BIM is NOT 3D Visualization – 4D, 5D …..

Building Information Modeling, BIM, is the life-cycle management of the built environment supported by digital technology.  As such, the core requirements of BIM include collaboration, standardized information, multiple domain competencies, and several supporting interoperable technologies.

Let’s face it, BIM continues to languish.  Sure a lot of architects use it for pretty pictures to win business, and there are several “case studies” surrounding clash detection, etc. etc.   However, life-cycle and/or ongoing facility management using BIM?  No so much.

This is not only sad but economically and environmentally imprudent.   The efficient life-cycle management of the built environment is critical to both global competitiveness and preserving sustainable resources.

Why is BIM of to a slow start?  Too much focus on 3D visualization, too much “reinventing the wheel” trying to fit a square peg in a round hole, and virtually NO EMPHASIS upon the requirements for life-cycle management… associated competencies, domains, technologies, ongoing collaboration, integration, and continuous improvement.

Design-bid-build and “low bid” awards are the downfall of the Architecture, Engineering, Construction, Owner, and Operations sector.   The method is antagonistic, wasteful, and typically delivers poor initial and ongoing results.

Focus upon CHANGE MANAGEMENT and building awareness relative to both COLLABORATIVE CONSTRUCTION DELIVERY METHODS AND LIFECYCLE, TOTAL COST OF OWNERSHIP MANAGMENT is the only thing that will “kick start” BIM.

Integrated Project Delivery (IPD) and Job Order Contracting (JOC) are both collaborative construction delivery methods that have been proven for decades, however, awareness remains low.  IPD’s focus is upon major new construction, while JOC focuses upon the numerous renovation, repair, sustainability, and minor new construction projects so critical to efficient use of our current infrastructure.

The below diagram outlines the competencies, technologies, and process required for the lifecycle management of the built environment.

via http://www.4clicks.com – Premier cost estimating and efficient project delivery technology solutions for JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOS, BOS…  Featuring an exclusively enhanced 400,000+ line item RSMeans Cost database, document/contract/project management, and visual estimating / electronic quantity take-off, QTO.

Construction Market Perfomance and Construction Market Forecast

Construction Spending Improves in February

04/26/2013 by Bernard M. Markstein (source: Reed Construction Data 2013 – Construction eWire, reblogged by 4Clicks Solutions, LLC – Premier cost estimating and efficient construction delivery management software for JOC, SABER, IDIQ, SATCO, MATOC, MACC, POCA, BOA, BOS, and more.

Total Construction Spending and its Major Components
The U.S. Census Bureau reported that total construction spending rebounded 1.2% in February to $885.1 billion at a seasonally adjusted annual rate (SAAR) following a 2.1% drop in January. However, spending numbers for December and January were revised down $9.0 billion and $8.5 billion, respectively, and were 1.0% lower than the previously reported numbers for each month. Year-to-date (January and February) not seasonally adjusted (NSA) construction spending was up 6.6% compared to the same period in 2012.

Nonresidential building construction rose 0.6% to $297.8 billion (SAAR) in February after decreasing 1.1% in January. Year-to-date spending was 0.6% (NSA) higher than in 2012.

Heavy engineering (non-building) construction spending made a modest recovery from January’s sharp decline of 5.3%, rising 0.9% to $277.8 billion (SAAR) in February. January’s drop was due to a huge jump in power construction spending in an effort to take advantage of expiring tax credits in November and December. Excluding power construction spending, heavy construction spending increased 0.7% in January and 0.9% in February. Year-to-date heavy engineering (including power) NSA spending increased 2.1% from the same period in 2012.

Total residential construction spending, which includes improvements, increased 2.0% in February to $309.6 billion (SAAR) after no change in January. New residential construction spending, which excludes improvements, advanced 3.0% after jumping 3.9% in January. Year-to-date NSA total residential construction spending was 19.2% higher, and new residential construction was 33.8% higher than the same period in 2012.

