Designing and Constructing Military Construction Projects
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Appendix B – Eco-Charrette Report
Appendix B – Eco-Charrette Report 2010 Facility Master Plan Factoria Recycling and Transfer Station November 2010 2010 Facility Master Plan Factoria Recycling and Transfer Station November 2010 Appendix B‐1: Factoria Recycling and Transfer Station ‐ Eco‐Charrette – Final Report. June 24, 2010. Prepared for King County Department of Natural Resources and Parks‐‐ Solid Waste Division. HDR Engineering, Inc. Appendix B‐2: Initial Guidance from the Salmon‐Safe Assessment Team regarding The Factoria Recycling and Transfer Station – Site Design Evaluation. July 15, 2010. Salmon‐Safe, Inc. Appendix B‐1: Factoria Recycling and Transfer Station ‐ Eco‐Charrette – Final Report. June 24, 2010. Prepared for King County Department of Natural Resources and Parks‐‐ Solid Waste Division. HDR Engineering, Inc. Table of Contents PART 1: ECO‐CHARRETTE...................................................................................................................... 1 Introduction and Purpose ......................................................................................................................... 1 Project Background and Setting ................................................................................................................ 1 Day 1. Introduction to the Sustainable Design Process ........................................................................... 3 Day 2: LEED Scorecard Review ................................................................................................................. 4 The LEED Green Building Certification -
Linking Design Management Skills and Design Function Organization: an Empirical Study of Spanish and Italian Ceramic Tile Producers
CASTELLÓN (SPAIN) LINKING DESIGN MANAGEMENT SKILLS AND DESIGN FUNCTION ORGANIZATION: AN EMPIRICAL STUDY OF SPANISH AND ITALIAN CERAMIC TILE PRODUCERS Ricardo Chiva (1), Joaquín Alegre (2), David Gobert (3), Rafael Lapiedra (1) (1) Universitat Jaume I, (2) Universitat de València, (3) ITC, Universitat Jaume I, ABSTRACT Design management is an increasingly important concept, research into which is very scarce. This paper deals with the fit between design management skills and design function organization, ranging from solely in-house to solely outsourced and including a mixture of the two. We carried out a survey in the Spanish and Italian ceramic tile industry, to which 177 product development managers responded. Our results revealed that companies have different degrees of design management skills depending on the approach to design function organization. Solely in-house design approach companies are the most skilled firms and solely outsourced ones are the least skilled. Despite the fact that the design function has apparently evolved towards outsourcing, this research supports the idea that, under certain conditions, the in-house design department is the best option in order to attain higher degrees of design management skills. Implications of the findings for both academics and practitioners are examined. P.BA - 79 CASTELLÓN (SPAIN) 1. INTRODUCTION In today’s competitive environment, design is becoming increasingly important. Good design, though, does not emerge by accident but as the result of a managed process (Bruce and Bessant, 2002, p. 38). Apart from the development process leading up to the creation of an artifact or product, the concept of design has traditionally involved a series of organizational activities, practices or skills that are required for this development to be achieved (Gorb and Dumas, 1987). -
Lean Process Design a Concept of Process Quality
Lean Process Design A Concept of Process Quality David N. Card [email protected] Agenda Background and Objectives Concepts of Lean Lean Process Design Process Summary Background CMMI® requires the definition of processes that cover certain goals and practices • Requires “sufficiency” • Does not provide criteria for a “good” process – not an appraisal consideration Lean principles provide “goodness” criteria for processes Lean usually applied as a re-engineering technique, e.g., Kaizen CMMI® is a registered trademark of Carnegie Mellon University 3 Objectives Identify the process “goodness” criteria implicit in Lean principles Explain how these can be applied during the design and initial definition of processes Minimize later rework and re-engineering 4 The Lean Misconception Lean is not about “light weight” processes “Lean” refers to reducing inventory and “work in progress” Lean is accomplished through robust processes • Simple • Reliable • Standardized • Enforced Caveat: many flavors of Lean 5 Five Lean Principles Value – identify what is really important to the customer and focus on that Value Stream – ensure all activities are necessary and add value Flow – strive for continuous processing through the value stream Pull – drive production with demand Perfection – prevent defects and rework Value Stream = Business Process 6 Views of Lean Industry Five Observed Principles Domain • Value • Value Stream Language • Flow Queuing & Culture Theory • Pull • Perfection Perfection Technical Practices • Similar to Six Sigma (including -
Design Process Visualizing and Review System with Architectural Concept Design Ontology
