Lean construction & BIM

IPD, Lean Construction & iBIM

Stephen AUStephen AU

Oct. 10, 2013

Lecture Class BRE398: Building Information Modeling

BRE398: Building Information Modeling

TopicsTopics

Challenges on Building Construction ProjectIPD & LEAN ConstructionAsset Life Cycle Management & BIM for IPD & Lean

Deliverable and workflow managementDeliverable and workflow managementIntegrated Project Management

Summary


Lecture Objectives and ResultsLecture Objectives and Results

ObjectivesThe challenges of Building Construction ProjectTo understand what is IPD & LEAN ConstructionTo understand Asset Lifecycle Management (iBIM)y g ( )How to apply ALM & BIM to enable LEAN Construction

QuestionQuestionHow iBIM can be applied to enable IPD & LEAN C t ti ?Construction?


TopicsTopics



Summary


Peculiarities of construction on product, j / d i d i d l lproject/production and industry level

Sit d ti (i Site production (i.e. Organizing the production around the product dependent on outdoor conditions)Temporary production Temporary production organization (e.g. Fragmented supply chain) chain), One-of-a kind product (e.g. Design-to-order ( g gproject-based production).R f R b V ijh f1 d L i K k l 2005 R i iti th th li iti f d ti i t ti


Ref: Ruben Vrijhoef1 and Lauri Koskela , 2005, Revisiting the three peculiarities of production in construction

Construction VariabilityConstruction Variability

A C (A C)Architecture, Engineering, and Construction (AEC) processes are inherently variable and uncertain. V i bilit d i j t f d Variability undermines project performance and disrupts workflow leading to detrimental project consequences on cost duration quality flow consequences on cost, duration, quality, flow, sequencing, etc. (Hamzeh et al., 2007; Hopp & Spearman 2008) Organizations under norms of Spearman, 2008). Organizations, under norms of rationality, strive to maintain consistency in production flow and shield production from p puncertainty in business processes and in their environment (Thompson, 1967).


Building Construction Contract ModelBuilding Construction Contract Model

Design-Build-Finance-Maintain-Operation (DBFMO)


Draw Back of Convention Construction Model (Ballard 2010)

Th f ll h ll The fallacious assumption that all activities in a construction project add value to the product, No distinguishing between process and flow activitiesNo distinguishing between process and flow activities,Estimation of costs based on work breakdown structures No appropriate consideration of resource flows No appropriate consideration of resource flows, All activities are assumed to function independent of each other and a reduction in the cost of a particular activity is other and a reduction in the cost of a particular activity is assumed to reduce cost of entire project, No taking into account the effects of poor quality of product g p q y por considering market uncertainties and fluctuations, Linear work flow structure.


Wastages in Construction IndustryWastages in Construction Industry

(B ll d 2010) Pi lli (2010) b li d th t b th t i tit d d (Ballard, 2010). Piselli (2010) believed that both management ineptitude and poor management of information / data flows were the main reason for waste in the construction industry.A measure of the extent of the cost of waste can be gauged from the fact that only g g y40% of all funds allocated to a construction project is spent on value adding activities with the remaining 60% being spend on non–value added activities including rework, correction of defects, inventory stockpiling and even legal suits with dissatisfied customers (Hilton, 2010).with dissatisfied customers (Hilton, 2010).

C i Effi i f I d i ( f D S i h NIBS 2009)


Comparative Efficiency of Industries (after D. Smith, NIBS, 2009)

7 Wastes7 Wastes


Causes of Waste in the Construction Industry

Ref: Piselli, 2010


Value and WastagesValue and Wastages

Value lost due to

Value lost due to ConstructionExtra cost

due to T t l C t Value lost due to Design

Extra cost

due to construction

Extra cost

Total Cost

due to design

B

Extra cost due to design inefficiency Total Value

Total Cost

Best practices cost

Best practices cost

Design Cost Construction Cost Value of Constructed Facility

cost


General Issues in Building /Construction (1/2)

Part of customer requirements are lost or not taken into account in the early phase of designThere is no optimization of several solutionsThere is lack of compliance with quality standardsThere is lack of compliance with quality standardsDesigns are incomplete and need additional

ifi ti h t i i l specifications or, what is more common involve “improvisations” at the siteMany times the design are not clear or explicit


General Issues in Building /Construction (1/2)

D i h f t ti ll d t th l k f Design changes are frequent, partially due to the lack of mechanisms that allow designers to understand, in the early phases of the project, the real expectations of the customer. The duration of the design drafting stage is prolonged often making unattainable some constructive solutions due to the lack of interaction between the agents involved in the lack of interaction between the agents involved in the processLack of coordination among the subjects involved, which

fneed to incompatibility and conflict between distinct designsWhen considered in terms of cost, the constructive problems resulting from design failures make up the largest categoryresulting from design failures make up the largest categoryAnd finally, the cost of the design is only reduced at the expense of quality


Problems for Tradition ConstructionProblems for Tradition Construction

Constrains of sequent phases are not taken into account in the design phaseUnnecessary constraints for subsequent phases are in the design phaseg pLittle feedback for specialistL k f l d hi d ibilit f th t t l Lack of leadership and responsibility for the total project

Ref: Dupagene.A (ed). 1991. Computer Integrated Building. Strategic Final Report


Practical examples of resolving li i i f d i i ipeculiarities of production in construction

Ref: Ruben Vrijhoef1 and Lauri Koskela , 2005, Revisiting the three peculiarities of production peculiarities of production in construction

