Lean construction & BIM

IPD, Lean Construction & iBIM
Stephen AUStephen AU
Oct. 10, 2013
Lecture Class BRE398: Building Information Modeling
BRE398: Building Information Modeling

TopicsTopics
Challenges on Building Construction Project
IPD & LEAN Construction
Asset Life Cycle Management & BIM for IPD & Lean
Deliverable and workflow managementDeliverable and workflow management
Integrated Project Management
Summary

Lecture Objectives and ResultsLecture Objectives and Results
Objectives
The challenges of Building Construction Project
To understand what is IPD & LEAN Construction
To understand Asset Lifecycle Management (iBIM)y g ( )
How to apply ALM & BIM to enable LEAN Construction
QuestionQuestion
How iBIM can be applied to enable IPD & LEAN
C t ti ?Construction?

Peculiarities of construction on product,
j / d i d i d l lproject/production and industry level
Sit d ti (iSite production (i.e.
Organizing the
production around the
product dependent on
outdoor conditions)
Temporary productionTemporary production
organization (e.g.
Fragmented supply
chain)chain),
One-of-a kind product
(e.g. Design-to-order( g g
project-based
production).
R f R b V ijh f1 d L i K k l 2005 R i iti th th li iti f d ti i t ti
Ref: Ruben Vrijhoef1 and Lauri Koskela , 2005, Revisiting the three peculiarities of production in construction

Construction VariabilityConstruction Variability
A C (A C)Architecture, Engineering, and Construction (AEC)
processes are inherently variable and uncertain.
V i bilit d i j t f dVariability undermines project performance and
disrupts workflow leading to detrimental project
consequences on cost duration quality flowconsequences on cost, duration, quality, flow,
sequencing, etc. (Hamzeh et al., 2007; Hopp &
Spearman 2008) Organizations under norms ofSpearman, 2008). Organizations, under norms of
rationality, strive to maintain consistency in
production flow and shield production fromp p
uncertainty in business processes and in their
environment (Thompson, 1967).

Building Construction Contract ModelBuilding Construction Contract Model
Design-Build-Finance-
Maintain-Operation
(DBFMO)

Draw Back of Convention
Construction Model (Ballard 2010)
Th f ll h llThe fallacious assumption that all activities in a construction
project add value to the product,
No distinguishing between process and flow activitiesNo distinguishing between process and flow activities,
Estimation of costs based on work breakdown structures
No appropriate consideration of resource flowsNo appropriate consideration of resource flows,
All activities are assumed to function independent of each
other and a reduction in the cost of a particular activity isother and a reduction in the cost of a particular activity is
assumed to reduce cost of entire project,
No taking into account the effects of poor quality of productg p q y p
or considering market uncertainties and fluctuations,
Linear work flow structure.

Wastages in Construction IndustryWastages in Construction Industry
(B ll d 2010) Pi lli (2010) b li d th t b th t i tit d d(Ballard, 2010). Piselli (2010) believed that both management ineptitude and poor
management of information / data flows were the main reason for waste in the
construction industry.
A measure of the extent of the cost of waste can be gauged from the fact that onlyg g y
40% of all funds allocated to a construction project is spent on value adding
activities with the remaining 60% being spend on non–value added activities
including rework, correction of defects, inventory stockpiling and even legal suits
with dissatisfied customers (Hilton, 2010).with dissatisfied customers (Hilton, 2010).
C i Effi i f I d i ( f D S i h NIBS 2009)
Comparative Efficiency of Industries (after D. Smith, NIBS, 2009)

7 Wastes7 Wastes

Causes of Waste in the Construction
Industry
Ref: Piselli, 2010

Value and WastagesValue and Wastages
Value lost due to
Value lost due to
ConstructionExtra cost
due toT t l C t Value lost due to
Design
Extra cost
due to
construction
Extra cost
Total Cost
due to
design
B
Extra cost
due to design
inefficiency Total Value
Total Cost
Best
practices
cost
Best
practices
cost
Design Cost Construction Cost Value of Constructed
Facility
cost

General Issues in Building
/Construction (1/2)
Part of customer requirements are lost or not taken
into account in the early phase of design
There is no optimization of several solutions
There is lack of compliance with quality standardsThere is lack of compliance with quality standards
Designs are incomplete and need additional
ifi ti h t i i lspecifications or, what is more common involve
“improvisations” at the site
Many times the design are not clear or explicit

General Issues in Building
/Construction (1/2)
D i h f t ti ll d t th l k fDesign changes are frequent, partially due to the lack of
mechanisms that allow designers to understand, in the early
phases of the project, the real expectations of the customer.
The duration of the design drafting stage is prolonged often
making unattainable some constructive solutions due to the
lack of interaction between the agents involved in thelack of interaction between the agents involved in the
process
Lack of coordination among the subjects involved, which
fneed to incompatibility and conflict between distinct designs
When considered in terms of cost, the constructive problems
resulting from design failures make up the largest categoryresulting from design failures make up the largest category
And finally, the cost of the design is only reduced at the
expense of quality

Problems for Tradition ConstructionProblems for Tradition Construction
Constrains of sequent phases are not taken into
account in the design phase
Unnecessary constraints for subsequent phases are
in the design phaseg p
Little feedback for specialist
L k f l d hi d ibilit f th t t lLack of leadership and responsibility for the total
project
Ref: Dupagene.A (ed). 1991. Computer Integrated Building. Strategic Final Report

Practical examples of resolving
li i i f d i i ipeculiarities of production in construction
Ref: Ruben Vrijhoef1 and
Lauri Koskela , 2005,
Revisiting the three
peculiarities of productionpeculiarities of production
in construction