INTERNATIONAL CONFERENCE ON ENGINEERING DESIGN, ICED’07 28 - 31 AUGUST 2007, CITE DES SCIENCES ET DE L'INDUSTRIE, PARIS, FRANCE DESIGN PROCESS VISUALIZING AND REVIEW SYSTEM WITH ARCHITECTURAL CONCEPT DESIGN ONTOLOGY Sung Ah Kim and Yong Se Kim Creative Design & Intelligent Tutoring Systems (CREDITS) Research Center, Sungkyunkwan University, Korea ABSTRACT DesignScape, a prototype design process visualization and review system, is being developed. Its purpose is to visualize the design process in more intuitive manner so that one can get an insight to the complicated aspects of the design process. By providing a tangible utility to the design process performed by the expert designers or guided by the system, novice designers will be greatly helped to learn how to approach a certain class of design. Not only as an analysis tool to represent the characteristics of the design process, the system will be useful also for learning design process. A design ontology is being developed as a critical part of the system, to represent designer’s activities associated with various design information during the conceptual design process, and then to be utilized for a computer environment for design analysis and guidance. To develop the design ontology, a conceptual framework of design activity model is proposed, and then the model has been tested and elaborated through investigating the early phase of architectural design. A design process representation model is conceptualized based on the ontology, and reflected into the development of the system. Keywords: Design Process, Design Research, Design Ontology, Design Activity, Architectural Design 1 INTRODUCTION Design is an evolving process interwoven with numerous intermediate representations and various design information. -
Application of Sustainable Integrated Process Design and Control for Four Distillation Column Systems
See discussions, stats, and author profiles for this publication at: http://www.researchgate.net/publication/281393677 Application of Sustainable Integrated Process Design and Control for Four Distillation Column Systems ARTICLE in CHEMICAL ENGINEERING TRANSACTIONS · SEPTEMBER 2015 Impact Factor: 1.03 · DOI: 10.3303/CET1545036 READS 52 3 AUTHORS: Mohamad Zulkhairi Nordin Mohamad Rizza Othman Universiti Teknologi Malaysia Universiti Malaysia Pahang 8 PUBLICATIONS 2 CITATIONS 18 PUBLICATIONS 62 CITATIONS SEE PROFILE SEE PROFILE Mohd. Kamaruddin Abd. Hamid Universiti Teknologi Malaysia 93 PUBLICATIONS 95 CITATIONS SEE PROFILE All in-text references underlined in blue are linked to publications on ResearchGate, Available from: Mohd. Kamaruddin Abd. Hamid letting you access and read them immediately. Retrieved on: 11 November 2015 provided by UMP Institutional Repository View metadata, citation and similar papers at core.ac.uk CORE brought to you by 211 A publication of CHEMICAL ENGINEERING TRANSACTIONS The Italian Association VOL. 45, 2015 of Chemical Engineering www.aidic.it/cet Guest Editors: Petar Sabev Varbanov, Jiří Jaromír Klemeš, Sharifah Rafidah Wan Alwi, Jun Yow Yong, Xia Liu Copyright © 2015, AIDIC Servizi S.r.l., ISBN 978-88-95608-36-5; ISSN 2283-9216 DOI: 10.3303/CET1545036 Application of Sustainable Integrated Process Design and Control for Four Distillation Column Systems Mohamad Z. Nordina, Mohamad R. Othmanb, Mohd K. A. Hamid*a aProcess Systems Engineering Centre (PROSPECT), Faculty of Chemical Engineering, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia bProcess System Engineering Group (PSERG), Faculty of Chemical and Natural Resources Engineering, Universiti Malaysia Pahang, Lebuhraya Tun Razak, 26300 Gambang, Kuantan, Pahang, Malaysia [email protected] The objective of this paper is to present the application of sustainable integrated process design and control methodology for distillation columns systems. -
Theoretically Comparing Design Thinking to Design Methods for Large- Scale Infrastructure Systems
The Fifth International Conference on Design Creativity (ICDC2018) Bath, UK, January 31st – February 2nd 2018 THEORETICALLY COMPARING DESIGN THINKING TO DESIGN METHODS FOR LARGE- SCALE INFRASTRUCTURE SYSTEMS M.A. Guerra1 and T. Shealy1 1Civil Engineering, Virginia Tech, Blacksburg, USA Abstract: Design of new and re-design of existing infrastructure systems will require creative ways of thinking in order to meet increasingly high demand for services. Both the theory and practice of design thinking helps to exploit opposing ideas for creativity, and also provides an approach to balance stakeholder needs, technical feasibility, and resource constraints. This study compares the intent and function of five current design strategies for infrastructure with the theory and practice of design thinking. The evidence suggests the function and purpose of the later phases of design thinking, prototyping and testing, are missing from current design strategies for infrastructure. This is a critical oversight in design because designers gain much needed information about the performance of the system amid user behaviour. Those who design infrastructure need to explore new ways to incorporate feedback mechanisms gained from prototyping and testing. The use of physical prototypes for infrastructure may not be feasible due to scale and complexity. Future research should explore the use of prototyping and testing, in particular, how virtual prototypes could substitute the experience of real world installments and how this influences design cognition among designers and stakeholders. Keywords: Design thinking, design of infrastructure systems 1. Introduction Infrastructure systems account for the vast majority of energy use and associated carbon emissions in the United States (US EPA, 2014). -
