Establishing a Solid Project Foundation - The Inclusive OPR Process
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The document outlines the Owner's Project Requirements (OPR) process used in construction and design projects, emphasizing its importance in achieving alignment among stakeholders. It provides a detailed agenda for a workshop focused on developing an OPR for a new conference center, including roles, group activities, and prioritization of requirements. The document also presents examples of successful projects resulting from effective OPR implementation.
Establishing a Solid Project Foundation - The Inclusive OPR Process
- 1. The heart and science of medicine. UVMHealth.org/MedCenter Establishing a Solid Project Foundation Jennifer Chiodo, Cx Associates Dave Keelty, University of Vermont Medical Center The Inclusive OPR Process
- 3. Agenda • OPR – Overview • Development Process • Application – Lessons from the field • Group Practice – OPR for a Conference Center Meeting Room 3
- 5. Owner’s Project Requirements (OPR) 5
- 6. OPR What? 6 Tool to guide your project
- 7. OPR Why? 7 Complex process Clarity Alignment
- 8. OPR Benefits 8 Unified team headed for the same destination
- 9. Design Construction Occupancy OPR Role 9 Guidance & Goals
- 11. Roles and Responsibilities Design, Construction & Operations Use OPR Decisions Goals OPR Developer Obtain OPR Input Document OPR Owner Scope & Contract of OPR 11
- 12. OPR Input This Photo by Unknown Author is licensed under CC BY-NC-ND 12
- 18. McClure 18 No OPR troubled building
- 19. Radiation Oncology 19 OPR highly successful outcome
- 24. Working Session • Develop OPR for a Conference Center Meeting Room • Logistics – Step-by-step instructions – Break into groups – Take on personas as assigned – Develop requirements – Multi-voting – Report out • Roles – Facilitator (manages process, timing, keeps group on task, manages brainstorming) – Scribe (capture essence of each requirement) – Timekeeper (monitors progress against agenda) • End Result – List of your group’s prioritized requirements for a conference room 24
- 25. Step 1 – Project Scope • Building a new conference center • Burlington, VT • Concerned about environment, resiliency, competition, cost of financing, schedule, bookings 25
- 26. You are the stakeholders • End users: conference organizers, attendees, exhibitors and presenters • Operations, maintenance and housekeeping • Ownership, mgmt., fiscal • Sales, leasing and marketing Step 2 – Stakeholders 26
- 27. Step 3 – Group Meetings • Hold facilitated group meetings • Define the requirements for a large conference room in this new conference center with regard to: – Sustainability – Function • Break into four groups by room quadrant • Keep voices quiet • Select a facilitator, scribe and timekeeper • Follow the agenda • Provide a list of prioritized requirements 27
- 28. Your Agenda • Divide into groups (2 minutes) • Assign roles - Facilitator, Scribe and Time Keeper (2 minutes) • Introductions (2 minutes) – Facilitator asks people to hold up cards to identify personas: • End users MAUVE • Operations BLAZE ORANGE • Management YELLOW • Sales and marketing RED • Silent brainstorming of requirements for the new conference rooms based on your assigned persona (2 minutes) • Facilitator conducts round robin (each person gives ONE idea) (15 minutes) • Scribe records • Multi-voting (5 minutes) • Review results and report out (2 minutes per group) 28
- 29. • Facilitator – Keep things moving – Hold group to norms • Scribe – Record key points – Write BIG – Spelling doesn’t matter – Alternate colors for each idea • Timekeeper – Monitor time – Vocalize as deadlines approach and are reached Logistics 29 • Round robin – Go in order – Be brief – One idea per person – Don’t repeat – No judging or interrupting • Multi-voting – Each person has three stickers: • Blue = 5 • Red = 3 • Yellow = 1 – Don’t try to refine
- 30. • Quietly break into groups • Facilitators can self-identify and assist in organization • Follow agenda NOW! 30
- 31. Agenda • Divide into groups (2 minutes) • Assign roles (2 minutes) • Introductions (2-5 minutes) – Facilitator asks people to hold up cards & identify personas • Silent brainstorming (2 minutes) • Round robin (each person gives ONE idea) (15 minutes) – Scribe records • Multi-voting (5 minutes) • Review results and report out (2 minutes per group) 31
- 32. Report Out 32
- 33. Questions 33
Editor's Notes
- #3: Understand what is an OPR How is it used and its benefits Have the skills to implement a successful OPR process on your projects
- #6: All building projects are unique Different Functions Different Purposes Different Users/Customers Different Budgets The OPR is a process for helping the owner define and state their needs, goals and priorities for the project. For example: Design/ Aesthetic Features Performance Requires Energy Use Maintainability The OPR provides a means for formalizing those requirements and documenting and communicating these requirements to the design team.