What Is IPDWhat Is IPD
Integrated Project Delivery (IPD) is a project
delivery approach that integrates people, systems,
business structures and practices into a process that
collaboratively harnesses the talents and insights of
all participants to optimize project results, increase
value to the owner, reduce waste, and maximize
efficiency through all phases of design, fabrication,
and construction. (http://ipd-ca.net/overview/)( p // p / /)

Overall TransformationOverall Transformation
Fragmented, assembled on “just-as-
needed” or “minimum-necessary” basis,
An integrated team entity composed key
j k h ld bl d l i h
Traditional Project Delivery Integrated Project Delivery
Teamsneeded or minimum necessary basis,
strongly hierarchical, controlled
Linear, distinct, segregated; knowledge
h d “j d d”
project stakeholders, assembled early in the
process, open, collaborative
Concurrent and multi-level; early contributions
of knowledge and expertise information
Process
gathered “just-as-needed”;
information hoarded; silos of
knowledge and expertise
Individually managed, transferred to
of knowledge and expertise; information
openly shared; stakeholder trust and respect
Collectively managed, appropriately sharedRisk
the greatest extent possible
Individually pursued; minimum effort
for maximum return; (usually) first-cost
based
Team success tied to project success; value-
based
Digitally based, virtual; Building Information
M d li (3 4 d 5 di i l)
Reward
T h lPaper-based, 2 dimensional; analog
Encourage unilateral effort; allocate
and transfer risk; no sharing
Modeling (3, 4 and 5 dimensional)
Encourage, foster, promote and support multi-
lateral open sharing and collaboration; risk
sharing
Technology
Agreements
sharing
Ref: AIA – IPD User Guide

Process TransformationProcess Transformation
Traditional Design ProcessTraditional Design Process
Integrated Design ProcessIntegrated Design Process
BRE398: Building Information Management

What is Lean?What is Lean?
G d S (20 ) l f hGrover and Somaya (2011), lean refers to those
processes which result in maximum value through minimum
consumption of resourcesconsumption of resources.
Piselli (2009), believes that the concept of lean refers to
that philosophy that considers consumption of resourcesthat philosophy that considers consumption of resources
only to produce value to the end consumer. Any other
utilization of resources is considered to be a waste and
has to be eliminated from the system.
Bhatla (2010), further explained this by saying that lean
processes reduce time in fulfilment of customer orders by
eliminating all sources of waste in the system.

Lean ConstructionLean Construction
S h b (2009) h d fi d l t ti lSchonberger (2009), who defined lean construction goals as
reduction of waste in human efforts, inventory and time to
market and to become more response to customer needs and
producing products of very high quality in the most efficient
and economical manner possible.
Lean Construction is a production management-basedLean Construction is a production management-based
approach to project delivery -- a new way to design and build
capital facilities…Applied to construction, Lean changes the
way work is done throughout the delivery processway work is done throughout the delivery process.
Lean Construction extends from the objectives of a lean
production system – maximize value and minimize waste - top y
specific techniques and applies them in a new project delivery
process.

Main Focus of Lean ConstructionMain Focus of Lean Construction
Th f ili d i d li d i d hThe facility and its delivery process are designed together to
better reveal and support customer purposes. Positive iteration
within the process is supported and negative iteration reduced.within the process is supported and negative iteration reduced.
Work is structured throughout the process to maximize value
and to reduce waste at the project delivery level.
Efforts to manage and improve performance are aimed at
improving total project performance because it is more
h d h h d fimportant than reducing the cost or increasing the speed of
any activity.
“Control” is redefined from “monitoring results” to “makingControl is redefined from monitoring results to making
things happen.” The performance of the planning and control
systems are measured and improved.
y p

Comparison of Traditional and Lean
Projects

Traditional versus Lean Delivered
Project

Principles of Lean (1/2)Principles of Lean (1/2)
Customer Value – customer needs at specific time
and specific price. It is about “Measurement, Design
& Management”
The Value Stream – the most effective process isp
achieved by minimum number of value added steps
without no-value added stepwithout no value added step
Flow – effective and efficiency flow of materials
and informationand information

Principles of Lean (2/2)Principles of Lean (2/2)
Pull – a system of cascading production and
delivery instructions from downstream to upstream
activities in which nothing is produce by the
upstream supplier until the downstream customer
signals a need
Synchronization (Timing)y ( g)
Alignment (Position)
TransparencyTransparency
Perfection – continuous improvement

Production ProcessProduction Process

Key Components of LeanKey Components of Lean
A f d d h ’ d fA focus on understanding the customer’s purpose, defining
associated requirements to meet those purposes and a
project design to deliver and fulfill those purposes;project design to deliver and fulfill those purposes;
Holistic view of project delivery;
Communication and authority structures;Communication and authority structures;
Project delivery structure;
Collaborative environments;Collaborative environments;
“Last planner” empowerment; and
Lean tools that are applied to a job site or processes thatLean tools that are applied to a job site or processes that
support the delivery of the project and the elimination of
waste.

The Recommended Practice
Fundamental Techniques

Value Stream MappingValue Stream Mapping
Value Stream Mapping is a more in depth technique designed to set out each of the stepsValue Stream Mapping is a more in-depth technique designed to set out each of the steps
from the beginning to the end of a specific process (including how much inventory, rework and
waiting there is within a process) and includes:
teaching the crew(s) working in the area/on the task about the 7 wastes
k h d /S d G & S h k d d ( 3 d )asking the Team Leader/Superintendent to Go & See the work site and spend some time (~1-3 days)
mapping out each step of the process, engaging with the crew
using post-it notes to display these steps up on a wall, including data for each step:
number of people doing the work
how long it takes
any rework seen
any inventory seen between steps
any waiting between steps
inviting the crew in, refreshing them on the 7 wastes, asking them to review and agree with the process,
then identifying waste in the process with a different coloured post-it note
brainstorming countermeasures for each of the wastes (once again some further investigation may be
necessary) and adding these to the wall
ranking the countermeasures by ease of implementation and benefit to the process
implementing the easy, high benefit countermeasures first and then working through the others.