TopicsTopics



Summary


What Is IPDWhat Is IPD

Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction. (http://ipd-ca.net/overview/)( p // p / /)


Overall TransformationOverall Transformation

Fragmented, assembled on “just-as-needed” or “minimum-necessary” basis,

An integrated team entity composed key j k h ld bl d l i h

Traditional Project Delivery Integrated Project Delivery

Teamsneeded or minimum necessary basis, strongly hierarchical, controlled

Linear, distinct, segregated; knowledge h d “j d d”

project stakeholders, assembled early in the process, open, collaborative

Concurrent and multi-level; early contributions of knowledge and expertise information

Processgathered “just-as-needed”; information hoarded; silos of knowledge and expertiseIndividually managed, transferred to

of knowledge and expertise; information openly shared; stakeholder trust and respect

Collectively managed, appropriately sharedRiskthe greatest extent possibleIndividually pursued; minimum effort for maximum return; (usually) first-cost based

Team success tied to project success; value-based

Digitally based, virtual; Building Information M d li (3 4 d 5 di i l)

Reward

T h lPaper-based, 2 dimensional; analogEncourage unilateral effort; allocate and transfer risk; no sharing

Modeling (3, 4 and 5 dimensional)

Encourage, foster, promote and support multi-lateral open sharing and collaboration; risk sharing

Technology

Agreements


sharingRef: AIA – IPD User Guide

Process TransformationProcess TransformationTraditional Design ProcessTraditional Design Process

Integrated Design ProcessIntegrated Design Process

BRE398: Building Information Management

What is Lean?What is Lean?

G d S (20 ) l f hGrover and Somaya (2011), lean refers to those processes which result in maximum value through minimum consumption of resources consumption of resources. Piselli (2009), believes that the concept of lean refers to that philosophy that considers consumption of resources that philosophy that considers consumption of resources only to produce value to the end consumer. Any other utilization of resources is considered to be a waste and has to be eliminated from the system. Bhatla (2010), further explained this by saying that lean processes reduce time in fulfilment of customer orders by eliminating all sources of waste in the system.


Lean ConstructionLean Construction

S h b (2009) h d fi d l t ti l Schonberger (2009), who defined lean construction goals as reduction of waste in human efforts, inventory and time to market and to become more response to customer needs and producing products of very high quality in the most efficient and economical manner possible.Lean Construction is a production management-based Lean Construction is a production management-based approach to project delivery -- a new way to design and build capital facilities…Applied to construction, Lean changes the way work is done throughout the delivery process way work is done throughout the delivery process. Lean Construction extends from the objectives of a lean production system – maximize value and minimize waste - to p yspecific techniques and applies them in a new project delivery process.


Main Focus of Lean ConstructionMain Focus of Lean Construction

Th f ili d i d li d i d h The facility and its delivery process are designed together to better reveal and support customer purposes. Positive iteration within the process is supported and negative iteration reduced.within the process is supported and negative iteration reduced.Work is structured throughout the process to maximize value and to reduce waste at the project delivery level.Efforts to manage and improve performance are aimed at improving total project performance because it is more

h d h h d fimportant than reducing the cost or increasing the speed of any activity.“Control” is redefined from “monitoring results” to “making Control is redefined from monitoring results to making things happen.” The performance of the planning and control systems are measured and improved.


y p

Comparison of Traditional and Lean Projects


Traditional versus Lean Delivered Project


Principles of Lean (1/2)Principles of Lean (1/2)

Customer Value – customer needs at specific time and specific price. It is about “Measurement, Design & Management”The Value Stream – the most effective process is pachieved by minimum number of value added steps without no-value added stepwithout no value added stepFlow – effective and efficiency flow of materials and informationand information


Principles of Lean (2/2)Principles of Lean (2/2)

Pull – a system of cascading production and delivery instructions from downstream to upstream activities in which nothing is produce by the upstream supplier until the downstream customer signals a need

Synchronization (Timing)y ( g)Alignment (Position)TransparencyTransparency

Perfection – continuous improvement


Production ProcessProduction Process

Key Components of LeanKey Components of Lean

A f d d h ’ d f A focus on understanding the customer’s purpose, defining associated requirements to meet those purposes and a project design to deliver and fulfill those purposes;project design to deliver and fulfill those purposes;Holistic view of project delivery;Communication and authority structures;Communication and authority structures;Project delivery structure;Collaborative environments;Collaborative environments;“Last planner” empowerment; andLean tools that are applied to a job site or processes that Lean tools that are applied to a job site or processes that support the delivery of the project and the elimination of waste.


The Recommended Practice Fundamental Techniques


Value Stream MappingValue Stream Mapping

Value Stream Mapping is a more in depth technique designed to set out each of the steps Value Stream Mapping is a more in-depth technique designed to set out each of the steps from the beginning to the end of a specific process (including how much inventory, rework and waiting there is within a process) and includes:

teaching the crew(s) working in the area/on the task about the 7 wastes k h d /S d G & S h k d d ( 3 d )asking the Team Leader/Superintendent to Go & See the work site and spend some time (~1-3 days)

mapping out each step of the process, engaging with the crew using post-it notes to display these steps up on a wall, including data for each step:

number of people doing the work how long it takes any rework seen any inventory seen between steps any waiting between steps

inviting the crew in, refreshing them on the 7 wastes, asking them to review and agree with the process, then identifying waste in the process with a different coloured post-it note brainstorming countermeasures for each of the wastes (once again some further investigation may be necessary) and adding these to the wall ranking the countermeasures by ease of implementation and benefit to the process implementing the easy, high benefit countermeasures first and then working through the others.


