Hotel
ECI’s International Conference
Raising the Bar:
Delivering Excellent Projects
- When good just isn’t good enough
Pre...
Hotel
Contents page
Programme
Attendees list
Welcome and Introduction: CII Director’s Address - Wayne Crew, US Constructio...
CONFERENCE PROGRAMME
co-hosted by:
10.00 (Foyer area)
Conference registration / refreshments, networking opportunity and e...
CONFERENCE PROGRAMME
co-hosted by:
08.45 (County Hall Suite)
Welcome and Introduction: CII Director’s Address
Wayne Crew -...
ECI’s International Conference
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
Thurs 13 ...
ECI’s International Conference
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
Thurs 13 ...
ECI’s International Conference
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
Thurs 13 ...
ECI’s International Conference
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
Thurs 13 ...
ECI’s International Conference
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
Thurs 13 ...
Hotel
WAYNE CREW
CII DIRECTOR
CONSTRUCTION INDUSTRY INSTITUTE (CII)
Wayne Crew is the Director of the Construction Industr...
02/07/2013
1
Click to edit Master title style
ECI International Conference
Day 2 Welcome
Wayne Crew, CII Director
CII Upda...
02/07/2013
2
• A consortium of leading owners,
contractors, and academics working
collaboratively to improve the
construct...
02/07/2013
3
Universities Performing Research 1983-2013
Top Academics from Leading Universities
University of Alabama
Ariz...
02/07/2013
4
Research Team Planned Report Out
2013 2014
252: Construction Productivity 300: True Impact of Late Deliverabl...
02/07/2013
5
CII’s Industry Leadership
14.3 14.2
13.0 13.1
12.2
11.8
10.6
9.9
9.5
8.8 8.6 8.3
7.9
7.1
6.8
6.4 6.3
5.9
5.4
...
02/07/2013
6
Owner CII Members
Abbott
Air Products and Chemicals
Ameren
American Transmission
Anheuser-Busch InBev
Aramco ...
02/07/2013
7
New Research Findings • Member Case Studies • Guest Speakers
Celebrating 30 Years: Leadership.
Research. Coll...
02/07/2013
8
Thank you
Return to Contents Page
Hotel
Driving Industry Forward through
Cutting-Edge Innovation
Presented by:
Andrew Wolstenholme
CEO
Crossrail
ECI’s Inter...
Hotel
ANDREW WOLSTENHOLME
CEO
CROSSRAIL
Following five years in the army and 10 years with Arup, Andrew joined the airport...
Andrew Wolstenholme
13 June 2013
Crossrail:
Driving Industry forward through
cutting-edge innovation
What is Crossrail?
Re...
£42bn+ benefits
14,000 employed
24 trains per hour
200 million journeys per year
Realising the benefits
Cutting journey ti...
Europe’s largest Infrastructure Project
13 14 15 16 17 18
Civils and
Tunnelling
Railway Systems
Stations
NR Surface works
...
42 km of tunnels
Return to Contents Page
Crossrail – delivering a railway
13 14 15 16 17 18
Railway Systems
Stations
Rolling Stock & Depot
NR Surface Works
Testand...
Moving the Industry Forward
Moving the Industry Forward
Return to Contents Page
‘Innovate 18’ – the Crossrail Innovation Programme
Innovation in design, build, and running of the railway
Capturing ideas...
Our vision
and values
Culture
Nurtured from the top-down,
grown from the bottom
Collaboration
You can’t tender innovation,...
Delivering efficiencies through the lifecycle
Digital – physical integration
Sustainable solutions
Innovation themes
Early...
Cambridge University PhD Students
Fibre optic asset lifecycle assessment
Return to Contents Page
Geothermal tunnel energy segments
CBTC vs ERTMS - level 2
Interface challenges between systems
Securing a derogation from ...
Physical Virtual
We’re building two Crossrails
Asset information
Return to Contents Page
Sustainability
Economic
Social
Environmental
Sustainability
Economic
Return to Contents Page
Sustainability
Economic
Social
Sustainability
Economic
Environmental
Social
Return to Contents Page
supplychaininnovation
supplychaininnovation
supplychaininnovation
• Governance
• Funding models
• Procurement
• Systems En...
Return to Contents Page
Hotel
Looking for Engineering Excellence
Presented by:
Michel Virlogeux
ECI President
and
Royal Academy of Engineering Fel...
Hotel
MICHEL VIRLOGEUX
ECI PRESIDENT
AND
ROYAL ACADEMY OF ENGINEERING FELLOW
Michel is a globally renowned engineer and ha...
28/06/2013
1
Click to edit Master title style
Raising the Bar:
Delivering Excellent Projects
Looking for Engineering Excel...
28/06/2013
2
Evidences
Documents
• A good and well developed project
• Clear and fair bid documents
• A clear and fair con...
28/06/2013
3
Non Evidence
For excellence in architectural elegance we need more : 
Creativity and a sense of beauty.
This ...
28/06/2013
4
The Heisenberg principle
In civil engineering we cannot  have in the 
same time :
‐ the highest quality
‐ the...
Hotel
Five Critical Issues and Five Good Ideas
for the Next 10 Years of Global Construction
Presented by:
Jan Tuchman
Edit...
Hotel
JAN TUCHMAN
EDITOR-IN-CHIEF
ENGINEERING NEWS RECORD (ENR)
As editor-in-chief, Janice L. Tuchman directs the editoria...
18/06/2013
1
Five Critical Issues
And Five Good Ideas
For the Next 10 Years
Of Global Construction
By Janice L. Tuchman
Ed...
18/06/2013
2
ASCE Has Quantified the Cost of the “Failure to Act” in a Series of Studies
Global Forces Affect the Work of ...
18/06/2013
3
Global Forces Affect the Work of Contractors
Meeting the World’s Needs Will Take More and More Energy
Return ...
18/06/2013
4
Fusion’s Long-term Impact Could Be Huge
The goal of the International
Thermonuclear Experimental
Reactor, und...
18/06/2013
5
40%
28%
17%
23%
45%
64%
48%
16%
24%
53%
47%
36%
49%
68%
89%
74%
52% 50%
0%
20%
40%
60%
80%
100%
U
.S.
A
ustra...
18/06/2013
6
Where Good Ideas Come From
Website:
stevenberlinjohnson.com
http://www.youtube.com/watch
?v=NugRZGDbPFU
Accel...
18/06/2013
7
Global Work Sharing
Helping the Grid “Get Smart”
The bumbling Secret Agent Maxwell Smart
from the 1965 TV sit...
18/06/2013
8
Net Zero the Sustainable Way
Like Star Trek’s Capt. Kirk, DOE’s
Jeff Baker changed the rules of the
game when...
18/06/2013
9
Five Critical Issues… and Five Good Ideas
Critical Issue Good Idea
 The U.S. Infrastructure is Aging and
Ail...
Hotel
The Challenges of Achieving World Class Delivery
Presented by:
Chris Bird
Operations Director
Endeavour Energy
SYNPO...
Hotel
CHRIS BIRD
OPERATIONS DIRECTOR
ENDEAVOUR ENERGY
Chris has been engaged in capital developments since 1978 through Be...
18/06/2013
1
Click to edit Master title style
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good e...
18/06/2013
2
Hummingbird
First round FPSO in North Sea
and the lowest operating cost
in North Sea
F3-FA Self installation ...
18/06/2013
3
Global outlook and the challenges ahead (1)
o Energy sector capex spend 2012 – 2035 *International Energy age...
18/06/2013
4
High level trends Capital Cost Inflation
Source: WoodmacUpstream Insight Nov 2012
Report on causes of capital...
18/06/2013
5
Booz | Allen | Hamilton report on capital projects
Key concern areas:
• Risk Management
• Performance Managem...
18/06/2013
6
Project Definition 1
Kick –off
Framing
Alignment
FID decision
Clear definition
Adding value 6
Innovation / no...
18/06/2013
7
Team competency, capability and capacity
o Competency assessment completed on 70
professionals with results v...
18/06/2013
8
P3L energy – Portfolio, program and project leadership
1.Benchmarking – WP6
2.Development, training and compe...
18/06/2013
9
END
Back –up slides
Goosander
• World’s longest moveable structure
with a 7.5 km pipeline bundle built
onshor...
18/06/2013
10
o Fergus Ewing MSP Scottish Minister for Energy
o Stated that project management and PM competency is essent...
18/06/2013
11
Global supply Chain trends / predictions for 2013
Source: Woodmac Upstream Insight Nov 2012
o Capex in the n...
18/06/2013
12
Global outlook / challenges
Business context
Project key issues
Closing the gap
Execution
The Key Challenges...
18/06/2013
13
Contractor and Supplier Management
Linepipe
Umbilicals
Pipelay, IRM
etc
Subsea
Engineering
Valves
Controls
S...
18/06/2013
14
o The main benefits of a coproduced approach to examining 
the challenges and developing and sharing knowled...
Hotel
Front End Planning:
Follow the Rules, Reap the Benefits
Presented by:
Edd Gibson
Director of the School of Sustainab...
Hotel
EDD GIBSON
DIRECTOR OF THE SCHOOL OF SUSTAINABLE ENGINEERING AND
THE BUILT ENVIRONMENT (SSEBE)
ARIZONA STATE UNIVERS...
18/06/2013
1
Click to edit Master title style
Front end planning: Follow the rules, reap
the benefits
G. Edward Gibson, Jr...
18/06/2013
2
Feasibility Concept
Detailed
Scope
Design and
Construction
0 1 2 3
Front End Planning Gated Process
The Numbe...
18/06/2013
3
9Front end planning
research teams
RT 268
TF 39
RT 213
PT 155
RT 181
RT 242
RT 113
RT 241
RT 221
182Front end...
18/06/2013
4
3Industry sectors studied with front
end planning research
Several generations touched
19911940s 2013 2050s
R...
18/06/2013
5
279Organizations contributing to research
6Continents where the tools are used
40Countries where data collect...
18/06/2013
6
£63BTotal  value
1081Projects studied
In 1994
CII’s Pre-Project Planning Research Team
stated that:
“Front en...
18/06/2013
7
What has changed since 1994?
• Owner organizations
• Speed to market
• Project delivery methods
• Global sour...
18/06/2013
8
5. Alignment
6. Familiarity with project type,
technology or location
7. Team building
8. Experienced and cap...
18/06/2013
9
Adding Value
“reaping the benefits”
6 - 25%Average cost savings through 
effective front end planning
6 - 39%...
18/06/2013
10
For example, 2006 study
• Sample: 609 projects, £24 billion
• Good front end planning:
• Cost: 10 percent le...
18/06/2013
11
7
Number of CII front end planning tools
CII Suite of Management Tools Available
Return to Contents Page
18/06/2013
12
>40,000
Approximate number of front end planning
product purchases and downloads
3PDRI Tools
Return to Conte...
18/06/2013
13
>4,000Years of industry experience in the individuals
involved in development of the three PDRIs
78%Of CII m...
18/06/2013
14
96%Of members finding value in CII
front end planning tools
2011 Survey
Time and money
We plan to real soon!...
18/06/2013
15
12FEP implementation case studies,
2012 study
Key findings, 2012 case studies
• All had mature FEP processes...
18/06/2013
16
Key findings, 2012 case studies (cont’d)
• Concerned about continuity of planning
processes, i.e., successio...
18/06/2013
17
Toolkit Version 3.0
Front End Planning Toolkit
Version 3.0 Feasibility Concept Detailed Scope Design
About t...
18/06/2013
18
What?
When?
Why?
How?
They’re Using CII FEP Tools….Are You?
DuPont
Return to Contents Page
18/06/2013
19
“When you come to a fork in
the road, take it.”
2012
Champions:
Manchester
United
-Yogi Berra
Baseball Hall ...
Hotel
Major Project Development for Execution Success
Presented by:
Mark Hawkins
Downstream Projects Advisor
BP
SYNOPSIS
T...
Hotel
MARK HAWKINS
DOWNSTREAM PROJECTS ADVISOR
BP
Mark Hawkins is a mechanical engineer by background, with 25 years’ expe...
Hotel
3D Modelling as a Key Aspect of Construction
Planning and Monitoring:
Expectations and Potential Implementation
Pres...
Hotel
MASSIMILIANO DEL RIO
CONSTRUCTION METHODOLOGIES AND SYSTEMS GROUP LEADER
TECNIMONT S.P.A.
