Yearbook 2016 Edition Doha by thebetterway

Edition Doha May 2016 © iStock.com/ShahinOlakara | Y E A R B O O K 2016

P.0001.2015 Grangegorman, Dublin, Ireland © January 2016

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Yearbook 2016

Preface

by Arnd Wittchen

Dear Friends of the ICPMA and Construction Project Management, I’m delighted that you are holding the first edition of the ICPMA YEARBOOK in your hands. The ICPMA has been around for 13 years. During this time we have brought together an impressive number of specialists to exchange knowledge and best practice in the field of CPM at our annual conferences. Since 2003 we have successfully held these conferences in a number of exciting places. The two-day event is well-established as a great opportunity to network on a personal level and exchange expertise. We are very proud that we have managed to maintain the high quality of the event over the years. This year we are holding our Annual Conference in Doha, Qatar and the programme meets our objectives completely.

During this decade or more we have seen many construction projects receiving a bad press. We can all recall a large number of articles about difficult mega-projects accusing project teams, sometimes without further investigation of technical issues, or reasons for project changes at a late stage having a huge impact on the design and building process in terms of delays and rising cost. However, we also know that there are very many excellent, successful projects. This is why the idea of promoting not only these projects themselves but also the secrets of their success was born.

Innovate . Succeed . Learn The initiative “the better way” is a vehicle for promoting projects which follow the ethical and highly professional and partnering management principles which ensure project success (The Seven Principles). All the projects in this YEARBOOK embody these seven principles or provide remarkable insights into the tools of CPM and construction itself. Everyone knows that the human factor is the main success factor for our projects. This is why our awards are always dedicated to our clients and their teams.

offer fascinating inside views.

Congratulations to all these successful teams!

President of the ICPMA

In addition to these project presentations, experts’ reports about recent developments in the field of CPM

Last but not least we would like to thank all clients, construction project managers, architects and everyone else who was involved in ensuring the success of the excellent projects in our YEARBOOK. Let’s learn from the best! Because together we are stronger! Wishing you happy reading and successful projects. Arnd Wittchen Please consider your projects for the next YEARBOOK and the Awards “Alliance” and “IQ” awards of “the better way”!

Many thanks to all those who have actively supported the development of the ICPMA! | Y E A R B O O K 2016

Y.0011.2016 Preface Arnd Wittchen, Vienna © May 2016

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Yearbook 2016

Preface

by Wilhelm Reismann

This Yearbook is not the work of professional editors. It is the work of architects and engineers and of construction project managers. Of those convinced by “the better way”. The yearbook is not a book. It is a permanent, growing collection of documents edited for special occasions such as the Enquete in Vienna, Austria and the Annual Conference in Doha, Qatar in May 2016. Our objective is to describe successful projects. One reads far too often about building projects that fail. But it is always people that fail - not buildings or the act of making them. Building is responsible for much of our civilisation, our wealth, our environment. Buildings, infrastructure, industry, mobility, the supply of energy and water and the removal of waste … engineers and architects are involved in everything.

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And virtually everything works perfectly – if it is designed, built and operated in the right way. And because it works perfectly, you don’t notice it. And that is as it should be. But if things don’t work from time to time, everybody talks. And that is also OK. But it also means that everybody talks about the 2-3% of projects that fail and not the 9798% that don’t. And this is where we want to redress the balance a little. “Only Excellent Clients Have Excellent Projects”. These words express our commendation of our Clients – but also their responsibility. Only they can ensure that change is positive and that good things happen. They order, they put out to tender, they sign

and manage contracts and they pay.

keeping quiet – is also a key success factor.

They are best positioned to influence the political and legal framework.

Which explains our message, “Innovate. Succeed. Learn”.

This Yearbook presents successful projects from across the globe. Together with the ideas, experiences and approaches that underlie these projects and point to a successful future. We tend to see things from the perspective of the construction manager. That is, after all, our profession. If we succeed in optimising projects from the very start, then we have already achieved a lot.

This is the spirit in which you should read our editorial contributions.

Projects succeed when people work together well. We illustrate this in our “Seven Principles”.They succeed because people are ready to innovate, to analyse and observe success factors and to learn.

Don’t expect perfect editorial contributions. Don’t expect a perfect systematic. Simply look forward to very personal, very honest examples from our practice. The yearbook will be available on the websites www.icpma.net and www.thebetterway.cc or by contacting w.reismann@thebetterway.cc .

Because even in successful projects not everything works. And learning from such examples – rather than hiding them and Y.0005.2016 Preface, Vienna © April 2016

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Yearbook 2016

Preface

by Rainer Schofer, DVP

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including fee scales - of construction project management in the construction and real estate industries in as many countries as possible. The first annual conferences also reflected these issues. In the following years, the DVP continued to support the development of the ICPMA by publishing conference reports and announcements and publicising the annual events which took place in such cities as Berlin, Wiesbaden, Vienna, Dublin, Madrid, New York, Istanbul, Porto and Helsinki. Due to the initially relatively low numbers of

This continuous development of the ICPMA over these 15 years is to the credit of all previous presidents. Special thanks, however must be given to the “The Better Way” (TBW) initiative of the current (Arnd Wittchen, Berlin) and previous (Willi Reismann, Vienna) presidents. This initiative, in association with the internationally launched “Alliance Award” and “IQ Award” has given the ICPMA an important boost which guarantees the

continuous submission of projects which are excellent in terms of planning and management and will make membership even more attractive in the future. On the basis of TBW it will certainly be possible to refine evaluation criteria even further in the future in such areas as the use of digital methods (BIM), the definition of tried-and-tested planning and organisational processes and extrajudicial methods for resolving disputes, etc. It is with great pleasure at the publication of this first ICPMA Yearbook that I wish the presidium many more annual editions documenting building projects which are successfully implemented in the spirit of the “The Better Way” Initiative – as well as a successful conference in Doha, Qatar, in May 2016.

Y.0014.2016 Preface Rainer Schofer DVP, Vienna © May 2016

This first edition of the ICPMA Yearbook and this year’s ICPMA conference in Qatar offer us the opportunity to briefly review the history of this international association of construction project managers: Founded during MIPIM in 2001 (as the ICPM Forum and, since 2003, as the ICPMA) on the initiative of the then Chairman of the Board (and now Honorary Chairman) of the DVP, Professor Dr. C. J. Diederichs, the initial role and objective of the association was to record, compare and scientifically evaluate the scope of work and contractual content –

members and participants these annual conferences have been taking place for several years in cooperation with other national and international associations in our sector. This has led to a significantly broader exchange of experiences and a broader public for the often excellently prepared conference contributions and first-hand reports of large infrastructure projects – to the great benefit of all participants.

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NATSPEC Australia Richard Choy, CEO

Technology rapidly advances but, like our brain, we only use a small proportion of its capability and the result is not always what we hoped for. The world of building information modelling/management (BIM) has been with us for many years but remains partially clouded by marketing and commercial interests. The CEN Technical Committee 442 is a great step towards harmonization. In Australasia NATSPEC was responsible for drafting the National BIM Guides for Australia and New Zealand. Further, we are co-operating with the UK and NZ to develop an international BIM Object Standard. Additionally we are co-operating with the China BIM Union and the Japanese Institute for International Harmonization. We fully support global communication and actively share information amongst the many countries of the International Construction Information Society (www.icis.org). I am proud to have previously presented to the International Construction Project Management Association at one of their international conferences in Finland. International relationships and co operation meant that the NATSPEC BIM Guide (visit www.natspec. com.au and click on the BIM logo) could be based on the US Department of Veteran Affairs BIM Guide and be freely available globally. In fact, all of our BIM information has been developed with the free input from

the local and global fraternity and hence is freely available. However, globalization has led to a number of issues that we have become complacent with. Product compliance and certification has been failing the litmus test. Originally Standards were developed to provide assurance to the consumer that the product was to a regulated level of quality and tolerance. If the material, product or assembly failed the Standard then the product would not be certified. Unfortunately, Australia has had instances of false certification enter the market. What is even more disturbing is that the different construction disciplines are not taking responsibility for checking certification even though it is required by the NATSPEC construction specification system. (Not all Standards are mandatory in Australia and need to be called up in the construction specification to be a contractual requirement.) Much of this may be attributed to our widely varying procurement methods where some disciplines are only engaged for part service. This is compounded by a strong focus on reducing construction cost (a worthy objective) by substitution of specified product. Whilst substitution is sometimes necessary or appropriate it needs to be an “approved alternative” and not an inferior product. This “approval” needs to be given in writing to ensure obligation of responsibility. If the appropriate parties are not taking responsibility for product compliance and certification there may be fatalities. Protectionism is not the answer. Professionalism is.

I will not enter into the debate as to whose responsibility inspection and approval of construction quality is. Often it is a response to contract, professionalism or legislation. However, as a team we should all be striving to deliver projects we are all proud of. At the least the Project Manager needs to ensure that all obligations are being met.

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NATSPEC BIM documents

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Richard Choy is Chief Executive of Construction Information Systems Limited (NATSPEC) in Australia. He is a past Federal President of the Concrete Institute of Australia, past Vice-President of the Building Science Forum of Australia and past Audit Chair of the International Construction Information Society. He has presented widely on both engineering and architecture topics and has sat on the steering committee of multiple BIM groups in Australia.

The rapid spread of the Lacrosse Building fire in Melbourne, Australia, was due to the substitution with non-compliant aluminum cladding. The fire spread from an un extinguished cigarette on the 6th floor up the external cladding to the roof above the 21st floor in a matter of minutes. A similar fire has been reported in Dubai.

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NATSPEC (www.natspec.com.au) is an Australian not-for-profit organization owned by government and industry. NATSPEC’s objective is to improve the construction quality and productivity of the built environment through leadership of information. It is impartial and is not involved in advocacy or policy development.

Y.0016.2016 NATSPEC © May 2016

NATSPEC is proud to be associated with the ICPMA Yearbook as it believes that co-operation and sharing of experiences will lead to better design, construction, functionality and sustainability of the built environment.

Caption 4 Non-compliant electrical cable sold in the Australian retail market has been found to be a possible shock and fire hazard as the sheath starts to degrade and if the cable insulation is dislodged. Up to 22,000 properties could be affected and only a small percentage of the 3,900 kilometers of cable have been replaced.

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Viewpoint

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Welcome to ICPMA

International Construction Project Management Association by Arnd Wittchen

About ICPMA

What we focus on

ICPMA is a unique worldwide organisation that spreads best practice in construction and project management throughout its membership. Set up in 2003, it is a modern and dynamic forum, providing opportunities to network with other professionals and academics and to engage in new business and research on a global basis. Each member pays a nominal membership fee but is encouraged to contribute to the ICPMA by actively providing current news, papers on new initiatives, or speaking at conferences and seminars.

Our membership and the tbw-initiative are our major focus 2013-2017 and we wish to:

The ICPMA is run by volunteers who are passionate about improving our cities, infrastructure and environment in ways which are more effective, efficient, and that safeguard our planet. The ICPMA wishes to ensure that all of those joining our professions realise and grasp the potential they have to improve the lives of future generations.

• Increase the number of members, and encourage all members, new and old, to participate • Increase the number of ICPMA/YICPMA events and activities • Increase the profile of ICPMA with other like-minded organisations. As our membership strengthens, we will create regional groups to further our influence and to ensure the best standards of CPM are adopted by all those active in our professions. • Further establish the global initiative for Excellence in Construction (for the whole building live-cycle) “the better way” with its Awards “Alliance” and “IQ” • Publish the ICPMA tbw-YEARBOOK to promote best practice

About our Members ICPMA is all about us, the members, and we are in a period of development and growth, in a drive enhance the strength of our organisation. We want to extend our membership to create wider benefits for all.

Our members are academics, consultants, contractors and clients who are active in CPM. We are searching for new active members, who can contribute to the exchange of knowledge and best practice, and who can also share information and experiences between regions and generations. We want to increase the number and scope of our activities, and to widen our reach into as many regions and countries of the world as we can.

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Y.0015.2016 Who is ICPMA Vienna © May 2016

Our main activities are our Annual Conference, the ICPMA Forum, and informal meetings. We interact with third parties in the exchange of knowledge , leading to higher standards of CPM worldwide.

