Built Environment Sustainability

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Built Environment Sustainability: A Road Map for Implementation
Developed by:
Dr. Jorge Vanegas

Professor
School of Civil and Environmental Engineering Georgia Institute of Technology Atlanta, GA 30332-0355 USA jorge.vanegas@ce.gatech.edu
June 2005
This presentation is best seen as a Slide Show
Can you imagine a world
without Architects, Engineers, and Constructors, and the facilities and civil infrastructure systems we envision, plan, design, build, and maintain, in response to the problems, needs, opportunities, and desires of a broad and diverse range of stakeholders?
I did not think so
So the question is: What if Architects, Engineers, and Constructors could no longer do
Characteristics and Requirements of a Specific Facility or Civil Infrastructure System
What we do...
Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System
...how we do it...
Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System Compatibility
Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System
...and with what...
(Inspired by M. Vorster)
As a result of current unsustainable paradigms and behaviors...
Characteristics and Requirements of a Specific Facility or Civil Infrastructure System
QuickTime and a TIFF (Uncompressed) decompressor are need ed to see this picture.
Processes for the Delivery and Use of a Specific Facility or Civil Infrastructure System
Definition of the Contextual Envelope of a Specific Facility or Civil Infrastructure System Compatibility
Resources for the Delivery and Use of a Specific Facility or Civil Infrastructure System
(Inspired by M. Vorster)
So, lets take a quick and closer look at the Architecture, Engineering, and Construction (AEC) Industry
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It is large
Global U.S. Domestic Construction Renovation Maintenance Materials $ $ $ $ $ $ 3.2 T 1.1 T 710 B 282 B 148 B 353 B
Source: Jack Snell, NIST
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It is diverse
Single-family homes Townhouses Apartments Condominiums Other Residential Dams Highways Airports Pipelines Other
Heavy Engineering (17%) Industrial (16%)
(34%)
Refineries Power Plants Steel Mills Heavy Manufacturing Other
Source: Jack Snell, NIST
Schools Office Buildings Warehouses Shopping Centers Other
Building Construction (33%)
It has many stakeholders
Owners Users Developers Clients Others Planners Designers Contractors Communities Others
Internal Internal Direct Indirect External External Direct Indirect
Investors Users Consumers Dependents Others Regulatory Agencies Manufacturers Suppliers Financiers Others
(Jain et al. 1994; Halliday 1994; Vanegas 1987; Hendrickson & Au 1989)
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It faces many general challenges

Overpopulation, disease, and social, economic, and political conflicts Widespread infrastructure deterioration, pollution, and urban sprawl Natural resource depletion and degradation, waste generation and accumulation, and environmental impact and degradation Complex interrelationship between the economic development needs and the environmental problems resulting from development efforts and many more
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It faces many specific challenges

Increasing Customer Sophistication Shifting Skill Requirements Destruction of Construction Globalization Consolidation Diversity Limited Capital Supply Restoration Governance Technology and many more
(FMI 2005)
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It continues to grow
Total land area in U.S. = 1.94 billion acres Developed land in U.S. (excluding Alaska): 98.2 million acres Increase from 1982 to 1997: 34% Average annual increase: 2.3% Increase in urbanized land relative to population growth: 2.65 times the rate of population growth and much more
(EBN 2001)
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It continues to evolve
170,000 commercial buildings constructed annually 44,000 commercial buildings demolished annually 1.6 million new homes built annually (1.3 million single family) 245,000 housing units demolished annually and much more
(EBN 2001)
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It leaves a legacy
4.6 million commercial buildings 101.5 million homes (63.8 single-family) 425,000 brownfield sites 4 million paved miles 35.4 million square miles total paved surfaces (public roadways, paved parking areas, and driveways) More than 50% of wetlands lost in the lower 48 states between the late 1700s and the mid-1980s and much more
(EBN 2001)
The result has been an unsustainable linear approach to development

Resource Depletion and Degradation Environmental Impact and Degradation
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Waste Generation and Accumulation

End-of-ServiceLife Decision
Production and Use of Energy
Extraction and Use of Primary Resources
Processing and Manufacture
Transportation and Commercialization
Use and Consumption of Technologies, Systems, Products, Materials, and Services, in the Delivery, Operation, and Maintenance of Facilities and Civil Infrastructure Systems (FCIS)
Renewable and Nonrenewable Natural Resources
Materials, Products, Systems, and Technologies for FCIS
(Inspired by D. Roberts)
Impacts to Humans
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So, what can we do to slow, reduce, and eliminate these impacts, and even restore conditions to a better state?
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We could strive to implement sustainability, which inevitably triggers the question:
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What do you mean by sustainability?
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The most cited definition:

Sustainable Development is ...meeting the needs of the present without compromising the ability of future generations to meet their own needs. [Brundtland Commission] Sustainability transcends the concept of SD and cuts across existing disciplines and cultural practices Sustainability has implications for the total life cycle of A/E/C facilities and civil infrastructure systems, and the technologies, systems, products, materials, and services used in them.
Sustainability has brought together a diverse set of constituencies

Industries Communities Global and Local Alliances Researchers
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Engineers
Businesses
And many, many, many more
Federal, State, and Local Governments Universities Individuals Health Professionals
Social Scientists Non-governmental Educators Organizations (NGOs) Physical Scientists Religious Organizations Financial Institutions Developed Countries Professional and Developing Countries Industry Associations
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Selected Examples
World Bank World Business Council for Sustainable Development (WBCSD) World Federation of Engineering Organizations (WFEO) The Business Roundtable (BRT) The U.S Green Building Council (USGBC) The U.S. Army Corps of Engineers U.S. Federal Government (Departments and Agencies) Urban Land Institute (ULI) The Construction Industry Institute (CII) The National Center for Construction Education and Research (NCCER) and many others
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However, one problem is that when you start to discuss sustainability, some people strive to use tactics to leave you
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Some people try to make you feel:
Scared
(the possible outcomes)
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Desertification Aquifer Depletion
Starvation
Deforestation
Solid Waste Soil Loss

Air Pollution Global Warming
Species Extinction
Water Pollution
Chemical Contamination Ozone Depletion
OverPopulation
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Others, will try to make you feel:
Bad
(the statistics and the blame)
The A/E/C Industry takes (in the U.S.)

65% of total electricity consumption 50% of fossil fuels consumed 40% of materials use 25% of wood harvest 17% of fresh water withdrawals 124 trillion gallons/year total water use 146,000 gallons/year average household use: 42% indoors, 58% outdoors and much more
(Roodman & Lenssen 1996; Loken et al. 1994)
SO, YOU WANT TO DESTROY THIS!!!
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The A/E/C industry leaves (in the U.S.)

