IMFA – Presentation
Project Delivery Methods of the Future – IFMA WORLDWORKPLACE 2012 – San Antonio, TX
Job Order Contracting (JOC) and Integrated Project Delivery (IPD) converge with Cloud Computing, Big Data, and BIM.
14 Reasons to Register: Building Innovation 2013
1: Building Innovation 2013 is delivered by the National Institute of Building Sciences – an authoritative source of innovative solutions for the built environment. For nearly 40 years, the Institute, a non-profit, non-government organization, has served as an interface between government and the private sector, with the primary purpose of bringing together representatives of the entire building community to review advancements in science and technology and develop solutions for our built environment.
2: Building Innovation 2013 is focused on Improving Resiliency through High Performance and will present the latest advancements in a wide-range of building industry areas that offer genuine solutions for improving security, disaster preparedness, performance, sustainability, information resources and technologies for our nation’s buildings and infrastructure. Within four tracks, Conference attendees will experience the Institute in action as a leader and advocate for the industry and discover how the Institute’s programs and activities work to develop innovative solutions for a number of building-related challenges.
3: Building Innovation 2013 is the only place you’ll find the authentic event on federal construction: FEDCon® — The Annual Market Outlook on Federal Construction — where attendees will hear the most authoritative, up-to-date information on federal agency building and infrastructure budgets, construction forecasts and regulatory updates. The Institute initiated FEDCon®, now in its 20th year, to give private-sector architects, engineers, general and specialty contractors, and manufacturers insight into what they need to know to deliver services and products to the U.S. Federal Government — the world’s largest facility owner and procurer of design and construction services.
4: Building Innovation 2013 is where the popular and informative buildingSMART alliance Conference is on the schedule. It’s the only place where the very experts who make the critical decisions on building information modeling (BIM) standards come together to share their knowledge on the various aspects of implementing BIM. This Conference, focused on Integrating BIM: Moving the Industry Forward, will deliver an understanding of how BIM can better integrate the design, construction, fabrication and operation processes, and also provide you with the latest metrics available to assess industry progress.
5: Building Innovation 2013 is the only Conference that gives you Innovative Technology Demonstrations directly from the developers who initiated the cutting-edge tools. Don’t settle for second-hand information on the Construction Operations Building information exchange (COBie) Calculator and Specifiers Properties information exchange (SPie) Catalog. Find out first-hand all about these IE standards, as well as the new information exchanges for Building Programming (BPie), HVAC (HVACie), Electrical Systems (SPARKie), Building Automation Modeling (BAMie) and Water Systems (WSie). Attend these demonstrations, along with the buildingSMART Challenge at Building Innovation 2013, and gain insights straight from the source.
6: Building Innovation 2013 is home to the popular Building Enclosure Technology and Environment Council (BETEC) Symposium, where the field’s leading experts in building enclosure research, design and practice unite to tackle the latest issues. For 30 years, BETEC has delivered quality symposia and continues its commitment with this Symposium titled, Fenestration: A World of Change, which will examine the most current data available on fenestration performance and technology.
7: Building Innovation 2013 kicks off the inaugural Multihazard Mitigation Council (MMC) Symposium, designed to guide hazard mitigation policies for the next decade. At this Symposium, focused on Large-Scale Mitigation Planning and Strategies, industry experts will participate in interactive sessions to tackle long-standing multihazard mitigation problems in the United States and then present their conclusions to a panel of high-level policy makers, with the goal of setting long-term solutions.
8: Building Innovation 2013 highlights the revolutionary tools developed through the Institute’s collaboration with the U.S. Department of Homeland Security (DHS) Science and Technology Directorate (S&T) Infrastructure Protection and Disaster Management Division (IDD) for use in evaluating buildings against the threat of multiple hazards. The Integrated Resilient Design Symposium: Evaluating Risk, Improving Performance, introduces attendees to these invaluable tools and demonstrates how they are being used to assess potential risks to buildings from blast, chemical, biological and radiological (CBR) threats, and natural hazards, while incorporating high-performance attributes into building design.
