PROPOSED ORGANIZATION CHANGE TO THE BIM MANAGEMENT FOR DISTRICT G PROJECT @ CYBERJAYA JUNE 2021 | PREPARED BY | AZZRI FAZRIL BIN ROSMAN | 2020916259 FARHANA BT MOHAMMED ISA | 2019658866 AFIQ AZAMUDDIN BIN ZAMBERI | 2020102653 NURUL SYAQILAH BT SAKDOM | 2020706821 MOHD FAIDHI AIMAN BIN MOHD YASIN | 2020302353 NORZAIHAN BT MAD ZIN | 2020392719
PRESENTATION OUTLINE EXECUTION PLAN
COMPANY PROFILE • •
1.0 INTRODUCTION •
Project brief • Objectives
• •
About company Vision & Mission • Meet Team
2.0
3.0
Organizational Change Strategic Management • SWOT Analysis
4.0
5.0
DATA COLLECTION • Conventional Construction process • BIM Process
CONCLUSION • •
Overall view Recommendation
2
EXECUTIVE SUMMARY BIM Neo Technology Consulting Sdn. Bhd. (BNTC) has established a strategic relationship network that will deliver premium BIM Management capabilities and add significant value to the projects we undertake.
BNTC provide combining digitalization with modern construction method that would transform the industry as a whole, from the way its design, collaborate and construct.
The use of BIM in the design phase promotes an intelligent design approach, resulting in a direct reduction in errors, faster client response, faster production of written and drawn pieces and better cooperation amongst design specialists.
Therefore, as a BIM consultant, understanding on the current adoption rate, barriers and level of understanding among project team members are very important to deliver the primary purpose without conflicting the existing project team members to give an efficient workflow.
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1.0
1.1 | PROJECT BRIEF
1.2 | OBJECTIVES
INTRODUCTION 4
1.0 | INTRODUCTION 1.1| Project Brief 3 MAIN COMPONENTS
PROJECT LOCATION
• Cyberjaya
DISTRICT G PROJECT
•
Government office complex
AREA OF DEVELOPMENT 35.67 Acres
Podium • Plaza Office tower
OFFICE BLOCK AND TOWER
• •
Prime government project to apply BIM
10 blocks 9 towers
Our goal is to position BIM within the framework of value-add products that can assist the company position or organization itself at the sector's high-end knowledge-based terrain, rather than just to adopt it.
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1.2| Objectives
To determine the potential strategy and procedure of change in management plan in District G project..
To determine the execution plan of BIM implementation in District G project by analysing on strategic management and unit purpose of organization.
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2.0
2.1 | ABOUT COMPANY
2.2 | VISION & MISSION 2.3 | MEET TEAM
COMPANY PROFILE 7
2.1 |ABOUT COMPANY • BIM Neo Technology Consulting Sdn. Bhd (BNTC) are an independent international engineering and consultancy service provider. • BNTC provide deep expertise, global insight and innovative solutions in such diverse markets, as utility and infrastructure, commercial and residential constructions, manufacturing and industrial projects and environmental and Facilities Management Services. • BNTC approach Construction Service. BNTC applies BIM and integrate comprehensive project controls to manage the critical issues of time, cost with using of BIM solution. • BNTC are providing Facilities Management (FM) services, which includes both hard and soft service offerings such as civil & structural, electrical systems, landscaping, and other mechanical systems amongst others 8
2.2 | VISION & MISSION | VISION Our company vision is to become global leader in providing good services and solution. BIM (Building Information modeling) and infrastructure sector by focused on customer need as our priority.
| MISSION Mission is to be the world’s most respected quality services provider with cost-
effective, transparency and seamless communication. To achieve this, we have skilled team with experience in team works.
