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Comit Mobile IT Conference, London 2013

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Slides presented at the COMIT Projects Ltd Mobile IT Conference in London on 7th November 2013. The conference was attended by 90+ delegates from the UK Construction and Technology industries.

Slides presented at the COMIT Projects Ltd Mobile IT Conference in London on 7th November 2013. The conference was attended by 90+ delegates from the UK Construction and Technology industries.

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  • Although at Timico we are not actually involved in BIM (Building Information Modelling) it’s important that we understand the information lifecycle and the pitfalls to be able to provide the correct solutions to the issues. In our case it’s I before E, that is Infrastructure before Everything else
  • The information that is pulled together is not only useful from the design to handover stage, but as with the lifecycle of a building it is still useful for the operation of the asset all the way to the end of its life with it’s demolition. Previously the design and build was based on blueprints, now the amount of information and complexity in Building Information Modelling has increased substantially to provide a more scientific approach, to include 3D modelling , light analysis, change analysis and so on to reduce uncertainty, improve safety, work out problems and stimulate and analyse potential impacts. Not only is there a complexity of information itself there is also a complexity in the coordination of the information between all the parties involved.Having the information in one place with specific secure access rights makes the whole process smarter with less information loss and everyone hopefully singing from the same song-sheet.
  • The issues that surround the storage and transportation of information are numerous with mobility being only one of the issues involved in centralising or even distributing that informationWe’ll try and address the main issues and look at potential solutions to each of these.
  • BIM applications are bandwidth hungry no matter where you are situated, either on the LAN or the WAN and if the information is to be shared on an any to any basis, the end points need to have the best available connections. A few people may need to use the connection and this may be on a multiple site basis thus increasing the amount of users. It may be a greenfield site without electricity but we still need to have the on site users connect centrally to a common frame of reference that has adequate bandwidth. Often, in the way of the provision, are factors such as poor reception, a lack of power and the need to have comms infrastructure on site quickly.
  • There are a number of scalable ways to solve the problems and there is a general rule of thumb that more cost effective connections are quicker to install but carry lower reliability and bandwidth.Utilising a 3G APN will create a faster connection than normal 3G by taking away the security overhead that an IPVPN carries.ADSL and FTTC speeds are dependant upon the local exchanges. Infra Red or Microwave point to point connections can be deployed in a matter of days and reused, as long as surveys have been done to show connectivity is possible.Satellite is a good solution but may have its bandwidth limitations as other solutions may have.Ultimately the connectivity solution is a compromise between cost / availability / time and the actual requirement, but this should be changed as the circumstances on site and the project changes to suit the personnel flow on a project. For instance a project could start with a satellite connection and then change to FTTC with a 4G backup and then to a fibre connection with an EFM backup which could be novated to the new occupiers. As an example, the slide shows a router which could provide wireless connections to wif-fi only devices beginning with 3 or 4 g, then progressing to a DSL connection once the line has been installed, this could then be upgraded to FTTC, later down the line a fibre ethernet connection could be used, all on the same router which could be attached to the on-site LAN.There are now rapid deployment solutions such as “fast-track fibre Ethernet” and 4G at 5x the speed of 3G, with these the landscape is changing to enable us to have the comms on site when and where they are needed.
  • As an example here is the 4G map for the UK, it’s a great rapid deployment solution which would provide excellent bandwidth for a few people for a short while in the actual locations but useless outside the footprint.As well as London, by the end of the year Vodafone plans to provide 4G coverage in Birmingham, Coventry, Edinburgh, Glasgow, Leeds, Leicester, Liverpool, Manchester, Newcastle, Nottingham and Sheffield. Vodafone said it will cover 98pc of the population indoors by the end of 2015Another possibility may be the JT roaming SIM, which from a data perspective could pick up the best 3/4G connection available from the major carriers.One final point to note is that Vodafone will be working on more frequencies, so from what I have been told, nobody will actually have a better 4G network than Vodafone.
  • In response to the growing demand for secure integration of mobile devices into the WAN as opposed to using fixed connections, which can be readily firewalled, secure mobile end-points can be used to connect directly to central BIM applications via an APN (Access Point Name) rather than over the internet. Every contractor / subcontractor on the same project could use the same APN to connect to the same centralised applications securely without accessing anything else other than what they are supposed to. Of course faster connections will also mean better connectivity back to central points in what could be a virtual network for everyone that is collaborating on the same project. Everyone could have access to the same collaboration tools in the same virtual data centre, that is distinct from any one contractor, who may not wish for all the associated security and policy issues of other contractors on their corporate LAN. A few added benefits of creating such a network could be the addition of CCTV and free calls between all the contractors on the same project on mobiles and SIP lines installed at the various sites.
  • Just a little more detail hereMobile Access Management using 3G and 4G is perfect for fixed line back-up solutions to protect against copper or fibre failure to ensure continued connections to centralised applicationsIncreasingly smartphones and tablets need secure access to corporate systems and MAM enables this without the cumbersome overhead of IPSecVPNsThis Mobile Access Management (MAM) capability is already used across thousands of mobile end-points for rapid site deployment and secure intranet/internet access in many construction companies
  • The information gathered does not need to reside in one place, it can reside in multiple places, what is important is that everyone has access to this information at the time that it’s needed.Having the correct infrastructure in place helps capture and record important project data back to the point of origin, including things like equipment lists, product data sheets, warranties, spare parts lists, and maintenance schedules. This information is essential to support, operations, maintenance and asset management once the built asset is in service.There is no point in having the data that everyone needs to access at the end of a flappy DSL line, it needs to be robust for confidence.
  • Regardless of location, meetings are possible with the correct infrastructureas if all parties were in the same room.Web based conferencing tools which shareBIM information enable more informed and faster decisions,delivering increased productivityand significantly reduced travel costs.Sharepoint, if anyone has used this is a fine example I’m told..
  • To conclude: Having the correct infrastructure in place will ultimately save travel costs, reduce duplication of work, increase efficiency in decision making, reduce risk from having the information held securely and mirrored, whilst also being current enough to hand over to the owner operator in the final stages. Without the correct reliable infrastructure, storage, device and collaboration scenarios it can’t really work from a mobility perspective.
  • Thank you – of course we provide thesolutions we have talked about todayCloud & data centreData networksMobile servicesUnified Comms and telephonythere are 3 of us here today, any questions?
  • …. I am Stuart young…I represent COMIT on this project. approx 30 years in construction industry from coal face to Head Office. Mostly involved in infrastructure projects ….. a few commercial building projects…I have a passion for change in the industry.Two part sessionFirst…history, the why, the motivator to change…. then Sandeep will take you through the mechanics and HOW of the projectThe project proposal, formation and progress thus far Sandeep will take you through
  • The Mobile generation is here(Times magazine study showed:)84% of cannot go a single day without their mobile phones20% said they check their phones every 10minutesThere are now over 1billion users of facebook – 200million are mobile only users!50% sleep with their phones every night
  • Franklin was a leading author, printer, political theorist, politician, postmaster, scientist, musician, inventor, satirist, civic activist, statesman, and diplomat.
  • Google Glass might be covered by exceptions in the 27602 code that let a driver view a display if it shows maps, GPS or can help "enhance or supplement the driver's view".
  • Google Glass might be covered by exceptions in the 27602 code that let a driver view a display if it shows maps, GPS or can help "enhance or supplement the driver's view".
