). “Multiobjective Design of Work-in-Process Buffer for Scheduling Repetitive Building Projects.” Automation in Construction 18(2): 95-
108.
González, V., L. F. Alarcón, and F. Mundaca (2008). “Investigating the Relationship between Planning Reliability and Project Performance.” Production Planning and Control 19(5): 461-474.
González, V., L. F. Alarcón, and T. W. Yiu (2013). “Integrated Methodology to Design and Manage Work-in-Process Buffers in Repetitive Building Projects.” Journal of the Operational
Research Society 64(8): 1182–1193.
González, V., L. Rischmoller, and L. F. Alarcón (2004). “Design of Buffers in Repetitive Projects: Using Production Management Theory and It Tools”. 4th International Postgraduate Research
Conference, Manchester, U.K., University of Salford. Hall, R. W. (1983). “Zero Inventories Homewood”. Homewood, Illinois, USA, Dow Jones-Irwin.
Hopp, W. J., N. Pati, and P. C. Jones (1989). “Optimal Inventory Control in a Production Flow System with Failures.” International Journal of Production Research 27(8): 1367-1384.
Hopp, W. J., and M. L. Spearman (2008). “Factory Physics”. New York, USA, McGraw-Hill, 720.
Horman, M. J. (2001). “Modeling the Effects of Lean Capacity Strategies on Project Performance”. 9th Annual Conference of the International Group for Lean Construction, Kent Ridge Crescent, Singapore.
Hosseini, S. A. A., A. Nikakhtar, and P. Ghoddousi (2012). “Flow Production of Construction Processes through Implementing Lean Construction Principles and Simulation.”
Howell, G., and G. Ballard (1994). “Implementing Lean Construction: Reducing Inflow Variation.” Lean construction.
Howell, G., A. Laufer, and G. Ballard (1993). “Interaction between Subcycles: One Key to Improved Methods.” Journal of Construction Engineering and Management 119(4): 714-728.
Howell, G. A. (1999). “What Is Lean Construction”. 7th Annual Conference of the International Group for Lean Construction (IGLC-7 ), Berkeley, California, USA.
Jarkas, A. M., and C. G. Bitar (2011). “Factors Affecting Construction Labor Productivity in Kuwait.” Journal of Construction Engineering and Management 138(7): 811-820.
Junior, J., A. Scola, and A. Conte (1998). “Last Planner as a Site Operations Tool”. the 6th Annual Conference of the International Group for Lean Construction (IGLC-6 ), Guarujá, Brazil.
Koo, K.-J., S.-K. Kim, and H. K. Park (2011). “A Simulation Approach for a Periodic Pcr Buffer Allocation Strategy in Organizational Program Management.” Automation in Construction20(8): 1020-1029.
Koskela, L. (2000). “An Exploration Towards a Production Theory and Its Application to Construction “. Ph.D., Technical Research Centre of Finland, Espoo.
Koskela, L., R. Stratton, and A. Koskenvesa (2010). “Last Planner and Critical Chain in Construction Management: Comparative Analysis, National Building Research Institute, Technion-Israel Institute of Technology, 538-547.
Koskenvesa, A., and L. Koskela (2005). “Introducing Last Planner-Finnish Experiences, 95-107. National Research Council (1980). “A National Strategy for Improving Productivity in Building and Construction: Proceedings of the Building Research Advisory Board’s 1979 Building Futures Forum”. Washington, USA, National Academy of Sciences.
O’Mahony, M., and B. Van Ark (2003). “Eu Productivity and Competitiveness: An Industry Perspective: Can Europe Resume the Catching-up Process?”, Office for Official Publications of the European Communities Luxembourg.
Page, I. C. (2010). Construction Industry Productivity, Study Report 219. Building Research Association of New Zealand, Wellington.
Page, I. C. (2011). Value of Time Saving in New Housing, Study Report 259. Building Research Association of New Zealand, Wellington.
Page, I. C., and M. D. Curtis (2011). Firm Productivity Variations, Study Report 254. Building Research Association of New Zealand, Wellington.
Page, I. C., and M. D. Curtis (2012). Building Industry Performance Measures, Study Report 267. Building Research Association of New Zealand, Wellington.