Last Planner SystemLast Planner System
The Last Planner System® (LPS) is a
production control method designed toproduction control method designed to
integrate “should-can-will-did”
planning and activity delivery of a
project. Its aim is to deliver predictablep j p
work flow and rapid learning.

Last Planner SystemLast Planner System

LPS Planning PracticesLPS Planning Practices
(1) Pl i t d t il t l t f i th(1) Plan in greater detail as you get closer to performing the
work
(2) Develop the work plan with those who are going to(2) Develop the work plan with those who are going to
perform the work,
(3) Identify and remove work constraints ahead of time as a
t t k k d d i li bilit f kteam to make work ready and increase reliability of work
plans
(4) Make reliable promises and drive work execution based on( ) p
coordination and active negotiation with trade partners and
project participants, and
(5) L f l i f il b fi di th t(5) Learn from planning failures by finding the root causes
and taking preventive actions
(Ballard 2000, Ballard et al. 2007, Ballard et al. 2009).

LPS – Should/Can/Will/Did PlanLPS Should/Can/Will/Did Plan

Planning StagePlanning Stage
1 Th h d l h f f d l d b k b d1- The master schedule is the output of front-end planning describing work to be carried out over
the entire duration of a project. It identifies major milestone dates and incorporates critical
path method (CPM) logic to determine overall project duration (Tommelein & Ballard, 1997).
2 Ph h d li t d t il d h d l i h j t h h2- Phase scheduling generates a detailed schedule covering each project phase such as
foundations, structural frame, and finishing. In a collaborative planning setup, the phase or pull
schedule employs reverse phase scheduling and identifies handoffs between the various
specialty organizations to find the best way to meet milestones stated in the master schedule
(Ballard & Howell, 2004).
3- Lookahead planning signifies the first step of production planning with a time frame usually
spanning between two to six weeks. At this stage, activities are broken down into the level of
processes/operations, constraints are identified, responsibilities are assigned, and assignments
are made ready (Ballard, 1997; Hamzeh et al., 2008).
4- Commitment planning represents the most detailed plan in the system showing interdependence
fbetween the work of various specialist organizations. It directly drives the production process.
At the end of each plan period, assignments are reviewed to measure the reliability of
planning and the production system. Analyzing reasons for plan failures and acting on these
reasons is used as the basis of learning and continuous improvement (Ballard, 2000).
reasons is used as the basis of learning and continuous improvement (Ballard, 2000).

Lean Project Delivery System
(Ballard, 2000 and 2006)

Project Phases and Target CostingProject Phases and Target Costing
Allowable Cost
≥ Expected Cost
≥ Target Cost
•To embrace
this early
involvement
requires a
mindset shift to
money as an
“investment” in
the whole,
rather than arather than a
“control” of the
piece
Di f “L P j D li S U d ” B ll dDiagram from “Lean Project Delivery System: an Update”, Ballard
2008. Diagram originally produced for Sutter Health by the Project
Production Systems Laboratory, University of California, Berkeley.

Process Map Depicting the Planning
Processes
Modified from The Last Planner Handbook at CHH Cathedral Hill Hospital, 2009

LPS Schedule Development ModelLPS Schedule Development Model

Six Week Look Ahead ScheduleSix Week Look Ahead Schedule

Information Flow Model for Planning
Processes

Constraint LogConstraint Log

Weekly Working PlanWeekly Working Plan

Plot Of Plan Percent CompletePlot Of Plan Percent Complete
P l l (PPC)Percent plan complete (PPC) is a metric
used to track the performance of reliable
promising at the weekly work plan level
b i th t f t kby measuring the percentage of tasks
completed relative to those planned.
It thus helps assess the
reliability of work plans andy p
initiates preparations to
perform work as planned.

WPP CalculationWPP Calculation

Information Centre MeetingsInformation Centre Meetings
Information Centre Meetings are 10 – 15 minute stand up
meetings around a whiteboard to review key performance
metrics (KPIs) for the team on a daily basis Information Centremetrics (KPIs) for the team on a daily basis. Information Centre
Meetings form the nerve centres of the project, ensuring each
person on site is aware of their role, delivering the site KPIsp , g
and enabling problem solving around concerns as they arise

Benefits of LeanBenefits of Lean
Projects using lean construction have demonstrated
Better budget performance
Fewer change orders
Higher on-time performanceg p
Fewer accidents
Fewer lawsuitsFewer lawsuits
Better value delivery to the customer

MacLeamy CurveMacLeamy Curve
The MacLeamy Curve is a graph of the cost of decisions mapped along the timeline of aThe MacLeamy Curve is a graph of the cost of decisions mapped along the timeline of a
typical construction project. It clearly shows that decisions made early in a project (during
design) can be made at lower cost and with greater effectiveness. A reasonable inference to
draw from this graph is in fact the idea that projects will benefit by having more diverse
expertise (i.e., more interested parties) in the room during design, so that value engineering
decisions, especially ones that affect the life cycle costs of the project, can be moved forward in
time, when decisions are relatively inexpensive.

