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High performance buildings in universities and colleges

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High Performance Buildingsin Universities and Colleges

High Performance Buildings in the Commercial and Public Sector

By

Ken Gray

Performance Building Partnership


Cibse intelligent buildings group
CIBSE Intelligent Buildings Group

  • The principal terms of reference are;

  • Assessment of whole life value of intelligent buildings.

  • Innovative approaches such as smart materials and nanotechnology, and embedded sensor technology.

  • Development of strategy for healthy and sustainable buildings using appropriate levels of technology

  • Integration strategies for products (systems), processes and people


Cibse intelligent buildings group1

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CIBSE Intelligent Buildings Group

  • An intelligent building is one that provides a productive and cost-effective environment based on three basic elements:

  • People (services users/facilities management)

  • Products (fabric, structure, facilities)

  • Processes (automation, control, systems, maintenance, performance) and the interrelationships between them.

  • Intelligent Buildings help building owners, property managers and occupants realise their goals in the areas of costs, lifetime energy management, well-being, convenience, safety, long term flexibility and marketability to achieve buildings which have high social, environmental and economic values.


Case study from 2000

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Case Study from 2000

ABB Zurich – Corporate Headquarters

The Cityport Experience

Ref and further information visit www.performancebuildings.ch

Performance Building Partnership


It office solution architecture

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I

constantin

zurich

IT Office Solution Architecture

II

V

III

VII

VI

Layer 5

User Types

frequent

traveling < 50%

frequent

traveling > 50%

visitor

for a short while

„placement“

for a defined time

„placement“

for a defined time

„visitor“

for a short while

Layer 4

Use Cases

Process Integration

Communication

Connectivity

Layer 3

Building Requirements(functional needs)

Motivation

Supporting Infrastructure

Flexibility

Representation

Layer 2

Integration and application Framework based on systems integration IT.

Systems Integration

Layer 1

Room concepts concentrating on formal and informal communication

Quiet Area

Meeting Area

Social Area

Public Area

Creative Area

Public Area

Performance Building Partnership


Layer 5 user types

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Layer 5 - User Types

constantin

zurich

I

50 %

ABBZRH

Employee

frequent

traveling < 50%

II

35 %

450 Persons

frequent

traveling > 50%

III

15 %

visitor

for a short while

ABB Worldwide

Employee

„placement“

for a defined time

V

Average 120 Persons

External Partner

„placement“

for a defined time

VI

Average 45 Persons

Visitors

„visitor“

for a short while

VII

30,000 Visitors p/y

Performance Building Partnership


Layer 3 building requirements

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Layer 3 – Building Requirements

Formal Communication

·Conferences take place between persons of all different user types.

·Conferences within the user types IV to VII use the buildings meeting areas.

oConferences take place in large and small groups, though generally meetings are held with less than twelve participants.

oConferences will be technically supported but should not be technologically overloaded, which means technical equipment are used as tools.

·Support of computer assisted aided presentations available in each meeting room.

·A reservation system for the conference rooms must be accessible from multiple locations.

Communication

Motivation

·The work place station atmosphere motivates the users and employees.

·Aesthetic design

·Forms and colors match harmoniously.

·Emission of noise will be minimized at the work stations.

·Visual discretion/privacy aides can be positioned if necessary.

Performance Building Partnership


Layer 3 building requirements1

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Layer 3 – Building Requirements

·A dynamic company needs a dynamic working atmosphere.

·Various types of office furniture should be easily attainable and must be user friendly.

·No assigned / fixed work areas, infrastructure can easily be moved/adjusted to adapt to changing working environment.

Flexibility

·Accessibility to information services in all areas of the building.

·Access to ABB foreign information services and own internal ABB resources must be available.

·Flexible wireless connections where necessary, else wired connections will be installed.

·Intelligent telephone system differentiates automatically between In- house and Out-house usage.

·Mobile telephone systems will be integrated in to the existing services.

·Telephone connections for external users/visitors will be locally supported.

Connectivity

·All services are offered on a uniform level and these services must function as a profit-center in order to ensure for proper calculation & billing procedures.

·The „black boards“ are replaced by the information systems. These systems are accessible at designated info terminals.

·The office supply distribution can be operated as a “Kanban” system.

