The influence of design on project outcomes
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The survey results from 217 respondents on their areas of expertise and industry are summarized. Nearly half of respondents (49.3%) identified their area of expertise as project management. The principal industries represented were construction, machinery, and homes (16.1%), utilities, energy, and extraction (24.4%), and government (1.8%). The majority of respondents were aged 45-54 (33.6%) or 55-64 (25.8%). Detailed design and definition was rated as having the highest influence on project outcomes and highest management effort required, followed by concept design.
The influence of design on project outcomes
- 1. The influence of design on project outcomes Appendices APPENDIX A – SUMMARY OF SURVEY RESULTS Question 1 Which category best represents your area of expertise within the current project organisation? Answer Options Commercial management Project management Project sponsorship Project support / project management office Engineering / design Construction / delivery management Quality assurance Health, safety and environmental support Operations Other (please specify) Response Percent Response Count 2.3% 49.3% 2.3% 6.9% 20.7% 8.3% 0.9% 4.1% 5.1% 5 107 5 15 45 18 2 9 11 15 answered question skipped question Which category best represents your area of expertise within the current project organisation? Commercial management Project management Project sponsorship Project support / project management office Engineering / design Construction / delivery management Quality assurance 217 0 Health, safety and environmental support Operations 24 of 271 Student Number: 271040
- 2. The influence of design on project outcomes Appendices Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Response Date Nov 30, 2013 11:47 PM Nov 26, 2013 10:10 AM Nov 25, 2013 8:09 AM Nov 17, 2013 9:42 PM Nov 14, 2013 9:21 AM Nov 4, 2013 9:48 AM Nov 4, 2013 8:29 AM Oct 25, 2013 12:25 PM Oct 24, 2013 8:25 AM Oct 22, 2013 10:23 PM Oct 22, 2013 10:22 AM Oct 22, 2013 4:01 AM Oct 20, 2013 2:47 PM Oct 18, 2013 2:39 PM Oct 18, 2013 8:03 AM Other (please specify) Categories Project Development Planning and Project Controls Continuous Improvement & Sustainability Project Controls IT Service Management Liaison with all of the above Cost Estimating and Forecasting SQEP site engineer CDM coordination Project Controls Continuous Improvement Engineering / design; Construction/ delivery management; Health, safety and environment support; operation Product Management - this is 'other', NOT QA as selected - there is no 'other' button. Client management / project delivery Sales and Marketing 25 of 271 Student Number: 271040
- 3. The influence of design on project outcomes Appendices Question 2 Airlines & Aerospace What is the principal industry of your organisation? nswer Options Airlines & Aerospace (including Defense) Automotive Business Support & Logistics Construction, Machinery, and Homes Entertainment & Leisure Finance & Financial Services Food & Beverage Government Healthcare & Pharmaceuticals Insurance Manufacturing Nonprofit Retail & Consumer Durables Telecommunications, Technology, Internet & Electronics Utilities, Energy, and Extraction Other (please specify) What is the principal industry of your organisation? (including Defense) Response Percent Response Count 6.9% 0.5% 0.5% 16.1% 0.5% 1.4% 0.0% 1.8% 4.1% 0.0% 4.6% 0.0% 0.0% 15 1 1 35 1 3 0 4 9 0 10 0 0 11.5% 25 24.4% 27.6% 53 60 answered question skipped question Automotive Business Support & Logistics Construction, Machinery, and Homes Entertainment & Leisure Finance & Financial Services Food & Beverage Government 217 0 26 of 271 Student Number: 271040
