Lean Productivity

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
Raising the Bar: Delivering Excellent Projects
Thurs 13 & Fri 14 June 2013
Return to Contents Page

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

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
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

CONFERENCE PROGRAMME
co-hosted by:
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
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

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

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

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

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

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

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

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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

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• 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

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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

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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

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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

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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

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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

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Thank you

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Driving Industry Forward through
Cutting-Edge Innovation
Presented by:
Andrew Wolstenholme
CEO
Crossrail

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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.

Andrew Wolstenholme
13 June 2013
Crossrail:
Driving Industry forward through
cutting-edge innovation
What is Crossrail?

£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

Europe’s largest Infrastructure Project
13 14 15 16 17 18
Civils and
Tunnelling
Railway Systems
Stations
NR Surface works
2012

42 km of tunnels

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

Moving the Industry Forward
Moving the Industry Forward

‘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

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

Delivering efficiencies through the lifecycle
Digital – physical integration
Sustainable solutions
Innovation themes
Early Career Professionals

Cambridge University PhD Students
Fibre optic asset lifecycle assessment

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

Physical Virtual
We’re building two Crossrails
Asset information

Sustainability
Economic
Social
Environmental
Sustainability
Economic

Sustainability
Economic
Social
Sustainability
Economic
Environmental
Social

supplychaininnovation
• Governance
• Funding models
• Procurement
• Systems Engineering
• Sustainability
• Risk Management
2013

Hotel
Presented by:
Michel Virlogeux
ECI President
and
Royal Academy of Engineering Fellow

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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.

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Raising the Bar:
Delivering Excellent Projects
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

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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

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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

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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

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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.”

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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.

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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.

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ASCE Has Quantified the Cost of the “Failure to Act” in a Series of Studies
Global Forces Affect the Work of Design Firms

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Global Forces Affect the Work of Contractors
Meeting the World’s Needs Will Take More and More Energy

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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

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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

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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.

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.”

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

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

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.

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.

18/06/2013
1
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

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

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

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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

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

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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

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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

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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

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

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

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

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

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

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

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.

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.

18/06/2013
1
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

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

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

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

18/06/2013
5
279Organizations contributing to research
6Continents where the tools are used
40Countries where data collected

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.”

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

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

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

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

18/06/2013
11
7
Number of CII front end planning tools
CII Suite of Management Tools Available

18/06/2013
12
>40,000
Approximate number of front end planning
product purchases and downloads
3PDRI Tools

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

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

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

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

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

18/06/2013
18
What?
When?
Why?
How?
They’re Using CII FEP Tools….Are You?
DuPont

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

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.

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.

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.

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.

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”
Planning and Monitoring: Expectations and Potential
Implementation
Massimiliano Del Rio, Construction Methodologies and
Systems Group Leader, Tecnimont (Maire Tecnimont Group)

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
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

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

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
panel of interviewed
Number of questionnaires submitted: 100
Number of questionnaires received: 75
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
< 5 years
34.7%
22.7%
26.7%
16.0%
Experience on site > 20 years
< 5 years

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
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

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
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

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
AS IT IS VS. AS EXPECTED TO BE (3/9)

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
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

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
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

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)
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

• 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
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

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
THANK
YOU!
Planning and Monitoring: Expectations and Potential
Implementation

13 a
13 b

13 c
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

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.

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.

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 ?

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.

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.

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.”

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

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

18/06/2013
7
Technology
Modular design
Off site
construction
More collaborative
approaches
Construction Capability
Construction Logistics
Pharma design
expertise

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.

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.

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)

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.

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

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

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

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

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)

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]

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]

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