High Performance Buildings in Universities and Colleges

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High Performance Buildingsin Universities and
Colleges
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• High Performance Buildings in the Commercial and
  Public Sector
• By
• Ken Gray
• Performance Building Partnership

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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
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• 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.

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Case Study from 2000
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ABB Zurich Corporate Headquarters The Cityport
Experience
Ref and further information visit
www.performancebuildings.ch
Performance Building Partnership
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IT Office Solution Architecture
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II
V
III
VI
VII
Layer 5 User Types
visitor for a short while
frequent traveling lt 50
frequent traveling gt 50
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
Creative Area
Public Area
Public Area
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Layer 5 - User Types
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constantin zurich
I
50
frequent traveling lt 50
II
ABBZRH Employee
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450 Persons
frequent traveling gt 50
III
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visitor for a short while
ABB Worldwide Employee
placement for a defined time
V
Average 120 Persons
placement for a defined time
VI
External Partner
Average 45 Persons
visitor for a short while
VII
Visitors
30,000 Visitors p/y
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Layer 3 Building Requirements
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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
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       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
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
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11000 m2 Merge 7 dispersed office facilities
450 Employees 44 Conference Rooms
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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
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Performance Buildings
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User
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Facility Manager
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On Site
Remote (Mobile)
Enterprise
Energy Management
WorkOrders
NetworkManagement
ClimateControl
Inventory
AccessControl
Security
SpacePlanning
Servers
EnergyComfort
People
Assets
IT
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Office Worker Performance
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Workplace
Meeting Room
Remote (Home)
Room EnvironmentSettings
eLearning
MS Office
UnifiedMessaging
VirtualMeeting
RoomBooking
Buying
IP TV
Office Tools
Collaboration
Convenience Services
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What is Performance Building All About?
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• Real-Time integration of automation, information,
  and collaborative business systems across the
  enterprise

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Performance BuildingsTM Solution Architecture
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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
ERP
Move Mgmt
People Circul.
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
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JACE-NP
Web Supervisor
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Performance Building Building Energy Comfort
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Niagara Architecture
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EIB, LON
Pager or PDA
Web Supervisor
Multiple Site
JACE-NP
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Performance Building People Circulation
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People Circulation and Security System
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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 multimedia information

Video Controller
Telephone System
Burglar Controller
Video Information Event linkages
Presence based routing Intelligent call forwarding

• Burglar alarmsBurglar information

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Performance BuildingBuilding Asset Management
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Facility Management
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• SITES
• BUILDINGS
• LOCATIONS
• ASSETS
• installations
• telephones
• furniture
• etc, etc

CONTRACT MANAGEMENT (SLAs, costs, conditions etc)

• HELP DESK
• phone
• fax
• internet
• e-mail

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TECHNICAL INFRASTRUCTURAL
ROOM BOOKING

• RESOURCES
• site staff
• mobile staff
• client staff
• sub suppliers

BMSs
FM Facilities Management System
PROJECT MANAGEMENT
SPACE PLANNING
FINANCIAL SYSTEMS
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Performance Building Conferencing
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Traditional Meeting Room
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• 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
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• Sales Presentation
• Project Meeting
• Brainstorming
• Board Meeting
• War Room
• Training
• e-Learning
• Negotiation
• Interview
• etc

VideoConf.
Telephone
RoomEnviron.
Beamer
Catering
OrderServices
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WebPad
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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
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Avistar Media ServerStore, retrieve and broadcast
Avistar DirectoryWith Presence
Avistar ConferenceInstant conferences Direct
Connects Active Speed Dials
Avistar ShareboardShare data
Avistar Global DirectoryAccess Your Clients
Usage Reports Monitor Call Volume and Trends
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CityportFirst 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 ManagementSoftware Infrastructure
• Building Portal

• Efficient space utilisation
• Operating cost reduction
• Productivity increase

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Integration Unleashes the Value in Buildings
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User
Productivity
End to End Process based Integration
Operator
Operating Costs

• Energy Management
• Enterprise Solutions

Investor
Return on Investment
Lower First Costs Higher Flexibility
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Advantage for Investors, Developer, Architects
Consultants
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Advantages for FM Managers Operators
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Advantages for Tenants
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Investment
Rental
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New Build The Intelligence Factory
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Environmentally sustainable 1,100,000ft² facility
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New Build The Intelligence Factory
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• 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
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• 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 ME costs - 3.7m
• Completed 10 weeks early

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Refurbishment - Before
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• Listed building
• Poor thermal performance
• Poor infrastructure
• Limited Landlord interface
• Old plant equipment
• Noisy
• Excellent views

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Refurbishment - After
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• 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
DeliveryEssential Integration
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Fundamental thinking on Processes and Projects
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Processes may be-
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Combine these axis .
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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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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- 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 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 Opportunity Curve
Involvement stage in traditional relationships
Potential to add value via integration
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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• 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