U.S. Total Construction Spending (billions of U.S. current dollars)
	Current Monthly (1) (latest actual values)			3-Month Moving Average			Year-to-Date (NSA)
	Dec-12	Jan-13	Feb-13	Dec-12	Jan-13	Feb-13	Jan-12 to Feb-12	Jan-13 to Feb-13
New Single-family	146.3	151.6	158.1	144.1	147.5	152.0	15.5	20.6
Month-over-Month % Change	1.3%	3.6%	4.3%	2.4%	2.3%	3.1%
Year-over-year % Change (NSA)	29.5%	31.2%	34.6%	30.0%	30.5%	31.7%	8.7%	32.8%
New Multifamily (2)	31.8	33.5	32.6	30.6	31.9	32.6	3.6	5.0
	4.6%	5.3%	-2.7%	3.8%	4.2%	2.3%
	35.0%	41.9%	34.5%	20.4%	41.9%	38.1%	9.3%	38.1%
New Residential (3)	178.1	185.1	190.6	174.7	179.4	184.6	19.1	25.6
	1.9%	3.9%	3.0%	2.6%	2.7%	2.9%
	30.5%	33.1%	34.6%	30.3%	31.4%	32.7%	8.8%	33.8%
Residential Improvements (4)	125.4	118.4	118.9	130.6	125.0	120.9	14.5	14.5
	-4.5%	-5.6%	0.5%	-1.7%	-4.3%	-3.3%
	3.9%	-1.2%	1.2%	10.8%	4.4%	1.4%	2.6%	-0.1%
Total Residential (5) (6)	303.5	303.4	309.6	305.3	304.4	305.5	33.6	40.1
	-0.9%	0.0%	2.0%	0.7%	-0.3%	0.4%
	18.4%	18.2%	20.3%	21.1%	19.3%	18.9%	6.0%	19.2%
Nonresidential Building	299.5	296.1	297.8	299.9	297.9	297.8	43.4	43.7
	0.5%	-1.1%	0.6%	0.2%	-0.7%	0.0%
	0.1%	1.0%	0.2%	2.5%	1.1%	0.4%	12.9%	0.6%
Heavy Engineering (Non-Building)	290.5	275.2	277.8	282.2	284.7	281.2	35.6	36.4
	0.8%	-5.3%	0.9%	2.8%	0.9%	-1.2%
	15.7%	1.6%	2.6%	11.5%	11.1%	7.1%	14.8%	2.1%
Total (6)	893.6	874.8	885.1	887.4	887.0	884.5	112.6	120.1
	0.1%	-2.1%	1.2%	1.2%	-0.1%	-0.3%
	10.7%	6.4%	6.9%	11.3%	9.9%	8.1%	11.4%	6.6%
(1) Monthly levels are seasonally adjusted at annual rates (SAAR figures). (2) New Multifamily = New Private Multifamily + New Public Multifamily – Public Improvements (estimated by Reed Economics) (3) New Residential = New Single-family + New Multifamily (4) Residential Improvements include remodeling, renovation and replacement work. Number also includes RCD estimate of improvements to public housing. (5) Total Residential = New Single-family + New Multifamily + Residential Improvements. (6) Total may not equal the sum of its components due to rounding. Source: Census Bureau, U.S. Department of Commerce.

Total public construction spending rose for the second month in a row, up a seasonally adjusted (SA) 0.9% in February after increasing 0.2% in January. However, year-to-date NSA public construction spending was 3.8% lower than in the same period in 2012.

Total private construction spending increased 1.3% in February after plunging 3.1% in January. Nonetheless, year-to-date NSA private construction spending was 11.5% higher than in 2012.

Public and Private Construction Spending (billions of U.S. current dollars)
	Current Monthly (1) (latest actual values)			3-Month Moving Average			Year-to-Date (NSA)		Annual
	Dec-12	Jan-13	Feb-13	Dec-12	Jan-13	Feb-13	Jan-12 to Feb-12	Jan-13 to Feb-13	2010	2011	2012
Public Spending	269.0	269.6	272.1	272.6	271.0	270.2	35.9	34.5	304.0	283.3	275.7
Month-over-Month % Change	-2.0%	0.2%	0.9%	-0.7%	-0.6%	-0.3%
Year-over-year % Change (NSA)	-6.5%	-3.3%	-4.2%	-3.5%	-4.4%	-4.8%	-2.4%	-3.8%	-3.5%	-3.5%	-3.5%
Private Spending	624.7	605.2	613.0	614.9	616.0	614.3	76.8	85.6	500.6	495.0	578.8
	1.1%	-3.1%	1.3%	2.1%	0.2%	-0.3%
	19.1%	10.8%	12.1%	19.1%	17.0%	14.2%	19.2%	11.5%	-14.9%	-14.9%	-14.9%
Monthly levels are seasonally adjusted at annual rates (SAAR figures). Source: Census Bureau, U.S. Department of Commerce.

