This document provides a strategic overview of Building Information Modelling (BIM). It discusses the UK government's BIM strategy and goals of adopting BIM to improve cost, value, and carbon performance for public projects. The strategy involves both pulling standardized asset information from contractors (pull) and pushing contractors to mobilize early and provide training (push). Early adopter projects are helping test the strategy. Open standards like COBie are key to ensuring the shared asset information is usable.
The document provides an overview of the UK government's Building Information Modelling (BIM) strategy. It discusses the goals of using open, sharable asset information to improve cost, value, and carbon performance for government projects. The strategy involves both "pulling" requirements from government clients and "pushing" standards and training through the supply chain. The target is to achieve level 2 BIM by 2016, where integrated project models and data are collaboratively used. Key aspects covered include the BIM program structure, delivery standards, Common Data Environment, and questions from early adopters.
Analytics is not just a technology it takes people. This presentation shows how you can impress executives through people power. Business intelligence is now social and social media is the way forward with people.
Jams are online discussions that elicit participation from thousands to spur innovation. They are guided by subject-matter experts and moderators to build on ideas. IBM has used jams for collaboration and innovation, discussing strategies and validating values across the company. Customers use jams to develop ideas and make a difference.
What does BIM mean to a maintenance technician? Beyond the hype, a practical experience
Mr. Simon Ng - Associate Director, WSP Hong Kong Limited
Mr. Bruno Lhopiteau – General Manager, Siveco China Limited
HKIBIM-CIC BIM Conference 2015
Date: 19-Nov-2015 (Thu)
Time: 9:00 a.m. – 5:00 p.m.
Venue: Theatre 2, Level 1, Hong Kong Convention and Exhibition Centre, Wan Chai, Hong Kong
Organizers:
The Hong Kong Institute of Building Information Modelling (HKIBIM)
http://www.hkibim.org
Co-organizer:
The Construction Industry Council
http://www.hkcic.org
The HKIBIM - CIC BIM Conference 2015 is the 6th Annual Conference organized by the Hong Kong Institute of Building Information Modelling (HKIBIM). It is the premier annual event for experienced AEC professionals to demonstrate the practical use of Building Information Modelling (BIM) processes using real cases. The speakers will illustrate lessons learned in practical projects so that others can improve their efficient use of BIM and advance practical knowledge.
This document summarizes the key points from a master's thesis about using Building Information Modeling (BIM) for project execution planning. The thesis investigated BIM uses in the design phase of construction projects through a literature review and interviews with industry experts. The research aimed to identify current BIM practices, trends, success factors, and specific BIM uses in design in order to develop guidelines for project teams. The thesis involved reviewing literature, conducting semi-structured interviews, analyzing the interview content, and defining BIM uses in design in detail.
This document discusses how Building Information Modeling (BIM) was used to collaboratively design, build, and operate a sustainable primary school at a modest capital cost. BIM allowed all project stakeholders to work from a shared model, facilitating coordination and benchmarking against targets for low energy usage, utility bills, and carbon emissions. A full life cycle cost analysis demonstrated the long-term savings from reduced operational costs compared to the small increase in initial capital investment for high-performance building systems. By taking a holistic approach from design through facilities management, the school delivers sustainability solutions cost-effectively.
This document discusses governance models for intranets and provides recommendations for establishing governance. It describes four common models: decentralized, centralized, collaborative/federated, and centralized hybrid. The collaborative/federated model shares responsibilities across departments but has executive oversight. Standards, policies, roles and committees are recommended to define responsibilities and ensure consistency. Establishing a governance model with executive support is presented as key to an intranet's success.
The document provides an overview of the UK government's Building Information Modelling (BIM) strategy. It discusses the goals of using open, sharable asset information to improve cost, value, and carbon performance for government projects. The strategy involves both "pulling" requirements from government clients and "pushing" standards and training through the supply chain. The target is to achieve level 2 BIM by 2016, where integrated project models and data are collaboratively used. Key aspects covered include the BIM program structure, delivery standards, Common Data Environment, and questions from early adopters.