- 4. The influence of design on project outcomes Appendices Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Other (please specify) Response Date Dec 3, 2013 9:26 PM Dec 2, 2013 9:02 PM Dec 2, 2013 5:03 AM Nov 30, 2013 11:47 PM Nov 29, 2013 10:30 PM Nov 26, 2013 11:02 PM Nov 26, 2013 10:10 AM Nov 25, 2013 7:02 PM Nov 25, 2013 2:44 PM Nov 25, 2013 8:27 AM Nov 23, 2013 6:45 PM Nov 21, 2013 11:24 AM Nov 18, 2013 2:10 PM Nov 17, 2013 9:42 PM Nov 15, 2013 5:29 PM Nov 11, 2013 8:09 PM Nov 9, 2013 6:38 PM Nov 9, 2013 5:18 PM Nov 9, 2013 2:38 AM Nov 8, 2013 3:41 PM Nov 4, 2013 2:35 PM Nov 4, 2013 9:48 AM Nov 4, 2013 9:00 AM Nov 4, 2013 7:00 AM Nov 4, 2013 3:53 AM Nov 4, 2013 2:12 AM Nov 3, 2013 7:33 PM Oct 31, 2013 1:39 PM Oct 30, 2013 10:00 AM Oct 28, 2013 1:27 PM Oct 26, 2013 12:04 AM Categories aerospace (retired) Engineering services and consultancy Freight rail Industrial Automation rail Mining Services Civil Engineering Nuclear Decommissioning Systems Engineering Consultancy Engineering Consultancy Airports Railway Systems Police Mining - Energy oil and gas Engineering & Contracting Legal Services nuclear decommissioning Consulting for Mineral Processing Oil and Gas EPCM Education (an engineering graduate center) Nuclear power station decommissioning H&S Adviser / CDM Co Ordinator Petrochemicals Rail and Infrastructure Nuclear EPC Railwaya Wholesale oil and gas Higher Education EPCM - Construction Design 27 of 271 Student Number: 271040
- 5. The influence of design on project outcomes Appendices 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 Oct 25, 2013 12:25 PM Oct 25, 2013 12:54 AM Oct 24, 2013 1:38 PM Oct 23, 2013 7:34 PM Oct 23, 2013 4:53 PM Oct 23, 2013 9:13 AM Oct 22, 2013 10:23 PM Oct 22, 2013 3:20 PM Oct 22, 2013 1:54 PM Oct 22, 2013 4:01 AM Oct 21, 2013 3:02 PM Oct 21, 2013 2:44 PM Oct 21, 2013 9:33 AM Oct 21, 2013 6:47 AM Oct 20, 2013 2:47 PM Oct 20, 2013 2:45 PM Oct 20, 2013 2:22 PM Oct 20, 2013 2:09 PM Oct 20, 2013 11:24 AM Oct 20, 2013 8:45 AM Oct 19, 2013 8:20 PM Oct 19, 2013 7:12 PM Oct 18, 2013 3:49 PM Oct 18, 2013 2:39 PM Oct 18, 2013 9:04 AM Oct 18, 2013 8:03 AM Oct 18, 2013 7:34 AM Oct 18, 2013 6:43 AM Oct 17, 2013 11:13 PM decommissioning and construction within heavy & nuclear industries process industry Nuclear Decommissioning Consulting, Engineering, Procurement & Construction Engineering and Construction Multi-sector organisation Heavy Industry-Oil and Gas, Water, Power Airport construction Nuclear Decommissioning Support Construction, design, management, monitoring & supervision Transport Infrastructure Decommissioning Nuclear Nuclear Decommissioning Rail Nuclear Decommissioning IT Oil and Gas Projects Project Management Consultancy Nuclear Decommissioning Nuclear Decommissiong Airport Operator Systems Engineering Consultancy Nuclear STEM education Security Nuclear Decommissioning Nuclear Decommissioning & Environmental Restoration Nuclear waste 28 of 271 Student Number: 271040
- 6. The influence of design on project outcomes Appendices Question 3 What is your age? Answer Options 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 or older Response Percent Response Count 0.9% 11.5% 19.8% 33.6% 25.8% 7.4% 0.9% 2 25 43 73 56 16 2 answered question skipped question 217 0 What is your age? 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 or older 29 of 271 Student Number: 271040
- 7. The influence of design on project outcomes Appendices Question 4 Rate the project phase in order of influence on a project's outcome? Answer Options Initiation Concept design Detailed design and definition Implementation of design Handover Other (please specify) Little importance Low importance Medium importance High Importance Very high importance Rating Average Response Count 3 0 1 1 14 23 7 3 9 19 59 35 26 36 54 60 83 82 94 69 72 92 105 77 61 2.81 3.20 3.32 3.09 2.66 217 217 217 217 217 16 answered question skipped question 217 0 30 of 271 Student Number: 271040
