Collaborative procurement methods - Investigating the impact of use of Building Information Modelling on a construction project

COLLABORATIVEPROCUREMENTMETHODS…
Investigating the impact of use of Building Information Modelling on a construction project……
P. Laurent de Senneville – MSc Building Information Modelling and Management

2
Procurement
Chartered Institute of Procurement & Supply (CIPS)
Andrew Kidd (2005)
‘difficulties in defining the term
‘procurement’ are that it does not deal
with a single action or process.
Procurement covers the complete range
of events from the identification of a
need for a good or service through to its
disposal or cessation.’
COLLABORATIVE PROCUREMENT METHODS, by P. L. de Senneville – October 2018

ResearchProblem
How can the procurement route selected for a
project affect the implementation of BIM on a
project and how to ease the selection process
of the right procurement strategy for projects
aiming to be delivered using Building
Information Modelling (BIM) processes, policies
and technologies?
3COLLABORATIVE PROCUREMENT METHODS, by P. L. de Senneville – October 2018

Popular ConstructionProcurementStrategies–BS8534:2011
4
BS 8534:2011 - Identifying procurement methods (British Standard Institution 2011)BS 8534:2011 - Procurement Cycle (British Standards Institute 2011)

Comparison
5
Design-Bid-Build Stage Gate Process (Reid 2017)
Design & Build Stage Gate Process (Senneville 2018)
Design-Bid-Build Design & Build

NEW ConstructionProcurementStrategies–UKCabinetOffice
6
Two Stage Open Book
• Client’s brief and project budget is put on the
table, an already formed Tier 1 teams
comprising of consultant(s) and contractor(s)
bid for the works based on the set criteria.
• Shortlisted teams would be presenting a
detailed design with detailed pricing that is to
be within the budget originally expressed,
including details of the Tier 2 companies
tendering for the works.
Two Stage Open Book - Integration, Information and Innovation (Mosey 2014)

7
Integrated Project Insurance / Delivery
• The method does not consider tendering processes but requires the client to appoint an advisory team that would prepare the documentation
necessary to negotiate with one or multiple contractors to form part of the alliance that would complete the works under the target cost.
• Using a collaborative method of gain-share | pain-share, each member of the team is encouraged to give his maximum to help the successful
completion of the project and reduce the costs to a maximum. Major cost overrun risks are also passed to a third insurance company limiting
the risks associated with financial loss to team members.
Polyparty contract (Fischer et al. 2017) The IPI Model - Step by Step (Davis 2014)

8
Cost Led
Very similar to the design and build procurement route, with the necessity of a clear client brief, on which the contractors would tender for the
design and construction of the facility, with a given cost limit. There are no differences in the process of appointing the team. The difference is
that the contractor’s team is not required to provide a lump sum amount at tender stage, but works collaboratively with the client’s team to not
exceed the target cost and design accordingly, using open book accounting method.
Flowcharts for key areas of focus (Burnand 2014)

9
The Interlocking Fields of BIM activities
• Succar et al. (2012) set of BIM metrics is used
to define what needs to be looked at when
implementing BIM on a project as it “lay the
foundations for formal certification systems,
which can be used by those procuring
construction projects to pre-select BIM service
providers.”
• The Figure serves both purposes of defining
what needs to be looked at when procuring a
project and therefore which consultant,
specialist and contractor needs to be engaged
and when.
• RACI Responsibility Assignment Matrix is used
for the Comparative Analysis. Information is
collected from literature, guidelines,
government report, institutions, case studies
and general knowledge.
• RIBA Plan of Work stages is further included in
the analysis to provide a Time factor to the
comparison.
The Interlocking fields of BIM activities (Succar, Sher, and Williams 2012)

