Measuring the Impacts of Advanced Work Packaging (AWP) · PDF fileID KPI Name Formula 1.1 Work...

Measuring the Impacts of Advanced Work

Packaging (AWP) and WorkFace Planning (WFP)

on Work Package and Project Performance

Aminah Robinson Fayek Ph.D., P.Eng.

Yonas Halala, MSc student

Nima Gerami Seresht, PhD candidate

Tannis Liviniuk, Bentley

Ryan Posnikoff, Bentley

Workshop

outline

• Workshop objectives

• Background

• Research objectives

• Data collection forms

• Next steps in study

• Research ethics

• Acknowledgements

2

3

Objectives of this workshop

• To summarize work done to date on AWP

• To discuss the need to quantify the costs and benefits of

implementing AWP

• To present an approach to measure all factors impacting

costs and benefits of AWP

• To obtain your feedback on proposed approach and future

needs

• To solicit your participation in data collection

• To provide you with a tool to assess the maturity of AWP

practices on your projects

Changes in Oil Price

4

64%

Cost

Overruns

73%

Schedule

Overruns

33%

Time on

Tools

Data:

Ernst and Young, 2015

CII, 2013

The Reality of Projects Today

5


6


7

Cost and Schedule Planning: Integrated planning methods

8

Work package methods

Building information modelling

(BIM) methods

Activity-based job costing

methods

Lean construction-based

methods

Database framework method

AWP

Have a

plan

Utilize a

control

system to

manage

the plan

AIM

Finish

projects on

time and

within

budget

Integrated

planning

What is Advanced Work Packaging (AWP)?

9

AWP

• Term coined by the Construction Industry Institute (CII)

• Developed in the context of large industrial projects and

megaprojects

• Defined as the overall process flow of all the detailed work

packages (EWP, CWP, IWP)

• Provides a disciplined approach to project planning and

execution

Relationship between AWP and WFP

(Workface Planning)

10

WorkFace Planning (WFP) is a subset of Advanced Work Packaging (AWP)

and relates to installation work packages (IWP).

CII, 2013

The Process of Planning AWP

Deliverables

11

A

B

C

D

E

F

G

Define CWAsCWA boundary

definition within the

plot plan

Path of ConstructionSequencing of the

Construction Work Areas

that have been defined

EWP Release PlanPlanned sequence of

EWP development to

support constructionIWP Release PlanSequence of IWP

development to support

planned crew activities

Measure PerformancePerformance measurement for

each hierarchical level of the

work package breakdown

(CWA, CWP, IWP)

CWP Release PlanPlanned sequence of

CWP development to

support construction

Evaluation of project

data to determine

benefits of AWP as

well as maturity traits.

Also included focus groups.

Enabled the team to analyze

specific processes and

complete maturity level

ratings.

Case Studies Expert Interviews

Survey of conference

attendees to validate

the benefits of AWP.

Survey

Previous Research Methodology

12

AWP Maturity Stages

13

AWP Maturity Stages

14

AWP Maturity Stages

15

• High predictability in cost and schedule observed

• Enhanced quality with reduced rework observed

• 13 projects met deadline, 6 were ahead of schedule

• Zero lost time in 25 million construction hours

• Savings between 5-10 % of TIC (Total Installed Cost)

• An average 25% increase

Benefits of AWP

16

Quality

Productivity

Cost

Safety

Schedule

Predictability

The following benefits of AWP were observed by CII, based on 20 case studies.

Need for further AWP Research

17

Lack of sufficient quantitative data to verify

benefits of AWP.

Cost of implementing AWP is not quantified and

compared to benefits in order to determine ROI.

Impact of crew, foreman, and workface planners

on AWP implementation has not been addressed.

18

Assess maturity of AWP Practices

Determine additional indirect

costs of AWP implementation

Identify impact of crew, foreman,

workface planner characteristics

Develop metrics to measure impact

of AWP on project performance

Develop a framework for systematic

data collection

Develop a data analysis method

Report on findings and help to

update COAA’s AWP Audit Tool

Advanced Work Packaging and WorkFace

Planning: Research objectives

19


Planning:Data collection forms

Many forms are based on criteria established by CII and COAA.