Supporting Infrastructure

·Representation will be in two directions:

oa) internal towards ABB employees

ob) external towards business partners

Bother parties’ needs must be considered in planning the corporate design

Representation

Performance Building Partnership


Cityport

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Conference Tower(meeting/social area)

Offices

(quiet area)

Offices

(quiet area)

3rd Party

Entrance

(customer area)

Meeting Area

3rd Party

Cityport

11‘000 m2

Merge 7 dispersed office facilities

450 Employees

44 Conference Rooms

Performance Building Partnership


Cityport room concept

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Cityport: Room Concept

Performance Building Partnership


Cityport basement

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Cityport: Basement

Performance Building Partnership


Cityport 1 st floor

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Cityport: 1st Floor

Infrastructure Areas

Performance Building Partnership


Cityport 2 nd 5 th floor

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Cityport: 2nd – 5th Floor

Infrastructure Areas

Performance Building Partnership


Conference tower

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Room Level I

Room Level II

Int. Conference Room

Creative Room

Briefing Room

Conference Tower

Performance Building Partnership


Performance buildings

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Mechanical & Electrical

IT Infrastructure

Software

Process

Performance Buildings

User

Performance Building Partnership


Facility manager

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Facility Manager

On Site

Remote

(Mobile)

Enterprise

Energy Management

WorkOrders

NetworkManagement

Inventory

ClimateControl

AccessControl

Security

SpacePlanning

Servers

Energy+Comfort

Assets

People

IT

Performance Building Partnership


Office worker performance

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Office Worker Performance

Workplace

Meeting Room

Remote (Home)

Room

EnvironmentSettings

eLearning

MS Office

UnifiedMessaging

VirtualMeeting

RoomBooking

Buying

IP TV

Office Tools

Collaboration

Convenience Services

Performance Building Partnership


What is performance building all about

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What is Performance Building All About?

Real-Time integration of automation, information, and collaborative business systems across the enterprise

Performance Building Partnership


Performance buildings tm solution architecture

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Performance BuildingsTM Solution Architecture

Layer 3

New End to End functional applications - for both office users and their service providers.

Remote Operation

Integral Meeting Room

Energy Management

Facility Management

Visitor Management

Building Portal

Layer 2

Integration and application framework

Systems Integration

Layer 1

Open architecture, IP based, modular and scaleable sub systems (from third parties).

Utilities

HVAC

Security

Elevator

Audio Visual

Voice & Data

Move Mgmt

ERP

People Circul.

Building sub-systems

Some of the strategic partners for Performance Buildings.

Performance Building Partnership


Performance building communication architecture

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Performance Building Communication Architecture

Performance Building Partnership


Basic infrastructure

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Basic Infrastructure

JACE-NP

Web Supervisor

Performance Building Partnership


Performance building building energy comfort

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Performance BuildingBuilding Energy & Comfort

Performance Building Partnership


Niagara architecture

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Web Browser

Hub

Hub

JACE-NP

Router

Router

Niagara Architecture

EIB, LON

Pager or PDA

Web Supervisor

Multiple Site

JACE-NP

Performance Building Partnership


Performance building people circulation

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Performance BuildingPeople Circulation

Performance Building Partnership


People circulation and security system

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People Circulation and Security System

AlarmMonitoringWorkstation

Automated Car Park Management

  • Single Database

  • Single UI

  • Single NetworkConfiguration

  • Single Application

  • Single Code

DatabaseServer

  • Duress

  • Door Held

  • Granted

Access ControllerLNL-1000

Employee information

Badge information

Access information

Events

Alarms

Multimedia (photo, signature)

Biometrics (fingerprint, face, voice)

BadgingWorkstation

Asset Controller

  • Assets

  • Locations

  • Asset multimediainformation

Video Controller

Telephone System

Burglar Controller

Video Information

Event linkages

Presence based routing

Intelligent call forwarding

  • Burglar alarmsBurglar information

Performance Building Partnership


Performance building building asset management

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Performance BuildingBuilding Asset Management

Performance Building Partnership


Facility management

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RE-ENGINEERING

through information

and knowledge

Facility Management

  • SITES

  • BUILDINGS

  • LOCATIONS

  • ASSETS

  • installations

  • telephones

  • furniture

  • etc, etc

CONTRACT MANAGEMENT

(SLA’s, costs, conditions etc)