ProcurementStrategiesComparativeAnalysisconsideringBIMActivities(1/2)
Notes
Owners |
Operators
Project
Managers
Surveyors |
Estimators
Architects |
Engineers
Main
Contractor
Trade
Contractors
Facility
Managers
Suppliers |
Fabricators
Software
Developers
Software
Resellers
Web
Solutions
Providers
Hardware
Companies
Network
Providers
Regulatory
Bodies
Fire
Authorities
Insurance
Companies
Lawyers
Educational
Institutions
Research
Centres
Professional
Regulatory
Bodies
Stage 0
Strategic Definition
R (R | A | C) (C | I) (C | I)
Stage 1
Preparation and Brief
R | A | C | I R | A R | A | C R | A | C (C) C | I C | I (C)
Stage 2
Concept Design
A | C | I A | C A | C R (C) (C) (C) (C) C | I C | I (C)
Stage 3
Developed Design
A | C | I A | C A | C R (C)
Stage 4
Technical Design
A | C | I A | C C | I R (C) I I
Stage 5
Construction
A | C | I A | C C | I A | C | I R R (C) R (C) (C) I I A | C | I (C)
Stage 6
Handover and Close Out
A R | A C | I A | C | I R R C | I R C C A | C | I (C)
Stage 7
In Use
R | A | C | I A | C | I A | C | I A | C | I A | C | I A | C | I R | A | C R | A | C | I A | C (C | I) (I) (I) (I)
Stage 0
R (R | A | C) (C | I) (C | I)
Stage 1
R | A | C | I (R | A) R | A | C (R | A | C) (C) C | I C | I (C)
Stage 2
Concept Design
A | C | I (A | C) C | I (R) R (C) (C) (C) (C) C | I C | I (C)
Stage 3
Developed Design
C | I (C | I) C | I (C | I) R C (C) C | I
Stage 4
Technical Design
C | I (C | I) C | I (C | I) R C (C) C | I I I
Stage 5
Construction
C | I (C | I) C | I (C | I) R R (C) R (C) (C) I I A | C | I (C)
Stage 6
A (C) C (C) R R C | I R C C A | C | I (C)
Stage 7
In Use
Stage 0
R (R | A | C) C | I (C | I)
Stage 1
R | A | C (R | A) R | A | C R | A | C (C) C | I C | I (C)
Stage 2
Concept Design
A | C (A | C) A | C R C (C) (C) (C) (C) C | I C | I (C)
Stage 3
Developed Design
A | C (C | I) A | C R C C (C) C | I
Stage 4
Technical Design
A | C (C | I) C | I R C C (C) C | I I I
Stage 5
Construction
A | C (C | I) C | I A | C | I C R (C) R (C) (C) I I A | C | I (C)
Stage 6
A (C) C | I A | C | I C R C | I R C C A | C | I (C)
Stage 7
In Use
Stage 0
R (R | A | C) (C | I) (C | I)
Stage 1
R | A | C (R | A) R | A | C R | A | C (C) C | I C | I (C)
Stage 2
Concept Design
A | C (A | C) A | C R R | C (C) (C) (C) (C) C | I C | I (C)
Stage 3
Developed Design
A | C (C | I) A | C R R | C C (C) C | I
Stage 4
Technical Design
A | C (C | I) C | I R R | C C (C) C | I I I
Stage 5
Construction
A | C (C | I) C | I A | C | I R | C R (C) R (C) (C) I I A | C | I (C)
Stage 6
A (C) C | I A | C | I R | C R C | I R C C A | C | I (C)
Stage 7
In Use
Depending of the construction knowledge of the
Owner | Operator, R, A, C or I can be used
Information for Management Contracting
procurement strategy populated based on literature
review, including books, case studies and
experience knowledge
No information is provided in the literature covering
the Facility Managers consultation, Technology or
Policy Fields. Therefore assumptions are made
based on possibilities of occurance.
Information for Traditional procurement strategy
populated based on literature review, including
books, case studies and experience knowledge
Information for Design and Build procurement
strategy populated based on literature review,
including books, case studies and experience
knowledge
Information for Construction Management
procurement strategy populated based on literature
review, including books, case studies and
experience knowledge
Procurement
Strategies
RIBA
Plan of Work -
Stages
Process Field
BIM Activities
Technology Field Policy Field
DesignandBuildTraditional(Design-Bid-Build)ConstructionManagementManagementContracting