ALM for Building Industry Definition
52
ALM for Building Industry Definition
A business approach driving Product, Process and Resources management and
collaboration over the life cycle of a AEC project that enables an enterprise to
effectively and efficiently innovate and manage its building and related services
throughout the entire building lifecycle, from design, construction to facility
management.g
Build the Asset 资产建造
20 – 30 – 60 years
Engineering / De elopment
0.5 – 2 years
O ti / M tEngineering / De elopment
0.5 – 2 years
O ti / M tEngineering / Development
工程建造 / 发展
Operations / Management
运作 / 管理
Engineering / Development
工程建造 / 发展
Operations / Management
运作 / 管理
Initial
Design
Detailed
Engineering
Construction &
Start-up
Operations
& Maint.Mgt
Requiremt
Specif.
RetirementUpgrade
project
Operations
& Maint.Mgt
Operations
& Maint.Mgt
Revamping
project
Initial
Design
Detailed
Engineering
Construction &
Start-up
Operations
& Maint.Mgt
Requiremt
Specif.
RetirementUpgrade
project
Operations
& Maint.Mgt
Operations
& Maint.Mgt
Revamping
project
Initial
Design
Detailed
Engineering
Construction &
Start-up
Operations
& Maint.Mgt
Requiremt
Specif.
RetirementUpgrade
project
Operations
& Maint.Mgt
Operations
& Maint.Mgt
Revamping
project
M th A t 资产管理
Life cycle of the asset 资产的生命周期Life cycle of the asset 资产的生命周期
Manage the Asset 资产管理

Asset Data managed by ALM
LOCATION STRUCTURE
(Grey Components)
ASSETS (FUNCTION) STRUCTURE
(Colored Components)
Asset Data managed by ALM
Plant
AreaBuilding
System
System
Location
Equipment
Component

Asset Lifecycle Managed InformationAsset Lifecycle Managed Information
LocationsLocations Physical ItemsPhysical ItemsAssetsAssetsDocumentsDocuments LocationsLocations Physical ItemsPhysical ItemsAssetsAssetsDocumentsDocuments
jjProjectsProjects

All Domains working on the “Single
Version of the Truth”
Architect
Governance
Regulatory &
IP Lifecycle
ManagementStructural
i i Architect
Design
Facility
Program
Management
Regulatory &
Compliance
Engineering
E& M
Engineeringy
Management
Analysis
Sales /
Marketing Construction
Customers
Technical
PublicationsManagement
Global Sourcing
Unified Live
Collaboration SourcingSuppliers
Customers
Partners
Quality
55

ALM Systemy
Governance
IP Lifecycle
ManagementArchitectRegulatory &
Structural
i iProgram
Management
Architect
Design
Facility
Regulatory &
Compliance
Engineering
E& M
Engineering
Analysis
y
Management
Sales /
Marketing Construction
Customers
Technical
PublicationsManagement
SourcingSuppliers
Customers
Partners
Quality
Global Sourcing
Unified Live
Collaboration
56

Interactions between Lean and BIM
(Borrmann and Rank, 2008)

Software Tools to Support LPDSoftware Tools to Support LPD
Ref: A systemic view of lean management in construction (© Vishal Porwal & Jose Fernández-Solís 2009)

Values of ALM & BIM for IPDValues of ALM & BIM for IPD
I d d i lit th h d l b d l i d i l tiIncreased design quality through model-based analysis and simulations
Better cost prediction through repeated, accurate bill-of-materials costing
Lowered risk through reduced errors and field changes resulting from 3D
interference checking
Greater potential for prefabrication due to predictable field conditions
and Improved field efficiency by visualizing the planned construction
h d lschedule.
At the end of the construction phase, the BIM model may be transferred to
the facility operator to improve the long-term facility performance with:
Asset management
Space planning / Real estate utilization, and
Maintenance scheduling.

Relative Importance of BenefitsRelative Importance of Benefits
Architect's Perceived
Benefits of BIM
(from McGraw Hill Market(from McGraw Hill Market
Report, 2009)

A "Swim Lane" diagram of the IPD /BIM
Process
Robert Anderson, An Introduction to the IPD Workflow for Vectorworks BIM Users, Nemetschek Vectorworks

Current Situation – Islands of Information
62
Current Situation Islands of Information
“Plant ConfigurationPlant Configuration handled in one system
Plan documentationPlan documentation handled in another system
Maintenance tasksMaintenance tasks handled in a third system
Projects handledProjects handled in a fourth system…..
… and so on”
“Information is not fully shared between the
systems. This leads to slow, inefficient processesinefficient processes
with high riskwith high risk for human errors due to manual
transfer of information”
Performance
A l i
Configuration
Management (Excel...)
P&IDs
Requirements
Specifications
(Office, PDF)
& Analysis
(Cognos, Actuate)
Planning system
(MS Project,
Primavera)
(Plant design)

The Asset Lifecycle Managemet
63
The Asset Lifecycle Managemet
“Plant ConfigurationPlant Configuration handled in one system
Plan documentationPlan documentation handled in another system
Maintenance tasksMaintenance tasks handled in a third system
Projects handledProjects handled in a fourth system…..
… and so on”
“Information is not fully shared between the
systems. This leads to slow, inefficient processesinefficient processes
with high riskwith high risk for human errors due to manual
transfer of information”
Automated numbering for locations and documentsAutomated numbering for locations and documents - No duplicates
Higher securityHigher security - Different security groups for different diciplines, Revision control
Plant Configuration
Management (Excel...)
P&IDs Performance
A l i
Requirements
Specifications
(Office, PDF)
Easier and faster finding documentEasier and faster finding document - What documents affects a specific location
All data in the same placeAll data in the same place - Easier to generate reports, Ex. line lists, valve lists
Easier see how equipment are connected to other equipmentEasier see how equipment are connected to other equipment - Ex. pipelines (isometric
(Plant design) & Analysis
(Cognos, Actuate)
Planning system
(MS Project,
Primavera)
Easier see how equipment are connected to other equipmentEasier see how equipment are connected to other equipment Ex. pipelines (isometric
drawing) and pipesupports, pump and pump engine
Separate project structureSeparate project structure - Only the locations affected ”