The Economy
The employment report for March was disappointing. The data showed a scant 88,000 increase in nonfarm payroll jobs for the month. That is the smallest increase since June 2012. It follows the largest monthly gain — 268,000 — since February 2012. Some solace can be taken in that the March number is subject to revision. The January payroll number was revised up 29,000 jobs, and the February number was revised up 32,000 jobs.

Care should always be exercised when looking at just one month’s report. February’s increase was a surprise on the upside. The average for the February and March increases is 178,000 jobs, roughly in line with the average monthly increase of 180,000 jobs for the six months prior to that. Also, special circumstances may have held the employment number down. Federal jobs fell by 14,000 — 12,000 of which were due to reductions in U.S. Postal Service employment.

Still, the low number bears watching. It is unlikely that the disappointing report was solely due to federal budget cuts from sequestration, but sequestration may well have been a contributing factor. Although there were no direct layoffs in the federal government due to sequestration, many private firms involved in government contracts have indicated they are holding hiring in abeyance and are not renewing some employment contracts. Likewise, many federal departments and agencies have slowed or stopped hiring due to sequestration.

On the positive side, construction employment saw an increase of 18,000 jobs — the tenth month in a row that construction employment increased. On a year-over-year basis, construction employment was up 174,000 jobs.

Overall, the United States economy appears to be healthy and able to move forward despite many impediments and risks. One of the impediments to faster growth is sequestration. To date, sequestration’s effects have been limited, but are expected to grow over the next several months as the cutbacks in federal spending are instituted and the effects spread throughout the economy. Recession in much of Europe also hurts U.S. growth by limiting our exports to that region of the world.

Major risks on the horizon include the expiration of the temporary federal debt ceiling in mid-May and likely battles over funding the federal government’s operations beyond fiscal 2013, which concludes at the end of September 2013.

Despite these impediments and risks, there are positive forces helping lift the economy. These include historically low interest rates and the improving housing market. The Reed forecast is based on the economy continuing to advance at a moderate pace.

Risks to the Economy and the Forecast
Major risks to the economy include:

• Expiration of the temporary federal debt ceiling without an extension or putting a higher debt ceiling in place
• Sharp reductions in government spending in the short term rather than phasing in cuts over a number of years
• Sovereign debt default by one or more European governments
• One or more European governments abandoning the euro
• A sudden, significant increase in oil prices for a prolonged period

The result of any one of these risks occurring would be to reduce economic growth and to increase the probability of recession. It would also mean lower commercial construction spending than currently in the Reed Construction Data forecast.

The Forecast
The Reed Construction Data forecast assumes that the above risks are avoided. Total construction spending is forecast to grow 7.3% this year and 9.7% in 2014.

U.S. Total Construction Spending (billions of U.S. current dollars)
	Actual				Forecast
	2009	2010	2011	2012	2013	2014
New Single-family	105.3	112.6	108.2	129.3	162.0	187.1
Year-over-year % Change	-43.3%	6.9%	-3.9%	19.5%	25.4%	15.5%
New Multifamily (1)	35.9	24.1	22.6	27.2	35.0	39.9
	-30.0%	-32.9%	-6.0%	20.4%	28.4%	14.1%
New Residential (2)	141.2	136.7	130.8	156.5	197.0	227.0
	-40.4%	-3.2%	-4.3%	19.6%	25.9%	15.2%
Residential Improvements (3)	112.7	112.5	114.9	125.6	123.1	135.8
	-6.6%	-0.2%	2.2%	9.3%	-1.9%	10.3%
Total Residential (4) (5)	253.9	249.1	245.7	282.0	320.1	362.9
	-29.0%	-1.9%	-1.4%	14.8%	13.5%	13.4%
Nonresidential Building	375.7	290.4	283.1	299.1	307.2	333.3
	-14.2%	-22.7%	-2.5%	5.6%	2.7%	8.5%
Heavy Engineering (Non-Building)	273.5	265.0	249.4	273.4	289.9	309.8
	0.5%	-3.1%	-5.9%	9.6%	6.0%	6.9%
Total (5)	903.2	804.6	778.2	854.5	917.2	1,006.0
	-15.4%	-10.9%	-3.3%	9.8%	7.3%	9.7%
(1) New Multifamily = New Private Multifamily + New Public Multifamily – Public Improvements (estimated by Reed Economics) (2) New Residential = New Single-family + New Multifamily (3) Residential Improvements include remodeling, renovation and replacement work. Number also includes RCD estimate of improvements to public housing. (4) Total Residential = New Single-family + New Multifamily + Residential Improvements. (5) Total may not equal the sum of its components due to rounding. Source: Census Bureau, U.S. Department of Commerce. Forecast: Reed Construction Data