  • Description / Overview CSJV at Bond St have set up a system by which iPads and other tablet devices can be used safely on site. In accordance with the CSJV safety policies, a specific task briefing has been written to cover the use of iPads on site. This restricts their use to within clearly demarcated safe zones (see photo) which can be easily set up or moved to appropriate locations around the site. Clear signage is used along with bright green pedestrian barriers.The task briefing also covers the use of carry cases and straps so that iPad or Tablet users can still climb access ladders maintaining 3 points of contact.The aim is to develop the scheme so that iPads and devices can be used more widely around the site, but there is some concern about this from site staff and management alike. By using these very clear safe zones, we can trial the use of mobile technology on site in a very controlled manner, before gradually extending the boundaries as everyone becomes more accepting of its use. When someone has been briefed on the task briefing, they receive a sticker for their hard hat that is similar to the image on the Safe Zone sign, so it is immediately obvious to site staff that someone has been briefed.
  • Devices deployed in Wales were the Samsung Galaxy Tab 2.0 (7 inch) tablets. For increased durability we procured 'Otterbox' cases to make the devices semi-ruggedized and better suited for the live site environment. Android operating system was used, as best complemented the Google Maps Coordinate app/product used to managed the mobile workforce. Coordinate was/is the main product in use, which we licence from Google annually. Other apps in use (there may be others aside from these since I last touched base):- HSEQ Pro (for reporting of Near Misses etc)- Google Docs (form builder which SOS currently completed via, also transferring RAMS into Google Docs)- The training covered operating the device, installing apps/software, functionality of software (i.e. how they do their job on the tablet), functionality of the web-client (for office staff), and highlights of the IT usage and social media policy to ensure staff were aware of limitations. All staff signed to confirm receipt of training: i.e. to cover any breaches of said policies.
  • The training covered operating the device, installing apps/software, functionality of software (i.e. how they do their job on the tablet), functionality of the web-client (for office staff), and highlights of the IT usage and social media policy to ensure staff were aware of limitations. All staff signed to confirm receipt of training: i.e. to cover any breaches of said policies.
  • Moved to iPhones as a more affordable solution to blackerryExecutive and then senior management given iPadsOver 100 iPads deployed to managementConsumers of mobile devices raise the call for more exploitationSet up working groupExplored requirementsTrialled solutionsRegistered feedbackWorking with partners – red lining and barcodingForms Application Capture structured data in the field, including signatures, photos.. E.g. Inspection reports. Send data back to a central database in the site office for reporting etc. Field Engineering Application the ability to gather a “field engineering” package of documents (from eB) on a mobile device and then view them in the field the ability to capture a field operatives task list and record progress the ability to annotate documents in the field the ability to view and work on content when there is no network connection. Sync when connected.
  • The highest priority key driver is that mobility solutions are in place within the next six months. This is driven by the construction schedule . There will still be mobile solutions in use throughout the project lifecycle but the business benefits (both quantitative and qualitative) will only be delivered if solutions coincide with the current peak construction phase.The vast majority of Delivery’s mobile business processes require access to data within eB. This is driven by a “tipping point” having recently occurred, ie eB is now the “go to” place due to its volume of information and its interconnected relationships. SharePoint still has a part to play in some processes (eg Temporary Assets [Section 4.3.2] and document-based collaboration) but access to eB, now, is the key driver.The Alternatives (eg duplicate data pools, double re-keying or moving data into a public place) would increase the risks of cost/time increases, reduced efficiency/quality and a reduction in safety.- The multi-organisation nature of the Crossrail programme has embedded many business processes that rely upon a multitude of forms, some automated workflows, many manual workflows and much reporting.. Information can be work-flowed and updated across multiple processes and would enable greater efficiencies and reduce the complexity of some reporting as the information can be accessed direct as and when it’s needed- For site teams to manage increased demands effectively they need to work in the most efficient and flexible manner. This need for flexibility, especially in relation to the use of mobile IT out on the worksite, is a key driver of their underlying business requirements.
  • The highest priority key driver is that mobility solutions are in place within the next six months. This is driven by the construction schedule . There will still be mobile solutions in use throughout the project lifecycle but the business benefits (both quantitative and qualitative) will only be delivered if solutions coincide with the current peak construction phase.The vast majority of Delivery’s mobile business processes require access to data within eB. This is driven by a “tipping point” having recently occurred, ie eB is now the “go to” place due to its volume of information and its interconnected relationships. SharePoint still has a part to play in some processes (eg Temporary Assets [Section 4.3.2] and document-based collaboration) but access to eB, now, is the key driver.The Alternatives (eg duplicate data pools, double re-keying or moving data into a public place) would increase the risks of cost/time increases, reduced efficiency/quality and a reduction in safety.- The multi-organisation nature of the Crossrail programme has embedded many business processes that rely upon a multitude of forms, some automated workflows, many manual workflows and much reporting.. Information can be work-flowed and updated across multiple processes and would enable greater efficiencies and reduce the complexity of some reporting as the information can be accessed direct as and when it’s needed- For site teams to manage increased demands effectively they need to work in the most efficient and flexible manner. This need for flexibility, especially in relation to the use of mobile IT out on the worksite, is a key driver of their underlying business requirements.
  • The highest priority key driver is that mobility solutions are in place within the next six months. This is driven by the construction schedule . There will still be mobile solutions in use throughout the project lifecycle but the business benefits (both quantitative and qualitative) will only be delivered if solutions coincide with the current peak construction phase.The vast majority of Delivery’s mobile business processes require access to data within eB. This is driven by a “tipping point” having recently occurred, ie eB is now the “go to” place due to its volume of information and its interconnected relationships. SharePoint still has a part to play in some processes (eg Temporary Assets [Section 4.3.2] and document-based collaboration) but access to eB, now, is the key driver.The Alternatives (eg duplicate data pools, double re-keying or moving data into a public place) would increase the risks of cost/time increases, reduced efficiency/quality and a reduction in safety.- The multi-organisation nature of the Crossrail programme has embedded many business processes that rely upon a multitude of forms, some automated workflows, many manual workflows and much reporting.. Information can be work-flowed and updated across multiple processes and would enable greater efficiencies and reduce the complexity of some reporting as the information can be accessed direct as and when it’s needed- For site teams to manage increased demands effectively they need to work in the most efficient and flexible manner. This need for flexibility, especially in relation to the use of mobile IT out on the worksite, is a key driver of their underlying business requirements.
  • 25 Years IT, Project Management, Consulting , Change Management10 Years Education & Training (primary to CPD)
  • Construction is defined statistically as that value which passes through2the books of contractors,about 6.7% of GDP currently,but much higherin the recent past (ref 2).This capital spend is abouthalf of all UK annual fixedcapital formation but becauseof their long life,built environment assetsrepresent 75% of nationalfixed assets.2.2. Design and management services to projects represent another1% of GDP (ref 3) and are classified as Business Services. Half of theannual construction capital spend is also classed as Repair, Maintenanceand Improvement, the realms of Asset and Facility Management.Trade in, operation of and management of buildings and property (RealEstate Services) is another huge part of the economy: 7.1%. All theseoperations will be transformed by BIM-related practices. In total therefore,BIM will impact directly on nearly 15% of GDP.