AWP maturity

assessment

AWP indirect

costs

WorkFace

planner

qualification

characterization

Crew

characterization

Foreman

characterization

Performance

metrics

Data

collection

forms

20

AWP Indirect Costs

AWP indirect

costs

Costs from

AWP-exclusive

tasks

AWP salaried

employees

AWP training costs

AWP-related costs

Owner costs

e.g., Appointing AWP

manager

PM and CM costs

e.g., Aligning AWP

processes

WorkFace planning

manager

WorkFace planners

AWP-specific training

IT

Company systems

adaptation

AWP maturity assessment

Phase I: Planning Phase II: Detailed engineering

1.1 The requirement for AWP is

written into contracts

1.2 A documented AWP strategy is

in place

1.3 Documented AWP protocols

are developed

1.4 A detailed project execution

plan that includes AWP is

developed

1.5 AWP champion/manager is

identified for each stakeholder

2.1 Schedule is developed for all CWPs

and EWPs prior to start of detailed

engineering

2.2 IWP process is well documented in a

written procedure

2.3 Specific, detailed divisions of

responsibility to support AWP

content are in place

2.4 Dedicated IWP planner(s) have been

identified and a written job

description for planners is in place

2.5 All planners are on the distribution list

for all project documentation

3.1 A process for constraint

identification and resolution is in

place

3.2 Work is always packaged in IWPs

3.3 IWPs always identify work to be

completed (as indicated by

technical data, drawings, and

specifications)

3.4 All IWPs identify the general

sequence of work and labour

necessary to complete the work

3.5 All IWPs identify the required

material necessary to complete

the work

Phase III: Construction

21

AWP Maturity Assessment:Sample evaluation criteria

2.6 Detailed constructability reviews are

performed after AWP planners have

been appointed

AWP Maturity Assessment Survey:Maturity measurement scale

22

Maturity Measurement

Scale value Scale description

Not

Applicable Use of the practice is non-existent on this project

Level 1 Use of the practice is not consistently applied on this project

Level 2 A disciplined process exists for the practice on this project

Level 3A disciplined process exists for the practice across the different

projects within the same organization

Level 4Quantitative process control is used across the organization to

proactively manage the execution of the practice on this project

Level 5Continuous process improvement is used across the organization to

optimise the practice on this project

AWP Maturity Assessment Survey:Importance measurement scale

23

Importance Measurement

Scale value Scale description

1 Practice is extremely unimportant to the associated phase

2 Practice is unimportant to the associated phase

3 Practice is neither unimportant or important to the associated phase

4 Practice is important to the associated phase

5 Practice is extremely important to the associated phase

WorkFace Planner Qualification

Characterization

24

WorkFace planner

qualification

characterization

Essential duties

Safety

Project planning

Knowledge required

Skills required

Other desireable characteristics

Self

Evaluation

Supervisor

Evaluation

Importance of competency Agreement of proficiency


Characterization

25

Essential Duties

No Evaluation criteria

1.1 Ensures that safety, quality and efficiency at the WorkFace are considered

1.2Uses his/her hands-on construction expertise to develop Installation Work

Packages (IWP).

1.3Coordinates with and provides WorkFace construction knowledge to project

schedulers, engineers, superintendents and managers.

Safety


2.1Knows, understands and communicates the safety regulations (Occupational

Health and Safety Act) and project specific safety policies and procedures.

2.2 Identifies specific risks associated with executing the planned activities.

2.3Provides or arranges for inclusion of safety compliance in IWP to mitigate

specific risks.


Characterization

26

Project Planning


3.1Prepares required project IWP, which includes determining required activities,

resources, special conditions, quality control, risk planning, interdependencies

3.2Determines and coordinates resource requirements and works well with

resource coordinators

Knowledge Required


4.1 Has knowledge of health, safety and environmental programs

4.2 Knows the company and project environment

4.3Has the requisite construction field or technical experience to effectively perform

their duties without step by step instruction from field supervision.


