Navy Demonstration Project: Testbed for Selected CII Principles

US Navy Organization Structure as a Model for Organizations – The US Navy is a “large and established organization” where change can be difficult to implement. The design and construction entities of the US Navy function similar to other engineering and construction projects. (RR22-11, p. 23)

SIMA (Shore Intermediate Maintenance Activity) Portsmouth was ultimately selected due to its larger estimated cost and the repeatable nature of this project type. Both NAVFAC and the task force believed that this type of project offered a high likelihood for future application of study findings. NAVFAC classifies a SIMA project as a high-priority and high-risk project; high priority because the SIMA must be on-stream to receive repairs scheduled to arrive shortly after the project Beneficial. Details on the project description can be found in the research. (RR22-11, p. 26)
 

One of the principles that must be heeded for successful implementation is that any program must be tailored to fit the particular needs of the organization. Success stems from taking the best from others and tailoring it to your needs. (RR22-11, p. 34)

Keys to success:

• Top Level Commitment
• Champions
• Empowerment
• Performance Benchmarking
• Training
• Formal Measurement and Evaluation Program
• Extensive Documentation
• Try not to implement too many changes at once

This research goes through the following subjects and shows the lessons learned from the project using CII principles: (RR22-11, p. 51)

 

Project was a success. While the SIMA Portsmouth project was not without its problems, and while its cost performance based upon facility and equipment installation contracts was worse than the two other SIMA projects with comparable data, the project is still considered to be very successful for a variety of reasons, including: (RR22-11 p. 122)

All six implemented principles were rated as significant to very significant in their effect on project performance. The two most beneficial principles, as assessed by the project team members include Materials Management and Team Building.

In addition the research provided specific recommendations to the Navy in these 4 areas with details provided in the research report.

 

RR22-11, Project Execution Plan Outline

Provides an outline to follow for project execution in the following areas: (RR22-11, Appendix C)

• Purpose
• Scope of Work
• Project Objectives
• Project Team
• Project Organization
• Basis for Design
• Contracting Strategy
• Project Schedule
• Project Budget
• Design
• Constructability
• Material Control
• Construction
• Start-up/Commissioning