Document Detail

Title: RR22-11 - Navy Demonstration Project: Testbed for Selected CII Principles
Publication Date: 12/1/1995
Product Type: Research Report
Status: Archived Tool
Pages: 198
This publication has been archived, but is available for download for informational purposes only.

O'Connor, Pugh, Satori, Univ. of Texas at Austin
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Abstract

The Construction Industry Institute (CII) and the Naval Facilities Engineering Command (NAVFAC) initiated a research study in late 1988 for the purpose of demonstrating innovative managerial and technological principles developed by CII The primary objective of the study was to assess the validity and applicability of selected CII principles. A secondary objective was to track lessons learned in the implementation of change.

The U.S. Navy’s Shore Intermediate Maintenance Activity (SIMA) Project P-320 at Portsmouth, Virginia, was selected as the testbed for assessing the validity and applicability of selected CII principles. This project is a small-tomedium sized light industrial facility that houses shops for maintaining ship-board equipment. A SIMA project was selected because of the numerous SIMA projects previously constructed (and correspondingly, the existence of historical project performance data), and because of the special challenges it has historically presented to project managers.

The six CII principles selected for implementation and analysis included the following: Project Objectives, Scope Definition, Design Effectiveness, Team Building, Constructability, and Materials Management. The first sure were implemented during the design phase of the SIMA project. The latter three were targeted for implementation during the construction phase only.

Validation of the principles was keyed to the performance of the SIMA Portsmouth project. SIMA project performances were measured using both qualitative and quantitative data. Qualitative data came from interviews, questionnaires, and informal conversations with members of the project execution team. Quantitative data came from project cost data, project schedule data, and information on change orders.

The key conclusion of this study is that the performance of the SIMA Portsmouth project offers sufficient evidence to validate the selected CII principles within the contexts of similar projects. While the SIMA Portsmouth project was not without its problems, and while its change order performance was mediocre, its overall cost performance based upon comparison of the project authorized amount with the final incurred cost was excellent, ranking first in comparison with five other similar projects. In addition, the schedule performance (based upon the difference between actual duration and instal contract duration) was excellent, ranking second out of eight similar projects. The overall evaluation of team members placed the SIMA Portsmouth project in the top 10% of all projects.

All six implemented principles were rated as significant to very significant in their effect on project performance. The two most beneficial principles included Materials Management and Team Building. Project Objectives and Scope Definition were the two CII principles found most difficult to effectively implement Numerous implementation lessons-learned surfaced from this study, including the finding that a demonstration project can be a very effective way to attempt change within a large and established organization, such as the U.S. Navy. However, the real “value added” from this research is a broadened demonstration of the effectiveness of CII principles in the context of real and often difficult organizational constraints. Governmental agencies and their contractors can particularly benefit from the added insights into the implementation of innovative project management practices.