9: Building Innovation 2013 offers the only Symposium specifically addressing the needs of persons with low vision. The Low Vision Design Committee Symposium: Creating Supportive Environments for Persons with Low Vision, presents the latest state-of-the art theory and practices for designing for people with low vision from the designers, users, clients and low vision medical specialists that focus on this growing segment of the population – which is expected to be more than 50 million people by the year 2020. Find out how designing for persons with low vision can create environments that are more universally user-friendly for everyone.
10: Building Innovation 2013 provides the chance to explore what social, economic and environmental sustainability means to various segments of the building industry and how an effective, holistic approach can move the industry Beyond Green™. The Sustainable Buildings Industry Council Symposium: Fostering Innovation to Go Beyond Green™, is the only event where you’ll meet the winners of the 2012 Beyond Green™ High-Performance Building Award and see their real-world examples of sustainability first-hand.
11: Building Innovation 2013 is the place where academic professionals will gather to work on establishing a common educational strategy for BIM education. During the BIM Academic Education Symposium: Setting the Course for a BIM Educational Strategy, representatives from more than 25 colleges and universities will focus on certification, accreditation and credentialing. Coordinated by the buildingSMART alliance for the 4th year, this event will be held in collaboration with the AGC BIM Forum.
12: Building Innovation 2013 allows you the opportunity to meet the industry’s leaders as they are recognized for making exceptional contributions to the nation and the building community. The Institute’s Reception and Annual Awards Banquet will highlight the State of the Institute and honor individuals and organizations that are moving the industry forward.
13: Building Innovation 2013 gives you a full week to make quality one-on-one connections with industry experts and innovators; collaborate with colleagues; learn from the best; and share your expertise and experiences. From the varied Symposia and Educational Sessions to the Exhibitor Reception and Keynote Lunches, there are many excellent reasons to attend.
14. Visit 4Clicks and see CEASAL, the ONLY CLOUD-BASED, Collaborative COST ESTIMATING and EFFICIENT PROJECT DELIVERY system with 400,000+ detailed RSMeans Line Items, ability to leverage your custom cost data, and incorporate IPD – Integrated Project Delivery, JOC – Job Order Contracting, IDIQ, SATOC, MATOC, POCA, BOA and more! (multiple Patents Pending). Exhibit Space #5.
Cloud-computing will have a much more significant impact upon how the built environment is managed than 3D visualization. Information drives cost savings and higher efficiency. How and when we access information will forever alter day-to-day and strategic business practices for Owners, AEs, Contractors, SubContractors, Business Product Manufacturers, Building Users, Oversight Groups, and the Community.
BIM is the life-cycle management of the built environment support by digital technology.
Currently, the efficient life-cycle management of the built environment is being retarded by several factors:
Most disconcerting is that, in most cases, methods for gathering and working on significantly enhanced tactical and strategic facility life-cycle management practices are readily available. Primary failures and relative lack of progress relative to BIM occur due to lack of applying information to resolve planning, resource allocation, and execution in a timely, collaborative manner. Cloud computing uniquely addresses all of these important issues.
Data silos evolved from improper higher education and professional training practices, inefficient and adversarial construction delivery methods, as well as piecemeal IT procurement policies.
Traditional data processing systems and application specific software solutions were confined by the high cost of memory and storage. Memory, storage, and processing power are now relatively inexpensive, to the extent that they are mathematically approaching zero. As a result Internet massive scale storage, search, and processing paradigms are rapidly becoming commonplace. That said, Excel and similar spreadsheet-centric programs, and even relational database technology are not up to the task of accessing and working upon data fast enough.
Cloud computing however enables the searching and use of massive data sets in milliseconds. Additionally real-time, multi-point collaborative access is securely enabled by cloud computing. In short, cloud computing eliminates the need for data silos.
Moving the currently disparate knowledge domain AECOO (Architecture Engineering, Construction, Owner, Operations) practices into a collaborative process, and shifting information access to an earlier point within the construction project planning process are also enabled by cloud computing and associated “newer” construction delivery methods (Integrated Project Delivery – IPD, and Job Order Contracting – JOC). Former time-line and silo restricted aspects of present day-to-day AECOO business practices stand to be vaporized by the precision search and analytic capabilities of modern cloud computing. Cloud computing is a highly standardized and virtualized commodity infrastructure, when combined with with standardized terms, cost data architectures, and similar generalized information hierarchies enables real-time continuous processing of open digital document/ information flow.