Job Order Contracting – Integrated Project Delivery for Renovation, Repair, Sustainability, and Minor New Construction

Job Order Contracting is a high performance delivery method that delivers superior quality, schedule, and cost results over other traditional design-bid-build.

Quality is a combination of conformance to specifications combined with a relatively few number of related change orders, reworks, and service calls.
In addition there is the quality of the Owner/Contractor/AE/Building User relationship(s), inclusive of mutual respect and trust.

JOC enables optimization of quality across all areas.  It does so by offering  a proven process that pushes information sharing towards the front of the line in both focus and time.   JOC is one of the few construction delivery methods to  require joint “pre-construction”services by the Contractor and Owners.  Contractors provide upfront project support spans constructability review and value engineering as part of the proposal process.

The above are just some of the reasons that JOC projects endure a change order rate  of less than 1%.  Furthermore, this stat is for renovation/repair  work in existing  buildings.   What is your change order rate for similar projects….  10%? More?

Trust is critical to any successful business relationship, however, is lacking in many/most traditional construction projects.  JOC alters the paradigm.

As an Owner, ask yourself -

Did we have fewer changes than we would have experienced under other methods?

Did we have little or no non-conformances or rework?
Did we have low punchlist items and were they cleared promptly?
Did the contractor deliver other services which were essential in helping us get a good project?
Do I trust my contractors?

Additionally, Usually JOC yields lower Procurement and Design Costs and shorter timelines.
Source:  Above was adapted from the CJE Fall 2012 Newsletter

Via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software for JOC – Job Order Contracting, SABER, IDIQ, SATOC, MATOC, POCA, MACC, BOA, and more!  Featuring exclusively enhanced 400,000 RSMeans line item cost database.

Job Order Contracting – JOC – Certificate Program

The Alliance For Construction Excellence
ACE Job Order Contracting (JOC) Certificate Program Mondays,  4:30 – 8:00 p.m.  October 29th – March 4th (15 weeks) Four Monday classes will not be held due to the holidays Location: To be Confirmed  The ACE Job Order Contracting (JOC) Certificate Program is an in-person, 56 hour program that will result in attendees receiving their JOC Professional Certification upon completeion of the program and the passing of the Certification exam. Sessions will cover: Different Project Delivery Methods and their applications Basic elements of JOC Requirements of a Successful JOC Program and is it the right method JOC Operations including how to set up a JOC Program Roles and Responsibilities of those involved Individual Job Order to include Preconstruction Services, Scope of Work, Price schedule and change orders How to manage a JOC Program to include training, reporting, communication tools, relationship building techniques and audits Job Order Pricing JOC Selection Process Legal considerations and contracts which are key to a successful JOC Program JOC Operations Manual Collaborative Thinking to ensure win-win-win results Case Studies weaved throughout the 15 weeks take students into real-life experiences Instructors to Include: Gary Aller, Director, Alliance for Construction Excellence Charlie Bowers, LEED AP, Centennial Contractors Enterprises Hank Traeger, Retired, Alliance for Construction Excellence Mark Powell, LEED AP, Kosten Technik International   ACE JOCCP is perfect course for: Developers, Owners, Construction Managers, Project Managers, Architects, Engineers, Contractors, Subcontractors, and Residential, Civil, & Commercial Construction Professionals There are no prerequisites to enroll in this program, but basic knowledge about the construction process will be assumed. A certificate of completion will be awarded for successful completion of the course and 5.6 noncredit CEU’s will be awarded for those who attend and successfully complete the 56 hours of instruction (3 absences are allowed to receive full CEU’s).     Registration Fee ACE Members — $3295    l     Non-Members  – $3635 Register Online: www.ace4aec.com/course/job-order-contracting-joc-certificate-program-10292012 If you have not registered for meetings online, please click LOGIN button for information on creating your ACE website account. If you have any questions, contact the ACE office at 480-965-4246.	JUST A REMINDER: Don’t Forget to Download your Presentation Files! Registering for a Task Force Meeting gives you access to the presentation materials! Find them here! OTHER ONLINE RESOURCES FROM ACE: Library/Store Explore and download three years worth of Task Force Meeting and Seminar Presentations, all available for download in our archive. Interested inRenewable Energy? InterestedinProject Delivery Methods? Interestedin Public Private Partnerships? InterestedinBuilding Information Modeling? Click here to view our entire archive! Online Training Offering the flexibility to learn at your own pace! Featured Courses: Preconstruction Services for Vertical Projects 1: Architect/Engineer Common Elements of Contractor Failure (and How to Avoid Them!) Energy Modeling for LEED Click here to view all our online courses Stay Up to Date with ACE! http://ace4aec.mobapp.at Get the ACE app for your smart phone!
Main ACE Office P.O. Box 870204 Tempe, AZ 85287-0204 (480) 965-4246 www.ace4aec.com ace.asu@asu.edu