Our youth organisation, YICPMA, is open to students and young professionals, generally up to the age of 30, when we would normally expect them to join ICPMA and become full active members. The inaugural YICPMA Forum was held in May 2013 in Vienna, and the organisation already has members from Austria, China, Finland, Germany, Ireland, Spain, Portugal, Turkey and the USA. This organisation is free to join. ICPMA members pay a modest annual fee to cover the administration of the association. The idea is that rather than a larger fee, members should contribute time and knowledge, in order to spread best practice. This intellectual contribution can be made in the form of papers, reports, presentations to ICPMA events (such as the Annual Conference). Members can also assist with helping to organise the association, the website, the newsletters, and the Forum.

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A New Start for Young Construction Engineers and Architects!

„A strong network and knowledge transfer with experienced experts“

by Daniel Balla, Agnes Hazay, Franz Klager, Melanie Piskernik, Michael Reiter

Open to students and young graduates in the areas of architecture, civil engineering and construction project management, the YICPMA was established in 2013 as a subsidiary of the ICPMA (International Construction Project Management Association). The YICPMA organises regular networking events as a means of meeting interesting people and offers a platform for discussing current subjects and ideas from the building industry. This should create a strong community of young engineers which is more able to assume responsibility and meet the challenges of the future. Thanks to its close cooperation with the ICPMA, knowledge transfer from experienced experts is guaranteed and backed up by the following events:

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• Forum: A twice-yearly podium discussion on a range of current subjects to which all members and interested individuals are invited. Experts on specialist areas will be on the podium to deliver short lectures and

Y.0017.2016a YICPMA, Vienna, Austria © April 2016

bring key issues closer to the public. The following roundtable discussion offers the opportunity to talk directly with the experts and network in a more relaxed atmosphere. • Duologue: Keynote lectures from experts in a specialist area in an informal atmosphere followed by a comprehensive discussion. • Stammtisch: Regular meetings of members to allow exchanges of opinions on current subjects. Also an opportunity to plan up-and-coming YICPMA activities and events.

YICPMA has had a branch in Vienna ever since its establishment. The many successful events have already awakened interest in other locations. In the future, the development of these will be supported in order to build a strong international network and drive knowledge transfer.

READ MORE http://www.yicpma.com/

• Excursions: Site visits which offer mainly students a glimpse of construction practice and the opportunity to get to know exciting projects. • Annual ICPMA Conference: Selected members of the YICPMA receive bursaries to enable them to attend the annual ICPMA conference. The wide spectrum of lectures educates the participating members while offering an opportunity for international networking.

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The Initiative

“the better way”

by Wilhelm Reismann

This open initiative is dealing with the future of the construction industry in its broadest sense. Globalisation and digitalisation will change our professional lives. We see it as a chance, not a threat. Several working commissions and research programmes in Austria have been launched. We are in constant exchange with parallel international initiatives. BIM is part of our work, but we see it as a starting point rather than a goal. The life cycle process of projects is our theme. Universities are an important part of it; a university-industry-public-network is one of the goals. Joint international post graduate courses such as “SmartPM, Smart City Technologies” could be organised. They shall spread to other cities, countries. Our alumni will be our future partners.

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The exchange of know-how and experience between regions and generations is our way to train and develop. Mutually. YICPMA is the youth organisation of ICPMA, the International Construction Project Management Association, who gave the initiative of “the better way”. YICPMA is open for architects, engineers and construction process managers, and all our colleagues involved in our projects. “Excellence” is our initiative for successful projects. We want to give impulses for improvement.

from all over the world. We make it simple to participate. Just one interview, some good photographs … In May 2015 we gave the “Award Alliance” for cooperation, trust and fairness in CPM in Madrid; the winners have been the Grangegorman project, Dublin Institute of Technology, Ireland and Aragvi Hydropower Scheme in Georgia. In November 2015 the “Award IQ” for innovation and quality in process and final product was given in Berlin to Fondation Louis Vuitton, Paris, France. The next “Award Alliance” will be given in Doha Qatar in May 2016.

Innovation. Success Factors. Lessons Learnt. are one focus of our Yearbook 2016 published in May 2016. The “Seven Principles” formulate simple but effective rules for better cooperation in projects. This is our second focus in “Excellence”.

The roles, tools and methodologies of “construction projects” will change and construction itself is only one part, although the central one, of such processes and value chains. Industry 4.0 will create new opportunities in the construction industry for all those who are open minded.

The Yearbook will present successful projects

On 9 May 2016 an Enquete will be held in

Vienna, Austria with the Vice Chancellor and the Minister for Social Affairs taking part. The topics will be “Develop.Build.Operate - Work. Economy.Export”. A special “Award for SME and Start-up in Exportation” will be presented. +43 664 337 3881 www.thebetterway.cc w.reismann@thebetterway.cc

Y.0019.2016 the better way © May 2016

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ICPMA and “thebetterway”

Leading Experts in Times of Digitalisation and Globalisation by Wilhelm Reismann

The objective of the initiative is successful projects for the benefit of all, far beyond questions of financial profit, although this– if fairly distributed – is naturally also a key success factor. Projects carried out as part of “the better way” are notable for • Cooperation and ethics in terms of the “seven principles”, based on personal integrity, trust and leadership as well as cooperative project development in line with the Austrian guidelines (öbv) • Innovation and quality as a permanent incentive for better, more contemporary and forward-looking work in the age of digitalisation and globalisation, both of which are seen as positive challenges. The services – in the broadest sense - include architecture, engineering and the associated process management in terms of project development, project management and facility management.

In a time of digitalisation, data and how this is dealt with are becoming more and more fundamental. The data chain across the entire lifecycle is a central mechanism for controlling success. This facilitates new qualities of processes, decisions and controlling in closed loops. The correct approach to data is decisive here: structured and efficient, transparent (where necessary) and confidential (as the highest principle). The Yearbook is a presentation of successful examples. It presents initiatives and projects from across the globe, by ourselves and by others, as a benchmark and as an incentive for all. Innovate. Succeed. Learn are the three keywords which are highlighted specifically in every project so that everyone can benefit from them personally. Two prizes are awarded every year as a way of underlining the significance of our success factors: • Award Alliance for cooperation and mutual respect in CPM • Award for IQ for innovation and quality in process and final product Our objective is to become that towards which we are working:

Leading Experts in Times of Digitalisation and Globalisation © iStock.com/dyeekc

“The better way” is an open initiative launched by experts dedicated to excellent quality and innovation. They work personally, long-term and informally together, enter into agreements with companies on a project-by-project basis and work with complete mutual openness and trust. If a relationship ends then this is complete and openly communicated. This is also important.

The focuses are technological and economic. Environmental, legal and many other success factors are also decisive.

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Y.0020.2016 Erläuterungen ICPMA & tbw, Vienna © May 2016

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The Seven Principles

Aspects to be Observed and Assessment Criteria to be Applied by the ICPMA Council on Principles

SUCCESFUL CONSTRUCTION PROJECTS PEOPLE PROCESSES CONTRACTS COSTS QUALITY LIFE CYCLE CHALLENGES

Principle no 1 People who believe that working together makes all of us more effective The selection of the right people in the right team is the principal project success factor. It is often not the question of the single best experts but of their ability to co‐operate. Character, leadership, team‐ spirit, common sense, admitting failures and learning from them, sensitivity and intercultural understanding are some ex‐ amples for human quality in the team. Assessment criteria: Has the project team been properly selec‐

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The Seven Principles

ted and managed, with common sense and leadership? Has “the human risk” been minimised, have risks been foreseen and eventually avoided? Have human rela‐ tion issues been solved in a decent way, openly or discreet, as appropriate? Has positive team‐spirit in the project team and beyond toward project stake‐ holders prevailed? Have ethics played its role, has compliance been observed?

Principle no 2

Processes fostering co‐operation instead of confrontation Construction processes today are often dominated by confrontation and litigation. Claiming, anti‐claim‐management, legal

advice, dispute prevention and resolution are expensive factors in CPM.

Reduced confrontation and increased co‐ operation releases enormous resources, both human and financial, to tackle the “real” issues and create success for all. Assessment criteria:

Have the client organisation, consultants and contractors been organised for co‐ operation? Have procurement procedures been appropriate to start co‐operative processes? Have (unavoidable) disruptions in proces‐ ses been solved cooperatively without dis‐ pute? Have there been mechanisms to ba‐ lance (unavoidable) problems by joint efforts?

Principle no 3

Contracts are becoming more and more complex and voluminous, often biased and irrational in distributing risks. Procu‐ rement procedures, especially in public tendering, are becoming more and more formalistic and not apt to select the best bidder. Contract administration is develo‐ ping towards claim or anti‐claim manage‐ ment and dispute prevention.

ding on the quality of definition before starting the procurement process. Long before the design of a construction pro‐ ject shall start, all the organisation pro‐ cesses have to be organised. Their result is the baseline for the project design. The owners/users must know ex‐ actly what to designed and build. That ta‐ kes time and effort. Very often schedules and budgets do not respect that. Varia‐ tions and expensive changes are the con‐ sequences. Quality decided and designed at an early project stage is usually not so expensive.

Assessment criteria:

Have the contracts been fair, clear and simple enough for the project purpose? Has the project delivery method (contractual structure) been appropriate? Have tender procedures been fair, clear and simple enough for the purpose? Have the best bidders and “right” project participants (see 1) been awarded? Have contracts been managed in mutual respect, with the necessary understan‐ ding of the other? Has mutual respect and appreciation always been part of project and contract communication. Have poten‐ tial conflicts been identified early and possibly been solved in constructive deba‐ te? Have (unavoidable) conflicts been identified, handled and solved in a reason‐ able way?

Have all qualities of the project as requi‐ red in operation been properly defined? Have all project stakeholders been ade‐ quately involved in the early project pha‐ ses? Has the user organisation during operati‐ on been studied and fixed before design started? Has the long‐term quality‐cost relation been observed in procurement?.

Contracts fair, clear and simple, contract management in mutual respect

Principle no 4 Costs, transparent and competitive, reasonable profit for all Cost overruns are frequent. Their reason very often is “budget underrun”. Political budgets are made in order to get the pro‐ ject going. Costs are not handled in a transparent way. Life cycle costs do often not play the role in development and de‐ sign which they should, seen from the ow‐ ners´ or operators´ views. Money prob‐ lems often lead to project failure and litigation. Assessment criteria: Has the budget been honest and comple‐ te, including the necessary reserves in the early phases? Has professional cost plan‐ ning been updated and communicated re‐ gularly?Has cost controlling been inde‐ pendent and in professional hands from start to end? Have the life cycle costs been calculated in the early phases and controlled regularly?

Principle no 5 Quality as our prime goal at a price that is acceptable to all The quality of the results is largely depen‐

Y.0021.2016 the Seven Principles © April 2016

Principle no 6 Life cycle, sustainable projects, designed with all phases in mind Construction projects live extremely long. They determine and dominate our civilisa‐ tion like few others. This imposes high re‐ sponsibility on project owners, develo‐ pers, designers and contractors. During the early phases almost all important fu‐ ture project parameters have to be deci‐ ded. Assessment criteria:

role in design? Has all project information required for operation been considered in the early phases? Have life cycle costs been controlled until the operation phase could prove its results, or not?

Principle no 7 Challenges, identified and solved in joint responsibility Construction is permanent prototyping. Each project is a singularity. That poses many challenges, problems to be solved. They way to solve problems jointly and openly in good team‐spirit often decides about project success or failure. The learning curve in construction is generally low. How an organisation is ready and set‐ up to learn from problems, set‐backs, er‐ rors, failures decides about her future success. Assessment criteria: Has a reasonable risk forecast and quality management system been set up? Have (unavoidable) errors been identified early enough and the right conclusions been drawn? Have problems been accep‐ ted are has everybody tried to shift them into “other pockets”? Have challenges been taken problems been solved without delay and dispute by the team? Have challenges and problems been tackled irrespective of eventual later financial issues?Have challenges been ta‐ ken problems been solved without delay and dispute by the team? Have challenges and problems been tack‐ led irrespective of eventual later financial issues?