Analytics is not just a technology it takes people. This presentation shows how you can impress executives through people power. Business intelligence is now social and social media is the way forward with people.
Jams are online discussions that elicit participation from thousands to spur innovation. They are guided by subject-matter experts and moderators to build on ideas. IBM has used jams for collaboration and innovation, discussing strategies and validating values across the company. Customers use jams to develop ideas and make a difference.
What does BIM mean to a maintenance technician? Beyond the hype, a practical experience
Mr. Simon Ng - Associate Director, WSP Hong Kong Limited
Mr. Bruno Lhopiteau – General Manager, Siveco China Limited
HKIBIM-CIC BIM Conference 2015
Date: 19-Nov-2015 (Thu)
Time: 9:00 a.m. – 5:00 p.m.
Venue: Theatre 2, Level 1, Hong Kong Convention and Exhibition Centre, Wan Chai, Hong Kong
Organizers:
The Hong Kong Institute of Building Information Modelling (HKIBIM)
http://www.hkibim.org
Co-organizer:
The Construction Industry Council
http://www.hkcic.org
The HKIBIM - CIC BIM Conference 2015 is the 6th Annual Conference organized by the Hong Kong Institute of Building Information Modelling (HKIBIM). It is the premier annual event for experienced AEC professionals to demonstrate the practical use of Building Information Modelling (BIM) processes using real cases. The speakers will illustrate lessons learned in practical projects so that others can improve their efficient use of BIM and advance practical knowledge.
This document summarizes the key points from a master's thesis about using Building Information Modeling (BIM) for project execution planning. The thesis investigated BIM uses in the design phase of construction projects through a literature review and interviews with industry experts. The research aimed to identify current BIM practices, trends, success factors, and specific BIM uses in design in order to develop guidelines for project teams. The thesis involved reviewing literature, conducting semi-structured interviews, analyzing the interview content, and defining BIM uses in design in detail.
This document discusses how Building Information Modeling (BIM) was used to collaboratively design, build, and operate a sustainable primary school at a modest capital cost. BIM allowed all project stakeholders to work from a shared model, facilitating coordination and benchmarking against targets for low energy usage, utility bills, and carbon emissions. A full life cycle cost analysis demonstrated the long-term savings from reduced operational costs compared to the small increase in initial capital investment for high-performance building systems. By taking a holistic approach from design through facilities management, the school delivers sustainability solutions cost-effectively.
This document discusses governance models for intranets and provides recommendations for establishing governance. It describes four common models: decentralized, centralized, collaborative/federated, and centralized hybrid. The collaborative/federated model shares responsibilities across departments but has executive oversight. Standards, policies, roles and committees are recommended to define responsibilities and ensure consistency. Establishing a governance model with executive support is presented as key to an intranet's success.
infra Benelux allows organisations to put Cobit in practice. The presentation shows you some highlights of the infra solution and which Cobit processes are supported by it.
Developing a social media strategy for recruitmentSerge Sergiou
This document provides an overview of Royal Bank of Scotland's 2012 social media strategy for employer branding and candidate generation. It outlines RBS's digital roadmap from 2010 to 2012 and the objectives of using LinkedIn, Facebook, Twitter, and YouTube to promote the company as an employer and drive traffic to job listings. It then describes how content is managed and distributed across channels, including automated job feeds. Finally, it provides an example campaign for mobile and digital banking roles that leveraged the website and various social media platforms.
This document outlines a transformation roadmap to modernize Hawaii's government through business and information technology improvements. It identifies key issues like high duplication of effort, disconnected IT systems, and aging legacy applications across state departments. The roadmap proposes addressing root causes like a lack of coordination and budget cuts through four foundational recommendations - establishing an enterprise focus, governance, reengineering business processes, and strengthening technical infrastructure. If implemented, the transformation is expected to benefit citizens through improved online services, employees with streamlined workflows, and the state through reduced costs and improved outcomes.