Last Planner SystemLast Planner SystemThe Last Planner System® (LPS) is a production control method designed to production control method designed to integrate “should-can-will-did” planning and activity delivery of a project. Its aim is to deliver predictable p j pwork flow and rapid learning.

Last Planner SystemLast Planner System

LPS Planning PracticesLPS Planning Practices

(1) Pl i t d t il t l t f i th (1) Plan in greater detail as you get closer to performing the work

(2) Develop the work plan with those who are going to (2) Develop the work plan with those who are going to perform the work,

(3) Identify and remove work constraints ahead of time as a t t k k d d i li bilit f k team to make work ready and increase reliability of work plans

(4) Make reliable promises and drive work execution based on ( ) pcoordination and active negotiation with trade partners and project participants, and

(5) L f l i f il b fi di th t (5) Learn from planning failures by finding the root causes and taking preventive actions

(Ballard 2000, Ballard et al. 2007, Ballard et al. 2009).


LPS – Should/Can/Will/Did PlanLPS Should/Can/Will/Did Plan

Planning StagePlanning Stage

Planning StagePlanning Stage

1 Th h d l h f f d l d b k b d 1- The master schedule is the output of front-end planning describing work to be carried out over the entire duration of a project. It identifies major milestone dates and incorporates critical path method (CPM) logic to determine overall project duration (Tommelein & Ballard, 1997).

2 Ph h d li t d t il d h d l i h j t h h 2- Phase scheduling generates a detailed schedule covering each project phase such as foundations, structural frame, and finishing. In a collaborative planning setup, the phase or pull schedule employs reverse phase scheduling and identifies handoffs between the various specialty organizations to find the best way to meet milestones stated in the master schedule (Ballard & Howell, 2004).

3- Lookahead planning signifies the first step of production planning with a time frame usually spanning between two to six weeks. At this stage, activities are broken down into the level of processes/operations, constraints are identified, responsibilities are assigned, and assignments are made ready (Ballard, 1997; Hamzeh et al., 2008).

4- Commitment planning represents the most detailed plan in the system showing interdependence fbetween the work of various specialist organizations. It directly drives the production process.

At the end of each plan period, assignments are reviewed to measure the reliability of planning and the production system. Analyzing reasons for plan failures and acting on these reasons is used as the basis of learning and continuous improvement (Ballard, 2000).


reasons is used as the basis of learning and continuous improvement (Ballard, 2000).

Lean Project Delivery System (Ballard, 2000 and 2006)


Project Phases and Target CostingProject Phases and Target Costing

Allowable Cost≥ Expected Cost ≥ Target Cost

•To embrace this early involvement requires a mindset shift to

money as an “investment” in the whole, rather than a rather than a “control” of the piece

Di f “L P j D li S U d ” B ll d Diagram from “Lean Project Delivery System: an Update”, Ballard 2008. Diagram originally produced for Sutter Health by the Project Production Systems Laboratory, University of California, Berkeley.

Process Map Depicting the Planning Processes

Modified from The Last Planner Handbook at CHH Cathedral Hill Hospital, 2009

LPS Schedule Development ModelLPS Schedule Development Model


Six Week Look Ahead ScheduleSix Week Look Ahead Schedule

Information Flow Model for Planning Processes


Constraint LogConstraint Log


Weekly Working PlanWeekly Working Plan


Plot Of Plan Percent CompletePlot Of Plan Percent Complete

P l l (PPC) Percent plan complete (PPC) is a metric used to track the performance of reliable promising at the weekly work plan level b i th t f t k by measuring the percentage of tasks completed relative to those planned.

It thus helps assess the reliability of work plans and y pinitiates preparations to perform work as planned.


WPP CalculationWPP Calculation


Information Centre MeetingsInformation Centre Meetings

Information Centre Meetings are 10 – 15 minute stand up meetings around a whiteboard to review key performance metrics (KPIs) for the team on a daily basis Information Centre metrics (KPIs) for the team on a daily basis. Information Centre Meetings form the nerve centres of the project, ensuring each person on site is aware of their role, delivering the site KPIs p , gand enabling problem solving around concerns as they arise


Benefits of LeanBenefits of Lean

Projects using lean construction have demonstratedBetter budget performanceFewer change ordersHigher on-time performanceg pFewer accidentsFewer lawsuitsFewer lawsuitsBetter value delivery to the customer


TopicsTopics



Summary


MacLeamy CurveMacLeamy Curve

The MacLeamy Curve is a graph of the cost of decisions mapped along the timeline of aThe MacLeamy Curve is a graph of the cost of decisions mapped along the timeline of atypical construction project. It clearly shows that decisions made early in a project (duringdesign) can be made at lower cost and with greater effectiveness. A reasonable inference todraw from this graph is in fact the idea that projects will benefit by having more diverseexpertise (i.e., more interested parties) in the room during design, so that value engineeringdecisions, especially ones that affect the life cycle costs of the project, can be moved forward intime, when decisions are relatively inexpensive.