 Definition of JOB ORDER CONTRACTING – JOC

Job order contracting – JOC -  is an innovative procurement technique designed to provide more responsive facility maintenance, repair, sustainability,  and minor construction.  It is intended to significantly reduce engineering and procurement lead-times by awarding a competitively bid, firm-fixed-price, indefinite-quantity, multitask contract (IDIQ)  to a single general contractor. The contract consists of detailed task specifications for a multitude of real property maintenance activities encountered within a specific geographic area.

Use of a job order contract (JOC) avoids separate design, specification, and construction contracting actions. Prepriced units of work are used to help streamline the process. The contracts are awarded by competitive procedures. Upon award, a contractor receives individual task orders, also called delivery orders, based on continued levels of high performance. This incentive mechanism is unique to JOCs.

JOCs are based on a proprietary or commercially available unit price book (UPB) that lists all tasks encompassed by a contract with a corresponding unit price. The vast majority of JOC contracts use RSMeans Cost Data in some manner.  4Clicks Solutions, LLC offers  exclusively enhanced 400,000+ line item RSMeans Cost Data access inclusive of full line item descriptions and modifiers.  This UPB can be localized and supplemented with client specific line items and place within a power, easy-to-use software solution that automates many aspects and helps to assure consistency of JOC implementations.
In making offers on the JOC contract, offerers propose multipliers  or coefficients  for work performed during normal working hours, and for work performed during other than normal hours.
Multiplying the UPBs unit prices by the appropriate coefficient determines the total price. Should the task order include supplemental items that the UPB does not identify, the contractor and the owner jointly determine a fair price for these items. These items are added to the UPB work for a total cost of completing a task order. The items that are not included in the UPB are called either non-prepriced items (NPIs) or non-prepriced work (NPP).

(above adapted from Logistics Management Institute – Improving the Army’s Job Order Contracting Program, via http://www.4Clicks.com)

If you are using RSMeans CostWorks for JOC – Job Order Contracting, SABER, IDIQ… this paper is for you.

bp 20120727CostWorksVSe4ClicksProjectEstimator

Abstract:  This paper highlights the differences between e4Clicks Project Estimator Software^TM  - an integrated software solution for cost estimating and project management, and CostWorks – an electronic cost book and cost calculator.  Primary areas of consideration include estimating, team collaboration, RSMeans^TM database enhancements and SABER-JOC-IDIQ contract compliance and execution: 1. RSMeans CostWorks is an electronic representation of RSMeans Cost books, a basic cost calculator that relies upon associated management via traditional spreadsheets. e4Clicks Project Estimator is an integrated tool that enables Owners, Contractors, and AEs to manage JOC-SABER programs.  2. CostWorks is a single user application. e4Clicks is a multi-user platform that allows for collaboration and easy sharing of information.  3. e4Clicks assures contract compliance by not simply having a cell in a spreadsheet with calculated totals, hidden formulas, and lack of traceability. e4Clicks tracks every change, including the ability to note what was changed and why.

