George Mokhtar discusses how the role of the project manager is affected by BIM, offers tips and tricks, and provides a client perspective regarding the implementation of BIM.
Rahul Shah, Head of BIM, Lend Lease Europe provides an introduction to BIM and an overview of Level 2 BIM and UK BIM standards.
Rahul has been using and implementing computer aided design (CAD) and BIM technologies in the architecture, engineering and construction industry for more than fourteen years in various roles. He has ‘BIM managed’ a variety of projects from small to large-scale and led efforts to migrate practices from 2D CAD to 3D BIM-based project delivery. Besides that he has done all the work you would expect of a Revit addict! In other words he has properly experienced BIM implementation and management first hand.
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
The document discusses key concepts in openBIM including Industry Foundation Classes (IFC), Model View Definitions (MVD), Information Delivery Manual (IDM), and BIM Collaboration Format (BCF). IFC defines an open data standard for BIM, MVD defines subsets of IFC for specific uses, IDM defines information delivery requirements, and BCF enables collaboration on BIM models through issue tracking. buildingSMART is an organization that promotes openBIM through standards like these.
Presentation by Andy Wall and Garry Nodwell at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Integrating decision support systems (dss)and bimOmar Selim
The document discusses how building information modeling (BIM) can be used to improve project controls strategies in construction projects. It explains that BIM allows for a single coordinated source of structured information to support all parties involved in a project from design through construction and facility operation. This reduces information loss and improves productivity. BIM models can also be used to simulate the entire building lifecycle from construction through operation. When integrated with decision support systems, BIM can help optimize the selection of sustainable building components and measures through multi-criteria decision making.
The document discusses Level 2 BIM and the role of the Information Manager. It explains that the Information Manager is responsible for establishing and managing processes, protocols and procedures for information management as defined in the Employer's Information Requirements. The Information Manager role can be performed by the design lead, project lead, consultant, contractor or a dedicated Information Manager. The document also outlines BIM Technologies' approach to information management on BIM projects through their proprietary BIGBIM process.
Rahul Shah, Head of BIM, Lend Lease Europe provides an introduction to BIM and an overview of Level 2 BIM and UK BIM standards.
Rahul has been using and implementing computer aided design (CAD) and BIM technologies in the architecture, engineering and construction industry for more than fourteen years in various roles. He has ‘BIM managed’ a variety of projects from small to large-scale and led efforts to migrate practices from 2D CAD to 3D BIM-based project delivery. Besides that he has done all the work you would expect of a Revit addict! In other words he has properly experienced BIM implementation and management first hand.
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
The document discusses key concepts in openBIM including Industry Foundation Classes (IFC), Model View Definitions (MVD), Information Delivery Manual (IDM), and BIM Collaboration Format (BCF). IFC defines an open data standard for BIM, MVD defines subsets of IFC for specific uses, IDM defines information delivery requirements, and BCF enables collaboration on BIM models through issue tracking. buildingSMART is an organization that promotes openBIM through standards like these.
Presentation by Andy Wall and Garry Nodwell at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
Integrating decision support systems (dss)and bimOmar Selim
The document discusses how building information modeling (BIM) can be used to improve project controls strategies in construction projects. It explains that BIM allows for a single coordinated source of structured information to support all parties involved in a project from design through construction and facility operation. This reduces information loss and improves productivity. BIM models can also be used to simulate the entire building lifecycle from construction through operation. When integrated with decision support systems, BIM can help optimize the selection of sustainable building components and measures through multi-criteria decision making.
The document discusses Level 2 BIM and the role of the Information Manager. It explains that the Information Manager is responsible for establishing and managing processes, protocols and procedures for information management as defined in the Employer's Information Requirements. The Information Manager role can be performed by the design lead, project lead, consultant, contractor or a dedicated Information Manager. The document also outlines BIM Technologies' approach to information management on BIM projects through their proprietary BIGBIM process.
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
CD March 2015 - Bentley presentation about current BIM thinkingComit Projects Ltd
Presentation delivered by Iain Miskimmin (COMIT chairman for Technology) about the current industry thinking with regards to BIM. Presented at the COMIT Community Day on 12th March 2015 in London.
