How to improve RFI management across your projects
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Graham shares how using a digital platform on complex P3 hospital projects helped achieve a 90% faster bid solicitation, an 80% reduction in defect distribution and a 50% reduction in RFI turnaround time. There will also be a short demo of Aconex: see how a project-wide platform provides improved process efficiency throughout the project.
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How to improve RFI management across your projects
- 1. How to improve RFI management across your projects With:
- 2. Agenda Introduction Industry Success Live Demo Q&A Janet Poses, Aconex Mikko Leppänen, Graham Jared Rastegar, Aconex All
- 3. • Project complexity • Contracting models • Risk profiles • Regulatory requirements • Value engineering • Learnings from past projects Trends for contractors
- 4. Alternative delivery increases contractors’ complexity • Alternative delivery on the rise • Driving complexity • Impacting technology needs
- 5. Schedule and budget overruns are pervasive Dodge Data & Analytics SmartMarket Brief Optimizing the Owner Organization: The Impact of Policies and Practices on Performance Dodge surveyed executives responsible for construction at over 170 commercial and institutional owners • 93% of owners reported exceeding the schedule established for their projects. • 85% of percent reported that projects exceeded budget.
- 6. Mikko Leppänen Design Manager / BIM Manager 17+ years industry experience “Effective management of project communications is crucial to project success”
- 7. Graham • Established in 1926, celebrating 90 years of business • 14 branch offices: Canada and the United States • 6th largest contractor in Canada • Revenues in excess of $2.0B Buildings Industrial Infrastructure Development & Investment
- 8. Company culture • Client partnerships built on honesty and accountability • Innovation, safety and continuous improvement • Early adopters of innovative information technology • Culture of caring and teamwork in communities • Safety is a core value and focuses on continuous improvement • At the leading edge of environmental and sustainable construction practices
- 9. Process management at Graham • Company-wide tools • Continuous improvement • Best results for clients • Standardize when possible • Configure when needed
- 10. About North Island Hospitals project (NIHP) • $600M project on Vancouver Island • 2 acute care hospitals for Island Health • Concrete construction + structural steel • 153-bed facility (Comox Valley), 95-bed facility (Campbell River) • Total 776,531 sq.ft.
- 11. Project location
- 12. Our Public-Private Partnership (P3) • Public Health Authority + Private Consortium • 30 year contract to design, build, maintain and finance • Graham owns schedule and design risk
- 13. Challenges to address • Very fast schedule - procurement and construction began during design • Many organizations to manage - 170 • Complex model - Public-Private Partnership (P3) • Stringent requirements due to acute care facilities • Designed to LEED Gold • Building two hospitals as one project • 2 rooftop heliports • Effective management of project communications was crucial to project success
- 14. Challenges of the RFI process FM • Volume of information • Multiple organizations involved • Different flows required for different disciplines • Time sensitivity • Assurance of correct information and back up information • Visibility into due dates and status needed Health Authority Design Builder
- 15. Automated RFI process • Raise within Aconex from field or office • Link to supporting docs, drawings • Issue the RFI • Track progress • Receive response • Proceed with work
- 16. Why Graham selected Aconex • Meets internal and client requirements – Secure and neutral – Cross organization access – Flexible – all project processes • All project information in one place • Visibility and tracking • Reporting • Environmental – reduce paper, printing • Using one system provides opportunity to access data and learn from past projects Graham team insists on Aconex for all of our projects
- 17. Best practices/lessons learned • One system all project team members use • Ability to set and track due dates • Ability to link supporting documentation • Visibility into status of all reviews – status and due dates • Accountability from that visibility • Easy configurability for each process and discipline • All project documents and correspondence in one system - all organizations - no Outlook - no FTP sites • Configurable workflows to manage all processes. - shop drawings - RFIs - defect tracking
- 18. Graham standardizes on Aconex Mostly design-build and P3s Challenges Aconex Solution Results Sharing data between Design-Builder, Lenders, Facilities manager, & Client Collaboration Requires many drawing reviews that are constantly updated Tracking revisions Managing RFIs through email Lost information All parties, one platform 18 projects total. 1 project: 500 individuals and 100 organizations Version control Supersede & transmittal ensure everyone sees the same version Central processes & history RFIs + responses + tasks all threaded in Aconex so nothing gets lost / deleted Consistency & knowledge sharing across projects 80% reduction in time to distribute defects captured on-site 50% reduction in RFI turnaround time Results