ProcurementStrategiesComparativeAnalysisconsideringBIMActivities(2/2)
Notes
Owners |
Operators
Project
Managers
Surveyors |
Estimators
Architects |
Engineers
Main
Contractor
Trade
Contractors
Facility
Managers
Suppliers |
Fabricators
Software
Developers
Software
Resellers
Web
Solutions
Providers
Hardware
Companies
Network
Providers
Regulatory
Bodies
Fire
Authorities
Insurance
Companies
Lawyers
Educational
Institutions
Research
Centres
Professional
Regulatory
Bodies
Stage 0
R (C | I)
Stage 1
A R | C R | C R | C (C) C | I C | I (C)
Stage 2
Concept Design
A R | C R | C R | C (C) (C) (C) (C) C | I C | I (C)
Stage 3
Developed Design
A R | C R | C R | C R | C R | C (C)
Stage 4
Technical Design
A R | C R | C R | C R | C R | C (C) C I I
Stage 5
Construction
A A | C A | C A | C R | A R | A (C) R (C) (C) I I A | C | I (C)
Stage 6
A A | C A | C A | C A | C A | C C | I R C C A | C | I (C)
Stage 7
In Use
Stage 0
R C C C C C C C C C
Stage 1
R | A R | A R | A R | A C C C C C
Stage 2
Concept Design
R | A R | A R | A R | A R | A C C C C C
Stage 3
Developed Design
R | A R | A R | A R | A R | A R | A C C C
Stage 4
Technical Design
R | A R | A R | A R | A R | A R | A C R | A C
Stage 5
Construction
Stage 6
Stage 7
In Use
R | A | C A | C A | C A | C A | C A | C R | A A | C (I) (I) (I)
Stage 0
R (C | I)
Stage 1
R | A (R | A) (R | A) R | A R | A C C C C C C C C | I C | I (C)
Stage 2
Concept Design
R | A (R | A) (R | A) R | A R | A C C C C | I C | I (C)
Stage 3
Developed Design
R | A (R | A) (R | A) R | A R | A R | A C C
Stage 4
Technical Design
R | A (R | A) (R | A) R | A R | A R | A C R | A I I
Stage 5
Construction
R | A (R | A) (R | A) R | A R | A R | A C R | A I I A | C | I (C)
Stage 6
R | A (R | A) (R | A) R | A R | A R | A C R | A C C A | C | I (C)
Stage 7
In Use
R | A | C (A | C) (A | C) A | C A | C A | C R | A A | C A | C (C | I) (I) (I) (I)
Notes:
A) RACI Responsibility Assignment Matrix is used for this Comparative Analysis. Information is collected from literature, guidelines, government report, institutions, case studies and general knowledge.
B) RACI Responsibility Assignment Matrix might differ on a case-to-case basis. Therefore the above comparison is not exclusive, but only informative.
C) Left blank cells to this Matrix is due to unknown or undefined information within the literature reviewed. Blank Cells are identified are gaps within strategies.
D) The use of brackets (e.i. (R)) mean 'might'. For Example, (R) = Might be Responsible, aiming to acknowledge the low probability of such responsibility.
E) BIM Activities in blue letters are additional | deviation of the BIM Activities proposed by Succar et al. (2012), with the aim to improve the accuracy of this comparison
F) Where no information is found relating to Technology and policy fields, the same assumption is used.
CostLedTwoStageOpenBook
Not exclusive and findings based on assumption
and understading of the guidelines
the Project Managers, Surveyors | Estimators,
Facility Managers consultation, Technology or
Not exclusive and findings based on assumption
and understading of the guidelines (Davis 2014)
Information for Two Stage Open Book procurement
strategy populated based on delivery guidance
(Mosey 2014), case studies and experience
knowledge
Procurement
Strategies
RIBA
Plan of Work -
Stages
Process Field
BIM Activities
Technology Field Policy Field
IntegratedProject
Insurance|Delivery

ResearchProblem
How can the procurement route selected for a
project affect the implementation of BIM on a
project?
IT IS ALL ABOUT COLLABORATION?!?