  • HELP DESK

  • phone

  • fax

  • internet

  • e-mail

PPM

TECHNICAL &

INFRASTRUCTURAL

ROOM BOOKING

  • RESOURCES

  • site staff

  • mobile staff

  • client staff

  • sub suppliers

BMS’s

FM

Facilities Management System

PROJECT MANAGEMENT

SPACE PLANNING

FINANCIAL SYSTEMS

Performance Building Partnership


Performance building conferencing

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Performance Building Conferencing

Performance Building Partnership


Traditional meeting room

Significant Investment

Real Estate

Equipment

Man hours

Closed, Proprietary systems

Island solutions

Voice, Visual, Video, Data

Manual Processes

Booking

Catering

Ordering replacements

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Traditional Meeting Room

Performance Building Partnership


Integrated meeting room

Sales Presentation

Project Meeting

Brainstorming

Board Meeting

War Room

Training

e-Learning

Negotiation

Interview

etc

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Integrated Meeting Room

VideoConf.

Telephone

RoomEnviron.

Beamer

Catering

OrderServices

Performance Building Partnership


Webpad

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WebPad

Personal

Secure

Access

Performance Building Partnership


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Virtual Reception

  • Productivity gain for both user and service provider

  • Process-centric

  • System Integration with added functionality

    • leveraging of core technology such as skyva

  • Differentiator in Security (people circulation) offering

  • HMI product and Front-End to building (calling card and talking point)

  • SW Application

Performance Building Partnership


Video communication

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Video Communication

Avistar DirectoryWith Presence

Avistar ConferenceInstant conferences

Direct Connects – Active Speed Dials

Avistar Media ServerStore, retrieve and broadcast

Avistar Global DirectoryAccess Your Clients

Avistar ShareboardShare data

Usage Reports

Monitor Call Volume and Trends

Performance Building Partnership


Cityport first performance building

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CityportFirst Performance Building

Performance Building Partnership


Cityport technical infrastructure

Access control, Digital video on IP platform

Building Automation (web based supervisor system)

Multiservice network

Business TV

Video Services

Mobile IP infrastructure (wireless network)

Virtual Reception

Facility ManagementSoftware Infrastructure

Building Portal

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Cityport Technical Infrastructure

  • Efficientspace utilisation

  • Operating cost reduction

  • Productivity increase

Performance Building Partnership


Integration unleashes the value in buildings

Energy Management

Enterprise Solutions

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Integration Unleashes the Value in Buildings

User

Productivity

End to End Process based Integration

Operator

Operating Costs

Investor

Return on Investment

Lower First Costs

Higher Flexibility

Performance Building Partnership


Advantage for investors developer architects consultants

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100% Investment

HVAC

Integral Meeting Room

Facility Management

Remote Operation

Energy Management

Visitor Management

Building Portal

Utilities

10 – 20%

Security

Process Integration

Tradition Solution

(or Total Technical Solution)

Elevator

Industrial IT for Performance Buildings

People Circul.

HVAC

Utilities

Audio Visual

Security

Lifecycle Costs

Lifecycle Costs

Lifecycle Costs

Voice & Data

IP Based Integration

Elevator

People Circul.

Move Mgmt

Audio Visual

ERP

Voice & Data

Move Mgmt

ERP

Advantage for Investors, Developer, Architects & Consultants

Performance Building Partnership


Advantages for fm managers operators

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Move management highly flexible and efficient

Administration costs reduced

10 – 20%

Controlling/Reportingfinetuned

Integral Meeting Room

room management improved

Facility Management

Remote Operation

asset management improved

Lifecycle Costs

Energy Management

Visitor Management

energy costs optimised

Building Portal

Building Portal

Overall process time reduced

Energy Management

Advantages for FM Managers & Operators

Performance Building Partnership


Advantages for tenants

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Administration Costs reduced

Controlling/Reportingfinetuned

Process Integration

Room Management improved

Integral Meeting Room

Facility Management

People Circulation integrated

HVAC

Remote Operation

Utilities

Operation transparent

IP Based Integration

Energy Management

Security

Visitor Management

Elevator

Energy Costs optimised

Building Portal

People Circul.