Have sustainability criteria been reason‐ ably applied during all project phases? Have knowledge and experience from operation and FM played an important

Seven principles to follow 1. People who believe that working together makes all of us more effective 2. Processes fostering co-operation instead of confrontation 3. Contracts fair, clear and simple, contract management in mutual respect 4. Costs transparent and competitive, reasonable profit for all 5. Quality as our prime goal at a price that is acceptable to all 6. Life cycle sustainable projects, designed with all phases in mind 7. Challenges identified and solved with joint responsibility

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Yearbook Worldwide As you leaf through this Yearbook 2016 you may feel that there is too much Austria in it. This may be true but it is due to us, the initiators. Our priority was to launch the book in 2016. As the initiative gains momentum, the number of contributions from other regions will naturally rise. We felt the need to present successful construction projects - with all their innovation, success factors and lessons learnt. We felt the desire to show that alliance, cooperation and trust are the most important success factors; the only ones that really limit the human risk that is so dominant in our business. We felt the obligation to discuss with our friends and readers the future of the construction industry, its processes and products. All of you, our friends and readers, are now invited to respond and tell us of your experiences, give us your comments and prepare your contributions for the Yearbook 2017. The future of our initiative depends upon you.

Our World What could this relationship be? Most people are unaware of it. They simply live and work in our houses, drive in our cars on our roads, travel on our rail tracks – above or below ground, fly from our airports, drink water from and discharge waste into our pipes, are treated in our hospitals, study at our universities, have energy and light everywhere, all the time, thanks to our systems and rely on industrial products produced in our facilities by our machinery, connected, coordinated and controlled by our IT. So why do they not know about us? Why do they not think about us? Because our works always work - almost. But if they do fail – even for a moment - the world knows immediately. Maybe this is our only serious mistake. Maybe we are too reliable. But that is what we are trained to be. This is what we should tell more people more often. This is what our politicians should be made more aware of.

It is primarily for you - architects, engineers and construction process managers worldwide - to present your professional world to all those who have a relationship with our business.

This is why these paragraphs should provoke comment - positive or negative. We look forward to hearing from you.

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Y.0023.2016 Year Book World Wide, Vienna © May 2016

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Viele Sprachen

Many Languages are leading us to the better way, to common understanding and joint objectives. It is important for us that we acknowledge that languages do not separate, but connect. It is important for us to demonstrate that good communication works in many languages. We therefore deliberately accept contributions in several languages on our website and in our newsfeeds. Diversity is not limitation, but benefit.

führen uns zum besseren Weg, zum gemeinsamen Verständnis und zu gemeinsamen Zielsetzungen. Es ist uns wichtig, dass wir erkennen, dass Sprachen nicht trennen, sondern verbinden. Es ist uns wichtig, zu vermitteln, dass man in vielen Sprachen gut kommunizieren kann. Daher lassen wir bewusst Einträge in mehreren Sprachen auf unserer Website und in unseren Newsfeeds zu. Vielfalt ist nicht Begrenzung, sondern Gewinn. .

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Y.0018.2016 Mixed languages © January 2016

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What the Yearbook is about

Successful Projects Innovate. Succeed. Learn. Seven Principles.

What we focus on That´s what our Yearbook is all about. • Innovative ideas and quality which make our projects successful. • Success factors and lessons learnt. • Partnership and cooperation create profit for all. The yearbook is written by architects, engineers, construction project managers, by practitioners, experienced or young, developers, designers, operators, IT specialists, clients, contractors, consultants, university professors and students, research experts, etc.

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Y.0041.2016 What the Yearbook is about © April 2016

The yearbook is not a book. It is a permanent, growing collection of documents edited for special occasions such as the Enquete in Vienna, Austria and the Annual Conference in Doha, Qatar in May 2016.

www.thebetterway.cc or by contacting w.reismann@thebetterway.cc .

The yearbook will be available on the websites www.icpma.net and

This is our view, our goal. This is where we want to contribute.

Leading Experts in Times of Digitalisation and Globalisation

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Proposed Solutions and Recommended Actions

The final report of the “Reform Commission on the Construction of Large Projects” and the German Federal Government’s current “Action Plan” by Rainer Schofer

„Nothing substantial, no new methods and lots of generally available information and statements of the obvious which have already been basically taken account of by the commercial real estate industry for some time.” However, the fact that such statements are incorrect is demonstrated by the number of problematic commercial real estate projects in Germany in recent years - from „The Squaire“ at Frankfurt Airport to a number of shopping centres and large freehold apartment developments. Hence, the conclusions of the reform commission should in no way be seen as being exclusively addressed to public clients, despite the fact that it was the problems of certain spectacular public projects that led to the setting up of the commission in early 2013. The Federal Minister Alexander Dobrindt (BMVI) chaired the meetings of the commission himself in order to underline the importance of the expected results of the work. The final report was approved in the final meeting on 29.06.2015. However, the Reform Commission remains in existence and is due to accompany the implementations of its findings over the next few years. The report has 110 pages (including appendix, glossary and bibliography). The initial summary (Chap. I) is followed by a description of the commission’s objectives and methodology (Chap. II), together with a list of the 36 members invited personally by the minister to take part in the commission: Alongside ministry representatives these are principally leading representatives of the building and real estate industry associations, engineers’ associations (including the DVP) and the chambers of engineers and architects as well as representatives of such clients as Deutsche Bahn, the General Directorate of Waterways and Shipping, the provincial transport ministries and the Federal Court of Auditors. The detailed, in-depth work of the commissi-

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on was carried out by seven working groups whose members (around 20 per group) were not drawn from the members of the commission: 1. Optimised design processes; 2. Modern, model-supported design methods (BIM) 3. Costs and risks 4. Financing 5. The law 6. Partnership-based project cooperation; 7. Project management The reports of the working groups formed the basis for the meetings of the Reform Commission and flowed into its report which, in Chapter III, lists and briefly describes the reasons for cost and timetable overruns determined by the commission. The detailed conclusions together with proposed solutions and recommended actions follow in Chapter IV and present the findings and statements of the working groups. Basically, these are (for example) guidelines for the choice of a suitable project-oriented organisational model, the taking into account of risks in determining costs, the use of digital design methods (BIM) and ways of encouraging contractual partners to work in a spirit of partnership. The finished work is also the result of the organisation of the contents (structure, classification) and the editorial revision carried out by the accompanying research group which consisted of a consortium of the companies KPMG Rechtsanwaltsgesellschaft mbH and ARUP Deutschland GmbH. A summary of the final report drawn up in December 2015 was declared by a cabinet decision of the German Federal Government to be a basis for the implementation phase or so-called “action plan” and, as such, already serves as a guideline for large public projects which are currently in their initial phase. In addition to this, several pilot projects have already been launched. This “Action Plan” of the German Federal Government contains and follows ten core theses drawn from the commission’s final report:

1) Cooperative design in an interdisciplinary team and based on careful needs planning and the continuous exchange of information; 2) Execution in line with the motto “first plan, then build” – e.g. contract and execution on the basis of a complete project of execution; 3) Public projects should also include the determination and management of risks and risk reserves; 4) Contracts should be awarded to the most cost-effective and not the cheapest bid; 5) Partnership-oriented project cooperation; this demand is based on a broad initiative from the construction industry (see also 6); 6) The extrajudicial settling of disputes should contribute to the avoidance of conflict escalation and the swift resolution of problems; 7) Investigations of cost-effectiveness should always be carried out and should be binding upon the decision to execute a project; 8) Processes and competences/ responsibilities should be clearly defined at the project start; 9) On the whole, stronger transparency and control are required – through the reinforcement of project management and controlling; 10) Digital methods should be used generally and universally – especially „Building Information Modeling“ (BIM). In order to provide a basis and support for the implementation of the action plan, a Construction Management User Handbook is currently being drawn up with a focus on efficient project organisation, efficient project change procedures and efficient internal project controlling, especially in the case of infrastructure projects. The next months will show us whether and to what extent public projects will be executed in other – much better – ways.

Y.0024.2016 DVP German Refrom Commission © April 2016

The general tone of press commentaries about the final report of the Reform Commission of Germany’s Federal Ministry for Transport and Digital Infrastructure (BMVI) was as follows:

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Excellence Architecture, Engineering and Construction Process Management

Initiative Excellence

Excellence is the focus of our Yearbook. We present projects and initiatives giving answers to the great challenges of our time: globalisation and digitalisation. The Yearbook will demonstrate the importance of architects, engineers and construction process managers and their projects for the world we live in and for the wealth we are depending upon. Our projects have a long life and life cycle is therefore an important issue in science and practice. Our projects depend on nature and influence our environment. All this results in a great responsibility for our work, whether we are academics, consultants, contractors or clients. The core of the Yearbook are expert interviews expressing personal views and presenting personal achievements in relation with our profession. In the Yearbook you will find • the key messages from the interview to our readers, the international expert community • photos and graphs explaining and illustrating the project or initiative • facts and figures important to understand the key messages • the summary of the interview; with more information on our website www.thebetterway.cc

The Yearbook contains three types of contributions from all over the world: • Ideas and initiatives for a successful future of our professions • Innovation. Success Factors. Lessons Learnt from successful projects • Projects following the “Seven Principles” for better cooperation Two Awards will accompany the themes in our Yearbook • the Award Alliance – cooperation and mutual respect in CPM • the Award IQ – innovation and quality in process and final product The future of the construction industry is what we think, discuss and write about • BIM and other IT tools will enable new, better ways for future construction projects. • Industrialized, automated processes will change the design & production process. • A new understanding for the project life cycle will create better balanced projects. • New forms of cooperation will improve project delivery. • Adequate forms of tenders and contracts will have to be developed.

Innovation, Success Factors and Lessons Learnt • Innovation is the basis of quality and competitiveness

which have been presented during one of the ICPMA annual conferences or which are following “the better way” guided by CoP, the ICPMA Council on Principles.

Both criteria shall distinguish and reward effort and risk-taking in developing CPM and the construction industry.

• Success factors are changing with time and in different parts of our world

One or several members of the Award Committee will have interviews with key project representatives and confirm the values and achievements of the project with respect to cooperation and mutual respect in CPM.

Selection Procedure for the Awards

• Lessons learnt are important for future success Pilot projects and academic courses shall accompany this initiative open to all experts, companies and associations who rely on the same values: ethics, trust and profit for all, financially and beyond. Excellent Projects in our Yearbook DVP and ICPMA have joined hands to promote the initiative “the better way” with the aim to improve the construction process applying better principles of cooperation in CPM. The ICPMA Committee of Principles and Board members of DVP are accompanying the projects and the edition of the Yearbook for projects following “the better way”. Criteria for the Award “Alliance”

Criteria for the Award “IQ” The Award will be given to projects and their participants outstanding in innovation and quality of process and final product. The size and type of the project are irrelevant; all types and sizes may take part. The Award Committee will recognize both, innovation in the CPM process such as new, but well proven IT tools or management techniques, BIM processes or life cycle engineering and management tools and methodologies; as well as innovation and quality of the final product, such as outstanding technologies and construction techniques including design features successfully implemented in a project.

The Award will be given to projects and their participants outstanding in cooperation and mutual respect in CPM. The “Seven Principles” will be the guideline for the assessment. The size and type of the project are irrelevant; all types and sizes may take part. The selection base will be projects

Any project deemed to be eligible may be presented informally to one of the members of the Award Committee (“AwCo”). In case of “Alliance” the selection base has to be observed. For the Award “IQ” there is no selection base. The AwCo will list all projects nominated for the two awards. The deadline to nominate a project is two months before the Award Ceremony as announced on the website www.thebetterway.cc. The members of the AwCo will nominate projects from their side. The nomination is informal. The AwCo will react, have interviews and ask for more information, if required. It is part of “the better way” to avoid unnecessary formalities and paperwork. The AwCo will carefully assess and rank all projects nominated and make their rating. The AwCo will decide autonomously about selection and awards and inform all applicants.