IT Services Bid Management Enabling FrameworkNavneet Bhushan
The Need: Bidding for IT/ITeS services is a highly context sensitive activity fraught with many uncertainties and impacted by multiple imponderables. Managing an IT/ITeS bid involves multiple stakeholders and skills. The aim of dedicated bid managers is typically to carry out high number of bids in a specific time period and increase the win/bid ratio. However, due to increasing number of bids and the amount of information needed from multiple experts or stakeholders to organize a response for a bid, it is a challenge for the bid manager to organize high quality response to the customer needs in the compressed time lines that invariably creeps in despite the best intentions. This impacts the overall quality of the bid response and in fact impacts the win-bid ratio to a considerable extent. There is a need to ease the task of bid managers to generate responses to a large number of bids where each bid has its specific peculiarities and each bid may require multiple mix and match of existing services that The IT Company provides.
Highlights of the 2005 Acquisition of Q Base Pty Limitedlxe-writer
The document outlines the history and operations of a company from 1995-2005, including the launch of various projects, adoption of management frameworks, and eventual private sale of the company. It also provides information on the company's cost structure, benchmarks, diversity metrics and the existential framework it developed. By 2005, the company had transformed into a project management office and launched several international and community-focused initiatives before being privately sold.
The document outlines the MV-PIOVI cycle, an offerings framework used by Millennia-Vision Consulting. The cycle consists of four phases - plan, implement, operate, and improve/verify. Each phase has several focus areas that Millennia-Vision Consulting can provide services for, such as business planning, enterprise architecture, quality assurance, and change management. The framework is intended to help clients achieve their business mission, vision, values, objectives and goals.
Developing a social media strategy for recruitmentfergusga
The document discusses Royal Bank of Scotland's 2012 social media strategy for employer branding and candidate generation. It outlines objectives to promote RBS as an employer brand across LinkedIn, Facebook, Twitter, and YouTube in order to increase job applications. It describes how content is managed across channels to influence job seekers and drive traffic to RBS careers pages. An example campaign highlights measuring traffic and applications from integrated digital promotions.
Steven Eglinton is a BIM and digital transformation consultant who gave a presentation on smart BIM and the launch of C2O UK. He discussed what BIM is, key concepts like BIM Level 2, BIM technology, whole-life asset management, and challenges around integrating data across systems, formats, organizations, and disciplines. Eglinton emphasized that digital tools can help unlock asset data for its whole lifecycle, but common standards, language, and views are needed to add value through knowledge, intelligence, and insight.
Hans De Visser The Business Operations ImperativeSOA Symposium
The document discusses how organizations can compete in a global economy through business process management and a Business Operations Platform (BOP). It notes that processes are key to success but current environments duplicate activities and processes are locked away. A BOP can (1) build processes from reusable business services, (2) share services/processes internally and externally, and (3) use dynamically built processes as needed. This allows businesses to flex operations when needed, drive value from existing IT, and reduce costs to be more responsive to customers.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
So You Established a Mobile Strategy….What’s Next?InnoTech
The document outlines PepsiCo's efforts to develop a mobile strategy. It discusses establishing a Mobility Center of Excellence (mCoE) to lead the initiative and define foundational elements like governance, architecture and roadmap. It also covers assessing the organization's capability and defining key business needs. The document emphasizes gaining cross-functional alignment, identifying quick wins, and establishing policies like for BYOD. The overall strategy is to enable ubiquitous access to data, drive growth and productivity, and capitalize on consumer technology trends through an agile approach.
Crunching “Big Data” to Drive 2012 Revenue Growth: The 5 Myths of Sales & Mar...MarketBridge
The amount of data created last year could fill 75 billion fully loaded 16GB iPads which, if stacked on top of one another, would reach 339 miles into the air. The exponential growth of customer data means deep Sales and Marketing analytics are more than just an opportunity for improvement.
Increasingly, basic Sales and Marketing performance reporting has become a competitive necessity for companies just to maintain market position.
