COBie – May 20, 2016
Efficient life-cycle management of facilities and other physical infrastructure is impossible until real property owners are better educated and truly capable in their role as stewards of the built environment.
LEAN best management practices and associated collaborative construction delivery methods (Integrated project delivery – IPD, Job Order Contracting – JOC, etc.) are REQUIRED in order to deliver quality renovation, repair, sustainability, and new construction projects on-time and on-budget.
Most Owners do not have the educational background or professional experience needed to consistently deploy LEAN construction delivery methods and/or life-cycle management.
4Clicks Solutions, LLC is currently beta testing Ceasel, a next generation cloud computing application to enable collaborative construction cost estimating and associated efficient project delivery.
Cloud computing is more than a catalyst for change, it is a DISRUPTIVE TECHNOLOGY, that will significantly enhance productivity within the Architecture, Engineering, Construction, and Facility Management sectors.
Different form legacy client/server applications or “web-enabled” systems that tend to automate existing ‘ad hoc’ and inefficient business process, Ceasel and other “built from the ground” true cloud computing applications enables embed business best practices and drive true collaboration among Owners, Contractors, Architects, Engineers. The core focus ends up being upon CHANGE MANAGEMENT and how to best leverage cloud computing, vs. the technology itself.
Here’s just a few benefit of Ceasel’s cloud computing …
1. Collaboration – True cloud computing (vs. cloud-washing or simply posting legacy applications to the cloud) lets users work concurrently on projects in real-time…virtually anyone, anywhere, anytime in multiple languages and currencies.
2. Data Integrity – Information is NEVER deleted. This is potentially the best form of security available. “Who” does “What” and “When” is always tracked and changes can be “rolled back” at any time by authorized administrators.
3. Data Protection – It is YOU, the user who determines how, when, and where to publish data. For example, you can maintain information in your private area, publish as read only to specified members within a private cloud…or publish to all members in a private cloud, or publish information to all members in public cloud and enable rights to use and modify data.
4. Visualization – DATA visualization and the associated development and implementation of collaborative construction delivery methods such as integrated project delivery – IPD, and job order contracting, JOC, enable shared information earlier in the project life-cycle and among more participants. This enable errors to be found and corrected and/or changes to be accomplished earlier in the project timeline. This results in few change orders, faster project timelines, and virtual elimination of legal disputes. Cloud computing will accelerate data visualization and transparency among all stakeholders of physical infrastructure and promote multiple forms of performance-based processes.
5. Agility – Our work and natural environments are changing at an accelerated pace. Rapid deployment, monitoring, and the associated continuous modification of processes and policies are becoming increasingly important. Cloud computing deploys processes faster than any other method currently available. There is no longer a need to rely upon internal “IT” for deployment or applications specific changes, computing power, storage space, etc.
6. Mobility – It is neither cost effective, nor efficient, to have everyone working in offices or specified work settings. Resources need to be tapped from multiple locations enabling use of “the best of the best”. Cloud computing allows direct, transparent access to local resources while also communicating centralized processes and procedures.
7. Centralization of Information – While information can be scattered among several data centers, it also can be instantly consolidated to provide global management in support of an organization’s mission as well as associated, efficient local action.
8. Business Continuity – While Internet access is required (unless you host the “cloud” internally), would you rather store your information at your location and risk catastrophic failure, or at a location with multiple redundancies?
If you are interested in becoming a beta partner, please contact pcholakis@4Clicks.com
One thing is clear, the construction sector (architecture, engineering, contractors, owners, operators, users, suppliers) has been lagging virtually all other business sectors for decades with respect to productivity improvement.
I believe that the cause is largely cultural, however, any major improvement must be driven by Owners,and/or mandated by governmental regulation.
My reasoning is simple, Owners pay the bills. Thus as long as Owners remain satisfied with the status quo and/or remain “uneducated” with respect to proven business “best practices” and lean management processes, as well as supporting technologies, economic and environmental waste will continue to be rampant.
Currently, my outlook is somewhat pessimistic. If one looks at capability and knowledge specific to life-cycle facility management from an industry perspective, most has originated with the government sector, followed by higher education, state government, healthcare, process-based industries, etc. etc. Basically, Owners whose mission is dependent upon their built environment tend to create and follow life-cycle management practices. These are Owners that can’t adopt a “churn and burn”, or “run to failure” approach to facility management. These sectors can’t easily pack up and move if their facilities and physical infrastructure fail.
That said, even government owners, for the most part, have failed in any sort of department or agency-wide adoption of standardized best practices. This is true even for “simple” areas such as facility repair, maintenance, and renovation. Only the Air Force appears to come close to having any true adoption of robust, proven, best-practices in this regard, as well as associated training, etc., most notably with their SABER construction delivery structure.
In order to effect measurable productivity improvement in the “construction” sector, , I have put together a core requirements “checklist”.
1. Robust Ontology – Cost effective information management and information reuse can only be accomplished with a detailed set of terms, definitions, metrics, etc. This aspect is also critical to improved strategic and tactical decision support mechanisms.
2. An understanding of life-cycle management of the built environment from a collaborative, best-practices, process perspective as well as associated supporting technologies. Forget the traditional strategy-design-construction-demolish approach.
3. Commitment to a total cost of ownership perspective including both economic and environmental costs vs. our classic “first-cost” mentality.