Any recourse to the courts is explicitly excluded. All applicants agree with their nomination that the projects awarded will be published in the “Yearbook”. One month before the Award Ceremony the information to the applicants about the final decision of the Award Committee will be given in written, i.e. by e-mail. We invite key representatives of the winning projects to take part in the Award Ceremonies. Please note the dates when submitting your nomination. The nomination is informal. The AwCo will react, have interviews and ask for more information, if required. It is part of “the better way” to avoid unnecessary formalities and paperwork. The AwCo will carefully assess and rank all projects nominated and make their rating. The AwCo will decide autonomously about selection and awards and inform all applicants. Any recourse to the courts is explicitly excluded. All applicants agree with their nomination that the projects awarded will be published in the “Yearbook”. One month before the Award Ceremony the information to the applicants about the final decision of the Award Committee will be given in written, i.e. by e-mail. We invite key representatives of the winning projects to take part in the Award Ceremonies. Please note the dates when submitting your nomination. The awards will be handed over by - the president of ICPMA - the president of DVP and - the initiator of “the better way”. Selection Procedure See also www.thebetterway.cc. Application by informal email to arnd.witttchen@icpma.net or wilhelm.reismann@icpma.net The graph explains the selection base for the project tobe nominated or finally awarded.

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Y.0025.2016a Initiative Excellence © April 2016

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The Middle East

The Growing Importance of Construction Project Management

by Hudson Fountain, Project Management Director, Turner&Townsend

• Clients in the region want project managers who are experienced, practical and straight talking. Challenges and opportunities in the Middle East Cultural diversity • The blend of multi-national foreign-owned suppliers (represented by the collective group of consultants, contractors and other members of the supply chain) compared with predominantly local-owned client organisations brings challenges of cultural nuances, leadership styles and differing perceptions of international best practice in the management of projects. • -The implementation of international best practice methodologies in the Middle East by clients is driven by the ability and competency of local suppliers and client know-how. As a result, international best practice methodologies, where used, are tailored by clients in most cases. This approach is common across both public and private sectors. However, more could be done by policy-makers to promote international best practice in the Middle East and focus on organisational leadership | Y E A R B O O K 2016

Procurement practices lients tend to be risk averse, preferring to • C transfer risk to suppliers. They also tend to favour traditional procurement practice of lowest tender price wins instead of more collaborative modern procurement methods such as design and build, framework agreements, partnering and management forms of contract, or more advanced process management techniques such as lean construction and earned value management. • The Middle East generally still pursues traditional forms of procurement which can often lead to an adversarial environment. Clients are supportive of relationship building on one hand, acknowledging the interplays of differing procurement options, but insist on pursuing lowest price tendering on the other, following a more traditional approach where the supplier bears the risks. This approach could be attributable, in part, to the effect of internal auditors whose profiles have been raised following the recession and have strong grips in organisations. Stringent policies and procedures hinder the more innovative forms of procurement, which drive the continued use of traditional approaches. • Suppliers and clients should embrace their roles. Suppliers are not being engaged early enough in the stages of a project and have to consistently competitively tender for work, even with repeat order work. Clients are to champion collaboration and partnering, moving beyond ‘master/slave’ limitation of traditional project relationships. Both should continue to drive transparency and openness in building relations and where feasible, go so far as to share savings generated through supply chains or project successes to help build collaborative platforms.

Procurement practices • Client’s experience, or maturity, depends on whether they are repeat clients, or one who procure occasional or one off projects. This drives project strategy, project environment, communication philosophy and effective stakeholder engagement and management. Clients should set their sights longer term. Better value for money will be gained when clients assess the costs and benefits over the whole life of the facility not just short-term lowest capital cost.

• Driving the programme and safeguarding budget is a must as opposed to merely managing the process. Accountability, leadership and improved efficiencies aside, the added value of project management to the marketplace is in the depth and knowledge of informed team selection of consultants, contractor and specialist trades, as is ability to control design.

in both supplier and client organisations on how projects are delivered; harnessing the positives of the cultural diversity and then systemising a common approach. The visibility and presence of best practice institutes and related CPD events need to be increased as some clients and suppliers are not aware of their presence.

• Whilst behaviours are improving across the Middle East, clients need to demonstrate accountability and realise that transference of risk through traditionally hostile procurement and contractual arrangements does not encourage collaboration but rather inflates fees and prices. Instead, clients should look to use procurement and contract strategies which reinforce joint, early and effective contribution to meeting the project objectives. There is an opportunity to tackle projects in a joined up manner as an integrated team and foster relations through sharing of both problems (-) and beneficial (+) cost, time and quality outcomes. Client maturity will develop with time however organisations need to be receptive to change. Programmes should be sensible in duration and focus on good planning, which will save time and money in the long run.

A general overview of the Middle East project management sector • The relative recent modernisation of the Middle East built environment has seen greater recognition and development in the management of projects. Client understanding of the role of project management regionally as a discipline varies in interpretation from construction manager, contract administrator through to client representation. Most clients expect hands on, proactive service with minimal bureaucracy and maximum certainty of outcome.

How has project management changed over recent years e.g. innovation and new techniques entering the market? • The market is still picking up again after five years of recession so it is more a case of being lean, agile and efficient in work practices. Clients are seeking techniques which deliver their projects more effectively, efficiently and with improved predictability of time, cost and quality. Certainly more design firms are embracing technologies and systems such as Building Information Modelling (BIM), which means that project managers have to be even more adept at managing the entire project team and possess diverse skill sets. • There has also been greater uptake in

recent years by clients investing in extranet collaborative platforms to manage and exchange large volumes of project data, which has enabled greater integration and co-ordination front end on large multinational stakeholder projects. • Nowadays there are widely adopted sustainability initiatives on projects which influence strategy and planning. A decade ago if your project had sustainability intent such as BREEAM rating or high LEED classification it was an exception to the rule.

Y.0035.2015 Growing Importance © May 2016

Today, this is fundamentally different and woven into briefing and design development. Countries including the UAE are implementing localised sustainability frameworks such as Estidama which previously didn’t exist. • Smart technology and the demand for urban design of smart cities by major public client is on the increase. Major technological, economic and environmental changes have generated interest in smart cities, including climate change, economic reforms,

the move to online retail and entertainment, ageing populations, and pressures on public finances. This has led to an interest on harmonising people flow, traffic flow, and how citizens interact with the city as well as environment. Smart cities seek to use information and communication technologies (ICT) to enhance quality, performance and interactivity of urban services, to reduce costs and to improve the management of urban flows and allowing for real time responses to challenges.

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Optimum Development Future

Being a Michelin Star Construction Project Manager © GDA 2014

by Nick Smith

Can you imagine what it would be like to be Michelin Star chef? Several years ago I had lunch with one at his restaurant in Berkshire, UK. “So what is the secret of your success?” I asked him, as I tucked into my Scottish smoked salmon, served with a delicate side salad. “I use the freshest ingredients sourced on the day,” he replied. “The turbot we are having | Y E A R B O O K 2016

next was the finest fish at the market this morning. I have blended it with a sauce and vegetables to compliment its taste, so that every single part of the whole dish works individually and also together, with the turbot itself coming through as the hero flavour.” Construction Project Management, done at its best, uses these same principles. The finest ingredients – architects, engineers, and

technical specialists – are sourced and blended in a way to extract the optimum development result from the chosen site. All of the professionals contribute their part to the process, unified by the vision of the client, working together to craft the dream. The contractor is also an integral part of this design and delivery team. In this way, the planned buildings or infrastructure stands

the very best chance of being created on time, at the right quality, and on budget. My selection of raspberry sweets at the end of my meal added the final touch to the experience: delicate, tasty, and beautiful to look at. “ The ultimate dish should be the perfect culmination to the meal, and should leave you wanting more,” added the chef. Again, in Construction Project Management,

Y.0037.2016 Michelin Star © May 2016

the principles are the same – the finishing touches, specification and detailing, should add to the whole experience. So Construction Project Managers must aim to be the Michelin Chef in the development process: combining all parts - the professionals, the challenges, and the opportunities. All components taken into the project management kitchen can be

combined to achieve the best, each and every time. And all Construction Project Managers should be aiming for that coveted Michelin Star standard.

Nick Smith – 21C Business Consulting. The views expressed are solely those of the author.

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Design Process and Relationships

The Value of Early Client Participation in the Design Process by Ben Marston, Director, Jestico+Whiles

It is often said that good design comes from having a good client working with a good architect. But what makes a good client and how can the design process get the best out of the relationship? In our experience, a good client is one who is fully engaged. Our practice works across a rich mix of diverse sectors and clients. Be it a private sector developer, or a public sector school, gaining a high level of client and stakeholder engagement in the design process as early as possible is absolutely key to a successful project outcome. As architects, it is our role to be very good listeners, who possess the skills to respond creatively to what we hear. We believe passionately in the power of architecture and high quality design to improve human wellbeing. This process begins at the outset of the project. Our experience working for the British School Muscat in Oman, where we devised a masterplan for their existing campus, is typical. The school felt that its outstanding academic record was being let down by its facilities. They commissioned a masterplan to maximise the use of their well-located but constrained site, improve the facilities, and allow for expansion from 1050 to 1250 students, without having to relocate. We worked closely with the whole school community: students, parents, staff, leadership team and governors to develop the brief. Three analytical strands were pursued: firstly a detailed community survey and workshops established the priorities per constituent group; secondly a thorough analysis of the school’s curriculum, working with an expert educationalist, identified what was spatially needed to fulfil the school’s curriculum ambitions and timetable; and thirdly a thorough survey of the existing buildings established their condition, layout, topography and site constraints. The results of the three strands were carefully analysed and played back to the school community so that everybody understood the project objectives. This engagement generated consensus amongst a wide | Y E A R B O O K 2016

group of stakeholders with potentially competing ambitions. The resulting masterplan, aims ultimately to rebuild much of the school over a phased five-year period. Our approach was to improve the legibility of the site, drawing accommodation together into a coherent arrangement of organisational zones. Despite the physical limitations of the site, the design incorporates significant new teaching facilities, new science, performing arts, a sixth-form centre, and a sports and aquatics complex. When we presented back the analysis and the resulting masterplan to the school community the logical and analytical approach received sustained applause. Phase 1 of the project, is now under construction and will be completed in 2017. Sometimes client engagement begins before the project is even secured. We win much of our work through design competition, and successful engagement with prospective stakeholders through the competition process can be critical to winning the commission and, of course, ultimately ensuring a successful design outcome. Our scheme for Tower Works in Leeds in the UK is one such project. A post-industrial regeneration site, it was marketed to potential developers by the UK Government’s Homes & Communities Agency (HCA). We were approached by Carillion Developments who were interested in bidding for it. The site has a number of listed buildings on it including three Italianate towers from which the site takes its name and forms an important part of the industrial heritage of the city. A sensitive approach was needed. The bidding process was quite lengthy, over a period of six months, involving a series of engagement meetings with key stakeholders including the various city authorities as well as the HCA. Our approach to the engagement meetings was to listen carefully to the aims and objectives of the stakeholders and gradually build up a scheme based on careful analysis of the site, the context and key strategic views, and mutually agree these with the sta-

keholder group at each stage during the engagement. This ensured the design solutions reflected both the objectives of the stakeholders and also our developer clients, but also crucially that everybody felt that they had ownership of the design. When the final bids were assessed, ours was the preferred design, with the result announced at MIPM last year. Client engagement continuing through the life of the project ensures that the detail also benefits from mutual development. During the design process for the UK’s National Graphene Institute we worked closely with the Nobel Laureates Sir Andre Geim and Sir Kostya Novoselov whose work developing uses of this miracle material requires a state-of-theart research environment. Working with the academics, the advanced conditions, equipment, and working arrangements naturally determined the rationale of the building’s design. When it came to the external façade treatment of such a functional building, essentially an aesthetic design exercise, one might have expected this would be left to the architect. It proved to be no less collaborative than the internal scientific functionality. Professor Novoselov was particularly keen that the outside of the building ‘messaged’ the workings within. A decision was made to use 2mm thick mirror-finished, black tinted stainless steel as the outer veil cladding. The mercurial, constantly changing and highly reflective characteristics of this material and its apparent lack of thickness seemed appropriate ciphers for a building devoted to the study of the intriguing, revolutionary, two-dimensional graphene. Many options for the ‘message’ in the façade were explored. One idea settled upon by the team was to use Professor Novoselov’s own hand-written equations for the chemical deposition of graphene. Numerous versions were tried, but none seemed to capture the essence of the ‘message’. Our graphic designers suggested using a more formal typewritten version of the equations, incorporating

rotations and overlapping text. This captured Novoselov’s imagination such that he further edited the design to include two deliberate mistakes to test his fellow scientists. The final façade successfully captures one typical characteristic he considers fundamental in the process of scientific exploration: that nothing is obvious or apparent at first glance, effort is required for discovery. Design succeeds through the effort invested in establishing positive relationships between architects, clients and stakeholders; the conversations that develop, how carefully they are listened to, how closely they remain engaged in the process, and how skilfully this is translated into architecture.

