“building value by exchanging knowledge” BIW Technologies Ltd 10 Lower Grosvenor Place, London...

“building value by exchanging knowledge”

BIW Technologies Ltd 10 Lower Grosvenor Place, London SW1W 0EN T: +44 (0)207 5928 550 F: +44 (0)207 6308 589 W: www.biwtech.com E: [email protected]

Sainsbury’s Castle Vale

Charles BotsfordBIW Technologies



Castle Vale J Sainsbury Development’s £30 million regeneration schemeStarted June 1999Opened 29 July 2000




Demolition of existing Castle Vale shopping centreand 19 storey block of flats




Creation of 50,000sq ft supermarket, petrol station, five retail units 85,000sq ft, dentist, post office, job shop, Thomas Cook and Comet





First live project for Sainsbury where BIW Information Channel used

Keen to work with Sainsbury because they were pioneers in partnering



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PHASE SEVEN

PRODUCT ION INFORM AT ION CONST RUCT ION

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PHASE ONE PHASE T WO PHASE T HREE

CONCEPT IONOF NEED

OUT LINEFEASIBILIT Y

SUBST ANT IVE FEASIBILIT Y ST UDY& O UT LINE FINANCIAL AUT HORIT Y

PHASE ZERODEM ONST RAT

INGT HE NEED

OUT LINECONCEPT UAL

DESIGN

COORDINAT ED DESIGN,PROCUREMENT & FULLFINANCIAL AUT HO RIT Y

PHASE SIXFULL

CONCEPT UALDESIGN

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PHASE FIVEPHASE FO UR

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Clientassesses

projectteam :

store data

Progressivefix ity:

designelem ents

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Chairm an'sboard

approval:client

Outlinefeasibilitystudies by

client

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projectfeasibility

Appointarchitect:through

partnering

Architectbriefed of

project

Adv icefrom otherconsultants

Architectconductsdetailed

feasibilitystudies

Appointdesignteam :

partnering

Co-ordinatedrawings

Appointprojectteam

Orderm ajor

lead-tim em aterialsfor 50,000sq.ft. store

Determ ineand assignpackagesof 50,000

sq.ft. store

Determ ineconstructionprogram m e/project plan

Determ ineand assignpackagesof 40,000sq.ft. store

Clientdefines

businesscase

and brief

Clientdefines

need

Design boardapproval:

client

Planningapproval for40,000 sq,ft

store

Apply for50,000 sq.ft

planningapproval

Determ ineconstructionprogram m e/project plan

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designelem ents

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Phasereviewreport

Pre-project phases Pre-construction phases Construction phasesPost-construction

phase

Phasereviewreport

Phasereviewreport

Phasereviewreport

Phasereviewreport

Phasereviewreport

Phasereviewreport

Phasereviewreport

PhasereviewreportPROCESS

M ANAGEM ENT/CHANGE

M ANAGEM ENT

BIW Information Channel


•Came out of Government funded research project

•Essentially the legacy archive from Process Protocol




• Web-based project collaboration system• Allows all members of a geographically

diverse and corporately fragmented project team to exchange documents via the Internet in a controlled and secure way• Internet provides the infrastructure to handle

project documentation, which effectively controls project co-ordination

• Permits smallest supplier with low cost, accessible system

• Viewer application outweighs compatibility issues between user applications



• Manages project information• Submit document onto drawing register• Notification via project headlines page

• Documents no longer sent via the post• Documents only printed when required• Allows monitoring of all data exchanges

• Ensures effective and transparent information flow

• Supersedes hardware and software upgrades• Lessons learnt can inform future projects

• Will substantially reduce production cost and time whilst increasing quality, if only every project team member co-operates (Kelly et al, 1997)




RFI’s

Letters/Minutes

Specifications

DrawingsVRM’sPhoto

sSchedules/Programmes

ContractsReports

E-mail, CAD,Word, Excel, PPT Post

Telephone/Fax

Meetings




Client

Engineer

Q.SArchitect

Main Contractor

SubContractor




Client

Engineer

Q.S

Architect

SubContractor

MainContractor

InformationChannel




Angela Lee’s Research• Metrics

• Reduce project postal cost (time, cost, quality)• Reduce project printing cost (cost, quality)• Reduce number of drawing revisions (quality)• Cost/ effect of using the system (time, cost, quality)• Effective operation of system (time)

• Methodology • Series of workshops and interviews• Attitudinal survey questionnaire• Data generated by BIW Information Channel



To reduce postal cost (time)• Measured time saved by ‘posting’ a document via

the system• Significantly reduced postal time, and enables

project members to see if colleagues have viewed the drawing (when, and if at all).