Characterization

27

Skills Required


5.1 Has good problem solving skills

5.2 Is able to resolve conflicts

5.3 Has strong leadership skills

Other Desirable Characteristics


6.1 Is willing to accept challenges

6.2 Is willing to learn

6.3 Is responsible and accountable

Crew Characterization

28

Crew

characterization

Crew size

Adequacy of crew size

Crew composition

Crew experience

Crew makeup changes

Crew turnover rate

Crew skill level

Crew motivation

Level of interruptions

Number of languages spoken on crew

Foreman Characterization

29

Foreman

characterization

Foreman experience

Change of foreman (frequency)

Foreman planning skills

Leadership and supervisory skills

Coordination of crews and equipment

Performance Metrics (KPIs)

30

Measured at CWP or IWP levels; if cost estimate at tender stage is available for

individual IWPs, all metrics should be evaluated at IWP level.

Performance metrics

(KPIs)

Cost performance

Schedule performance

Quality performance

Safety performance

Productivity

Predictability

Performance Metrics:CWP cost performance metrics

CWP Cost Performance Metrics

ID KPI Name Formula

1.1 Work package cost growth

1.2 Work package budget factor

1.3Work package indirect cost

factor

1.4Work package direct cost

factor

1.5Work package net variation

over final cost

1.6 Cost per unit at completion

1.7 Cost of defects warranty

𝐴𝑐𝑡𝑢𝑎𝑙 𝑐𝑜𝑠𝑡 − 𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑐𝑜𝑠𝑡

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑐𝑜𝑠𝑡

𝐴𝑐𝑡𝑢𝑎𝑙 𝑐𝑜𝑠𝑡

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑐𝑜𝑠𝑡 + 𝐴𝑝𝑝𝑟𝑜𝑣𝑒𝑑 𝑐ℎ𝑎𝑛𝑔𝑒𝑠

𝐴𝑐𝑡𝑢𝑎𝑙 𝑖𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑐𝑜𝑠𝑡

𝐴𝑐𝑡𝑢𝑎𝑙 𝑡𝑜𝑡𝑎𝑙 𝑐𝑜𝑠𝑡

𝐴𝑐𝑡𝑢𝑎𝑙 𝑑𝑖𝑟𝑒𝑐𝑡 𝑐𝑜𝑠𝑡


𝑁𝑒𝑡 𝑣𝑎𝑙𝑢𝑒 𝑜𝑓 𝑣𝑎𝑟𝑖𝑎𝑡𝑖𝑜𝑛𝑠

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑐𝑜𝑠𝑡


𝑄𝑢𝑎𝑙𝑖𝑡𝑦 𝑜𝑓 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑒𝑑 𝑤𝑜𝑟𝑘

𝐶𝑜𝑠𝑡 𝑜𝑓 𝑟𝑒𝑐𝑡𝑖𝑓𝑦𝑖𝑛𝑔 𝑑𝑒𝑓𝑒𝑐𝑡𝑠


Performance Metrics:IWP schedule performance metrics

IWP Schedule Performance Metrics

ID KPI Name Formula

2.1Work package schedule

factor

𝐴𝑐𝑡𝑢𝑎𝑙 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 + 𝐴𝑝𝑝𝑟𝑜𝑣𝑒𝑑 𝑐ℎ𝑎𝑛𝑔𝑒𝑠

2.2Work package schedule

growth

𝐴𝑐𝑡𝑢𝑎𝑙 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 − 𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛

2.3 Time variance𝐼𝑛𝑐𝑟𝑒𝑎𝑠𝑒|𝐷𝑒𝑐𝑟𝑒𝑎𝑠𝑒 𝑖𝑛 𝑎𝑐𝑡𝑢𝑎𝑙 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 − 𝐸𝑥𝑡𝑒𝑛𝑠𝑖𝑜𝑛

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛

2.4 Time per unit at completion𝐴𝑐𝑡𝑢𝑎𝑙 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛

𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑜𝑓 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑒𝑑 𝑤𝑜𝑟𝑘