Building Portal

Audio Visual

Overall Process Time reduced

Voice & Data

Energy Management

Move Mgmt

ERP

Advantages for Tenants

Investment

Rental

Performance Building Partnership


New build the intelligence factory

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New Build – The ‘Intelligence’ Factory

Environmentally sustainable 1,100,000ft² facility

Performance Building Partnership


New build the intelligence factory1

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New Build – The ‘Intelligence’ Factory

  • 40% less energy compared with a conventional office design

  • Passive systems and and a double-skin exterior wall

  • Extensive solar shading

  • Over 5,000 miles of cable and 1,850 miles of fibre optics

  • Over 5 miles of new drains

  • Over 6,000 miles of electrical wiring

  • The building has 13,000m² of glass

  • Computer hall the same size as the Royal Albert Hall

  • Building materials from sustainable or renewable sources, or can be recycled down the line.

  • Goods transported internally via electric vehicles

Performance Building Partnership


New build the intelligence factory2

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New Build – The ‘Intelligence’ Factory

  • Thermal modelling throughout

  • Daylighting and sun penetration analyses throughout

  • ARM assessment of critical systems

  • Indoor air quality assessments

  • Systems integration

  • Unique design and delivery processes, resulting in:

  • Savings of 4% of the M&E costs - £3.7m

  • Completed 10 weeks early

Performance Building Partnership


Refurbishment before

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Refurbishment - Before

  • Listed building

  • Poor thermal performance

  • Poor infrastructure

  • Limited Landlord interface

  • Old plant & equipment

  • Noisy

  • Excellent views

Performance Building Partnership


Refurbishment after

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Refurbishment - After

  • No BMS

  • Integrated systems

  • Local personal control of environment

  • Remote control & monitoring

  • Façade enhancement

  • Monitored for 1 year

  • Energy usage lower than targeted

  • Facility management improved

  • User satisfaction higher than other sites

  • Flexibility validated

  • Further strategies in place for improvement

  • Cost benefits validated

Performance Building Partnership



Performance building design and delivery essential integration

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Performance BuildingDesign and DeliveryEssential Integration

Performance Building Partnership


Fundamental thinking on processes and projects

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Highly repetitive

e.g. filling beer bottles

One-off

e.g. construct the first channel tunnel

Containing Physical inventory

e.g. car assembly line

Containing

Intellectual inventory

e.g. conducting a technical audit

Fundamental thinking on Processes and Projects

Processes may be:-


Combine these axis

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Physical inventory

Highly

repetitive

One-off

Intellectual inventory

Combine these axis ….

Repetitive processes usually posses characteristics such as:-

Short and repeated cycles of learning – even if you get it “wrong” from time to time, there will be still many opportunities to get it right.

They tend to continue indefinitely in time – for the whole live of a product, - for example the “build a Volkswagen Beetle” process repeated through millions of cycles!!

There is constant opportunity for learning, improvement and innovation – the first “build a Volkswagen Beetle” cycle was probably very different from the last!

World

of

Projects

By contrast, the Once-through end of the continuum is the world of the Project. Here other characteristics are apparent:-

They are bounded in time – often with a fixed deadline – thereafter, the project will cease to exist

They happen only once – the vast majority of projects have an element of uniqueness – whilst this does not preclude learning from other projects, it means that the opportunity to continuously learn is very different from that in repetitive processes

There is a serious consequence to getting them wrong – since they happen only once they must be right first time – the only time!

The clear implication of the above is that management approaches and techniques which work well in a repetitive process may not work in a project process. Rather, we must use tools, approaches and philosophies of management which are appropriate to the process in which we are working.


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Traditional Scientific Management thinking

  • Adam Smith in the Wealth of Nations (1776) introduced the concept of specialisation of labour

  • In the Industrial Revolution Frederick Winslow Taylor showed how organisations could improve performance by structuring work into functions

Leads us to structure work into logical routings by specialist functions


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Operation

1

Operation

2

Operation

3

Operation

4

Operation

5

Operation

6

Start

Finish

  • For many years we focussed on

  • improving the efficiency of every

  • Individual operation:-

  • Time & Motion Study

  • Invest in new machines

  • “Supervise” people to work harder

  • We believed this would optimise performance

Traditional Scientific Management thinking leads us to seek efficiency improvements by squeezing the specialist functions

But Scientific Management was introduced at times of rapid industrialisation to enable unskilled labour to be deployed in repetitive physical inventory processes!!


