Facility Planning

•	Business Objectives
•	Functional
•	Operational Objectives
•	Financial Objectives
•	Logistical Objectives

Like any other business process, these objectives can only be met with well thought out procedures and methodologies. To haphazardly approach a problem from a reactive standpoint increases the risk of failure to meet objectives. To by-pass any of the steps normally associated with a task, also increases risk. On the other hand, every Program has its own set of individual circumstances, which may cause some variation in procedures. Each Program must be analyzed. Proven procedures and methodologies are then adapted to best meet the overall goals of the Program.

Designing a facility, of any size requires a multitude of skills and disciplines. The various disciplines must work together in order to achieve common goals. But before this synergy can take place, goals have to be well defined in unambiguous language, so that all skills can understand them, and take these goals into consideration during facility planning and implementation.

Furthermore, by defining a clear set of facility objectives, user expectations can be better met, along with stronger financial accountability for the project. It is not un-common after a facility is built for a major constituent to say, "But I thought it could do XYZ? How come it can’t?" or "Why did we spend so much money on X, when we could of had Y?" By setting a clear plan, this type of disappointment can be diminished. The benefits for incorporating this methodology include:

•	Predictable results due to consistency in solution planning, development and tracking
•	Control over costs resulting from defined processes
•	Management of risk by specific procedures for identifying, assessing, and monitoring risk and planning for contingencies
•	Reliable quality through a quality model that underlies all program activity

In general, facility planning incorporates the following steps:

1.	Recognition of need, usually occurs internal to the organization.
2.	Agreement to proceed with plan, management approval of project goals and possibly initial allocation of space and/or funds.
3.	Needs Analysis, an internal agreement among various members of the organization as to the means of achieving the facilities goals. This may include further development of any of the objectives itemized above. A "wish" list is made from the various constituent groups. Initial research is begun with regard to implementation. At this time serious discussion should occur with regards to the facilities life cycle.
4.	Programming Phase, is the latest point in the project where the various design and implementation disciplines should be brought into the discussion. The programming phase yields a methodical document which describes each system and sub-system related to the facility based on the goals and needs developed in the three previous phases. It serves as a common baseline from which all further design development and implementation progresses. The document also serves as a baseline for budget. The document is reviewed by the project team, organization management and other constituent parties. Changes may be made to be incorporated into the next phase
5.	Conceptual plan, is probably the first time that all the information garnered above is put down into a coordinated graphic plan. This plan takes into consideration all the objectives and goals outlined above. Additionally it takes into account the technical and financial considerations of the space. The Conceptual plan is reviewed by the project team. At this point, if the plan is successful, the project proceeds through to the following phases. If the plan is not successful, the plan reverts back to Needs Analysis and / or Programming until the major open issues are resolved. Specific proprietary items may be procured.
6.	Schematic Design, further defines the design. At this point all major items have been identified, and project direction is set. This phase usually produces the first set of detailed drawings and specifications. The design is reviewed by the project team. Changes are made within the scope defined previously. Changes beyond the defined scope, will require change control management from the project team. Details are coordinated and worked out for incorporation into the next phase. Procurement may take place for known systems.
7.	Design Development, takes the project into its final form. All major and minor components of the project will be identified and configured into the system. All disciplines are involved with quality assurance review of their work, and for coordinating their work with other members of the project team. The documents are reviewed for the final time to insure that all needs are addressed. Changes are of a technical nature, not a functional nature. Wholesale changes in function and/or form, can cause parts of the project to be delayed. At this point, procurement for installation and implementation usually occurs.
8.	Construction Documents, become the final output of all the above work. These documents are reviewed and sealed, as required, by all licensed trades. Final procurement is performed. All details have been decided to the best ability of the team. Changes usually only occur due to variance in field conditions. From these documents final construction shall be performed.

Since every facility is different, and every client has different priorities, the steps listed above can be modified to suite individual circumstances. However, they should not be by-passed. To do so, can only cause poor communication, delays, and increase cost.

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