136 million tons of construction and demolition waste annually 8-20% of solid waste 25% of CFC emissions 36% of CO2 emissions 740 million tons of CO2 from commercial buildings alone $60 Billion in medical expenses due to Sick Building Syndrome and much more
(Kibert et al. 1994; Zeiher 1996 ; Tchobanoglous et al. 1994; EBN 2001)
SO, YOU WANT TO CREATE THIS!!!
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Guilty
(the greater good)
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In other words, we need to do this for our children and the children of our children.. and so on
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Confused
( the intellectual base)
The avoidance of serious perturbances to the materials Sustainability requires that we cycles in nature. (Allenby, 1995) conserve the generalized The capacity to produce economic indefinite survival of the well-being but not any human species (with a quality that particular set of goods. (Solow, 1992) meets the needs of the present A style of development compromising without of life beyond that, in each ecoregion, mere biological survival) calls for specific solutions through the maintenance of to the particular problems support systems (air, of the region in the light ofbasic lifeland, biota) and the water, cultural as well as ecological data and long- existence of infrastructure and institutions which distribute term as well as immediateand protect the components of The sustainabilitySachs,human populations involves the persistence needs. ( of 1974) these systems. (Liverman, et al, 1988) through time of the diversity of human communities and ethical ideals flourishing, the dynamically balanced development of economic enterprise, and the preservation and regeneration of ecological systems and resources that sustain that development.
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(Carpenter, 1998)
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Relieved
(the technological fix)
Composting Toilets
Xeriscaping Disassembly & Material Recovery Mixed-use Planning
Supplementary Insulation Waste-based Materials Wind Power Generation Lighting Retrofit Daylighting
Faucet Retrofit
Value Engineered Framing

Passive Solar Design Gap Sealing
Ground-source Heat Pumps
Super Windows
Vapor/Air Barriers
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Although any discussion on sustainability in the AEC industry needs to address all these points of view, this presentation will strive to avoid the polarization they inevitably cause
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and instead of debating any of these points of view, focus on: what could the A/E/C Industry do to effectively implement Built Environment Sustainability (BES)?
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The first thing that we can do to implement BES in the A/E/C Industry is to:
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Establish, as a point of departure, the elements, scope of BES , and influences on BES
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We need to establish that what we need/want to sustain are...
People
Individuals Organizations
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Families
Body Heart
Mind Soul
Communities
The Built Environment
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Civil Residential Infrastructure Facilities Systems NonIndustrial Residential Facilities Facilities
Production Systems
Goods
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Products
Services
The Natural Environment
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Global
Air
Water
Local
Soil
Biota
(Plant and Animal Species)
The Resource Base

Individuals
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Organizations
Families
Body Heart
Mind Soul
Goods
Civil Residential Infrastructure Facilities Systems NonResidential Facilities Industrial Facilities
Products
Communities
Services
People
Production Systems
Global
Air Soil
Water Biota
(Plant and Animal Species)
Local
Resource Base
The Resource Base
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Built Capital
(Facilities and Infrastructure)
Industrial Capital
(Products, Goods, Services)
Natural Capital
(Renewable and Non-renewable Resources)
Social Capital
Economic Capital
(Professional and Non-professional Workforce)
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The Elements of BES

Individuals
Organizations
Families
Body Heart
Mind Soul
Residential Facilities NonResidential Facilities
Civil Infrastructure Systems Industrial Facilities
Communities
Production Systems for Goods Production Systems for Products Production Systems for Services
People

Global
Air Soil
Water Biota
(P lant and Animal Species)
Built Environment
Industrial Base
The Industrial Base
Local
Natural Capital Economic Capital Social Capital
The Resource Base
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The Scope of BES

Individuals
Organizations
Families
Body Heart
Mind Soul
Communities
People

Global
Air Soil
Water Biota
Built Environment
Industrial Base
The Industrial Base
Local
Perspectives and Levels of Complexity
The Resource Base
Spatial and Temporal Scales
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Perspectives
INDIVIDUAL PROFESSIONAL
ENTERPRISE
INDUSTRY SOCIETY
WORLD
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Levels of Complexity
MOLECULAR MATERIAL
PRODUCTS
PROCESSES SYSTEMS
COMPLEX SYSTEMS
(Inspired by P. Anastas)
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Spatial Scale
SITE FOOTPRINT LOCAL FOOTPRINT
STATE FOOTPRINT
REGIONAL FOOTPRINT NATIONAL FOOTPRINT GLOBAL INTERNATIONAL FOOTPRINT
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Temporal Scale
TODAY 1 YEAR
10 Years
Human Lifetime Generation
Civilization
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The Influences on BES

Environmental and Ecological Systems
Families
Individuals
Economic and Financial Systems
Organizations
Body Heart
Mind Soul
Communities
People

Global
Air Soil
Water Biota
Built Environment
Industrial Base
The Industrial Base
Social, Cultural, Political, and Regulatory Systems
Local
The Resource Base
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The second thing that we can do to implement BES in the A/E/C Industry is to:
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Start by implementing what has worked in AEC and other domains: Sustainability Principles, a Closed Loop Production System, Sustainable Product Design, the LEED Green Building Rating System, and the Lean Project Delivery System (LPDS)
TM
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We can apply Sustainability Principles

The list of principles of sustainability is extensive. The following compilation highlights the diversity of approaches to sustainability: The Precautionary Principle The Earth Charter Principles The Natural Step System Conditions The Daly Principles The CERES Principles The Bellagio Principles The Ahwahnee Principles
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We can apply Sustainability Principles

The following compilation highlights the diversity of approaches to sustainability: (cont.) The Interface Steps To Sustainability The Hannover Principles EBN Checklist for Environmentally Responsible Design and Construction HOKs Sustainable Design Considerations The Twelve Principles of Green Engineering IISD Compilation of Sustainable Development Principles and many, many more
We can go beyond a Linear Process of Production

Materia ls E xtrac te d From Biosphere Manufacture
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Manufactu re Manufactu re
Material Produc t eru tca fu na M Material gn isse corPProduc t Demanuf acture Demanuf acture Demanuf acture Demanuf acture
Mining
Materia ls E xtrac te d From Biosphere
Manufacture
Materi al Processi ng
Demanu factur Demanu factur e e Material Produc t Produc t Produc t Dispos al Demanuf acture Demanuf acture Demanuf acture Demanuf acture k Take-Bac
Manufactu re Manufactu re Material Material Proc es sing Proc es sing Produc t Produc t Manuf ac ture Manuf ac ture
Materia ls Mine d From Lithosphere Material
Dispos al
E w
n i
E r w h
1= Direct reuse 1= Direct reuse 2= R e m R 2= a e n m u a f a n c u tf Cleanyfuel r Cleanefuel c n g e g r y Reprocessinge recycled mr of recycled mr e y r o r v Reprocessing v E e n aterial ce o y 3= 3= of aterial in t i iproduc tion v iacproduc tion v iaeer/raw 4= n generationmaterial generation h it n h i 4= n c r material eer/raw w i a t ir o a t o Monom Monom py roly sis py roly sis
Mining Mining
4 4
3 3
2 2
ment: Env ironment: Land Air-Sea-Land
2 Air-Sea-Land 1
Man ufacture
1 Us e Produ ct
Di strib utio n
Produc t Dispos al Take-Bac k
Env ironment: Env ironment: Air-Sea-Land Air-Sea-Land
Env ironment:
n oi tu bir ts iD
Dispos al Dispos al
Materia ls Mine d From Lithosphere
Material Mining Proc es sing
Material Produc t ProcManuf ac ture es sing
Produc t Distribution Manuf ac ture
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tc udorP
t t
e e
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r r h h
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Di strib utio n
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Us e
Material Use Demanuf actur
esU
Demanu factur e Demanu factur e
Clean g yfuel r Cleanyfuel g r produc tion v iac i n produc tion v iac i n py roly sis py roly sis
la ire ta M
1= 1= 2= 2= e 3= e 3= i 4= i 4=
c o v e Reprocessing of recycled mr c o d eof M sle i reta v a aterial y Reprocessing n i recycled mrM y aterial n eer/raw h pso h iL tmo rF r a t i Monom e rematerialtgeneration o n eer/raw material generation o r a i Monom
Direct reuse R e m R e m 1 d et cartx E sl ai reta M Us e e reh pso iB mo rF
Produc t Produc t Take-Bac k Take-Bac k
Distribution Distribution
a a
n n
u u
f f
n n
a a
Man
Use Material
Proc es sing
Dema
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to a Closed Loop Production System