  • https://www.gov.uk/government/publications/government-construction-strategyHypothesis“Government as a client can derive significant improvements in cost, value and carbon performance through the use of open sharable asset information”Hypothesis CriteriaDescriptionValuable The overall aim is to maximise client value by increasing benefits at little or no extra cost.Understandable The approach is to be presented in an understandable learning package suitable for different types of government asset procurers.Generally Applicable The approach is equally applicable to buildings and infrastructure, whether large and small new build and where possible existing structures.Non-proprietary All requirements are non-proprietary as to applications and as to the required formats of the deliverables.CompetitiveWherever possible there are at least two solutions or methods available so as to minimise market influence in terms of anti competitive clauses.OpenWherever possible, low-cost methods are to be made available to allow all stakeholders to participate, irrespective of size and experience, so as to minimise barriers to involvement.VerifiableAll contractual expectations are documented with transparent and testable measurement of pass / fail.CompliantMeasurement of LC/Carbon/Sustainability/etc is published to GB, EU and ISO standards.Implementable The approach is self funding by the client and the industryTimescale The approach is phased in over 5 years.Pull (Government)Be good a buying data (as well as assets and services)Do it consistentlyLeave the “How” to the Supply ChainPush (Supply Chain)Early Warning to MobiliseTrainingMethods & Documentation
  • Building a consistent, collaborative industry, with clear and open communicationAdoption of common standard processes and documentsTransitioning from an adversarial to collaborative cultureEarly involvement from all key stakeholders, including end users, operators, contractors using a 'language' they can understandDevelop & reuse standard designs, share best practice across clients (within NHS and with other departments e.g. DIO)Information of high-quality is procured  to support business outcomesDefine information needs based on the desired outcomes at each stage of the projectImplement appropriate information and quality assurance roles and processesEstablish the supporting contractual arrangements (using existing forms of contract and without impacting existing liabilities)Leverage standard data formats and technical collaboration toolsDetermining how will be received, stored, validated & used to support the business (during the capital project and asset lifecycle) Modelling the design increases efficiency, enabling simulation & analysisLeverage efficient 3d modelling to develop designs  and automate complex tasks (e.g. clash detection)Federate designs from all disciplines e.g. Architectural, Structural, Building Services etc.4D: Map model to program, include temporary works to optimise sequencing5D: Associate cost/take information to the modelSimulate the completed project before it is built (e.g. visual walkthroughs, thermal / energy analysis, people movements / evacuations etc.)
  • We are half way through the 4 year programme and are excaltly where we thought we would be at this point in time We have now, through early adopter projects, validated the cost and VFM benefits of open shareable asset information (we are still working on the carbon agenda)We are also putting more focus on Infrastructure e.g. COBie For AllThought is now turning to scoping Level 3 – support from Govt regards same
  • http://nest.com/smoke-co-alarm/inside-and-out/#teardownNest protect smoke and carbon monoxide alarmWifi enabled,
  • ….
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  • We started as a DTI project.We became a community.We are now also a Limited company, but the community is still at the heart of what we do.
  • We have about 60 members and partners that we work with.Each has on average 2 or 3 people actively involved with COMIT.We have a core community of about 180 construction and technology professionals.With their contacts we have even greater reach.
  • We spread best practiceWe help construction understand technology We help technology understand construction.We haveDemonstrationsWorkshopsGuest lecturesWe talk a lot but we don’t just talk…
  • We match-makeWe bring problems and solutions togetherWe crack the whip and dangle the carrot.We disseminate via many channels:Case Studies,Website,Seminars,Conferences,Exhibitions,Lectures
  • We match-makeWe bring problems and solutions togetherWe crack the whip and dangle the carrot.We disseminate via many channels:Case Studies,Website,Seminars,Conferences,Exhibitions,Lectures
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • We believe it is in the interest of the industry for everyone to raise their game.Our aim is to be THE centre of excellence for Mobile IT.The important word is “Centre”.COMIT will not be the source of the excellence.The source of the excellence is the work being done by our members.
  • …. I am Stuart young…I represent COMIT on this project. approx 30 years in construction industry from coal face to Head Office. Mostly involved in infrastructure projects ….. a few commercial building projects…I have a passion for change in the industry.Two part sessionFirst…history, the why, the motivator to change…. then Sandeep will take you through the mechanics and HOW of the projectThe project proposal, formation and progress thus far Sandeep will take you through
  • Materials and equipment can be 50-60% of a project total cost but control 80% of its programme.Construction industry invests < 0.15 % of its costs in materials Management and control whereas the Manufacturing Industry invests a whopping 1%A lack of visibility of the whole supply chain from end-to-end is often problematic for many organisations.Key members of the site team staff can be taken out of circulation for long periods at critical times to work on the procurement of goods and services
  • Enable My Team is a cloud based collaboration platform It’s a completely new approach to integrating and progressively enriching information to create ’Big Data’ that will be more relevant to the procurement and logistics process. It will allow the information to be tracked throughout the entire life cycle through the build to O and MIt will help bridge the gap by connecting the team with better information and permit smarter decision making
  • Before we can get to the motivation for improvements in procurement of materials and services we must trace back through prehistory. From the early hunter gatherers to the modern day construction team an eye on the availability and use of materials was forefront.So It could be said that the early constructors attempted as far as possible to win materials and source general labour locally (although in the romans case it was mostly slave labour) as far as was reasonably possible. So basically they foraged for what was nearby and based on their knowledgeAs time went on the complexities and what we would now call low technology became ever more complex and from a relatively simple use of suited construction materials demand for more ambitious projects and better use of materials prevailed.As time moved through to the 19th Century building codes appeared along with reinforced concrete, Glass, Steel I beams all will have undoubtedly added extra dimensions to the construction process likely making a better product but presenting more of a challenging experience to the site team.The 20th century saw the introduction and regular use of plant and equipment and probably for the first time, a reduction in labour requirements. Concurrent to this materials were now being tested to minimise their use and maximise their performance with ever increasing standards introduced at a rapid rate…..to increase performance and make a better quality product for lower cost
  • Its contribution of £90billion …..That’s nearly 7% of the total280k businesses involved in the construction process (in various forms)3m jobs is about 10% of the totalIt builds creates maintains schools, hospitals, nations infrastructure, homes and moreBellwether….If it happens in construction usually happens in economy So fairly important you could sayRecent timesMajor hit from economic decline in private housing market output down by 40% - commercial building down by 30% = general weakness across the sector….although less of an issue for infrastructure and non residential activity where it continued to grow after 2007. this fortune changed again after 2010
  • We don’t want to just look where we have been….rear view mirror We want to have focus on the future and have some clear understanding of our route to the effective delivery of schemes during the procurement stage of supply chain services.We want better data delivery of service ….we want to have up the minute information at each stage of the process….. We want better relationships with the supply chain….. We must be able to provide the site teams with more reliable information and at the right time. ….We want the capability of offering better quality and consistency to the whole process….. In other words we want …..More for less!
  • What do you know about the suppliersCan you identify supply chain risks including weak suppliers and risk ratingsCan the supplier cope with natural disasters and geo – Political climateDo you monitor performance in terms of on time delivery of products and services from your suppliersAre the suppliers compliant with the contractHow does the Health Safety and Environmental statistical compare with your own?What is the finished article like?
  • The very complex nature of construction activity means that the site team must be able to use every available opportunity to help them deliver the project on time and to budget. Supply chain information is a key area that can contribute massively to a project success if it is got right first time.The complexities that come with the modern construction environment make it a very onerous task to manage effectively at site level. We many potentials for distraction and an ever increasing burden of processes.