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2.3 | MEET TEAM NORZAIHAN BT MAD ZIN Product Owner
AZZRI FAZRIL BIN ROSMAN BIM Manager AFIQ AZAMUDDIN BIN ZAMBERI BIM Coordinator
FARHANA BT MOHAMMED ISA Architectural Manager
MOHD FAIDHI AIMAN BIN MOHD YASIN Structural Manager
NURUL SYAQILAH BT SAKDOM MEP Manager JUNE 21
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3.0
3.1 | CONVENTIONAL CONSTRUCTION PROCESS 3.2 | BIM PROCESS
DATA COLLECTION 11
3.0 | DATA COLLECTION 3.1 | CONVENTIONAL CONSTRUCTION METHOD
EXPANDED
Implimentation of Malay Motive in Construction Process Required high skill participants to incharge in the construction project.
Contractual relationship – financial & instruction origin.
Functional relationship – information & coordination build.
PRINCIPLE OF CONSTRUCTION PROJECT PLAYER
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“
‘Malay Tenun’ – combination of yarn using a
tools by a skilled weaver to produce high quality fabric.
”
❖ The larger the project scale, the more complicated the contract relationship. ❖ Increasing of the project risk depending on the project scale. ❖ Well establish company more high potential to handle big scale project due to their reputation. ❖ Bigger risk fall under Contractor control due to the large number of sub-contractor & suppliers under them. ❖ Dissementation of information very important in the process.
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Project team are bind like a ‘thread’ due to their role & responsibilities. ❖ Required full attention on the process by the person incharge. ❖ Tools is just a supportive method to run the process, but the person incharge ‘hand’ is the movement of the process. ❖ Error in 1 step will impact on the whole progress. ❖ Depending on human control in memorizing and controlling the material (data collection).
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3.1 | CONVENTIONAL CONSTRUCTION METHOD Phase 3 – POST- TENDER AWARDED • Contractor will collect all information from designers/consultant. • Contractor appoint several sub-contractor & suppliers (through tender process also) • Common Issues with information dissemination between WHAT CONSULTANT required, WHAT MAINCONTRACTOR instruct to SUB-CONT, and WHICH DRAWING referred to Construct at site. • Tense relationship between contract players. • SO & Project Manager become important role to assist on making fair solution. • Need to protect Client assists.
Principle stage of Construction Process
Phase 1 – CLIENT & CONSULTANTS • Take 2 – 3 years of process. • Tender documentation – done separately by consultants (each of them take 1 -2 years to be done) • Miscommunication between consultants in terms of validity of drawings to refer. • Information distribute through email/hardcopy. • Producing many revision sets of drawings.
Phase 2 – APPOINTING CONTRACTOR • Applied to all contractor evaluation process. • Quotation & Awarded based on TENDER DRAWING. • Usually have variance due to actual site condition.
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• Everybody to be prepared in facing unforeseen risk and issues.
COMMON CONSTRUCTION ISSUES • • • •
Failure to achieve the required completion date Increasing of materials wastage and damages Increasing of the project cost and operational turnover Impact on quality and operation requirements
➢ Lacking Site Coordination
➢ Communication Project Team
problem
between
➢ Weakness in Data Storage
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3.1 | CONVENTIONAL CONSTRUCTION METHOD DISTRICT G PROJECT PROJECT PLANNER & DESIGN TEAM
PROJECT MANAGEMENT & MAINTENANCE
Initial design : 10 blocks of Government Office Client PM (Client)
NSC Architect
Structure
Design team
Design Team
M&E
QS
Design team
ID
Landscape
Design team
NSC
Design team
Domestic Sub-Contractor
Main Contractor
Initiation
Planning
Client : Initial idea Consultant : Initial design
Consultant : Final Design Contractor : Quoted
Execution
Monitoring & Control
Contractor : Build Consultant : Assisting Client : Financial & Decision
Closure
Handover to Operator
Intended to apply ideology ‘Malay Tenun’ in term of Design, Construction process & Project Management.
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3.2.1 BIM Implementation Proposal in District G
CREATE AWARENESS OF BIM Effective Communication in spreading the awareness
REINFORCE THE CHANE To make the change stick
FOSTER DESIRE TO MAKE CHANGE Improve the building desire.
