---
name: vdc-implementation-plan
description: Write a Virtual Design and Construction (VDC) plan in the Stanford CIFE framework - client objectives, project objectives, production objectives with measurable metrics, controllable factors, and how ICE sessions, BIM (product-organization-process models) and project production management (PPM) will move them - with a weekly metrics dashboard. Use when the user starts VDC on a project, mentions CIFE, Stanford VDC, "plan VDC", "marco VDC", "objetivos del cliente y métricas de producción", controllable factors, or needs a BIM/VDC execution plan tied to business outcomes instead of a list of model uses.
---

# VDC implementation plan (CIFE framework)

VDC, as taught by Stanford's Center for Integrated Facility Engineering (CIFE), links what the client wants to what the team controls every week: client objectives -> project objectives -> production objectives (metrics) -> controllable factors, worked through three methods: Integrated Concurrent Engineering (ICE), BIM (models of the product, the organization and the process) and Project Production Management (PPM).

## Inputs
- The client's business case and the project charter; the contract model (IPD, design-build, traditional).
- The team and its software; the schedule milestones.
- Any existing BEP (`bep-builder`) or Last Planner practice (`make-ready-constraints`).

## Procedure
1. Client objectives (why the client builds): 3-5, in the client's words, each with a measurable target (e.g. "open for the 2028 school year", "operating energy below X kWh/m2/yr").
2. Project objectives (what the team must achieve for them): cost, time, quality, safety, sustainability, each with a number and a date.
3. Production objectives / metrics (measured weekly or per session, leading indicators), e.g.:
   - ICE: % of decisions closed in the session vs planned; open issues older than 2 weeks.
   - BIM: clashes by type opened vs closed per week; % of elements meeting the IDS (`ifc-ids-validation`); model-based quantities used for procurement.
   - PPM: PPC, constraint release on time, takt adherence, % prefabricated.
4. Controllable factors (what the team decides, which moves the metrics): session frequency and attendance, model LOIN by milestone, who models what, batch size of reviews, zones and takt. Each with an owner and a target value.
5. Map each metric to the project objective it serves; drop metrics that serve none.
6. Define the measurement routine: who collects each metric, from which system, when; the dashboard (a table or a spreadsheet the user can update) and the weekly 15-minute review.
7. Plan the first 6 weeks: pilot one ICE session format, two model uses, one production metric per method; review and adjust.

## Output
- The VDC plan: objective tree (client -> project -> production -> controllable factors), metrics table with targets, owners and data sources, ICE/BIM/PPM sections, 6-week pilot plan, dashboard template (CSV).

## Never
- Never set the client's objectives or targets for them; draft from their words and ask.
- Never add a metric that nobody will measure weekly.
- Never present VDC as software; it is a management method with models.