The document discusses common data environments (CDEs) and electronic document management systems (eDMS). It defines a CDE according to ISO 19650-1 as an agreed source of information for projects that collects, manages, and disseminates information containers through a managed process. eDMS are software systems that centrally store and organize digital documents. The document examines the advantages of eDMS and CDEs, how they improve collaboration and workflow management. It also discusses responsibilities for establishing a CDE and different CDE platforms on the market.
BIFM North Region Key Learning Event - BIM & Soft LandingsWhitbags
The document discusses a presentation titled "BIM & Soft Landings: Where are we and where do we need to be?". It was presented by Mark Whittaker from BIFM North. The presentation provided an overview of building information modeling (BIM) and the soft landings framework. It highlighted that getting the design right early in the process can reduce costs compared to fixing issues later. It also emphasized engaging facilities managers and end users throughout the design and construction phases. The presentation suggested more work is still needed to fully implement BIM and soft landings in the industry.
Build Source utilizes experience and technology to remain current in the world of Building Information Modeling, applying its expertise across the entire spectrum of Architecture, Engineering and Construction. While BIM remains the core competency, the company does not limit itself to the basic tasks of Modeling and instead works in close collaboration with Consultants and Contractors, ensuring coordinated services that add tangible value to End Users.
Integrated Project Delivery and Building Information Modelingrobnjoro
Building information modeling (BIM) is an integrated process that allows professionals to explore a project digitally before construction by using coordinated, consistent information. BIM can be used to design innovative projects, visualize and simulate real-world performance, accurately document projects, and deliver projects faster and more economically. BIM is important for civil engineers as it allows for multidiscipline coordination, direct communication to reduce errors, simulation and analysis to optimize designs, and visualization to explore and validate designs and communicate with stakeholders. BIM workflows can improve processes by reducing errors, enabling better collaboration, developing better designs, and addressing economic challenges through potential schedule reductions.
presentation by Paul Wilkinson to CIMCIG BIM conference, Building Centre, London WC1 on Wednesday 25 April 2012.
Presentation explains what BIM is (and isn't), and outlines why it has become important in 2012, as the UK construction industry looks to meet a UK Government BIM deadline by 2016.
BIG BIM little bim for Estimators - 50 SlidesMike Bordenaro
This document provides an overview of Building Information Modeling (BIM) for estimators. It discusses how BIM, including both "BIG BIM" representing industry-wide transformation, and "little bim" representing specific software tools, can help estimators manage construction costs. The document outlines four phases - Initiate, Design, Construct, and Manage - that estimators can use BIM throughout to save clients money by linking cost constraints to decision making early in the process. It encourages estimators to learn BIM basics in order to position their firm as experts and gain more respect and value in their work.
Shengyang hotel project for fuzor user conference 2019Stephen Au
. This case study is focusing on the hotel interior design to illustrate how BIM is facilitating the collaboration between the design expertise from all around the world for hotel design, cusstomer experience & operation validation before construction.
This presentation is a summary about BIM technology (knowledge & implementation) to explain the difference between BIM & Revit (BIM is a processes knowledge, and Revit is a one of the softwares used in these processes).
The document outlines the key elements of a BIM execution plan (BEP), including defining project goals and objectives, standards, stakeholders, software, meetings, deliverables, and more. It emphasizes collaboration in developing the BEP to facilitate adoption and help the project stay on track. The BEP strategy is to create a concise plan that improves accuracy, avoids rework, defines roles, and meets client expectations. Team member roles and responsibilities are also identified.
Greater China’s Most Innovative Building Consulting and Engineering Services ...Stephen Au
MTECH Engineering Co.,Ltd. announced that the company is awarded the “Greater China’s Most Innovative Building Consulting and Engineering Services 2017″ presented by the international business magazines publisher Mediazone Group. Each year the Mediazone Group picks up the winners from an initial list of 11,000 international and local brands with a presence in Hong Kong.
