Transcript CIBSE Intelligent Buildings Group

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High Performance Buildings
in Universities and Colleges
High Performance Buildings in the Commercial and
Public Sector
By
Ken Gray
Performance Building Partnership
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
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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:
1.
2.
3.
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.
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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
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VII
„visitor“
for a short while
VI
„placement“
for a defined time
V
„placement“
for a defined time
visitor
for a short while
III
frequent
traveling > 50%
constantin
zurich
frequent
traveling < 50%
II
I
IT Office Solution Architecture
Process Integration
Communication
Connectivity
Motivation
Supporting Infrastructure
Flexibility
Representation
Public Area
Public Area
Social Area
Meeting Area
Creative Area
Quiet Area
Systems Integration
Layer 5
User Types
Layer 4
Use Cases
Layer 3
Building Requirements
(functional needs)
Layer 2
Integration and application Framework
based on systems integration IT.
Layer 1
Room concepts concentrating on formal
and informal communication
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Layer 5 - User Types
constantin
zurich
ABBZRH
Employee
I
50 %
II
frequent
traveling < 50%
35 %
III
frequent
traveling > 50%
15 %
450 Persons
visitor
for a short while
ABB Worldwide
Employee
External Partner
Visitors
„placement“ V
for a defined time
Average 120 Persons
„placement“ VI
for a defined time
Average 45 Persons
VII
„visitor“
for a short while
30,000 Visitors p/y
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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.
o Conferences take place in large and small groups, though generally meetings
are held with less than twelve participants.
o Conferences 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.
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Layer 3 – Building Requirements


Flexibility
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.



Connectivity



Supporting Infrastructure
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 Inhouse 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.
 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.
 Representation will be in two directions:
o a) internal towards ABB employees
o b) external towards business partners
Bother parties’ needs must be considered in planning the corporate design
Representation
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Cityport
11‘000 m2
Merge 7 dispersed office facilities
450 Employees
44 Conference Rooms
Conference Tower
3rd Party
Offices
(meeting/social area)
Offices
(quiet area)
(quiet area)
Meeting
Area
Entrance
(customer area)
3rd Party
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Cityport: Room Concept
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Cityport: Basement
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Cityport: 1st Floor
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Infrastructure Areas
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Cityport: 2nd – 5th Floor
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Infrastructure Areas
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Conference Tower
Room Level I
Room Level II
Int. Conference Room
Creative Room
Briefing Room
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Performance Buildings
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User
Performance Building Partnership
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Facility Manager
On Site
Remote
(Mobile)
Enterprise
Work
Orders
Energy
Management
Network
Management
Climate
Control
Energy+Comfort
Inventory
Space
Planning
Assets
Access
Control
People
Security
Servers
IT
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Office Worker Performance
Workplace
Meeting
Room
Remote
(Home)
Room
Environment
Settings
eLearning
MS Office
Office Tools
Virtual
Meeting
IP TV
Unified
Messaging
Collaboration
Room
Booking
Buying
Convenience Services
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What is Performance Building All About?
Real-Time integration of automation,
information, and collaborative business
systems across the enterprise
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Performance
BuildingsTM
Solution Architecture
Remote Operation
Integral Meeting Room
Energy Management
Facility Management
Visitor Management
Building Portal
ERP
Move Mgmt
Voice & Data
Audio Visual
People Circul.
Elevator
Security
Utilities
Layer 3
New End to End functional
applications - for both office users
and their service providers.
Layer 2
Integration and application
framework
Systems Integration
HVAC
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Layer 1
Open architecture, IP based,
modular and scaleable sub
systems (from third parties).
Building sub-systems
Some of the strategic partners for
Performance Buildings.
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Performance Building Communication
Architecture
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Basic Infrastructure
JACE-NP
Web Supervisor
Performance Building Partnership
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Performance Building
Building Energy & Comfort
Performance Building Partnership
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Niagara Architecture
Router
Web Browser
Hub
JACE-NP
EIB, LON
Pager or PDA
Web Supervisor
Multiple Site
Router
Hub
JACE-NP
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Performance Building
People Circulation
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People Circulation and Security System
Automated Car Park
Management
Alarm
Monitoring
Workstation
•
•
•
Database
Server
Duress
Door
Held
Granted
Access Controller
LNL-1000
Employee information
Badge information
Access information
Events
Alarms
Multimedia (photo,
signature)
Biometrics (fingerprint,
face, voice)
Badging
Workstation