Asset Life Cycle Management – Key
Strengths
Single Version Of the Truth
Enterprise Collaboration
3D Web Navigation
Openness and Scalability
3D Web Navigation
Visibility and
Decision Making
WW Extended Enterprise
g

Integrated Product DevelopmentIntegrated Product Development

Asset LifecycleAsset Lifecycle
Asset approved by
Engineering now in Quality
Assurance, Regulators…
Asset Decommissioned
And not in use any
more
Asset is now under
construction
Design and
Engineering
Asset Released,
Ready for
Asset Installed &
Engineering Ready for
Construction
Commissioned
Asset is now in
Maintenance
Maintenance

Drawing / Document ManagementDrawing / Document Management
1 Plan Drawing Schdule
2 Deliverable driven
3 Schedule Tracking
10% 30% 50% 80%
Create Assign Review IFA IFC

Asset Documents
Mechanical Design
2D Drawings
SpecificationSpecification
Sheets
Finite Element
Analysis
Quality Documents
&
Test Reports
P&ID (Piping &
Instrumentation Diagrams)
Maintenance
Procedures
&
Functional
Diagrams
Onsite
Pictures
&
Lay outs

ALM aviALM avi
A01_ALM.avi

Integration of BIM with LPSIntegration of BIM with LPS
(Adapted from Abdelhamid, 2006)
( p , )

On Line CollaborationOn Line Collaboration
k d l
Co-ordination, Co-operation & Co-decision
Teamwork, communication, and management play a
larger role in defining building quality than most of us
realizerealize
Principles of Communication in ALM
S dSpeed
Accessibility – anytime, anywhere & anyone
Communality the shared understanding of the contentCommunality – the shared understanding of the content,
structure, and mechanics of the project information and
database
Adaptability – allow for evolution, accommodating changes
and additions to its content
Ref George Elvin Integrated Practice in Architecture p 117 118 John Wiley & Sons 2007
Ref: George Elvin, Integrated Practice in Architecture, p.117 - 118, John Wiley & Sons, 2007

3D PPR Navigation3D PPR Navigation
V6 IPP S
V6_IPP_Swym.wmv

On Line 3D CollaborationOn Line 3D Collaboration
S t “I t t C ll b ti ” Y ll b t ith ithi thSupports “Instant Collaboration”. You can collaborate with anyone within the
extended enterprise to share data and ideas.
Yes, I can see it (view the
3D data) and I am issuing
a change request.
I found a problem,
please look at it …please look at it …
(share the 3D data)
I got the change request
and I am acting
accordingly.

ALM vs non-ALM integrated ?ALM vs non ALM integrated ?
When not integrated….Unsecured IP
RResources
management
Program/Project DesignerBQ
Managers
Where are the
Project
Specifications ? On which part
of project are
Site
Managers
Q
manager
What is the
completeness of task
deliverables ?
How is my
technical
requirement
fulfilled?
Program metrics and
dashboards
of project are
teams working?
How Can I
fulfilled?
Wrong or
Discrete (Events) C ti
Executives
How Can I
validate the
Project Gate ?
Wrong or
out-of-date
information !
Discrete (Events) Continuous
(Physics)

Project Management Architecture
Link contract data
requirement to
schedule
Link
schedule/contract to
product deliverables
Link to appropriate
allocated resource
Project Management ArchitectureReal time monitoring of program activities with cross-functional process integration
Requirement item, project, sub-project, tasks, deliverable status ,roles, skills…
schedule product deliverables
Program
Planning & Resources
t
Contracts /
i t
Program
d li bl
Program Backbone
Planning &
Controls managementrequirements deliverables
Risks and opportunities
managementProgram metrics 3D Dashboards

Enterprise Project ManagementManage Complex Projects Across the Extended EnterpriseManage Complex Projects Across the Extended Enterprise
With Real-time Access to Development IP
Project Management
• Manage Projects to deliver the product including
Issues, Risks and other project metrics
• Task owners complete their deliverables (other
B i Obj t )Business Objects)
• Status dashboards available for management
decisions
ProjectProject
Project
Standards and
Definition
Project Creation
and Setup
Scheduling
and
Management
Project Reports
and
Dashboards
Product
Portfolio
Planning
jj
ManagerManager

Integrated Project Managementg j g
Manage all aspects of project or program execution: deliverables, schedules, resources, work
/ /requests/orders/permits, risks, issues in one integrated system .
Risk W k P k (WBS)
Bringing it all together
Risk
Management
Bidding
Management
Scheduling
Work Package (WBS)
Management‐ RFQ
Engineering
Management
Deliverable
Management
Construction
Role Based Consistent Information &
Work Package
Management
Role Based ‐ Consistent Information &
Project data throughout entire Project
Lifecycle
Milestone
Management
Issues and
Ch
Collaboration
(O/O, EC, Suppliers,
Vendors)
Project
Management
Procurement
Change
Management
)

Integrated Project ManagementIntegrated Project Management
Suppliers
Contractors
Owner
Operator
Agencies
Project data
Accountability
and traceability
EPC Project
Manager
ConstructionProcurement Commissioning
Discipline
Engineer
controlled visibility
through
relational database
and traceability
through releases
and workflows
Requisitions Issues
Scheduling
Manager Site manager
g
ManagerDirector
and PPR
management
Requisition
Deliverable
Work
Packages Changes
Scheduling
Management
Issue
Change
Deliverable
Management
Issue
Management
Schedule Tasks
Shapes Tool Kit
Change
ManagementEngineering Deliverable Baselines
Activity Execution