32

Performance metrics:IWP productivity performance metrics

IWP Productivity Performance Metrics

ID KPI Name Formula

6.1Construction Production

Factor (Physical Work)

𝐴𝑐𝑡𝑢𝑎𝑙 𝑇𝑜𝑡𝑎𝑙 𝐷𝑖𝑟𝑒𝑐𝑡 𝑊𝑜𝑟𝑘 𝐻𝑜𝑢𝑟𝑠

𝑇𝑜𝑡𝑎𝑙 𝐼𝑛𝑠𝑡𝑎𝑙𝑙𝑒𝑑 𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦

6.2Construction Productivity

Factor (Physical Work)

𝐴𝑐𝑡𝑢𝑎𝑙 𝑇𝑜𝑡𝑎𝑙 𝐷𝑖𝑟𝑒𝑐𝑡 𝑀𝑎𝑛 − 𝐻𝑜𝑢𝑟𝑠

𝑇𝑜𝑡𝑎𝑙 𝐼𝑛𝑠𝑡𝑎𝑙𝑙𝑒𝑑 𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦

6.3Construction Productivity

Factor (Cost)

𝑇𝑜𝑡𝑎𝑙 𝐼𝑛𝑠𝑡𝑎𝑙𝑙𝑒𝑑 𝐶𝑜𝑠𝑡

𝐴𝑐𝑡𝑢𝑎𝑙 𝐷𝑖𝑟𝑒𝑐𝑡 𝑀𝑎𝑛 − 𝐻𝑜𝑢𝑟𝑠

6.4Productivity Estimate

Accuracy (Productivity Index)

𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑣𝑖𝑡𝑦 𝑅𝑎𝑡𝑒

𝐴𝑐𝑡𝑢𝑎𝑙 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑣𝑖𝑡𝑦 𝑅𝑎𝑡𝑒

6.5 Project Absenteeism Rate𝑇𝑜𝑡𝑎𝑙 𝑀𝑎𝑛 − 𝐻𝑜𝑢𝑟𝑠 𝐿𝑜𝑠𝑡 𝑡𝑜 𝐴𝑏𝑠𝑒𝑛𝑡𝑒𝑒𝑖𝑠𝑚

𝐴𝑐𝑡𝑢𝑎𝑙 𝐷𝑖𝑟𝑒𝑐𝑡 𝑀𝑎𝑛 − 𝐻𝑜𝑢𝑟𝑠

33

34


Planning: Next steps in study

Develop a tool

to assess

maturity of

AWP

Determine

additional

indirect costs of

AWP

Assess

qualifications of

WorkFace

planners

Develop

metrics to

measure

impact of AWP

Develop and

validate data

collection

methodology

Identify the

impact of crew

and foreman

characteristics

Pilot data

collection

methodology

and analyze

data

Update AWP

audit tool

… …

University of Alberta Research Ethics

Protocol

Participants are fully informed of study goals and consent process.

Participation is purely voluntary.

All information is anonymized.

Informed Consent

Voluntary

Anonymous

Only aggregated results are published in academic research and technical reports.

Confidential

35

Would you like to learn more about this study?

36

We are still currently recruiting participants to contribute projects for the

Impacts of Advanced Work Packaging and WorkFace Planning on

Work Package and Project Performance study.

Please let us know if your organization is interested in learning more about this

research, and if you can help us obtain projects for data collection and analysis.

We have a sign-up sheet you can use to record your interest.

Acknowledgements

37

Doug Hill

Tannis Liviniuk Ryan Posnikoff

Stephen Atkinson Andrew Foy

Petra Polster

COAA AWP Subcommittee

Barry Tymchuk

Thank you

Questions

&

Discussion

Dr. Aminah Robinson Fayek

NSERC Industrial Research

Chair in Strategic Construction

Modeling and Delivery

Ph: 780-492-1205

[email protected]

38

www.strategic-construction.ualberta.ca

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