• Degree in civil engineer...
Click to edit Master title style
Raising the Bar: Delivering Excellent Projects
- When good just isn’t good enough
ECI’s I...
TASK	FORCE	“MODELLO	3D	E	COSTRUZIONE”	SCOPE
ANIMP – Construction Section, within its 2012 studies program, identified
the ...
ACTIVITIES	CARRIED‐OUT	BY	THE	TASK‐FORCE
1. Internal presentations and debate on existing construction management methodol...
Click to edit Master title style
In General
3DM In Construction is still considered by site mainly a powerful visual tool ...
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AS	IT	IS:	STATUS	OF	THE		3DM	FRAMEWORK	AT	TIME	NOW	(3/5)
51.0%
10.0%
38.0%
How much the c...
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AS	IT	IS:	STATUS	OF	THE		3DM	FRAMEWORK	AT	TIME	NOW	(5/5)
22%
17%
18%
14%
7%
6%
6%
47%
39%...
Click to edit Master title style
AS	EXPECTED	TO	BE	(2/9)
52%
37%
31%
30%
24%
27%
27%
14%
17%
20%
11%
10%
8%
20%
24%
32%
31...
Click to edit Master title style
1. FEASIBILITY: 3D MODEL use for planning and tracking the construction contractor
workfr...
Click to edit Master title style
AS	EXPECTED	TO	BE	(6/9)
MULTI‐DISCIPLINARY FEASIBILITY STUDY (1/2)
48.6%
45.7%
4.3%
Benef...
Click to edit Master title style
Mechanical completion (1/2)
Scope: SUPPORTING ACTIVITIES OF
• Construction completion man...
Click to edit Master title style
• Construction Management software (CMS) as powerful central
information system for engin...
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CONCLUSION	(2/2)
STEPS FORWARD FOR FUTURE DEVELOPMENT: WHAT NEXT?
• Further steps possibl...
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AS	IT	IS	VS.	AS	EXPECTED	TO	BE	(3/9)
13 a
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AS	IT	IS	VS.	A...
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AS	IT	IS	VS.	AS	EXPECTED	TO	BE	(3/9)
13 c
Click to edit Master title style
1. Documental ...
Hotel
Construction – High Hopes for the Future
Presented by:
John Dyson
Vice President
and
Head of Global Capital Projects...
Hotel
JOHN DYSON
VICE PRESIDENT
AND
HEAD OF GLOBAL CAPITAL PROJECTS
GLAXOSMITHKLINE
After leaving Newcastle University in ...
18/06/2013
1
John Dyson –
Head of Global Capital Projects ‐ GlaxoSmithKline
• Who am I?
• How I got here?
• GSK – and ambi...
18/06/2013
2
Born and bred in West 
Yorkshire
Graduated from University of 
Newcastle upon Tyne
Biochemistry & Nutrition
G...
18/06/2013
3
• We are dedicated to improving the quality of 
human life by enabling people to do more, 
feel better and li...
18/06/2013
4
• Andrew Witty, CEO of GlaxoSmithKline said,
“The patent box is exactly the sort of active, long‐
term and cr...
18/06/2013
5
Delivering
the factories
of the future
TODAY!
Construction/Design Benchmark – UK Metrics
UK Industry Performa...
18/06/2013
6
Construction/Design Benchmark – US Productivity Metrics
An Introduction to Lean Construction, R. Blakey (no d...
18/06/2013
7
Technology
Modular design
Off site 
construction
More collaborative 
approaches
Construction Capability
Const...
Hotel
The Role of Leadership in Achieving High
Performing Global Multicultural Teams
Presented by:
ROBERT MOORE
PROJECT MA...
Hotel
ROBERT MOORE
PROJECT MANAGER
FLUOR LIMITED
Robert Moore is a Project Manager with Fluor Limited, the UK operating ar...
Hotel
Managing the unknown
What do we need to know
about what we don’t know?
Presented by:
Alistair Gibb
ECI Strategic Lea...
Hotel
ALISTAIR GIBB
ECI ROYAL ACADEMY OF ENGINEERING PROFESSOR OF COMPLEX PROJECT MANAGEMENT
Alistair is the ECI Royal Aca...
01/07/2013
1
Managing the unknown
What do we need to know
about what we don’t know?
Alistair Gibb
ECI
Raising the bar: Del...
01/07/2013
2
We’ve not been an innovator.  
A lot of what we’ve done has been 
down to the execution of tried‐and‐
tested ...
01/07/2013
3
Nano‐technologies
• Nanoparticles have at least one dimension in the 
range of 1–100 nm. 
• Diameter of human...
01/07/2013
4
Characterization of edible coatings based                                 
on solid lipid nanoparticles by sc...
01/07/2013
5
Nano Particles: Construction Applications
• Nano‐cement CNT
• Self healing concreteCNT
• High strength 
compo...
01/07/2013
6
Relative hazards in nano‐materials
• Carbon nanotubes Problem at any dose
• Quantum Dots
• Nano‐clay
• Nano‐s...
01/07/2013
7
Hazards News
• Global:  Nano firms are putting workers at big risk  [9 11]
• USA:  Lack of nano regulation ‘a...
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Lean Productivity

  1. 1. Hotel ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Presentation slides for Thurs 13 & Fri 14 2013 Heathrow Marriott Hotel, UK ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  2. 2. Hotel Contents page Programme Attendees list Welcome and Introduction: CII Director’s Address - Wayne Crew, US Construction Industry Institute (CII) Keynote Presentations • Driving Industry Forward through Cutting-Edge Innovation - Andrew Wolstenholme, Crossrail • Looking for Engineering Excellence - Michel Virlogeux, Designer of the Millau Viaduct • Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction - Jan Tuchman, ENR Plenary Presentations • The Challenges of Achieving World Class Project Delivery - Chris Bird, Endeavour Energy • Front End Planning: Follow the Rules, Reap the Benefits - Edd Gibson, Arizona State University • Major Project Development for Execution Success - Mark Hawkins, BP • 3D Modelling as a Key Aspect of Construction Planning & Monitoring - Massimiliano Del Rio, Tecnimont & ANIMP • Construction - High Hopes for the Future - John Dyson, GlaxoSmithKline • The Role of Leadership in Achieving High Performing Global Multicultural Teams - Robert Moore, Fluor • Managing the Unknown. What do we need to know about what we don’t know? - Alistair Gibb, ECI • Early Constructability: from Experience to Innovation - Martin Haynes, Fagioli Interactive Collaborative Sessions: • ECI Lean Task Force • CII RT252 Productivity Research Team • Safety, Health & Environment (SHE) Task Force • ECI People Task Force • ACTIVE Task Force • ECI Young Professionals Task Force ECI Project of the Year Presentations: ECI Large Project of the Year: Fluor BV -Project: Super Absorbent Polymer (SAP) Highly Commended for Large project: PM Group - Project: Midleton Distillery Plant Expansion Project ECI Small Project of the Year: PROjEN plc - Project: Fumed Silica Expansion Project ECI Young Professional of the Year Award 2013 Presentations Winner: Heather Cleland from WSP CEL Highly Commended: Andrew Rowland, Fluor UK Jayne Hagan, Kingsfield Consulting ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013
  3. 3. CONFERENCE PROGRAMME co-hosted by: 10.00 (Foyer area) Conference registration / refreshments, networking opportunity and exhibition stands 10.30 (County Hall Suite) Welcome and Introduction: ECI Chairman’s Address John Oliver - Head of Project Management, BG Group and ECI Chairman Keynote presentations (session chair - John Oliver, BG Group) Driving Industry Forward through Cutting-Edge Innovation Andrew Wolstenholme - CEO, Crossrail Looking for Engineering Excellence Michel Virlogeux - Royal Academy of Engineering Fellow and designer of the Millau Viaduct 12.30 Lunch (Allies restaurant), networking opportunity and exhibition stands Interactive Collaborative Sessions: CII RT252 Productivity Research Team and ECI Lean Task Force room: County Hall Suite ECI People Task Force and Safety, Health & Environment (SHE) Task Force room: Regents Park Room ECI Young Professionals Task Force and ACTIVE Task Force room: Hanbury Suite 14.30 Refreshments, networking opportunity and exhibition stands Plenary Presentations (session chair - Alistair Gibb, ECI) - (County Hall Suite) The Challenges of Achieving World Class Project Delivery Chris Bird - Operations Director, Endeavour Energy (and previously Technical Director, Centrica) Front End Planning: Follow the Rules, Reap the Benefits Edd Gibson - Professor, Arizona State University Major Project Development for Execution Success Mark Hawkins - Projects Advisor, BP 3D Modelling as a Key Aspect of Construction Planning & Monitoring: Expectations & Potential Implemention Massimiliano Del Rio, Tecnimont & ANIMP 17.30 (County Hall Suite) Summing up of Day 1 Alistair Gibb - Royal Academy of Engineering Professor of Complex Project Management 18.30 Gala Dinner Drinks Reception room: County Hall Foyer Awards Ceremony and Gala Dinner room: County Hall Suite Thurs 13 June 2013, Heathrow Marriott Hotel Return to Contents Page
  4. 4. CONFERENCE PROGRAMME co-hosted by: 08.45 (County Hall Suite) Welcome and Introduction: CII Director’s Address Wayne Crew - Director, US Construction Industry Institute (CII) Keynote Presentation Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction Jan Tuchman - Editor in-Chief, Engineering News Record Plenary Presenations Construction - High Hopes for the Future John Dyson - Vice President & Head of Global Capital Projects, GlaxoSmithKline The Role of Leadership in Achieving High Performing Global Multicultural Teams Robert Moore - Project Manager, Fluor Refreshments, networking opportunity and exhibition stands Project Case Studies: Parallel Sessions (session chairs - David Edwards, ECITB and Ed Wilson, ECI) Project of the Year 2013 Winners room: County Hall Suite Young Professional of the Year 2013 Winners room: Regents Park Room 12.15 Lunch (Allies restaurant), networking opportunity and exhibition stands Plenary Presenations - (County Hall Suite) Going Beyond Zero Using Safety Leading Indicators Alistair Gibb - ECI Early Constructability: from Experience to Innovation Martin Haynes - Director, Fagioli 14.30 (County Hall Suite) Summing up of Day 2, Closing Thoughts and Looking Forward (the future) John Oliver - Head of Project Management, BG Group and ECI Chairman 14.40 (meet in the Regents Room) Site Visit to Heathrow Terminal 2 Construction Project Heathrow Project Team 16.30 End (return to Heathrow Marriott Hotel) Fri 14 June 2013, Heathrow Marriott Hotel Return to Contents Page
  5. 5. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Andrew Coultate A. B. Coultate Ltd Adrian Fenton AMEC Patrick Woodcock AMEC Power and Process Europe Edd Gibson Arizona State University Nick Jones Association for Project Management (APM) Mark Grayson Atkins Faithful & Gould Steve Toon Bechtel Limited Kevin Pringle Bechtel Limited Ron Surrock Bechtel Limited Don Wright Bechtel Limited John Oliver BG Group Plc Ray Sanderson BG Group Plc Graeme Cox BG Group Plc Mark Hawkins BP Richard Anderton Cabot Carbon Ltd Jan Broekman CB&I Netherlands B.V. David Bill CB&I UK Limited Mohib Iskander CB&I UK Limited Robert Walker CB&I UK Limited Samantha Ratnayake CB&I UK Limited Simon Smith CB&I UK Limited Victor Rutherford Chevron North Sea Limited Craig Yates Clancy Consulting Wayne Crew Construction Industry Institute (CII) Andrew Wolstenholme Crossrail Ltd Clive Winkler ECI Howard Lawrence ECI Return to Contents Page
  6. 6. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List James Bishop ECI Alistair Gibb ECI / Loughborough University Ed Wilson ECI Fellow Michel Virlogeux ECI President Carl Haynes ECITB David Edwards ECITB Lynsey Benson ECITB Nicola Timson ECITB Chris Bird Endeavour Energy UK Limited Detlef Jung Evonik Industries AG Martin Haynes Fagioli Limited (UK) Chris Taylor Faithful & Gould Iain McWhinney Faithful & Gould Abraham Sabbidine Fluor B.V. Bernd de Jonge Fluor B.V. Editha Espinosa Fluor B.V. Jurgen Vesterink Fluor B.V. Paul Kromhout Fluor B.V. Rick Donehoo Fluor B.V. Thomas Law Fluor B.V. Ton Blommestijn Kroon Fluor B.V. Richard Townend Fluor Limited Robert Moore Fluor Limited Andrew Rowland Fluor Limited Derek Hendry Gatwick Airport Ltd Jon Clarke Gatwick Airport Ltd Paul Morgan Gatwick Airport Ltd John Dyson GlaxoSmithKline Return to Contents Page
  7. 7. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Simon Lowry Green Contract Services Andy Smith GroupCytek Ltd Mohammed Hezam Hawk International Finance & Construction Co. Ltd Tony Wass Hewlett Construction Ltd Tim McDavid Intergraph Corporation Chris Why Intergraph Ltd Barry Crockett Irish Distillers Pernod-Ricard Eleanor Willmington JMJ Associates Billy Gibbons JMJ Corporate Office David Boxall K Home International Ltd Shane Gwinnutt KBR Andrea Bonacina Kingsfield Consulting International Ltd Gabriele Burian Kingsfield Consulting International Ltd Jayne Hagan Kingsfield Consulting International Ltd John Fotherby Kingsfield Consulting International Ltd John Cunningham Lagan Construction Limited Michael Ventre Laker-Vent Engineering Limited Thomas Ventre Laker-Vent Engineering Limited Alan Mossman Lean Construction Institute Alan Armiger Lectec Services Ltd John Higgins London City Airport Tim Sellers London City Airport Aaron Anvuur Loughborough University Alessandro Palmeri Loughborough University Andy Dainty Loughborough University Return to Contents Page
  8. 8. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Andy Price Loughborough University Grant Mills Loughborough University Jacqui Glass Loughborough University Martin Tuuli Loughborough University Sarath Gunathilaka Loughborough University Janice L Tuchman McGraw Hill Construction Seamus Lacey Mercury Engineering Sameer Al-Humaidan National Induztrialization Co Christine Pasquire Nottingham Trent University Raj Savio Perenco UK Limited Alistair Finlayson PM Group Declan Corrigan PM Group Padraig McHugh PM Group Stephen Costello PM Group Martin Seabrook Projen Plc Martin Slaney Projen Plc Simon Forshaw Projen Plc Roque Rodriguez SABIC Innovative Plastics Amy Giacometti Schlumberger Business Consulting David Adamson Sellafield Ltd Paul Sloan Sellafield Ltd Phil Waddicor Sellafield Ltd Gary Jones Solutia UK Ltd Benito Manoli Techint S.p.A. Dario Puglisi Techint S.p.A. Giuseppe Bonzi Techint S.p.A. Richard Holland Technology Strategy Board Return to Contents Page