ALM for Building Industry Definition52

ALM for Building Industry DefinitionA business approach driving Product, Process and Resources management and

collaboration over the life cycle of a AEC project that enables an enterprise to effectively and efficiently innovate and manage its building and related services throughout the entire building lifecycle, from design, construction to facility management.g

Build the Asset 资产建造

20 – 30 – 60 yearsEngineering / De elopment

0.5 – 2 yearsO ti / M tEngineering / De elopment

0.5 – 2 yearsO ti / M tEngineering / Development

工程建造 / 发展Operations / Management 运作 / 管理

Engineering / Development工程建造 / 发展

Operations / Management 运作 / 管理

Initial

DesignDetailed

EngineeringConstruction &

Start-up

Operations

& Maint.Mgt

Requiremt

Specif.RetirementUpgrade

project

Operations

& Maint.Mgt

Operations

& Maint.Mgt

Revamping

project

Initial

DesignDetailed


Start-up

Operations

& Maint.Mgt

Requiremt


project

Operations

& Maint.Mgt

Operations

& Maint.Mgt

Revamping

project

Initial

DesignDetailed


Start-up

Operations

& Maint.Mgt

Requiremt


project

Operations

& Maint.Mgt

Operations

& Maint.Mgt

Revamping

project

M th A t 资产管理

Life cycle of the asset 资产的生命周期Life cycle of the asset 资产的生命周期

Manage the Asset 资产管理

Asset Data managed by ALMLOCATION STRUCTURE (Grey Components)

ASSETS (FUNCTION) STRUCTURE(Colored Components)

Asset Data managed by ALM

PlantAreaBuilding

SystemSystem

LocationEquipment

Component

Asset Lifecycle Managed InformationAsset Lifecycle Managed Information

LocationsLocations Physical ItemsPhysical ItemsAssetsAssetsDocumentsDocuments LocationsLocations Physical ItemsPhysical ItemsAssetsAssetsDocumentsDocuments

jjProjectsProjects

All Domains working on the “Single Version of the Truth”

Architect Governance

Regulatory &

IP Lifecycle ManagementStructural

i i Architect Design

Facility

Program Management

Regulatory & Compliance Engineering

E& M Engineeringy

ManagementAnalysis

Sales / Marketing Construction

Customers

Technical PublicationsManagement

Global Sourcing

Unified Live Collaboration SourcingSuppliers

Customers

Partners

Quality

BRE398: Building Information Management 55

ALM SystemyGovernance

IP Lifecycle ManagementArchitect Regulatory &

Structural i iProgram

Management

Architect Design

Facility

Regulatory & Compliance Engineering

E& M Engineering

Analysis

yManagement

Sales / Marketing Construction

Customers

Technical PublicationsManagement

SourcingSuppliers

Customers

Partners

Quality

Global SourcingUnified Live

Collaboration

BRE398: Building Information Management 56

Interactions between Lean and BIM (Borrmann and Rank, 2008)


Software Tools to Support LPDSoftware Tools to Support LPD

Ref: A systemic view of lean management in construction (© Vishal Porwal & Jose Fernández-Solís 2009)

Values of ALM & BIM for IPDValues of ALM & BIM for IPD

I d d i lit th h d l b d l i d i l tiIncreased design quality through model-based analysis and simulationsBetter cost prediction through repeated, accurate bill-of-materials costingLowered risk through reduced errors and field changes resulting from 3D interference checkingGreater potential for prefabrication due to predictable field conditions and Improved field efficiency by visualizing the planned construction

h d lschedule.At the end of the construction phase, the BIM model may be transferred to the facility operator to improve the long-term facility performance with:

Asset managementSpace planning / Real estate utilization, andMaintenance scheduling.


Relative Importance of BenefitsRelative Importance of Benefits

Architect's Perceived Benefits of BIM(from McGraw Hill Market (from McGraw Hill Market Report, 2009)


A "Swim Lane" diagram of the IPD /BIM Process

Robert Anderson, An Introduction to the IPD Workflow for Vectorworks BIM Users, Nemetschek Vectorworks

Current Situation – Islands of Information62

Current Situation Islands of Information

“Plant Configuration Plant Configuration handled in one system Plan documentation Plan documentation handled in another systemMaintenance tasks Maintenance tasks handled in a third systemProjects handled Projects handled in a fourth system…..… and so on”“Information is not fully shared between the systems. This leads to slow, inefficient processes inefficient processes with high risk with high risk for human errors due to manual transfer of information”

Performance A l i

Configuration Management (Excel...)

P&IDs

RequirementsSpecifications(Office, PDF)

& Analysis (Cognos, Actuate)

Planning system(MS Project, Primavera)

(Plant design)

The Asset Lifecycle Managemet63

The Asset Lifecycle Managemet“Plant Configuration Plant Configuration handled in one system Plan documentation Plan documentation handled in another systemMaintenance tasks Maintenance tasks handled in a third systemProjects handled Projects handled in a fourth system…..… and so on”“Information is not fully shared between the systems. This leads to slow, inefficient processes inefficient processes with high risk with high risk for human errors due to manual transfer of information”

Automated numbering for locations and documents Automated numbering for locations and documents - No duplicates

Higher security Higher security - Different security groups for different diciplines, Revision control

Plant Configuration Management (Excel...)