Integrated Project ManagementIntegrated Project Management
Contract Management
Risk
Management
EngineeringEngineering Procurement Construction Commissioning
Construction
SiteManagement
Requisition
Management
Site
Manager
Commis-
sioning
Manager
Pro-
curement
Deliverable
Management
Work Package
Management
Project
Manager
g
g
Milestone
Management
I d Ch
Owner
Operator
Discipline
Agencies
V lid i bili
Unique data source
Issues and Change
Management
Discipline
Engineer
Director
Validation accountability
Execution Monitoring
q
Mastered processes

Facilities
iBIM for Facilities Lifecycle Management
Design /
Construction
BIM
Post‐
Construction
(Asset
Facility Building Information
Model
F ibili h h i
Pro Forma
Analysis
Scenario
Exploration
Applications
Configuration
(pre-sales)
(
Management)
BIM
Applications
F
Facili
Feasibility through operations
Components
(objects) Relationships between
components
Concept
Design
Program
Compliance
Building
Performance
(p )
As-Built
Commissioning
Fromconcept
Increas
tystartupto
MassesSpaces
Design
Documentation
(Generic
Components)
Operation
Simulation
(Emergency)
Code
Compliance
Facility
Management
Financial Asset
Management
tiontorealiz
singlevelof
ooperationa
ArchitecturalSpacesSite Structural MEP
Construction-
Level
Detailed
Components
Estimation
Coordination
P j t
Operation
Simulation
(Emergency)
Performance
zation
detailinmo
andretrofit
Manufactured /
Prefabricated
Components
Custom, Onsite
Components
As-Built
With
Operational
Data
Project
Management
Prefabrication
Monitoring
Configuration
(retrofit)
del
Custom
asset
object
Senor-linked
components
Increasing levels of scope by component type and integrationExample of associate purpose of
BIM (application) with scope and
level of detail Ref: C.Eastman, “BIM Handbook – A guide to Building Information Modeling” p.130, John Wiley & Sons, 2008

ALM Project ManagementALM Project Management
Document ManagementOverall Project
Management
Schedule Management
• Template driven folder structure
• Revision control and security for
project documentation
• Template driven projects drive
consistency
• Project information & financials
carryover directly from program
b l & l
• All tasks can be driven directly
from template and include
mandatory as well as optional
tasks
S h d l b l l dsubmittal & approval
• Standard functionality:
• Team Members
• Task Structure
• Risk Management
• Schedule baselines, actuals and
estimates
• Milestone approvals / sign-offs
… direct feed into project management process
• Project Financials
• Discussion Threads
• Related Projects
• History
• Lifecycle

Integrated Project Management83
Iterative project definition
Project definition evolves to increasing levels of detail through continuous
iteration between design, schedule, goals and project organization
Space plan
Level 1
project definition
Space plan
Level 2
project definition
Space plan
Level 3
project definition
Space plan
WBS l
Goal
Space plan
WBS l
Goal
Space plan
WBS l
Goal
WBS plan
lplan
WBS plan
lplan
WBS plan
lplan
R f G El i I t t d P ti i A hit t 84 J h Wil & S 2007
Resources plan Resources plan Resources plan
Ref: George Elvin, Integrated Practice in Architecture, p.84, John Wiley & Sons, 2007

Contract Management
Engineering Procurement Construction Commissioning
Risk
Management BOMs/BOQs
BOMs/BOQs
Managing a planning ... Of ... Engineering deliveries
Requisition
Management
Deliverable
Management
Folders of
Specs
Documents
Folders of
Specs
Documents
Folders of
Specs
Documents
Folders ofFolders of
S
Drawings
by
Baseline
Deliverable
g
Work Package
Management
Specs
Documents
Specs
Documents
by
Chapter
Discipline
Engineer
Director
Deliverable
Database
Milestone
Management
Issues and Change
Management
Deliverable Document Lifecycle
D li bl Pl i (D i WBS)
DesignerEngineer Redactors
Single version of the truth
Industrial / Generic Use Cases
Deliverable Planning (Design WBS)
Workflow for transmittal management
Reuse experience of previous projects

Contract Management
Risk
Management
Requisition
Management
Deliverable
Management
R i i
g
Work Package
Management
Commissioning
Check List
Remaining
Punch list
Commissionin
g
Milestone
Management
Issues and Change
Management
Deliverable Document Lifecycle
g
Manager
Progress monitoring
Commissioning Planning management
Receipt, Reserve & issue management

Project PulsingProject Pulsing
“9-Blocker”
• Same concept as 4-Blocker
Project Dashboards “4-Blocker”
• Create custom project • Pulse form for projects: Same concept as 4 Blocker
but in graphical form with
hyperlinks to each data
segment:
S h d l
Create custom project
collections & automatically
display on a dashboard:
• Project lifecycle status
• Current milestone
Pulse form for projects:
• Project summary
information
• Schedule & dates
• Financial summary
• Schedule
• $E & $I
• Resources loading
• Issues
Ri k
• Current milestone
• Slip days
• Risks
• Financial summary
• Umbrella program
Financial summary
• Main risks
• Key update notes
• Pulsing form is
automatically updated by • Risks
• Slip weeks
• Umbrella program
• Project owner
automatically updated by
system … Project Leaders
do not have to perform
“extra” work
Dashboards and other tools to pulse and manage projects

LEAD THROUGH NEVIGATIONLEAD THROUGH NEVIGATION
AEC E i O i i
AEC Enovia Overview.avi

ALM Enable Last Planner SystemALM Enable Last Planner System
Th M t S h d l t th f ibilit f th j t ti iThe Master Schedule proves out the feasibility of the project timing
and milestones. Once that plan is complete, it is put aside and phase
plans are developed for each milestone.
Th l h ll d h k ll b lThe people who actually do the work create a collaborative plan to
deliver each project phase; this is essentially the production system
to deliver the project. The team creates the phase plan for the entire
j tproject.
That plan leads to the generation of a “Look Ahead Plan” (LAP),
which ideally has a six week scope. The LAP enables the team to
i i d b i hi h h d l danticipate and obtain everything that they need to complete and
obtain so the work is ready to start when required by the phase
plan.
The team also generates a weekly plan to identify what can be
done related to what should be done and what will be done for the
following week.