Fear that cloud computing will reduce the importance of Architects, Cost Estimators, Construction Managers, and other related profession is unfounded. Certainly inter-relationships and roles will evolve, however for those that are receptive, capabilities and potential within each profession will be expanded.
BIM (Building Information Modeling) is the life-cycle management of the built environment supported by digital technologies. As such it is a process of collaboration, continuous improvement, transparency, and integration. 3D distractions aside, achieving optimal return-on-investment (ROI) on BIM requires focus upon change management, first and foremost. Ad-hoc business practices, traditional construction delivery methods, and legacy software must be cast aside.
BIM is managing information to improve understanding. BIM is not CAD. BIM is not 3D. BIM is not application oriented. BIM maximizes the creation of value. Up, down, and across the built environment value network. In the traditional process, you lose information as you move from phase to phase. You make decisions when information becomes available, not necessarily at the optimal time. BIM is not a single building model or a single database. Vendors may tell you that everything has to be in a single model to be BIM. It is not true. They would be more accurate describing BIM as a series of interconnected models and databases. These models can take many forms while maintaining relationships and allowing information to be extracted and shared. The single model or single database description is one of the major confusions about BIM.(http://4sitesystems.com/iofthestorm/books/makers-of-the-environment/book-3/curriculum-built-world/categories/introductionbim-integration/)
The principles of BIM:
(Johnson et al. 2002) – There is an interrelationship between business goals, work processes, and the adoption of information technology. That is, changes in business goals generally require revising work processes which can be enhanced further by the introduction of information technology. But we also recognized that innovations in information technology creates possibilities for new work processes that can, in turn, alter business goals In order to understand how information technology influences architectural practice it is important to understand all three of these interrelated elements.
Business Goals… Work processes …. Information technology
require/create require/create require/create
(Via http://www.4Clicks.com – Premier cost estimating and efficient construction project delivery – JOC, SABER, IDIQ, SATOC, MATOC, MACC, BOCA, BOA. Exclusively enhanced 400,000 RSMeans Cost Database with full descriptions and modifiers.)
Sustainability – “to create and maintain conditions, under which humans and nature can exist in productive harmony, that permit fulfilling the social, economic, and other requirements of present and future generations.” – US Executive Order 13423
BIG Data – BIM
Why has the construction industry been virtually the only major business sector that to show a decades long trend of productivity decline? The authors suggest that cultural, technological and supply chain barriers endemic to the AECOO (Architecture, Engineering, Construction, Owner, Operations) sector create inefficiency and waste. As a result facility managers continue to struggle with cost effective facility life-cycle management. These barriers, however, are in the process of being broken down by 1.) worldwide changes in the economic and environmental landscapes, 2.) the advent of disruptive technologies – specifically BIM and Cloud Computing, and 3.) the associated application and integration of transparent and collaborative project delivery methods.
Learn more at IFMA World Workplace – IFMA’s World Workplace 2012 Conference
BIM is the life-cycle modeling and management of the built environment supported by digital technology. Forget the 3D visualization distraction for a moment and let’s focus on the important component of the BIM acronym; the “I” for information.
As we all know from a quote commonly attributed to Peter Drucker… and I paraphrase ‘You can’t manage what you don’t measure’. Most, if not all failures to implement BIM and/or facility life-cycle management are likely traceable to the fundamental failure to gather the requisite accurate and transparent information required in order to make informed decisions. (Note: I use the terms “facility” or “facilities” to include any built structure.)
First, a few clarifications and items to help frame this discussion:
BIM’s SLOW START
Okay, so know let’s look a bit more about why BIM is not fully understood, nor being rapidly accepted across the Architecture, Engineering, Construction, Owner, Operations/Facility Management sector(s).
All aspects of BIM/faclity life-cycle managment, it’s organization, purpose, policies, assumptions, mandates, methods and scope must be discussed, agreed upon, and re-evaluated on a continuous, cyclical basis. It’s important that process ownership resides with everyone in the organization with appropriate expertise applied and shared from multiple knowledge-domains. Furthermore, that direct involvement and support of decision-makers and appropriate involvement of consultants and/or outsourcing is available.