This presentation discusses the myths and "barriers" to creating powerful Sales
and Marketing analytics that can help you:
- Target your best customers
- Optimize marketing spend
- Increase sales conversions
- Improve retention and up-sell rates
The document discusses key considerations for IT during mergers and acquisitions. It emphasizes the importance of early IT involvement in planning, thorough due diligence to identify risks and synergies, and detailed transition planning and integration strategies. Failure to adequately plan IT integration can lead to significant costs, issues and jeopardize the overall M&A goals.
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
The enterprise architecture group responded to business pressures by proposing a new technology-enabled business platform. However, initial plans focused too much on technology and lacked business alignment. This led to confusion and rising costs. The greatest IT problem was determined to be managing people's expectations. A new strategic approach was developed that focused on the business problem of enabling innovation. This included crafting a mission, vision, and goals and performing a gap analysis to better understand requirements.
(1) IBM is promoting the concept of social business, where social media and networking tools are integrated into core business processes.
(2) When implemented properly through aligning goals, gaining trust, engaging users, networking processes, managing reputation and risk, and analyzing data, social business can lead to benefits like increased sales, customer satisfaction, innovation, and knowledge sharing.
(3) IBM provides its own social networking platform called IBM Connections to help companies implement social business practices.
The document discusses the role of the Chief Information Officer (CIO) and argues that their role will change in the next 10 years. Currently, the CIO role is often poorly defined and misunderstood. However, CIOs play an important role in developing business and information strategies, managing information as a key asset, and driving innovation and change within organizations. In the future, the CIO may take on more of a leadership role bridging the gap between business and IT to facilitate better information management.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
infra Benelux allows organisations to put Cobit in practice. The presentation shows you some highlights of the infra solution and which Cobit processes are supported by it.
Developing a social media strategy for recruitmentSerge Sergiou
This document provides an overview of Royal Bank of Scotland's 2012 social media strategy for employer branding and candidate generation. It outlines RBS's digital roadmap from 2010 to 2012 and the objectives of using LinkedIn, Facebook, Twitter, and YouTube to promote the company as an employer and drive traffic to job listings. It then describes how content is managed and distributed across channels, including automated job feeds. Finally, it provides an example campaign for mobile and digital banking roles that leveraged the website and various social media platforms.
This document outlines a transformation roadmap to modernize Hawaii's government through business and information technology improvements. It identifies key issues like high duplication of effort, disconnected IT systems, and aging legacy applications across state departments. The roadmap proposes addressing root causes like a lack of coordination and budget cuts through four foundational recommendations - establishing an enterprise focus, governance, reengineering business processes, and strengthening technical infrastructure. If implemented, the transformation is expected to benefit citizens through improved online services, employees with streamlined workflows, and the state through reduced costs and improved outcomes.
IT Services Bid Management Enabling FrameworkNavneet Bhushan
The Need: Bidding for IT/ITeS services is a highly context sensitive activity fraught with many uncertainties and impacted by multiple imponderables. Managing an IT/ITeS bid involves multiple stakeholders and skills. The aim of dedicated bid managers is typically to carry out high number of bids in a specific time period and increase the win/bid ratio. However, due to increasing number of bids and the amount of information needed from multiple experts or stakeholders to organize a response for a bid, it is a challenge for the bid manager to organize high quality response to the customer needs in the compressed time lines that invariably creeps in despite the best intentions. This impacts the overall quality of the bid response and in fact impacts the win-bid ratio to a considerable extent. There is a need to ease the task of bid managers to generate responses to a large number of bids where each bid has its specific peculiarities and each bid may require multiple mix and match of existing services that The IT Company provides.
Highlights of the 2005 Acquisition of Q Base Pty Limitedlxe-writer
The document outlines the history and operations of a company from 1995-2005, including the launch of various projects, adoption of management frameworks, and eventual private sale of the company. It also provides information on the company's cost structure, benchmarks, diversity metrics and the existential framework it developed. By 2005, the company had transformed into a project management office and launched several international and community-focused initiatives before being privately sold.