ALM to Enable Functions of the
Lookahead Process
Shape work flow sequence and rate
Match work flow and capacityp y
Decompose master schedule activities into work
packages and operationspackages and operations
Develop detailed methods for executing work
Maintain a backlog of ready work
Update and revise higher level schedules asp g
needed.

ALM for WorkFace PlanningALM for WorkFace Planning
W k l d l d fWorkFace Planning was developed as a set of
practices to support the execution of very large
construction project and is compatible with the principlesconstruction project and is compatible with the principles
of Lean Construction.
Similar to the Last Planner System WorkFace PlanningSimilar to the Last Planner System, WorkFace Planning
involves the creation of small, well defined, field
installation Work Packages that support the constructiong pp
workforce. A typical Work Package supports one
rotation (5 to 10 days) of a work crew and is based on
h d d l f hactivities that are extracted directly from the
construction schedule/plan.

WorkFace PlanningWorkFace Planning

Contract Management
Suppliers
Risk
Management
Contractor
Requisitions
RFP
Procurement
Requisition
Management
Deliverable
Management
Contract
g
Work Package
Management
Discipline
Engineer
Work package
Tasks
Completion
Safety
EPC Project Manager
Milestone
Management
Issues and Change
Management
Construction
Site manager
Engineer
Director
Work package definition
through iterations
p
listEng. Doc Standards
Safety
Rules
Work Package linked to tasks (contractors) or to parts
(material & equipment suppliers), to
Req isition Management
Process driven milestone
Risk highlights
Requisition Management
Procurement Planning Management
Risk Management
Risk highlights

Contract Management
Risk
Management
g g g
Procurement
Master Schedule
Requisition
Management
Deliverable
Management Work
Discipline
Engineer
Director
EPC Project Manager
Engineering
Contract
Amendments
Contractg
Work Package
Management
Work package
(orders)
Permits
Construction
Site manager
Director
Changes Completion
Receipt
Milestone
Management
Issues and Change
Management
p g
Tasks
Completion
listEng. Doc Standards
Safety
RulesContractor
Issues
Issue traceability
Work package execution control
Based on completion list
Contractor
Execution monitoring
p
Construction Issue management
Possibly implying back to change management

ST F AEC C Fi l i
ST_For_AEC_Cut_Final.avi

Scheduled Maintenance ManagementScheduled Maintenance Management
PlanningPlanning DevelopmentDevelopment
Test &Test &
ValidationValidation
ConstructionConstruction
Operations &Operations &
MaintenanceMaintenance
DeDecommissioncommission
Service Maintenance & SupportService, Maintenance & Support
Work Order Management
Maintenance
Engineer
Engineer

Elements of Visual ManagementElements of Visual Management
Vi l M t b i t f di l d i lVisual Management can be a variety of displays and visual
markers in the workplace that help you:
Establish and post work prioritiesp p
Visually display whether expected daily performance was met -
was today a good day or a bad day?
Better understand the flow of inputs and productionBetter understand the flow of inputs and production
Quickly identify abnormal conditions
Display standardised methods in use
Communicate performance measures
Display elements critical to safe and effective operations
Provide feedback to/from team members supervisors andProvide feedback to/from team members, supervisors and
managers
Eliminate the need for more meetings

Continuous ImprovementContinuous Improvement
C ti I t i ll it f i d ith thContinuous Improvement in all its forms is done with the
aim of improving safety, quality and productivity on
site.
LEAN seeks to develop the people themselves. The more
someone experiments, the more they will learn and the
b h ill b C i Ibetter they will become at Continuous Improvement.
Continuous Improvement is an activity that must be done
by the crews, team leaders and superintendentsby the crews, team leaders and superintendents
themselves. In this way they will own the process and
start to see opportunities more clearly. Engineers will
also have Continuous Improvement targets which theyalso have Continuous Improvement targets which they
will be monitored against.

Evolution of Lean with ALMEvolution of Lean with ALM
Once stability is achieved within the
construction system, the LEAN Tools of Built in
Quality and Just in Time start to put pressureQuality and Just in Time start to put pressure
on the system by introducing techniques which
ask us to respond more quickly – Built in
Quality asks us to respond to concerns more
quickly and Just in Time asks us to respond to
the Customer more quickly.

LPD & IPDLPD & IPD
I d P D l (IPD) d L P D lIntegrated Project Delivery (IPD) and Lean Project Delivery
are co-evolving. Most people distinguish the two by defining
IPD as being related to the actual commercial agreementsIPD as being related to the actual commercial agreements
and Lean Project Delivery as a methodology to deliver
projects
IPD agreements usually contain a portion of shared risk. If
the team can deliver effectively, they share in the reward.
Incentives are at a project level rather than a transactionalIncentives are at a project level, rather than a transactional
level.
One of the main points of resistance to these agreementsOne of the main points of resistance to these agreements
comes from this shared risk, which is natural because it is
difficult to align the varied interests of the different parties.

