Information Management

(client project management consultant )

Abstract

ISO-19650

The application of standardized digital information management process in a housing project for a public sector client involves awareness of contracts, procurement and information management strategies. As a client project management consultant, it is my responsibility to help the client understand BIM so that the design, construction, and operation of the digital built environment can be facilitated. This involves using collaborative multidisciplinary practices, such as communication with the project’s key stakeholders, coordination and clash detection, integration, and management of people, process, and information.

Introduction

Over the past ten years, the AEC sector has been following a global trend in the digital transformation of the built environment and asset life cycles. Building information modelling (BIM) brings value to the built asset and facilitates in a wide range of ways throughout the project lifetime. This is extensively a response to the national government’s mandate for BIM and digital information delivery on centrally procured projects.

In the procurement of a new housing project the client expects that the project cost and time is estimated, managed and delivered at the right stages of project in alignment to the standard delivery process defined by the government. Additionally, better procurement, construction, and information exchange methodology is to be adopted which in turn improves the efficiency the project. By adding value to the project by adopting lean management in logistics and also asset management strategies. This modern methodology of digital transformation in BIM assists in managing information in every stage of the project life cycle. This report aims to develop a systematic understanding of knowledge on whole-life value and better outcomes from their portfolios of built assets through the procurement of better-quality digital information and also develop a strategy for functional integration and decomposition of design or construction to effectively introduce advanced technology.

Client Assets management strategy

The owner must able to define the need of the project and also the project team’s objectives to achieve it. At a strategic level, the owner’s vision should be crystal clear. When the project owner isn’t actively participating strategically, the project is viewed in straightforward, programmatic terms. In order to prevent attempts to circumvent the process, the owner must show complete dedication to the project. An effective team effort is made possible by the core group’s leadership and engagement in the project. For the project to be completed, the team must have mutual trust in one another. The implementation approach for BIM will become skewed towards only enhancing internal and collaborative efficiency if it is not in line with the client’s business priorities, rather than optimizing its overall effectiveness on the client’s behalf. Instead, the goal of the BIM strategy should be to maximize the value of the technology for both the customer and the project team within the restrictions of the time and resources that are available. To this end, the construction operations building information exchange (Cobie) is the starting point for client asset management strategy which also integrates the BIM strategy. An example, consider a housing association that has implemented a strategic goal that aims to ‘identify a five percent increase in the overall net present value (NPV) of our property asset base, extracting maximum value for those assets whilst supporting a diverse portfolio to ensure mixed communities.’ Net present value prices costs incurred over the building’s life cycle in today’s money by discounting them to account for inflation. Since the housing association wants to raise net present value overall by 5%, there are two ways to do so: either increase gross rental income or decrease operations and maintenance expenses by 5%. A continuous five percent decrease in operations and maintenance lifespan cost forecasts can be achieved by optimizing sustainable design techniques using BIM analysis.

The cost of a proposed asset is crucial in determining if it will meet the client’s performance requirements. Whole life costing, in particular, aims to offer a uniform basis for contrasting the long-term effects of rival proposals that call for various cash flows across various durations. In early stages of the project, it is important to setup Cobie to project informational model. As the project matures it is then considered as asset informational model with Cobie data which facilitates the operation and maintenance of the project lifecycle. The chance to use technology to aid and influence the client’s investment decisions will be lost if an organization’s BIM strategy does not aim to support these long-term asset cost comparisons. BIM is a technology that enables the direct integration of commercially valuable data with design or construction proposals (adopted source: Crotty, 2013).

Contracts and procurement strategy

One of the most collaborative approaches to project organization is Integrated project delivery, in which the main contractors and key sub-contractors enter into an agreement with each other to deliver the project as an integrated virtual organization (Crotty, 2013). The contracts between the partners are of various types, partnering arrangements, project and strategic alliances. The main objective is to achieve a sharing of goals and close collaboration amongst the main project team members. The risk and reward sharing are a profit between the client and the team, based on the achievement of agreed targets and milestones. This form arrangement is pain/gain arrangement which incurs team members to be focused on joint benefits and shared problem solving (Integrated Project Delivery: A Guide, 2007).