Single
Database

Single UI

Single Network
Configuration

Single
Application

Single Code
Asset Controller
 Assets
Video Controller
Video Information
Event linkages
 Locations
Telephone System
Presence based
routing
Intelligent call
forwarding
Burglar Controller
 Burglar alarms
Burglar information
 Asset multimedia
information
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Performance Building
Building Asset Management
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Facility Management
HELP DESK




phone
fax
internet
e-mail
RESOURCES




site staff
mobile staff
client staff
sub suppliers
SITES
BUILDINGS
LOCATIONS
ASSETS




CONTRACT MANAGEMENT
(SLA’s, costs, conditions etc)
PPM
installations
telephones
furniture
etc, etc
TECHNICAL &
INFRASTRUCTURAL
ROOM BOOKING
BMS’s
FM
Facilities Management System
PROJECT MANAGEMENT
SPACE PLANNING
RE-ENGINEERING
through information
and knowledge
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Performance Building Conferencing
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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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Integrated Meeting Room
Video
Conf.
Telephone
Room
Environ.
Beamer
Catering
•
•
•
•
•
•
•
•
•
•
Sales Presentation
Project Meeting
Brainstorming
Board Meeting
War Room
Training
e-Learning
Negotiation
Interview
etc
Order
Services
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WebPad
Personal
Secure
Access
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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
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Video Communication
Avistar Directory
With Presence
Avistar Conference
Instant conferences
Direct Connects – Active
Speed Dials
Avistar Media Server
Store, retrieve and
broadcast
Avistar Global Directory
Access Your Clients
Avistar Shareboard
Share data
Usage Reports
Monitor Call Volume and
Trends
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Cityport
First Performance Building
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Cityport Technical Infrastructure
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• 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 Management  Efficient space utilisation
Software Infrastructure  Operating cost reduction
• Building Portal
 Productivity increase
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Integration Unleashes the Value in Buildings
User
Productivity
End to End Process
based Integration
Operating
Costs
Return on
Investment
Operator
• Energy
Management
• Enterprise
Solutions
Investor
Lower First Costs
Higher Flexibility
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Advantage for Investors, Developer, Architects & Consultants
People Circul.
Audio Visual
Voice & Data
Move Mgmt
ERP
Building Portal
Visitor Management
Energy Management
Remote Operation
Facility Management
Process Integration
HVAC
Utilities
Security
Elevator
People Circul.
Audio Visual
Voice & Data
Industrial IT for Performance Buildings
Elevator
10 – 20%
IP Based Integration
Security
Integral Meeting Room
Utilities
Lifecycle Costs
HVAC
Tradition Solution
(or Total Technical Solution)
100% Investment
Move Mgmt
ERP
Performance Building Partnership
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Advantages for FM Managers & Operators
Move management highly
flexible and efficient
10 – 20%
Administration costs reduced
Controlling/Reporting
finetuned
Facility Management
Remote Operation
Energy Management
Visitor Management
Building Portal
Lifecycle Costs
Integral Meeting Room
room management improved
asset management improved
energy costs optimised
Building Portal
Energy Management
Overall process time reduced
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Advantages for Tenants
Administration Costs reduced
Controlling/Reporting
finetuned
Process Integration
Elevator
People Circul.
Audio Visual
Voice & Data
Move Mgmt
ERP
Integral Meeting Room
Facility Management
Remote Operation
Energy Management
Rental
Security
Investment
Utilities
IP Based Integration
HVAC
Room Management improved
People Circulation integrated
Operation transparent
Visitor Management
Building Portal
Energy Costs optimised
Building Portal
Energy Management
Overall Process Time reduced
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New Build – The ‘Intelligence’ Factory
Environmentally sustainable 1,100,000ft² facility
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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
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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
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Refurbishment - Before
• Listed building
• Poor thermal performance
• Poor infrastructure
• Limited Landlord interface
• Old plant & equipment
• Noisy
• Excellent views
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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
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The Web Enabled Tenant
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Performance Building
Design and Delivery