Manufacture
Manufactu re Manufactu re
Material Produc t eru tca fu na M gn isse corP Demanuf acture Demanuf acture
Materia ls Mine d From Lithosphere
Demanu factur Demanu factur e e
E w
n i
E r w h
1= Direct reuse 1= Direct reuse 2= R e m R 2= a e n m u a f a n c u tf Cleanefuel c Cleanyfuel r n e g y Reprocessinge recycled mr of recycled mr r ce o e y g r o v Reprocessing v y 3= 3= of aterial aterial iproduc tion v iacproduc tion v iaeer/raw 4= n generationmaterial generation o h i 4= n c i a t i it n r material eer/raw o a t ir n Monom Monom py roly sis py roly sis
Manufactu re
Mining
Distribution
Dispos al
Material Produc t Produc t Produc t Dispos al Demanuf acture Demanuf acture k Demanuf acture Demanuf acture Take-Bac
Material Proc es sing Produc t Manuf ac ture
Materia ls Mine d From Lithosphere Material
1 Us e
Di strib utio n
Produc t Take-Bac k
Developed from CST/GT
Env ironment: Air-Sea-Land
ment: Env ironment: Land Air-Sea-Land
e rutcafu na M
Demanu factur e
Manufacture
n oi tu bir ts iD
Dispos al
Mining
Material Mining Proc es sing
Material Produc t ProcManuf ac ture es sing
Produc t ManufDistribution ac ture
Distribution
E w
n i
tc udorP
r h
Di strib utio n
Us e
esU
Clean g yfuel r produc tion v iac i n py roly sis
la ire ta M
e Reprocessing of o v e 3= c d enrecycledretr M y i M sl ai material a i 4= n eer/rawrmaterialht iL mo riF o r Monom e eh pa o generation s t 1= Direct reuse 2= R e m

1 d et cartx E sl ai reta M e Us e reh pso iB mo rF
Produc t Take-Bac k
n
a
Use
Use
ua
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Integrated with Biological Cycles
At Various Organizational and Temporal Scales of Impact

Organizational Scale Virtual or Geographic
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Single Product Cycle
We can go beyond Traditional Product Design

Other Processes Post Industrial Waste
Renewable Resources
Process Non-renewable Resources Environmental Impact

Developed from INTERFACE, Inc.
Products
Post Consumer Waste
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To Sustainable Product Design

Other Processes
Renewable Resources
Post Industrial Waste
Process
Products
Non-renewable Resources Environmental Impact

Developed from INTERFACE, Inc.
Post Consumer Waste
We can follow the LEED Green Building Rating System

TM
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There are four (4) LEED Ratings: Certified

40 - 49 Points
TM
Silver
50 - 59 Points
Gold
60 - 79 Points
Platinum
> 80 Points
SOURCE: U.S. Green Building Council; http://www.usgbc.org
And implement Sustainable Strategies

Sustainable Sites One Prerequisite; 26 Possible Points Water Efficiency No Prerequisites; 10 Possible Points Energy and Atmosphere Three Prerequisites; 35 Possible Points Materials and Resources One Prerequisite; 14 Possible Points Indoor Environmental Quality Two Prerequisites; 15 Possible Points
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And implement Sustainable Strategies

Innovation Credits Up to four additional points for exceptional actions above LEED requirements or for innovative performance in non-LEED green building attributes Accredited Professional on Team One additional point if at least one principal participant has successfully completed the LEED accreditation exam
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Such as Sustainable Sites

Prerequisite: Erosion and Sedimentation Control Credit 1: Site Selection Credit 2: Urban Redevelopment Credit 3: Brownfield Redevelopment Credit 4: Alt. Transportation Credit 5: Site Disturbance Credit 6: Stormwater Management Credit 7: Landscape/Exterior Design for Heat Islands Credit 8: Light Pollution Reduction
Water Efficiency
Credit 1: Water Efficient Landscaping Credit 2: Innovative Wastewater Technologies Credit 3: Water Use Reduction
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Energy and Atmosphere

Prerequisites: Fundamental Systems Commissioning Minimum Energy Performance CFC Reduction in HVAC&R Equipment Credit 1: Optimize Energy Performance Credit 2: Renewable Energy Credit 3: More Commissioning Credit 4: Elimination of HCFCs and Halons Credit 5: Measurement and Verification Credit 6: Green Power
Materials & Resources

Prerequisite: Storage and Collection of Recyclables Credit 1: Building Reuse Credit 2: Construction Waste Management Credit 3: Resource Reuse Credit 4: Recycled Content Credit 5: Local/Regional Materials Credit 6: Rapidly Renewable Materials Credit 7: Certified Wood
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And Indoor Environmental Quality

Prerequisites: Minimum IAQ Performance Environmental Tobacco Smoke Control Credit 1: Carbon Dioxide Monitoring Credit 2: Ventilation Effectiveness Credit 3: Construction IAQ Management Plan Credit 4: Low-Emitting Materials Credit 5: Indoor Pollutant Source Control Credit 6: Controllability of Systems Credit 7: Thermal Comfort Credit 8: Daylight and Views
We can operate within a Lean Project Delivery System (LPDS)
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The project is structured and managed as a value generating process Downstream stakeholders are involved in front end planning and design through cross-functional teams Project control of execution instead of after-the-fact variance detection Optimization efforts are focused on making work flow reliable, as opposed to improving productivity Capacity and inventory buffers are used to absorb variability
SOURCE: Lean Construction Institute; http://www.leanconstruction.org

Pull techniques govern the flow of materials and information through networks of cooperating specialists Feedback loops are incorporated at every level, dedicated to rapid system adjustment; i.e., built-in learning The LPDS model consists of 13 modules Nine modules, which are organized in four interconnecting triads or phases extending from project definition, to design, to supply to assembly
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Two production control modules, which extend throughout all project phases A work structuring module, which extends throughout all project phases A post-occupancy evaluation module, which links the end of one project to the beginning of the next.
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And Achieve Lean Design, Supply, and Assembly.