P&IDs Performance A l i

RequirementsSpecifications(Office, PDF)

Easier and faster finding document Easier and faster finding document - What documents affects a specific location

All data in the same place All data in the same place - Easier to generate reports, Ex. line lists, valve lists

Easier see how equipment are connected to other equipment Easier see how equipment are connected to other equipment - Ex. pipelines (isometric

(Plant design) & Analysis (Cognos, Actuate)

Planning system(MS Project, Primavera)

Easier see how equipment are connected to other equipment Easier see how equipment are connected to other equipment Ex. pipelines (isometric drawing) and pipesupports, pump and pump engine

Separate project structure Separate project structure - Only the locations affected ”

Asset Life Cycle Management – Key Strengths

Single Version Of the TruthEnterprise Collaboration

3D Web NavigationOpenness and Scalability

3D Web Navigation

Visibility and Decision Making

WW Extended Enterpriseg

Integrated Product DevelopmentIntegrated Product Development


Asset LifecycleAsset Lifecycle

Asset approved by Engineering now in Quality

Assurance, Regulators…Asset Decommissioned

And not in use any more

Asset is now under construction

Design andEngineering

Asset Released, Ready for

Asset Installed & Engineering Ready for

ConstructionCommissioned

Asset is now in Maintenance


Maintenance

Drawing / Document ManagementDrawing / Document Management

1 Plan Drawing Schdule

2 Deliverable driven

3 Schedule Tracking

10% 30% 50% 80%

Create Assign Review IFA IFC

Asset DocumentsMechanical Design

2D Drawings

SpecificationSpecification Sheets

Finite ElementAnalysis

Quality Documents&Test Reports

P&ID (Piping & Instrumentation Diagrams)

Maintenance Procedures&Functional Diagrams

OnsitePictures&Lay outs

ALM aviALM avi

BRE398: Building Information ModelingA01_ALM.avi

Integration of BIM with LPSIntegration of BIM with LPS

(Adapted from Abdelhamid, 2006)


( p , )

On Line CollaborationOn Line Collaboration

k d l

Co-ordination, Co-operation & Co-decision

Teamwork, communication, and management play a larger role in defining building quality than most of us realizerealizePrinciples of Communication in ALM

S dSpeedAccessibility – anytime, anywhere & anyoneCommunality the shared understanding of the content Communality – the shared understanding of the content, structure, and mechanics of the project information and databaseAdaptability – allow for evolution, accommodating changes and additions to its contentRef George Elvin Integrated Practice in Architecture p 117 118 John Wiley & Sons 2007


Ref: George Elvin, Integrated Practice in Architecture, p.117 - 118, John Wiley & Sons, 2007

3D PPR Navigation3D PPR Navigation

V6 IPP SBRE398: Building Information Management

V6_IPP_Swym.wmv

On Line 3D CollaborationOn Line 3D Collaboration

S t “I t t C ll b ti ” Y ll b t ith ithi th Supports “Instant Collaboration”. You can collaborate with anyone within the extended enterprise to share data and ideas.

Yes, I can see it (view the 3D data) and I am issuing a change request.

I found a problem, please look at it … please look at it … (share the 3D data)

I got the change request and I am acting accordingly.


bim_3dlive_coreview_final.avi

ALM vs non-ALM integrated ? ALM vs non ALM integrated ? When not integrated….Unsecured IP

R Resources management

Program/Project DesignerBQManagers Where are the

Project Specifications ? On which part

of project are

SiteManagers

Qmanager What is the

completeness of task deliverables ?

How is my technical

requirement fulfilled?

Program metrics and dashboards

of project are teams working?

How Can I

fulfilled?

Wrong or

Discrete (Events) C ti

Executives

How Can I validate the

Project Gate ?

Wrong or out-of-date

information !


Discrete (Events) Continuous (Physics)

Project Management ArchitectureLink contract data

requirement to schedule

Link schedule/contract to product deliverables

Link to appropriate allocated resource

Project Management ArchitectureReal time monitoring of program activities with cross-functional process integration

Requirement item, project, sub-project, tasks, deliverable status ,roles, skills… schedule product deliverables

Program Planning & Resources

t Contracts /

i t Program

d li bl

Program Backbone

Planning & Controls management requirements deliverables

Risks and opportunities managementProgram metrics 3D Dashboards


Enterprise Project ManagementManage Complex Projects Across the Extended EnterpriseManage Complex Projects Across the Extended Enterprise With Real-time Access to Development IP

Project Management• Manage Projects to deliver the product including

Issues, Risks and other project metrics• Task owners complete their deliverables (other

B i Obj t )Business Objects)• Status dashboards available for management

decisions

Project Project

Project Standards and

DefinitionProject Creation

and Setup

Scheduling and

Management

Project Reports and

Dashboards

Product Portfolio Planning

jjManagerManager

Integrated Project Managementg j gIntegrated Project Management

Manage all aspects of project or program execution: deliverables, schedules, resources, work / /requests/orders/permits, risks, issues in one integrated system .

Risk W k P k (WBS)

Bringing it all togetherRisk

Management

Bidding Management

SchedulingWork Package (WBS) Management‐ RFQ

Engineering

Management

Deliverable Management

Construction

Role Based Consistent Information &

Work Package Management

Role Based ‐ Consistent Information & Project data throughout entire Project

Lifecycle

Milestone Management

Issues and Ch

Collaboration (O/O, EC, Suppliers,

Vendors)

Project Management

Procurement

Change Management

)