In addition to these items, there are a host of other very important features exclusive to e4Clicks Project Estimator: Integrates document management, contract management and electronic takeoff, all in one program. Owner ability to import contractor estimates, create a quick, automated side-by-side comparison showing differences and deltas.  This ability to create a clear comparison of owner and contractor information prepares owners for faster, and more accurate negotiations with contractors.  Lastly sharing detailed estimates is simple and easy.  For example, rather than create a project entirely from scratch, estimators can use something from the past and update pricing and change quantities in minutes.

bp 20120727CostWorksVSe4ClicksProjectEstimator

 

 

Also, here is a valuable Job Order Contracting Cost Estimating Workshop from the ALLIANCE FOR CONSTRUCTION EXCELLENCE – ACE.

JOC Cost Estimating Class

 

JOC Estimating Workshop Aug 2012 (3)

 

 

 

 

The Reasons BIM is Going Nowhere Fast

July 16th, 2012 – NIBS Report -  National Institute of Building Sciences Consultative Council  

Per the NIBS  Consultative Council there are four areas where our industry needs to focus highlights four  in order to improve buildings and infrastructure.

1. Defining High-Performance and Common Metrics
2. Codes and Standards Adoption and Enforcement
3. Energy and Water Efficiency; and
4. Sustainability.

The Consultative Council provides findings and recommendations to the President and Congress on issues impacting the built environment. A summary of the report, “Moving Forward: Findings and Recommendations from the Consultative Council,” is in the Institute’s 2011 Annual Report to the President of the United States.

• The building community should work to define metrics for achieving high-performance buildings—including both qualitative and quantitative measures.
• The National Institute of Standards and Technology, the U.S. Department of Energy, the Institute and others should encourage cities and smaller communities to adopt and enforce updated model codes.
• Regulators and the building industry should support efforts by codes and standards developers and adopting jurisdictions to format criteria in ways that simplifies and enhances the ability to verify compliance.
• Software developers, regulators and building professionals should support the development of building information modeling (BIM ) for use as an automated code-checking tool that can improve compliance and streamline the approval process.
• The U.S. Government should develop incentives for state and local governments to require water metering of all buildings and to adopt and enforce comprehensive “green” building or plumbing codes.
• The U.S. Government should provide a tax incentive for building owners who voluntarily get their buildings audited and that implement the recommendations to reduce energy and water use.
• Policy makers and members of the building community are encouraged to use a common definition for sustainability.
• The building community needs mechanisms (e.g., budgets, insurance and tax incentives) to help finance sustainable life-cycle performance for buildings and related infrastructure.

There is virtually nothing “new” in any of the above, nor any plan to gain traction in any particular area, let alone all.  Until our industry and our Nation realizes the importance of efficiently managing the life-cycle of the built environment and defines processes and deploys digital tools to support requisite changes, BIM doesn’t have a chance.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

via http://www.4Clicks.com – Premier software for cost estimating and efficient project delivery – Job Order Contracting – JOC, SABER, IDIQ, MATOC, SATOC, MACC, POCA, BOA, etc.  Exclusive 400,000+ line item enhancement of RSMeans Cost Data, visual estimating including QTO and Pattern Search, Document/Project/Program Management.

 

Consultative Council members that contributed to the 2011 report include: ASTM International; American Institute of Architects; American Society of Civil Engineers; ASHRAE; Associated General Contractors of America; Building Owners and Managers Association, International; Construction Specifications Institute; ESCO Group; Extruded Polystyrene Foam Association; Glass Association of North America; Green Mechanical Council; HOK; Illuminating Engineering Society; International Association of Lighting Designers; International Association of Plumbing and Mechanical Officials; International Code Council; Laborers’ International Union of North America; National Insulation Association; NORC at the University of Chicago, and United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry.

BIM Collaboration – Fact or Fiction?

BIM Collaboration – Fact or Fiction

As members of the AECOO¹ Community and stewards of the build environment, it is our obligation to collaboratively address our industry-specific productivity and business process issues as well as the our lack of significant progress relative to addressing environmental impacts.

Truth be told, there is only one significant barrier to efficient AECOO practices and it is our existing culture of mistrust, lack of open communication, and reliance upon antagonistic construction delivery methods.