Y.0038.2016 Design Process and Relationships © April 2016

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The Future of the Construction Process

To Permit, or Not to Permit, that is the Question?

by Nick Smith

The World Bank Group (http://www.doingbusiness.org/rankings) has undertaken some recent research into the ease of doing business in 189 different economies of the world. Ten topics were investigated and given equal ranking to derive an overall league table. Each of the ten topics comprised several indicators. The report was published in 2016. Construction projects often get delayed, or altered, due to problems in obtaining official permits; but also some approval processes are difficult to understand and contradictory. One ministry or agency authority may have different objectives to another, adding confusion for the client and his professional team. One of the ten topics investigated by World Bank Group in the report was “Dealing with Construction Permits.” Singapore came 1st | Y E A R B O O K 2016

(the best), but, perhaps surprisingly, many countries in the Middle East ranked highly. UAE was judged 2nd; Qatar 8th; Bahrain 9th; Saudi Arabia 17th; Oman 46th. As a comparison, Germany was 13th; the UK 23rd; and the USA 33rd. I spent several years in Oman and was part of a team tasked with obtaining a Development Agreement and subsequent Royal Decree for a mega project. This involved liaison and then agreement with many ministries, and was achieved in around a year. Fortunately, there was real momentum from many agencies to see the project go-ahead. In many western countries this task would have taken several years to conclude. However, I found subsequently that on some smaller projects in Oman, the approval process was unclear -

there were some experts on hand to help me, but often it seemed to be a case of “let’s try this, and see if it works.” Part of the World Bank Group report highlighted the approval processes in Oman and identified good practices in construction regulation whilst also assessing the quality control and safety mechanisms in place. In order to ensure that the research had a practical usage, it examined specifically what would be required to enable a warehouse to be built. A schedule was produced and scored both efficiency and quality. Time to compliance was measured, associated costs, and also, crucially, which parts of the process could be carried out simultaneously with others. Design, land permits, excavation, fire, environmental security, water, sewage and utility

approvals were all included in the schedule, with relevant agencies for each permit being identified. The checklist produced is both useful, and a big step forward, in making the approval process easier to understand, and also more transparent. I wondered if the comparative high rankings of some of the Middle Eastern countries may have been due to the fact that some other places in the world have more political and environmental constraints, and indeed require more consultation with members of the public – perhaps leading to a longer and less clear approval process. But New Zealand came out 3rd; Australia 4th; and Denmark 5th in the rankings, so these potential constraints do not necessarily seem to make construction permits harder to achieve in such circumstances.

Y.0039.2016 Permit or Not © April 2016

I believe that the approval process should embrace a team responsibility approach. It is incumbent on the client and his professional team to submit the full suite of necessary information, and to address all relevant issues as required. But the approval agencies should publish clear information specifying exactly what the requirements are, and deal with the permission or refusal of the project within clearly stated timescales. The client has paid for the service and is entitled to proper treatment.

Whilst no electronic system can replace the human part of the decision-making - that of skill and expertise – they can undoubtedly simplify processes and make them more efficient. I hope that research, such as that by the World Bank Group, continues to be undertaken to help to facilitate better approval processes by helping to spread best practice throughout the world. This in turn should help all of those involved in construction project management to do a better job.

This is even more important as we move towards a world where much of the approval process can be done online. Electronic systems are the way forward, as they allow communication to be speeded up and made wide-ranging to include all interested parties.

Nick Smith – 21C Business Consulting. The views expressed are solely those of the author.

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Leading Engineers/Experts in Times of Digitalisation and Globalisation

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Y.0040.2016 Leading Experts © April 2016

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Rethink!

“Managing of Stakeholders” suffers from its manipulative orientation. Values like transparency, justice and fairness are less important, and there can be a lack of ethical consideration. In contrast, the “Managing for Stakeholders” approach embraces all stakeholders and tries to reach win-win situations with them. However, it can suffer from its lack of focus on the most important stakeholders. It

Project Stakeholder Management

by Martina Huemann, Pernille Eskerod, Claudia Ringhofer

Problem Many projects fail because stakeholders’ expectations and interests are not sufficiently considered and managed. Stakeholder Management is a key success factor in any project. In the context of striving for sustainable development, the involvement of stakeholders has become even more important because cooperation with stakeholders may support the creation of shared benefits. Objectives The primary objective of this research was to develop a more holistic understanding of project stakeholder management by considering new insights from General Stakeholder Theory and providing project managers and their teams with systemic constellation methods to deal with the complexity of contemporary project stakeholder landscapes.

Managing for Stakeholders • Stakeholders are a source of ideas

Perception of stakeholders

• Stakeholders are instruments for achieving project success • Stakeholders that have no potential to harm or help are ignored

Range of stakeholders considered

• Exclusive: Only the most important key project stakeholders are considered • Most important is the project investor • Different stakeholder interests get in the way of achieving the project outcomes

• Inclusive: Many project stakeholders are considered and all their different interests are collected • Different stakeholders are explicitly invited as co-creators

• Manipulative orientation, lack of ethical consideration • Solely economic perspective • Rather short-term oriented

• Ethical consideration, fairness, transparency, and participation • Balancing economic, ecologic and social interests • Short-term and long-term oriented, consideration of impact beyond the project

• High result-orientation, fast processes

• •Thrive on project outcomes that benefit broad range of stakeholders • Suited to achieve sustainable development goals

Potentials

Limitations

Core Research Team (f.l.t.r.): Claudia Ringhofer, Pernille Eskerod, Martina Huemann

Findings and practical implications This research analysed stakeholder management from two contrasting perspectives: In the “Managing of Stakeholders” approach, a project requires stakeholder contributions to fulfil its purpose. In this approach, stakeholders are considered as means and used as instruments to meet project goals. In contrast, “Managing for Stakeholders” is a more inclusive and holistic approach based on the understanding that all stakeholders are valuable in their own right and entitled to receive management attention. Both approaches have potentials and limitations.

• Short sighted project outcomes which are not accepted by stakeholders • No sustainable solutions or outcomes not used

FACTS & FIGURES

CORE RESEARCH TEAM

Project duration 2012 -2016

Prof Dr Martina Huemann and Dr Claudia Ringhofer WU-Vienna University of Economics and Business, Department Strategy & Innovation, Project Management Group, Austria

Book Huemann, M., Eskerod, P. & Ringhofer, C., 2016, Rethink! Project Stakeholder Management. Newtown Square, PA: Project Management Institute. www.pmi.org/Learning/Research-Completed-Research/rethink-project-stakeholder-management.aspx

• Overburdened project manager/team • Slow decision processes • Under-ambitious project outcomes

Prof Dr Pernille Eskerod Webster University Vienna, Department of Business and Management, Austria

Research Partnering Organisations · Wirschaftsuniversität Wien · Webster Vienna Private University Practice Partner · NETLIPSE Sponsor · Project Management Institute, Inc.

Project stakeholder analysis with a systemic board | Y E A R B O O K 2016

The results of the research show that a combination of both approaches ensures greater flexibility regarding project stakeholder management. Project managers must be aware that methods of dealing with stakeholder re-

lationships are context-dependent. The findings suggest that stakeholder management be considered a core project management task. This requires that project managers bear in mind their ethical responsibilities to all project stakeholders, instead of exclusively focusing on the interests of the project owner/ investor.

Managing of Stakeholders

Values

Method The researchers applied a knowledge co-creation approach, engaging with practitioners, other researchers and constellation experts in case studies, focus group workshops and presentations. The core of the work is four case studies across different industry contexts (including the transport sector, municipalities and universities) and countries (Austria, Denmark, Sweden). In three of these four project case studies, the researchers investigated project stakeholder practices, and three were used to experiment with systemic methods for project stakeholder analysis.

requires a high conflict culture in order to deal with these different interests and not lose sight of the project purpose.

Y.0049.2016a Rethink Stakeholder Management, Vienna, Austria © April 2016

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Building Information Modeling

BIM on the Threshold of Usability

by Lars Oberwinter

Some still speak of it as belonging to the future of construction planning but others already use it automatically on a daily basis Building Information Modelling continues to polarise the building sector in the German-speaking region. Above all, the publication of Ö Norm 6241 in summer 2015 reignited the debate about the new approach in Austria: Alongside all the technical challenges of BIM methodology, such issues as the development of logical processes, the modification of specifications and the legal framework have also finally found their place at the heart of the discussion. New stakeholder working groups are emerging almost monthly, here in the German speaking region, established to address more of the many aspects of BIM implementation. Unfortunately, all this activity also underlines the fact that the extensive terminology of the BIM approach is not yet clearly enough defined and we are beginning to see areas of dangerous vagueness which could lead to the contradictory definition of roles and specifi© Lars Oberwinter

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Y.0042.2016 BIM on threshold for capability © April 2016

cations. We can only hope that the increasing networking between these various working groups and institutions will lead to the harmonisation of such concepts. And there is also much positive progress to be reported, not least concerning the data structure of digital building models. The “property server” (which forms the basis of Ö Norm 6241) represents a significant step towards the consolidation of interdisciplinary data retention. Accessible on-line, this database collects all the components of a digital building model (e.g. walls, columns, radiators, sanitary equipment) and their related characteristics (e.g. geometrical information, load-bearing properties, building physics parameters, etc.). The special feature of this is that it also defines the work phase during which a certain item of information must be defined for a virtual building element, e.g. the fire protection property of a wall during the preliminary design phase.

se, this simple principle also forms the basis for the real lifecycle-use of the data. Hence, for example, facility management relevant information can also be added to the virtual constructional element. The hope is that this phase-related, object-oriented data retention will then be followed by the necessary adaptation of the relevant norms covering the determination of quantities and volumes in the area of cost calculation and tender management. At all events, the property server already provides a solid basis for designers as they plan their services and an additional automatic connection of this online database to the market-leading BIM programme is promised for summer 2016. Hence, despite all the questions about BIM implementation which remain to be answered, this database represents an important step towards BIM usability in the German-speaking region.

As well as establishing clarity about the precise work that has to be done during each phawww.thebetterway.cc | www.icpma.net

The ASI Property Server

How the Knowledge About a Building is Stored

by Christoph Eichler

BIM is the building industry’s new common language – the ÖNORMs of series A6241 have been valid and binding in Austria since 1.7.2015. These norms cover all aspects of BIM technology across the entire lifecycle of a building. A key element of this series ofterist norms is the so-called ASI property server, a dynamic, freely expandable and freely accessible database which controls who provides which information when and how. The ASI property server was provided at the University of Innsbruck’s Department for Computer Science in 2013 and its contents were developed by members of the ÖNORM committee ASI AG11/09 and participants in the FreeBIM research project. The editorial control of the contents continues to be carried out by the ÖNORM committee ASI AG11/09 and they are updated twice a year.

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The ASI property server describes how we systemise and structure all information about a building – from design and construction to operation and demolition - just like the way a dictionary prescribes how we transport information into another language. The basic systematic for describing buildings with BIM is based on the use of numerous different element types for all design disciplines, e.g. walls, ceilings, columns, windows, doors, ventilation pipes, valves and other similar elements. Each of these contains specific characteristics which are required for a description - in the case of a wall; information about its height, length, depth and surface finishes etc. Together, these elements form a so-called digital building model – a precise description of the project which should one day be built and operated.

The many elements of a building model are organised into a structure, which is based on the actual structure as used by people. The highest level in this structure is the building plot on which one or more buildings can stand within which one or more floors can be located on which a completely optional number of elements are anchored. In turn, each element can have many components. For example, a wall can have such layers as a concrete layer, an insulation layer and a plaster layer. Then, these components can contain constituent parts such as the reinforcement in the concrete layer. This organisational structure building plot-building-floor-element-component-constituent is able to record all the information about a building. The knowledge within this organisational structure is passed on hierarchically so that, for example, every element on every floor also

knows to which building they belong. Hence, every level only carries that knowledge specific to itself. The difference between the organisational structure and the systematic – between the information about the organisation of the elements and the information that describes the elements – is important However, the ASI property server describes not only which elements can be used to describe a building and the characteristics in terms of which they can be described, but also: - who should deliver the information for a characteristic – e.g. architect, building physicist or builder. (author) - in which unit they must be delivered – e.g. in millimetres, as yes/no values or in N/mm².