Integrated Project ManagementIntegrated Project ManagementSuppliers

ContractorsOwner Operator

AgenciesProject data Accountability

and traceability

EPC Project Manager

ConstructionProcurement CommissioningDiscipline Engineer

controlled visibility through

relational database

and traceability through releases and workflows

Requisitions IssuesScheduling

Manager Site managerg

Manager Directorand PPR management

Requisition

Deliverable

Work Packages Changes

SchedulingManagement

Issue

Change


Issue ManagementSchedule Tasks

Shapes Tool KitChange

ManagementEngineering Deliverable BaselinesActivity Execution


Integrated Project ManagementIntegrated Project ManagementContract Management

Risk Management

EngineeringEngineering Procurement Construction Commissioning

Construction SiteManagement

Requisition Management

Site Manager

Commis-sioning

ManagerPro-

curementDeliverable

Management


Project Manager

g

g


I d Ch

Owner Operator

Discipline

Agencies

V lid i biliUnique data source

Issues and Change Management

Discipline Engineer Director

Validation accountabilityExecution Monitoring

qMastered processes

Facilities

iBIM for Facilities Lifecycle Management

Design / Construction

BIM

Post‐Construction

(Asset

Facility Building Information Model

F ibili h h iPro Forma Analysis

Scenario Exploration

Applications

Configuration (pre-sales)

(Management)

BIM Applications

F

Facili

Feasibility through operations

Components (objects) Relationships between

components

Concept Design

Program Compliance

Building Performance

(p )

As-Built

Commissioning

From concept

Increas

ty startup to

MassesSpaces

DesignDocumentation(GenericComponents)

Operation Simulation

(Emergency)

Code Compliance

Facility Management

Financial Asset Management

tion to realiz

sing level of

o operation a

ArchitecturalSpacesSite Structural MEP

Construction-LevelDetailedComponents

Estimation

Coordination

P j t

Operation Simulation

(Emergency)

Performance

zation

detail in mo

and retrofit

Manufactured / Prefabricated Components

Custom, Onsite Components

As-BuiltWithOperationalData

Project Management

Prefabrication

Monitoring

Configuration (retrofit)

del

Custom asset object

Senor-linked components

Increasing levels of scope by component type and integrationExample of associate purpose of BIM (application) with scope and

level of detail Ref: C.Eastman, “BIM Handbook – A guide to Building Information Modeling” p.130, John Wiley & Sons, 2008

ALM Project ManagementALM Project Management

Document ManagementOverall Project Management

Schedule Management

• Template driven folder structure• Revision control and security for

project documentation

• Template driven projects drive consistency

• Project information & financials carryover directly from program

b l & l

• All tasks can be driven directly from template and include mandatory as well as optional tasksS h d l b l l d submittal & approval

• Standard functionality:• Team Members• Task Structure• Risk Management

• Schedule baselines, actuals and estimates

• Milestone approvals / sign-offs

… direct feed into project management process

• Project Financials• Discussion Threads• Related Projects• History• Lifecycle


Integrated Project Management83

Integrated Project ManagementIterative project definition

Project definition evolves to increasing levels of detail through continuous iteration between design, schedule, goals and project organization

Space plan

Level 1 project definition

Space plan


Space plan


Space plan

WBS l

Goal

Space plan

WBS l

Goal

Space plan

WBS l

Goal

WBS plan

l plan

WBS plan

l plan

WBS plan

l plan

R f G El i I t t d P ti i A hit t 84 J h Wil & S 2007

Resources plan Resources plan Resources plan

Ref: George Elvin, Integrated Practice in Architecture, p.84, John Wiley & Sons, 2007

ALM Project ManagementALM Project ManagementContract Management

Engineering Procurement Construction Commissioning

Risk Management BOMs/BOQs

BOMs/BOQs

Managing a planning ... Of ... Engineering deliveries



Folders ofSpecs

Documents

Folders ofSpecs

Documents

Folders ofSpecs

DocumentsFolders ofFolders ofS

Drawingsby

Baseline Deliverable

g


Specs DocumentsSpecs

Documentsby

Chapter

Discipline Engineer Director

DeliverableDatabaseMilestone

Management


Deliverable Document LifecycleD li bl Pl i (D i WBS)

DesignerEngineer Redactors

Single version of the truth

Industrial / Generic Use Cases

Deliverable Planning (Design WBS)Workflow for transmittal management

Reuse experience of previous projects



Risk Management



Deliverable Management R i ig


CommissioningCheck List

RemainingPunch list

Commissioning



Deliverable Document Lifecycle

gManager

Progress monitoring


Commissioning Planning managementReceipt, Reserve & issue management

Validation accountability

Project PulsingProject Pulsing

“9-Blocker”• Same concept as 4-Blocker

Project Dashboards “4-Blocker”• Create custom project • Pulse form for projects: Same concept as 4 Blocker

but in graphical form with hyperlinks to each data segment:

S h d l

Create custom project collections & automatically display on a dashboard:

• Project lifecycle status• Current milestone

Pulse form for projects:• Project summary

information• Schedule & dates• Financial summary • Schedule

• $E & $I• Resources loading• Issues

Ri k

• Current milestone• Slip days• Risks• Financial summary• Umbrella program

Financial summary• Main risks• Key update notes

• Pulsing form is automatically updated by • Risks

• Slip weeks• Umbrella program• Project owner

automatically updated by system … Project Leaders do not have to perform “extra” work

Dashboards and other tools to pulse and manage projects

LEAD THROUGH NEVIGATIONLEAD THROUGH NEVIGATION

AEC E i O i iBRE398: Building Information Management

AEC Enovia Overview.avi

ALM Enable Last Planner SystemALM Enable Last Planner System

Th M t S h d l t th f ibilit f th j t ti i The Master Schedule proves out the feasibility of the project timing and milestones. Once that plan is complete, it is put aside and phase plans are developed for each milestone. Th l h ll d h k ll b l The people who actually do the work create a collaborative plan to deliver each project phase; this is essentially the production system to deliver the project. The team creates the phase plan for the entire

j tproject.That plan leads to the generation of a “Look Ahead Plan” (LAP), which ideally has a six week scope. The LAP enables the team to

i i d b i hi h h d l d anticipate and obtain everything that they need to complete and obtain so the work is ready to start when required by the phase plan. The team also generates a weekly plan to identify what can be done related to what should be done and what will be done for the following week.