The design-bid-build construction delivery method and associated practices such of awarding contracts to the lowest bidder do little more than a fuel to the fires of waste, protracted project timelines, change orders, and legal disputes.

Also, focus upon symptoms such as lack of effective technology usage and associated interoperability issues, have done little to drive change.  That said, it may be technology that is the acts as the catalyst to tear down the walls of mistrust and silos of independent groups and activities.

Cloud computing and associated social networking have already begun to dramatically alter the world and stand ready to forcefully impact the AECOO community.

A simplified, however, powerful definition of BIM is “the efficient life-cycle management of the built environment supported by digital technology”.   Achievement of this goal requires the integration of multiple knowledge domains and associated processes, procedures, and activities, which to date have been managed in isolation.   While detailed knowledge of each domain will remain a challenge, sharing of critical information with multi-disciplinary impact can be achieved if communication barriers are removed.   Cloud computing, social networking, and the associated use of integrated project delivery methods² will provide the basic foundation upon with BIM will be enabled.  An an actionable framework for professional AECOO collaboration, and increased productivity is on the horizon.   The timing and success, however, is totally dependent upon transformational changes regarding the ways in which AECOO professionals communicate and deliver their services.

 

1-Architerture, Engineering, Construction, Owners, Operations

2-Current examples include integrated project delivery (IPD) for new construction and job order contracting (JOC).  The latter is a form of IPD specifically targeting renovation, repair, sustainability, and minor new construction.

 

 

 

via 4Clicks Solutions, LLC – Premier software for cost estimating and efficient project delivery – Job Order Contracting – JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA, IPD …. and best implementation of RSMeans Construction Cost Data, including enhanced 400,000+ line items with detailed descriptions and modifiers.

Robust Construction Cost Estimating with Best Representation of RSMeans Cost Data – Contractors, Owners, AEs, JOC, IPD, SABER, IDIQ …

“We can’t solve problems by using the same kind of thinking we used when we created them.”  – Albert Einstein

Despite Einstein’s quote, most Owners, Contractors, and AEs are burdened by aging and outdated tools that now create more problems than they solve.   Spreadsheets are a primary example.  Sure, they are an important tool.  But remember, they were designed some thirty years ago to deal with the mundane tasks of pen an paper accounting and forecasting.   Today’s world of Architecture, Engineering, Construction, Owner, and Operations, ( AECCO ) demands the collaboration of dispersed disciplines and teams,  accelerated deadlines, and “doing more with less”.   Creating and sharing spreadsheets can’t keep pace with the speed of business, and the documented (see references below) spreadsheet issues of formula and data input errors are far too costly.

Powerful cost estimating software, integrated with visual estimating, contract management, project management, and document management is the new standard.   Owners, Contractors, and AEs can be significantly more productive and collaborative, working literally at any time, from any place.

Furthermore with an integration of an exclusively enhanced 400,000+ line item RSMeans database (or an IDIQ, or custom database), transparency and consistency are virtually assured.

Make the move to newer, more productive cost estimating and project management systems.

Note: Christofferson, Jay. “Estimating with Microsoft Excel”, Brigham Young University.Nickols, Robert Duane. “Construction Estimating Using Excel” Lexington Technical Institute, University of Kentucky.

Comparison of Cost Estimating Tools

JOC White Paper

via http://www.4Clicks.com – Premier software for efficient project delivery.  RSMeans, JOC, SABER, IDIQ, IPD, SATOC, MATOC, MACC, POCA, BOA …

Job Order Contract – Job Order Contracting – JOC

Job Order Contracting – JOC (also known as SABER in the Air Force)  is an efficient way of getting the numerous, commonly encountered renovation, repair , remodeling and smaller construction projects done faster and collaboratively under a single contract.