Purposes Design Concepts Product Design
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Fabrication & Logistics
Commissioning
Alteration & Decommissioning
Design Criteria
Process Design
Detailed Engineering
Installation
Operations & Maintenance
Project Definition
Lean Design
Lean Supply WORK STRUCTURING
Lean Assembly
Use
PRODUCTION CONTROL: WORK FLOW CONTROL PRODUCTION CONTROL: PRODUCTION UNIT CONTROL POST-OCCUPANCY EVALUATION (LESSONS LEARNED) SOURCE: Lean Construction Institute; http://www.leanconstruction.org
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and many, many more
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However, There is nothing more tragic than the death of a beautiful theory at the hands of a brutal gang of irrefutable facts.
and the irrefutable facts are that the AEC industry
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operates with a Horizontal Tunnel Vision within Vertical Stovepipes follows a Cradle to Grave path of development combined with a Turf Mentality at an industry level is full of Conventional AEC Enterprises that operate with Institutional Amnesia... lives in the Jail of the Status Quo with Spatial, Temporal, and Scope Myopia executes AEC projects as an Obstacle Course Race with a Herd of Cats who are constantly Thumb Wrestling
and the irrefutable facts are that the AEC industry (cont.)
has fallen into a Commodity and Service Trap while tied by the Shackles of Quality, Cost, and Time and a Cost Minimization Obsession needs to overcome its Piece Meal and Rice Bowls mentalities within Islands of Execution is living in Islands of Automation surrounded by an Ocean of Data and Information while suffering from Paralysis of Analysis
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In fact, compared to other industries

The Aerospace Industry
The Automotive Industry
The AEC Industry does not seem to have evolved as much
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The AEC Industry
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Or done as well
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So, in this brutal context, very few theories have a chance to survive
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The third thing that we can do to implement BES in the A/E/C Industry is to:
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Apply a roadmap for the implementation of BES that will enable the AEC industry to move from its current inhibitors to a new set of enabling principles
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From: Operating with a Horizontal Tunnel Vision within Vertical Stovepipes,
To: Vertical and Horizontal Integration
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From Horizontal Tunnel Vision

From: Public Policy Through: Corporate Policy Strategic Plans Tactical Plans Operational Procedures Practices To: ... Outcomes
Sustainability
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To Vertical Integration
From: Public Policy Through: Corporate Policy Strategic Plans Tactical Plans Operational Procedures Practices To: ... Outcomes
Sustainability
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From Vertical Stovepipes

Within Industry Sectors (Industrial, Heavy/Civil, Building, Residential) Within the principal Stakeholders (Owners, Users, Designers, Constructors, Suppliers, External Parties) Within the various Disciplines (Real Estate, City Planning, Architecture, Engineering, Finance, Economics, Management, IT)
Sustainability
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To Horizontal Integration
Within Industry Sectors (Industrial, Heavy/Civil, Building, Residential) Within the principal Stakeholders (Owners, Users, Designers, Constructors, Suppliers, External Parties) Within the various Disciplines (Real Estate, City Planning, Architecture, Engineering, Finance, Economics, Management, IT)
Sustainability
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From: Following a Cradle to Grave path of development combined with a Turf Mentality at an industry level, To: Cradle to Cradle and Collaboration
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From Cradle to Grave

Resource Depletion and Degradation Environmental Impact and Degradation
Waste Generation and Accumulation

Impacts to Humans
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To Cradle to Cradle
Reduction/Elimination of Resource Depletion and Degradation Sustainable Resource Management Reduction/Elimination of Environmental Impact and Degradation Sustainable Strategies and Technologies
Social/Cultural/Political/Regulatory, Economic/Financial, Ecological/Environmental Context

Reduction/Elimination of Waste Generation and Accumulation Resource Recovery
GRADUAL CHANGE TOWARDS SUSTAINABILITY
Intra- and Intergenerational Satisfaction of Human Needs and Aspirations Reduction/Elimination of Impacts to Humans
From Turf Mentality

Planning Planning
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Total Life Cycle of the Delivery and Use of Facilities
Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems
Design
Design
Procurement & Construction
Facilities (F)
Commissioning & Start-up
Civil Infrastructure Systems (CIS)
Push
End-of-Service Life
Technologies, Systems, Products, Materials, & Equipment for FCIS
Push
End-of-Service Life
Feasibility Studies, Research & Development
Testing, Validation, Approval & Certification
Manufacturing
Commercialization & Transportation
Use
End-of-Service Life
Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS
To Collaboration
Planning
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Pull/Push
Planning Total Life Cycle of the Delivery and Use of Civil Infrastructure Systems
Total Life Cycle of the Delivery and Use of Facilities
Design
Design
Sustainable Facilities (F) Facilities (F)
Collaboration
Sustainable Civil Civil Infrastructure Systems (CIS)
Pull/Push
End-of-Service Life
Sustainable Technologies, Systems, Technologies, Systems, Products, Materials, & Products, Materials, & Equipment for FCIS Equipment for FCIS
Pull/Push
End-of-Service Life
Feasibility Studies, Research & Development
Testing, Validation, Approval & Certification
Manufacturing
Commercialization & Transportation
Use
End-of-Service Life
Total Life Cycle Delivery and Use of Technologies, Systems, Products, Materials, & Equipment for FCIS
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From: Being full of Conventional AEC Enterprises that operate with Institutional Amnesia To: Streamlined AEC Enterprises that are Learning Organizations...
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From Conventional AEC Enterprises

EXTERNAL CONTEXT SPEED OF CHANGE IN THE GLOBAL ECONOMY, MARKETS & CLIENTS (Exponential)
GLOBAL ECONOMY, MARKETS & CLIENTS
GAP ENTERPRISE Infrastructures Physical Human Technological Technical Management Administrative Core Assets and Competencies: Information/Data Knowledge/Experience Abilities/Skills Technological Proficiency INTERNAL CONTEXT
(Efficient, Productive & Profitable)
SPEED OF CHANGE IN THE ENTERPRISE ORGANIZATION (Lineal)
ORGANIZATION
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To Streamlined A/E/C enterprises

Develops External Strategic Alliances and Partnerships
IMPORTANT INFRASTRUCTURES, ASSETS, & CORE COMPETENCIES (External)
ESSENTIAL INFRASTRUCTURES, ASSETS, & CORE COMPETENCIES (Internal)
STREAMLINED ENTERPRISE
(Effective, Efficient, Lean, Flexible, Scalable, Adaptable, & Sustainable)
GLOBAL ECONOMY, MARKETS & CLIENTS
Educates and Trains Personnel

NON-ESSENTIAL AND UNIMPORTANT INFRASTRUCTURES, ASSETS, & CORE COMPETENCIES
Streamlines and Right-sizes
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From Institutional Amnesia

Planning Process
Planners Engineers/Architects Special Consultants
Design Process Preliminary Studies

(At Different Levels of Definition) Architects Engineers Specialty Designers
Plans and Specifications

(At Different Levels of Definition)
Evaluation of Planning Performance
Evaluation of Design Performance
Construction Process
Construction Managers Contractors and Subcontractors Vendors and Suppliers
Analyses of Actual Planning and Design Performance

Constructability, Procurability, Commissioning & Start-up, Operability, Maintainability, Health, Sustainability Analyses during Planning and Design
Analyses of Actual Construction Performance