There are many definitions of BIM out there and all are accurate in most senses. BIM is an intelligent model-based process to create building model data that is essentially coordinated and computable and thus AEC professionals can more efficiently design, build and operate buildings and infrastructures. A true BIM model consists of the virtual equivalents of the actual building parts and pieces used to build a building which means a building can be “built” even before its physical realization through a virtual model.
The document discusses the steps for implementing BIM technology in a company. It outlines 5 gradual steps for individuals to learn Revit, including understanding BIM, opening and studying projects, drawing basic objects, creating new projects independently, and learning worksheets and schedules. It also discusses forming a BIM implementation plan at the company level, with sections on project information, roles and responsibilities, processes and protocols. Finally, it outlines the roles of a BIM Manager, Coordinator, and other team members to successfully implement BIM on projects.
This document provides an agenda and summaries for a BIFM corporate members event on BIM and soft landings. The agenda includes case studies on using a soft landings approach and BIM from Arcadis and BIFM. It also covers introducing BIFM's operational readiness working group, getting "BIM ready" with Bouygues ES FM, and an overview of the government soft landings stewardship group. Presenters include Steven Jenkins of Arcadis, Laura Zitver of BIFM, Tony Bignold of Bouygues ES FM, and Andrew Digby and Roy Evans.
BIM: What kind of information is modeled in Parametric Building Information M...bimservicesindia1
The document discusses Building Information Modeling (BIM) services which have become essential for architecture, engineering, and construction projects. BIM is a process and technology that provides accurate 3D parametric models containing design, construction, and scheduling information to help professionals effectively plan and execute building projects. BIM modeling services involve separately modeling the architecture, structure, and mechanical, electrical, and plumbing components to create information-rich 3D models that represent all physical and functional aspects of a facility.
This document discusses the benefits of building information modeling (BIM) in construction project management. It explains that BIM allows for improved collaboration, coordination, planning, and decision-making across the project lifecycle from design through construction and operations. Integrating BIM with project scheduling through 4D modeling provides visualizations that improve constructability analysis, site planning, progress tracking, and issues resolution. Studies found that BIM can deliver up to 30% savings in project time and over 50% cost benefits over the lifetime of a building. Proper implementation of BIM requires the right people and processes to ensure everyone shares information effectively for better project outcomes.
BIM Implementation in a Lean Operating Systemsouthworthcole
Presentation given at the June 2010 National BIMForum in Kansas City, MO (Co-presented with Jan Reinhardt, Adept Project Delivery). This presentation describes the implementation and use of BIM/VDC tools and processes within a Lean Operating System, primarily from the perspective of the Construction Manager. This approach to implementation results in the sustainable use of BIM/VDC tools and processes, supported by all project participants.
Predictive analytics are increasingly a must-have competitive tool. A well-defined workflow and effective decision modeling approach ensures that the right predictive analytic models get built and deployed.
This document provides an overview of GEM Procurement Services, LLC. It outlines the company's mission to help clients strengthen their competitive position through strategic and tactical procurement expertise. The company founder, Gene Mikulewicz, has over 30 years of procurement experience with large companies. GEM offers a wide range of procurement services including strategic sourcing, contract negotiation, cost reduction strategies, and best practices training. The company utilizes flexible engagement models and promises accountability, fast response times, and a focus on improving clients' bottom lines.
Presentation at Building Information Modelling - redefining the role of the project manager. Conference from the APM Knowledge SIG, 27th March 2014, University of Salford
CD March 2015 - Bentley presentation about current BIM thinkingComit Projects Ltd
Presentation delivered by Iain Miskimmin (COMIT chairman for Technology) about the current industry thinking with regards to BIM. Presented at the COMIT Community Day on 12th March 2015 in London.
The document discusses common data environments (CDEs) and electronic document management systems (eDMS). It defines a CDE according to ISO 19650-1 as an agreed source of information for projects that collects, manages, and disseminates information containers through a managed process. eDMS are software systems that centrally store and organize digital documents. The document examines the advantages of eDMS and CDEs, how they improve collaboration and workflow management. It also discusses responsibilities for establishing a CDE and different CDE platforms on the market.