ENSURE EMPLOYEE HAVE THE ABILITY TO MAKE CHANGE PROVIDE KNOWLEDGE ON HOW TO CHANGE
Knowledge Translation towards ability
Improving the knowledge aspect
Simple PowerPoint Presentation
3.2.2 BIM Organizational Strategic Planning procedure
01 03 03
ASSESSMENT Conduct Organizational BIM Assessment
ALIGNMENT Establish Desired Level of Implementation
ESTABLISH Establish Desired Levels of Implementation Maturity.
4.0 EXECUTION PLAN
4.1 | ORGANIZATIONAL CHANGE 4.2 | STRATEGIC MANAGEMENT
4.3 | SWOT ANALYSIS 17
4.1 |ORGANIZATIONAL CHANGE 4.1.1| INTRODUCTION • • • • • •
COMPANY GROWTH
Not by playing it safe Competitive Alternatives Automation Stay relevant Move forwards
• • • • •
STRATEGIC RISK
Making a right change – EXECUTION OF BIM IN DISTRICT G Stage – design to facilities management No previous experiences High Investment and risky Positive impact – economic and productivity
4.1.3| ORGANIZATIONAL CHANGE a method to change its working approaches or aims
TWO CATEGORIES
Planned change (SWOT ANALYSIS)
Unplanned change
PLANNED CHANGE (SWOT ANALYSIS)
4.1.2| STRATEGIC RISK 4.2 | STRATEGIC MANAGEMENT
CENTRALIZED ENVIRONMENT DECENTRALIZED ENVIRONMENT
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4.1.3 | MANAGING ORGANIZATIONAL CHANGES Managing Organizational Changes process of PLANNING + IMPLEMENTATION the changes
after ANALYSING using strategic management tools
THE STRATEGY OF CHANGE to maximize the effectives with minimal cost
employee resistance to the organizational change (INDIVIDUALS & COMPANY LEVEL)
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Incorporations of overall company system, strategic change management and operational changes in managerial is required to adopt technological 19 changes in both infrastructure and human asset approaches.
4.3 | THE SWOT ANALYSIS THE SWOT ANALYSIS
✓
DECENTRALIZED ENVIRONMENT
CENTRALIZED ENVIRONMENT
STRENGTH (S)
•
Quick decision and response times
•
Clarity in decision-making (clear-cut)
(INTERNAL)
•
More specialized and skilled management
•
Streamlined implementation of policies and initiative
•
Competitive advantages within organization, increase morale
•
Control management over strategic direction
of project team
•
Better documentation
•
Maximize use of middle and lower management / team
•
Reduction of costs of the construction project’s coordination
•
Data exchange at ease
WEAKNESS (W)
•
Coordination problems
•
High cost to convert all full team infrastructure to use BIM
(INTERNAL)
•
Increase administrative cost due to duplication of efforts
•
Responsibilities are not shared among levels / project team.
•
Incompatibility in operations where team leader may
•
Using similar resources for every task.
customize direction according to operation of the unit.
•
High competencies of leader in BIM to lead the team
•
High labor consumption to correct BIM model
•
Issues with Cloud, difficulty of tracing identities of design
•
Self-centered team
OPPORTUNITIES (O)
•
responsibilities shared
(EXTERNAL)
•
using existing staff and asset
•
project team participation towards decision
•
develop and maintain standards, practices, and processes
•
accountability and transparent
•
more uniform experience and predictable outcomes
•
more functional – more focused on specific task or process
•
Single solutions are developed to address common problems
•
multiple incompatible ones being developed by the
•
Not being client focused;
decentralized team due to multiple solutions
•
Being overly focused on process and tools, not the function
Exploitation of intellectual property by making it public on the
•
Lacking domain expertise in BIM
internet.
•
Not adding incremental value
No universal software platform or version during exchange
•
limited opportunities for employees to provide feedback.
data, create information loss
•
a higher risk of inflexibility.