  • Big Data is defined as a collection of data sets so large and complex that it becomes difficult to process using on-hand database management tools or traditional data processing applications. The challenges include: capture, curation, storage, search, sharing, transfer, analysis, and visualization.In real terms for less than £350 you can purchase a disk drive store all of the worlds music….. Add that to the growing horsepower of computers and the ability to share and access data means that more people than ever are able to access data. There are some 30milion Networked sensor nodes in transportation, Car industry, Industrial, Utilities, and retail….and increasing by 30% per year.Many People see big data as nothing more that an intrusion into their privacyStrong evidence suggests that big data can play a significant role in both private and national economies.It can enhance productivity and competitiveness e.g. in some developed economies in Europe it is estimated that Government administration could save more than 100m euro in operational efficiency improvements alone by using big data The potential for big data to revolutionise design and engineering roles in construction and manufacturing may not require too big a leap of the imagination. But less technological industries are also changing with the times.Data is now at the centre of core business function. Notably the UK government mandated the use BIM technologies in all public infrastructure by 2016. BIM not only allows designers to generate 3D images of their creations….which hopefully means fewer errors but also contributes significantly to the rest of the process by helping deliver increasing value through construction and into O and M and beyond. The data must be made available to everyone across the Business and they need to know how to leverage it to deliver positive outcomes for their business.”
  • Up to date information sharing with whole of procurement processEmpowered and informed workforceGreater opportunities to leverage buying gain opportunities through increased trust Improved relationships with supply chain partnersGreater schedule certainty and improved productivityLocate and identify manufactured materials and delivery progressImproved client and stakeholder relationshipsGreater certainty to reduce costs and improve quality performanceTimely and effective matching of invoices Match build plans with available inventory outstanding orders and receiptsMore timely and accurate commercial valuationFaster throughput of application invoicingImproved cash flowReduced wasteReduced riskImproved safety recordGreater overall project control
  • The Government is doing all it can to help boost the economy.Their Vision for construction in 2025 is to have an industry that– Will attract and retain the best people making it an industry of choiceHas an industry which leads the world in technology, Innovation and advanced materials and smart serviceis more sustainable and produces low carbon assets - quicker and cheaper and underpinned by strong integrated supply chains and improved relationships.Has an industry that drives growth across the economy through design, manufacturing building and maintenance of capital assets----leading to whole life value for the customer.Has clear leadership and partnerships from Industry to GovThe Industry “2025 style” will (it is planned) have shaken off the typical image of cost overruns, late delivery, commercial friction, late payment, unacceptable safety records, and one that has been slow to adapt and change
  • InfrastructureBudget 2013 increased spend Major Rail investment High Level Output Spec– considered the largest rail investment since Victorian timesNorthern Line extension to Battersea to help support an area redevelopment of Central London
  • It may be an obvious one but the paradigm is this;If we don’t deliver on time or we mis out giving the what the client is expecting then:We may end up with missed opportunities, quality issues from the use of poor or substandard supply chain service or materials that don’t meet the specification. ……Unlikely to get paid on time…….. We could also liquidated damages…..induce third party issues.Procurement of goods and services is a complex process and it needs all the help it can get. This an ex army Sherman tank in 1946…used when there was a shortage of plant – Rycroft The others are examples of what can happen with an unmanaged and unreliable supply chains
  • EnableMyTeam is a project funded by Uks Technology Strategy Board.
  • TSB’s vision is to propagate cloud computing in every business sector in the UK. EnableMyTeam is build a collaboration cloud governed by 3 basic principles:1> Reslilience and scalability: infinitely scalable and resilient to infrastructure failures2> Data security and Identity Assurance: data itseld and access to data is secured. All access is identifiable, authenticated and auditable.3> Interoperability and Cloud SLA: work with multiple cloud providers providing different applications and living, breathing, actively enforced and monitored governace policy covering data, storage, computing power and other operational parameters.
  • Supply chain collaboration: what can it do for us in our industry?Better collaboration means better communication.Closer working relationship with the suppliers.. Multiple Construction processes are in multiple silo enterprise applications. These applications don’t effectively communicate with each other within an enterprise, let alone with external supply chain partners. Why assets are under utilized on site, which ones are wasted, how areas are lacking resources.Better collaboration also means more exchange of data.Supply chain visibility . If more data comes more transparency and knowledge. This knowledge can be used to track assets and resources. All this information can be analysed to gain intelligence and put to good use ex: figuring out demand patterns, detecting new innovations by scanning feedback, asset lifecycle history.EnableMyTeam is a platform to link these network processes across multiple silo enterprise applications, aggregate different data warehouses and establish an integrated supply chain network.By leveraging cloud computing technology
  • Lets take Supply Chain visibility:When an order is placed for lets say concrete, change in specification can cause a lot of rework for the supplier. Similarly, concrete design goes back and forth between the two parties before a final design is ready and approved. All this causes delays and costs money. Using a collaboration platform, any spec changes and approvals can be communicated between IT systems in real time via the cloud, saving time. The contactor has constant visibility on the order, which phase its in and when its going to be dispatched.Increased visibility leads to better decision making. Suppliers benefit as well with a demand forecast using a view on the order pipeline for the project. Based on the project plan, what structure will be built next, and what sort of concrete spec will it require and when.Lets take an M&E subcontractor. Electrical equipment installed on site needs proper certificates. These could be communicated with order dispatch and accessed at any later date to look up certification information on an electrical installation.
  • Reduce rework and costShare innovations. Address new opportunities: a network and greater collaboration will bring about shared knowledge and access to collective knowledge of the network. This can be in the form of a forum discussion, or a previously used innovation, but again this innovation can be put to great use, which can help address new opportunities and win new work.Agility and quicker response.Better integration with your trading partners: partner onboarding process is short.
  • Lets look at Asset Lifecycle Tracking: why would this be useful?Architectural glass can be of varying design spec and presents a lot of uniquenessMaintenance and operation require a history of this design spec, who the manufacturer was, where it was made and when it needs replacing.This information related to each unique set of glass could be captured and stored in the cloud against tags. This information could be handed after the building phase is finisjed and used by whoever is responsible maintaining the building.
  • Waste reduction: Holy grail15% of all construction material is wasted. Is this over-ordering, under utilization, damage or theft.Tracking assets in and assets out and where the waste comes from is key There is no one solution to this problem.. But capturing more information about utilization is a start.
  • Big Data:Unstructured data:Data Integration:Application integration:Without investing in IT infrastructure and datacentres. On demand.Leverage the supplier network
  • Appear has been working with NS since 2005 and has progressed through several evolutionary steps with the Rail Pocket solution.
  • We have about 60 members and partners that we work with.Each has on average 2 or 3 people actively involved with COMIT.We have a core community of about 180 construction and technology professionals.With their contacts we have even greater reach.
  • We have about 60 members and partners that we work with.Each has on average 2 or 3 people actively involved with COMIT.We have a core community of about 180 construction and technology professionals.With their contacts we have even greater reach.
  • Transcript

    • 1. COMIT 2013 ‘Information Mobility’ Conference Introductions and Welcome
    • 2. COMIT 2013 ‘Information Mobility’ Conference Chairman’s Opening Remarks Duncan Evans – Head of Business Systems, Crossrail
    • 3. COMIT 2013 ‘Information Mobility’ Conference Keynote Speech Phil Jackson – Institute of Civil Engineers
    • 4. INFORMATION MOBILITY COMIT Conference 2013 Phil Jackson
    • 5. What is Information?
    • 6. Smart Market Report (USA) • • • • • • • • • • Better Collaboration 76% Improved Productivity 68% Shorter schedules 9% Cost decreases 10% ROI 2% Only 51% tracking information flow Only 20% tracking outside company Only 37% can access outside site office Mostly PDF or electronic paper Two important needs – Gathering real-time data from job site – Analysing that data
    • 7. Data over the Internet Cisco 2013
    • 8. Information Mobility?
