April 2010 
Project Management Seminar � Overcoming Complexity
Strategies For Avoiding Program Failure

To a growing extent, organizations that only yesterday appeared to be successful in managing programs and projects are currently experiencing delays and stoppages that are costing millions of dollars. In these cases, project managers are confounded by the dilemma of unexpected turbulence that arises in spite of the absence of any significant abnormalities in key performance indicators.

Project managers are now finding that the traditional program and project management approaches and the familiar responses to the unexpected are proving to be less and less useful in the pursuit of the desired outcome. All of this is happening despite the fact that most of the usual remedial actions for these program and projects used to work.

This failure to attain expected results in spite of great effort is to a great extent attributable to the emergence of a new, unique class of situations characterized by various levels of interactive complexity. In this seminar you will learn why these conventional formulations and solutions are inadequate to cope with the increased complexity of the modern world.

    In this seminar, you will learn to:
  • Distinguish 3 types of challenges: cognition, coordination, & collaboration.
  • Deal with various complexities in planning and implementation.
  • Apply the techniques of complex interactions on organizational functions, structure, processes, measurement and control.
  • Exercise the leadership talents necessary to effectively deal with complexity.
  • Understand the relationship of complexity to Organizational Learning, Knowledge Management, Program and Portfolio Management, Program Maturity Model, and Human Relations.
Seminar Schedule    Register Here
MEET 2010 Seminar � May 5 and 6, 2010
Mechanical Electrical Electronic Technology 2010
  • Design Build � Executing the Project (based on the ASHRAE Design Build Survival Guide)
    The growing popularity of design-build provides businesses with a unique opportunity to re-position their firms in a changing marketplace. With these opportunities come unique challenges. For many firms, design/build role is a new one which results in changes in their �custom and practice� and requires a shift in focus in order to execute projects smoothly. This segment will address some of the ideas, issues and concerns that arise in the design/build execution model that differ from traditional design or construction and differ for the owner as well. Scope, quality, cost and schedule control are key items which will be addressed in the program. The value of �selling� the service is only maintained if there is value in the delivery as well.

  • Design Build for Green Buildings � Integrated Delivery of an Integrated Idea
    Green design and construction is leading the charge of new design approaches in almost every section of the building industry. The successful execution of a green building project, or more specifically a LEED certified project, entails a more integrated approach throughout both the design and construction processes.
    A key component of green design is the merging of the architectural and engineering design effort to yield a more holistic design. The better the team coordination, the greater the opportunities to deliver a high-performance building. Another movement in the industry is in project delivery. Design/build and partnering have become much more commonplace project execution techniques even in public sector projects. Design/build seeks to gain time and cost efficiencies by merging the lines between design and construction. Given that both philosophies, green buildings and design/build, have the integration of services at their core, it is only natural that the two would also merge in the delivery of projects. This program will highlight some of the key ideas, elements and issues that are inherent in both approaches and where and how they interface on a project.
Seminar Information    Online Registration
In This Issue
Overcoming Complexity Seminar
MEET 2010 Seminar
ASHRAE Annual Meeting
Water Treatment
Addressing Green Building Risk
Insuring Continuity of Supply
Upcoming Events
Project Management Seminar Overcoming Complexity
April 21, 2010
Arlington, VA
Information   Registration
ABA Forum on the Construction Industry Annual Meeting
April 22 & 23, 2010
Hilton Austin
Austin, TX
Information   Registration
New Jersey State TransAction Conference & Expo
April 28, 29, 30, 2010
Tropicana Resort Hotel, Conference Center, Casino
Atlantic City, NJ
MEET 2010 Seminar
May 5 and 6, 2010
Moncton Coliseum
Moncton, NB
Information   Registration
Overcoming Complexity Seminar
May 20, 2010
The Union League
Philadelphia, PA
Information   Registration
ASHRAE Annual Meeting
June 26 to 30, 2010
Information   Registration
Contact Us
MDCSystems® Headquarters USA
37 North Valley Road, 3 Station Square, Suite 100, Paoli, PA 19301
Ph: 610.640.9600
Toll Free: 1.888.MDC.9977
Fax: 610.640.9609

MDCSystems® International
3 Amberdeen Avenue, London, England UK N3 3BJ
Ph: 44 (0) 20 8346 8455
Fax: 44 (0) 20 8371 8635
Robert C. McCue
E. Mitchell Swann
Alicia Novak
ASHRAE Annual Meeting � June 26 to 30, 2010
Albuquerque, NM
  • Sunday, June 27, 2010 � Integrated Project Delivery Systems
    Integrated Project Delivery (IPD) is buzzing through the industry often as the tag team partner of BIM. IPD is both old and new, but more importantly, IPD is neither a �technology platform� like BIM nor a project �objective� like green. It is an operational philosophy implemented as a project execution strategy. This seminar will touch on key areas of IPD including an overview of the philosophy and process, some case histories and projects executed and how to address some of the murky issues raised along the blurred contract lines often inherent in IPD.