BIFM North Region Key Learning Event - BIM & Soft LandingsWhitbags
The document discusses a presentation titled "BIM & Soft Landings: Where are we and where do we need to be?". It was presented by Mark Whittaker from BIFM North. The presentation provided an overview of building information modeling (BIM) and the soft landings framework. It highlighted that getting the design right early in the process can reduce costs compared to fixing issues later. It also emphasized engaging facilities managers and end users throughout the design and construction phases. The presentation suggested more work is still needed to fully implement BIM and soft landings in the industry.
Build Source utilizes experience and technology to remain current in the world of Building Information Modeling, applying its expertise across the entire spectrum of Architecture, Engineering and Construction. While BIM remains the core competency, the company does not limit itself to the basic tasks of Modeling and instead works in close collaboration with Consultants and Contractors, ensuring coordinated services that add tangible value to End Users.
Integrated Project Delivery and Building Information Modelingrobnjoro
Building information modeling (BIM) is an integrated process that allows professionals to explore a project digitally before construction by using coordinated, consistent information. BIM can be used to design innovative projects, visualize and simulate real-world performance, accurately document projects, and deliver projects faster and more economically. BIM is important for civil engineers as it allows for multidiscipline coordination, direct communication to reduce errors, simulation and analysis to optimize designs, and visualization to explore and validate designs and communicate with stakeholders. BIM workflows can improve processes by reducing errors, enabling better collaboration, developing better designs, and addressing economic challenges through potential schedule reductions.
presentation by Paul Wilkinson to CIMCIG BIM conference, Building Centre, London WC1 on Wednesday 25 April 2012.
Presentation explains what BIM is (and isn't), and outlines why it has become important in 2012, as the UK construction industry looks to meet a UK Government BIM deadline by 2016.
BIG BIM little bim for Estimators - 50 SlidesMike Bordenaro
This document provides an overview of Building Information Modeling (BIM) for estimators. It discusses how BIM, including both "BIG BIM" representing industry-wide transformation, and "little bim" representing specific software tools, can help estimators manage construction costs. The document outlines four phases - Initiate, Design, Construct, and Manage - that estimators can use BIM throughout to save clients money by linking cost constraints to decision making early in the process. It encourages estimators to learn BIM basics in order to position their firm as experts and gain more respect and value in their work.
Shengyang hotel project for fuzor user conference 2019Stephen Au
. This case study is focusing on the hotel interior design to illustrate how BIM is facilitating the collaboration between the design expertise from all around the world for hotel design, cusstomer experience & operation validation before construction.
This presentation is a summary about BIM technology (knowledge & implementation) to explain the difference between BIM & Revit (BIM is a processes knowledge, and Revit is a one of the softwares used in these processes).
The document outlines the key elements of a BIM execution plan (BEP), including defining project goals and objectives, standards, stakeholders, software, meetings, deliverables, and more. It emphasizes collaboration in developing the BEP to facilitate adoption and help the project stay on track. The BEP strategy is to create a concise plan that improves accuracy, avoids rework, defines roles, and meets client expectations. Team member roles and responsibilities are also identified.
Greater China’s Most Innovative Building Consulting and Engineering Services ...Stephen Au
MTECH Engineering Co.,Ltd. announced that the company is awarded the “Greater China’s Most Innovative Building Consulting and Engineering Services 2017″ presented by the international business magazines publisher Mediazone Group. Each year the Mediazone Group picks up the winners from an initial list of 11,000 international and local brands with a presence in Hong Kong.
There are many definitions of BIM out there and all are accurate in most senses. BIM is an intelligent model-based process to create building model data that is essentially coordinated and computable and thus AEC professionals can more efficiently design, build and operate buildings and infrastructures. A true BIM model consists of the virtual equivalents of the actual building parts and pieces used to build a building which means a building can be “built” even before its physical realization through a virtual model.