4. “Trust but measure” – Owners MUST conduct their own internal cost estimating and associated capital planning and compare these to contractor estimates, with each party using the same data architecture (examples: RSMeans, masterformat, uniformat, omniclass).
5. Adoption of collaborative construction delivery methods such as Integrated Project Delivery, IPD, and Job Order Contracting, JOC, in lieu of antagonistic and inefficient design-bid-built, or even design-build.
6. STOP reinventing the wheel. Nothing noted here is “rocket science”. Many, if not most, processes, procedures, and technologies are readily available for anyone who does a bit of basic research!!! Also, stop with the focus upon BIM from a 3D visualization perspective! 3D tools are great, and add value, however, INFORMATION and PROCESS drive success.
If you can’t see the whole picture… you can’t appreciate BIM.
Hard to believe…perhaps to some… but many /most of us in the Architecture, Construction, Owners, Operations sector still don’t know how to define BIM.
Anna Winstanley and Nigel Fraser of Lean BIM Strategies Limited provided the most likely reason in a recent perspective… if you can’t see the whole picture… you can’t appreciate BIM.
BIM Definition – Short – The life-cycle management of the built environment supported by digital technology.
via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software supporting JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, BOA … and featuring integrated contract, project, document management, visual estimating/quanity take-off. QTO, and an exclusively enhanced 400,000 line itme RSMeans Cost database.
Here’s a quick overview of a recent meeting discussing the legal aspects of BIM held July 2013.
‘Experts’ we gathered by RIBA Enterprises to discuss the topic. Key items a noted below:
1. CIC Protocol requires employers/onwers to put the protocol in place for all team members and upate the model production delivery table is updated and that an information manager is appointed.Project team members are required to provide specified levels of information, with a reasonable level of care.
2. Key to manage expectations early on in the project.
3. Protocol doesn’t really change liability in itself. That said, the concept of Level of Detail (LOD) become important in determining what information is considered ‘sufficient’ when team members are delivering information to “employers/owners”. Greaeter definition is required for both “data”, i.e. COBie and geometries.
4. Common data is a central requirement and robust management/business rules must be followed to assure development and use.
5. An information manager should not be confused with a design manager. The information manager role spans multiple disciplines / competencies.
6. Copyrights and other intellectual property issues are not any more complicated and appropriate licenses/rights should be established/obtained for owners/team use at the onset of the project.
via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software – JOC, SABER, IDIQ, MATOC, SATOC, MACC, POCA, BOA… featuring integrated contract, project, and document management, visual estimating/QTO, and an exclusively enhanced 400,000+ RSMeans line item cost database with line item modifiers and full descriptions.
Note: The above is not intended as legal advice of any type, but rather a simple report on the session.
As the old saying goes…”you can’t manage what you don’t measure”.
Here’s the beginning of a list of information requirements spanning various domains/competencies, technologies, etc.,
While an important component, the 3D component of BIM has been a very unfortunate distraction. It appears that many/most have “gone to the weeds” and/or are “recreating the wheel” vs. working on core foundational needs such as the consistent use of appropriate terminology and the establishment of robust, scalable and repeatable business practices, methodologies, standards, metrics and benchmarks for facilities and physical infrastructure management.
It is common terminology that enables effective communication and transparency among the various decision makers, building managers, operators and technicians involved with facilities and physical infrastructure investment and management.
Here are examples of metrics associated with the life-cycle management of the built environment:
Annualized Total Cost of Ownership (TCO) per building per gross area = Rate per square foot
Annualized TCO per building/Current replacement value = Percent of Current Replacement Value (CRV)
Annualized TCO per building/Net assignable square feet = Cost rate per net assignable square feet per building
Annualized TCO per building/Non-assignable square feet = Cost rate per non-assignable square feet per building
Annualized TCO per building/Building Interior square feet = Cost rate per interior square foot per building
AI (Adaptation Index) or PI (Programmatic Index) = PR (Program Requirements) /
CRV (Current Replacement Value)
Uptime or Downtime – Defined in percent, as amount of time asset is suitable for the program(s) served.
Facility Operating Gross Square Foot (GSF) Index (SAM Performance Indicator: APPA 2003)
Custodial Costs per square foot
Grounds Keeping Costs per square foot
Energy Costs per square foot
Utility Costs per square foot
Waste Removal Costs per square foot
Facility Operating Current Replacement Value (CRV) Index (SAM Performance Indicator: APPA 2003)
Planned/Preventive Maintenance Costs per square foot
Emergency Maintenance Costs as a percentage of Annual Operations Expenditures.
Unscheduled/Unplanned Maintenance Costs as a percentage of Annual Operations Expenditures.
Repair costs (man hours and materials) as a percentage of Annual Operations Expenditures
FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal)
/ CRV (Current Replacement Value)
Recapitalization Rate, Reinvestment Rate
Deferred Maintenance Backlog
Facilities Deterioration Rate
FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal) /
CRV (Current Replacement Value)
AI (Adaptive Index) or PI (Programmatic Index) = PR (Program Requirements) /
CRV (Current Replacement Value)
FQI (Facility Quality Index) or Quality Index or Index = FCI (Facility Condition Index)+ AI (Adaptive Index)
Via http://www.4Clicks.com – Premier cost estimating and efficient project delivery software for the built environment – , …