  9. 9. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Massimiliano Del Rio Tecnimont S.p.A. Paul Goodrum University of Colorado Boulder Daniel D Christian Victaulic Heather Cleland WSP CEL Limited Kelvin Walker WSP CEL Limited Nigel Barnes WSP CEL Limited Peter Kay WSP CEL Limited Richard Williams WSP CEL Limited Jim Ratliff WSP Return to Contents Page
  10. 10. Hotel WAYNE CREW CII DIRECTOR CONSTRUCTION INDUSTRY INSTITUTE (CII) Wayne Crew is the Director of the Construction Industry Institute. He joined CII in 2004 as the Associate Director of Research. Prior to that, he served as vice president of construction for Technip USA Corporation in Houston, Texas. He was active in CII while with Technip, serving as the firm’s representative to the CII Board of Advisors and as a member of the CII Research Committee. Crew spent 23 years at KBR and its predecessor companies, Kellogg Brown & Root and Brown & Root. He retired from KBR as vice president and business segment leader for the industrial services segment. Early in his career, he spent five years with Amoco Chemical Corporation and two years with Michigan Chemical Corporation. Crew serves on the National Board of Directors for the ACE Mentor program, the Board of Trustees for the National Center for Construction Education and Research, and the Board of Directors for FIATECH. He was elected to the National Academy of Construction in 2010. A graduate of Michigan State University, he also holds an MBA from the University of Houston Executive Program. He is a Registered Professional Engineer (Michigan). He has been married to Rivanna Crew for over 30 years ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  11. 11. 02/07/2013 1 Click to edit Master title style ECI International Conference Day 2 Welcome Wayne Crew, CII Director CII Update For ECI Wayne A. Crew, Director June 14, 2013 London Heathrow Marriott Return to Contents Page
  12. 12. 02/07/2013 2 • A consortium of leading owners, contractors, and academics working collaboratively to improve the constructed project and the capital investment process. • An organized research unit of the Cockrell School of Engineering at The University of Texas at Austin. CII Research Team Process Return to Contents Page
  13. 13. 02/07/2013 3 Universities Performing Research 1983-2013 Top Academics from Leading Universities University of Alabama Arizona State University Auburn University Baylor University Bucknell University University of California-Berkeley Carnegie Mellon University University of Cincinnati Clemson University University of Colorado-Boulder Colorado State University Columbia University Drexel University East Carolina University University of Florida Florida International University Georgia Institute of Technology University of Houston University of Illinois Illinois Institute of Technology Iowa State University University of Kansas University of Kentucky Lehigh University University of Maryland University of Michigan University of Milwaukee-Wisconsin Michigan State University Mississippi State University University of New Mexico North Carolina State University North Dakota State University Northeastern University Ohio University Oklahoma State University Oregon State University The Pennsylvania State University University of Pittsburgh Purdue University Polytechnic University of New York San Diego State University San Jose State University Stanford University State University of New York-Albany Vanderbilt University Virginia Tech Texas A&M University The University of Texas at Austin (CII headquarters & founding university) Tsinghua University University of Washington University of Waterloo University of Wisconsin-Madison Worcester Polytechnic Institute Best Practices Processes or methods that, when executed effectively, lead to enhanced project performance. To qualify, a practice must be sufficiently proven through extensive industry use and/or validation. • Front End Planning • Alignment • Constructability • Lessons Learned • Materials Management • Team Building • Planning for Start-up • Partnering • Quality Management • Change Management • Disputes Resolution • Zero Accidents Techniques • Implementation of Products • Benchmarking & Metrics • Project Risk Assessment Return to Contents Page
  14. 14. 02/07/2013 4 Research Team Planned Report Out 2013 2014 252: Construction Productivity 300: True Impact of Late Deliverables 272: Advanced Work Packaging 301: Near Miss Reporting 291: Improving the Predictability of Project Outcomes 302: Interface Management 292: Knowledge Transfer 303: Managing a Portfolio of Projects 293: HSE Hazard Recognition 304: Sustainability 294: Deploying BPs in Unfamiliar Countries 305: Measuring Project Complexity 306: Quantitative Measurement of PM Skills 307: Mitigating Threats of Counterfeit Materials 308: Achieving Zero Rework through Effective Supplier Quality Practices Research Team Planned Report Out 2015 2016 310: E&P Alignment & Coordination with Construction 320: 311:Delivery of Successful Fast Track Projects 321: 312:Comissioning & Start-up Best Practices 322: 313:Industry Quality Metric Standards 323: 314:PDRI for Small Projects 324 315:Successful Mega Projects 325 316:Instaneous Project Controls 326 317:HSE Through Operational Discipline 327 318: Craft Labor Demographic Cliff 328 Return to Contents Page
  15. 15. 02/07/2013 5 CII’s Industry Leadership 14.3 14.2 13.0 13.1 12.2 11.8 10.6 9.9 9.5 8.8 8.6 8.3 7.9 7.1 6.8 6.4 6.3 5.9 5.4 4.7 4.3 4.0 3.9 7.19 6.12 5.32 4.31 3.44 3.00 2.66 2.30 1.60 1.59 1.67 1.03 1.02 1.23 1.16 0.88 0.72 0.58 0.68 0.57 0.64 0.81 0.43 0 2 4 6 8 10 12 14 16 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 325 413 477 497 527 613 644 770 518 765 995 936 1,1171,0731,1291,1951,3331,297 1,7662,0852,4032,2722,086 TotalRecordableIncidenceRate(TRIR) Year and Work-hours (MM) Industry* CII *OSHA Construction Division, NAICS 236-238 (SIC 15-17) Reflects OSHA 6.8 6.8 6.1 5.8 5.5 5.5 4.9 4.5 4.4 4.0 4.2 4.1 4.0 3.8 3.6 3.4 3.4 3.2 2.8 2.5 2.3 2.1 2.1 1.90 1.55 1.45 1.14 0.63 0.81 0.55 0.45 0.31 0.41 0.27 0.26 0.23 0.46 0.36 0.33 0.25 0.21 0.23 0.20 0.17 0.17 0.16 0 1 2 3 4 5 6 7 8 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 325 413 477 497 527 613 644 888 591 763 1,122 936 1,1171,0731,1291,3011,4191,100 1,7241,9692,375 2,196 1,982 DART(LWCIR)IncidenceRate Year and Work-hours (MM) Industry* CII *OSHA Construction Division, NAICS 236-238 (SIC 15-17) Reflects OSHA CII’s Industry Leadership Return to Contents Page
  16. 16. 02/07/2013 6 Owner CII Members Abbott Air Products and Chemicals Ameren American Transmission Anheuser-Busch InBev Aramco Services ArcelorMittal Architect of the Capitol Barrick Gold BP America Bristol-Myers Squibb Cameco Cargill Chevron CITGO Petroleum ConocoPhillips Dow Chemical DTE Energy DuPont Eastman Chemical Company Ecopetrol S. A. Eli Lilly Eskom Holdings ExxonMobil General Electric General Motors GlaxoSmithKline Global Infrastructure Partners Huntsman International Paper Irving Oil Kaiser Permanente Koch Industries Linde North America LyondellBasell Marathon Petroleum NASA NOVA Chemicals Occidental Petroleum Ontario Power Generation Petrobras PEMEX Petronas Phillips 66 Praxair Procter & Gamble Reliance Industires SABIC Sasol Technology Shell Global Solutions US Smithsonian Institution Southern SunCoke Statoil Teck Resources Tennessee Valley Authority TNK-BP TransCanada U.S. Army Corps of Engineers U.S. Dept. of Commerce/NIST/EL U.S. Dept. of Defense/Tricare Mgmt. U.S. Dept. of Energy U.S. Dept. of Health & Human Srvcs. U.S. Dept. of State U.S Dept. of Veterans Affairs Vale Contractor CII Members Alstom Power AMEC Audubon Engineering AZCO Baker Concrete Construction Barton Malow Bechtel Group Bentley Systems BIS Industrial Services Black & Veatch Burns & McDonnell CB&I CCC Group CDI Engineering Solutions CH2M HILL Coreworx CSA Group Day & Zimmermann Dresser-Rand Company Emerson Process Management eProject Management Faithful+Gould F. A. Wilhelm Flad & Associates Fluor Foster Wheeler USA Gross Mechanical Contractors GS Engineering & Construction Hargrove Engineers + Constructors Hatch Hilti IHI E&C International IHS Industrial Contractors Skanska Jacobs JMJ Associates JV Driver Projects KBR Kiewit Kvaerner North American Construction Lauren Engineers & Constructors M. A. Mortenson Matrix Service McCarthy Building Companies McDermott International Midwest Steel Parsons Pathfinder Quality Execution The Robins Morton Group S&B Engineers & Constructors SAIC Constructors Shaw Group Siemens Energy SKEC USA SNC-Lavalin Technip Tenova TOYO-SETAL Engenharia URS Victaulic Walbridge Wanzek Construction Wood Group Mustang WorleyParsons Yates Construction Zachry Holdings Zurich Return to Contents Page
  17. 17. 02/07/2013 7 New Research Findings • Member Case Studies • Guest Speakers Celebrating 30 Years: Leadership. Research. Collaboration. Improvement. 2013 Annual Conference Orlando, Florida – July 29-31, 2013 JW Marriott Orlando Grande Lakes – Orlando, Florida Best Practices & Innovation Begin with LEADERSHIP Ends with Improved Performance Return to Contents Page
  18. 18. 02/07/2013 8 Thank you Return to Contents Page
  19. 19. Hotel Driving Industry Forward through Cutting-Edge Innovation Presented by: Andrew Wolstenholme CEO Crossrail ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  20. 20. Hotel ANDREW WOLSTENHOLME CEO CROSSRAIL Following five years in the army and 10 years with Arup, Andrew joined the airport operator BAA plc in 1997 as Construction Director for the Heathrow Express rail link. He went on to lead the delivery of the £4.3bn Terminal 5 programme and became BAA's Director of Capital projects running the £10bn development programme across seven UK airports. From there Andrew joined the Balfour Beatty Group in 2009 as Director of Innovation and Strategic Capability. Most recently, Andrew joined Crossrail as its new Chief Executive Officer. With a passion to improve the UK's construction industry, Andrew was invited to lead an industry review in 2009. His report, 'Never Waste a Good Crisis', has helped steer government policy in this important area. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  21. 21. Andrew Wolstenholme 13 June 2013 Crossrail: Driving Industry forward through cutting-edge innovation What is Crossrail? Return to Contents Page
  22. 22. £42bn+ benefits 14,000 employed 24 trains per hour 200 million journeys per year Realising the benefits Cutting journey times • Heathrow to Canary Wharf 40 mins • Heathrow to Liverpool Street 32 mins • Bond Street to Abbey Wood 25 mins Return to Contents Page
  23. 23. Europe’s largest Infrastructure Project 13 14 15 16 17 18 Civils and Tunnelling Railway Systems Stations NR Surface works 2012 Return to Contents Page
  24. 24. 42 km of tunnels Return to Contents Page
  25. 25. Crossrail – delivering a railway 13 14 15 16 17 18 Railway Systems Stations Rolling Stock & Depot NR Surface Works TestandCommission TrialOperation Crossrail TOC 2012 Civils and Tunnelling Liverpool Street station Return to Contents Page
  26. 26. Moving the Industry Forward Moving the Industry Forward Return to Contents Page
  27. 27. ‘Innovate 18’ – the Crossrail Innovation Programme Innovation in design, build, and running of the railway Capturing ideas for better products, services and processes Innovation on Crossrail Return to Contents Page
  28. 28. Our vision and values Culture Nurtured from the top-down, grown from the bottom Collaboration You can’t tender innovation, it requires partnership Capability Developed internally, accessing external talent and supply chains 3 Cs of innovation Return to Contents Page
  29. 29. Delivering efficiencies through the lifecycle Digital – physical integration Sustainable solutions Innovation themes Early Career Professionals Return to Contents Page
  30. 30. Cambridge University PhD Students Fibre optic asset lifecycle assessment Return to Contents Page
  31. 31. Geothermal tunnel energy segments CBTC vs ERTMS - level 2 Interface challenges between systems Securing a derogation from ERTMS Developing future solutions - CBTC to ERTMS level 3 Signalling – future solutions Return to Contents Page
  32. 32. Physical Virtual We’re building two Crossrails Asset information Return to Contents Page
  33. 33. Sustainability Economic Social Environmental Sustainability Economic Return to Contents Page
  34. 34. Sustainability Economic Social Sustainability Economic Environmental Social Return to Contents Page
  35. 35. supplychaininnovation supplychaininnovation supplychaininnovation • Governance • Funding models • Procurement • Systems Engineering • Sustainability • Risk Management 2013 Return to Contents Page
  36. 36. Return to Contents Page