- 19. How BIM can accelerate project-wide review cycles Improving RFI management across your projects Jared Rastegar Professional Services Manager
- 20. Field Inspections Connecting teams project-wide OperateConstructDesignBidPlan Document Control RFIs & Change Orders Bidding & Tenders Workflows & Approvals BIM Collaboration Submittals Handover to Operations Cost Management Dashboards & Reporting In projects executed on the platform $1+ trillion Documents managed with complete auditability 1.2+ billion User organizations Interfacing efficiently 60+ thousand
- 21. Connected Departments Design Cost Schedule Safety Contracts Project performance depends on connected teams Connected Field & Office Subcontractors Connected Organizations Owner General Contractor
- 22. Workflow configurability and flexibility Design Review Sub-Workflow Parent Workflow PM approval Consultant review Streamline processes between and within companies Spot delays and bottlenecks – outside your own company Easy to create - drag and drop Architect review Technical Approval
- 23. Inconsistency makes planning difficult 0 2 4 6 8 10 12 14 Year 1 Year 2 Year 3 Year 4 Year 5 PROCESSTURNAROUNDTIME (DAYS) PROJECT DURATION (YEARS)
- 24. Insights at every level 24 Process Tasks Project Portfolio
- 25. Takes action as required Clarification required on thickness of steel for structural welding Take control of your processes Sample RFI workflow Raises RFI to GC Requests engineers input Responds with site instruction Provides consultants advice
- 26. Connected cost management Subcontractor RFI with cost impact GC raises potential change order Forecast includes early warning Approve contract change order RFI captures cost impact details Change order status Cost impact amount Point-and-click report builder Approved & pending contract changes captured A single view across every change order status & the ability to take action Manage upstream & downstream contracts, changes, & pay apps
- 27. How to improve RFI management across your projects • Overview • RFIs • Field changes • Insights and reporting We presented a live Aconex demo. Please get your demo please visit aconex.com/Demo.
- 28. Efficient RFI management • Central system • Configurable workflows • The right info to the right people • Visibility • Easy tracking and reporting
- 29. $5M in labor savings over 4 years 75% reduction in payment processing time to contractors 75% reduction in design review cycle times 80% reduction in change request cycles times C$798K projected savings from doc control costs over next 5 years 50% Decreases in RFI turnaround times 50% decrease in document processing times 30% Reduction in time to import handover information C$4M Savings from printing costs Leading Organizations Are Seeing The Results Of Digitization Significant efficiency and productivity gains from automating key project processes
- 30. Delivering your projects with confidence Client-centered innovation • Product roadmap shaped with industry experience • 200+ strong product development team Proven engagement model • Global team of industry experts that understand your business • Consistent approach and quality with rapid deployment and scale The leader in online collaboration • Purpose-built solutions • Proven success delivering projects and programs around the world
- 31. Nine of the top 10 global EPCs 23 of ENR’s top 25 global design firms Every Fortune 500 construction and engineering firm More successful projects delivered than any other platform, industry-wide
- 32. Our thanks to Graham Learn more at aconex.com/Video
Editor's Notes
- Desire for better corporate memory
- Alternative delivery projects
- General stat for overrun Construction overrun examples Replace with cost or schedule over run slide with building projects. Search for construction overruns and schedule delays Reference.
- I’d like to tell you about Graham’s culture because it directly support our investment in and adoption of solutions like Aconex. Client partnerships have been built on honesty and accountability Innovation, safety and continuous improvement are the cornerstones of everything we do. Early adopters of innovative information technology and are continually refining our award-winning Toolbox suite of software applications
- A lot of geographically dispersed parties I think it is helpful to be able to visually see the geographies of the hospitals to get a better feel for the project. As you can see they are both on Vancouver Island which makes accessibility a challenge, and they are about a 45 minute drive away from each other.
- Fix formatting!!!!!!! Talk to team building And there is no doubt that the complexity and sheer SIZE of these projects amplifies the challenges. It may seem manageable in the early stages of a project when there are only a few participants… <Build slide showing the increase in communication / information flow as additional participants join the project> But there is a significant increase in participants as well as information created and exchanged as the project progresses from early stage feasibility to design and then to execution. Our data shows that typical {insert project type} projects have over {insert # of users} users from over {insert # of orgs} organizations coming together from {insert # of countries} different countries. The volume of document and correspondence data generated on these projects can run into the millions!