Cost & Schedule. Quality, Safety, Productivity, Constructability, Procurability, and Commissioning & Start-up
Evaluation of Construction Performance
Constructed Facility
(At System, Subsystem, or Component Levels)
Operations & Maintenance Process

Construction Managers Operators/Users Maintenance Personnel
Institutional Memory Sink
Analyses of Actual Facility Performance

Production, Ownership, Operation, and Maintenance Costs, Operability, Maintainability, Health, Sustainability
Evaluation of Facility Performance
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To Learning Organizations
Planning Process
Planners Engineers/Architects Special Consultants
Design Process Preliminary Studies

(At Different Levels of Definition) Architects Engineers Specialty Designers
Plans and Specifications

(At Different Levels of Definition)
Evaluation of Planning Performance
Evaluation of Design Performance
Construction Process
Construction Managers Contractors and Subcontractors Vendors and Suppliers
Analyses of Actual Planning and Design Performance

Constructability, Procurability, Commissioning & Start-up, Operability, Maintainability, Health, Sustainability Analyses during Planning and Design
Analyses of Actual Construction Performance

Cost & Schedule. Quality, Safety, Productivity, Constructability, Procurability, and Commissioning & Start-up
Evaluation of Construction Performance
Constructed Facility
(At System, Subsystem, or Component Levels)
Operations & Maintenance Process

Construction Managers Operators/Users Maintenance Personnel
External Benchmarking Repository (Best Practices)
Institutional Memory Repository (Lessons Learned)
Analyses of Actual Facility Performance

Production, Ownership, Operation, and Maintenance Costs, Operability, Maintainability, Health, Sustainability
Evaluation of Facility Performance
Creativity and Innovation Incubator
104
From: Living in the Jail of the Status Quo with Spatial, Temporal, and Scope Myopia To: Continuous Improvement, Expanded Spatial and Temporal Scales, and Expanded Project Scope
105
From the Jail of the Status Quo

Characteristics and Requirements
of a Specific Capital Project
AEC CAPITAL PROJECT

Processes for the Delivery and Use
Resources for the Delivery and Use

Contextual Envelope
of a Specific Capital Project of a Specific Capital Project
106
To Continuous Improvement
Research & Development Education & Training Best Practices Lessons Learned Creativity & Innovation
Enhanced

Enhanced
AEC CAPITAL PROJECT
Enhanced
Enhanced
Contextual Envelope
107
Research & Development Education & Training Best Practices Lessons Learned Creativity & Innovation
Enhanced
Enhanced
Compatibility among Characteristics, Processes, and Resources

Enhanced
AEC CAPITAL PROJECT
Enhanced
Enhanced
Contextual Envelope
108
Attributes and Characteristics
of a Sustainable Facility (The What)
Contextual Envelope
of a Sustainable Facility (The Sustainability Octant)
Resources for the

Delivery and Use of a Sustainable Facility (The With What)
Unsustainable Processes
Processes for the

Delivery and Use of a Sustainable Facility (The How)
Unsustainable Resources
Unsustainable Attributes and Characteristics
109
in the complete range of types of AEC projects
Contextual Envelope of the Project to Deliver an AEC Project

Project Risks Physical and Non-physical Contexts of the Project
Project Scope Project Performance Goals and Objectives Project Stakeholders
AEC Project Typologies by Industry Sector AEC Project Typologies by Project Type
New Greenfield or Brownfield Facility Development Projects Projects for the Rehabilitation of Deteriorated Facilities Projects for the Expansion, Upgrade, or Retrofit of Existing Facilities Disaster Recovery and Reconstruction Projects Historical Restoration, Reconstruction, or Preservation Projects Environmental Remediation Projects Decommissioning, Deconstruction, or Demolition Projects Hybrid Projects Residential Construction Sector Building Construction Sector Industrial Construction Sector Heavy/Civil Construction Sector Mixed Use Development Sector
AEC Project Characterization By Industry Sector By Project Type By Contextual Envelope
111
From Spatial and Temporal Myopia

AEC CAPITAL PROJECT
HERE
(Focus on the Site Footprint for a Specific A/E/C Project)
NOW
(Focus on the Short-term for a Specific A/E/C Project)
To Expanded Spatial and Temporal Scales

AEC CAPITAL PROJECT
112
Site Footprint Local Footprint State Footprint Regional Footprint National Footprint Global International Footprint
Today 1 Year 1 5 Years 5 10 Years 10 25 Years 25 50 Years and +
Spatial Scale of the Project
Temporal Scale of the Project
113
From Scope Myopia

PROJECT DEFINITION AND DELIVERY OF A FCIS PROJECT
Duration
DRIVERS FOR A FCIS PROJECT Problem Need Opportunity Desire
Start
Planning Design
Commissioning & Startup
End
RESOURCE BASE FOR A FCIS
PROJECT ORIGINATOR FOR A FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual
114
To an Expanded Project Scope

PROJECT DEFINITION AND DELIVERY OF A SUSTAINABLE FCIS PROJECT
Duration
DRIVERS FOR A SUSTAINABLE FCIS PROJECT Problem Need Opportunity Desire
Start
Planning Design
Commissioning & Startup
End
USE OF A SUSTAINABLE FCIS RESOURCE BASE FOR A SUSTAINABLE FCIS
Operations &
Maintenance
End-of-Service Life
PROJECT ORIGINATOR FOR A SUSTAINABLE FCIS PROJECT Enterprise Organizational Unit Functional Unit Individual
Post-occupancy Evaluation and Feedback
OUTCOMES OF A SUSTAINABLE FCIS Problem Solution Need Satisfaction Opportunity Capitalization Desire Realization
115
From: Executing projects as an Obstacle Course Race with a Herd of Cats who are constantly Thumb Wrestling To: Life Cycle Integration, Integrated and Aligned Project Teams, and Partnering
116
From an Obstacle Race

Vendors/Suppliers Team Owner Team
(May Include Users/Operators) Primary Lead
Design Team
(Architects/Engineers) Primary Lead
Construction Team
(CMs./GCs./SCs) Primary Lead
Operations Team
(Users/Operators) Primary Lead
Procurement
Characterization & Performance Goals Setting
Planning Phase
Design Phase
Construction Phase
StartUp
Start
Operation/ Maintenance/ Management
Design Development
Construction Planning
Construction Operations
Conceptual/ Schematic Design
Pre-project Planning & Funding
Bid or Negotiate, Award
Project Definition Package
End-of- Service Life Decision
Contract Documents
End
Operation Phase
To Life Cycle Integration

External Parties Vendors/Suppliers Team Owner Team
(May Include Users/Operators)
Primary Lead
117
Design Team
(Archs./ Engrs.)
Primary Lead
Construction Team
(CMs./GCs./SCs)
Primary Lead
Operations Team
(Users/Operators)
Primary Lead
Active Participation
Sustainable Procurement Phase
Characterization & Performance Goals Setting
Commissioning Phase
Sustainable Planning Phase
Sustainable Design Phase
Sustainable Construction Phase
StartUp
Start
Operation/ Maintenance/ Management
Design Development
Construction Planning
End-of- Service Life Decision
Pre-project Planning & Funding
Contract Documents
Construction Operations
Project Definition Package
Conceptual/ Schematic Design
Bid or Negotiate, Award
End
Sustainable Operation Phase
Sustainability Sensitive Delivery and Management Systems and Contract Types
From a Herd of Cats