The document discusses the steps for implementing BIM technology in a company. It outlines 5 gradual steps for individuals to learn Revit, including understanding BIM, opening and studying projects, drawing basic objects, creating new projects independently, and learning worksheets and schedules. It also discusses forming a BIM implementation plan at the company level, with sections on project information, roles and responsibilities, processes and protocols. Finally, it outlines the roles of a BIM Manager, Coordinator, and other team members to successfully implement BIM on projects.
This document provides an agenda and summaries for a BIFM corporate members event on BIM and soft landings. The agenda includes case studies on using a soft landings approach and BIM from Arcadis and BIFM. It also covers introducing BIFM's operational readiness working group, getting "BIM ready" with Bouygues ES FM, and an overview of the government soft landings stewardship group. Presenters include Steven Jenkins of Arcadis, Laura Zitver of BIFM, Tony Bignold of Bouygues ES FM, and Andrew Digby and Roy Evans.
BIM: What kind of information is modeled in Parametric Building Information M...bimservicesindia1
The document discusses Building Information Modeling (BIM) services which have become essential for architecture, engineering, and construction projects. BIM is a process and technology that provides accurate 3D parametric models containing design, construction, and scheduling information to help professionals effectively plan and execute building projects. BIM modeling services involve separately modeling the architecture, structure, and mechanical, electrical, and plumbing components to create information-rich 3D models that represent all physical and functional aspects of a facility.
This document discusses the benefits of building information modeling (BIM) in construction project management. It explains that BIM allows for improved collaboration, coordination, planning, and decision-making across the project lifecycle from design through construction and operations. Integrating BIM with project scheduling through 4D modeling provides visualizations that improve constructability analysis, site planning, progress tracking, and issues resolution. Studies found that BIM can deliver up to 30% savings in project time and over 50% cost benefits over the lifetime of a building. Proper implementation of BIM requires the right people and processes to ensure everyone shares information effectively for better project outcomes.
BIM Implementation in a Lean Operating Systemsouthworthcole
Presentation given at the June 2010 National BIMForum in Kansas City, MO (Co-presented with Jan Reinhardt, Adept Project Delivery). This presentation describes the implementation and use of BIM/VDC tools and processes within a Lean Operating System, primarily from the perspective of the Construction Manager. This approach to implementation results in the sustainable use of BIM/VDC tools and processes, supported by all project participants.
Predictive analytics are increasingly a must-have competitive tool. A well-defined workflow and effective decision modeling approach ensures that the right predictive analytic models get built and deployed.
This document provides an overview of GEM Procurement Services, LLC. It outlines the company's mission to help clients strengthen their competitive position through strategic and tactical procurement expertise. The company founder, Gene Mikulewicz, has over 30 years of procurement experience with large companies. GEM offers a wide range of procurement services including strategic sourcing, contract negotiation, cost reduction strategies, and best practices training. The company utilizes flexible engagement models and promises accountability, fast response times, and a focus on improving clients' bottom lines.
This document outlines a plan to restructure a company's demand management processes. It discusses assessing the current state, defining a future vision with integrated planning processes and technology, and implementing changes in a phased approach. The goal is to improve forecasting accuracy, reduce costs and cycle times, and gain a competitive advantage through comprehensive demand management.
Honeywell has implemented several initiatives to improve customer master data governance across its business units, including establishing a governance council, standardizing processes, and developing a Customer Data on Demand (CD2) tool. The CD2 tool provides a single view of customer data, facilitates improved data quality, and enables greater collaboration and growth opportunities across Honeywell. Future focus areas include further incorporating lean principles, maturing data quality metrics, and driving increased business ownership of customer data.
EDW Webinar: Managing Change for Successful Data GovernanceDATAVERSITY
Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?
Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.
In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.
The document outlines best practices across 7 domains for global enterprise CRM success: vision and strategy, business metrics, adoption, sponsorship and governance, roadmap, processes, and technology and data. It provides an overview of sessions at a conference that will cover each of these domains, with presentations from various companies.
Design Management is becoming increasingly recognised as critical to the success of complex construction projects. However, the role of the Design Manager is poorly defined and Design Management is a discipline without robust terms of reference.
