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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
BRE398: Building Information Modeling
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?
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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).
BRE398: Building Information Modeling
Building Construction Contract ModelBuilding Construction Contract Model
Design-Build-Finance-Maintain-Operation (DBFMO)
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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)
BRE398: Building Information Modeling
Comparative Efficiency of Industries (after D. Smith, NIBS, 2009)
7 Wastes7 Wastes
BRE398: Building Information Modeling
Causes of Waste in the Construction Industry
Ref: Piselli, 2010
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
Challenges on Building Construction ProjectIPD & LEAN ConstructionAsset Life Cycle Management & BIM for IPD & Lean
Deliverable and workflow managementDeliverable and workflow managementIntegrated Project Management
Summary
BRE398: Building Information Modeling
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 / /)
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
y p
Comparison of Traditional and Lean Projects
BRE398: Building Information Modeling
Traditional versus Lean Delivered Project
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
The Recommended Practice Fundamental Techniques
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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).
BRE398: Building Information Modeling
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).
BRE398: Building Information Modeling
reasons is used as the basis of learning and continuous improvement (Ballard, 2000).
Lean Project Delivery System (Ballard, 2000 and 2006)
BRE398: Building Information Modeling
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
Modified from The Last Planner Handbook at CHH Cathedral Hill Hospital, 2009
Six Week Look Ahead ScheduleSix Week Look Ahead Schedule
Information Flow Model for Planning Processes
Modified from The Last Planner Handbook at CHH Cathedral Hill Hospital, 2009
Constraint LogConstraint Log
BRE398: Building Information Modeling
Weekly Working PlanWeekly Working Plan
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
WPP CalculationWPP Calculation
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
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
BRE398: Building Information Modeling
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
EngineeringConstruction &
Start-up
Operations
& Maint.Mgt
Requiremt
Specif.RetirementUpgrade
project
Operations
& Maint.Mgt
Operations
& Maint.Mgt
Revamping
project
Initial
DesignDetailed
EngineeringConstruction &
Start-up
Operations
& Maint.Mgt
Requiremt
Specif.RetirementUpgrade
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)
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
Relative Importance of BenefitsRelative Importance of Benefits
Architect's Perceived Benefits of BIM(from McGraw Hill Market (from McGraw Hill Market Report, 2009)
BRE398: Building Information Management
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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)
BRE398: Building Information Management
( 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
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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 !
BRE398: Building Information Management
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
BRE398: Building Information Management
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
Deliverable Management
Issue ManagementSchedule Tasks
Shapes Tool KitChange
ManagementEngineering Deliverable BaselinesActivity Execution
BRE398: Building Information Management
Integrated Project ManagementIntegrated Project ManagementContract Management
Risk Management
EngineeringEngineering Procurement Construction Commissioning
Construction SiteManagement
Requisition Management
Site Manager
Commis-sioning
ManagerPro-
curementDeliverable
Management
Work Package Management
Project Manager
g
g
Milestone Management
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
BRE398: Building Information Management
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
Level 2 project definition
Space plan
Level 3 project definition
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
Requisition Management
Deliverable Management
Folders ofSpecs
Documents
Folders ofSpecs
Documents
Folders ofSpecs
DocumentsFolders ofFolders ofS
Drawingsby
Baseline Deliverable
g
Work Package Management
Specs DocumentsSpecs
Documentsby
Chapter
Discipline Engineer Director
DeliverableDatabaseMilestone
Management
Issues and Change 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
ALM Project ManagementALM Project ManagementContract Management
Engineering Procurement Construction Commissioning
Risk Management
Engineering Procurement Construction Commissioning
Requisition Management
Deliverable Management R i ig
Work Package Management
CommissioningCheck List
RemainingPunch list
Commissioning
Milestone Management
Issues and Change Management
Deliverable Document Lifecycle
gManager
Progress monitoring
Industrial / Generic Use Cases
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
WorkFace PlanningWorkFace Planning
BRE398: Building Information Modeling
ALM Project ManagementALM Project ManagementContract Management
Engineering Procurement Construction Commissioning
Suppliers
Risk Management
Contractor
Requisitions
RFP
Procurement
Requisition Management
Deliverable Management
Contract
g
Work Package Management
Discipline Engineer
Work packageTasks Completion Safety
EPC Project Manager
Milestone Management
Issues and Change Management
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
Industrial / Generic Use Cases
Requisition ManagementProcurement Planning ManagementRisk Management
Risk highlightsValidation accountability
ALM Project ManagementALM Project ManagementContract Management
Engineering Procurement Construction Commissioning
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 Management
Work package
(orders) Permits
ConstructionSite manager
Director Changes Completion Receipt
Milestone Management
Issues and Change Management
p gTasks Completion
listEng. Doc StandardsSafetyRulesContractor
Issues
Issue traceabilityWork package execution controlBased on completion list
Contractor
Industrial / Generic Use Cases
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
BRE398: Building Information Modeling
LEAN Construction Assessment Framework
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling
Process Re-engineering by ALM
FeasibilityDesign
Concept Development Documentation
Design
Concept Development Documentation
Build
Pre-Construction Construction
Build
Pre-Construction Construction
PROJECT TIMELINE
esig
n-Bi
d-Bu
ild
Bid OperateBid
(A) D
e Bild
Feasibility
Bid
Design
Concept Development Documentation
Design
Concept Development Documentation
Build
Pre-Construction Construction
Build
Pre-Construction Construction
Operate
(B) D
esig
n-Bu
i
FeasibilityDesign
Concept Development Documentation
Design
Concept Development DocumentationOperate
bora
tive
(
Bid Construction
Pre-Construction Construction
Construction
Pre-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
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.
BRE398: Building Information Modeling
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.”
BRE398: Building Information Management
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.
BRE398: Building Information Modeling
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
BRE398: Building Information Modeling