The document outlines the MV-PIOVI cycle, an offerings framework used by Millennia-Vision Consulting. The cycle consists of four phases - plan, implement, operate, and improve/verify. Each phase has several focus areas that Millennia-Vision Consulting can provide services for, such as business planning, enterprise architecture, quality assurance, and change management. The framework is intended to help clients achieve their business mission, vision, values, objectives and goals.
Developing a social media strategy for recruitmentfergusga
The document discusses Royal Bank of Scotland's 2012 social media strategy for employer branding and candidate generation. It outlines objectives to promote RBS as an employer brand across LinkedIn, Facebook, Twitter, and YouTube in order to increase job applications. It describes how content is managed across channels to influence job seekers and drive traffic to RBS careers pages. An example campaign highlights measuring traffic and applications from integrated digital promotions.
Steven Eglinton is a BIM and digital transformation consultant who gave a presentation on smart BIM and the launch of C2O UK. He discussed what BIM is, key concepts like BIM Level 2, BIM technology, whole-life asset management, and challenges around integrating data across systems, formats, organizations, and disciplines. Eglinton emphasized that digital tools can help unlock asset data for its whole lifecycle, but common standards, language, and views are needed to add value through knowledge, intelligence, and insight.
Hans De Visser The Business Operations ImperativeSOA Symposium
The document discusses how organizations can compete in a global economy through business process management and a Business Operations Platform (BOP). It notes that processes are key to success but current environments duplicate activities and processes are locked away. A BOP can (1) build processes from reusable business services, (2) share services/processes internally and externally, and (3) use dynamically built processes as needed. This allows businesses to flex operations when needed, drive value from existing IT, and reduce costs to be more responsive to customers.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
So You Established a Mobile Strategy….What’s Next?InnoTech
The document outlines PepsiCo's efforts to develop a mobile strategy. It discusses establishing a Mobility Center of Excellence (mCoE) to lead the initiative and define foundational elements like governance, architecture and roadmap. It also covers assessing the organization's capability and defining key business needs. The document emphasizes gaining cross-functional alignment, identifying quick wins, and establishing policies like for BYOD. The overall strategy is to enable ubiquitous access to data, drive growth and productivity, and capitalize on consumer technology trends through an agile approach.
Crunching “Big Data” to Drive 2012 Revenue Growth: The 5 Myths of Sales & Mar...MarketBridge
The amount of data created last year could fill 75 billion fully loaded 16GB iPads which, if stacked on top of one another, would reach 339 miles into the air. The exponential growth of customer data means deep Sales and Marketing analytics are more than just an opportunity for improvement.
Increasingly, basic Sales and Marketing performance reporting has become a competitive necessity for companies just to maintain market position.
This presentation discusses the myths and "barriers" to creating powerful Sales
and Marketing analytics that can help you:
- Target your best customers
- Optimize marketing spend
- Increase sales conversions
- Improve retention and up-sell rates
The document discusses key considerations for IT during mergers and acquisitions. It emphasizes the importance of early IT involvement in planning, thorough due diligence to identify risks and synergies, and detailed transition planning and integration strategies. Failure to adequately plan IT integration can lead to significant costs, issues and jeopardize the overall M&A goals.
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
The enterprise architecture group responded to business pressures by proposing a new technology-enabled business platform. However, initial plans focused too much on technology and lacked business alignment. This led to confusion and rising costs. The greatest IT problem was determined to be managing people's expectations. A new strategic approach was developed that focused on the business problem of enabling innovation. This included crafting a mission, vision, and goals and performing a gap analysis to better understand requirements.
(1) IBM is promoting the concept of social business, where social media and networking tools are integrated into core business processes.
(2) When implemented properly through aligning goals, gaining trust, engaging users, networking processes, managing reputation and risk, and analyzing data, social business can lead to benefits like increased sales, customer satisfaction, innovation, and knowledge sharing.
(3) IBM provides its own social networking platform called IBM Connections to help companies implement social business practices.