ALM to Enable Functions of the Lookahead Process

Shape work flow sequence and rate

Match work flow and capacityp y

Decompose master schedule activities into work packages and operationspackages and operations

Develop detailed methods for executing work

Maintain a backlog of ready work

Update and revise higher level schedules as p gneeded.


ALM for WorkFace PlanningALM for WorkFace Planning

W k l d l d fWorkFace Planning was developed as a set of practices to support the execution of very large construction project and is compatible with the principles construction project and is compatible with the principles of Lean Construction.Similar to the Last Planner System WorkFace Planning Similar to the Last Planner System, WorkFace Planning involves the creation of small, well defined, field installation Work Packages that support the construction g ppworkforce. A typical Work Package supports one rotation (5 to 10 days) of a work crew and is based on

h d d l f h activities that are extracted directly from the construction schedule/plan.


WorkFace PlanningWorkFace Planning




Suppliers

Risk Management

Contractor

Requisitions

RFP

Procurement



Contract

g


Discipline Engineer

Work packageTasks Completion Safety

EPC Project Manager



ConstructionSite manager

Engineer Director

Work package definition through iterations

plistEng. Doc Standards

SafetyRules

Work Package linked to tasks (contractors) or to parts (material & equipment suppliers), to Req isition Management

Process driven milestoneRisk highlights


Requisition ManagementProcurement Planning ManagementRisk Management

Risk highlightsValidation accountability



Risk Management

g g g

Procurement Master ScheduleRequisition

Management

Deliverable Management Work Discipline

Engineer Director

EPC Project Manager

Engineering

Contract Amendments

Contract g


Work package

(orders) Permits

ConstructionSite manager

Director Changes Completion Receipt



p gTasks Completion

listEng. Doc StandardsSafetyRulesContractor

Issues

Issue traceabilityWork package execution controlBased on completion list

Contractor


Execution monitoringp

Construction Issue managementPossibly implying back to change management

ST F AEC C Fi l iBRE398: Building Information Modeling

ST_For_AEC_Cut_Final.avi

Scheduled Maintenance ManagementScheduled Maintenance Management

PlanningPlanning Development Development Test & Test & Validation Validation ConstructionConstruction Operations & Operations &

MaintenanceMaintenance DeDecommissioncommission

Service Maintenance & SupportService, Maintenance & SupportWork Order Management

MaintenanceEngineer


Engineer

A07_maintenance_WO.avi

Elements of Visual ManagementElements of Visual Management

Vi l M t b i t f di l d i l Visual Management can be a variety of displays and visual markers in the workplace that help you:

Establish and post work priorities p pVisually display whether expected daily performance was met -was today a good day or a bad day? Better understand the flow of inputs and production Better understand the flow of inputs and production Quickly identify abnormal conditions Display standardised methods in use Communicate performance measures Display elements critical to safe and effective operations Provide feedback to/from team members supervisors and Provide feedback to/from team members, supervisors and managers Eliminate the need for more meetings


Continuous ImprovementContinuous Improvement

C ti I t i ll it f i d ith th Continuous Improvement in all its forms is done with the aim of improving safety, quality and productivity on site. LEAN seeks to develop the people themselves. The more someone experiments, the more they will learn and the b h ill b C i I better they will become at Continuous Improvement. Continuous Improvement is an activity that must be done by the crews, team leaders and superintendents by the crews, team leaders and superintendents themselves. In this way they will own the process and start to see opportunities more clearly. Engineers will also have Continuous Improvement targets which they also have Continuous Improvement targets which they will be monitored against.


Evolution of Lean with ALMEvolution of Lean with ALMOnce stability is achieved within the construction system, the LEAN Tools of Built in Quality and Just in Time start to put pressure Quality and Just in Time start to put pressure on the system by introducing techniques which ask us to respond more quickly – Built in Quality asks us to respond to concerns more quickly and Just in Time asks us to respond to the Customer more quickly.

LPD & IPDLPD & IPD

I d P D l (IPD) d L P D l Integrated Project Delivery (IPD) and Lean Project Delivery are co-evolving. Most people distinguish the two by defining IPD as being related to the actual commercial agreements IPD as being related to the actual commercial agreements and Lean Project Delivery as a methodology to deliver projectsIPD agreements usually contain a portion of shared risk. If the team can deliver effectively, they share in the reward. Incentives are at a project level rather than a transactional Incentives are at a project level, rather than a transactional level. One of the main points of resistance to these agreements One of the main points of resistance to these agreements comes from this shared risk, which is natural because it is difficult to align the varied interests of the different parties.