- Talk to action after response Assign due date for tracking Talk to the importance due dates and tracking of due dates. RFI story – equipment change from authority, what are the impacts? Shop drawings, easily check drwgs and furniture layout Telemetry monitors Send RFIs re: cut sheets
- Neutrality key for P3s Neutral = the silos – each having own secure space Cross org access = all orgs on project team all accessing and using one system Ensures everyone has access to the latest version of documents Can find all docs within seconds – access all history and understand decisions. Environmental – ties to nomadic, paperless office Washable ceilings – could pull up what was used and why so you can use that info Able to track who received documents and when Able to set due dates for email responses, workflows, etc. Able to easily configure as many different workflows as the project requires Able to quickly generate reports – i.e. overdue RFI’s, etc. Integrated email with related items included in the same thread Able to see all email sent / received by anyone in your organization Able to instantly view history of documents Able to quickly search for email subjects and content using Search field in mail Easily track down history of issues Project archived in one location Far more efficient than managing documents through FTP sites Far more efficient than hunting down emails in Outlook Drastically reduced reliance on paper
- Take a look at the RFI process guide – general and RFI best practices I’d like to talk a bit more broadly than just RFIs as many of the same learnings apply to the many review cycles we run on projects.
- Talk about 50% reduction, hard to imagine doing any other way. Graham Projects used on Aconex – 18 Project 1: North Islands Hospital Description: Two new hospitals in Comox Valley and Campbell River on Vancouver Island being built simutaneously. Design-Build, Finance, Maintain (DBFM) P3 Project Comox & Campbell River BC C$630M Healthcare Aconex plaform ( mail, documents, worflows), Aconex Fiedl Project 2: Kelowna & Vernon Hospitals Kelowna & Vernon BC C$432M Healthcare Aconex Platform The Kelowna and Vernon Hospitals Project includes a new Patient Care Tower, a new University of B.C. Okanagan Clinical Academic Campus and parkade at Kelowna General Hospital and a new Patient Care Tower at Vernon Jubilee Hospital. Design-Build, Finance, Maintain (DBFM) P3 Project Project 3: Saskaatchewan Hospital North Battleford North Battleford, Saskatchewan C$407M Healthcare Aconex Platform Description: The Government of Saskatchewan is building a new publicly owned and operated facility to replace the Saskatchewan Hospital North Battleford and an integrated correctional facility as a design-build-finance-maintain public-private partnership (P3) procurement model. Project 4 name: Grande Praries Regional Hospital Grande Prarie, Alberta C$621M Healthcare Aconex platform Aconex Platform (Mail, Document Mgmt & Workflows), mail forms Description: Grande Prairie Regional Hospital will be an acute-care, secondary-level medical centre that will be a regional referral centre providing health services to the people of northwestern Alberta. A 64,000-square-meter facility, the Grand Prairie Regional Hospital will be a high-quality healthcare complex that includes a state-of-the-art cancer treatment centre, a 200-bed hospital and a healthcare training facility. Traci Smith - Senior Document Controller - Document Control Traci was on the first project that Graham started using Aconex on in 2007 (Kelown Vernon Hospital Project). Traci helped establish the workflows and procedures that were used. As more projects were put on Aconex Traci has constantly worked to improve on the original workflows & procedures. She has written many "how to" documents for project staff, clients and subtrades in order to make their experience using Aconex a good one. Traci is considered the Aconex "guru" at Graham and is the "go to" person for anyone starting up a new project on Aconex. She is instrumental in training and advising Graham staff, consultants, clients, and subtrades on the proper use of Aconex. CHALLENGES Collaboration: When Graham was awarded our first DBFM P3 project (Kelowna Vernon Hospital project) we needed to find a tool to share massive amounts of information between the Design-Builder, the client, the facilities manager and the lenders. Revision Control of documents: Our projects require many reviews of drawings and specs that are being constantly updated. Project Mail: RFI process Systems used: E-mail, Toolbox (Graham internal system), FTP SOLUTION All parties are on Aconex. Processes are put in place to manage mail & documents between all organizations involved in the project. Being able to supersede and transmit documents ensures that everyone is looking at the latest and greatest version of a document RFI's and responses are threaded in Aconex. Assigning due dates keeps the RFI on the recipients task page - doesn't get lost in e-mail. No need to keep manual logs. RESULTS: Used Aconex for several large design-build-finance-maintain (DBFM) P3 projects, optimizing processes across teams and industrial sectors such as health care and transportation On one health care project, reduced time to solicit bids by 90%, turnaround time for RFIs by 50%, and time to distribute defects captured on site by more than 80% Served more than 500 project team members from approximately 100 organizations on just one project. INNOVATION Graham is using Aconex across many large projects - mostly complex Design-Build P3 projects. Other groups in Graham (Infrastructure) are now starting to use Aconex as they see the benefit of such a great tool. By using Aconex we have all of our project history in one place. We stress to all of our users that "if it's not in Aconex, it doesn't exist". One of the most important features about Aconex is that anyone in your organization can see the same thing. This is very valuable as many people come and go over the course of a large project. All of the history of what has happened is there and can't be deleted. We have found that by creating "how to" documents for different processes we have established cuts down on a lot of frustration for other organizations that we are asking to use our system. We have established many procedures and workflows that we share with all of our Aconex projects so we can be consistent across Graham. Our goal is to stay consistent with our use of Aconex so that as we move on to different project we are not re-inventing the wheel. Our own project staff should be able to move onto a different project using Aconex and know what is expected. Our consultants and subtrades will also benefit from our established protocols. We have custom workflows that we establish with our clients so we are compliant with the Project Agreement. We establish a “gatekeeper” for each of the organizations to ensure that project communication is managed correctly. By being able to assign due dates to mail our gatekeepers are able to manage overdue items easily. Have used Aconex across 18+ projects to date, mostly in the Healthcare space (the 4 projects they submitted are all hospitals). Starting to use in their Infrastructure business as they see value in Aconex. Nice examples of benefits (enterprise standardization, workforce mobility, etc.) but no hard ROI"
- Aconex logo
- Dave working on this slide
- You can very easily set up workflows to best manage each of your processes.