The document discusses the role of the Chief Information Officer (CIO) and argues that their role will change in the next 10 years. Currently, the CIO role is often poorly defined and misunderstood. However, CIOs play an important role in developing business and information strategies, managing information as a key asset, and driving innovation and change within organizations. In the future, the CIO may take on more of a leadership role bridging the gap between business and IT to facilitate better information management.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
2. Introduction
• HMG BIM strategy
• Where are we? (Progress Update)
• Client Pull – Supply Push
• Early Adopters
• Questions
2 | WWW.BENTLEY.COM
3. What is BIM & why is the Government
seeking its adoption?
3 | WWW.BENTLEY.COM
4. Hypothesis
Government as a client can
derive significant
improvements in cost,
value and carbon
performance through the
use of open sharable asset
information”
4 | WWW.BENTLEY.COM
5. Hypothesis
1. Valuable
Government as a client can 2. Understandable
derive significant 3. General
4. Non Proprietary
improvements in cost, 5. Competitive
value and carbon 6. Open
performance through the 7. Verifiable
8. Compliant
use of open sharable asset 9. Funded
information” 10. Five Year Programme
5 | WWW.BENTLEY.COM
6. What is the Strategy?
• Pull (Government)
– Be good a buying data (as well
as assets and services)
– Do it consistently PROJECT
– Leave the “How” to the Supply
Chain PUSH PULL
• Push (Supply Chain) How can we make it
easier for the supply chain
How do we ensure we get the
information we need to
operate the Asset we have
to move forward ? bought?
– Early Warning to Mobilise But not force or distort the
market?
How do we gather the
information we need to
manage the asset?
– Training
• Contracts
• Training How do we make it fair so we
• Technology don’t force or distort the
• Legal's market?
– Methods & Documentation
• Make it clear what we want
• When we want it
• Collect it electronically
• Keep it simple to start
• Deliver Level 2 BIM by 2016
6 | WWW.BENTLEY.COM
8. Structure
GCB Steering Group
HMG BIM Mobilisation Structure
Paul Morrell 1 January 2012 v5
Dept Heads
Work stream Coordination Group
Andrew Wolstenholme
Work stream Chairs
BIM Work Stream
Steering Group
Mark Bew
Head of BIM
Pull Implementation Push
David Philp
Media Liaison
BIM Implementation Training
Group Delivery Operational &
BIM Project Software Vendors CIC - Institution’s
Supply Chain Supply Chain Education
Supply Chain Group Group
BIM PM
Andy Watson/HA
David Philp Bill Healey Rob Manning Paul
Rachel /P4S Bill Price D Rowland Adam Matthews
Fletcher
Keith Heard/IESE and
Software Team
NIEP
Documentation Team
David Holmes/DIO
Deliverables Team
Bill Davis /MoJ/NOMS
etc
Cliff Jones/DoH/P21
Rosie Seymour/CLG
Departmental Delivery Stakeholder
Groups Groups Groups
8 | WWW.BENTLEY.COM
9. Programme & Progress
Active Management
Building Management
Strategic Management
Budgets
Carbon
Enable IGT Delivery
Live Operations Green Economy Roadmap
Resilience
Carbon
Early Adopters Cost
Planning
O& M Handover etc
Consistency
Cultural Change
Packaging
PUSH - PULL
COBIE Web Web
Enriched Data “Data” Driven “Process” Driven
COBIE
Database
File Based
Repository
Mobilisation Phase 1 Phase 2 Phase 3 Phase 4
Five Years More Years
Red Team Projects
Blue Team Projects
Live Operations
9 | WWW.BENTLEY.COM
10. Work Streams
No Description Owner
101 Vision Definition DP
102 Value Proposition BH
103 Departmental Strategies MB
104 Plan of Works RM
105 Community Join the Dots DP
106 Data Drops and COBie Requirements NN
107 BS1192:2 & Guidance Document MR
108 BS1192:3 & Guidance Document
109 Legal, Contracts & Insurance SR