- 8. The influence of design on project outcomes Appendices Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Response Date Dec 3, 2013 6:07 PM Nov 30, 2013 2:39 PM Nov 26, 2013 11:02 PM Nov 21, 2013 9:27 PM Nov 17, 2013 8:16 AM Nov 9, 2013 5:18 PM Nov 9, 2013 2:16 PM Nov 9, 2013 11:50 AM Nov 9, 2013 2:38 AM Nov 8, 2013 2:40 PM Oct 26, 2013 3:07 AM Oct 25, 2013 12:25 PM Oct 24, 2013 8:58 AM Oct 20, 2013 2:47 PM Oct 20, 2013 2:37 PM Oct 20, 2013 2:09 PM Other (please specify) Categories OPERATIONAL INPUT AT EARLY DESIN Constructability Review If there was such a thing as Pre-Initiation I would also rate that very high Subcontractor management Framing and Estimation integration of safety assessment with design not backfit Backlog Elaboration Definition of Stakeholders - High importance Stakeholder and regulatory management - High Commissioning (unless that is your definition of "Implementation of Design"?), Constructability, Maintainability, Operability. feasability, ability of concept to meet market requirements sufficient time given to facilitate highest quality at concept and design stages Assuming implementation includes most of the test phases Requirement definition from someone experienced in this practice Failure to carry out process testing Project Execution Plan (Phase 3 of Capital Value Process) 31 of 271 Student Number: 271040
- 9. The influence of design on project outcomes Appendices Question 5 Rate project phases in the order of perceived importance in terms of management effort that is generally expended? Little importance Answer Options Initiation Concept design Detailed design and definition Implementation of design Handover Other (please specify) Low importance Medium importance High importance Very high importance Rating Average Response Count 14 4 3 0 13 34 40 20 19 29 67 62 64 44 61 58 70 77 86 56 44 41 53 68 58 2.39 2.48 2.72 2.94 2.54 217 217 217 217 217 10 answered question skipped question 217 0 Rate project phases in the order of perceived importance in terms of management effort that is generally expended? Handover Implementation of design Detailed design and definition Concept design Initiation Number Response Date 0.00 Other (please 0.50 specify) 1.00 1.50 Categories 2.00 2.50 3.00 3.50 32 of 271 Student Number: 271040
- 10. The influence of design on project outcomes Appendices 1 2 3 4 5 6 Nov 30, 2013 2:39 PM Nov 17, 2013 8:16 AM Nov 9, 2013 2:16 PM Nov 8, 2013 2:40 PM Nov 4, 2013 2:35 PM Oct 25, 2013 12:25 PM 7 8 9 10 Oct 24, 2013 8:58 AM Oct 20, 2013 2:47 PM Oct 20, 2013 2:37 PM Oct 20, 2013 2:09 PM Risk Management Engineering and Procurement Interface Management Sprint Planning Constructability, Ease of Commissioning, Maintainability, Operability are often neglected Effort "that is" or "that should be" expended? to quick to initiate start date,presurising design/engineering teams etc to meet schedule deadlines by means of quick fixes rather than implementing long term fit for purpose solutions Assuming importance is relative to management effort Requirements and CONOPS often an after-thought, or performed by the inexperienced Failure to determine if the design is practical Management Effort = those outside or above the project! 33 of 271 Student Number: 271040
- 11. The influence of design on project outcomes Appendices Question 6 The failure of which generally the root cause of poor project outcomes? Answer Options Scope management Quality management Cost management Schedule management Response Percent Response Count 70.5% 10.6% 5.1% 13.8% 153 23 11 30 answered question skipped question 217 0 The failure of which generally the root cause of poor project outcomes? Scope management Quality management Cost management Schedule management 34 of 271 Student Number: 271040
- 12. The influence of design on project outcomes Appendices Question 7 35 of 271 Student Number: 271040
- 13. The influence of design on project outcomes Appendices Number Response Date Other (please specify) Categories 1 2 3 4 5 6 7 8 Dec 3, 2013 6:07 PM Nov 28, 2013 12:21 PM Nov 26, 2013 11:02 PM Nov 20, 2013 6:50 AM Nov 17, 2013 8:16 AM Nov 9, 2013 2:16 PM Nov 8, 2013 2:40 PM Nov 4, 2013 2:35 PM 9 Oct 25, 2013 12:25 PM 10 11 12 13 14 15 Oct 24, 2013 1:23 PM Oct 24, 2013 8:58 AM Oct 20, 2013 2:47 PM Oct 20, 2013 2:37 PM Oct 20, 2013 2:09 PM Oct 20, 2013 11:24 AM LACK OF EFFECTIVE CLIENT INPUT Lack of effective skills of project engineering management Inadequate identification and management if risks Resources removed from project during execution in matrix organizations Poor Scope Definition They fail because they lose site of value to the customer and focus on project