THREATS (T) (EXTERNAL)
• •
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authorship in the centralized / collective design tool •
More focused on ultimate goals of project, higher quality of projects
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4.4 | UNIT PURPOSE OF ORGANIZATION
➢ DESIGN STAGE •
BIM Manager
• •
BIM Coordinator Architectural Manager Design Team
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Structural Manager Design Team
MEP Manager
•
Design Team •
Presentation of architectural model to owner BNTC responsible for all stages during design stages BIM Manager – sets up and he takes part in the meetings within the team but also external meetings BIM Coordinator - Manage and coordinate the multi-disciplinary BIM projects according to the resources, the standards and the company procedures Architectural, Structural, MEP Manager - Ensure that the model aligns with the standards and goals set in BIM Execution Plan and BIM project workflow criteria. ICP 833 | GROUP 6
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4.4 | UNIT PURPOSE OF ORGANIZATION ➢ CONSTRUCTION STAGE • Manage and maintain project content and source any additional content as required. • Coordinate and manage BIM project data sets/workflow and project set up. • Set up linked models and coordinate models across disciplines. • Understand and ensure any changes in procedure and standards are effectively communicated to project teams. • Provide BIM training internally. • Keep the organisation informed about best practices in BIM and BIM software.
Owner
BNTC
Main Contractor
Sub Contractor
Supplier
4.4 | UNIT PURPOSE OF ORGANIZATION
➢ FACILITIES MANAGEMENT STAGE • Owner
BNTC
Facility Manager
• Move data from the model to the facility management software solution in a userfriendly format for facility manager to provide information needed for shipping and ordering parts on the installed piece of equipment with one click in the model instead of hunting through mounds of printed manuals. •
Contractors
Vendors
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BNTC to deal with Facility Manager to facilitate building maintenance in terms of data.
•
Provide automated reports on building components. Provide a complete, comprehensive, and
common understanding among stakeholders of the virtually constructed facility. • View information quickly and conveniently through the utilization of cloud-based applications ICP 833 | GROUP 6
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5.0
5.1 | OVERALL VIEW 5.2 | RECOMMENDATION
CONCLUSION 24
5.1 | OVERALL VIEW
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•
Given the growing use of BIM and support from government, it is our main purpose to focus on extremely practical concerns related to the firm's implementation
•
Based on our approach study of ADKAR analysis, this model can complement the change management process. Within its five phases, it is very useful in preparing people for change and understanding how well the change is occurring or attempting to assess its performance. We identified that this approach will assist District G project in adapting the operations to a new generation of culture and customer behaviour.
•
The execution of BIM implementation strategy must be very well plan because it is very important to guide the District G to move forward without interrupting the existing team members workflows.
•
Based on our study by using SWOT analysis, we have identified that the centralized approach is very suitable for this project because of its strength and ability to organize in one place without scattered compared to decentralized. This approach also can be use by the unit team from the design stage, construction stage and until facilities management stage
•
However, successful implementation of this technology necessitates a very skilled team that operates in strict accordance with BIM system procedures ICP 833 | GROUP 6
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5.2 | RECOMMENDATION Early planning
Planning shall be done ahead of time, extra time may be required to fix inconsistencies later on. This frequently necessitates the expenditure of more time and money than the initial planning would have necessitated.
Review plan regularly
The creation of an initial plan must be reviewed on a regular basis. revision schedule should be established based on a frequency determined by the project team. It's critical to remember the initial project goals throughout the project's life cycle to ensure that the team stays on track to meet them.
BIM Strategy
This is to ensure to cut down planning time. By establishing their common goals, uses, methods, project team behaviors and information exchanges at the organizational level, the team may reduce the amount of time spent on each step of the planning process and maintain a reasonable planning scope.
Client Involvement
The engagement of the owner is very crucial. Owner participation and excitement for the process might motivate project team members to seek out the finest methods for the project as a whole. This is to ensure that the planning process is completed to their specifications.
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Thank You! BNTC
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