  37. 37. Hotel Looking for Engineering Excellence Presented by: Michel Virlogeux ECI President and Royal Academy of Engineering Fellow ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  38. 38. Hotel MICHEL VIRLOGEUX ECI PRESIDENT AND ROYAL ACADEMY OF ENGINEERING FELLOW Michel is a globally renowned engineer and has designed some of the world’s most famous bridges including the Millau Viaduct. He is a graduate and a visiting Professor for the prestigous École Nationale des Ponts et Chaussées in Paris, France. He has been awarded the ‘Award of Excellence of the Engineering News Record’ (1995), the ‘Gold Medal of the Institution of Structural Engineers’ (1979), the ‘Gold Medal of the Institution of Civil Engineers’ (2005), the ‘Gustave Magnel Medal’ (1999) and a ‘Royal Academy of Engineering Fellowship’ (2012). He received the 2003 IABSE Award of Merit in Structural Engineering, in recognition of his major contributions to significant progress in the field of civil engineering. Michel has been president of ECI since 2007. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  39. 39. 28/06/2013 1 Click to edit Master title style Raising the Bar: Delivering Excellent Projects Looking for Engineering Excellence Michel Virlogeux Evidences Men • An experienced, responsible and fair owner • An experienced and dedicated designer, assisted by qualified specialists • Experienced contractor and subcontractors • Good managers at all levels in all parties • A qualified and open minded independent checker  Return to Contents Page
  40. 40. 28/06/2013 2 Evidences Documents • A good and well developed project • Clear and fair bid documents • A clear and fair contract • Detailed chop drawings • Adapted and detailed construction procedures Evidences The most important • A correct evaluation by the owner of costs and of the necessary  time for design and construction • A correctly paid designer • A reasonable price level for the construction contract • A unicity of decision in all parties, owner, designer and contractor  • A fair procedure (and behaviour of all parties) to solve unexpected problems and difficulties Return to Contents Page
  41. 41. 28/06/2013 3 Non Evidence For excellence in architectural elegance we need more :  Creativity and a sense of beauty. This needs a close and confident cooperation between the engineer  (the designer who must remain responsible for structural safety and  to control costs) and the architect who must push for perfection and  some originality. The Heisenberg Principle The Heisenberg principle In physics  we cannot know in the same time the position and the speed of a particle Return to Contents Page
  42. 42. 28/06/2013 4 The Heisenberg principle In civil engineering we cannot  have in the  same time : ‐ the highest quality ‐ the lowest cost ‐ and the shortest erection time ..... ‐ Nor elegance The Heisenberg Principle The required qualities for all participants : ‐ Experience ‐ Competence ‐ A rigorous and open mind ‐ Fairness ‐ and MODESTY Return to Contents Page
  43. 43. Hotel Five Critical Issues and Five Good Ideas for the Next 10 Years of Global Construction Presented by: Jan Tuchman Editor-in-Chief Engineering News Record (ENR) SYNOPSIS In her keynote “Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction,” Engineering News-Record Editor-in-Chief Janice Tuchman looks at the some of the major challenges facing the global construction industry from energy to infrastructure to technology and also presents an idea that could be a step on the path to resolving each of those challenges. She connects the two segments of the talk by introducing attendees to Steven Johnson’s book about “Where Good Ideas Come From.” ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  44. 44. Hotel JAN TUCHMAN EDITOR-IN-CHIEF ENGINEERING NEWS RECORD (ENR) As editor-in-chief, Janice L. Tuchman directs the editorial operations of the Engineering News-Record enterprise online, in print and at live events. She works on strategy and develops new editorial products and issues. Under Jan’s leadership, the ENR team won two prestigious Jesse H. Neal awards this year from American Business Media, including Best Series, for coverage of critical infrastructure in the U.S., and Best News, for coverage of Superstorm Sandy and its aftermath. Jan serves on the National Research Council’s Board on Infrastructure and the Constructed Environment, the Industry Leaders Council of the American Society of Civil Engineers, and she is a member of the National Academy of Construction. She earned bachelor’s and master’s degrees in journalism from the University of Colorado in Boulder. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  45. 45. 18/06/2013 1 Five Critical Issues And Five Good Ideas For the Next 10 Years Of Global Construction By Janice L. Tuchman Editor-in-Chief, Engineering News-Record European Construction Institute London Heathrow Marriott Hotel, June 13, 2013 Infrastructure of All Kinds is Under Repair From pipelines in the U.S. to power lines in India to rail lines in the U.K., aging systems need work. Return to Contents Page
  46. 46. 18/06/2013 2 ASCE Has Quantified the Cost of the “Failure to Act” in a Series of Studies Global Forces Affect the Work of Design Firms Return to Contents Page
  47. 47. 18/06/2013 3 Global Forces Affect the Work of Contractors Meeting the World’s Needs Will Take More and More Energy Return to Contents Page
  48. 48. 18/06/2013 4 Fusion’s Long-term Impact Could Be Huge The goal of the International Thermonuclear Experimental Reactor, under construction in France, is to demonstrate that fusion power can work at a 500-Mw scale. Design and Construction Practices Need To Help Achieve Sustainability Return to Contents Page
  49. 49. 18/06/2013 5 40% 28% 17% 23% 45% 64% 48% 16% 24% 53% 47% 36% 49% 68% 89% 74% 52% 50% 0% 20% 40% 60% 80% 100% U .S. A ustralia G erm any N orw ay U nited K ingdom Singapore U A ESouth A frica B razil 2012 2015 Firms with More than 60% Green Projects (2012 and 2015 forecast) Source: McGraw-Hill Construction, World Green Building Trends SmartMarket Report, 2013 The Pace of Technology Advancement Is Accelerating Intel’s Brian David Johnson Return to Contents Page
  50. 50. 18/06/2013 6 Where Good Ideas Come From Website: stevenberlinjohnson.com http://www.youtube.com/watch ?v=NugRZGDbPFU Accelerated Bridge Construction ABC—including self-propelled modular transporters (right)—is a key technique in quick delivery of bridges in Utah. Return to Contents Page
  51. 51. 18/06/2013 7 Global Work Sharing Helping the Grid “Get Smart” The bumbling Secret Agent Maxwell Smart from the 1965 TV sitcom used all kinds of “advanced” technology to solve cases. Now power grids in many countries are using new technology to “get smart.” Return to Contents Page
  52. 52. 18/06/2013 8 Net Zero the Sustainable Way Like Star Trek’s Capt. Kirk, DOE’s Jeff Baker changed the rules of the game when faced with “no-win scenarios” on the path to the affordable, ultra-green Research Support Facility in Golden, Colorado. www.tomorrowproject.com Imagining Construction’s Future Find out how to submit a story at http://bit.ly/enr-science-fiction Return to Contents Page
  53. 53. 18/06/2013 9 Five Critical Issues… and Five Good Ideas Critical Issue Good Idea  The U.S. Infrastructure is Aging and Ailing  Accelerated Bridge Construction Global Forces Will Affect Your Work in Ways You Might Not Imagine  Global Work Sharing  Meeting the World’s Needs Will Take More and More Energy  Helping the Grid “Get Smart” Design and Construction Practices Need To Help Achieve Sustainability  Net-zero the Sustainable Way  The Pace of Technology Advancement is Accelerating  Imagining Construction’s Future Many Thanks! To… The European Construction Institute Alistair Gibb and James Bishop CII’s Wayne Crew Vecellio Construction Engineering and Management Program at Virginia Tech Prof. Jesus M. de la Garza McGraw-Hill Construction The Staff of Engineering News-Record Raven Grace, Editorial Assistant … and to you for being such a good audience! Email: jan_tuchman@mcgraw-hill.com Return to Contents Page
  54. 54. Hotel The Challenges of Achieving World Class Delivery Presented by: Chris Bird Operations Director Endeavour Energy SYNPOSIS This presentation firstly looks at project performance in the Oil and Gas sector since 1997 to date and especially around the growth of larger projects and the reduction in performance with time which at a glance looks strange considering the growth in project management, body of knowledge, university degrees, competency and consultancies. Only 10%of major projects in 1997 had a cost overrun of over 50%. In 2011 this was close to 30% with less than 30% of all projects meeting their original expectations. This presentation looks at what are the key issues and challenges that are reducing project performance with time and how we should address these challenges. These challenges were identified from both global industry surveys and personal research within the Oil and Gas sector as well as drawing on the speakers personal experience. Finally, the presentation will address what could be considered as an effective model to deliver world class performance in projects and what research is required to further enhance the science and delivery of projects to allow company boards to invest in the right capital programs and maintain shareholder confidence. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  55. 55. Hotel CHRIS BIRD OPERATIONS DIRECTOR ENDEAVOUR ENERGY Chris has been engaged in capital developments since 1978 through Beecham plc and is currently Operations Director with Endeavour. Prior to this he was Technical Director for Centrica and Managing Director for Aker Kvaerner. Previously, Chris was Chairman for the North East branch of the APM and vice chairman of the offshore contractors association. Whilst working for Venture, which was bought by Centrica, Chris’s team won the RICS award for supply chain relationships and also the Oil and Gas UK award for supply chain relationships. Chris and his team was also followed by the Discovery channel over the last two years and two – 1 hour broadcasts were televised in 2012. The Novel approach to the F3-FA self installing platform project in Holland was also recognised with the Centrica Energy award for pioneering spirit. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  56. 56. 18/06/2013 1 Click to edit Master title style Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough ECI’s International Conference Thurs 13 - Fri 14 June 2013 London Heathrow Marriott Hotel Agenda o The challenges of achieving world class delivery - global trends, project model and predictive analytics o Christopher Bird o Endeavour Energy o Background on delivering world class projects o Challenges in the market place o Creating a world class model o Theory into practice – research program o Conclusions Return to Contents Page
  57. 57. 18/06/2013 2 Hummingbird First round FPSO in North Sea and the lowest operating cost in North Sea F3-FA Self installation / re-useable platform • Largest self installing platform in the world • Completely new design with gas processing to export specification • Several new patents • Benchmarked top 10% cost base YouTube – Mega rigs oil and gas UK Return to Contents Page
  58. 58. 18/06/2013 3 Global outlook and the challenges ahead (1) o Energy sector capex spend 2012 – 2035 *International Energy agency o Estimated $38 trillion to meet security of supply o Oil and gas capex sector spend 2001 – 2012 *Schlumberger Business Consulting o 2001 estimated spend $125 billion ( 50 - $1b+ projects per year ) o 2012 estimated spend $500 billion to $600 billion ( 200 - £1b+ projects per year ) o Fourfold increase in expenditure in last 10 years o Forward expenditure $600 billion plus per year o Oil and gas capex increases from 2011 – 2012 o Independent Oil and Gas companies + 21% ( 15% of market spend ) o National Oil and Gas companies + 15% ( 50% of market spend ) o Integrated Oil and Gas companies + 8% ( 35% of market spend ) Global outlook and the challenges ahead (2) o Project performance ( % of large projects overruns > 50%) o 1997 10% o 2005 15% o 2011 28% o 2015 Predicted to be even worse o Today only 30% of projects fully meet customers’ expectations o Key Issues to consider o Global business environment is getting more challenging o Projects are becoming more complex o People are becoming the bottleneck rather than access to capital o Supply chain is stretched in many areas o Major change in businesses increases risk of failures Return to Contents Page
  59. 59. 18/06/2013 4 High level trends Capital Cost Inflation Source: WoodmacUpstream Insight Nov 2012 Report on causes of capital project issues Share of projects with >50% budget overruns E&P Capex projects have significant overruns – trend has worsened over the past 15 years Trends of projects with >50% budget overruns Key causes of capital project issues: (relative issue weight (%) given) Key concern areas: • Resources • Technical Challenges • Governance Schlumberger Business Consulting Report Return to Contents Page
  60. 60. 18/06/2013 5 Booz | Allen | Hamilton report on capital projects Key concern areas: • Risk Management • Performance Management • Resources • Knowledge Management Booz, Allen and Hamilton Report UKCS – Semisubmersible Rig Rates  UK semis broken $400k barrier – back at 2008 heights  Rates risen $150k/d since mid‐2011 Return to Contents Page