QuestionnaireSurvey–125Participants(Professionals)
13
1 - Who should be involved in a BIM project
scoping?
2 - Who should be identifying software solutions, data
exchange possibilities and network environment?
3 - Who should be identifying project stakeholders, project team’s
BIM capabilities, target model uses and setting up BIM
collaboration goals?
4 - Who should be establishing modelling standards,
communication protocols and resolving intellectual
property issues? 5 - Who should be engaged | enrolled when
initiating a BIM project?

14
Does the procurement method chosen for a project has a direct impact on the level of
collaboration within the project team?
Does the procurement strategy used on a project can affect (positively or negatively) the
implementation of BIM on a project?
Participant views of adequate procurement strategy to use for the implementation of
BIM processes, policies and technologies?
Participant views of inadequate procurement strategy to use for the implementation of
BIM processes, policies and technologies?

15
RIBA Plan of Work Stages - List of Stakeholders that should be engaging for a successful
BIM implementation on a project.
Selection of the characteristics which a procurement strategy should have to support the
use of BIM on a project

ResearchProblem
How to ease the selection process of the right
procurement strategy for projects aiming to be
delivered using Building Information Modelling
(BIM) processes, policies and technologies?

ProposedProcurementSelectionFramework
17
BS 8534:2011 - Identifying procurement methods (British Standard Institution 2011)
Procurement Selection Framework (Senneville 2018)

18
Conclusions
There is an opportunity for:
• Developing and standardising of the
Procurement Route Guidelines
• Promoting a clear understanding of the
differences and opportunities that each
procurement strategy can bring to a
project
• Reviewing the BS 8534 – Construction
procurement policies, strategies and
procedures. Code of practice

References
19
• British Standards Institute. 2011. “Construction Procurement Policies, Strategies and Procedures – Code of Practice.” 8534:2011.
• Burnand, Vaughan. 2014. “Cost Led Procurement Guidance.” Cabinet Office.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/325012/Cost_Led_Procurement_Guidance.pdf.
• Davis, Martin. 2014. “The Integrated Project Insurance (IPI) Model.” Cabinet Office.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/326716/20140702_IPI_Guidance_3_July_2014.pdf.
• Fischer, Martin, Howard W. Ashcraft, Dean Reed, and Atul Khanzode. 2017. Integrating Project Delivery. Wiley.
• Government Construction Strategy. 2013. UK Government Website. September 26, 2013.
https://www.gov.uk/government/collections/government-construction#procurement-trial-case-studies.
• Kidd, Andrew. 2005. “The Definition of Procurement.” CIPS Australia Pty Ltd.
https://www.cips.org/Documents/CIPSAWhitePapers/2006/Definition_of_Procurement.pdf.
• Mosey, David. 2014. “Project Procurement and Delivery Guidance - Using Two Stage Open Book and Supply Chain Collaboration.” Cabinet Office.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/325014/Two_Stage_Open_Book_Guidance.pdf.
• Reid, Anthony. 2017. “Selecting a Project or Programme Management Information System.” FaithFul+Gould, December 18, 2017.
https://www.fgould.com/middle-east/articles/selecting-a-project-or-programme-management-inf/.
• Succar, Bilal, Willy Sher, and Anthony Williams. 2012. “Measuring BIM Performance: Five Metrics.” Architectural Engineering and Design
Management 8 (2). Taylor & Francis:120–42.

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