Essential Integration
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Fundamental thinking on
Processes and Projects
Processes may be:Highly repetitive
e.g. filling beer bottles
Containing
Physical inventory
e.g. car assembly line
One-off
e.g. construct the first channel tunnel
Containing
Intellectual inventory
e.g. conducting a technical audit
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Repetitive processes usually posses
characteristics such as:-
Combine these axis ….
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!!
Physical inventory
By contrast, the Once-through end of
the continuum is the world of the
Project. Here other characteristics are
apparent:-
There is constant opportunity for learning,
improvement and innovation – the first
“build a Volkswagen Beetle” cycle was
probably very different from the last!
The clear implication of the above is that management
approaches and techniques
which work well in a
They are bounded in time – often with a
World
Highlyrepetitive process may not work in a project process.fixed deadline – thereafter, the project
One-off will cease to exist
of
repetitive
Rather, we must use tools, approaches and philosophies
They happen only once – the vast
of management which are
appropriate
to
the
process
in of projects have an element of
majority
Projects
uniqueness
– whilst this does not
which we are working.
preclude learning from other projects, it
means that the opportunity to
continuously learn is very different from
that in repetitive processes
Intellectual inventory
There is a serious consequence to
getting them wrong – since they happen
only once they must be right first time –
the only time!
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Traditional Scientific
Management thinking
• Adam Smith in the Wealth of
Nations (1776) introduced the
concept of specialisation of
Leads us to
labour
structure work
into logical
routings by
• In the Industrial Revolution
specialist
Frederick Winslow Taylor
functions
showed how organisations
could
improve performance by
structuring work into functions
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Traditional Scientific Management thinking leads us
to seek efficiency improvements by squeezing the
specialist functions
Start
Operation Operation Operation Operation Operation Operation
1
2
3
4
5
6
Finish
But Scientific Management was
introduced at times of rapid
industrialisation to enable
For many years we focussed on
unskilled
to beofdeployed
improvinglabour
the efficiency
every
in repetitive
physical inventory
Individual operation:•Time & Motion
Study
processes!!
•Invest in new machines
•“Supervise” people to work harder
We believed this would optimise performance
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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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End point Clear
Example:-
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.
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”
Route unclear
Route clear
Example:-
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.”
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 unclear
Acknowledgement:- Eddie Obeng: “The project
leaders Secret Handbook
J Rodney Turner; Project Based management
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End point Clear
End Point Clear but
Route Unclear
End Point Clear and
route clear
Danger Zone
Project soaks up
resources in the hope
of reaching the
desired result
Now we can
methodically and
carefully ‘paint by
numbers’
Route unclear
Route clear
End Point Unclear and
Route Unclear
Apply Systems Thinking
Learn to walk in the fog
End point unclear
End Point Unclear but
Route clear
Danger Zone
Project consumes
resources – everyone busy
doing what they know – for
no shared purpose
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
for the
guilty
Punish
innocent
Promote
the
uninvolved
Contractual
letters start
Panic
Chaos
Disillusionment
Claims and
Counter
claims
Vague
concern
Wild
Enthusiasm
Uninformed
optimism
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
Wasteful activity on
site, waiting, rework,
solution compromised
Every player
focussed on
own objective
Budget overspent,
margins erode,
Contractual
letters start
Claims and
Counter
claims
Lessons
Learned
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
The Opportunity Curve
Potential to
add value via
integration
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Involvement
stage in
traditional
relationships
Area of
“wasted potential”
Evaluation
Adapted from Baker Hughes Inteq
Concept
design of
product &
process
Detailed
design
Execution
Follow-up
- lessons
learnt
Change the Shape of the Project via Integration
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Level of energy /
investment to get
project right
Collaborative Working
& Problem Solving
Establish
and agree
ways of
working
Collaborative
planning
Develop shared
understanding of
project goals
Mobilisation
- Educate in ways
of working,
demonstrate via
leadership
Controlled project
completion
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