  61. 61. 18/06/2013 6 Project Definition 1 Kick –off Framing Alignment FID decision Clear definition Adding value 6 Innovation / novel  solutions 4 Engineering excellence 5 Learning organisation  6 Controls Preparation /Planning 7 Risk management 8 Interface management 9 Performance management  10 Contractor management 11 Organisation 2 Leadership 3 People  Accountability 3 Incentives  Capability across the  business Governance 12 Key standards 13 Benchmarking 14 Independent assurance  15 Clear framework Outcomes 16 Cost / Time Quality / Value Expectations met Reputation HSE World class capital project delivery model To achieve world class project performance, excellence must be achieved in each of the six elements and 16 sub elements Fits with APM BoK Fits with BS 6079 • Reduce base line estimate • Reduce standard deviation • Meet customer expectations • Achieve operational excellence • Externally benchmarked • Minimise regret costs • Maintain our reputation Future priorities for World class performance • A shared and systematic way of  developing and delivering projects. • WP1 Standardisation / Eng. excellence • Relentless focus at the development  phase (pre‐FID) • WP2 Definition phase • A fully capable team engaged at the right  time • WP3 Organisation / resources • Effective contractor, supplier and  stakeholder management • WP4 Supply chain / partnerships • Robust planning and risk management • WP5 Planning and risk • Benchmarking, reporting and assurance • WP6 Governance / assurance • Cost & time • Quality & value • Operability • Expectations met • Reputation • Health, safety and environment 6 key priorities “Excellence in each of these areas will enable delivery in world class performance” Outcomes Return to Contents Page
  62. 62. 18/06/2013 7 Team competency, capability and capacity o Competency assessment completed on 70 professionals with results validated externally. o No significant inconsistency between level of individual and role requirement. o Whilst development areas for Upstream and Renewables differ, broad areas for improvement are: o Technical o Marketing and sales, handover and close out, value management tools, EVM, value engineering o Contextual o Governance, Sponsorship, o Behavioural o Communication, Conflict management, Project Leadership o Development plan being established. 13 Upstream Renewables Level A 3 1 Level B 7 4 Level C 12 11 Level D 15 12 Level E 5 0 Total 42 28 Output from Competency Assessment Researching predictive analytics to improve future project success Short term actions o Consultancy  o Knowledge Transfer Partnerships (1‐3 years): collaboration between a  university, industrial partners and a graduate working on a company  project  Long‐term project plan o Commissioned Research o Research projects o Doctoral Research (EngD or PhD) o Engineering and Physical Sciences Research Council (EPSRC) responsive  mode or knowledge transfer proposals (priority needs to be raised) o Funds from Department of Energy and Climate Change or TSB (need to be  lobbied for) o Engage industrial partners  Research plan ‐ way forward Return to Contents Page
  63. 63. 18/06/2013 8 P3L energy – Portfolio, program and project leadership 1.Benchmarking – WP6 2.Development, training and competency – WP3 3.Supply chain strategy and management – WP4 4.Knowledge management and data storage – WP2 5.Organisation development – WP3 6.Project Governance and verification – WP2 / WP6 7.Project management resources – WP3 8.IT/IS/IM development and support services – WP1 9.Research and development – best practices and new methods WP1 -6 Project Management partnership model Conclusions 1. The business environment to get projects delivered within customers’ expectations is going to become more challenging – we need a new approach 2. With 30% of large projects overrunning by over 50% and over 70% of all projects failing to meet customers’ expectations we do need to take another look at how we deliver capital projects in the wider sense, considering how we manage the business as well as the project – Integrating with the business 3. The biggest issue is access to the right level of resources with the right competency, capability and capacity to deliver effectively – Being an attractive employer 4. We need to look at potential future trends and ensure that we have the best strategy for the supply chain from a contractor management and relationship management perspective – Being an attractive buyer 5. Where it really counts is how we work together harnessing the power of teams to deliver both pioneering spirit and high performance in the development phase Return to Contents Page
  64. 64. 18/06/2013 9 END Back –up slides Goosander • World’s longest moveable structure with a 7.5 km pipeline bundle built onshore and “flown” 200 km to offshore location • Benchmarked ‘best in class’ for cost and schedule Return to Contents Page
  65. 65. 18/06/2013 10 o Fergus Ewing MSP Scottish Minister for Energy o Stated that project management and PM competency is essential for the growth of the Scottish economy o David Pitchford Major Projects Authority – UK Government o Less than 32% of projects were successful when he started o Public sector suffers similar challenges to the E&P industry o Academy with main objective to help develop project leaders o Obtain a holistic and transparent approach o Oil and Gas UKCS o $38billion in capital development over next three years o Real concerns about delivering predictable top quartile performance o Many challenges ahead requiring a new approach The starting point Capital Spending Trends o The top ten countries for upstream spending are similar to those from 2011, but there have been some significant changes, over and beyond Australia’s meteoric rise. Norway and the UK have increased in prominence, as north-west o Europe enjoys a renaissance in industry activity. This is the result of some notable new discoveries, and the attractions of political stability, IOR and other late-life field opportunities. Source: Woodmac Upstream Insight Nov 2012 Return to Contents Page
  66. 66. 18/06/2013 11 Global supply Chain trends / predictions for 2013 Source: Woodmac Upstream Insight Nov 2012 o Capex in the next 3 years in to UKCS o $38billion of capex is forecast o 2% saving represents $760mm in costs o Faster delivery of projects for Security of supply o Maintaining the UK energy sector o Improvement in Oil and Gas stock prices o Maintaining UK based resources What is the size of the prize Return to Contents Page
  67. 67. 18/06/2013 12 Global outlook / challenges Business context Project key issues Closing the gap Execution The Key Challenges in Project Management Small failures in projects are due to the engineers, big failures in projects are due to the business External environment Internal Environment Action Communication Risk Mgt Performance  Mgt Resource Mgt Knowledge Mgt Review • People • Tech challenges • Governance • Stakeholders • Supply chain • Processes Schlumberger Business Consulting Report Booz, Allen and Hamilton Report Core focus • A  systematic way of developing and delivering projects ‐ OUTCOMES • Standardisation, innovation and engineering excellence ‐ WP1 • Focus at the development phase ‐ DEFINITION • Getting to FID faster and cheaper but with sufficient confidence – WP2 • A competent capable team  with the right capacity ‐ ORGANIISATION • Decision support tools and associated competency framework –WP3 • Effective contractor, supplier and stakeholder management ‐ ENVIRONMENT • Sustainable project procurement –WP4 • Robust planning and risk management ‐ CONTROLS • Predictive analytics for improving risk assessment and mitigation – WP5 • Benchmarking, reporting and assurance ‐ GOVERNANCE • Alignment of Project governance with corporate and project objectives – WP6 Return to Contents Page
  68. 68. 18/06/2013 13 Contractor and Supplier Management Linepipe Umbilicals Pipelay, IRM etc Subsea Engineering Valves Controls Systems key Personnel Managing contractor Trees Wells Supply Chain strategy Focus on contractor management Focus on relationship management Focus on performance Key Criteria 1. Beat the market 2. Commitment at top level 3. Relationships top to bottom 4. Trust both ways 5. Understanding of the business Assist Advice Anticipation oDevelop a project owners handbook oDevelop a system with tools, techniques and knowledge repository oResearch and development to aid best practice and new techniques to improve performance oProvide consultancy support through effective partnerships across the industry oSpecialist products Basis of P3L Energy Return to Contents Page
  69. 69. 18/06/2013 14 o The main benefits of a coproduced approach to examining  the challenges and developing and sharing knowledge are   the combining of different skills and a more robust  evidence based approach. o The key beneficiaries are:  o Energy providers, the Government, energy policy makers  and the energy sector by development of new knowledge,  processes and tools aimed improving capital project  delivery, operation efficiency and capital effectiveness. o Other capital dependent sectors will also benefit from  enhanced knowledge, processes and tools. Coproduced Approach ‐ Academia and Industry  Return to Contents Page
  70. 70. Hotel Front End Planning: Follow the Rules, Reap the Benefits Presented by: Edd Gibson Director of the School of Sustainable Engineering and the Built Environment (SSEBE) Arizona State University SYNOPSIS This presentation will outline front end planning research at the Construction Industry Institute over the past two decades. It will identify the value of front end planning to project success and the key practices that support effective planning in an organization. Data supporting the use of front end planning will be given showing the cost of the front end planning phase, as well as demonstrated value between key front end planning practices and cost, schedule and change order performance metrics. These insights are based on evaluation of over 1000 projects worth in excess of £64 billion. The nine “rules” of front end planning will be outlined, along with the leadership roles that owners and contractors play in making this process a success. The phase-gated front end planning process, and a variety of management tools, including the Project Definition Rating Index (PDRI) tools and the Front End Planning Toolkit, will be outlined. Unique planning issues related to implementation of front end planning will be explored. The presentation will conclude with a discussion of actions that managers can take to effectively implement this best practice across their organization. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  71. 71. Hotel EDD GIBSON DIRECTOR OF THE SCHOOL OF SUSTAINABLE ENGINEERING AND THE BUILT ENVIRONMENT (SSEBE) ARIZONA STATE UNIVERSITY Edd is a Professor and the Sunstate Endowed Chair in Construction Management and Engineering, having served as Programs Chair of the Del E Webb School of Construction from 2009-2011. He has previous industry experience with the US Army Corps of Engineers and Texas Instruments, and is a licensed professional engineer in Texas. He has been principal investigator (PI), or co-PI, on over $9 million USD of funded research in his career. His research and teaching interests include front end planning, organizational change, asset management, alternative dispute resolution and risk management and he has received several awards for research excellence including selection as the CII Outstanding Researcher twice. He is an elected member of the National Academy of Construction, served as a Fulbright Senior Specialist in Norway in 2004, and is a Fellow in the American Society of Civil Engineers. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  72. 72. 18/06/2013 1 Click to edit Master title style Front end planning: Follow the rules, reap the benefits G. Edward Gibson, Jr., Arizona State University 22Years of Front End Planning (FEP) research22 Years of Research and Development Adding Value Through Front End Planning FEP Return to Contents Page
  73. 73. 18/06/2013 2 Feasibility Concept Detailed Scope Design and Construction 0 1 2 3 Front End Planning Gated Process The Numbers Behind the Rules Return to Contents Page
  74. 74. 18/06/2013 3 9Front end planning research teams RT 268 TF 39 RT 213 PT 155 RT 181 RT 242 RT 113 RT 241 RT 221 182Front end planning team members Return to Contents Page
  75. 75. 18/06/2013 4 3Industry sectors studied with front end planning research Several generations touched 19911940s 2013 2050s Research Teams - 39, 113, 155, 181, 213, 242, 268 Return to Contents Page
  76. 76. 18/06/2013 5 279Organizations contributing to research 6Continents where the tools are used 40Countries where data collected Return to Contents Page
  77. 77. 18/06/2013 6 £63BTotal  value 1081Projects studied In 1994 CII’s Pre-Project Planning Research Team stated that: “Front end planning is predominantly an owner function.” Return to Contents Page
  78. 78. 18/06/2013 7 What has changed since 1994? • Owner organizations • Speed to market • Project delivery methods • Global sourcing • Sustainability and security • Information technology Result: Designers and contractors must be more aggressive in front end planning for and with owners. Result: Owners must regain capabilities to front end plan. Result: Designers and contractors must be more aggressive in front end planning for and with owners. Result: Owners must regain capabilities to front end plan. 1994 Champions: Manchester United Nine rules of the game 1. Defined Front End Planning process 2. Scope definition tools 3. Existing conditions definition 4. Contracting strategy Return to Contents Page
  79. 79. 18/06/2013 8 5. Alignment 6. Familiarity with project type, technology or location 7. Team building 8. Experienced and capable personnel Nine rules of the game The most important rule of all… “Leadership at all Levels” 9. Leadership • Executive • Project – Owner – Contractor Return to Contents Page