Internal & External Organizations
Organizational Units...
118

Organizational Units... Functional Units... Individuals...
Functional Units... Individuals...
Financial Institutions Insurance Companies Bonding Companies Regulatory Agencies The Community The General Public Other
Owner Team User/ Operator Team External Parties

X X X X X X X X X X
X
X
Design Team
Construction Team
Individuals... Functional Units... Organizational Units... Individuals... Functional Units... Organizational Units...
Vendors/ Suppliers
Project Goals and Objectives
Key Parties in the Total Supply Chain
To an Integrated Project Team

Organizational Units...
119

Organizational Units... Functional Units... Individuals...
Functional Units... Individuals...
Financial Institutions Insurance Companies Bonding Companies Regulatory Agencies The Community The General Public Other
Owner Team User/ Operator Team External Parties
PROJECT TEAM
Design Team Construction Team
Individuals... Functional Units... Organizational Units... Individuals... Functional Units... Organizational Units...
XX XX X X X X X X
Vendors/ Suppliers
Project Goals And Objectives

Key Parties in the Total Supply Chain
120
And Aligned Project Team

Partnering Development and Team Building Processes
Project Stakeholders
Common and Well-defined Set of Project Goals and Objectives
Partnering and Team Maintenance Processes
High Performance Team

STRONG LEADERSHIP Acceptable Tolerances and Team Norms
Project Alignment and Misalignment Elimination Process
121
From Thumb Wrestling
The Owner Team vs. The User Team vs. The Design Team vs. The Construction Team vs. Vendors and Suppliers vs. External Parties
122
To Partnering
The Owner Team with the User Team with the Design Team with the Construction Team with Vendors and Suppliers with External Parties, all on the same team
123
From: Having fallen into a Commodity and Service Trap while tied to the Shackles of Quality, Cost, and Time and a Cost Minimization Obsession,
To: The Delivery of Solutions and Experiences, within an Enhanced Performance Paradigm, and a New Value Paradigm
From a Commodity and Service Trap

Communicate Specifications Establish Needs
124
SUPPLIERS
Resources
AEC ENTERPRISE
Projects Services
CUSTOMERS
Quality of Execution (satisfaction with the way the project definition and delivery processes meet the needs of the customer) Quality of Conformance (satisfaction with the way the project surpasses the specifications)
To the Delivery of Solutions and Experiences

Communicate Specifications Establish Needs
125
Solutions
Resources
SUPPLIERS
AEC ENTERPRISE
Projects Services
CUSTOMERS
Clients are expecting/requiring Quality of Conformance (satisfaction with the way the project surpasses the specifications) better long term solutions, and better Quality of Performance experiences, the way the project performs over its life span) not just products and (satisfaction with services Quality of Continuous Improvement
(satisfaction with the way the performance of the project can be improved over its life span)
Quality of Execution (satisfaction with the way the project definition and delivery processes meet the needs of the customer)
From the Shackles of Quality, Cost, and Time

Quality
126
AEC Capital Project Performance
Cost
Time
To an Enhanced Performance Paradigm

127
Life Cycle Performance Parameters
Product Performance Parameters
CAPITAL PROJECT PERFORMANCE
Delivery Performance Parameters
Conventional Performance Parameters
128
From a Cost Minimization Obsession
Customer Value
Less Cost
129
To a New Value Paradigm

Based on enhancing the project outcomes, not just controlling resource expenditures Customer Value = NOT / MORE
Needs + Objectives + Targets Maximum Overall Resources Expended
Numerator Management
Denominator Management
The choice then is, what type of management to have in a project
130
and a New Value Paradigm

Based on balancing quality delivered and resources used
Offered Quality
Available Resources
Expected Quality
Required Resources
VALUE
Worst Value: Q < 1 R 1 Low Value: Q = 1 R > 1 Good Value: Q = 1 R = 1 Q>1 R>1
Best Value: Q > 1 R = 1
131
From: Needing to overcome its Piece Meal and Rice Bowls mentalities within Islands of Execution, To: Systems Thinking, Funding as a Common Good, and Integrated Project Definition, Integrated Project Design, and Production-based Construction
132
From Piece Meal

Sub- systems Integration Initial Context Evolving Context
System
Subsystem 2 Subsystem 1
Subsystem 3
Subsystem 4
Subsystem 5
Subsystem 6
Sub-systems Breakdown and Definition
Independent Sub- systems Optimization
133
To Systems Thinking
Sub- systems Integration
Adaptable Flexible Scalable Sustainable Effective Efficient Robust
Initial Context
System
Evolving Context
ExtraSubsystem 2 Subsystem 1 Subsystem 3
InterSubsystem 5 Subsystem 6
Intra-
Subsystem 4
Sub-systems Breakdown, Definition, and Characterization
Understanding of Sub- systems Inter-relationships and Dependencies
Including Going From a Non-systems Perspective of Organizations...

Organization Components Organization
ORGANIZATION COMPONENT 1 ORGANIZATION COMPONENT 2
134
Internal Context
ORGANIZATION COMPONENT 3
External Context
Sustainability
To a Systems Perspective of Organizations

Organization Components Organization
ORGANIZATION COMPONENT 1 ORGANIZATION COMPONENT 2
135
Internal Context
CONTEXTUAL COMPATIBILITY
BARRIERS-BREAKERS ORGANIZATION COMPONENT 3
External Context
EXTRACOMPONENT RELATIONSHIPS
ORGANIZATION ATTRIBUTES: STABILITY FLEXIBILITY SCALABILITY ADAPTABILITY SUSTAINABILITY
INTERCOMPONENT RELATIONSHIPS INTRACOMPONENT RELATIONSHIPS
And Also Going From a Non-systems Perspective of Projects...

Project Components Project
PROJECT COMPONENT 1 PROJECT COMPONENT 2
136
Internal Context
PROJECT COMPONENT 3
External Context
Sustainability
137
to a Systems Perspective of Projects

Project Components Project
PROJECT COMPONENT 1 PROJECT COMPONENT 2
Internal Context
CONTEXTUAL COMPATIBILITY
BARRIERS-BREAKERS PROJECT COMPONENT 3
External Context
EXTRACOMPONENT RELATIONSHIPS
PROJECT ATTRIBUTES: STABILITY FLEXIBILITY SCALABILITY ADAPTABILITY SUSTAINABILITY
INTERCOMPONENT RELATIONSHIPS INTRACOMPONENT RELATIONSHIPS
138
From Rice Bowls

Enterprise $$$ Enterprise Units
$$$
Unit Programs $$$
Project $$$
(Inspired by J. Wuichet)
139
To Funding as a Common Good

Savings $$$
(Inspired by J. Wuichet)
140
From Islands of Project Definition

PROJECT BUSINESS CASE & PLAN (PBCP)
Project Area and Site External Parties Design Team