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Key Message:-

  • Designing & improving work processes for 21st century ‘knowledge intensive’ projects following scientific management thinking may not be helpful !!!


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Now consider that in the world of projects - when we start on a new project:-

At the start the end point may be

very clear

or

very unclear & ‘foggy’

&

our route to that end point may be

very clear

or

very unclear & ‘foggy’


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Example:-

In researching new science, We may have a clear goal to achieve (“room temperature Super conductivity”). How to get there, or even if it is possible is unclear, This is a “Quest – maybe for the unattainable.

Example:-

When “Making a movie” the methods, and techniques used are pretty much the same. The artistic worth of the result however greatly varies according to the skill of the director and crew

End point Clear

Route unclear

Route clear

End point unclear

Example:-

Building another Travelodge, we are clear what the result will look like and our route is well known. Success is largely a matter of sweating the detail and ensuring the logistics are well managed. This is rather like “Painting by Numbers”

Example:-

In exploiting the Amazonian Rain Forest, we will take a few tentative steps in the direction of a general Goal. Then we will take stock and re-assess our next move. This is very much as you might do if you were “Walking in Fog.”

Acknowledgement:- Eddie Obeng: “The project leaders Secret Handbook

J Rodney Turner; Project Based management


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End point Clear

End point unclear

End Point Clear but Route Unclear

Danger Zone

Project soaks up resources in the hope of reaching the desired result

End Point Clear and route clear

Now we can methodically and carefully ‘paint by numbers’

Route unclear

Route clear

End Point Unclear but Route clear

Danger Zone

Project consumes resources – everyone busy doing what they know – for no shared purpose

End Point Unclear and Route Unclear

Apply Systems Thinking

Learn to walk in the fog

Acknowledgement:- Eddie Obeng: “The project leaders Secret Handbook

J Rodney Turner; Project Based management


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Systems Thinking

  • Inherent to Systems Thinking is the concept that it is the relationship between the parts of the real-life complex situation, rather than the parts themselves, that are essential to the outcome.

  • Any activity that adds cost and not value creates waste

More than a toolkit – it is a completely different way of thinking about the design and management of work


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The Feelings in a Typical Project

Level of energy / investment to get project right

Search

Search

Punish

Punish

for the

for the

innocent

innocent

guilty

guilty

Promote

Promote

the

the

Contractual letters start

uninvolved

uninvolved

Panic

Panic

Chaos

Chaos

Disillusionment

Disillusionment

Claims and Counter claims

Vague

Vague

concern

concern

Uninformed

Uninformed

optimism

optimism

Wild

Wild

Enthusiasm

Enthusiasm

Time

Contracted end date


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The Events in a Typical Project

Deadline looms – ‘all hands to help’

Level of energy / investment to get project right

Budget overspent, margins erode,

Claims and Counter claims

Contractual letters start

Wasteful activity on site, waiting, rework, solution compromised

Lessons Learned

Every player focussed on own objective

Site works

commence

Information & Knowledge on ‘need to know’

Never again!! Will work with different people next time!

Split project into packages

Time

Contracted

End Date


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The Opportunity Curve

Potential to add value via integration

Involvement stage in traditional relationships

Area of “wasted potential”

Concept design of product & process

Follow-up- lessons learnt

Detailed design

Evaluation

Execution

Adapted from Baker Hughes Inteq


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Change the Shape of the Project via Integration

Level of energy / investment to get project right

Collaborative Working & Problem Solving

Establish and agree ways of working

Mobilisation

- Educate in ways of working, demonstrate via leadership

Collaborative planning

Controlled project completion

Develop shared understanding of project goals

Time

Contracted

End Date

Rapid Establishment of a High Performance Project Team


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Integration Processes MUST bring:

  • Immediate pace and focus for the project

  • Early identification & visibility of issues, risks, assumptions at a stage when influence can be exercised

  • Shared understanding of the project objectives

  • Clear agreements on roles and responsibilities

  • Insights into this project teams strengths and weaknesses + coping strategies

  • Common language for relating to typical project challenges

  • Environment for people to work together creatively, operating with clarity and cohesion

  • Framework for the project team to communicate with stakeholders


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