    • 9. MOVING FROM
    • 10. From Documents to Data to Information to Intelligence From Drawing & Writing to Publication of Information
    • 11. Word Processed or Handwritten xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxx xxxxxxxxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xx xxx xxx xxx xxx xx xx xxx xxx xxx xxx xx xx xxx xxx xxx xx xx xxx xxx xx xx xxx DUMB CAD or Paper xx xxx xxx xxx xxx xxx xxx xxx xxx xxx xx xx xxx xxx xxx xxx xxx xxx xxx xxx xxx xx xx Deliverables Tick Box & Document Management DATA BURIED IN DELIVERED REPORTS SPECIFICATIONS & DRAWINGS
    • 12. TO
    • 13. xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxx Clever People Clever Technology Stored Federated Data xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx x xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx x Clever Software DATA CREATED, MODELLED, STORED, PUBLISHED, VIEWED or QUERIED
    • 14. Technology People Process Information Contract & Commercial Standards
    • 15. Information Management Components Data Management Components • IM Strategy • Business Intelligence and Performance Management • Enterprise Data Management • Information Asset Management • Enterprise Content Management • Content Delivery • Architecture and Technology Enablement • • • • • • • Data Governance Data Quality Master Data Management Metadata Management Data Architecture Privacy/Security Data Retention and Archiving
    • 16. People 1st & Throughout the Process
    • 17. We Don’t do CHANGE!
    • 18. What Makes Information Mobile? • Accessibility – – – – – – Connected Capture Anywhere Consume Anywhere Usability Timeliness Relevance • Standards – – – – – Content & Structure Schema Open Data Linked Data Semantic Data • Analytics • Apps
    • 19. Connected • The Cloud – Connects 3G, 4G, Wi Fi – Synchronises (Dropbox) – Provides analytical computing power • Does not make information mobile – Works on my Apple devices but not universally – Important it does not become a ‘Lock in’ of data – Relies on the size of the ‘Pipe’
    • 20. Capture • Ubiquitous Connected Smart Devices • Power of Position – GPS – Movement • Sensors – Everywhere (internet of Things) – Masses of Data
    • 21. Autodesk 123D Catch iPad Photographs to 3D Models
    • 22. Location & Movement Tracking • Mobile device locates via GPS • Apple M7 Chip gives a clue • Tracks movement • Tracks movement from a recorded position • Always on and recording
    • 23. Sensor Examples • Rolls Royce Engine Health Management (Enterprise) • Boston Street Bump (Crowd Sourced)
    • 24. FUJISTU WisReed
    • 25. Professor Sir Tim Berners-Lee's Open Linked Data Standards ★ make your stuff available on the web (whatever format) ★★ make it available as structured data (e.g. excel instead of image scan of a table) [editors note] excel is now more or less an open format, so this is not a great example! ★★★ non-proprietary format (e.g. csv instead of excel) ★★★★ use URLs to identify things, so that people can point at your stuff ★★★★★ link your data to other people’s data to provide context
    • 26. The Open Data Institute Knowledge for Everyone
    • 27. ALL DATA LINKED DATA OPEN DATA
    • 28. Government Open Data Movement Openly available data with open APIs
    • 29. Transport API is based on open data feeds from key industry sources at Traveline, Network Rail and TfL,
    • 30. Linking Data
    • 31. Big Linked Data & Analytics Researchers are collecting high frequency physiological data, including heart rate and respiration rate, to create algorithms that can predict when a baby is at risk of infection and other health complications.
    • 32. The Evolution of the Web Web 1.0 Links Documents --------------------------------------Web2.0 Tags & Links Documents ---------------------------------------Web 3.0 (The Semantic Web) Links data in documents and adds meaning
    • 33. Liberated Data
    • 34. FROM TO PUBLISHED Views Drawings Specs Captured Life Cycle Data Models BoQ Schedules WBS Information locked in proprietary BIM, reports and drawings Sequences
    • 35. ANALYSED Views Drawings Specs CREATE MODIFY USE Life Cycle Data Models BoQ Schedules WBS PUBLISHED Sequences
    • 36. Business Architecture INFORMATION MOBILTY
    • 37. COMIT 2013 ‘Information Mobility’ Conference Communication Darren Oates – Timico Ltd
    • 38. Information Mobility Darren Oates 7th November 2013
    • 39. Agenda • The lifecycle • The issues • The solutions
    • 40. The Lifecycle of an Asset and it’s information • Not just from design to handover but conception to demolition • Historically design based on blueprints – now BIM • Now information is not just 3D modelling – – – – – – – Time Cost Light Analysis Geographic Information Quantities Manufacturer details Change etc. • Information flow and collaboration between design / main contractor/subcontractors/owners/operators/demolition • Single shared model in one place, accessible any time reduces information loss and ensures the “single source of truth”
    • 41. The issues • The amount of information • The storage of the information • The security of the information • Collaboration of the information • Timeliness of the information (voice) • The mobility of the information • The accessibility and availability of the information
    • 42. Bandwidth & site issues • Site may not have adequate coverage on 3/4G • Slow DSL speeds • Cabins need moving • Connectivity needs to be in place quickly • Site is too short term to invest in infrastructure • Site is a refurbishment • Importance of a site back-up connection • Site has no initial electricity • Multiple users • Excess construction charges
    • 43. Ways to solve site and bandwidth issues Number of people on site Time Wireless
    • 44. 4G connectivity as example
    • 45. Security of the information
    • 46. Mobile Access Management  Fully managed, private APN service  Control/restrict/block internet access  Ensure policy compliance for mobile users  No VPN client needed on the devices  Simple WAN integration of mobile devices
    • 47. Storage of the information Can be anywhere, however a data centre with diverse links, redundant power, controlled environment, 99.999 uptime would reduce the risk of location consolidation.