(Architects/ Engineers)
Owner & User/Operations Team

SITE SELECTION (SS)
PROJECT DEFINITION PACKAGE (PDP) PROJECT EXECUTION PLAN (PEP) PROJECT TEAM DEFINITION (PT) INTEGRATED DESIGN PACKAGE (IDP) Product Definition PRODUCTION PROCESS PLAN (PPP) Process Definition
PHYSICAL AND NON-PHYSICAL CONTEXT
Construction Team
(Construction Managers/ General Contractors/ Specialty Subcontractors)
WORK BREAKDOWN STRUCTURE (WBS) Integrated Product/Process Definition
BUILDING SYSTEMS COMMISSIONING PLAN (BSCP)
3-D MODEL
FINANCIAL/COST MODEL
TIME MODEL
PRODUCTION PROCESS MODEL
RESOURCE PROCUREMENT PLAN (RPP)
Vendors/Suppliers Team
(Supply Chain)
141
To Integrated Project Definition
(1) PROJECT BUSINESS CASE & PLAN (PBCP)
Project Area and Site External Parties Design Team

(Architects/ Engineers)
(2) SITE SELECTION (SS)
(3) PROJECT DEFINITION PACKAGE (PDP)
Owner & User/Operations Team
(4) PHYSICAL AND NON-PHYSICAL CONTEXT (6) PROJECT TEAM DEFINITION (PT) (7) INTEGRATED DESIGN PACKAGE (IDP) Product Definition
(5) PROJECT EXECUTION PLAN (PEP)
(9) WORK BREAKDOWN STRUCTURE (WBS) Integrated Product/Process Definition
(8) PRODUCTION PROCESS PLAN (PPP) Process Definition
Construction Team
(Construction Managers/ General Contractors/ Specialty Subcontractors)
Feedback
(10) BUILDING SYSTEMS COMMISSIONING PLAN (BSCP)
(12) (13) 3-D FINANCIAL/COST MODEL MODEL
(15) (14) PRODUCTION TIME PROCESS MODEL MODEL
(11) RESOURCE PROCUREMENT PLAN (RPP)
Feedback
(Supply Chain)
INTEGRATED PROJECT DEFINITION MODEL (IPDM)
(Supply Chain)
To Project Procurement, Construction, Commissioning, and Turnover/Start-up
143
To Integrated Project Design
Project Definition Package (PDP)

Project Project Project Project Other Characterization Objectives & Scope Context & Risks Execution Plan Project Definition Process
From Pre-project Planning

Decision-Making & Conflict Resolution Processes Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience On-going Design Discipline Integration & Coordination
144
Performance Parameter Check
Proposed Design Solution

Site Layout Spatial Solution Accesses and Circulation General Building Systems Other
Analysis/Generation/ Evaluation/Selection/ Specification Process Performance Parameter Check Decision-Making & Conflict Resolution Processes
Conceptual Design
Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience On-going Design Discipline Integration & Coordination
Project Performance Enhancement Analyses

Analyses for Physical & Nonphysical Contextual Compatibility Functional Analyses Form/Spatial Analyses Cost Analyses Time/Schedule Analyses Quality & Reliability Analyses Risk Analyses Safety Analyses Procurability, Constructability, & Commissionability Analyses Operability, Maintainability, & Security Analyses Health Analyses Sustainability Analyses
Preliminary Design Solution

Scaled Drawings Perspectives, Sections Specific Building Systems General Specifications Other
Schematic Design
Final Design Solution

Complete Drawings Building Systems Details Detailed Specifications Other
Design Development
Technical Design Solution

Coordinated Architectural & Engineering Drawings Construction Details Construction Specifications Other
Contract Documents
Lessons Learned
Data, Information, Knowledge, and Experience Base
Formal, Explicit, & Systematic Input of Specialized Data/Information & Knowledge/Experience
Other Designs Civil Electrical Mechanical Structural
Architectural Design
To Project Procurement, Construction, and Commissioning/Start-up
Integrated Design Package (IDP)
145
To Production-based Construction
146
Resource Procurement Plan
Project Definition Package Project Execution Plan Integrated Design Package

Regulate flows of inputs to achieve desired results CONTROL FUNCTIONS Establish work processes to change inputs to outputs NO Is project YES complete?
Acquire resources for the project
NO
Is resource on-site?
YES
Project Outcomes For All Stakeholders Building Systems Commissioning Plan
Transport to site, receive & inspect
Commission building systems, when necessary Synthesize outputs into completed building systems and subsystems
Store resources temporarily, if necessary
Distribute resources at various levels to crews
Convert inputs to outputs using a work process
Recover recyclable waste generated

Recover, repair, reuse & maintain partially consumed resources Eliminate non-recyclable waste generated safely
Project Impacts To The Environment
Production Process Plan
147
From: Living in Islands of Automation surrounded by an Ocean of Data and Information while suffering from Paralysis of Analysis,
To: Fully Integrated and Automated Technologies, more Knowledge, Experience, and Wisdom, Strategic Filters, and Action
148
From Islands of Automation
SOURCE: FIATECH; http://www.fiatech.org
To Enhanced Capital Project Delivery and Operation
149
Within a Vision of Fully Integrated and Automated Technologies
150
151
The vision of the future is of a highly automated and seamlessly integrated environment across all phases and processes of the capital project/facility life cycle. All information is available to whomever needs it, whenever it is needed, and wherever it is needed.
FIATECH, 2003 http://www.fiatech.org
From an Ocean of Data & Information

High
152
Available Quantity Too much

WISDOM EXPERIENCE KNOWLEDGE DATA INFORMATION
Impact of Use
Too little
Low
Time to Develop
To more Knowledge, Experience, and Wisdom...

High
153
Available Quantity Too much

WISDOM EXPERIENCE KNOWLEDGE DATA INFORMATION
Impact of Use
Need More
Too little
Low
Time to Develop
154
From Paralysis of Analysis...
Moderate Probability of Making the Right Decision
Conflicting and Confusing Decision-making Environment
Fueled by a Lack of a Unified Theory of Sustainability

Sustainability is currently expressed in multiple forms: Principles Concepts Heuristics Strategies Guidelines Specifications Standards Processes/Tools Best Practices Lessons Learned
155
Which of these forms of Sustainability must/should/could/would we use?
156
To Strategic Filters...
High Probability of Making the Right Decision Moderate Probability of Making the Right Decision
Sustainability D/I&K/E Strategic Filters
Conflicting and Confusing Decision-making Environment
And Action, as long as it in the right direction

Sustainability: Principles Concepts Heuristics Strategies Guidelines Specifications Standards Processes/Tools Best Practices Lessons Learned
Sustainable Attributes and Characteristics of a Facility (The What)
157
Contextual Envelope of a Sustainable Facility (The Sustainability Octant) Sustainable Resources for the Delivery and Use of a Facility (The With What )
Unsustainable Processes
Unsustainable Attributes and Characteristics
ble na tai ces sus r Un esou R
Sustainable Processes for the Delivery and Use of a Facility (The How)
158
and many, many more
159
The challenge, though, is that all these enablers require various degrees of change
160
The fourth thing that we can do to implement BES in the A/E/C Industry is to:
161
Acknowledge, address, and manage change, and then just do it!
What will be the trigger of change?