  80. 80. 18/06/2013 9 Adding Value “reaping the benefits” 6 - 25%Average cost savings through  effective front end planning 6 - 39%Average schedule savings through effective front end planning Return to Contents Page
  81. 81. 18/06/2013 10 For example, 2006 study • Sample: 609 projects, £24 billion • Good front end planning: • Cost: 10 percent less • Schedule: 7 percent shorter delivery • Changes: 5 percent fewer 2006 Champions: Chelsea 1.5 - 5%Average cost of effective front end planning depending on type and complexity (in relation to total project cost) 3 - 10:1Average return through effective front end planning Return to Contents Page
  82. 82. 18/06/2013 11 7 Number of CII front end planning tools CII Suite of Management Tools Available Return to Contents Page
  83. 83. 18/06/2013 12 >40,000 Approximate number of front end planning product purchases and downloads 3PDRI Tools Return to Contents Page
  84. 84. 18/06/2013 13 >4,000Years of industry experience in the individuals involved in development of the three PDRIs 78%Of CII members using at least one front end planning tool 2011 survey Return to Contents Page
  85. 85. 18/06/2013 14 96%Of members finding value in CII front end planning tools 2011 Survey Time and money We plan to real soon! Lack of knowledge or understanding Difficult to use CII’s tools Lack of management commitment Other existing processes in-house Alternate methods of planning employed Lack of trained facilitators People’s unwillingness to plan Reasons given for not performing FEP or using CII tools, 2011 study Return to Contents Page
  86. 86. 18/06/2013 15 12FEP implementation case studies, 2012 study Key findings, 2012 case studies • All had mature FEP processes that they followed • All had integrated one or more FEP tools • Mixture of planning responsibilities in organizations, but driven at high level Return to Contents Page
  87. 87. 18/06/2013 16 Key findings, 2012 case studies (cont’d) • Concerned about continuity of planning processes, i.e., succession • Needed to commit more to planning and maintenance of the process • Alliances pose special challenges and opportunities in FEP 2Recent resources developed to help implement and strengthen your organization’s front end planning process Return to Contents Page
  88. 88. 18/06/2013 17 Toolkit Version 3.0 Front End Planning Toolkit Version 3.0 Feasibility Concept Detailed Scope Design About the Toolkit How to Use the Toolkit Index of CII Tools Index of Templates Index of References Glossary of Terms Welcome to the Front End Planning Toolkit, Version 3.0. Click on a gate or phase to see details. This HTML-based Toolkit is intended to assist with front end planning of all types of capital projects by owners, contractors, and consultants. Tools and techniques contained in this Toolkit are applicable to industrial, infrastructure, and building-type projects. The processes provided here can be applied to both greenfield and renovation projects. For more information, see About the Toolkit and How to Use the Toolkit. For a description of the front end planning process please see the Overview. Integrating all tools Return to Contents Page
  89. 89. 18/06/2013 18 What? When? Why? How? They’re Using CII FEP Tools….Are You? DuPont Return to Contents Page
  90. 90. 18/06/2013 19 “When you come to a fork in the road, take it.” 2012 Champions: Manchester United -Yogi Berra Baseball Hall of Fame 22Years of Front End Planning (FEP) research22 Years of Research and Development Adding Value Through Front End Planning FEP Return to Contents Page
  91. 91. Hotel Major Project Development for Execution Success Presented by: Mark Hawkins Downstream Projects Advisor BP SYNOPSIS The success of projects will be measured by delivery of the business objectives which will often focus on the value returned to those investing. Successful delivery of a project starts with thorough framing of the opportunity and the subsequent governance of this throughout the life of the project, particularly in the development stages up to full project sanction. Robust delivery strategies to aim to maintain or enhance the project’s value but lack of rigour during the early stages of a project can rapidly destroy value in the latter stages. It is crucial not only to follow a good, systematic process during project development but to also involve the right stakeholders, both internal and external to the project. Those involved must be sufficiently experienced, have their roles defined clearly and be committed to providing the project with the required time to be effective in setting the project up for success throughout all phases. This plenary presentation will discuss the importance of good project framing and some of the key elements of this to ensure a solid foundation for project development. It will share some examples of what has worked well and what hasn’t, and will seek to explore what experience exists from the other conference participants. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  92. 92. Hotel MARK HAWKINS DOWNSTREAM PROJECTS ADVISOR BP Mark Hawkins is a mechanical engineer by background, with 25 years’ experience in process industries with a comprehensive understanding of project management practices including planning and cost control. Originally from an equipment / rotating machinery background following an apprenticeship with GEC in the UK, Mark worked for Dowell Schlumberger as a field engineer in the on/off-shore upstream oil industry based in Europe. After returning to the UK in 1989 he joined BOC and held a variety of roles mostly in project management and engineering leadership capacities in Europe and Australia, with direct experience in a wide range of project commercial frameworks including a successful alliance with BP on a major refinery expansion project. A subsequent role with Aker Kvaerner included responsibilities in project and business management, most notably establishing an operation to provide engineering, procurement and field construction services for Santos’ oil and gas facilities in remote central Australia. In 2005 Mark joined BP as major projects manager at its Brisbane refinery, developing and delivering a number of major integrity management and commercial growth projects. He held a leadership team role as projects and engineering branch manager at the refinery that also included responsibility for the planning and execution of turnarounds. His current position is Projects Advisor in BP’s Downstream central Projects, Turnarounds and Maintenance function based in Sunbury, UK. This role focuses on a combination of major project assurance and continuous improvement of project performance, with particular interest in capability development. Mark holds a master’s degree in Engineering and is a Chartered Professional Engineer. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  93. 93. Hotel 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Presented by: Massimiliano Del Rio Construction Methodologies and Systems Group Leader Tecnimont S.p.A. SYNOPSIS ANIMP Construction Section, within his 2012 studies program, identified the use of 3D Model in Construction as one of the topics worthy to be deeper investigated in order to expand its use at construction sites and, in general, to construction activities. For this purpose, a dedicated Task Force has been commissioned in October 2011, constituted by experts in methodologies adopted in construction activities management, coming from Construction Departments of almost all Major EPC Contractors based in Italy, ANIMP associated; The Task Force set himself the target of analysing and reporting the requirements which should be fulfilled natively by available software, exploiting the full potential of 3D Model for site activities. The presentation aim to give a short overview of taskforce work and findings. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  94. 94. Hotel MASSIMILIANO DEL RIO CONSTRUCTION METHODOLOGIES AND SYSTEMS GROUP LEADER TECNIMONT S.P.A. • Degree in civil engineering at Politecnico di Milano • 17 years in Construction Engineering, first at Foster Wheeler Italiana, since 2001 in Tecnimont. Two parallel professional courses: • senior construction engineer as home office project coordinator for several EPC Petrochemical Projects, • focal point for construction management systems, both for direct implementations on Projects and for methodologies development as well, with specific focus on Information Technology tools. Today I’m group leader of Construction methodologies and System function, within Tecnimont SpA (Maire Tecnimont Group) Construction Department. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  95. 95. Click to edit Master title style Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough ECI’s International Conference Thurs 13 - Fri 14 June 2013 London Heathrow Marriott Hotel Title ANIMP (Associazione Nazionale di Impiantistica Industriale) – Sezione Construction Task Force “3D Model and Construction” 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Massimiliano Del Rio, Construction Methodologies and Systems Group Leader, Tecnimont (Maire Tecnimont Group) Return to Contents Page
  96. 96. TASK FORCE “MODELLO 3D E COSTRUZIONE” SCOPE ANIMP – Construction Section, within its 2012 studies program, identified the use of 3D Model in Construction as one of the topics worthy to be investigated A dedicated Task Force has been commissioned in October 2011, constituted by experts in methodologies and systems adopted in construction management, from major Italian EPC contractors. The Task Force had the target of analyzing and reporting the present status and the potential development of 3D Model in Construction Click to edit Master title style Task‐force “Modello 3D e Costruzione” Members: Massimiliano Del Rio ‐ Tecnimont  ‐ Coordinator Emidio Di Felice, Mario Fico,  Massimo Fantasia ‐ Saipem Gianluca  Di Lecce, Simone Atzori ‐ Techint Tatiana Lipinskaia ‐ Rosetti Marino Salvatore Longo, Marco Di Gennaro, ‐ Technip Italy Riccardo Muratore ‐ Sices Construction Valerio Pace, Marco Danzini ‐ Foster Wheeler Italiana Tristano Sainati – Politecnico di Milano ANIMP Construction Section representatives invited to Task Force Meetings: Angelo Zucconi, Francesco Di Serio ‐ ANIMP Comitato Organizzativo Sezione Costruzione Mauro Mancini ‐ Politecnico di Milano ‐ ANIMP delegato Sezione Costruzione Software Houses, ANIMP Members, invited to Feedback Meetings: Aveva SA, Bentley Systems Italia, Intergraph Italia THE TASK‐FORCE Return to Contents Page
  97. 97. ACTIVITIES CARRIED‐OUT BY THE TASK‐FORCE 1. Internal presentations and debate on existing construction management methodologies  implementation  in TF member’s Companies 2. Selection of construction management areas worthy to be further investigated for possible enhancements through 3DModel adoption. 3. Feedback from Site Personnel for validation of focused themes through online survey 4. Feedback from Software Houses: software features presently responding to selected  requirements and future plans for implementing them 5. Outcome Presentation at third ANIMP Construction Conference and ECI Autumn Forum  (October 2012): “Pushing the Limits of Engineering Construction”  and  to ECI’s  International Conference (June 2013): “Raising the Bar: Delivering Excellent Projects” 6. Final Report of Task Force activities and results  1. As it is: status of the  3DM framework at time now  1. panel results 2. As expected to be  1. Three themes deemed worthy for deep investigation 1. Theme 1: Multi‐disciplinary Feasibility Study  2. Theme 2: 4D model 3. Theme 3: Mechanical completion 3. Feedbacks from software houses 4. Conclusions SUMMARY Return to Contents Page
  98. 98. Click to edit Master title style In General 3DM In Construction is still considered by site mainly a powerful visual tool to display the plant before erection, in order to «understand» the plant and detect erection issues In addition Some EPC Contractors experienced specific tasks (not as common practice but implemented for single specific project): • 4D Erection Sequence Visualization • Piping And Steel Structures Feasibility Visualization Through Status Color Coding • Laser Scanning And Visual Representation Of Plant For Revamping • Piping Arrangements Extracted At Site Through 3D Model Commercial Side Application AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (1/5) 3DM RELATED TOOLS IN USE by EPC contractors at site Click to edit Master title style panel of interviewed Number of questionnaires submitted: 100 Number of questionnaires received: 75 AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (2/5) 89.3% 10.7% Firm Tipology EPC Contractor Construction Subcontractor 9.3% 64.0% 13.3% 13.3% Job Tipology Project Manager Constr./Site Manager Manager Construction Dept. Other 49.3% 21.3% 18.7% 10.7% Experience in the EPC Sector > 20 years between 10 e 20 years between 5 e 10 years < 5 years 34.7% 22.7% 26.7% 16.0% Experience on site > 20 years between 10 e 20 years between 5 e 10 years < 5 years Return to Contents Page
  99. 99. Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (3/5) 51.0% 10.0% 38.0% How much the construction team is  involved in reviewing the 3DM  development Most of time Sometimes Rarely Never 25.7% 10.0% 60.0% How important is the 3DM adoption in  different construction projects Necessay for all projects Necessay for large projects Useful for every project Useful for some project (e.g. revamping projects, modulear ones, etc.) Low with respect the traditional methodology Other Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (4/5) 44.4% 31.9% 6.9% 6.9% 9.7% Reasons limiting 3DM effectiveness at site Weak dissemination of 3DM potential from home office to site Availability of 3DM specialists able to satisfy the construction supervision requests No previous use of 3DM at site Effectiveness has never been affected Other Return to Contents Page