    • 48. Collaboration tools
    • 49. Collaborating, sharing & centralising • No regeneration of information • Current up to date information • Reduced travel costs • Reduce risk • Ease of handover
    • 50. Thank you
    • 51. COMIT 2013 ‘Information Mobility’ Conference BIM for Mobility Harrison O’Hara – Costain PLC
    • 52. BIM for Mobility 7th November 2013 Harrison O‟Hara – Mobile BIM Technician
    • 53. Agenda • Engineering Doctorate – Mobilising Building Information Modelling • Challenges we face • Health and safety concerns • Industry examples • Health and safety benefits • Summary • Q&A 61
    • 54. Mobile Generation 62
    • 55. Engineering Doctorate Head of BIM for Mobility Mobile BIM Technician Research Engineer Shared Learning 63
    • 56. Challenges we Face
    • 57. Challenges People Process Technology Health & Safety  Culture change  User adoption  Re engineering processes  Maintaining best practice  Interoperability  Simple interfaces 65
    • 58. Health & Safety  Company Health and Safety Policies  Safe Use of Mobile Phones & Personal Electronic Equipment updated June 2013  Task specific briefings and Risk Assessments  Educate the workforce on their use  Chose the appropriate hardware  PPE to accommodate mobile devices It is NOT a mobile  Simple and intuitive applications phone! Source: www.theguardian.com 66
    • 59. Providing Training “Tell me and I forget, teach me and I may remember, involve me and I learn.” ― Benjamin Franklin  A simple poster or signage will NOT be enough  Interactive and hands on training  Continuous and regular refresher training 67
    • 60. Health and Safety Source: www.theguardian.com Source: www.golime.co How are they different? 68
    • 61. Recent News • She was "driving with monitor visible to driver (Google Glass)". Covered by exceptions in the 27602 code 69
    • 62. Industry Wide Standards • Company wide guidance is essential • Clearly indentify the protocols • Progress will not wait! • End users will indentify loop holes to increase efficiency • Not necessarily the safest method of working 70
    • 63. Industry Examples
    • 64. Health and Safety iPad Safe Zones  Case Study – Costain Skanska, C412 Crossrail Bond Street  Restrict the use of iPads to within clearly demarcated safe zones.  Clear signage is used along with bright green pedestrian barriers. The task briefing also covers the use of carry cases and straps.  Future vision to gradually extend the boundaries 72
    • 65. Health and Safety Mobile devices for maintenance operations  Case Study – All Wales Routine Maintenance Contract (RMC), Costain Transient workers at multiple locations Risk assessed as a place away from the face of work  One day training for all end users All staff signed to confirm receipt of training 73
    • 66. Health and Safety Water Sector  Case Study – Wanlip Waste Water Treatment Works, Costain How are the iPads used? Site Diary application Swipe in and out of site SHE inspections Risk mitigations Inclusion of iPads in Risk Assessment Users are restricted from walking when using the iPads Must be in a safe place of work (This is not a defined safe zone) iPad stylus pens 74
    • 67. Simple and Intuitive Applications • Context aware applications – Ensure the mobile device is used as a TOOL and less of a distraction – Pre-filled data – Reducing the number of interactions – Context enables the apps to become smarter and easier to use > Advance Ergonomics > User friendly and intuitive design > Works in tandem with the users process and workflow 75
    • 68. The Health and Safety Benefits
    • 69. Health and Safety Benefits  Minimising movement around construction sites  Reducing the amount of equipment required  Access to project information during safety critical operations  Increasing the accuracy of work carried out  Instant and live reporting on safety issues 77
    • 70. Health and Safety Benefits Instant and live reporting on safety issues  Case Study – New Doha International Airport, Bechtel Civil Safety Observation Reports Peak usage First week of use Traditional method Source: blog.modspace.com Source: abcnewsradioonline.com Source: www.fas.org 800 Obs per Week 1,000 Obs per Week 1,400 Obs per Week 78
    • 71. Future Vision Guidance and protocols from the HSE  Mobile IT module introduced into the CSCS test Location based control and management of future devices Consideration for the mobile devices of the future 79
    • 72. Summary  Introducing mobile devices will always add risk  Use appropriate risk mitigation tools to implement the devices safely  Educate the workforce on how they are being used  Understand and promote the potential benefits  Embrace the mobile generation 80
    • 73. Thank you for listening! Contact: Harrison O‟Hara Email: Harrison.ohara@comitprojects.com Mobile: 07881108741 Any Questions? 81
    • 74. COMIT 2013 ‘Information Mobility’ Conference Break Down Stairs at Eric’s
    • 75. COMIT 2013 ‘Information Mobility’ Conference Making Crossrail Mobile Neill Pawsey & Tom O’Keefe - Crossrail
    • 76. Making Crossrail Mobile Neill Pawsey Crossrail BIM in Delivery Working Group (BiDWG) Co-Chair Tom O’Keefe Crossrail BiDWG Mobility Task Group Leader
    • 77. Agenda • • • • • • Crossrail – Moving London Forward A Review of 2012 Where are we now in 2013? What are our future plans? Some 2013 Mobile Project Examples The Business Case for Mobility 85
    • 78. Crossrail: Delivering scale 28 surface Station upgrades 8 major sub-surface stations 90km surface network upgraded 21km twin-bore tunnels
    • 79. Crossrail Scope Map
    • 80. A Review of 2012 Where we got to with Mobile IT
    • 81. Area Directors Report Programme Directors Report Sponsors Dashboard Electronic Dashboards Crossrail Maps Crystal Cube Data Warehouse Data Integration and validation Cost Mgt. Finance Risk Mgt. Schedule Mgt. Health & Safety Document Control Programme-wide Feeder Systems Contract Admin. Asset Information Design Control
    • 82. A Review of 2012 View documents from our EDMS in the field Capture Field Operative Tasks lists and record progress
    • 83. A Review of 2012 • Things that we struggled with Connection to core business applications – they were not built with a mobile first approach. Our Managed Service Providers ability in this area iOS5 • Things that we like Installing SSL Certificates – Trusted Devices Specialist Third Party Applications Connections surviving the open / close cover use case Things that worked .. But were clunky SSL Reverse Proxy 93
    • 84. Where we are now in 2013? Highlights from the year
    • 85. Mobility Task Group Mobility Task Group Aim To research, develop, trial, adopt, and promote appropriate mobility tools, applications, and communication technologies for all sites on the Crossrail project in order to equip Site Based Personnel with adequate information to make informed, accurate and timely decisions. Delivery Knowledge Share Development and roll-out of a solution for Crossrail team (and shared processes) With the wider industry and Contractors working on the Crossrail Project Project Information IT Engineering Field Engineering Construction Technical Information Contractors Technical Partners
    • 86. Mobility Task Group Core Solution Process Software Hardware 1. 2. Document Retrieval Data Capture (Forms) Identify Need Health and Safety Future Applications Business Case for Mobility 2014? Drive Adoption Select Projects Measure Business Value Understand Business Value Conduct Proof of Concept
    • 87. App 1: Document Retrieval Identify Need • Business Problem: – – – Bentley Field Supervisor App Package based Virtual Item Groups • Status: – – – Field Supervisor App released 16th May 2013 Backend server work – complete? Virtual Item Groups set up for BOS and WHI test sites • Future: – – – Select Projects Measure Business Value Understand Business Value Disconnect: Digital repository vs. Paper on site Time: eB „black hole‟ Encourages poor practice = project risk • Solution: – – Drive Adoption Site testing at BOS and WHI to measure business value Allow more localised control of VIGs? Assist Bentley in the development of the App (PTR info, usability etc.) Conduct Proof of Concept
    • 88. App 2: Data Capture (Forms) Identify Need • Problem Process Improvement: – – – Improve data quality by reducing latency Increase sample size Realise time savings through automation • Solution: – – Phase 1: Formotus based Observation Report Phase 2: Generic forms solution • Status: – – Formotus site testing complete at BOS and WHI sites Extension of forms capability within the Field Supervisor application • Future: – Complete Field Supervisor application forms component and begin site testing Drive Adoption Select Projects Measure Business Value Understand Business Value Conduct Proof of Concept
    • 89. Lesson’s Learned to Date • Hardware – – – Device type and keeping current – requirements Size – bigger isn‟t always better Ruggardisation – a good idea? • Applications and Operating Systems – – Operating System Generic 3rd party vs bespoke • User Acceptance – – – – Understanding the process and business requirement Form design has a big impact Replication The importance of core applications – the tipping point • Health and Safety – – – Critical for successful implementation Tool for a specific activity Changing culture
    • 90. Future Mobile Tech and Apps • Drawing Validation – – – Co-developed with the Field Supervisor application Field validation of drawing status using off the shelf data matrix reader Status: Awaiting completion of server work • Mobile GIS – – Crossrail Maps exposed through a bespoke application Status: Testing underway • iModels in Navigator – – Can be accessed through the virtual item groups in the Field Supervisor Application Status: Awaiting completion of server work and working with modelling task group to implement
    • 91. Future Mobile Tech and Apps • 4D Augmented Reality – – Crossrail have assisted in the field trials of Bechtel's 4D Augmented Reality software Status: Initial field trials complete • Asset Tagging – – Asset Information stored in eB – could be exposed for field activities through the Field Supervisor application Status: Opportunities to be explored • Bluetooth Low Energy – – – – Health and Safety: coupled with positional MDM software Contextual Information: based on your location Visualisation: Benefits to AR? Status: Proof of concept to be performed
    • 92. Mobile Strategy and 2014 Plan • White Paper for Mobile IT on Crossrail Wrap up document that sets out the plan for the project-wide Mobile IT solution: – – – – – – – – Hardware and Operating System Software developments, opportunities and testing IT Infrastructure requirements Health and Safety implications and best practice IT support requirements Contractor considerations Communication tools (Innovate18, video guides, BIM Academy etc.) High level business case Using findings from Crossrail site trials, previous project experiences and COMIT • Roll out solution!