- #7: In the simplest terms: The OPR is a list of priorities that clearly states the owner’s specific goals for the project that will inform the design and construction of the project The list could included aspirational goals or very specific and quantifiable objectives. States owner’s needs, objectives and desires Defines criteria for project success Breaks it down to the Who, what, when, where, why and how. Identifies measurable and verifiable performance goals The trick is to refine and clarify the list… move from the nebula cloud of ideas, hopes, dreams and aspirations …toward tangible and concrete requirements that will guide you to a successful project
- #8: Gets everyone on same page: Teams represent different consistencies and perspectives Projects are complex Communications can be challenging and not every team member has the same access to the owner’s perspective Provides needed clarity and focus on common objectives The OPR provides clarity regarding desired outcomes and priorities Generates and provides common alignment and knowledge Reduces risk by making key decisions early instead of reinventing the wheel or making decisions later when changes cost more. Reduces rework. Reduces reliance on assumptions…often unstated People presume they know the owner’s priorities but have own biases Some have unrealistic or bogus assumptions
- #9: OPR Benefits Informs and instructs the planning, design and construction process Allows you to measure the results of your project against its goals and objectives Provides a “Road Map” for the project team Provides a roadmap for implementing the project planning design and construction Ensures everyone is pulling in same direction Provides a durable record of design and operational choices Becomes an “Owners Manual” for the project team Guide when hard choices are needed Provides performance definition and operational parameters Establishes benchmarks and measurable criteria that can evaluate after completion and use as touchstone
- #10: Can be become the “Owners Manual” for the project Informs the entire project continuum from planning, design, construct thorough occupancy and beyond A pathway to a successful project
- #12: Owner: ensure member of consulting team has OPR development in their scope OPR Developer: work with owner to organize attendance of diverse stakeholders at input sessions OPR D: facilitate input sessions OPR D: compile draft OPR and distribute to stakeholders Owner/stakeholders: review OPR and approve Not static…it can be updated Design, construction and operations teams: use OPR as guidepost for decisions and to understand goals
- #13: Input process must understand and accommodate: Different perspectives Diverse opinions Multiple options for collecting input from stakeholders: Facilitated Stakeholder Meetings (most common) Debriefs on past projects – good for maintenance, housekeeping and developer Walk-throughs of existing buildings Surveys – end users Focus groups – get in deep with specific constituencies early. end users (such as patients or students)
- #14: Participants need to be diverse and representative Dissatisfied people (aka complainers) need to participate so they are part of the solution End users (Healthcare – patients, nurses, doctors) Administrators – finance, business decision makers, marketing Maintenance and housekeeping personnel Difficult to get some of the key end users to participate Such a departure from convention – when you invite people in it is almost like a cultural shock Never been asked before, alien process, Don’t have time for this Don’t understand value
- #15: Competent facilitator Planned agenda with time for each step Need to encourage input and accommodate. Logistics challenges – plan right environment Time – you need adequate time to make the OPR process successful keep things moving Brainstorm priorities Multi-vote to identify top requirements
- #16: Outline LEED Requirements – Jen pull from V4 Overarching goals Project management requirements Specific requirements spaces, finishes, envelope, furnishings, space, storage, housekeeping, sustainability, energy, MEP, etc. Living document – updated over life of project
- #18: The Evolution
- #19: McClure No OPR = long-term dissatisfaction from 1985 to the present. Established a bad reputation that lingers to this day McClure Building Design – predates the OPR, but provides a good base line the implications of no OPR Cookie cutter approach Design decisions largely made on lowest first cost basis No analysis or understanding of lifecycle performance Little or no input from the folks who use or maintain or otherwise the building Results: High operating costs Very High EUI On-going costs and day today challenges to overcome operational limitations, for example: No ability to isolate plumbing distribution…no valves No scalability of Infrastructure/HVAC…one monster system…little redundancy
- #20: Radiation Oncology Outpatient Radiation Therapy for Cancer Treatments: 24,000 SF, $13M completed in 2012 Established when the OPR concept was integrated into the commissioning process Our first OPR Largely internally focused but involved a broad constituency of internal departments Doctors, Nurses, Clinical Staff Facilities House Keeping Security Other Support Services Unqualified success Increased patient satisfaction Lower operating costs Enhanced quality and maintainability LEED Gold Certification ( This was OPR requirement) Green Roof with produce garden and open public space
- #22: Miller Inpatient Building: 132 Beds, 200,000 SF, $187M , Occupancy-Summer 2019 Took our OPR process to a whole new level. Everything we did on the Radiation Oncology Project but this time we imbedded patients and families in the process We introduced rigorous performance requirements. For example: Patient and Family control of their environment Life cycle analysis based decision making Building Envelop performance EUI 50% below average performance LEED Silver The OPR drove the planning and design process Serves as a day to day refence document as we building the project and plan for occupancy
- #23: Here is a specific OPR application example for an out of state health care project I’m involved with. Commissioning design review – I learned to always start with the architectural, drawings more advanced and help understand the building. The architectural plans clearly indicate “refuge area” I need to know – what are the expectations for duration of occupancy and services available in this area so when I conduct my electrical design review, I can be sure they are satisfied. The OPR defines these key requirements and where it isn’t adequately detailed, gets revisited and updated to define details of key requirements, like what is the expectation for refuge areas, to ensure everyone understands what’s needed for project success. If this didn’t get caught at design and the electrical had minimal provision for emergency power but the owner wanted to be able to accommodate patients during a hurricane (24 hours) then it would be costly to fix after the fact or during construction. The OPR is the playbook for project success.
- #25: Inquire who has had experience in the OPR development process suggest they make sure they are spread out. Role assignments: Have EVT person give us a rough count or we can eyeball room into quadrants. Put colored cards on each seat to indicate the group. Need to ensure we have 4 easels, with flip charts, markers and we need stickies for multi-voting.
- #26: You have a chance to work with your peers to develop your requirements that you want to see incorporated into the design and construction of the project. End product is a document that describes the project, requirements and the prioritized requirements. Operation – flexible to accommodate needs of market – want high percent leased engagement, need it to If you are going to build this, articulate what your requirements are that need to be achieved through design, construction and operations.
- #28: If you have the group assembled correctly you are going to get the best output. Requirements for this workshop have been narrowed to focus on two specific areas of interest: Sustainability Function There are other areas that can and should be explored, but these will get out a lot of the wants and needs about the space.
- #29: Operational, financial and aspirational targets – what are mandates, sustainability, financial, energy star score, etc.
- #32: Operational, financial and aspirational targets – what are mandates, sustainability, financial, energy star score, etc.
- #34: We will send you an example OPR through the conference attendee list.