TheThe Integration/Automation Integration/AutomationImplementation IndexImplementation Index

James T. O’ConnorJames T. O’Connor

The University of Texas at AustinThe University of Texas at Austin

Center for Construction Industry StudiesCenter for Construction Industry Studies

2000 CII Annual Conference2000 CII Annual ConferenceNashville, TennesseeNashville, Tennessee

ContentsContents

• CCIS and FIAPP:CCIS and FIAPP: BackgroundBackground

• I/A Metric: I/A Metric: Purpose and DescriptionPurpose and Description

• Applying the Metric:Applying the Metric: 1998/99 Snapshot 1998/99 Snapshot

• ReactionReaction

ContentsContents

• CCIS and FIAPP:CCIS and FIAPP: BackgroundBackground

• I/A Metric: I/A Metric: Purpose and DescriptionPurpose and Description

• Applying the Metric:Applying the Metric: 1998/99 Snapshot 1998/99 Snapshot

• ReactionReaction

Center for Construction Center for Construction Industry Studies (CCIS)Industry Studies (CCIS)

• CII funding of CCIS research CII funding of CCIS research leveraged with Sloan leveraged with Sloan funding.funding.

• Different from CIIDifferent from CII– All-sector, longer-term focusAll-sector, longer-term focus

– Interdisciplinary UT activityInterdisciplinary UT activity

• Heavy influence from CIIHeavy influence from CII

Scope of CCIS Scope of CCIS FIAPP Research ThrustFIAPP Research Thrust

1.1. Enterprise resource planning Enterprise resource planning systems for capital facility projectssystems for capital facility projects

2. Innovative IT application 2. Innovative IT application developmentsdevelopments

3. Data and system interface standards3. Data and system interface standards

4. Integration/automation metrics4. Integration/automation metrics

ContentsContents

• CCIS and FIAPP:CCIS and FIAPP: BackgroundBackground

• I/A Metric: I/A Metric: Purpose and DescriptionPurpose and Description

• Applying the Metric:Applying the Metric: 1998/99 Snapshot 1998/99 Snapshot

• ReactionReaction

Key Questions to AnswerKey Questions to Answer

•Where is the industry on technology Where is the industry on technology implementation?implementation?

•What types of projects and activities What types of projects and activities are most and least advanced?are most and least advanced?

•Why?Why?

•What’s the connection to project What’s the connection to project success?success?

•Where do we go from here?Where do we go from here?

How are projects How are projects assessed?assessed?

TerminologyTerminology

ProjectProject

6 Phases6 Phases

68 Work Functions68 Work Functions

31 Tasks for 31 Tasks for AutomationAutomation

38 Task-to-Task 38 Task-to-Task Integration Integration

LinksLinks

Work Functions and Work Functions and Phases AssessedPhases Assessed

FE DES

PROC

CM CONEX SU/O/M

1414 1212 1515 1111 101066

Work Functions:Work Functions:

Work Function ExamplesWork Function Examples

Tasks for AutomationTasks for Automation• Develop facility floor plans.Develop facility floor plans.

• Conduct quantity survey.Conduct quantity survey.

• Weld pipes.Weld pipes.

• Train facility operators.Train facility operators.

Task-to-Task Integration LinksTask-to-Task Integration Links• Access supplier information on Access supplier information on

products.products.

• Detect physical interferences.Detect physical interferences.

• Communicate design changes to field.Communicate design changes to field.

Assessment vs. Index Assessment vs. Index Scales Scales

11 22 33

00 55 1100

3-Pt. Assessment Scale

10-Pt. I/A Index Scale10-Pt. I/A Index Scale

0 to 10 I/A Index0 to 10 I/A Index

0:0:Only common e-tools; Only common e-tools; verbal/paper communicationsverbal/paper communications

5:5:Stand-alone e-tools; Stand-alone e-tools; machine-assistedmachine-assisted

10:10: Integrated e-tools; Integrated e-tools; process by machineprocess by machine

Computed I/A IndicesComputed I/A Indices

FE DES

PROC

CM CONEX SU/O/M

Phase I/A Phase I/A IndexIndex

Project I/A IndexProject I/A Index

Computed I/A IndicesComputed I/A Indices

Task Auto. Index

Project Integration Link

Index

Integration Link Index

Project Task Automation Index

FE DES

PROC

CM CONEX SU/O/M

ContentsContents

• CCIS and FIAPP:CCIS and FIAPP: BackgroundBackground

• I/A Metric: I/A Metric: Purpose and DescriptionPurpose and Description

• Applying the Metric:Applying the Metric: 1998/99 Snapshot 1998/99 Snapshot

• ReactionReaction

Data GatheredData Gathered

•Data on 210 projects, companiesData on 210 projects, companies

•180 projects with complete data180 projects with complete data

•30 metro areas in 24 U.S. states30 metro areas in 24 U.S. states

•Representative of industry Representative of industry

Analysis of DataAnalysis of Data

•Sector:Sector: Industrial vs. Industrial vs. Buildings vs. InfrastructureBuildings vs. Infrastructure