Design and build are still most preferable the type of project organization that has traditionally used BIM the most. The main characteristic of D&B is that practically all project risk is transferred from the client to the D&B contractor. Additionally, some technical suppliers and contractors are believed to have important product and construction information that the design team cannot be expected to have in advance. Whereas the IPD has standardized information exchanges and contracts, this could be inferred that it is the most collaborative method to project organization than the D&B. Additionally, the profit is shared according to the risk and accomplishment of predetermined goals.

Design for Manufacture and Assembly (DfMA) is a preferred construction methodology for a housing project that focuses on ease of manufacture and efficiency of assembly. By simplifying the design of a product, it is possible to manufacture off-site and assemble it more efficiently, in the minimum time and at a lower cost. Some advantages of DfMA such as the collaboration between trades and disciplines to manage interfaces, eliminate clashes and reduce components (DfMA Overlay to the Plan of Work, n.d.). The fabrication and manufacturing specialists should be engaged in at an early stage in such a scenario so that any design modifications, costs, and manufacturing capacity issues can be sorted before construction. Also, by using RFID and BIM to track and manufacture delivery and installation. With these methods, building waste could be reduced, embedded carbon emissions could be reduced, and a safer, more controlled environment could be created. The Murray grove north London is the best example, 30 spacious dwellings were created by the use innovative steel framed modular construction techniques to improve construction quality and to radically reduce time on site. The high-quality steel framed room modules were manufactured and fully fitted out by Yorkon in a British factory. The project was handed over with zero defects, and was on site for just 6 months (redboxmedia, n.d.). The below flowchart/process map represents the sequence of the relevant parts of the documents and the interactions required in relation to the digital project delivery work flow of the built asset project. This flowchart also indicates various modelling data formats and key information deliverables that might be used through the various stages. The flow char is with respect to the design for manufacture and assembly of construction process in compliance with the building standards. The flowchart is adopted from MOJ BIM strategy process map, RIBA plan of works (DfMA) and ISO 19650.

(i) Assessment and need:

Establishing a common data environment (CDE) to maintain the informational requirements for projects, assets, and procurement contracts as per the client’s brief. The appointing and lead appointed parties must address the information standard procedures, protocols, and appointing individuals for the information management function. At the project development stage, careful consideration should be given to the preparation of stakeholder briefs, standard coding systems, and information exchange formats (for stakeholders and clients).

It is important that the respective supply chain contractors to be involved to make early decisions in DfMA. The site’s physical limitations, such as existing foundations and structures, gas pipes, etc., as well as its service restrictions must be specified for the brief. For better decisions, the initial figure of the construction cost with respect to DfMA, facility management cost, and its revenue income is addressed. For better procurement, security and logistical considerations are taken into account.

(ii) Invitation to tenders:

The prospective lead appointed party must adhere to OIR, AIR, and PIR exchange information requirements, which are set forth by the appointing party. When determining the acceptance criteria for each necessary piece of information, the project information standards, production techniques, and procedures are stated to be taken into account. The alignment of design and portfolio performance, required service systems, green building rating systems (BREEAM, LEED) objectives, DfMA cost estimate, client communication methods, cost and time sequence information, and other capability-related factors are all taken into account in the tenders. In the BIM execution plan it’s important that the design for manufacture and assembly details and construction operations building information exchanges are take into consideration while preparing the documents for project information requirements and asset information requirements.

Information delivery and management

‘A single source of information for any given project, used to collect, manage and disseminate all relevant approved project documents for multi-disciplinary teams in a managed process’ (Shepherd, 2019) - Common data environment (CDE). Given the possibility of the multidisciplinary team being geographically distributed, it makes sense for an online data repository to satisfy this demand. Work-in-progress, Shared, published documentation (as allowed by the customer), and archive (the latter of which is finally validated to be “as-built” the handover) are the four main categories of information transferred through the CDE. The project is moving from planning to production stage, this involves collaborative production of information in CDE as per the deliverables listed in the master information delivery plan. The lead appointed party will review the supplied information while carrying out this.

If it is successful, the lead appointed party will authorize the information model and give the teams instructions on how to submit their information for the project’s CDE to be approved by the appointing party.