No. of access's Time accessed Time taken to access 1 21/03 14:11 20 days 2hrs 7 min

1 01/03 11:05 1 min 1 02/03 07:15 20 hrs 11 min

1 01/03 11:59 55 min 1 01/03 11:06 2 min 2* 01/03 16:52 5 hrs 48 min 2* 02/03 08:39 21 hrs 35 min * response time invalid as time shown denotes the last time the drawing was accessed and not the first

Angela Lee’s Research



To reduce postal cost (cost)• Measured total postage and packaging costs• Saved project a minimum of £6,282

Total no. of documents (a) No. of copies tobe sent (b)

Cost factor(c)

Total cost (ax b x c)

Drawings 1520 (715 registered,805 revisions)

38 £0.10 £5,776

Other (minutes and schedules)37

38 £0.36 £506.16

Total £6,282.16

This assumes that each company would have been sent 1 copy of each document, as not every company requires a copy and some will require more

than 1; drawing are usually sent in sets so the cost of sending 1 drawing is 10p, whereas other project documents are not (36p); results do account for all the copies that have been ‘lost’ and have to be resent or additional courier costs.




To reduce postal cost (quality)• Measured impact of receiving documents on time/ as

soon as they were completed• Project team in favor in terms of posting project

documentsBenefits Strongly

disagreeDisagree Uncertain Agree Strongly

agreeReducedtransactiontime

2.82% 11.27% 11.27% 47.89% 26.76%

Quickerresponse toprojectchanges

1.41% 12.68% 23.94% 46.48% 15.49%

Improveddeliveryscheduling

2.82% 16.90% 38.03% 35.21% 7.04%




Conclusions from Angela Lee’s research• 87% of the respondents agreed that the PIC provided

significant benefits over the traditional flow of construction information. However, the benefits are somewhat restricted as the system was not introduced at the outset

• System outweighed nearly all postal costs• System’s success depends on project participation

• Becomes key actor in communication network• Loses effectiveness when someone refuses to participate• Culture change

• In order to obtain the maximum benefits, the following have to be ascertained:• Maintain a partnering and preferred suppliers relationship• Align each company’s business process to the system• More training for the suppliers and subcontractors, particularly

of the benefits of the system to the whole project team




PIC User Companies

0

200

400

600

800

1000

1200

1400

1600

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2000

May

-99

Jul-9

9

Sep

-99

Nov

-99

Jan-

00

Mar

-00

May

-00

Jul-0

0

Sep

-00

Nov

-00

Jan-

01

Mar

-01

May

-01

Jul-0

1

Sep

-01

Nov

-01

Jan-

02

Date

Num

ber o

f Com

pani

es

PIC Users

0

1000

2000

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4000

5000

6000

7000

8000

May

-99

Jul-9

9

Sep

-99

Nov

-99

Jan-

00

Mar

-00

May

-00

Jul-0

0

Sep

-00

Nov

-00

Jan-

01

Mar

-01

May

-01

Jul-0

1

Number of Users

Dat

eNumber of companies using BIW Information Channel

Growth in use



• Client has direct access to project information

• Integration of entire supply chain

• Create information once only

• Allows best solution to be adopted

• Information on demand (pull)

• Correct information at right time

Benefits



Benefits

• Savings in time and costs

• Facilitates teamworking

• Transparent audit trail

• Reduces risk of litigation

• Use information for operations &

maintenance

• No additional Hardware or Software costs




End Slide

“building value by exchanging knowledge” BIW Technologies Ltd 10 Lower Grosvenor Place, London...

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