Implementation ChallengesImplementation Challenges
Th hil h f l d ti l dThe core philosophy of lean production revolves around
teamwork and continuous improvement. Many organizations
fail to operate with much of either. This is often the case for
the construction industry, which involves multiple self-
interested parties, with little motivation to improve.
Lean thinking requires employees to change the way theyLean thinking requires employees to change the way they
view and execute their work (Liker, 2004). This often results
in some loss of independence as the focus shifts from the
individual tasks to the larger integrated team goalsindividual tasks to the larger integrated team goals.
Changing the status-quo can not only be seen as
cumbersome, but even threatening to people who have
d l i l f ll f i hi hoperated relatively successfully for years within a somewhat
dysfunctional system.

LEAN Construction Assessment
Framework

As-Is SituationAs Is Situation
No Intelligent data
Procurement barriers
Adversarial Fear to share
Contracts encourage conflict
Resistance to innovate
Adversarial
Blame and claim culture
Fear to share
Static project approach
Inconsistent delivery
Lowest cost driven
Siloed and fragmented
Lowest cost driven
No After-Action-ReviewLack of continuous improvement
T hn l nd l dLack of R&D Investment
Poor information exchange
Technology vendor ledRisk dumping
Poor value oriented definition

Should-Be SituationShould Be Situation
Holistic procurement process
E di li i
Life cycle thinking
V l d i
DynamicProactive
Exceeding client requirementsValue driven
y
AutomationCollaboration
Integrated
Harmony
Model driven (not
Integrated
Consistent delivery
Innovation and knowledge creation
paper driven)
Consistent delivery
Build off-site
Sustainable profitability

Process Re-engineering by ALM
Feasibility
Design
Concept Development Documentation
Design
Build
Pre-Construction Construction
Build
PROJECT TIMELINE
esign-Bid-
Build
Bid OperateBid
(A)De
B
ild
Feasibility
Bid
Design
Design
Build
Build
Operate
(B)Design-Bui
Feasibility
Design
Design
Operate
borative
(
Bid Construction
Construction
Time savings due to
(C)Collab
concurrent design and
construction
A. The traditional single-stage involves the completion of each phase prior to the start of the next phase, often involving a
different organization performing each phase in a non-integrative process
B. The design-build process involves an overlap of development phases leading to a shortened overall schedule and requires
integration between designers and builders
C. A collaborative process involves participation by all key participants as early in the process as possible and ongoing
collaboration.
Ref: C.Eastman, “BIM Handbook – A guide to Building Information Modeling” p.116, John Wiley & Sons, 2008

Your Winning Solution, from Any
Angle
116116
ALM solution provides all angles of the Time-Cost-Quality paradigm for customers
to:
produce quick-to-market high quality and cost-effective buildingsproduce quick to market, high quality and cost effective buildings
meet all three requirements with harmony

Barriers to IPD & Lean (1/2)Barriers to IPD & Lean (1/2)
A b li f th t it d t l t “th ” it i j t f dA belief that it does not apply to “them” or it is just a fad.
Lack of understanding what Lean Construction is and its
benefits/value proposition.
Lack of training.
Lack of owner or top management involvement and commitment.
Senior management beha ior lang age and s pport not alignedSenior management behavior, language and support not aligned
with commitment to Lean.
The mindset that “it takes too much time” prevents many from
istarting.
Poor communication and lack of collaboration among owners,
contractors, clients, consultants.
It is difficult to actually align the interests of the various parties.

Barriers to IPD & Lean (2/2)Barriers to IPD & Lean (2/2)
C i l t d t f ilit t ll b ti h d i k f dCommercial terms do not facilitate collaboration, shared risk, fund
transfers across the project, innovation incentives.
Resistance to up-front design costs to involve all key stakeholders,
d l h d dmodel the project, and iterate designs.
Lack of an embedded culture of transparent synchronized cost
management.
Relational contracts are viewed by some as untested (in a court of
law) and difficult to insure.
Culture within in the industry is historically more adversarialCulture within in the industry is historically more adversarial,
fragmented and authoritative. Lean requires behavioral and mindset
changes not necessarily embraced by all.
Lack of team member commitment or a refusal to change behaviorsLack of team member commitment or a refusal to change behaviors.
Team members not comfortable with early decision involvement or
accountability to plan performance.

CIOB Talk About BIMCIOB Talk About BIM
There are three things that make up BIM.
First you need the technologies to build theFirst you need the technologies to build the
models. The second is process throughout
the entire project life cycle. But what sits
right above those two is changing people’sright above those two is changing people s
culture and behaviours.
Th b i l t i thi BIM j t iThe basic element in this BIM project is very
much the intelligent client, that sets the
environment for collaborative working. It’s about
collaboration throughout the project life cyclecollaboration throughout the project life cycle.
“Contractors will be compelled to compete
directly with each other on the basis of the
efficiency and productivity of their project
Delivery techniques.”

ConclusionConclusion
By understanding the targets and rapidly
evaluating design options, Owners and AEC people
can make better decisions to improve value delivery
and performance of projects.
Investment of design and cost management
resources, including downstream suppliers, fostersresources, including downstream suppliers, fosters
collaboration and innovation leading to better
designs, value and project delivery.designs, value and project delivery.

Questions & Answers
stephenau@mtech.com.hk

ReferenceReference
Natalie J. Sayer, Julian A. J. Anderson, (2012)
Status of Lean in the US Construction Industry
Steve Knapp , Debbie Hunt , (2012) Recommended
Practices for the Application of LEAN Constructionpp
Methods to Building New Australian LNG Capacity
Ruben Vrijhoef1 and Lauri Koskela (2005)Ruben Vrijhoef1 and Lauri Koskela , (2005)
Revisiting the three peculiarities of production in
constructionconstruction

Lean construction & BIM

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