•Project size (TIC)Project size (TIC)

•Typical vs. AdvancedTypical vs. Advanced

•Private vs. PublicPrivate vs. Public

•Greenfield vs. Expansion vs. Greenfield vs. Expansion vs. RenovationRenovation

Key FindingKey Finding

98-9998-99 FIAPPFIAPP

III/AI/A = 3.8 = 3.8

10.010.0

Sector MeansSector Means

0

2

4

6

8

10

Pro

ject

I/A

In

dex

Pro

ject

I/A

In

dex

Bldgs Infra-structure

Industrial

•All comparableAll comparable

• Infrastructure Infrastructure most variablemost variable

•Link with Link with success: Building success: Building projectsprojects

0

2

4

6

8

10

Pro

ject

I/A

In

dex

Pro

ject

I/A

In

dex

Small Medium

Large

Project Size MeansProject Size Means

Small projects lag: Small projects lag:

– General neglectGeneral neglect

– High fixed costs High fixed costs of technologiesof technologies

– Lack of “lite” Lack of “lite” technologiestechnologies

0

2

4

6

8

10

Pro

ject

I/A

In

dex

Pro

ject

I/A

In

dex

Typical

Project

Advanced

Project

Typical vs. Advanced Typical vs. Advanced MeansMeans

•Advanced: only Advanced: only slightlyslightly

•Little Little experimentationexperimentation

•Link with success: Link with success: Advanced Advanced projectsprojects

Phase I/A MeansPhase I/A Means

CO

NEX

CO

NEX

SU

/O/M

SU

/O/M

0

2

4

6

8

10

Ph

ase I

/A I

nd

ex

Ph

ase I

/A I

nd

ex

FE

FE

DES

DES

PR

OC

PR

OC

CM

CM

• Leading:Leading:

– Information-Information-intensive intensive Phases 1 & 2Phases 1 & 2

• Lagging:Lagging:

– Field activities, Field activities, construction construction automationautomation

– CM: slow to CM: slow to adopt and adaptadopt and adapt

Task Automation vs. Task Automation vs. IntegrationIntegration

• Leading:Leading:

– Design PhaseDesign Phase

• Lagging:Lagging:

– Small projectsSmall projects

0

2

4

6

8

10

Task Automation

Task-to-Task Integration

Work Functions Work Functions Involving Involving MostMost Technology Technology

• Estimate costs from scope of work.Estimate costs from scope of work.

•Develop conceptual schedule from scope of Develop conceptual schedule from scope of work.work.

•HVAC design/drawings.HVAC design/drawings.

• Fluid transport design/drawings.Fluid transport design/drawings.

• Electrical design/drawings.Electrical design/drawings.

•Prepare specifications.Prepare specifications.

•Refine cost estimate.Refine cost estimate.

•Update current cost forecast.Update current cost forecast.

• Track energy use.Track energy use.

Work Functions Work Functions Involving Involving LeastLeast Technology Technology

•Develop/refine scope.Develop/refine scope.

•Acquire/store site data.Acquire/store site data.

•Constructability input to design.Constructability input to design.

•Plan equipment transportation.Plan equipment transportation.

• Link field materials manager to suppliers.Link field materials manager to suppliers.

•Monitor fabrication progress.Monitor fabrication progress.

•Construct rebar cages.Construct rebar cages.

•Pre-operations testing.Pre-operations testing.

• Train operations & maintenance with design Train operations & maintenance with design information.information.

ObservationsObservations

•LeadingLeading– Information-intensive Phases 1 & 2 Information-intensive Phases 1 & 2

– Cost information-relatedCost information-related

•LaggingLagging– Links with fabricators/suppliersLinks with fabricators/suppliers

– Repetitive but complex rebarRepetitive but complex rebar

– TrainingTraining

Work Functions withWork Functions withMost VariableMost Variable Technology Technology

UseUse•Diagram manufacturing/user processes.Diagram manufacturing/user processes.•Use conceptual design as basis for detailed design.Use conceptual design as basis for detailed design.•Detect physical interference between systems.Detect physical interference between systems.• Evaluate construction methods.Evaluate construction methods.•Check design against owner and code Check design against owner and code

requirements.requirements.•Update as-built drawings.Update as-built drawings.• Transfer $ from owner to contractor.Transfer $ from owner to contractor.• Track/control facility energy usage.Track/control facility energy usage.•Monitor equipment operations.Monitor equipment operations.•Monitor environmental impact of operations.Monitor environmental impact of operations.• Track equipment maintenance history.Track equipment maintenance history.