Y.0047.2016a ASI Characteristics Server © April 2016

In addition to this, complex lists of values consisting of all valid values from the current guidelines are provided for certain characteristics. (unit) - when a characteristic must be defined – e.g. in the preliminary design, execution design or construction phase. This information can be defined differently in line with the requirements of each country. In general the information content of an element always increases during a project. (time) - how an element type and the corresponding characteristics including lists of values are named in other languages. To this end, each element type, characteristic and valid value is given a clear identifier and linked with a dictionary (bSDD1) – at the same time this allows each item of structural information (element type, characteristic, value) to be uniquely

classified. (multi-lingual ability) - where this information can be found in international structures such as the IFC4 buildingSmart specification – this reference can enable differences/similarities to be documented. In general any number of further specifications can be included in the ASI property server as additional libraries and referenced with existing libraries. (reference) In addition to the requirements for the organisational structure of digital building models in the property server there is also a general default catalogue of materials. This information is used to describe element types from the execution design phase (ON A6241-2/lifecycle phase 2.5) and incorporates the material-specific characteristics that are required beyond the scope of the original characteristics of the element type in order to be able

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The ASI Property Server

using this technology from 2018. To this end, a technical committee6 tasked with developing basic norms has been established by CEN, the European Committee for Standardisation. This will set the course for the future development of the European building industry.

How the Knowledge About a Building is Stored by Christoph Eichler

to record the necessary information. For instance, a timber column requires different characteristics from a concrete or steel column. This separation of building structure and the catalogue of materials is an important basic principle which is unfortunately not yet consistently applied in international specifications. After the need to separate structure and material and the resulting addition of material-related characteristics to an element it is also necessary to add, where required, specialisation-related characteristics – e.g. for prefabricated elements. A concrete wall requires further information if it is prefabricated – e.g. transport reference, storage location, delivery time, etc. A digital building model describes the building that is to be built in different phases (model phases): - in the preliminary design phase the qualities to be achieved are defined (ON A6241-2/lifecycle phase 2.2). - in the design phase these qualities are defined more precisely (ON A6241-2/ lifecycle phase 2.3). - in der execution design phase the model receives information about materials (ON A6241-2/ lifecycle phase 2.5). - during the tender phase the model receives information about products and costs, also known as the 4th dimension/4D. (ON A62412/ lifecycle phase 3.1). - during the timetable planning, information about the construction period, also known as the 5th dimension /5D. (ON A6241-2/ lifecycle phase 4.1). - during execution, status information (ON A6241-2/ lifecycle phase 4.3). - during operation, information about operation and sustainability is collected, also known as the 6th dimension/6D. (ON A62412/ lifecycle phase 5.1) These various phases of the model can be compared with each other. For example, information from the design phase can be cont-

| Y E A R B O O K 2016

rolled against the offer from a bidder during the tender process. In parallel with the digital building model, a real building develops during the construction phase. Alongside the elements which are physically present, logical element types and constituents are needed, such as: - the abstract element type “space requirement element” for coordination between architecture and building services during early design phases - spatial element types such as “limits” or “zoning bodies” to describe statutory requirements - service elements to link measurements, dimensions or quantities with service items in cost breakdown structures, e.g. the area of a layer of wall with a service item in a tender or the volume of an excavation in the site model - contractual elements, that locate contractual knowledge in a digital building model, e.g. link a door panel (door component) with an indication of where in the contract one can find information about what has been contractually agreed in the event of defective execution These logical elements of a digital building model have no direct physical relationship with real buildings and simply allow more information to be carried. In order to safeguard efficient data storage in digital building models the infinite amount of real information is abstracted – logical constituents/elements are an essential support in this process. The information in a digital building model is legible not just to people but also to computers. Just as computers can check texts for spelling mistakes, they can also automatically check that digital building models meet the requirements of the ASI property server.. For this reason the ASI property server was made accessible not just via a freely accessible Web Frontend 2 but also via a freely reachable Web Service3. Software can use this latter service to read and use the information on the ASI property server. This enables for, for example, planning pro-

grammes to filter model data in terms of project phase while it is being exported in order to ensure that only the relevant information is transferred while also enabling the programme to highlight missing information. Furthermore, this ensures the precise international exchange of model data and the precise automated checking of model data which is to be exchanged on the basis of the open IFC interface . Control, precision and much simpler multilingual communication when exchanging model data are immediate results of the ASI characteristic server.

In this connection a meeting took place together with representatives of the German Planen und Bauen 4.0, the SIA7 and Bauen digital Schweiz at the Austrian Standards Institute on 24.11.2015 on the initiative of the Austrian ÖN Committee ASI 11/09. Agreement was reached regarding a future decision process at CEN level and the use of the Austrian BIM standard as the common basis in the DACH Region. Further neighbouring countries have announced their intention to join this group.

Hence, Austria now has – and the entire German-speaking region will soon have – a general, uniform basic structure for the transdisciplinary cooperation of participants in the design process across the entire lifecycle of buildings. In February 2015 a committee for the development of European BIM standards – CEN/TC 442 – was established at the European level. Austria is actively involved in this committee and responsible for the secretariat of the working group “CEN/TC 442/WG 3 - Information Delivery Specification”. This working group is devoted to one of the central subjects of BIM technology, the question of “who delivers what, when, and in what quality and who has to check it?” As a result of the efforts of the European Commission, which has already co-financed a working group “BIM for public clients” (EU

BIM Task Group), European BIM standards should be developed by 2018 at which point they will be able to form the basis for new European tender legislation which should then become obligatory for public clients. READ MORE 1

buildingSmartDataDictionary - http://bsdd. buildingsmart.com

db.freebim.at

Ws.freebim.at

http://www.buildingsmart.de

The “Digital Planning Application” project of the Vienna Building Directorate in cooperation with the Office for Digital Architecture GmbH - ODA

CEN/TC 442

Schweizerischer Ingenieur- und Architektenverein (http://www.sia.ch)

This technology, coupled with open interfaces4 between applicants and the authorities, also enables the complex assessment of the approvability of buildings. This approach has been under development in Vienna5 since 2015. The comprehensive incorporation of this technology in building industry software has huge potential not only for the project phases of design and construction but also in the initiation of projects and the operation of buildings – via, for example, the collection of information about building requirements. The AS property server controls the alpha-numeric detailing level of model data across the entire lifecycle. People, machines and equipment can access and use this information. This will facilitate the high precision and high-performance, manufacturer-independent transfer of alpha-numeric information with open interfaces – also across national borders. This deliberately open approach is a means of promoting the unification of European standards and continuing Austria’s “bridging role” in the balancing and coordinating of national interests while these standards are made available as a machine-readable catalogue of requirements on a unitary technical platform. This is the basis for a uniform European implementation for all those involved in the construction industry. BIM is becoming increasingly important at the European level. It is, for example, planned that public clients must implement BIM in their processes and develop their projects Y.0047.2016b ASI Characteristics Server © April 2016

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The Future of the Construction Process © GDA 2013

An Assessment by the YICPMA

In our view, the historically relatively rigid construction sector is coming under increasing pressure to keep up with this (digital) age. The constantly increasing complexity of building projects will continue in the future and play an essential role in the necessary further development of construction processes. This increasing complexity is a result of, on the one hand, the increasing number of participants in construction processes and, on the other hand, the fact that participants who traditionally became involved at a later stage are now involved in earlier project phases. Hence, the conventional sequential process is increasingly becoming a parallel and interdisciplinary process. The increase in interdependencies in projects will lead to an increase in both information exchange and the related coordination effort. This flood of information and complexity can no longer be managed using conven-tional methods. BIM represents an attempt to develop and implement a uniform “language”, with which in-formation can be communicated with all disciplines and along the entire process chain. Demands on buildings are rising continuously and several aspects which have to do with more than mere func-tionality (e.g. design, technical, ecological, social) are gaining in relevance. The result of this is that buildings are increasingly becoming “high tech objects” which cannot be efficiently developed without innovative methods and there is a need for new approaches and new processes in order to produce them. These developments will profoundly change scopes of work – particularly that of the construction project manager (BPM). The following paragraphs will address those key aspects that, in our view, will most actively drive the transfor-mation of the building industry. The consequence of increasing complexity is that there are ever more interfaces between project participants at which data must be exchanged. A huge volume of information is being generated and this will have to be more efficiently coordinated and more speedily and effectively processed. This de| Y E A R B O O K 2016

velopment demands both the increasing digitalisation of processes and the integration of software and IT tools, in order to improve the use and coordination of information and processes. In many places this development in the direction of digitalisation can already be seen– such as through BIM, collaboration platforms and document management systems. In this process, digitalisation must be understood as automation, because processes only remain flexible if one can rapidly capture changes, speedily and soundly evaluate these with the help of automatisms and also com-municate these results across the relevant interfaces. Only then can quick and qualified decisions be reached in agreement with all disciplines. Such developments affect entire corporate structures – processes, organisational structures and activity pro-files. Here, flexibility is essential in order to successfully implement changes in processes. We see the early addressing of necessary changes as essential in order to keep pace with the development tempo of other sectors. In the IT sector there are many examples of newly established specialised operators which became leading companies in just a few years while larger corporations were slowly squeezed from the market due to their lack of flexibility. Non-dynamic corporate structures are at a great disadvantage here while more agile companies can adapt more quickly to an altered situation. This can represent a major threat to large corporations. In the last few years such developments have been seen most dramatically in the mobile telecommunication sector. Despite its apparently unlimited opportunities, IT is merely a tool that only works when it is used properly. The analysis of earlier analogue structures and the subsequent translation of these into digital processes are ex-tremely significant. Specific software solutions can be defined in order to implement these in corporate pro-cesses. In order to achieve this it is necessary to involve IT specialists in operational processes. And it is also necessary to promote the general acceptance of and trust in the solutions. Because only the concrete switch from analo-

gue structures to a digital environment is productive and avoids both duplication and frustration. A clear and fundamental definition of interfaces, in such a way that information can be efficiently communi-cated between project participants is decisively important. Even in the event of the complete digitalisation of processes people are still involved. In all such changes adequate attention must be paid to user acceptance. We see the clear advantages of digitalisation in the form of automation and the networking of processes. The transfer of a building to a different climatic zone with the click of a mouse automatically leads to a new façade construction. The acceleration of statutory processes due to the submission of a uniform 3D building model for approval, the automatic updating of timetables and in-time risk management throughout the entire construction process: we see all of these as areas of application for a digital construction process which can be realised in the medium-term. We see BIM as a highly promising tool and a common language for interdisciplinary communication for the entire lifecycle of a building – from the first design, via construction and operation to demolition. However, a few challenges have to be faced before we can use the full potential of digitalisation. The design process must be viewed and understood as a major, common process and not just as a consensus found be-tween diverging interests. This demands trust and honesty from all players as well as respect for the various roles in the development process. The development of a culture based on trust and cooperation rather than confrontation is essential. This partly requires an adjustment of tender rules so that cooperation is not just possible but encouraged. Furthermore, new cooperative concepts (such as alliances) must be pushed and implemented as positive examples. Demands on companies and project participants will change and this will require better-qualified project man-agers. Project management can no longer be carried out by more or less anyone on the basis of experience, common-sense and intuition. It is becoming a discipline which must be learned

professionally. A profession, which is much more complex than is often assumed and requires excellent management and decision-making skills. In future, project management will include more coordination work, more detailed definitions of interfaces, more intense stakeholder management and the taking of more decisions. Increasing time pressure means that these tasks must be fulfilled in a more professional and structured way. This does not necessarily mean that there is a need for new project management methods and tools – these exist already, at least in theory; but the more consistent application of these is, at all events, necessary. A further key area in which we see the strong advantages of digitalisation and automation is that of the basic approach to building projects. One still hears the phrase “every building project is a prototype”, from the first semester at university. It is true that every building is only built once for a client and their budget within a given timeframe and one hopes that the result will do justice to the individual requirements and, in this sense, that one will have created a successful prototype. This “prototype idea” is used as a justification for much of what makes building challenging and expensive. But it is also often used to justify overruns in terms of cost and timetable etc. However, the parameters within which we develop projects have changed strongly,

Y.0048.2016 Assessment by YICPMA © April 2016

especially in recent years. The focus is increasingly placed upon tighter, more controllable and more transparent process chains. The possibilities of digital design and calculating methods are among the factors that are driving these developments in such a way that an automated and, hence, much faster way of working is urgently needed. A targeted analysis and development of interdisciplinary processes across several project phases must be used to establish standards which are valid, for all projects. Such standards will make project flows more predictable. This will facilitate the early identification of risks, the evaluation of effects and the development of appropriate counter-measures. With the help of digital solutions, flexible evaluation methods can be developed in order to determine risks and responses. This catalogue of risks and measures can be updated with the support of all project participants for the entire duration of the project and provides the optimal basis for arriving at decisions in good time, also on the part of the client. Ideally, this opportunity for process optimisation will be linked directly and developed in line with the digital design. In future, every project will retain its prototy-

pe character. Yet targeted preparation will allow every part of the project development process to be standardised as a way of significantly reducing risk.