This presentation reviews the need for Design Management and the day to day challenges facing Design Managers. It concludes by setting out Adept Management’s Design Management Framework which provides clarity and structure to this emerging profession.
Chris Delaney has over 15 years of experience in business development, supply chain management, training, and telecommunications engineering. He worked at APM supporting partners and identifying process improvements. Prior to that, he was a telecommunications engineer for Orange/EE and Nokia Siemens, managing multi-million dollar projects. He is skilled in training delivery, process improvement, and stakeholder management. Currently, he is seeking a new opportunity in business development, project management, or training.
Chris Delaney has over 15 years of experience in business development, supply chain management, training, and telecommunications engineering. He worked at APM coordinating their supply chain processes and partner relationships, and also trained executives on career development skills. Prior to that, he was a telecommunications engineer for Orange/EE and Nokia Siemens, managing multi-million dollar projects such as for the 2012 London Olympics. He is seeking a new opportunity utilizing his skills in customer service, training, process improvement, and relationship management.
This document discusses implementing a non-invasive enterprise data governance program. It begins by outlining some common data challenges around data quality, variety, and volume. It then proposes formalizing existing informal governance by putting structure around current practices to improve data risk management, quality, and coordination. The solution involves taking a non-invasive approach and not spending a lot of money. Several frameworks and models are presented for implementing an effective yet lightweight data governance program, including an Enterprise Information Management framework and an Enterprise Data Strategy and Design framework.
Daugherty is a management and IT consulting firm that has been in business for 25 years. It has over 700 employees across 5 regional development centers in the US. Daugherty provides consulting services across various industries, with a focus on strategy, custom solutions, business intelligence, and mobile computing for Fortune 500 companies. It offers a local alternative to large national consultancies that aims to provide faster, more cost-effective solutions.
The document outlines a roadmap for defining project metrics and measures to track project success. It discusses establishing governance and scope, identifying key metrics, collecting baseline data, setting benchmarks and targets, reporting processes, implementation, and review. Metrics should be clearly defined, agreed upon, and tied to business goals to provide a common understanding of project status and performance.
Fundamentals of Organizational Change ManagementDave Angelow
The document discusses how organizational change management tools can help improve project outcomes and reduce failure rates. It outlines that projects often drive change that impacts people and organizations. If change is not actively managed, it can lead to uncertainty, stress and poor performance. The document recommends using tools like communicating the business case, leadership involvement, education and training, and recognition throughout the project lifecycle to minimize disruption from change and reduce risk.
This document discusses visionary change management and implementing an ERP system. It emphasizes the importance of leadership, capacity building through training, adopting best practices, and addressing organizational and cultural issues to ensure successful implementation. Benchmarking, communication, and focusing on people, processes, and organizational change management are keys to overcoming the top reasons ERP implementations fail related to leadership, cultural issues, and addressing people issues rather than solely focusing on technology.
Overcoming the Challenges of your Master Data Management JourneyJean-Michel Franco
This Presentaion runs you through all the key steps of an MDM initiative. It considers and showcase the key milestones and building blocks that you will have to roll-out to make your MDM
journey
-> Please contact Talend for a dedicated interactive sessions with a storyboard by customer domain
This document provides an overview of enterprise data management best practices based on the DAMA-DMBOK framework. It recommends an 8 step approach: 1) base the program on the DAMA-DMBOK, 2) develop an enterprise data strategy, 3) assess the current state, 4) develop the future state plan, 5) form an EDM team, 6) create an implementation roadmap, 7) develop communication plans, and 8) begin implementation. Successful EDM requires foundational components like data governance, metadata management and data quality, as well as an iterative approach building projects within the overall program.
This document discusses applying lean principles to data quality management (DQM) and risk/compliance reporting. It describes lean DQM as focusing on reducing waste by minimizing time spent building unwanted solutions through shorter iterations, prototyping, and a build-measure-learn cycle. A lean approach pairs data quality specialists and business users to prototype reports/dashboards and get early, actionable feedback. This validates requirements and priorities before full implementation. The document demonstrates this approach using tools like X88 Pandora and Tableau to prototype risk reporting by financial instrument, region, and industry sector to meet new regulatory requirements.
value and implications of master data management.pptxMuhammad Khalid
A consistent and uniform set of identifiers and attributes that describe the core entities of the enterprise, and are used across multiple business processes.