Implementation ChallengesImplementation Challenges

Th hil h f l d ti l d The core philosophy of lean production revolves around teamwork and continuous improvement. Many organizations fail to operate with much of either. This is often the case for the construction industry, which involves multiple self-interested parties, with little motivation to improve. Lean thinking requires employees to change the way they Lean thinking requires employees to change the way they view and execute their work (Liker, 2004). This often results in some loss of independence as the focus shifts from the individual tasks to the larger integrated team goals individual tasks to the larger integrated team goals. Changing the status-quo can not only be seen as cumbersome, but even threatening to people who have

d l i l f ll f i hi h operated relatively successfully for years within a somewhat dysfunctional system.


LEAN Construction Assessment Framework


TopicsTopics



Summary


As-Is SituationAs Is Situation

No Intelligent data

Procurement barriersAdversarial Fear to share

Contracts encourage conflict

Resistance to innovateAdversarial

Blame and claim culture

Fear to share

Static project approachInconsistent delivery

Lowest cost driven

Siloed and fragmented

Lowest cost drivenNo After-Action-ReviewLack of continuous improvement

T hn l nd l dLack of R&D InvestmentPoor information exchange

Technology vendor ledRisk dumping

Poor value oriented definition


Should-Be SituationShould Be Situation

Holistic procurement process

E di li i

Life cycle thinking

V l d i

DynamicProactive

Exceeding client requirementsValue driven

y

AutomationCollaboration

Integrated

Harmony

Model driven (not

Integrated

Consistent delivery

Innovation and knowledge creation

paper driven)Consistent delivery

Build off-siteSustainable profitability


Process Re-engineering by ALM

FeasibilityDesign

Concept Development Documentation

Design


Build

Pre-Construction Construction

Build


PROJECT TIMELINE

esig

n-Bi

d-Bu

ild

Bid OperateBid

(A) D

e Bild

Feasibility

Bid

Design


Design


Build


Build


Operate

(B) D

esig

n-Bu

i

FeasibilityDesign


Design

Concept Development DocumentationOperate

bora

tive

(

Bid Construction


Construction


Time savings due to

(C) C

olla

b

concurrent design and construction

A. The traditional single-stage involves the completion of each phase prior to the start of the next phase, often involving a different organization performing each phase in a non-integrative process

B. The design-build process involves an overlap of development phases leading to a shortened overall schedule and requires integration between designers and builders

C. A collaborative process involves participation by all key participants as early in the process as possible and ongoing collaboration.

Ref: C.Eastman, “BIM Handbook – A guide to Building Information Modeling” p.116, John Wiley & Sons, 2008

Your Winning Solution, from Any Angle

116116 ALM solution provides all angles of the Time-Cost-Quality paradigm for customers to:

produce quick-to-market high quality and cost-effective buildingsproduce quick to market, high quality and cost effective buildings

meet all three requirements with harmony


Barriers to IPD & Lean (1/2)Barriers to IPD & Lean (1/2)

A b li f th t it d t l t “th ” it i j t f dA belief that it does not apply to “them” or it is just a fad.Lack of understanding what Lean Construction is and its benefits/value proposition.Lack of training.Lack of owner or top management involvement and commitment.Senior management beha ior lang age and s pport not aligned Senior management behavior, language and support not aligned with commitment to Lean.The mindset that “it takes too much time” prevents many from

istarting.Poor communication and lack of collaboration among owners, contractors, clients, consultants.It is difficult to actually align the interests of the various parties.


Barriers to IPD & Lean (2/2)Barriers to IPD & Lean (2/2)

C i l t d t f ilit t ll b ti h d i k f d Commercial terms do not facilitate collaboration, shared risk, fund transfers across the project, innovation incentives.Resistance to up-front design costs to involve all key stakeholders,

d l h d dmodel the project, and iterate designs.Lack of an embedded culture of transparent synchronized cost management.Relational contracts are viewed by some as untested (in a court of law) and difficult to insure.Culture within in the industry is historically more adversarial Culture within in the industry is historically more adversarial, fragmented and authoritative. Lean requires behavioral and mindset changes not necessarily embraced by all.Lack of team member commitment or a refusal to change behaviorsLack of team member commitment or a refusal to change behaviors.Team members not comfortable with early decision involvement or accountability to plan performance.


CIOB Talk About BIMCIOB Talk About BIMThere are three things that make up BIM.

First you need the technologies to build the First you need the technologies to build the models. The second is process throughout the entire project life cycle. But what sits right above those two is changing people’s right above those two is changing people s culture and behaviours.

Th b i l t i thi BIM j t i The basic element in this BIM project is very much the intelligent client, that sets the environment for collaborative working. It’s about collaboration throughout the project life cyclecollaboration throughout the project life cycle.

“Contractors will be compelled to compete directly with each other on the basis of the efficiency and productivity of their project Delivery techniques.”


ConclusionConclusion

By understanding the targets and rapidly evaluating design options, Owners and AEC people can make better decisions to improve value delivery and performance of projects.Investment of design and cost management resources, including downstream suppliers, fosters resources, including downstream suppliers, fosters collaboration and innovation leading to better designs, value and project delivery. designs, value and project delivery.


Questions & Answers

[email protected]


ReferenceReference

Natalie J. Sayer, Julian A. J. Anderson, (2012) Status of Lean in the US Construction IndustrySteve Knapp , Debbie Hunt , (2012) Recommended Practices for the Application of LEAN Construction ppMethods to Building New Australian LNG CapacityRuben Vrijhoef1 and Lauri Koskela (2005) Ruben Vrijhoef1 and Lauri Koskela , (2005) Revisiting the three peculiarities of production in construction construction


Lean construction & BIM

Technology

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