110 Contract Clauses SR
111 Departmental On Boarding DP
Cluster Key
112 Collaborative Delivery (inc Lean & BOS) NF
Delivery
113 Helping the Supply Chain esp SME/Localism DP
Management
114 Preparing for Level 3 MB
Commercial - Legal
115 Learning from others
Client Projects
116 Training & Academia AM
Futures
117 Medial & Awareness PF
118 Data Management: Server & Processes JB
119 Level of Detail (Interim Delivery) MR
10 | WWW.BENTLEY.COM
12. Generic & Specific Building and Civils Delivery Stages
The Project
Plan of Works
Management
Framework Stage 1 Stage 3 Stage 4 Stage 6
Stage 0 Stage 2 Stage 5 Stage 7
(PFM) Outcome Concept Detailed Project Benefits
Strategy Feasibility Delivery
Lifecycle Definition Design Design Close Realisation
Gate 0 Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6 Gate 7
C
TfL Pre-tender
(CGAP) A B Option D E
CIC
Commence Select Award Close
CIOB RICS RIBA ICE ACE CIBSE BSRIA HVCA BRE BIFM
Develop Develop Undertake Design
Establish Manage
Business Delivery Competitive Build
Service Asset
OGC Case Strategy Procurement Test
Gateways
Gate 1 Gate 2 Gate 3 Gate 4 Gate 5
GRIP 4 GRIP 6/7
Network Rail GRIP 1 GRIP 2/3 GRIP 5 GRIP 8
Single Const , Test
Output Pre Feasibility Detailed Project
GRIP Definition Option Select
Option
Design
Comm &
Closeout
Selection Handback
TfL Define Procure / Deliver /
Pipeling Startup Develop (Build)
CIMM Requirements Design Close
TfL
Startup Initiation Delivery Close
Spearmint
Tender Action
D ocume ntation
Development
Construction
Mobilisation
Completion
to Practi al
Design Br ief
Information
Producti n
Technical
Appraisal
Concept
RIBA
o
c
Design
Design
Tend er
Post Practical Completion
Work stage
A B C D E F G H J K L
P reper ati on Design Pre-Construction Con struction Operational Use
Gather
1 2 3 4
20
40
Maintain N N N N
% Benefit
Data and information to manage the asset base 60
Check against O&M Data
Check against Package Handover in a safe, clean and cost effective manner .
project brief
clients brief Scope check
Cost planning Actual Costs
Use Cost planning
Tender
Cost Checks Actual Data drops (N) will be provided as often as is
Risk Carbon necessary , reflecting notifiable changes to the
transparency Programme
Management Checks asset either through maintenance or re- 80
Environmental Actual Carbon
Checks Performance purposing
Does the brief Has anything Has anything Did I get what I Transparency and clear availability of
meet my changed? changed? asked for? information to proactively managed cost and
Key requirements in What is being Has the design Data to carbon performance of the asset.
Client terms of priced by the been over value effectively
Benefits function, cost main contractor? Easy presentation of HMG reporting systems for
engineered? manage my asset
and carbon? future planning and performance management
Key
X Data Drops Savings Achieved
Data
Management
Anticipated Savings
12 | WWW.BENTLEY.COM Industry
Delivery Stages
14. Supply Chain Management
PUSH SIDE – SUPPLY CHAIN PULL SIDE - CLIENT
E
1
S
LD 2
ME
A MC 3
C
Portfolio
Mgt
M
4
PPM
Tier N Tier 3 Tier 2 Tier 1
5
N
N
N
14 | WWW.BENTLEY.COM
15. Delivery Team BIM Execution Plan Briefing for Better Outcomes
Mobilisation Contracts Procurement
• Safe By Design • Project Brief
Clients
• Collaboration • Specification
BIM
• LEAN • FM Strategy
Execution
• Model Governance • Usage Strategy
Plan
• Measurements • Success Metrics
• Standards
• Levels of Detail
Delivery Team
Portfolio Management
As
Built
8 N
7 Model
5 6
3 4 Planned Preventative Maintenance
2
1
Departmental Data Set E-PIMS
S et
ntal Data
Data
rtme
De pa
Migration
COBie Data
COBie Data
CoST
1 2 3 4 5 N N N
Client Side
Portfolio
PPM
Mgt
15 | WWW.BENTLEY.COM