JOC is collaborative process, a form of Integrated Project Delivery – IPD,  embracing partnering and teamwork between Owners,Contractors and AEs.  JOC provides a robust, prove process methodology to execute a wide variety of indefinite delivery, indefinite quantity – IDIQ , fixed price, multiple simultaneous orders for renovation, rehabilitation, repair, and sustainability work for large facilities and infrastructures – DOD, non-DOD Federal Departments and Agencies, State/County/Local Government, Education, Healthcare, Transportation/Airports…

Job Order Contracting provides increased productivity, accurate reporting mechanisms and transparency.

via http://www.4Clicks.com – Premier software for efficient project delivery – JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA …

 

Advantages of using a JOC program (source-JOC Wiki)

The major advantages of job order contracting include:

1. Fast and timely delivery of projects.
2. Low overhead cost of construction procurement and delivery.
3. Development of a partner relationship based on work performance.
4. Virtual elimination of contract disputes.
5. Fewer change orders.
6. Standard pricing and specification utilizing a published unit price book (UPB), i.e. RSMeans Cost Data, resulting in efficient and effective estimating, design, and fixed price construction.

Top-performing JOC contractors achieve a high percentage rate for completion of projects on time and on budget. Also, the JOC process provides for a single contract to be used for the delivery of multiple or repeated work orders without having to re-bid the same work as required in other commonly used delivery systems. It allows for back and forth communication and development efforts throughout a project. This differs greatly from the one way, antagonistic methods such are design-bid-build.  JOC provides the greatest advantage in situations involving recurring work when delivery times, type of work and quantity of work are indefinite. While JOC is not used for major new construction, it is best for minor new construction, adjustments, renovation, repair and maintenance of facilities.

Other advantages include:

• Partnering and performance incentives result in high-quality construction and service and enhanced quality control. Quality JOC contractors have reduced and even eliminated punch lists.
• Simplified design documents and acquisition processes negate the need for complicated and repetitive contract documents and reduce contract administrative costs.
• The speed of JOC contracting ranges from 10 days to 21 days from request to construction start, since JOC projects don’t demand soliciting and acquiring a contract along with detailed plans and specifications.
• Facility owners do not have to provide a complete design, but rather rely on the JOC contractor to produce any essential drawings for the design.
• Employment of smaller subcontractors in the area to perform the work, allowing for the majority of the project funds to be spent locally.
• Minimal risk for the owner in the event of problems with the contractor because the owner can stop using the contract at any time. If a performance-based system is also used, the JOC contractor can be terminated for lack of performance.
• A win–win attitude or motivation for both the contractor and the facility owner produced by and through the long-term relationship.

Authoritative Source on BIM – Mission: Improve all aspects of the facility and infrastructure lifecycle by promoting collaboration, technology, integrated practices, and open standards

BIM is the life-cycle management of facilities (built structures) supported by digital technology.  3D visualization tools, aka Revit, Archicad, etc. simply components of BIM.  Other components include, capital planning and management systems (CPMS), cost estimating and project delivery systems (IPD – integrated project delivery, JOC – job order contracting), computerized maintenance management systems (CMMS), building automation systems (BAS), geographic information systems (GIS), and others.

The BuildingSMART alliance™ (Alliance) is  the premier organization in the United States chartered to coordinate and provide technical development; standards development and adoption; and political, and financial support for advanced digital technology in the real property industry—from concept, design and construction through operations and management. The buildingSMART alliance operates within the independent nonprofit National Institute of Building Sciences (Institute).

1. You can’t manage what you don’t measure

2. You can’t automate what you don’t understand

3. Cultural is the primary barrier to efficient construction delivery, not technology.  Information is currently exchanged by disparate teams, in different ways and with different content for the same purpose.

4. Paper-centric process, email, phone create even more problems.

5. In order to take advance of BIM and digital technology…. PROCESS MUST CHANGE!

•1974 – Public Law 93-383, Sect. 809

–Bridge between Private and Public Construction

–Non-governmental – Unique 501c3 Organization

–Unique in that it represents all disciplines in industry

•Architects, Engineers, Contractors, Insurers, Unions, Manufacturers, Legal, Housing, Vendors, Owners, Consumers,  State & Federal Government, Codes & Standards, and Testing

–buildingSMART alliance is a council of the Institute

–Formerly International Alliance for interoperability

 

 

via http://www.4Clicks.com – Premier software for cost estimating and efficient project delivery.  Best representation of RSMeans Cost Data with exclusively enhanced 400,000 line item database. JOC, SABER, IPD, IDIQ, SABER, SATOC, MATOC, MACC, POCA, BOA….   Owners, Contractors, Subs, and AEs, manage multiple estimates, projects, and contractors… all in one program!