Building Information Modeling (BIM) is an intelligent model-based process that helps AEC professionals work more efficiently in designing, building, and operating infrastructure through digital 3D models containing physical and functional data. When elements change in the model, all views are automatically updated. BIM minimizes the hassle of traditional design processes and allows information sharing between parties. It solely aims to improve time, cost, and quality. Building Information Modeling can provide competitive advantages like improved productivity, new opportunities, shortened design phases, better client services, and an attractive workforce.
IDP is the concept that describes how procurement can add value to a firm's innovation processes.
This slide deck is about outsouring your R&D; the decision process and the supplier management implications.
Over ten (10) years of progressive experience within procurement management ranging from furniture industry to telecommunication industry. Proven ability to lead cross functional teams, negotiate contracts, develop long term commodity strategies, utilize e-sourcing tools, manage working capital, complete cost analysis and source from low cost suppliers. Exemplary relationship building and problem solving skills that foster vendor trust and dependability.
IDP is the concept that describes how procurement can add value to a firm's innovation processes.
This slide deck is about outsouring your R&D; the decision process and the supplier management implications.
Over ten (10) years of progressive experience within procurement management ranging from furniture industry to telecommunication industry. Proven ability to lead cross functional teams, negotiate contracts, develop long term commodity strategies, utilize e-sourcing tools, manage working capital, complete cost analysis and source from low cost suppliers. Exemplary relationship building and problem solving skills that foster vendor trust and dependability.
Consensus Docs: Introduction to Integrated Project Delivery in ConstructionDBL Law
America’s commercial design and construction industry is fragmented, adversarial and inefficient. The industry that depends more than all others upon coordination, cooperation and teamwork among multiple participants is our most adversarial. It is the only major industry that is less productive today than it was in 1964, while other industries have doubled their productivity.
The conventional wisdom is that the way to secure the highest quality at the lowest price is to maximize completion pressure. This leads to selection based on a single criterion – price – which in turn requires that each competitor bid on the same scope and requirements.
Currently an architect prepares drawings and specifications in isolation. The assumption is that the architect will develop the best design absent a dialogue with those responsible for construction. Contractors then submit bids based on the design documents. This step assumes that those documents fully convey the building requirements in an understandable fashion.
Both assumptions are significantly flawed as this process sharply restricts the ability of the project team to communicate. Key decisions are made at the beginning of the project based on limited understanding. In contrast, integration of the project delivery team overcomes these shortcomings in the traditional delivery model, and paves the way for a dramatic elimination of waste.
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Procurement in Focus - the pros and cons of various project delivery modelsConstruction in Focus
Choosing the correct project delivery model is a vital aspect of ensuring an infrastructure project is successful. Using the right delivery model for a given project ensures contractual obligations are allocated appropriately, risks are managed and objectives delivered. This article outlines the key factors that inform which delivery model will work best for a given project, then details the ideal uses of different delivery models, along with each of their pros and cons.
This program is designed for those involved in drilling and service contracts from both the operator and contractor perspective. Attendees will actively participate in discussions pertaining to contracting philosophy and terms as well as industry custom and practice.
The program will cover all aspects of contracts including the tender process, letters of intent, contract negotiation, contract administration, ethics considerations and dispute resolution. Special emphasis will be placed on the most controversial and highly negotiated provisions of drilling and service contracts, the impact of decisions in the pending Macondo litigation and contract administration in the event of a crisis.
While the program will focus on offshore and land daywork drilling contracts, incentive contracts (footage, turnkey and performance bonus) and variable day rate drilling contracts will also be reviewed and analyzed along with oil service contracts.
CDM Smith's Patrick Gallagher discusses how to use design-build as a project delivery method for water infrastructure projects at the American Water Works Association's ACE13 Annual Conference & Expo.
The Path to Configure Price Quote (CPQ) SustainabilityApttus
Just what does it take to successfully transform your Configure Price Quote (CPQ) process? In this session will cover the three pillars of success for CPQ: The arts of design, governance, and training. All three are essential for an optimized Quote-to-Cash experience.
Consensus Docs: Introduction to Integrated Project Delivery in ConstructionDBL Law
America’s commercial design and construction industry is fragmented, adversarial and inefficient. The industry that depends more than all others upon coordination, cooperation and teamwork among multiple participants is our most adversarial. It is the only major industry that is less productive today than it was in 1964, while other industries have doubled their productivity.