BIM/life-cycle facility management requires fundamental changes in business practices. Unfortuantely, change management is a tremendous chasm to bridge, and achieving any significant success using internal resource only is unlikely. Just a few of the areas associated with implementing a BIM strategy are shown below.
Anticipated outcomes must be linked to ALL decisions in terms of anticipated financial, functional and/or conditional improvements.
Proprietary (e.g., Excel) and COTS tools for are used for various aspects of facility life-cycle management – strategic planning, capital planning and management/financial modeling, construction delivery, maintenance management, spaces planning/untilization, building automation/security, project management, etc. Relatively limited effort, focus, associated or investment is typically applied in consideration of integrating and rationalizing these various systems in terms of the validation and standardization of information across multiple knowledge domains. The piecemeal/ad-hoc approach is a symptom of process and cultural issues with an organization and/or lack of attention to change management. For example, a common “excuse” relative to this issue of integrating disparate technologies and processes is that the involved technology is” incompatible”. In today’s world, virtually any technology using current technology can communicate with another. The real issues reside in the people and process that create the information. The inherent “fear of change” and traditional lack of collaboration among various professional discipline are the fundamental issues to be address. A good example is the continued use of proprietary spreadsheets for cost estimating and other somewhat complex domains. The use of spreadsheets is well beyond their technologies ability. Spreadsheets are single user and non-collaborative, have no concept of hierarchy, nor full audit capability. In short, spreadsheets are inefficient and costly to maintain at best, and are costly relative to information reuse or updating. Spreadsheet use cost estimating and cost control for facility portfolios is unfortunately both pervasive and untenable.
Similarly CAD-centric visualization tools, such as Revit and AutoCad [from Autodesk], SketchUp (graphical design), Archicad, Bentley, etc. are excellent data visualization tools however, should not be confused as a turnkey BIM life-cycle management solutions. Relational database centric systems offer enhances data management, however, do not afford the flexibility of spreadsheets. Newer cloud-based technologies and associated offer higher degrees of collaboration, transparency, and flexibility.
THE IMPORTANCE OF CHANGE MANAGEMENT
Any attempt at life-cycle facility management – BIM will have little or no value unless based upon a collaborative evaluation of current and planned operations, conditions, and priorities. The objective of BIM is to cost-effectivey meet infrastructure requirements in support of an organizations mission, and to mitigate any preventative and unplanned disruptions to operations and/or compromises the financial position of the organization. This includes an asset management decision support capability the bases capital reinvestment upon financial and functional returns. All projects compete for organizational resources and objective criteria must be established to enable maximum utilization of these finite resources. Informed, goal focused decision support capability is a definitive source of opportunity for efficiency/productivity gains.
Cost awareness across the organization is an important starting point. Everyone in an organization must realize that capital reinvestment decisions are inter-related and impact long term operational expenses.
While uncertainty will certainly be present to some extent, virtually any facility life-cycle project or task can be modeled for decision-makers, and modeled over several timelines… 5 yr, 10yr, 50yr. etc. The mindset that performance and process improvement is ongoing vs. static must be adopted. This accounts for associate organizational “growth” or “shrinkage”, trends, regulatory impacts, etc. The overall goal is to maximize any ability to adapt, renew, renovate, recycle, reuse, and/or grow/shrink physical resources.
WHO IS INVOLVED?
“Everyone impacted by decisions made” is the short answer, including but not limited to Owners, Architects, Planners, Contractors, Sub-Contractors, Business Product Manufacturers, Technology Providers, Consultants, Building Users, Oversight Groups. From an Owner perspective, involved parties would include; Senior Management/HQ, Local Management, Planners, Capital Planners, Finance, Procurement, Project Managers, Building Users,
So, assuming one proceeds down the BIM life-cycle facility path, what are the reasonable expectations? First, it’s important to understand that a phased approach is likely the best approach. Think of BIM as a large pie, one that you are going to put together a piece at a time. That said, you need the to be aware of the list of ingredients and how and when to put the ingredients together.