(iii) Tender return:

It is preferable to test the project’s information procedure and methods before beginning to mobilize resources and information technology in response to the contractor’s price and proposal in the tender. The coordinated design intentions, spatial planning, elevation treatment, construction, and environmental systems are all included in the tender return contractor proposal. Clarifying the build-ability, cost plan, cash flow estimate, and any deviations. Each task team must confirm that they have access to the shared resources and pertinent reference data within the project’s common data environment before producing any information.

(iv) Tender action:

The delivery stage’s information production includes a detailed model with geometry and specification data. Information is processed for compatible design, construction sequencing with a 3D walk through, and approval information. Coordinated design at the LOD 300–400 level of building detail, including simulations of energy usage throughout the life cycle and associated carbon use calculations, as well as vehicle and pedestrian mobility. The site information is sufficient to archive, if requested, with high resolution photographic overlay.

Information from a model that satisfies the demands of facility management, such as information on accessibility, adaptability, cost, and accommodation. Complete quality check assurance check in the generated information, also review and approve for sharing. To demonstrate control interfaces and communicate with move-in plans, involve FM personnel and contractors in reviews.

(v) Construction to practical completion: The appointing party must archive the information containers in the project’s shared data environment in line with the information techniques and procedures after accepting the finished project information model. In doing so, the appointing party or client must take into account the information containers that make up the asset information model, future access needs, future re-use, and any applicable retention regulations that have been put in place. The information that was produced following a quality check (facility meeting the brief) by the lead and the hiring parties’ model Configuration management, or the modifications made during a phase, is documented along with the results of tests done on a particular product or piece and the dates of the tests. Processing is being done on related operational and related maintenance data. Initial phase following care requires comparing inputs to the building operational performance evaluation that are specified from the Cobie data set to real values, including metered energy and water use. Receiving confirmation that the system is operating as intended and meeting stakeholder needs is crucial.

Conclusion

The construction phase of the project runs efficiently when there is right information at the right time and also through advanced technologies like laser scanning, augmented reality and 4D simulation the project handover can be achieved at the desired time (or even before the calculated time). For a public sector project, this can be achieved only by making early procurement decisions and constructional methodology, in this case its design for manufacture and assembly through integrated project delivery. A successful delivery of highly valuable building involves high level of collaboration between the stakeholders and the supply chain contractors via contracts which enables the flow the project without any disruptions. Maintenance of Cobie asset information throughout the project life cycle and in common data environment assists the information management at the operations and maintenance phase. By the above-mentioned flow chart, the client understands the key standardized digital information management process, protocols and standard for the context of housing project which delivers within the project cost and time. By integrated project delivery facilitated by BIM produces significant project efficiencies. Also, through DfMA methodology facilitates ease of construction by reducing project cost and time substantially.

3.

Integrated business model for highly valuable buildings

Abstract

The Construction industry is a major player in the UK economy and is in need of a continuous improvement. In attempt to do so, in 2011 the UK government made Building information modelling (BIM) level 2 a mandate for all public projects by 2016. Globally the construction is moving towards digital transformation, in which the digital delivery of built asset through building information modelling i.e., digital twin of the built asset involves a high level of information to design, build, operate, and maintain throughout the project life cycle. An approach to project delivery that is closely associated with BIM is integrated project delivery. However, it doesn’t appear to have drawn the same kind of attention or support around the world, particularly in the UK. The AEC industry is still in transition from the traditional methods to digital delivery of information facilitates better delivery of built asset throughout the project life cycle. The study provides evidence for the integrated business model concept used to create a highly valuable building using IPD. Utilizing the relativist ontology, the study employs a technique to assess industry experts’ perspectives of the barriers to what comprises IPD principles and the drives to attain highly valuable buildings. The research findings are consistent with the claim that the integration of people, process, and organization under the IPD framework does assist in overcoming obstacles. The study also outlines the primary obstacles to constructing highly valued structures using IPD, which, if they are removed, could enhance a structure’s performance in terms of price, time, efficiency, and productivity. By supporting BIM, establishing a shared data environment, defragmenting parties through multi-party agreement structures, and promoting early party involvement through built-in BIM contractual principles. The results imply that IPD, which enables better built asset delivery throughout the project lifetime, is a key component in delivering a highly valuable building.