The conventional wisdom is that the way to secure the highest quality at the lowest price is to maximize completion pressure. This leads to selection based on a single criterion – price – which in turn requires that each competitor bid on the same scope and requirements.
Currently an architect prepares drawings and specifications in isolation. The assumption is that the architect will develop the best design absent a dialogue with those responsible for construction. Contractors then submit bids based on the design documents. This step assumes that those documents fully convey the building requirements in an understandable fashion.
Both assumptions are significantly flawed as this process sharply restricts the ability of the project team to communicate. Key decisions are made at the beginning of the project based on limited understanding. In contrast, integration of the project delivery team overcomes these shortcomings in the traditional delivery model, and paves the way for a dramatic elimination of waste.
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Procurement in Focus - the pros and cons of various project delivery modelsConstruction in Focus
Choosing the correct project delivery model is a vital aspect of ensuring an infrastructure project is successful. Using the right delivery model for a given project ensures contractual obligations are allocated appropriately, risks are managed and objectives delivered. This article outlines the key factors that inform which delivery model will work best for a given project, then details the ideal uses of different delivery models, along with each of their pros and cons.
This program is designed for those involved in drilling and service contracts from both the operator and contractor perspective. Attendees will actively participate in discussions pertaining to contracting philosophy and terms as well as industry custom and practice.
The program will cover all aspects of contracts including the tender process, letters of intent, contract negotiation, contract administration, ethics considerations and dispute resolution. Special emphasis will be placed on the most controversial and highly negotiated provisions of drilling and service contracts, the impact of decisions in the pending Macondo litigation and contract administration in the event of a crisis.
While the program will focus on offshore and land daywork drilling contracts, incentive contracts (footage, turnkey and performance bonus) and variable day rate drilling contracts will also be reviewed and analyzed along with oil service contracts.
CDM Smith's Patrick Gallagher discusses how to use design-build as a project delivery method for water infrastructure projects at the American Water Works Association's ACE13 Annual Conference & Expo.
The Path to Configure Price Quote (CPQ) SustainabilityApttus
Just what does it take to successfully transform your Configure Price Quote (CPQ) process? In this session will cover the three pillars of success for CPQ: The arts of design, governance, and training. All three are essential for an optimized Quote-to-Cash experience.
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
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Programmatic advertising emerged in China in 2012 and has brought great change to China's digital advertising market. It is embracing a huge room for growth since the industry is just in the beginning stage. What is the market size of programmatic advertising? How do different sectors in programmatic advertising work? What are the further trends? All you need to know about China's programmatic advertising are included in the comprehensive report provided by daxue consulting.
On the 14th March 2014 the House of Commons committee on public accounts report "Contracting out public services to the private sector" was published, and makes uncomfortable reading for those involved as suppliers or procurers. It might be tempting to say this is the reality of the difficulties of delivering public services, and it might instead be the case that procuring services through contracts performs with great variability across all sectors commercial and public.
A conference was hosted by the APM Value Management SIG that looked at those issues in the face, entertained the notion that the solution is in the hands of project teams, from either side, client or supplier/contractor, and sought to prove that case, with both theory and evidence!
The event included the following speakers:
John Heathcote, APM Value Management SIG Chair
Alan Munro (keynote speaker)
Paul Riley, Head of Capital Projects, Leeds Metropolitan University Estates & Contractor partners BAM
John Phillips, BAM Director
Professor Farzad Khosrowshahi, Head of the School of the Built Environment & Engineering
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In the fast-paced world of project management, staying up-to-date with the latest trends and innovations helps
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
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Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
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3. What is Building Information Modeling (BIM)?
→ Is an intelligent model-based process software
→ helping the AEC professionals work more efficiently in design, build and
operate buildings and infrastructure
→ create digital 3D models that include data associated with physical and
functional characteristics ; provides realistic visualisation to everyone
→ when an element in a model is changed, every view is updated with the new
change appearing in section, elevation views
→ The hassle for the process of designing a building - minimized ; can be done
with just any BIM softwares rather than using separate sets of drawings
→ Able to share with other parties in a construction project.
→ Sole purpose of improving time, cost and quality.