Design-Build Manual
Design-Build Manual M 3126.07 August 2021 Construction Division Design-Build Program Americans with Disabilities Act (ADA) Information Title VI Notice to Public It is the Washington State Department of Transportation’s (WSDOT) policy to assure that no person shall, on the grounds of race, color, national origin or sex, as provided by Title VI of the Civil Rights Act of 1964, be excluded from participation in, be denied the benefits of, or be otherwise discriminated against under any of its programs and activities. Any person who believes his/her Title VI protection has been violated, may file a complaint with WSDOT’s Office of Equal Opportunity (OEO). For additional information regarding Title VI complaint procedures and/or information regarding our non- discrimination obligations, please contact OEO’s Title VI Coordinator at 360-705-7090. Americans with Disabilities Act (ADA) Information This material can be made available in an alternate format by emailing the Office of Equal Opportunity at [email protected] or by calling toll free, 855-362-4ADA(4232). Persons who are deaf or hard of hearing may make a request by calling the Washington State Relay at 711. Foreword The Design-Build Manual has been prepared for Washington State Department of Transportation Engineering Managers, Design Engineers, Construction Engineers, Evaluators, Project Engineers, and other staff who are responsible for appropriately selecting, developing, and administering projects using design-build project delivery. This manual describes the processes and procedures for procuring and administering design-build contracts. Decisions to deviate from the guidance provided in this manual must be based on representing the best interests of the public and are to be made by the individual with appropriate authority. -
Managing Design with the Effective Use of Communication Media: the Relationship Between Design Dialogues and Design Team Meetings
1072 CIB World Building Congress 2007 CIB2007- 213 Managing Design With The Effective Use Of Communication Media: The Relationship Between Design Dialogues And Design Team Meetings Stephen Emmitt and Ad den Otter ABSTRACT Effective and efficient design team communication is an essential component of architectural design and construction projects. Face-to-face communication, via meetings and dialogue, is an essential means for design team members to discuss and communicate design ideas. Meetings represent an important forum in which all parties have an opportunity to understand the implications of design decisions on a number of levels. Dialogue between design team members forms an important part of the interpersonal communication that occurs during design development. Dialogues have the highest chance of achieving understanding of the design, especially in the early phases when uncertainty is high and less design information is generated compared with later stages in the project. A survey of communication practices via project websites across multiple cases found that design team members chose dialogues as their preferred communication medium. The results are discussed against research findings from communication in design and management team meetings. The relationship between dialogues and team meetings is then explored from a design team management perspective. The results have implications for the effectiveness of communications within international design teams and hence the manner in which communications are planned and managed. Keywords: Design management, Team communication, Dialogues, Interaction, Meetings, Project Websites. CIB World Building Congress 2007 1073 1. INTRODUCTION Architectural design is a collaborative act that relies on effective interaction between project actors and stakeholders. Interaction affects the strength of relationships between the actors and ultimately colors their ability to work together successfully. -
The Design of a Next-Generation Process Language*
The Design of a Next-Generation Process Language* Stanley M. Sutton, Jr. and Leon J. Osterweil Department of Computer Science University of Massachusetts Amherst, MA 01003-4610 Abstract. Process languages remain a vital area of software process research. Among the important issue for process languages are semantic richness, ease of use, appropriate abstractions, process composabitity, visualization, and support for multiple paradigms. The need to balance semantic richness with ease of use is particularly critical. JIL addresses these issues in a number of innovative ways. It models processes in terms of steps with a rich variety of semantic attributes. The JIL control model combines proactive and reactive control, condi- tional control, and more simple means of control-flow modeling via step composition and execution constraints. JIL facilitates ease of use through semantic factoring, the accommodation of incomplete step specifications, the fostering of simple sub-languages, and the ability to support visual- izations. This approach allows processes to be programmed in a variety of terms, and to a variety of levels of detail, according to the needs of particular processes, projects~ and programmers. 1 Introduction Process language research was an early emphasis of software process studies. It has remained vital for several reasons. First, no language has gained general acceptance or widespread use. This is not just a linguistic problem, as the use of languages depends also on organizational, methodological, and technologi- cal support. Second, first-generation languages generally have obvious limita- tions. This is in part because many of these languages were based on existing paradigms that were not particularly well adapted to the domain of software process [11, 24, aa, 26, 15, 4, 25]. -