Secondly, BIM / life-cycle facility management is verb, a process, not a one time thing… like a project. It’s primary gold is to improve upon the efficiency of impacts of the built environment, helping decision-makers compare and better select among available capital reinvestment alternatives. All decisions should consider space, equipments, physical and functional conditions, current construction cost estimates and operational cost estimates over defined periods of time. An ROI, Return-on-Investment business analysis is mandatory for all projects, inclusive of due consideration of any associated potential risks to the organization’s mission. So called , “lean practices” are an important objective, as are simple to use decision support and monitoring tools such as “dashboards” and associated key performance indicators (KPIs).
Ongoing facility portfolio reassessment based on a routine and consistently conducted functional and physcial facility assessments associated with appropriate standardized and well vetted reference cost databases, cost models, and other tools such as GIS and BAS.
Efficient facility construction, renovation, repair, and sustainability process management methods such as IPD [integrated project delivery] and JOC [Job Order Contracting], which involve all stakeholders collaboratively from project concept and design, through construction and warranty periods are core components of BIM/facility-life cycle management.
Thus in summary, anyone involved in BIM, particularly owners would do well to establish clear leadership and organizational ownership of the associated business processes at all levels in the organization ( local, regional, and HQ) as well as defined inter-relationships and expectations of all collaborative partners (Architects, Engineers, Contractors, Consultants, Technology Providers, etc.). Organizations also must
clearly articulate all associated business processes and workflows, and mandate their use, as well as the fact that all decisions must be outcome-based. Full training and support must be available as all levels, including access to all requisite tools, software, information, etc.
3D visualization is not BIM. BIM is the process of efficient life-cycle management supported by digital technology. Until appropriate process and technologies are deployed BIM will not become mainstream and the architecture, engineering, construction, and building operations/facility management sectors will continue their trend of low productivity and waste.
The fact that construction delivery methods, associated procurement and contractual methods, and the existing culture of the “construction industry” are the sources of many if not most of its problems has been well know for quite some time. More specifically, it is the endemic lack of collaboration, communication, and long term relationships built upon performance and trust are the fundamental cracks in the foundation of the AECO (architecture, engineering, construction., operations) sector. Over twenty years ago, innovative construction delivery methods such as JOB ORDER CONTRACTING (JOC), a form of INTEGRATED PROJECT DELIVERY (IPD) came into being and have been practiced successfully for decades. However, both JOC and IPD have failed to become mainstream. JOC only now beginning to accelerate in its use due to the availability of easy-to-use technology to enable rapid and consistent deployment. BIM requires a more robust linkage (as is the case with JOC) between construction delivery and life-cycle management process and technology, to achieve a similar gain in momentum.
Various reports, white papers, have been written on the subject (see below), all of which describe the AECOO sector as ‘ineffective’, ‘adversarial’, ‘fragmented’, ‘incapable of delivering for its customers’ and ‘lacking respect for its employees’. All call upon collaboration and partnering by all built-environment stakeholders as a requirement for efficient management practices.
Transparency, openness, co-operation, trust, honesty, commitment and mutual understanding among team members where all common terms in these prior reports, and are fundamental to JOB ORDER CONTRACTING. As specifically noted in the Latham Report,
Job Order Contracting is a form of IPD targeting renovation, repair, sustainability and minor new construction. Details of this efficient project delivery method and supporting digital technologies can be found in the references below.
Cloud computing and BIM are disruptive technologies that will finally alter the culture and fundamental framework of how the AECOO sector (Architecture, Engineering, Construction, Owner, Operations) does business. To appreciate this potential, however, requires a basic understanding of the following terms: The Internet – The Web – Cloud Computing – BIM.
The Internet is the substrate underlying the web and emerged from Darpa-funded (Defense Advanced Research Project Agency) work in the 1970s. The Internet is a global system of interconnected computer networks that use the standard protocols, for example, TCP/IP, to serve billions of users worldwide. It is a network of networks that consists of millions of private, public, academic, business, and government networks, of local to global scope, that are linked by a broad array of electronic, wireless and optical networking technologies. The Internet carries an extensive range of information resources and services, such as the inter-linked hypertext documents of the web (world wide web, www.) and the infrastructure to support email.
The Web (world wide web, www.) was invented by Tim Berners-Lee at CERN (Conseil Européen pour la Recherche Nucléaire /European Organization for Nuclear Research) in the early 1990s. The web is a system of interlinked hypertext documents accessed via the Internet. With a browser (Explore, Chrome, Firefox…) one can view web pages that may contain text, images, videos, and other multimedia and between them via hyperlinks.