→ Glodon & CostX - adopt by most construction firm
4. Competitive advantages of using BIM technology
Building Information Modeling (BIM) can contribute various benefits to the
competitive advantage of a company:
1) BIM improves productivity- more can be done with less time enabling
the organization to handle more projects.
2) BIM opens new opportunities- A well-defined BIM business strategy can
open up niche opportunities for current and future clients.
3) BIM shortens the design phase of construction- hence it increase client
satisfaction and productivity.
4) BIM improves services to client- is an effective way to develop a more
valuable relationship with clients who don't understand your design
intent fully.
5) BIM builds a better workforce- BIM integration attracts the best talent.
Using BIM means your current and future staff will have new and more
modern ways to work and collaborate.
6. ● Established in 1998
● It has over 160 administrative
staff, quantity surveyors,
partners and associates.
● Construction Cost Management
and Quantity Surveying
● Based in Kuala Lumpur
● BIM Management
7. TCCM’S MAIN COMPETITORS
JUBM Perunding NFL Sdn. Bhd
Staff Resources 180 staff 190 staff
Size of Firm Large Large
Establishment 1976 1972
Core Services Construction Cost Management
& Quantity Surveying
Quantity Surveying
Branches/ Offices Kuala Lumpur, Penang,
Johor Bahru, Kuching, and
Kota Kinabalu
Kuala Lumpur, Johor Bahru,
8. How the Size of Firms affect the Competitive Advantage and
Competitive Strategies
Size of firms Total Workforce Percentage (%) of firms
Small ≤ 10 40.4
Medium 11-30 50.0
Large >30 9.6
Total 100.0
Table 1 Percentages of QS firms in Malaysia according to size of firm
● Based on Table 1 there are only less than 10% of large firms in Malaysia.
● QS firms that dominants the construction industry are from medium sized
company.
● TCCM is a large size firm, therefore we can conclude that the amount of
competitors among larger firms are lesser than smaller firms.
● Some researchers stressed that the size of a firm attributes to the choice of
strategy used on the positioning of the firm in the in industry. In TCCM’s case,
TCCM is a large size firm which is suitable for the differentiation strategy and
growth strategy.
9. SWOT Analysis
Strength
● Technology up to date
● Skillful workers
● Professional workers in various fields
● Experienced mega projects
● Work Efficiency in projects
Weakness
● Limited time to carry out measurement
● Low brand awareness
● Low experience
Opportunities
● Expand business strategy
● Worldwide branding
● Open business branches
● Expand use of technology
Threats
● Establishment of competitor
● Competitors knowledge
● Customer expectation
10. Porter's Five Forces Analysis
Threat of new entrant (Low) Threat of substitute (Low)
● Capital
● New entrant requirements
● Distribution channel
● BIM technology
● Use of technology
Bargaining power of buyers (High) Bargaining power of suppliers (High)
● Difference between competitors
● Client's knowledge
● Quantity surveyor limitation
● Switching cost
Competitive rivalry (High)
● Similar nature of work
● Low differentiation
● Commitment to industry
11. Competitive Advantage
● Making sure the satisfaction of client
● Differentiation strategy which promotes creativity in offering services i.e., diversification. For a firm, diversification includes
applied services, new knowledge, new technology application, marketing, innovation and much more.
● The cost leadership strategy focuses on the reduction of cost in productivity or administration to offer a lower price to
customers.In QS firms, this strategy refers to how the firm can offer their services at lower fees than others through the ability to
control the cost of the firm's administration while increasing productivity.
● Growth strategy is the expansion of business. By branching out, either locally or internationally, they would have a wider market
and more opportunities that could lead to a strengthened position in the industry