Park, M., and F. Peña-Mora (2004). “Reliability Buffering for Construction Projects.” Journal of Construction Engineering and Management 130(5): 626-637.
Productivity Partnership – Action Plan (2012). Research Action Plan.
Productivity Partnership – Roadmap (2012). Productivity Roadmap.
PWC (2011). Valuing the Role of Construction in the New Zealandeconomy. A report to the Construction Strategy Group.
Schreyer, P., and O. S. Directorate (2001). “Measuring Productivity: Measurement of Aggregate and Industry-Level Productivity Growth: Oecd Manual”, Organisation for Economic Co-operation and Development.
Slack, N., S. Chambers, and R. Johnston (2010). “Operations Management”. Essex, England, Financial Times/ Prentice Hall.
Thomas, H., M. Horman, U. de Souza, and I. Zavřski (2002). “Reducing Variability to Improve Performance as a Lean Construction Principle.” Journal of Construction Engineering and Management 128(2): 144-154.
Thomas, H. R., M. J. Horman, R. E. Minchin Jr, and D. Chen (2003). “Improving Labor Flow Reliability for Better Productivity as Lean Construction Principle.” Journal of Construction Engineering and Management 129(3): 251-261.
Tommelein, I. D., D. R. Riley, and G. A. Howell (1999). “Parade Game: Impact of Workflow Variability on Trade Performance.” Journal of Construction Engineering and Management 125(5): 304 310.
Williamson, H. M. (2012). Productivity Roadmap.
Womack, J. P., and D. T. Jones (1996). “Beyond Toyota: How to Root out Waste and Pursue Perfection.” Harvard business review 74: 140-172.
Womack, J. P., and D. T. Jones (2003). “Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated”. New York, USA, Free Press.
Operations / Maintenance
Maximize your maintenance contracts – AIA https://4bt.us/wp-content/uploads/2023/08/1691097338535-1.pdf
AEC Best Value Construction and Facilities Operational Excellence- Position Paper
LEAN Facilities O&M Planning and Managemet2018
Root Causes of Construction Project Management Failure
Core Competencies for Federal Facilities Asset Management Through 2020: Transformational Strategies
Committee on Core Competencies for Federal Facilities Asset Management 2005-2020, National Research Council
FEDERAL REAL PROPERTY-ELIMINATING WASTE
Improving-construction-productivity – 2018 McKinsey Report
Over Budget and Over Time Again and Again, Flyvberg, B.
Sustainability
Sustainable Infrastructure – United Nations Environment Programme (2022). International Good Practice Principles for Sustainable Infrastructure. Nairobi
Life-Cycle / Total Cost of Ownership Asset Management
America’s Physical Infrastructure Report Card
ASSET LIFE-CYCLE MODEL – Total Cost of Ownership Management – A framework for facilities life-cycle management.
ASSET MANAGEMENT – QUICK GUIDE – PPT Presentation
Facilities Lifecycle Management
FRAGILE FOUNDATIONS – 1988 – A Report on America’s Public Works – Final Report to the President and Congress https://4bt.us/wp-content/uploads/2023/08/1988-Fragile-Foundations-ExSum.pdf
“…unless we dramatically enhance the capacity and performance of the nation’s public works, our own generation will forfeit its place in the American tradition of commitment to the future. Without such an effort, our legacy will be modest at best. At worst, we will default on our obligation to the future, and succeeding generations will have to compensate for our failures.”
NASEM – Strategies to Renew Federal Facilities.
ISO Technical Committee 251 article: Managing Assets in the Context of Asset Management
AMP Newsletter on Pathway to Limitless Asset Management
ASSET Life-Cycle Operations and Maintenance Planning – A framework for lower total cost of ownership.
2022-Assessment-and-Funding-of-School-Facilities-Final-Report
Energy Management
Critical Information about Commercial Building Energy Management
EnergyStar Portfolio Manager 201 – Training Video
Facility sustainment includes regularly scheduled adjustments and inspections, preventive maintenance tasks, and emergency response and service calls for minor repairs. Sustainment also includes major repairs or replacement of facility components that are expected to occur periodically throughout the life cycle of facilities. This includes regular roof replacement, refinishing of wall surfaces, repairing and replacement of heating and cooling systems, replacing tile and carpeting, and similar types of work.