Optimizing the Construction of Data Centers: A Planner and Schedulers Approach | Part 1

This article is a three part series. You are reading Part 1. I will link Part 2 (Building a Unified Data Center Project Team) and Part 3 (Achieving World-Class Data Center Project Delivery) when they are published.

In 2021, over 100 data centers were constructed in the United States alone. Our digital future relies heavily on the existence of this valuable infrastructure. For this reason, the data center construction industry is expected to grow nearly 6% every year through the end of this decade. To keep up with this demand, we need to optimize how these projects are approached.?

But, how can we deliver data centers faster and more predictably? What does it take to optimize the planning and scheduling process that will dramatically impact the organization or your client? Throughout my career, I’ve learned to navigate some these challenges with quite a few failures and some successes.

Too many people focus on specific trees rather than the management of the entire forest. Sure, you can hire the world’s best Primavera P6 expert, but who will implement Takt Time, Lean, or manage capital planning??

From picking a site to evaluating designs and engineering to in field construction, you need a Planning and Scheduling system working in harmony. The first step is to consider the strategies and methodologies you will use. These articles propose a strategy with 3 key steps. Scope alignment, building a team and maximizing returns.

Understanding the Unique Scope of Data Center Projects?

TL;DR: Successfully planning and scheduling data center projects requires the right scope delineation: product (engineering and design), preconstruction (forecasting and risk management), and construction (efficient execution). The purpose of this step is to establish the foundation of a Planning and Scheduling team by defining the "what". This enables creating goals, an organization, implementing processes and software.

Data centers pose complex challenges and an infinite number of variables that demand exceptional planning and scheduling. The Planning and Scheduling team must cover the entire delivery process. It creates the greatest leverage for positive change. There are numerous ways to slice and dice this pizza but my recommendation – product, preconstruction, and construction.?These represent the scope the team will cover. I go in-depth in Part 2 of this series on how teams are formed to cover this scope. For now, I advise having one subteam per scope.

Product

The product team covers the engineering and design of the data center. This can include the entire building, systems and components. Since data center technology is constantly advancing, you need a system to track the progress of each new idea within the space. This will create an efficient approach when it comes time to insert the new technology in your projects. For each new idea, you’ll need to review, provide feedback and judge how it might best meet the program's needs. Other key components of product are:?

• Provide schedule estimates of those new designs and technologies to aid in ROI/TCO decisions.
• Provide data-driven improvement suggestions to reduce cost, increase speed to delivery, and improve predictability, safety, or quality.
• Establish the data set required to provide data-driven improvement suggestions.

Preconstruction

People use the term preconstruction in many different ways. Let's focus on what's most crucial to align. A global forecast of all construction projects is the most important part of the scope. It creates a global view of the program which unlocks the most opportunity. After creating a global view, the team shifts focus to improving inputs for better outputs. By improving inputs the team can create a better estimate upfront. This will kickstart the early phases of the project seamlessly. The transition of the projects to the Construction team will also be improved. Other key components of preconstruction are:

• Manage all schedules that are not in construction (pre-foundation) including tracking early activities such as land purchase, permitting, design and engineering, utilities, site preparation, and early procurements.
• Align with the demand planning team to determine completion dates, product team to efficiently plan technology insertions, and supply chain team to optimize long lead times for critical equipment and materials.
• Manage a set of standard schedules to facilitate efficient estimates and develop the ability to localize schedules based on region performance.
• Capture early risks and work to mitigate while change remains cheaper.
• Involve and facilitate the construction team to own the relationships with the general contractors and design builders.
• Smoothly transfer projects to the construction team.

Construction

By parsing out preconstruction, the construction scope is concentrated solely on delivering the building. The team will inbound the project as early as possible and fully own the schedule by first foundations at the very latest. The team owns upfront activities with like contracts and requirements to ensure expectations are established early. As the project progresses, they can implement a variety of strong solutions both on the work front and inside the office. Other key components of construction are:

• Track, execute and improve delivery of all in flight projects.
• Build an efficient set of contracts, specifications, and procedures to quickly onboard and elevate all general contractors and subcontractors.
• Implement standard solutions for the work front and production control that include Last Planner and Takt solutions.
• Utilize automated visual based progress solutions to track in field work both on and off site (prefab/modular).
• Utilize automated labor timing and location tracking solutions. Establish robust controls to track supply chain, design and engineering, permitting, procurement, contracts, etc.
• Utilize machine learning for forecasting and risk analysis exercises.
• Ensure everything being tracked can be applied to future projects through the Product and Preconstruction team.
• Integrate with the commissioning team and downstream turn-up teams to provide an efficient handover.

Up Next

In the next post, we'll dive deeper into how to build this team.

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