Having worked with both, including deploying on of the first truly web-based FM applications in 1998, I appreciate the scope of these two words. Many, if not most, do not.
Now on to Cloud Computing, the delivery of standards-based computing, applications, and storage as a service to a public or private community of recipients. It is the the delivery of a standards-based method of providing service in a wide variety of virtual and physical domains that is a key aspect. Computers now existing in our homes, offices, cars, and pockets, and virtual computers exist in the cloud. Computers have traditionally have worked within data networks as clients; consuming but not provide services. This is changing rapidly, Computers that live in the cloud provide as well as consume services. This differentiation may be of little importance to many/most businesses whose computers are being “virtualized”, the processed of simply moving data/IT centers off-premises. In this case, day to day processes, and fundamental business practices are not being affected.
Standards and services, and the unparalleled level of collaboration resulting from integration the Internet, Web, and Cloud Computing are converging to create a wave of change that is now upon us.
The cloud is social... on a very personal level. For example, computers performing services for us live in the cloud, alongside computers that work for other people in the same and within other organizations. People doing the same, similar, or related tasks in different locations, languages, currencies, etc. How effectively your computers can work for your depends on how well they provide services accessible to those other computers. This requires data standards, common processes, common lexicon, ….. If computers and people they don’t use common, robust terms/formats/processes, they can’t provide those services, and so they can’t efficiently, accurately, securely, and transparently do their jobs.
So, what’s cloud computing? Computers and people working collaboratively and providing enhanced productivity, speed, accuracy, security, and transparency for you. Everything working together and “playing nicely”, with virtually no bandwidth limitation within an ecosystem of standards-based services. worth. Thus, don’t fall for “cloud-washing”, the practice of taking legacy applications and porting them to virtual servers in the cloud. You gain nothing. Do your homework and look for standards-based true cloud computing applications that can “play nice” with everyone and deliver a better, faster, and actually fun way of doing work!
Now for BIM. BIM, building information modeling, is the efficient life-cycle management of the built environment. BIM requires standards, common terms/lexicon, collaboration, cloud-computing, robust processes, efficient delivery methods, and so much more. The below graphics highlight components of a BIM framework.
by Adrian Malleson
Research and Analysis Manager, RIBA Enterprises (Source: http://www.thenbs.com/topics/ContractsLaw/articles/nbsNationalConstructionContractsLawSurvey2012.asp?utm_source=eNews-Weekly&utm_medium=email&utm_campaign=2012-07-09)
From March to April 2012, NBS a survey about contracts and legal issues within the UK construction industry. to understand, among other things:
To help the survey get industry wide representation more than 20 industry bodies, including the RIBA, assisted by getting their members to take part. Over 1,000 responses from across the industry were received. This cross industry participation has meant that, for the first time, the UK now has had a broad based, independent survey of these areas. The responses weren’t just from architects and other consultants: clients and contractors took part too and the report breaks down responses by each group.
The findings give a full and at times startling picture of the UK construction industry’s relationship with contract and law.
In some ways, the industry remains rather traditional. Collaboration, team integration and partnering have, at best, only been partially realised.
When we look at the contracts the industry uses, we see that traditional forms of contract still dominate. Sixty per cent of respondents tell us that the JCT Contracts are the ones they use most often, and 72 per cent of people used JCT Contracts at least once in the last year. That said, the NEC Contracts, associated more with non-traditional, collaborative working and procurement, have a firm place in the industry. Sixteen per cent tell us they use them most often and 29 per cent have used them at least once in the last year. For standard forms of contract, JCT and NEC dominate; together they are used more than all other standard contract types combined.
That said, “bespoke” contracts are widely used too; almost one quarter of respondents had used them in at least one project in the last year. Twenty years ago, the Latham Report concluded: “Endlessly refining existing conditions of contract will not solve adversarial problems. Public and private sector clients should begin to phase out bespoke documents“. That “phasing out” is turning out to be a long process – but one we’ll be able to track with subsequent surveys.