As students and graduates who are all involved in some way, whether at school or in the office, with project management in the construction industry, we have used this article to consider our potential future job profile.

by Daniel Balla, Agnes Hazay, Franz Klager, Melanie Piskernik, Michael Reiter

Yet, however much digitalisation influences the development of the construction process it is not a universal remedy but a tool. Our view is that those who address the subject of digitalisation in good time will acquire a large competitive advantage.Today’s conventional methods are becoming increasingly outdated, even if the key success factors remain the same. Even in the case of successfully digitalised projects, time, cost and quality will remain the key objectives.A glance at construction processes in a few years will show that, ideally, digital data models will already be used from the start of projects and developed in cooperation with future users and building operators. This will ensure consistent design and networking across all processes and phases with the support of IT. www.thebetterway.cc | www.icpma.net

Globalisation and Digitalisation on the Best Way

Efficient Data Management and Imaging

Brisbane/Graz/Vienna, Australia/Austria

FACTS & FIGURES 140 TByte 3D data interactive real-time manipulation in less than 1 second Combination of any 3D point cloud with any CAD model and photogrammetric image model Works on off-the shelf personal computers or laptops Data stored on external discs Web-solution for unlimited clients The software is distributed through a network of more than 60 local dealers in over 40 countries Software development by Euclideon/Australia with application software in photogrammetry by Holistic Imaging Graz/Austria for the past 3 years

| Y E A R B O O K 2016

Typical use worldwide in geosciences, infrastructure organisations (SNCF France), police and fire-brigades (Netherlands), forensics (Germany), secret services, ship building industry (Taiwan), car manufacturing (Germany), cultural heritage documentation and museums (Australia), BIM and architecture (UK), land surveying and land management (Turkey), city modelling (Austria) and spatial and city management (City of Budapest/ Hungary)

EXPERTS & AUTHORS

Innovate . Succeed . Learn ͧͧ An innovative cooperative project with shared goals carried out across such great distances and involving so many different technological perspectives requires deep mutual understanding. ͧͧ This cooperation shows that innovation and success can be achieved at the global scale and should encourage everyone to seek suitable partners worldwide. ͧͧ The cooperation between such complementary development teams – between basic algorithms on the one side and application-oriented product fine-tuning on the other – is an excellent example of a Win-Win-Win situation – if one includes the end-user as a third party. ͧͧ From this we can learn that only completely open cooperation unlocks such possibilities; if one partner withholds information or knowledge the enterprise will fail.

ͧͧ This means that trust is a key success factor. ͧͧ The international legal protection of such innovation requires even greater effort and global enforcement. Copyright, data protection and the protection of trust … that is to say IT law, in general … is a major challenge for the future.

Harald Meixner Meixner Imaging GmbH CEO and worldwide distributor Bruce Dell Managing Director and CEO of Euclideon Derek Von Tonder CTO of Euclideon

ͧͧ We must also learn how to move on from Big Data to Efficient Data Management – or the commercially worthwhile use of such vast volumes of data, not just in construction projects. ͧͧ The internationally coordinated classification of data and attributes is indispensable but only now under development

Y.0051.2015a Imaging Efficient Data, Brisbane/Vienna/Graz, Australia/Austria © April 2016

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Globalisation and Digitalisation on the Best Way

(use, operation, demolition and recycling). This process is already far more advanced in manufacturing than in building.

Efficient Data Management and Imaging Brisbane/Graz/Vienna, Australia/Austria

Much more than merely being about designing and building, these processes involve the use of Big Data to integrate all project phases from start to finish. The development was triggered by the film and gaming companies which created such films as Avatar. This led to the development of an increasingly professional approach to the use of extremely large volumes of data. This new and rapidly developing ability is becoming increasingly applicable to other industries – and especially the building industry. There are already examples of implementation from many countries but, as yet, few experts who share the professional know-how. 2. Imaging and Efficient Data Management Laser scanners and photogrammetry gather so many terabytes of data in so little time that these are virtually impossible to manage. If, however, they can be processed in real time - if images and drawings can be produced by the computer without delay - they can be extremely useful. The processing of 3D models generated in this way is extremely complex and, for architects and engineers, was previously unaffordable. The technological and commercial breakthrough was achieved in cooperation with the Australian partners who have extensive experience of the gaming industry. Together with universities (TU Graz), supported by the Australians and working with huge computers, expensive graphic boards and enormous memories, the Austrian experts developed practical applications. Effective data management and data modelling has now become commercially viable and has been introduced in 60 countries. Experts in Brisbane, Graz and Vienna jointly | Y E A R B O O K 2016

develop application-oriented software based on Geoverse, the original and the highly innovative Euclideon software which is now operated and installed worldwide. After appropriate facility checks a timetable was drawn up for the coordinated development of a specific solution. This division of work between the Austrian surveyors as the prime distributor with a keen sense of client requirements and the Australian software experts has proved extremely successful. The extraordinary success of this new product developed cooperatively on the basis of new technology is explained by the fact that huge quantities of 3D data can be processed and managed and that images can be developed with virtually no delay on off-theshelf computers and laptops at any networked workstation or on any tablet or laptop on site. This makes it possible to merge and combine CAD plans of any size, architectural designs and BIM models based on the entire 3D data of urban models – all at the highest levels of precision. The results are geo-referenced or scaled data with precision levels of just a few centimetres which can be worked on simultaneously within a network. This 3D data management using the new Solidscan® product delivers completely new results in the design of buildings, industrial facilities and infrastructure, urban and regional planning and the visualisation of cultural assets as well as, for instance, sensational applications in the field of forensic science. 3. Future Processes, Imaging in the Early Phase What could a typical future process look like? It involves a site which, in the case of urban sites, is generally already built upon. If one is developing an inner-city plot or an entire urban district, existing buildings will either be adapted or demolished and replaced with new ones. This decision will be taken on the basis of numerous interrelated and interdisciplinary factors.

In all cases, at the start of the process it is essential to clarify ownership issues, draw up or update a division plan and determine whether construction can start. These are classic surveying tasks. Even at this early stage city authorities, project developers and future users are extremely keen to get a visual idea of potential future uses and limitations. 2D-drawings formerly served this purpose but, in the future, 3D-representations, visualisations and hologram rooms – virtually accessible projects and urban districts - will be used. Taken together, we refer to these elements as “imaging”. Data is collected via a combination of conventional ground measurement, surveying work with aeroplanes and/or drones and laser scanning. The final stage of this imaging phase is the creation of a 3D representation of the construction site, free of any old buildings, which will permit the presentation of future development options and ideas about views, skylines and the surrounding urban area. A certain amount of expert input is required to transform the survey information about the existing into this representation of the future site.

We describe this as BIM2FIM – the anticipatory integration of Facility Information Management into Building Information Modelling. This article analysing the practical state of Imaging and Efficient Data Management technology and virtually accessible hologram rooms draws on the example of the project Argentinierstrasse 11 in Vienna with the client Bundesimmobiliengesellschaft BIG resp. ARE Austrian Real Estate. As soon as integrated basic data, imaging and a hologram room are available these can be used for many purposes and as soon as the architect or designer has drawn up the first design the data can be converted by experts and fed into the integrated data model. If a visualisation of the site was already available before this step, this same information remains available after this step together with a fully integrated 3D version of the future project. This has many advantages. The designer can learn a lot from the visualisation - especially due to the fact that designing with BIM results in the permanent expansion of his 3D knowledge of the building. The ability of interested parties, neighbours and other affected people to better judge the

After the completion of the design phase the data is converted again so that the completed building can be seen by everyone in the form of a 3D-visualisation. The resulting ability of users to see their future building or apartment, etc. in this way significantly improves the chances that the marketing process will be successful. The hologram room permits one to walk through one’s apartment and discover the view from one’s future window or terrace. There are similarly positive consequences for industry and infrastructure. Sellers and financiers will be able to enjoy demonstrably higher market prices for objects which are offered in such a transparent and foreseeable way. In the area of urban development, early documentation in the form of imaging will provide statutory authorities and other supervisory bodies with information which makes it much easier for them to evaluate and approve projects. For example, visual relationships with high rise buildings can be judged directly. 6. Future Processes, Imaging During the Life of a Building The lifecycles of buildings, industrial facilities and infrastructure can only be optimised if there are feedback processes in all phases. One key example of a feedback loop as a control circuit is the feeding in of data from the use and operational phases into the earlier project phases. Imaging means that wholly new tools are available. For example, visualisation and virtual walkthroughs in hologram rooms mean that historically protected existing buildings can be perfectly documented

Another use is the recording of entire urban districts or regions or of elements of infrastructure such as roads or railways. The recording of existing buildings also produces attributed data which cannot only be used in visualisations but which can also provide any sort of technical and economic information. Here we are also talking about a vast quantity of data and only a professional Efficient Data Management approach will permit all interested parties and users to have access to precisely the volume and quality of data that they really need. It is foreseeable that, in the future, every constructional element will be described and given attributes digitally in such a way that not only all such characteristics as material, moment of production, recyclability and biological degradability but also information about the future use of the element in the project, handling, cost and schedule and all their interdependencies will be linked to the element. In the case of BIM2FIM it remains to be seen whether this will be achieved by giving the element an RFID or simply by entering attributes into the database. The fact is that “Big Data” which is collected for imaging purposes will provide the basis for all the other data required in order to optimise future processes and projects. And another fact is that there is a need for strict, comprehensive and extremely intelligent data rules. Without the appropriate systematisation a meaningful approach to Big Data is simply not possible.

READ MORE www.meixnerimaging.com www.euclideon.com www.meixner.com www.holistic-imaging.com

4. Efficient Data Management The key to imaging and all subsequent processes and findings is the management of Big Data – the term for extremely large volumes of data. In order to be able to process such quantities of data and present it to users, observers and other interested parties in a meaningful way we need “Efficient Data Management”. When working with many of today’s applications we can get lost in the data. This means that we either fail to produce meaningful findings or simply cannot afford the process. Hence, Efficient Data Management will also be the key for future processes that are dependent upon BIG Data. If this Efficient Data Management succeeds, it will lead to processes which can be intelligently managed from start (imaging) to finish

Y.0051.2015b Imaging Efficient Data, Brisbane/Vienna/Graz, Australia/Austria © April 2016

1. Globalisation and Digitalisation Hardly any other contribution to this yearbook better describes the two megatrends of our age – globalisation and digitalisation – as this cooperation between experts from Australia and Austria. The practical application of the results of this innovative partnership is creating new opportunities for the lifecycles of construction processes in the broadest sense.

5. Future Processes, the Imaging of Design and Marketing Future processes will be developed from visible project models which will be either 3-dimensional or also, in the case of hologram-spaces, virtually accessible. Thanks to BIM and other IT tools it will be common practice to initially build projects virtually in order to sound out and assess all interested parties, resolve conflicts and optimise projects for the use and operation phases.

project leads to entirely new possibilities in the area of popular participation.