values instead Lack of Multidiscipline Engineering Management....this is not project management!! Project is seen as just work to be done, not an undertaking that requires adequate valuation of costs and benefits. This limited vision has been spread by PMI and similar bodies. lack of clear senior management consensus, reactive programme scheduling too many short term fixes not looking at long term effect Lack of people management Interference from senior management moving goalposts Other biggest factor is poor requirements and understanding Points 1,2,3,4, 6,7 question 7 the project should never have been initiated. Project Problems: Quality>>Scope>>Time>>Cost Not Defining Success Criteria or degree of success 36 of 271 Student Number: 271040
- 14. The influence of design on project outcomes Appendices Question 8 W hic h o f the fo llo wing d e s ig n a c tiv itie s , if b e tte r und e rta k e n tha n c urre ntly , wo uld ha v e the la rg e s t imp a c t o n p ro je c t o utc o me s a nd s uc c e s s ? Sig nific a nt R a ting R e s p o ns e Ans we r Op tio ns N o t a t a ll Slig ht imp a c t Ve ry muc h imp a c t Av e ra g e Co unt R e q uire me nts c a p ture a nd s c o p e d e finitio n 0 17 83 114 2.45 214 Early surveys and investigations 2 60 98 56 1.96 216 1 55 102 58 Planning of schedule and cost 2.00 216 Rigorous optioneering process 1.75 213 8 75 92 38 2 55 108 52 Development of concept design 1.97 217 Development of detailed design 1.98 217 8 54 89 66 3 69 100 42 The early use of systematic design management 1.85 214 T he e a rly us e o f v e rific a tio n a nd v a lid a tio n o f 1 33 108 74 2.18 216 re q uire me nts a nd d e s ig n thro ug ho ut Better governance surrounding design reviews 1 53 109 52 1.99 215 Inte g ra tio n o f d e s ig n a nd p ro je c t ma na g e me nt 2 42 92 79 2.15 215 p ro c e s s e s me e t re q uire me nts Please add any other activity that would be appropriate 23 a ns we re d q ue s tio n 217 s k ip p e d q ue s tio n 0 37 of 271 Student Number: 271040
- 15. The influence of design on project outcomes Appendices Number Response Date Please add any other activity that would be appropriate 1 2 3 Dec 3, 2013 6:07 PM Nov 28, 2013 12:21 PM Nov 27, 2013 1:27 PM 4 5 6 7 8 9 10 11 Nov 26, 2013 11:02 PM Nov 20, 2013 6:50 AM Nov 17, 2013 8:16 AM Nov 11, 2013 8:09 PM Nov 9, 2013 5:18 PM Nov 9, 2013 2:16 PM Nov 9, 2013 2:38 AM Nov 8, 2013 2:40 PM 12 13 14 15 Nov 4, 2013 2:35 PM Nov 4, 2013 9:03 AM Nov 4, 2013 2:12 AM Oct 29, 2013 10:55 AM 16 17 18 19 20 21 Oct 25, 2013 12:25 PM Oct 25, 2013 11:22 AM Oct 24, 2013 8:58 AM Oct 22, 2013 9:20 AM Oct 20, 2013 2:09 PM Oct 18, 2013 7:48 PM 22 Oct 18, 2013 6:37 PM 23 Oct 18, 2013 5:16 PM USE OF PROJECT MANAGEMENT PROFESSIONALS SQEP (experience) of design and project management resources. the operatives at the delivery need to be involved with some aspects of design as they have knowledge for sustainbility and future maintenance of projects There is no mention of risk management as a process throughout the project Acquire Human ressources. Design Modelling and Interfacing Systematic Gate reviews during FEL integration of design and safety case development Frequent feedback through working implementation of design Rigor on early design and scope freeze Efficient Leveraging of Engineering Information Systems (one piece of information in one location) especially on large complex projects Evaluation of economic feasibility of the proposed project. Constructability reviews by construction specialists Selecting the right people for the right position at the right time. Agreeing on the level of expected client involvement during initiation (to ensure SME is available when needed), obtaining client sign offs at each stage of design to contain scope creep, shipping of early releases to ensure clients are able to provide feedback at the soonest. all parties to assist the designer within their area of expertise and site knowlege Use of Stage gate reviews as the project progresses Establishment of bi-directional traceability Well defined stage deliverables and stage reviews Doing the Phase 1,2 & 3 of CVP excellently It is important the Design authoritry has autonomy otherwise PM can compromise outcome with substandard design solution Prior to implementation, the project needs to ensure that the business case, drivers, and project requirements are met before we commit to the big money. Rigorous skills analysis Categories 38 of 271 Student Number: 271040