  • Tuesday, June 29, 2010 - 20th Century Ethics Are Not Relevant In the 21st Century � A Debate
    This is the second in the series of Fellows Debates. Opposing teams will present the initial arguments on both sides of the moral and ethical dilemma. The Audience will then join in the debate. Changes in the codes and practice of Ethics occurred at the beginning and end of the Victorian era and again toward the end of the 20th century. Changes in the way buildings are procured and used together with new emphasis on inter-professional practice, financial drivers, transparency, sustainability and insurance drive a new approach to ethics � or do they?
More ASHRAE Annual Meeting Information & Online Registration can be found here
Water Treatment: Not Just a Third World Issue
Donald R. Keer, Consulting Engineer

On March 22, 2010 the United Nations celebrated World Water Day by choosing Clean Water for a Healthy World as its theme. With continuous pressure being put on populations to use water wisely, attorneys in the construction industry are seeing issues arise that were not present two decades ago. Water treatment is a unique industry with its own problems.

Clean water is necessary in almost every aspect of an industrialized country. Ironically, the greater the industrialization the harder and more expensive it is to treat water to ensure its purity. Water is not just necessary for public consumption. Industries, such as power, chemical, pharmaceutical and healthcare all require a consistent quality of water.

More on Clean Water Issues can be found here
Addressing Green Building Risk
E. Mitchell Swann,Consulting Engineer

In recent years there has been increased discussion on the risk aspects of green or �high performance� buildings and how the industry might address those risks. I gave my first presentation on the subject at a joint CIBSE/ASHRAE conference in September 2003 in Edinburgh, Scotland. While final case law and court decisions regarding green buildings are still limited at the time of this writing, prudent practice would recommend that designers, contractors and owners consider the potential risks, arrive at some appropriate factors or strategies to address those risks and act accordingly.

The Nature of Green Building Risks:
Green building project risk can be looked at in two broad columns � certification risk and performance risk. These in turn can be dissected into somewhat interlocking pieces as well.

Certification Risk:
Certification risk is probably the least traditional, most oblique and yet �simplest� risk element of green buildings. Its simplicity is in how that risk can be identified, not necessarily in how it is mitigated.

Most of the green building marketplace looks for �validation� of a green project via some sort of certification of the final building. The marketplace has, in general placed a higher value on certified green buildings � with higher values for higher certification levels. The US Green Building Council�s (USGBC) LEED® Certification protocol is currently the dominant system in the marketplace. Under the USGBC�s LEED process, certification is awarded not by the project team or local code officials but by a third party entity. This third party entity (formerly the USGBC but now the Green Building Certification Institute which has been created by the USGBC) is not under the domain of building code officials or a party to any contract binding the project team members. As a result, the final verdict on LEED certification rests with an entity that is not bound by contract to any part of the project team. In private work, one mitigation strategy is to make green building certification a �desire� or a goal but not a requirement of contract. In that way the failure to achieve certification or a certain level of certification would not be the cause of a contractual �breach�. However, green building certifications have become a requirement of statute in many state and local jurisdictions. In these situations it may be difficult if not impossible to exclude certification as a contractual obligation.

If certification is a requirement for the project a failure to achieve certification might prompt a client to press a claim against the design and construction team. Damages could range from loss of tax credits; zoning density options or expedited permit approvals to a diminution in value of the project in the marketplace. These potential damages may far exceed the fees charged to design the project. Consult your attorney before signing a contract which obligates you to deliver a certified project.

The complete Green Building Risks article here
Risk Management: Insuring Continuity of Supply
James W. Haile Jr., C.P.M., of JWH & Associates

Over the last several years, supply management professionals have been spending a majority of their time in creating, implementing and managing Business Continuity Planning (BCP) for critical products, materials and services. BCP is a strategic management process that focuses on insuring continuity of supply. The main objective is to identify and minimize or eliminate business interruptions in the event of a catastrophic event or major incidents occurring within the supply chain that can lead to adverse consequences for your business. Ten to twenty years ago, supply disruptions were caused by major snow storms, truck breakdowns, labor strikes, fire or explosions, electrical outages, machine breakdowns or even a truck driver making an unscheduled social visit.

In today�s global business environment, business supply disruptions have greatly expanded in scope.

More on Insuring Continuity of Supply
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MDCSystems®  Headquarters USA
37 North Valley Road, 3 Station Square, Suite 100, Paoli, PA 19301
Ph: 610.640.9600 | Fax: 610.640.9609 | Toll Free: 1.888.MDC.9977
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Ph: 44 (0) 20 8346 8455 | Fax: 44 (0) 20 8371 8635

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