    • 93. The Business Case for Mobility? Our View of the Benefits
    • 94. Business Drivers Worksite business requirements stem from the need for: • Collaborative information • In the right place at the right time • Directly supporting safer working
    • 95. Business Benefits Derived from analysis conducted at C411 Bond Street Project Quantitative: • Reduced printing costs - £9,600 per annum • Reduced travel around the worksite - £3,300 per annum • Reduced double-entry of data - £1,700 per annum
    • 96. Business Benefits Derived from analysis conducted at C411 Bond Street Project Qualitative: • Enables Field Engineers and Site Managers to spend more time on site whilst staying connected to colleagues and issues in the office • Paper tends to loose all integrity in wet weather whereas a cased tablet allows the user to view and annotate drawings in all weather conditions. • The majority of drawings are produce in A1 but for practical reasons are often printed in A3. This makes viewing some of the more detailed elements difficult. A tablet device allows the user to zoom in and view drawings as intended. • The ability to access emails and outlook at the site offices and during meetings.
    • 97. Business Benefits • The total quantitative benefits are estimated at £14,583 per annum, giving a Total Quantitative Benefit (over 5 years) of £72,915. • Using these benefits as the basis for extrapolation across all the CRL worksites is too subjective for business case purposes • A conservative approach assumes that these benefits would apply to 12 (of the 24) main worksites (ie the Stations, Portals, Shafts and Tunnel Drives) across the Programme. • This approach would yield an estimated quantitative benefit of £175,000 per annum or £875,000 Total Benefit (over five years) averaged over 12 of 24 main worksites. • It is assumed that the qualitative benefits will apply universally across all of the 24 main worksites.
    • 98. Thank You
    • 99. COMIT 2013 ‘Information Mobility’ Conference The Bigger Picture Richard Lane – BIM Task Group
    • 100. The Bigger Picture Richard Lane Departmental Support / Training Development Officer, BIM Task Group 7 November 2013 COMIT Conference 2013
    • 101. Introduction
    • 102. The Current State 35% • Lack of Clear Communication of Client Needs • Incorrect Assumptions or Miscommunication within the Supply Chain • Rework / Recreation of Data • Inability for Project Participants to ‘Speak the Same Language’ • Poor or No Information Management • Limited Reuse or Standardisation
    • 103. Objective Government Construction Strategy 15-20% cost and carbon reduction on all centrally procured government construction projects within the current parliament 2.32 Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016
    • 104. What is BIM? B uilding a consistent, collaborative industry, with clear and open communication I nformation of high-quality is procured to support business outcomes M odelling the design increases efficiency, enabling simulation & analysis
    • 105. Rollout MOJ 100%BIM & 2# Pilots / Dept Outcomes 2012 Discovery, Mobilise & Test L2 Model 2013 Data – Manual Checking Accelerate Dept Pilot Delivery All Govt departments have published BIM/GSL Strategies and Roadmaps and forward pipelines 2014 Embedding BIM/GSL in Depts All Government Departments 100% Level 2 BIM / GSL Enabled 2015 BIM/GSL , Benefits Realisation Data – Digital Checking 2016 Legacy – Digital Built Britain Departmental Summary Roadmap
    • 106. The Challenge Capacity & Capability 1.3 The industry is highly fragmented, with over 300,000 businesses (of which 99.7% are SMEs) and over 2 million workers
    • 107. "Civilization advances by extending the number of important operations which we can perform without thinking of them." Alfred North Whitehead
    • 108. Considerations • Data Creation, Review, Analysis & Maintenance • Location, Time, Format, Device, Accuracy, Securi ty, Connectivity, Version Control • Simplicity, User Experience, Training • Formats, Interoperability, • Standards, Policies, Process • Automation • Cost
    • 109. Thanks For more information www.bimtaskgroup.org @BIMgcs @richardlane richard@creonova.co.uk
    • 110. COMIT 2013 ‘Information Mobility’ Conference Lunch Downstairs at Eric’s
    • 111. COMIT 2013 ‘Information Mobility’ Conference COMIT Projects Ltd Jason Scott & Gerry Samuelsson- Brown - COMIT
    • 112. A bit about COMIT Gerry Samuelsson-Brown Jason Scott
    • 113. 10 years ago a baby was born… DTI Project Community Company COMIT Projects Ltd
    • 114. Members
    • 115. Community Days…
    • 116. Projects… Incite Cajole Encourage Push Enable Consult Manage Assess Help Measure Identify Promote Broker Lead Communicate Disseminate!
    • 117. Demonstration projects… Identify Need Drive Adoption Select Projects Measure Business Value Understand Business Value Conduct Proof of Concept
    • 118. Rapid Site Setup
    • 119. Augmented Reality… • • • • Google Earth Fixed point Video overlay Real time location
    • 120. Safety Alert Systems • Known Hazard • Alerts Proximity solutions
    • 121. A New Project… Martin Wing
    • 122. COMIT’s Aim: To be the centre of excellence for Mobile IT in Construction
    • 123. The directors… Neill Pawsey Iain Miskimmin Gerry Samuelsson-Brown
    • 124. COMIT 2013 ‘Information Mobility’ Conference Transforming Efficiency with Supply Chain Collaboration in the Cloud Stuart Young - COMIT Projects , Lead for COMIT in EMT Sandeep Jain – Mobibiz CEO, Lead PM for EMT
    • 125. Motivation to change • Materials and Equipment can control 80% of the project schedule • Construction Industry invests < 0.15 % of its costs in Materials Management and control • Poor visibility of the supply chain is often a contributor to poor performance • Major drain on the specialist resource at critical times
    • 126. What is the Project about? What is Enable My Team? • Cloud based collaboration platform. • It’s a new approach to the integration and use of information to create Big Data. • Full view of information throughout asset lifecycle • Will help bridge the information gap and lead to more informed decision making
    • 127. • • • • • • • • • • • Construction History and Procurement of Goods and Services Neolithic Period Romans Egyptian Mesopotamia Ancient Greece Medieval Renaissance 17th and 18th century 19th Century - Industrial Revolution 20th Century – 2nd Industrial Revolution 21st Century – The Digital Revolution
    • 128. Construction Industry Today • • • • • Has £90 billion gross value to the UK economy 280,000 businesses It accounts for 3million jobs Wide and far reaching significance Historically it has been a bellwether to the economy Recent times • Was hit by Economic downturn Source: ONS ABS
    • 129. What do we Want?
    • 130. Why Supply Chain Intelligence? • How well do you know your Supply Chain? • Can you easily see who is financially weak and therefore more likely to have difficulty performing? • How prone is the supplier to natural disasters? • Monitored performance • Contract specification compliance • Health and Safety and Environmental record • Quality of finished product
    • 131. Why Supply Chain Intelligence?