  100. 100. Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (5/5) 22% 17% 18% 14% 7% 6% 6% 47% 39% 30% 23% 32% 20% 29% 20% 14% 9% 11% 7% 6% 18% 24% 21% 32% 25% 35% 21% 25% 14% 23% 16% 8% 6% 7% 6% 11% 11% 14% 15% 23% 13% 24% 33% 26% 27% 30% 36% 28% 7% 8% 20% 16% 20% 21% 32% 25% 36% 43% 46% 52% 51% 63% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Check of erection interferences Erection studies for specific equipment Lifting studies (for heavy and critical items) Constructability analysis at the beginning of the project Construction drawings issue at site (piping arrangements, … Follow up of constructability analysis Visualization of Isometric Spools Planning and monitoring of work fronts Construction progress and reporting activities Construction development in time (4D Model) Mechanical completions Supporting material management Supporting quality control Supporting site works accounting Task Supported nowadays by the use of 3DM Always Most times Sometimes Rarely Never Click to edit Master title style AS EXPECTED TO BE (1/9) 36% 33% 24% 4% 3% Effectiveness of 3DM as core tool of construction information system High High,  if the 3DM is properly interfaced with the managment system of contractors High  if the systems is managed by the main contractor Low because of the integration complexity None Return to Contents Page
  101. 101. Click to edit Master title style AS EXPECTED TO BE (2/9) 52% 37% 31% 30% 24% 27% 27% 14% 17% 20% 11% 10% 8% 20% 24% 32% 31% 30% 21% 27% 28% 21% 15% 20% 18% 13% 17% 17% 21% 17% 19% 20% 14% 23% 24% 20% 23% 14% 23% 10% 14% 6% 11% 17% 17% 10% 15% 15% 23% 18% 15% 20% 3% 3% 3% 6% 9% 10% 10% 11% 14% 14% 23% 17% 4% 4% 7% 1% 4% 4% 7% 10% 10% 3% 6% 3% 6% 8% 7% 4% 7% 10% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Check of erection interferences Erection studies for specific equipment Planning and monitoring of work fronts Construction development in time (4D Model) Follow up of constructability analysis Lifting studies (for heavy and critical items) Supporting material management Construction progress and reporting activities Mechanical completions Visualization of Isometric Spools Construction drawings issue at site (piping arrangements, … Supporting quality control Supporting site works accounting Potential benefits on construction site  7 High Potential  6  5  4  3  2  1 Low Potential Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) Return to Contents Page
  102. 102. Click to edit Master title style 1. FEASIBILITY: 3D MODEL use for planning and tracking the construction contractor workfronts , based on what already installed, on the erection sequence and on deliverables (materials and drawings) 2. 4D MODEL: 3DMODEL use in relation with erection planning and sequences, including physical progress display. 3. MECHANICAL COMPLETION: 3DMODEL as support for mechanical completion system input (component tagging /system attribution) and for visual representation of mechanical completion status (certification) of the plant. Three themes deemed worthy for deeper investigation AS EXPECTED TO BE (4/9) Click to edit Master title style Multi‐disciplinary feasibility: It aims to consider all the complex relationships between disciplines, materials, drawings in order to give information regarding possible workfronts in a future phase of the project MULTI‐DISCIPLINARY FEASIBILITY STUDY (1/2) FEASIBILITY ENG.  DRAWINGS/DOCUMENTS MATERIAL AT SITE SITE CONDITIONS ALL AVAILABLE WORK FRONT NOT  AVAILABLE OK NO CONSTRUCTION PREDECESSOR/S WORK FRONT  AVAILABLE Mono‐ disciplinary feasibility Multi‐ disciplinary feasibility AS EXPECTED TO BE (5/9) Return to Contents Page
  103. 103. Click to edit Master title style AS EXPECTED TO BE (6/9) MULTI‐DISCIPLINARY FEASIBILITY STUDY (1/2) 48.6% 45.7% 4.3% Benefits of multi‐disciplinary feasibility implemented in the 3DM High benefits Useful (3DM can provide at least the theoretical feasibility) Low benefits (3DM can't include all site conditions affecting the multi‐disciplinary feasibility analysis) No benefits Click to edit Master title style Key benefits: • Constructability (erection sequence simulation) • View of the actual progress Vs the planned one • Cross check Schedule Vs Feasibility • Reporting to the client 4D simulation, by linking the 3D model to the time dimension, provide a mean for organizing and display information related to construction development (planned, progress, fabricated, erected, material available, plant completion…) in a easily intelligible way, facilitating its interpretation. 4D MODEL AS EXPECTED TO BE (7/9) Return to Contents Page
  104. 104. Click to edit Master title style Mechanical completion (1/2) Scope: SUPPORTING ACTIVITIES OF • Construction completion management • Precommissioning / commissioning completion management • Punch list management Mechanical completion & 3DMODEL • 3D Model support for Mechanical Completion Database tagging and population • Test pack extraction trough definition of the battery limits directly into the 3DM • Multidisciplinary Completion status (for all disciplines trough suitable color coding) • Punch list Management (through direct punched items input in the 3DM) • Mechanical completion dossier (through final extraction from 3DM SYSTEM database) AS EXPECTED TO BE (8/9) Click to edit Master title style MECHANICAL COMPLETION (2/2) 30% 26% 21% 22% 14% 13% 59% 54% 50% 45% 47% 47% 7% 16% 24% 29% 31% 31% 4% 4% 4% 4% 7% 9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Show the completion status Report to the client the completion status Optimize the handover of areas/systems (from construction to precommissioning/commissioning) Optimize the handover of areas/systems to the client Optimize the safety management during the precommissioning/commissioning activities Optimize the management of the precommissioning/commissioning activities Advantages of 3DM support for mechanical completion Really useful Useful Low usefulness Useless AS EXPECTED TO BE (9/9) Return to Contents Page
  105. 105. Click to edit Master title style • Construction Management software (CMS) as powerful central information system for engineering data through 3D visualization • CMS oriented to North American construction approach • 3 focus arisen from taskforce analysis not natively supported • Other requirements partly fulfilled • Started integration with new mobile technologies to meet site portability requirements FEEDBACK FROM SOFTWARE HOUSES Click to edit Master title style CONCLUSION (1/2) • Potential of 3DM applied to construction management activities is recognized by final user also (the site) as very high • Software houses realized this potential and approached this issue with horizontal platforms to be interfaced to each single Epc contractors systems • In taskforce opinion, this “horizontal” approach risks to leave part of the potential unexplored • EPC contractors have very similar operational procedures so that… • …software houses have the opportunity to implement vertical common solutions into their construction management software, valid for all EPC Contractor with very small customizations Return to Contents Page
  106. 106. Click to edit Master title style CONCLUSION (2/2) STEPS FORWARD FOR FUTURE DEVELOPMENT: WHAT NEXT? • Further steps possible if software houses will deem worthy for their business to work together with epc contractors in developing functional requirements and enhance their construction platforms with the outcome of this joint analysis • As alternative, software houses could utilize these results for scouting the market for vertical solutions, in order to natively interface their own CMS • Both ways of proceeding would guarantee mutual benefit for software house and EPC contractors Click to edit Master title style THANK  YOU! 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Return to Contents Page
  107. 107. Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 a Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 b Return to Contents Page
  108. 108. Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 c Click to edit Master title style 1. Documental supports at construction site through the use of 3DM (e.g. Piping arrangements); including a  management tool for certifying the documents issue revisions 2. Necessity of experienced people in using the 3DM software; and where these are collocated within  construction stakeholders 3. Clients requests on 3DM adoption by the EPC contractor (especially in terms of handover and final documentation) 4. Interface between 3DM and construction (i.e. Considering different perspectives: spools definition, quality  control, material flow, project progress development, site works accounting, mechanical completion,  production of method statements)  5. 3DM and modularization 6. Feasibility: 3DModel use for planning and tracking the construction contractor workfronts , based on what  already installed, on the erection sequence  and on deliverables (materials and drawings) 7. 3DM as constructability tool  8. Endorsement of lifting studies in 3DM  9. 4D model: 3DModel use in relation with erection planning and sequences, including physical progress display 10. Mechanical completion: 3D model as support  for mechanical completion system input (component tagging  /system attribution) and for visual representation of mechanical completion status (certification) of the plant. 10 SELECTED THEMES FOR DISCUSSION ON FUTURE DEVELOPMENT Return to Contents Page
  109. 109. Hotel Construction – High Hopes for the Future Presented by: John Dyson Vice President and Head of Global Capital Projects GlaxoSmithKline SYNOPSIS GlaxoSmithKline is a healthcare company dedicated to improving human life by enabling people to do more, feel better, live longer. To support it's ambition it invests globally in the creation upkeep and expansion of its manufacturing facilities. As in all business sectors much of global market growth is derived from emerging markets, however Europe has some key attractions for investment. Firstly there are centres of scientific knowledge which are the breeding grounds for the discovery of new medicines and with policies like the UK Patent Box provide an incentive for investment. Secondly there is excellent engineering knowledge for the design and construction of these often technically complex facilities. This knowledge can be and is exported. But, construction and its general performance is often seen in businesses as a necessary evil rather than a reliable partner in business growth. Good investments have low risk and quick returns. We have started to see pockets of change. People, teams and companies that are doing things differently; clever, lean, business focused. Are these the signs of a renaissance in construction? I dare to hope they might be. If we could be at the vanguard of this blossoming of a proud industry I believe it would have a transformational impact on the investment strategies of business and governments and our economic future. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  110. 110. Hotel JOHN DYSON VICE PRESIDENT AND HEAD OF GLOBAL CAPITAL PROJECTS GLAXOSMITHKLINE After leaving Newcastle University in 1988 with a degree in Biochemistry and Nutrition, I joined Eden Vale (part of Grand Metropolitan) in 1989 as part of their graduate programme. Working firstly in quality then in production, I left, what was then Northern Foods, to join SmithKline Beecham in 1992 as a production line manager at the Horlicks Factory in Slough. In 1995 I joined the central consumer healthcare projects group which merged to become the capital and projects group for the whole of the manufacturing division. In the 2000 merger of SmithKline Beecham and Glaxo Wellcome I became a project manager in Engineering Technology and Capital Management. Since then I have managed a diverse group of projects in many countries from the development of a high speed filling and packaging equipment, the building of a high containment cytotoxic plant and programme managing the company’s response to major regulatory issues. I have also worked in project controls and capital management as well as leading the project and engineering activity in GSK’s 3rd Part network. I am now the Head of Global Project Management which covers all large capital projects for both the manufacturing and R&D divisions of GSK. The project management group is a team of 50 and manages a portfolio of more than £2 billion on a global basis. Co-launched an MSc in Industrial Project Management with the University of Birmingham and was made a visiting Professor in 2012. I joined the board of the ECI in 2013. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  111. 111. 18/06/2013 1 John Dyson – Head of Global Capital Projects ‐ GlaxoSmithKline • Who am I? • How I got here? • GSK – and ambition • What this means for European construction • But – How well are we served? • Verge of a renaissance ? Return to Contents Page
  112. 112. 18/06/2013 2 Born and bred in West  Yorkshire Graduated from University of  Newcastle upon Tyne Biochemistry & Nutrition Graduate Scheme – Eden Vale Moved to SmithKline Beecham  in 1992 as Line Production  Manager – Horlicks First Project 1994 Father worked in  Construction – Modern Art Glass and  Briggs Amasco Spent holidays  labouring on  construction sites. Return to Contents Page