- 16. The influence of design on project outcomes Appendices Question 9 And finally one more question. What would make your activities more effective in deliverying projects? Answer Options More rigour in project processes Targeted training in specific tools and techniques Less paperwork / less restrictive processes More focused and effective processes Improving organisational factors such as leadership, team work etc. Empowerment of project personnel from project manager down. Please specify something else Response Percent Response Count 15.7% 1.8% 8.3% 18.0% 32.7% 23.5% 34 4 18 39 71 51 26 answered question skipped question 217 0 39 of 271 271 Student Number: 271040
- 17. The influence of design on project outcomes Appendices Number Response Date 1 2 3 4 5 6 7 8 9 Dec 3, 2013 6:07 PM Nov 28, 2013 1:18 PM Nov 28, 2013 12:21 PM Nov 25, 2013 8:09 AM Nov 17, 2013 8:16 AM Nov 14, 2013 4:17 PM Nov 13, 2013 9:37 AM Nov 9, 2013 2:16 PM Nov 8, 2013 3:41 PM 10 11 12 13 14 Nov 8, 2013 2:40 PM Nov 3, 2013 7:33 PM Oct 30, 2013 11:23 AM Oct 29, 2013 3:21 PM Oct 29, 2013 10:55 AM 15 16 Oct 28, 2013 10:55 AM Oct 27, 2013 10:57 PM 17 18 19 20 21 Oct 26, 2013 3:07 AM Oct 25, 2013 12:25 PM Oct 23, 2013 7:22 PM Oct 22, 2013 3:20 PM Oct 22, 2013 9:20 AM 22 Oct 20, 2013 2:37 PM 23 24 25 Oct 20, 2013 2:09 PM Oct 18, 2013 7:48 PM Oct 18, 2013 6:37 PM 26 Oct 18, 2013 6:43 AM Please specify something else Categories ONLY USE PROJECT PROFESSIONALS Very clear accountability and ownership. Effective governance of design process Strict management of scope creep. Greater involvement as soon as the Project Manager is assigned Use the FEL 1, 2 and 3 Process from IPA and most of the issues are overcome Less paperwork only works if you have higher calibre personnel Frequent feedback to an engaged customer Setting overarching strategy and aligning support strategies for execution of engineering, procurement, construction, completions and commissioning. I have yet to see an owner do this properly and stick to the strategies during execution. This applies to projects between $500 M and several $B. People, Structures and Processes are equally important. All of the above. Involvement of a senior manager to supervise the project with a clear authority on the issues A properly qualified client representative Improved project sponsorship, ownership, championship Having a guarantee that project resources dont get siphoned off because this project is running smoothly and other projects are in the red. All of the above Availability of business stakeholders outside their day job activities to provide required level of commitment to project activities read my book:www.analogical.co.uk/Successful_Product_design.pdf consistency in interpretaion and expection of targets/ goals / scope too often the designer don't ask the operators/users what they need. Establishing a realistic programme and following it Plus empowering of project personnel, while ensuring that available skills and competences meet the project requirements Project managers should be totally empowered otherwise the project wil fall appart. Every other point listed should be taken for granted. Training, processes, procedurers, and team works. If these are not available you have nothing. Rigour and focuss in Processes, Training and Empowerment in 9) above in varying degrees. The HAZOP and HAZAN are key until that is achived you do not know what you ae doing Scope is not set If a project manager cannot make decisions, and deliver his/her project get rid and let the so called experts (interference) people deliver. a better understanding by senior management of actual project delivery process and the requirements for delivery 40 of 271 Student Number: 271040