    • 132. What role will Big Data play? • What is big Data? • What are the current perceptions? • What are the benefits? • The Big Data revolution. • What will it mean to Business? • Who will access it? – Source: MGI Source: MGI/ Sunday Times
    • 133. Industry Benefit • • • • • • • • • • • • • • • Up to the minute information sharing A more knowledgeable team Greater buying gain opportunities Improved relations with Supply Chain, Client and other stakeholders Greater schedule certainty The location and identification of manufactured materials progress Much better control of costs Improved quality performance Timely matching of invoices Matching build schedule with available materials and services Improved commercial valuation. Faster processing of supply chain application Improved cash flow Reduced waste Reduced risk improved safety Greater Overall Project Control •
    • 134. The Future of Construction Gov Initiative Construction 2025 The Vision • People • Smart • Sustainable • Growth • Leadership
    • 135. What's Coming? • Infrastructure – Gov. Capital Spending plan increase £3Bn by 2015/16. Total additional investment of £18Bn by 2020. – £9.4Bn Rail investment – UK Guarantee Support for Northern Line Extension
    • 136. What happens when we don’t have what is required and it all goes wrong?
    • 137. EnableMyTeam Supply Chain Collaboration In The Cloud TSB Funded Project An Endorsement of Our Vision A project by Costain, MobiBiz and COMIT
    • 138. Collaboration Resilience & Scalability Security & Identity Assurance Interoperability & Cloud SLA
    • 139. Better use of assets and resources Purcha sed End-end ubiquitous visibility into the supply chain 100% 2 Used 1 4 Insight: detect patterns and identify potential risks to the supply chain Better supplier relationship management 3
    • 140. Supply Chain Visibility Changing order specification and design lead to a lot of rework and costs money Design changes & approvals can be communicated via integration between contractor and supplier systems via the cloud. Contractors make better decisions based on complete order visibility and suppliers can sense demand with a view on the order pipeline
    • 141. Business Case for more Collaboration Real-time data means agility and quicker response
    • 142. Asset lifecycle Tracking Different sets of Architectural Glass can be of varying design attributes and specification. Each set presents a lot of uniqueness Post-build maintenance requires history of when and which plant a set of glass of made in. Tagging and relaying the tag to manufacturer, contractor & designer enables capturing asset information against the tag which can be used from design, build through to maintenance & operation phase.
    • 143. KPI: Waste Reduction Track Materials/Plant Ordered, Delivered, Used, Lost, Damaged and Returned. Cost of Muck away Bad Logistics 15 % Construction Material Wasted ? From where..
    • 144. Intelligence System Turn Big Data into actionable information Actionable Intelligence
    • 145. www.enablemyteam.com http://www.comit.org.uk sjain@enablemyteam.com s.young@comitproject.org.uk
    • 146. MobiCloud : Building the Enterprise Appstore for Construction Martin Wilson
    • 147. MobiCloud - Project Overview Founding partners
    • 148. Enterprise Mobility Timeline 1996 2006-2011 1999 2003 2013 - 2020
    • 149. Construction Appstore • Site Procedures and Checklists • Project Processes, including work assignment sign-off and quality auditing • Business • Processes • Incident Management and Reporting • Automation and Management of Safety Permits • Management of Assets
    • 150. Corporate Appstore Benefits Integration App Development Deployment Developers IT Mgr Managers Analytics Use Support Users Diagnostics Troubleshooting Management Manage corporate mobile applications across their entire lifecycle, from development to deployment and support
    • 151. Corporate Appstore Infrastructure Employee Appstore
    • 152. Key Technology Challenges • Platform vs Silos – taking control – Early trial silos will grow and become full production silos, so adopt a platform approach – It’s good to let your business units run wild with new application ideas, but it will be costly to let them do so without guidance – A failed trial could set back significantly your mobility strategy: you only have one chance to impress your end-users, get it right from the start! Platform SDK Ready-made Apps Agile Development Continuous Integration & Testing Change Management
    • 153. Key Technology Challenges • How to ensure robust and cost-effective integration with legacy systems? rich SDK – About 50% of a new enterprise mobile application’s code is related to the back end integration connector – Poorly designed connectors are a major point of failure of the overall system – The connector needs to support the current backend configuration (and any subsequent upgrade that the back-end vendor will implement without letting you know!) Platform SDK Ready-made Apps Agile Development Continuous Integration & Testing Change Management
    • 154. Key Technology Challenges • Re-using existing code base: ready made apps vs custom developments – Forget about “there is already an app for everything in public appstores” – But don’t try to reinvent the wheel every time a new business request comes and spend 6 months building a new app from scratch – Best of both worlds: ready-made enterprise app templates that can be easily customized to your needs Platform SDK Ready-made Apps Agile Development Continuous Integration & Testing Change Management
    • 155. Key Process Challenges • • • Involving end-users as early as possible in design phase : agile development Keeping flexibility during deployment phase: continuous integration and testing Ensuring end-user adoption and compliance: change management
    • 156. MobiCloud Architecture Connecting Back-End Systems To Field Service Employees Operations Team Leader Field Employees Back End ERP Systems IT Support
    • 157. Context – Enhanced Workflow, Ergonomics Right Information Right User Right Place Right Time GPS: N 59 38.304’ E 17 56.368' ID: Certified Engineer #42 Current Task: Airframe Check External Temperature: -10⁰C Asset Number: LN-RRB Closest Mechanic: Larsson, Ulf
    • 158. Cross Platform – Native vs HTML5 • Native, Hybrid or Web? • Show of Hands – How many type of OS are you planning to support: 1,2,3, more? – Have you selected an architecture: none yet, native, web, hybrid, other? • Mobile Development Myths
    • 159. Costain's experience deploying tablet-based solutions in the field. • Developing a series of user cases to help drive efficiencies in time and cost into current processes both on site and in other areas of the business • Identifying key user cases and develop these into working mobile applications for trial and release across the business • Creating a full suite of apps to replace inefficient paper based and disjointed processes on site, whilst backing up data in a cloud based system • Offering these apps to Costain employees and subcontractors in an corporate app store set up
    • 160. Current Challenges • Considerable amount of paperwork associated with site activities • Engineers and supervisors – most time spent on site • Inefficient time spent between site and office • Long working days • Health and Safety (S.H.E.), quality, asset management, quantity surveying, material/plant, site diaries • Lack of real-time data leading to inaccuracies in records
    • 161. Site Diary Demonstration
    • 162. Building the Ecosystem Membership Type Acceptance Criteria Community Membership This will be open all individuals or companies that express an interest and provide a valid email address. They will be added to the ecosystem@mobicloudproject.eu list and receive all public notifications about the project Early Adopter Program This will be open to developers or customers that express an interest and fill a simple survey form to describe their goals in joining the program. Upon joining they will receive an account in the MobiCloud Showroom where they can test specific demo applications. They will also receive access to the MobiCloud SDK and documentation, without any dedicated support. Associate Member Program This will be open to individuals or companies that express an interest in using the MobiCloud infrastructure to run their own pilots and pay a yearly fee. Upon joining they will receive access to the MobiCloud SDK and the MobiCloud certification training. Upon successfully completing the training, they will be listed as certified developers or certified system integrators in the MobiCloud Store website.
    • 163. Join the MobiCloud Community: www.mobicloudproject.eu
    • 164. COMIT 2013 ‘Information Mobility’ Conference Tomorrows World Francis Rabuck – Technology Research Analyst , Futurist and Communicator
    • 165. COMIT 2013 ‘Information Mobility’ Conference Panel Discussion
    • 166. COMIT 2013 ‘Information Mobility’ Conference Chairman’s Closing Remarks Duncan Evans – Head of Business Systems, Crossrail
    • 167. Thank you to the Sponsors of the Conference
    • 168. Pub & Networking