  113. 113. 18/06/2013 3 • We are dedicated to improving the quality of  human life by enabling people to do more,  feel better and live longer. Treatments for  infections, depression,  skin conditions,  asthma, heart and  circulatory disease  and cancer.  More than 30  vaccines to prevent  potentially life‐ threatening such as  hepatitis A, hepatitis  B, diphtheria, tetanus Dental health  products, over‐the‐ counter medicines  and nutritional  drinks to millions of  people GlaxoSmithKline, Britain's biggest drugmaker, has confirmed plans to invest more than £500m in manufacturing in Britain, creating up to 1,000 new jobs as a result of tax incentives introduced in the Budget. GlaxoSmithKline, Britain's biggest drugmaker, has confirmed plans to invest more than £500m in manufacturing in Britain, creating up to 1,000 new jobs as a result of tax incentives introduced in the Budget. Total sales in emerging markets now account for 26% of our business and grew 10% during 2012. Total sales in emerging markets now account for 26% of our business and grew 10% during 2012. Return to Contents Page
  114. 114. 18/06/2013 4 • Andrew Witty, CEO of GlaxoSmithKline said, “The patent box is exactly the sort of active, long‐ term and creative support that we need from the  Government to ensure that the UK remains an  attractive place for highly skilled sectors such as  pharmaceuticals. For GSK, assuming the new  regime will apply to patents currently under  development it will have the immediate impact of  making the UK a priority area for future  investments, particularly in manufacturing.” Return to Contents Page
  115. 115. 18/06/2013 5 Delivering the factories of the future TODAY! Construction/Design Benchmark – UK Metrics UK Industry Performance Report , Constructing Excellence (2012),  http://mimesolutions.com/PDFs/WEB%20Trish%20Melton%20Lean%20Manufacturing%20July%202005.pdf Return to Contents Page
  116. 116. 18/06/2013 6 Construction/Design Benchmark – US Productivity Metrics An Introduction to Lean Construction, R. Blakey (no date) http://www.touchbriefings.com/pdf/3202/blakey.pdf 14‐28 day delivery 1980 1 day delivery 2013 Analogue Brick 1980 4G smart phone 2013 Return to Contents Page
  117. 117. 18/06/2013 7 Technology Modular design Off site  construction More collaborative  approaches Construction Capability Construction Logistics Pharma design expertise Return to Contents Page
  118. 118. Hotel The Role of Leadership in Achieving High Performing Global Multicultural Teams Presented by: ROBERT MOORE PROJECT MANAGER FLUOR LIMITED SYNOPSIS Over the last decade the contracting industry has seen a shift in the complexity of projects, Projects have become both more complex and higher risk for contractors. This has been driven by client requirements to both shorten schedules and reduce costs, while at the same time the scale of projects has been increasing. The reaction of the contracting industry has been to develop increasingly sophisticated tools and execution approaches to minimize the risk. Global execution is now an accepted approach. Projects may be designed on three different continents simultaneously, while being constructed on a fourth. The need for strong, clear leadership on projects has never been greater. Ultimately leadership provides the differentiator on these projects. The role of the leader whilst fundamentally being unchanged now encompasses added responsibilities with an even greater emphasis on communication, teambuilding and diversity. The ability of the leader to recognize the cultural differences, recognize how this must modify the leadership style and then build on these differences to build a high performing team is a differentiator. Cultural awareness is now a key attribute for our leaders. Our challenge as leaders in the contracting industry is to ensure the pipeline of our future leaders. We must recognize the leaders of the future will face different challenges. We must ensure our future leaders receive the training to equip them for these challenges. We must look in new places for our future leaders. These leaders will not all be found in our home offices, they will be found globally. This is very positive since it will increase our leadership supply, just when the industry requires it. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  119. 119. Hotel ROBERT MOORE PROJECT MANAGER FLUOR LIMITED Robert Moore is a Project Manager with Fluor Limited, the UK operating arm of Fluor Corporation, one of the world’s largest engineering, procurement, construction, maintenance and project management companies established more than 100 years ago. Robert is currently leading the project team responsible for the engineering design, procurement and construction of two major units for the Sadara Project, a $20 billion chemical complex being built in the Kingdom of Saudi Arabia. A born problem-solver, Robert began his career within the Contracting Industry 28 years ago. During this time, he has experienced many technical, construction and managerial aspects of the business, from the conceptual stage through to commercial closure negotiations, affording him an in-depth knowledge of the industry both from a technical and business perspective. Robert has travelled extensively during his career and has had the opportunity to live in the United States, Qatar, Abu Dhabi, India and Equatorial Guinea. This has provided Robert with a valuable insight to the multi-cultural aspects and challenges of the contracting industry. Robert graduated from the University of Reading with a degree in Building Construction and Management. On entering the Contracting industry Robert began his career in the field of project controls, working in a variety of roles in both office and construction locations. He subsequently moved into construction and then project management. Robert takes a keen interest in the mentoring, guidance and development of new graduates in the industry, recognizing this as critical to the future. In his spare time Robert likes to spend time walking or cycling through the New Forest where he now lives. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  120. 120. Hotel Managing the unknown What do we need to know about what we don’t know? Presented by: Alistair Gibb ECI Strategic Lead European Construction Institute (ECI) ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  121. 121. Hotel ALISTAIR GIBB ECI ROYAL ACADEMY OF ENGINEERING PROFESSOR OF COMPLEX PROJECT MANAGEMENT Alistair is the ECI Royal Academy of Engineering Professor of complex project management and is responsible for knowledge creation and best practice assimilation within and on behalf of ECI across the European organisation. Alistair is a Chartered Engineer and Chartered Builder. He joined Loughborough University in 1993 following a career in civil engineering and construction management, especially in complex projects. He has been closely involved with ECI since the mid-1990s, mainly as Project Director of the Safety, Health & Environment task force. Internationally he is coordinator of the Conseil Internationale de Batiment (cib) working commission on construction health & safety. He has led many health and safety research projects funded both by UK and US Governments and industry. He also has an impressive research track record in technical innovation – particularly in offsite construction. He is a founding member of the influential UK industry body Buildoffsite and has led several overseas trade missions. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  122. 122. 01/07/2013 1 Managing the unknown What do we need to know about what we don’t know? Alistair Gibb ECI Raising the bar: Delivering excellent projects When good just isn’t good enough  Producing the Goods  Continuing to Improve  Leading the Way  Planning to Excel Crossrail provides an opportunity to “raise  the bar across the construction industry…  we should be 'pulling' opportunities, and  innovation, up through the supply chain” Andrew Wholstenhome CEO Crossrail Return to Contents Page
  123. 123. 01/07/2013 2 We’ve not been an innovator.   A lot of what we’ve done has been  down to the execution of tried‐and‐ tested techniques Jason Millett CEO London 2012 Delivery Partner CLM “We must not forget  that an idea which has  not been tried may be  a stupid one” Michel Virlogeux  ECI President Bridge Designer Return to Contents Page
  124. 124. 01/07/2013 3 Nano‐technologies • Nanoparticles have at least one dimension in the  range of 1–100 nm.  • Diameter of human hair is ~80,000 nm.  • At nanoscale, fundamental mechanical, electrical,  optical, and other properties can significantly differ  from their bulk material counterparts. Morose, Gregory (2010)  The 5 principles of “Design  for Safer Nanotechnology” Journal of Cleaner production,  Elsevier, Vol 18, pp 285‐289 Nano: potential health hazards • Exposure potential of a nanoparticle is                                               a function of its bioavailability to                                                        humans through inhalation, ingestion,                                              and dermal pathways as well as its ability to accumulate,  persist, and translocate within the environment and the  human body.  • Products that contain hazardous nanoparticles may create  potential health and safety risks throughout the product life  cycle, including material processing, transportation,  manufacture, use, and disposal of products containing  nanoparticles. • Problematic nano particles are carbon nanotubes and  quantum dots Morose, Gregory (2010)  The 5 principles of  “Design for Safer Nanotechnology” Journal of Cleaner production,  Elsevier, Vol 18, pp 285‐289 Return to Contents Page
  125. 125. 01/07/2013 4 Characterization of edible coatings based                                  on solid lipid nanoparticles by scanning                                     electronic microscopy and their                                                    influence on the shelf life of storage                                 refrigerated guava. M.L. Zambrano‐Zaragoza, E. Mercado‐Silva,  A. González‐Velázquez, A. Álvarez‐ Cárdenas1 and D. Quintanar‐Guerrero Universidad Nacional Autónoma de México,  Departamento de Ingeniería y Tecnología www.actamicroscopica.org/.../Zambrano_Zaragoza_Ml.pdf Nano‐technologies Morose, Gregory (2010) The 5 principles of “Design for Safer Nanotechnology” Journal of Cleaner production, Elsevier, Vol 18, pp 285-289 Return to Contents Page
  126. 126. 01/07/2013 5 Nano Particles: Construction Applications • Nano‐cement CNT • Self healing concreteCNT • High strength  compositesCNT • Steel cables with copper  nano‐particlesCNT • High‐strength boltsCNT • High‐strength welded  jointsCNT/TiO2 • Fire protectionCNT Sources NBS; Wikipedia • Glass: self‐cleaningTiO2 • Glass: fire protective • ‘Paint’ coatingsClay  • e.g. Wi‐Fi blockers • Flexible solar panelsCNT • Water filters?? • Aerogel insulationPolymer • Electronics  • Ceramics Nano‐scale Titanium dioxide (TiO2) (self cleaning properties)  and carbon nanotubes  (extra strength properties)  Examples: Probable Nano‐type CNT Graphene Clay TiO2 Silver Polymer ZnO Al2O3 SiO2 Material/Component Nano‐cement  X X X X Self‐healing concrete X High strength composites X X X X Steel cables with copper nano‐particles X High‐strength bolts X High‐strength welded joints X Fire protection X X X X Self‐cleaning  X X ‘Paint’ coatings – e.g. Wi‐Fi blockers X X X X X Flexible solar panels X X Water filters X X Aerogel insulation X Electronics  X X Ceramics X X X X X X X Ultra Ever Dry (water repellent) Return to Contents Page
  127. 127. 01/07/2013 6 Relative hazards in nano‐materials • Carbon nanotubes Problem at any dose • Quantum Dots • Nano‐clay • Nano‐silver • Nano‐graphite • Nano‐titanium (TiO2) Apparently no problem at  low dose • Nano‐polymers No particular problem Nano Particles: Main potential risks • Inhalation if                                                                                    particles become                                                                           airborne • Disposal of used                                                                             or waste products – Burning,                                                                          biodegradation,                                                                         landfill leaching,                                                                        exposure to water supplies • “The known risks seem to recommend a prudent  approach to limiting exposures as nano‐enhanced  building materials and other products enter the  market” [NBS] Return to Contents Page
  128. 128. 01/07/2013 7 Hazards News • Global:  Nano firms are putting workers at big risk  [9 11] • USA:  Lack of nano regulation ‘a danger’  [7 11] • Britain:  Warning on carbon nanotubes dangers  [2 11] • Australia:  Unions want nano labels  [10 09] • Global:  Deaths raise concerns over nano safety  [8 09] • Global:  Nanotubes can attack the immune system  [6 09] • Global:  You may never know its nano  [6 09] • Australia:  Unions demand nanotech law  [4 09] • Europe:  ‘No data, no market’ for nano  [4 09] • Australia:  Protect workers from nano risks  [4 09] • USA:  More damning evidence on nanotubes  [3 09] Return to Contents Page

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