Software Engineering Session 7 – Main Theme Business Model
Software Engineering Session 7 – Main Theme Business Model Engineering Dr. Jean-Claude Franchitti New York University Computer Science Department Courant Institute of Mathematical Sciences 1 Agenda 11 IntroductionIntroduction 22 BusinessBusiness ModelModel RepresentationRepresentation 33 BusinessBusiness ProcessProcess ModelingModeling 44 CapturingCapturing thethe OrganizationOrganization andand LocationLocation AspectsAspects 55 DevelopingDeveloping aa ProcessProcess ModelModel 66 BPMN,BPMN, BPML,BPML, andand BPEL4WSBPEL4WS 77 BusinessBusiness ProcessProcess InteroperabilityInteroperability 88 SummarySummary andand ConclusionConclusion 2 What is the class about? Course description and syllabus: » http://www.nyu.edu/classes/jcf/g22.2440-001/ » http://www.cs.nyu.edu/courses/spring10/G22.2440-001/ Textbooks: » Software Engineering: A Practitioner’s Approach Roger S. Pressman McGraw-Hill Higher International ISBN-10: 0-0712-6782-4, ISBN-13: 978-00711267823, 7th Edition (04/09) » http://highered.mcgraw-hill.com/sites/0073375977/information_center_view0/ » http://highered.mcgraw- hill.com/sites/0073375977/information_center_view0/table_of_contents.html 3 Icons / Metaphors Information Common Realization Knowledge/Competency Pattern Governance Alignment Solution Approach 44 Agenda 11 IntroductionIntroduction 22 BusinessBusiness ModelModel RepresentationRepresentation 33 BusinessBusiness ProcessProcess ModelingModeling 44 CapturingCapturing thethe OrganizationOrganization andand LocationLocation AspectsAspects 55 DevelopingDeveloping aa ProcessProcess -
Chapter 3 Software Design
CHAPTER 3 SOFTWARE DESIGN Guy Tremblay Département d’informatique Université du Québec à Montréal C.P. 8888, Succ. Centre-Ville Montréal, Québec, Canada, H3C 3P8 [email protected] Table of Contents references” with a reasonably limited number of entries. Satisfying this requirement meant, sadly, that not all 1. Introduction..................................................................1 interesting references could be included in the recom- 2. Definition of Software Design .....................................1 mended references list, thus the list of further readings. 3. Breakdown of Topics for Software Design..................2 2. DEFINITION OF SOFTWARE DESIGN 4. Breakdown Rationale...................................................7 According to the IEEE definition [IEE90], design is both 5. Matrix of Topics vs. Reference Material .....................8 “the process of defining the architecture, components, 6. Recommended References for Software Design........10 interfaces, and other characteristics of a system or component” and “the result of [that] process”. Viewed as a Appendix A – List of Further Readings.............................13 process, software design is the activity, within the software development life cycle, where software requirements are Appendix B – References Used to Write and Justify the analyzed in order to produce a description of the internal Knowledge Area Description ....................................16 structure and organization of the system that will serve as the basis for its construction. More precisely, a software design (the result) must describe the architecture of the 1. INTRODUCTION system, that is, how the system is decomposed and This chapter presents a description of the Software Design organized into components and must describe the interfaces knowledge area for the Guide to the SWEBOK (Stone Man between these components. It must also describe these version). -
Changing Cultures of Design Identifying Roles in a Co-Creative Landscape
Changing Cultures of Design Identifying roles in a co-creative landscape Marie Elvik Hagen Department of Product Design Norwegian University of Science and Technology ABSTRACT The landscape of design is expanding and designers today are moving from expert practice to work with users as partners on increasingly complex issues. This article draws up the lines of the emerging co-creative design practice, and discusses the changing roles of the designer, the user as a partner, and design practice itself. Methods and tools will not be considered, as the roles will be discussed in terms of their relations. The co-design approach breaks down hierarchies and seeks equal participation. Research suggests that the designer needs to be responsive or switch tactics in order to take part in a co-creative environment. A case study exploring co-creative roles complements the theory, and finds that the designer role needs to be flexible even when having equal agency as partners and other stakeholders. Sometimes it is necessary to lead and facilitate as long as it is a collaborative decision. Bringing users in as partners in the process changes the design culture, and this article suggests that Metadesign can be the holistic framework that the design community need in order to understand how the different design practices are connected. KEYWORDS: Co-design, Co-creativity, Roles in the Design Process, Participatory Design, Metadesign, Cultures of participation, Design Agenda 1. INTRODUCTION This article seeks to examine how the role of the designer, the role of the user and the role The landscape of design is changing.