12. COMPETITIVE STRATEGIES FOR TCCM.
Differentiation Strategy
Elements of Differentiation Strategy
Marketing Strategies ● Build relationship with existing clients
● Attracting new clients
● Providing broader range of services to
clients
Reputation Strategies ● Best known on honesty and responsibility
● Widely known on delivering high quality of
services
Branding Strategies ● Improve quality of services offered
● Establish good image and reputation in the
minds of clients
Relationship Strategies ● Identify clients’ requirements and maintain
good relationship with them
● Offering additional services to clients
Innovation Strategies ● Development of in-house software
● Implementation of new knowledge
13. COMPETITIVE STRATEGIES FOR TCCM.
Growth Strategy
Elements of Growth Strategy
Internationalization Strategies ● Venture in internationalization
● Joint venture with a firm in a foreign
country
Expanding Firm/ Services Strategies ● Expand firm by increasing number of
staffs to develop scope of services
● Expand scope of services to cater to
foreign market demand
● Set up more branch offices
● Joint venture with a firm in Malaysia
Diversification Strategies ● Other consulting services
● Entry into new types of construction
projects
● Engaging in new business (real estate,
oil and gas and others)
15. Definition of PPP and PFI
Public Private Partnership (PPP)
A joint venture effort between government and private sector for completing
any project and it is usually very useful for handling large public projects.
Several types of PPP contract:
1. Build-Operate-Transfer (BOT)
Private entities finance, design, construct, operate and maintain the
project before transferring back to the government after the end of
concession period.
2. Build-Own-Operate-Transfer (BOOT)
The private companies are allowed to collect fees from end users for a
certain period as agreed in the contract to pay back investments made.
Once ended, it is transferred back to the public authorities.
16. 3. Build-Own-Operate (BOO)
Similar to BOOT. the only difference is that the private sector will be able
to retain their ownerships for long period.
4. Lease Purchase
Applied when the local government may not be in a position to finance for
the projects due to limited funding. The facilities completed are then
leased out to the government for a specified period as agreed in the
contract. Once the contract ends, the ownership will shift to the local
government.
Private Finance Initiative (PFI)
Alternative to the conventional procurement of public service infrastructure. It
is a method where private sector provides funds for the projects.
Definition of PPP and PFI
17. Benefits of PPP/PFI towards Malaysia
1. Better certainty in quality
➔ Innovative and improved designs are usually proposed by the private
entities for the projects = higher quality standards
➔ Performances evaluated through KPI to avoid poor or non-conforming
quality.
➔ Any shortcomings or dissatisfaction by the public sector, the contractors
would have to rectify in order to get paid for the services.
2. Better certainty in timing
➔ Private entities are paid on performances basis = faster completion and
less delays
3. Efficiency
➔ Private entities involved are experienced and have more expertise in the
work for the completion of project = smooth and efficient progress.
18. 4. Reallocation of funds
➔ Government will be able to allocate their funds for other important
socioeconomic areas.
5. Value for money
➔ Private entities responsible for design construction, and maintenance in
the long run = good whole-life cycle costing.
6. Risk distribution
➔ Appropriate allocation of risks according to their own capabilities in
managing and coping with the matters.
7. Long-term relationship
➔ Contract spans between 20-30 years = help to to grow by sharing
knowledge in their line of work.
Benefits of PPP/PFI towards Malaysia
19. 1. Costly
➔ Due to the risks accepted by the private entities, they might expect to be
compensated.
➔ Cost of services provided vary according to profit margin, scope and
complexity of projects.
2. Operational concerns
➔ Lower than expected usage could result in decrease of available revenue.
(eg tolls)
3. Financing risks
➔ EPF used for funding PPP/PFI projects, government is more at risks.
4. Tendering process
➔ Projects tend to go through direct negotiations instead of open tendering.
Disadvantages of PPP/PFI towards Malaysia
20. Precautionary steps before awarding PPP/PFI projects
● Establish objectives and methods of PPP implementation
○ Prepare a schedule which clarifies the public sector expectations
○ Create long term shared vision
● Provide clear guidelines and procedures
○ Sufficient details from initial to post completion stage
● Identify Key Performance Indicator (KPI)
○ Performance measurement tool
○ Ensure services/facilities provided is in accordance to the standard required
● Amount of profit allowed for private sector
○ Needs of public provided at the best cost
21. Precautionary steps before awarding PPP/PFI projects
● Establish clear contract terms
○ Ensure no misinterpretation of contract clauses
○ Risk allocation, risk sharing and risk transfer
● Examine financial capability of private sector
○ Private sector is required to submit proposal of their financial plans to reflect
its financial stability and capability to undertake the project
● Evaluate technical feasibility
○ Technical solutions should be feasible and consistent with cost allocated
○ Improve the value of facility and prolong its operation period
○ Consider quality of work plan and competencies of staff