Best Practices For Identifying Offshore VendorsD2E CONSULTING
This document provides best practices for identifying offshore vendors. It discusses risks involved in offshoring like quality issues, data security risks, and operational inefficiencies. It recommends selecting the right vendor through a vetting process, establishing expectations, and implementing a governance framework. Training is needed for both clients and vendors in areas like cross-cultural communication. Key factors in choosing a vendor include reputation, competence, compatibility, and certifications. The document outlines a vendor selection process and provides tips like ensuring communications are consistent and visiting potential vendor sites. It introduces D2E Consulting, which provides offshore outsourcing frameworks and leadership.
Similar to Building information modelling _George Mokhtar (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
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4. Turner & Townsend | APM
4
4 conditions for success
Looking and thinking ahead
Detailed and tested planning
Unified and defined understanding
Honest and humble self assessment
8. Turner & Townsend | APM
8
What changes for us?
Different forms of appointment
Project team will include Information Manager, BIM Leader and Facilities
Manager
Workflows and processes when implementing a BIM Execution Plan
Employer Information Requirements defined at earlier stages
Information will be delivered in a different format, changing the data
extraction and control methodologies
More detailed design information control, which can be largely
automated
9. Turner & Townsend | APM
9
Pre contract BIM Execution plan (BEP)/ Post contract BEP
Process management of the BIM development and digital information
Common data environment (CDE)
Central source of information - shared & coordinated data
PQQ - BIM capability assessment
Set up the right team - assess the supply chains BIM capability
CIC BIM Protocols
Provides a contractual mechanism to operate in a collaborative BIM environment
Employers information requirements (EIR)
Defines the clients project and BIM objectives
Asset information requirements (AIR)
Defines the clients data and information requirements of the organization in relation to the asset(s)
Organisational information requirements (OIR)
Defines the clients information required to achieve the organization’s objectives
Project Way
(control)
Contract
Assessment
Information
Management
Process
Management
10. Turner & Townsend | APM
10
Technology (not really)
Barriers to success
Planning (changing with maturity)
Bad experiences
Cultural change
11. Turner & Townsend | APM
11
What changes for our client?
Greater opportunity to understand and influence the emerging design
Obliged to define information requirements and format in earlier project
stages
Obliged to manage information or appoint an external information
manager
May have to invest in training and technology to engage with the team
Consider how to interface with existing and developing asset data
Consultant fee profiles may change to accommodate additional work up
front
12. Turner & Townsend | APM
12
Lack of transparency
Client issues
No shared understanding of
processes
Lack of access to information
Low confidence in BIM and high
risk exposure
13. Turner & Townsend | APM
13
Discovery
Response
Implementing shared best practice
Technical development of
transparent processes
Independent verification and
assurance
Acting as an intelligent client
Creating a collaborative approach
through technology
14. Turner & Townsend | APM
14
…to shape the decisions before they are made for our clients
15. Turner & Townsend | APM
15
Objective assurance
Client led information needs
Execution planning
Procurement
Managed delivery
Operational transition
5x5
assurance
Completeness
Commonality
& design
management
Level of
development
Quality
&
coordination
Model Data
Commercial
metrics
16. Turner & Townsend | APM
16
…to make the decisions as an informed client, based on live data
17. Turner & Townsend | APM
17
Pitfalls?
Ownership of data
Traditional vs BIM scope of services
Misalignment of emerging terminology
Gaps in responsibility
Cultural habits and reluctance to change
Reverting to a traditional process and silo mentality
Gateway approval and technical compliance reporting
Ability to interface with data
18. Turner & Townsend | APM
18
Key decisions?
Extent of high level requirements
Your programme for adoption
Phased and prioritised approach for interfacing with clients
Pilot project
Accountability for implementation management
What is your policy