ObservationsObservations

• Becoming an industry of “haves” Becoming an industry of “haves” (those who invest) and “have-(those who invest) and “have-nots”nots”

– expensive softwareexpensive software

– databasesdatabases

– in-house IT staffs in-house IT staffs

– proprietary developmentsproprietary developments

Project Success Project Success Preliminary FindingsPreliminary Findings

• Technology more a Technology more a success-driver for:success-driver for:

– Advanced projectsAdvanced projects

– Building projectsBuilding projects

– Renovation projectsRenovation projects

• Analysis continuingAnalysis continuing

High Tech Linked with High Tech Linked with Cost SuccessCost Success

• Market or need analysis of facility.Market or need analysis of facility.

• Diagram manufacturer/user Diagram manufacturer/user process.process.

• Use conceptual design as basis for Use conceptual design as basis for detailed design.detailed design.

• Track field work progress and Track field work progress and associated labor charges.associated labor charges.

• Earthwork and grading activities.Earthwork and grading activities.

High Tech Linked with High Tech Linked with Schedule SuccessSchedule Success

• Develop, evaluate, refine scope of Develop, evaluate, refine scope of work.work.

• Diagram manufacturer/user Diagram manufacturer/user process.process.

• Detect physical interferences Detect physical interferences between systems.between systems.

• Develop milestone schedule.Develop milestone schedule.

• Earthwork and grading activity.Earthwork and grading activity.

Low Tech Linked with Low Tech Linked with Cost FailureCost Failure

•Submit RFIs and receive Submit RFIs and receive answers.answers.

•Feedback to owner or A/E on Feedback to owner or A/E on construction effects of construction effects of design changes.design changes.

Low Tech Linked with Low Tech Linked with Schedule FailureSchedule Failure

• Determine procurement lead time Determine procurement lead time requirements.requirements.

• Conduct quantity survey from drawings.Conduct quantity survey from drawings.

• Acquire, review, and respond on shop Acquire, review, and respond on shop drawings.drawings.

• Submit RFIs and receive answers.Submit RFIs and receive answers.

• Feedback to owner or A/E on Feedback to owner or A/E on construction effects of design changes.construction effects of design changes.

Success Factor TrendsSuccess Factor Trends

•CostCost– Scope & Scope &

planningplanning

– ChangesChanges

– Field laborField labor

– RFIsRFIs

•ScheduleSchedule– Scope & planningScope & planning

– Conflicts & changesConflicts & changes

– ProcurementProcurement

– Shop drawingsShop drawings

– RFIsRFIs

ContentsContents

• CCIS and FIAPP:CCIS and FIAPP: BackgroundBackground

• I/A Metric: I/A Metric: Purpose and DescriptionPurpose and Description

• Applying the Metric:Applying the Metric: 1998/99 Snapshot 1998/99 Snapshot

• ReactionReaction

We’re still low-tech!We’re still low-tech!How can we advance?How can we advance?

98-9998-99 FIAPPFIAPP

III/AI/A = 3.8 = 3.810.010.0

Task-to-Task IntegrationTask-to-Task Integration

• More difficultMore difficult

• Limited by automationLimited by automation

• Key to project success?Key to project success?

– Task automation does Task automation does not address not address fragmentation.fragmentation.

Industry-Wide Inhibitors Industry-Wide Inhibitors

• Lack of investment in…Lack of investment in…– field automationfield automation

– interface standardsinterface standards

• Still too much distance Still too much distance between technology between technology developers and users.developers and users.

Reasons for ExcitementReasons for Excitement

• Web as enabler, integratorWeb as enabler, integrator

• XML standardsXML standards

• Wireless data technologies for Wireless data technologies for sitesite

• User interface technologiesUser interface technologies

FULLYFULLY

INTEGRATED & INTEGRATED &

AUTOMATED AUTOMATED

PROJECT PROCESSESPROJECT PROCESSES

The challenge is The challenge is ours!ours!

It’s big!It’s big!

How Does Your How Does Your Typical Project Rate?Typical Project Rate?

• Assessment forms and Assessment forms and instructions at CCIS display instructions at CCIS display tabletable

• On-site assistance availableOn-site assistance available

• Compute index yourselfCompute index yourself

– or turn in and we will computeor turn in and we will compute