- Look at the year 2 ramp and the mass of organizations join the project team. Consistent processes can help prevent this big inefficiency from the learning curve. Without a consistent and configurable system you can end up with huge variability depending on the discipline, organizations and even individuals involved. Also, if you are using point solutions or non configurable systems, you may gain efficiencies on some processes, but not on others. As we’ll allude to in a moment, Aconex works with 1000’s of {companies / contractors / EPCs / etc} around the world who are ALL AT DIFFERENT LEVELS OF PROCESS AND COLLABORATION MATURITY. So naturally we see huge variability in project performance. As we look at the above we see 6 project “process efficiency curves”, developed as a result of “process discovery workshops” we’ve conducted with 6 major $1b+ projects that we support. We see huge variability in turnaround time (e.g. workflow turnaround/resolution time for things like RFIs/TQ’s, Technical Submittals & Inspection Requests) particularly in years 2 to 2.5 of these large projects – typically as a result of feasibility/design ending and construction/execution beginning – and addition of the GC/EPC/EPC JV and the mass of new parties that join the project. As we discussed earlier with the collaboration spider diagram, once projects go into construction the mass of communication and data exchange multiplies EXPONENTIALLY, and THIS is where the need to standardize on processes and collaboration efficiencies becomes critical to the successful delivery of these projects.
- Point our mobile capabilities and whether the issue is discovered in the field or in the trailers, it can be raised immediately and responded to quickly. The Challenges with RFIs… Difficult to control the process across the different organizations on the project. Incomplete & Inefficient information capture – Due to a manual and error prone process. Limited accountability & visibility - Not everyone that needs to has access to the data. Manual - Manual tracking, reporting and auditing, making it difficult to keep up to date on progress and identify (and rectify) bottlenecks. Why use Aconex for RFIs (Benefits)… More efficient process management - Greater control and structure of information across the entire project. Greater process visibility - Team wide access, regardless of people joining or leaving the project. Saved searches - Allow easy tracking of unanswered and overdue RFIs. Easy to use reporting - Keep up to date on progress and identify bottlenecks that can impact budget and schedule. One common platform and one common set of data across the project – a single source of truth. Full audit trail, reducing the risk of disputes. Trusted and secure delivery - Certainty of delivery, anything sent will reach the intended recipient.
- Go over with Jared. Connected Cost is, for example, receiving an RFI from your sub-contractor that ultimately leads to a PCO which becomes available to your cost team for inclusion in your forecasts.
- Demo mobile, create RFI from field / mobile and then check system…
- Insights RFI image – check deck from Mark Smith – slide #29
- Nalcor Energy – Lower Churchill Project, C$7.65 billion (as of Sept. 2015) · Accelerated document reviews from average of 30 days to less than 10 days · Reduced transmittal times from an average of two days to approximately one hour saving labor costs · Saved additional C$4 million in printing costs by not printing an estimated 22.4 million sheets of paper since 2011 Collahuasi - Payment processing times decreased by 75% from an average of 20 days down to 5 days. The improvement has increased trust and boosted motivation across the project team, while reassuring the mine’s owners of the management team’s commitment to budget discipline. The time spent on safety management decreased by 78% from an average of 3.5 hours to 42 minutes per day, saving an estimated $650,000 per year.