ATTITUDE TOWARD CHANGE Proactive SOURCE OF CHANGE External Internal Reactive
162
FLASH
Triggers are changes in: Values Mission Perceptions
CRASH
Triggers are changes of: Functional Requirements Physical Integrity /Function
SPLASH
Triggers are changes caused by: Market Benchmarks Competition
CLASH
Triggers are changes in: Codes Regulations Standards
(Developed by A. Pearce)
Regardless of the trigger, changes toward sustainability are inevitable, and how organizations respond to these changes will make them:
end with a Pile of CASH
or end as a Pile of ASH
...stated in another way...

ATTITUDE TOWARD CHANGE Proactive Reactive
163
SOURCE OF CHANGE
FLASH
Internal
CRASH
...You reallyoughta-wanna...
SPLASH
...You reallyshoulda...
CLASH
External
...You reallygonna-wanna...
...You reallygonna-hafta...
(Inspired by P. Melhus)
164
However, to achieve change we must also get rid of several mental blocks (which many times we do no even realize we have), and embrace new paradigms...
165
The Challenge
The Conventional Paradigms of the Status Quo of Today (The Champion) The New Paradigms of a Vision for Tomorrow (The Challenger)
versus
... and within this challenge, there is a need to prove that...

The perceived value of the Vision The perceived value of the Status Quo The perceived cost of change
166
We need to be willing to Unlearn
to be able to Learn
167
We need to stop talking to ourselves in the language we know best, and feel most comfortable with:
Math, Science, and Engineering Function, Form, Space, and Aesthetics...
168
And start speaking to society in the languages that currently drive it, and which it understands:
169
We need to be willing to not just look at the needs created by the problems of today and start looking at the opportunities posed by the aspirations for tomorrow
170
We need to stop listening to those (including ourselves) who only know how to say Why Not! and start listening to those who only know how to say Why Not?
171
We spend less time just doing Engineering

and spend more time doing Visioneering... Optioneering... & Imagineering...
172
We need to eliminate the compliancedriven , specification-driven, and the Uh-Oh approaches to design
and replace them with performance-based, consequence-based, and integrated and holistic approaches to design...
173
We need to stop focusing so much on precision

and remember that accuracy is what really counts ...
174
We need to stop placing so much emphasis on just doing things right and on efficiency and start to place equal, if not more, emphasis on doing the right thing and on effectiveness...
175
We need to overcome the prevalent perception that...

Conventional Design and Construction Green Design and Construction
<
176
and embrace the reality that

Green Design and Construction Conventional Design and Construction
<
when you look at long-term Value and Life Cycle Performance...
177
We need to go beyond just discussing the Theoretical Dimensions of sustainability
and start focusing on the Practical Implementation of sustainability
178
and many, many more
179
Finally, the fifth thing that we can do to implement BES in the A/E/C Industry is to:
180
Answer the following question: What if the A/E/C Industry had?
181
A Solid Conceptual Framework and Implementation Roadmap for BES
Reliable Data and Analyses of the Economic Impact of Achieving and Not Achieving BES
A Coordinated Public and Private Sectors National Agenda for BES
Industry and Multistakeholder Alignment and Partnering toward BES
Reliable Data and Analyses of the Benefits of BES
Public and Private Investment in BES
(Inspired by R. Jackson)
182
... and in addition, we were able to overthrow the Tyranny of the OR and embrace the Genius of the AND
183
It would not have to be GREEN OR GREEN ($)...
184
185
186
187
188
189
190
191
192
193
194
195
It could be GREEN AND GREEN ($)...
196
Is all this hard to imagine?
Impossible to achieve?
Not really, but it will require some level of change in: In our Paradigms In our Decisions In our Choices In our Actions
197
Remember, Sustainability can be implemented: ... one decision, one choice, or one action at a time ... one paradigm at a time ... one product or one process at a time ... phase by phase in a products or a projects life cycle ... one project or one program at a time ... one enterprise at a time ... one industry at a time ... in a gradual shift to a sustainable future
198
THANK YOU!
199
Full Contact Information

Dr. Jorge A. Vanegas
Professor Construction Engineering and Management Program School of Civil and Environmental Engineering College of Engineering Georgia Institute of Technology
Mailing Address:
CEM/CEE/0355 790 Atlantic Dr., Mason Building Georgia Institute of Technology Atlanta, Georgia 30332-0355 U.S.A.
Tel.: (404) 894-9881 Fax: (404) 894-5418 Email: jorge.vanegas@ce.gatech.edu
200
Selected Resources
http://www.wbcsd.org http://www.usgbc.org/ http://www.sbicouncil.org/ http://www.wbdg.org/ http://www.cecer.army.mil/SustDesign/Index.cfm http://www.iies.es/FMOIWFEO/desarrollosostenible/ And many more.

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1

Built Environment Sustainability: A Road Map for Implementation

Dr. Jorge Vanegas

This presentation is best seen as a Slide Show

Can you imagine a world

I did not think so

Characteristics and Requirements of a Specific Facility or Civil Infrastructure System

...and with what...

As a result of current unsustainable paradigms and behaviors...

Characteristics and Requirements of a Specific Facility or Civil Infrastructure System

Source: Jack Snell, NIST

Heavy Engineering (17%) Industrial (16%)

Schools Office Buildings Warehouses Shopping Centers Other

Building Construction (33%)

It has many stakeholders

Internal Internal Direct Indirect External External Direct Indirect

It faces many general challenges

It faces many specific challenges

The result has been an unsustainable linear approach to development

Waste Generation and Accumulation

Production and Use of Energy

Extraction and Use of Primary Resources

Processing and Manufacture

Transportation and Commercialization

Renewable and Nonrenewable Natural Resources

Materials, Products, Systems, and Technologies for FCIS

We could strive to implement sustainability, which inevitably triggers the question:

What do you mean by sustainability?

The most cited definition:

Sustainability has brought together a diverse set of constituencies

And many, many, many more

Federal, State, and Local Governments Universities Individuals Health Professionals

Some people try to make you feel:

Desertification Aquifer Depletion

Solid Waste Soil Loss

And many, many, many more

Chemical Contamination Ozone Depletion

Others, will try to make you feel:

The A/E/C Industry takes (in the U.S.)

SO, YOU WANT TO DESTROY THIS!!!

The A/E/C industry leaves (in the U.S.)

SO, YOU WANT TO CREATE THIS!!!

Others, will try to make you feel:

Others, will try to make you feel:

And many, many, many more

Others, will try to make you feel:

And many, many, many more

Ground-source Heat Pumps

We need to establish that what we need/want to sustain are...

The Built Environment

Civil Residential Infrastructure Facilities Systems NonIndustrial Residential Facilities Facilities

The Natural Environment

The Resource Base

Civil Residential Infrastructure Facilities Systems NonResidential Facilities Industrial Facilities

The Natural Environment

The Resource Base

The Elements of BES

Residential Facilities NonResidential Facilities

Civil Infrastructure Systems Industrial Facilities

The Built Environment

The Industrial Base

The Natural Environment

The Resource Base