The adoption of electronic working also shows the traditional ways of working still remain. While we continue to envisage an electronic future of BIM orientated, collaborative working, more than 40 per cent of consultants and clients are still not using electronic tendering at all. There’s work to be done.
The report also gives an understanding of the number of disputes: both the perceived trend in the number of disputes in the industry and the number of disputes actually gone into by respondents.
Ninety-two per cent of the respondents agreed that the number of disputes in the sectors had either increased or stayed at the same level, with the current state of the economy being most often described as the cause. This somewhat dark assessment is borne out by almost one quarter of those taking part in the survey having been involved in a dispute during 2011.
It’s significant that 49 per cent of contractors who completed the survey tell us that “poor specification” is a “most difficult or recurrent issue” leading to dispute.
Together, the issues people gave as the causes of dispute make clear the need for jointly owned, standardized information. A clear information model including tight specification and variance tracking can help prevent legal action later.
So, the overall picture that emerges is one of an industry that still makes use of traditional methods but which sees the place for more innovation.
In many of the comments people made when completing the survey we could see a real desire for construction to be a collaborative, team-based enterprise where extra value is generated through cooperation. We hope to be moving towards a more collaborative industry. This move towards collaboration goes hand in hand with the move towards shared, co-owned information as well as in the choices of contracts and working methods.
One of the most, if not the most, significant impediments to true team working and collaboration is legal dispute whether actual, threatened or envisaged. The survey uncovered these disputes are disruptive, expensive and not uncommon. That’s why from the outset, projects need standardized, shared information models that are easy to update, maintain and act upon. These need to clearly delineate where risk and responsibility lie. That’s not to say the solution is just a technical one, or one of keeping records, though doing these things well can only help. Any information model, any discharge of a contract, can only be as successful as the team that creates and uses it.
Hope you enjoy reading the full report.
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Efficient life-cycle management of the built environment (BIM) is critical to many/most members of senior management, if just that they don’t know it.
The success or failure of many organizations is directly linked to the built environment for the majority of public and private organizations. From a financial perspective, facilities and infrastructure are second only to personnel in terms of bottom line costs. Whether in manufacturing, DOD, healthcare, education, banking/finance… or almost any sector… facilities are directly linked to the organizational mission and impact the ability of an organization to perform that mission. Lastly, and not least important, environmental impacts of the built environment are significant, consuming 30%+ of total non-renewable energy and contributing to 30%+ of greenhouse gas emissions.
So, why has the “BOARDROOM” virtually ignored the efficient management of the built environment? Simple, facility management executives have not presented key information to senior managers in language the latter understands – impacts to the bottom line, mitigating risk, remaining competitive, retaining key personnel, in short, the built environment’s linkage to organizational mission.
Furthermore, many/most facility managers do not fully understand/appreciate the context and/or requirements and processes associated with efficient life-cycle facility management / BIM. And for that matter, nor do many so called IWMS software vendors (Integrated Workplace Management System). Many individuals associate BIM with 3D modeling and construction, vs. “true BIM”, the total cost of ownership management of the built environment.
Climate change is real, no debate left… period. If for no other reason than to mitigate human impacts upon climate change, efficient facility life-cycle management should be a REQUIREMENT at the boardroom level. Of course, mere long term survival of the human race as we know it may not be a concern of some c-level folks focused exclusively on quarterly profits. So, for those individuals, FMers need to help the c-level gain visibility into the bottom line costs currently expended upon operating physical infrastructure and the associated direct and indirect impacts the condition of the built environment has upon product/services quality, dollars wasted upon unscheduled/emergency maintenance/repair vs. preventive/schedule maintenance/repair and renovation, risk mitigation, etc. etc.
“The AECOO industry (Architecture, Engineering, Construction, Owner, Operations) as a whole needs to invest more time and management to fully implement what is an entirely new approach to a traditional industry.”
BIM is a strategic, boardroom-level resource if applied properly. What is your organization to plan for the future of collaborative, efficient facility life-cycle management?
Collaboration the key obstacle to BIM / efficient management of the built environment. There is no to barrier to BIM except those people construct around themselves.”
http://www.4Clicks.com – Premier software for construction cost estimating and efficient project delivery – JOC – Job Order Contracting – SABER – SATOC – IDIQ – MACC – POCA – BOA – MATOC ….