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Room for Adventure

Erste Campus in Vienna

by Michael Mauritz

But such displays of wealth and vanity are no longer appropriate. Building palaces is no longer the best way of building trust. The banking towers of Frankfurt, the City of London and Wall Street have become symbols of the glamorous banking world of yesteryear. The Erste Group is a banking group which largely caters for the retail segment and aims to convince its broad customer base of private clients and SMUs with a range of innovative products and services while simultaneously operating the banking business on a prudential cost basis. When the Erste Group, which has strong market positions in eight countries in Central and Eastern Europe, decided to build a new headquarters in Vienna, the challenge was to deliver the entire project in line with a simple formula: more creativity, less cost. | Y E A R B O O K 2016

A streamlining of the cost structure was to be achieved by the bringing together in one place of employees previously spread across 20 locations in Vienna and by realising a stateof-the-art, energy-efficient building. But how does one motivate an institution to be creative if it is more attuned to compliance rules than the free spirit of the high tech start-up? There are two very different versions of the story of how the idea of building a new headquarters became a vision of the Erste Campus, the new team building: Was the search for a new, transparent und creative corporate culture the driving force behind an architecture whose focus shifted from soaring upwards to cross-departmental and informal communication and cooperation via open space and horizontal expansion? Or was it the openness of the architectural concept that necessitated not only the relocation of people and files but also a transformation of the corporate culture? Which came first, the decision to build a new headquarters or to renew the corporate identity? Today we can file this question away in the “futile” category. In December 2015 the first departments of the Erste Group in Vien-

na moved into the new Erste Campus headquarters and in March 2016 the physical move was complete. As the employees were directly involved in the design of their new workplace for two years they also had the opportunity to get used to the notion of a working environment with neither corner offices (indeed without any individual offices – not even for the bosses) nor personal workplaces. The sweeping form of the building merges snugly into the surroundings, welcoming employees and visitors onto the campus. By incorporating green spaces, Henke Schreieck Architekten, the winners of a multi-phase competition, created both an urban landscape and a motivating atmosphere dedicated to a feeling of well-being. The highest constructional standards guarantee cost effectiveness and low operating and energy costs. And by using new technology and offering a range of services, leisure facilities and shopping opportunities in the public areas, the Erste Campus provides not just a pleasant working environment but also a high quality of work and life.

Y.0050.2016a Erste Campus, Vienna © April 2016

Planning requires reason and vision because otherwise failure is pre-programmed. A bank embodies security and reliability. In the construction and design of bank headquarters these values have traditionally been expressed in the profligate use of bricks, mortar, concrete and steel for the envelope and hectares of marble and exotic timber in the interior.

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The Future Building Data Chain

BIM and RFID in Buildings

University of Wuppertal, TU Dresden, TU Darmstadt, Germany

FACTS & FIGURES Research joint venture “ARGE RFID im Bau” · University of Wuppertal BUW: Focus construction logistics · Technical University Dresden TUD: Focus intelligent building components · Technical University Darmstadt: Focus Indoor navigation, maintenance Project start 12/2012 © iStock.com/nadla

Project completion 11/2015 Numbering on RFID tags with construction-specific numbers based on the existing ISO standard 18000-6-C numbering system Linking of virtual BIM data with an RFID identification number tagged to a real-world object, on the basis of the Multi Model Container (MMC) concept

Continuous data integration over the complete project life cycle of buildings

Innovate . Succeed . Learn

Mobile container demonstration module presenting selected applications to potential users

ͧͧ The combination of BIM and RFID allows a fully integrated data chain from development/design to operation and demolition/discharge/recycling

EXPERTS & AUTHORS

ͧͧ Still a research project it is important to support publicity and practical demonstrators

Manfred Helmus University of Wuppertal Peter Jehle Technical University Dresden Uwe Rueppel Technical University Darmstadt

ͧͧ One way (the best way or the only way?) to organise the complete value creation chain in building ͧͧ A lot of research and practical development still ahead; business application to be proven ͧͧ Important consequences on project delivery and contracts, business models to be expected ͧͧ The continuous data chain brings huge advantages for planning, building and operating

| Y E A R B O O K 2016

ͧͧ The avoidance of data flaws: mistakes, incompleteness, multiple processing … ͧͧ Permanent, standardised and real-time access to up-to-date information ͧͧ Efficiency gains in the organisation of logistics, production, transport, storage, execution … ͧͧ Quality assurance and transparency during handover, change of ownership … ͧͧ Aggregated actual-data from entire lifecycle for benchmarking and early involvement ͧͧ Aggregated actual-data for demolition, disposal and recycling ͧͧ International networking between similar initiatives is essential for practical implementation

“ARGE RFID im Bau” has been studying the use of RFID (Radio Frequency Identification) technology as a means of collecting actual-data in connection with BIM Building Information Modeling as part of the German “ZukunftBau” research initiative since 2006. RFID facilitates the distinct identification of the parts and elements of buildings via different levels of digital labelling. Based on the concept of the Multi Model Container (MMC), this approach creates a unique, open-system connection between the world of BIM data - with its distinctly identifiable virtual objects – and the real, physical data about objects (building parts or elements). RFID tags given to these objects makes them attributable in a similar way to BIM elements in the design process. It is openly assumed that participants in the building process will bring a range of existing standards and alternative constellations which have to be integrated. The ISO standard 18000-6-C numbering system is enhanced with numbers specific to the building project which are saved on the RFID tags. The decisive innovation is the uninterrupted information sequence between BIM (planning) and implementation (production, logistics, execution and operation). The complete

Y.0052.2016 RFID in Buildings, Wuppertal, Germany © April 2016

logistics chain from dispatch and issuing control, transport, site delivery and storage to the release for and control of installation is transparent and efficient thanks to the RFID Tag and the linked databases. This makes it possible to create uniform systems for access, localisation, security, theft avoidance and quality assurance on site. One can, for example, transparently document exactly who executed which element and when as well as who approved it - without or with (digitally recorded) defects. In practice, the use of this system stretches from digital inventories and maintenance and repair schedules to localisation and orientation systems for maintenance visits as well as security personnel and the emergency services. Each interface involving operators and owners is greatly simplified due to the fact that all data is always up-to-date. Finally, all relevant information about, for examples, building materials and potentially hazardous substances as well as the building structure and technical plant can be accessed in order to enable the building to be continuously economically and ecologically optimised.

A number of trials have been carried out in recent years aimed at ensuring both the legibility and the durability of the tags in building elements. Requirements – between, for example, concrete or asphalt elements – differ widely. Tags can now be reliably built into elements and retain their function well. Initial trials have also been successfully carried out into the attachment of RFID tags to building machinery. This has the double advantage that it can be ensured that machinery is both working optimally and used more efficiently – which brings obvious benefits for, for example, the managers of machinery fleets. These examples underline that the introduction of RFID has been successful. At the same time however, several years of development work, trials and, in particular, the resolution of interfaces lie ahead of us. In order to guarantee the long-term success of such a system, extensive public relations work will also be required together with intensive research, practical demonstration projects and international networking. READ MORE https://rfidimbau.de http://www.forschungsinitiative.de/#&panel1-1

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Only Excellent Clients Have Excellent Projects

This is why DVP and ICPMA are dedicating their Awards to their Clients. The Client has the final responsibility of a project. Not the contractors, not the consultants. They share the Client´s responsibility. The Client selects the team, the consultants, the contractors, the experts. And the Client directs the way they cooperate, they perform, they fail or excel. This is why our Clients shall earn the merits. Excellence in CPM construction project management is primarily due to them.

The construction project managers, the experts, contractors, consultants, and suppliers, all the project participants shall benefit from their Clients’ excellence.

| Y E A R B O O K 2016

Y.0026.2016 Only Excellent Clients Have Excellent Projects © April 2016

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Success Factor Partnership – in Many Respects

Grangegorman Campus Site Infrastructure & Public Realm

Dublin, Ireland

FACTS & FIGURES

ͧͧ Establish partnership in the very beginning and confirm it in public

ͧͧ Sometimes a joint action of de-risking is important for key partners in the team

Michael Hand Chief Executive Grangegorman Development Agency

ͧͧ The Client must lead this process and continue to keep everyone focussed on the goal

ͧͧ The written contract is seen as a “last resource” and not more

Brendan Jackson Grangegorman Development Agency

ͧͧ The selection of the right people is crucial

ͧͧ Continuous efforts to build and maintain trust are necessary

Maire Mellerick Grangegorman Development Agency

Engineers O’Connor Sutton Cronin

ͧͧ Previous successful contract experience is a valuable selection criterion

ͧͧ Regular “horizon scan” to spot potential future problems

Gary Doyle Roadbridge

Contractors Roadbridge

ͧͧ Value engineering resulted in a record of savings

ͧͧ Nobody shall get distracted by seeking to protect their own contractual positions

Des Mulcair Roadbridge

ͧͧ High quality comes from quality design and quality workmanship

ͧͧ The biggest challenge is to always maintain the level of trust when problems occur

Brian O’Rourke O’Connor Sutton Cronin

University complex for 20.000 students in the final stage

Main project participants, company, lead person:

Start – completion Dec 2013 – Aug 2014

CPM, CM Grangegorman Developing Agency, Mr Brendan Jackson

Type of project Civil Engineering Client Grangegorman Development Agency (CEO Michael Hand) Form of Contract GCCC Public Works Contract

| Y E A R B O O K 2016

This project has been given the “Award Alliance” by ICPMA in June 2015.

Architects Moore Ruble Yudell / DMOD JV

End User Dublin Institute of Technology, Mr. Peter Heaslip

Budget/cost (approx.) EUR 26 million for the first stage described here

EXPERTS & AUTHORS

Innovate . Succeed . Learn

ͧͧ Everyone must buy into the common project goals

P.0001.2015a Grangegorman, Dublin, Ireland © January 2016

Louis Gunnigan DIT Dublin Institute of Technology

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Success Factor Partnership – in Many Respects

Grangegorman Campus Site Infrastructure & Public Realm

Following the “Seven Principles” 1. People who believe that working together makes all of us more effective • Under the Site Infrastructure and Public Realm (SIPR) project there are many organisations that have to work together to achieve a common goal. The main organisations involved in the SIPR project were • Grangegorman Development Agency (GDA) • Roadbridge - Contractor • O’Connor Sutton Cronin (OCSC)– Designer and Engineering Consultant • Moore Ruble Yudell/DMOD JV • Dublin Institute of Technology (DIT) • Health Services Executive (HSE) • Other Stakeholders

For details of roles and functions please see the links in “Read more”. 2. Processes fostering co-operation instead of confrontation The contractor selection was carried out in accordance with EU procurement rules by way of a 2-stage competitive tender process. The contract was awarded in November 2013 to Roadbridge, a contractor highly experienced in this type of work. Previous successful contract experience between individuals on the contractor side and the GDA side, added to the level of trust and mutual respect with which the project commenced. One of the keys to success of the project was that the Engineering Consultant - O‘Connor Sutton Cronin (OCSC) would be based on site and would have both design capacity and super vision competence within their team. This greatly aided value engineering (VE) and reduced the time between a query arising and its solution. It would also prove crucial in developing trust and teamwork between individuals as the project progressed. As the contractor was on a very tight price, there was an incentive to seek out value engineering opportunities. Savings arising from buildability efficiencies were to be accrued by the contractor and a record of such savings was maintained by OCSC and Roadbridge. The cost of unforeseen issues that arose due to the nature of the site were to be offset

| Y E A R B O O K 2016

against these savings. In this way, the risk and reward on the project was shared with problems being resolved at no extra cost to the client whilst giving the contractor the opportunity to reduce his risk and financial exposure. Setting up the Collaboration environment The philosophy of collaboration was initiated by Michael Hand, CEO of the GDA, by calling a meeting with the Roadbridge and OCSC, requesting the attendance of all relevant management personnel from each organisation from the Managing Director down to the people who would supervise the work on site. In a presentation to all present, Mr Hand emphasised the importance of the project from a strategic perspective for Dublin, from the perspective of a beginning of the recovery of the construction industry at national level, from the perspective of the GDA as the project that would enable all future works on the campus and from the perspective of DIT to deliver on its first critical date of 1st September 2014 for getting 1000 students onto the new campus. The need to collaborate as one team was emphasised, as it was recognised that without such collaboration, the September 1st date would not be achieved. To facilitate this critical date, Roadbridge were also required to deliver “power on” by July 1st 2014. Mr Hand confirmed that the GDA, through its own personnel and that of the OCSC, had put a team in place that would work constructively with Roadbridge to achieve the date whilst achieving a reasonable return. Following this presentation, the Roadbridge MD welcomed GDA‘s commitment to collaboration and similarly committed Roadbridge to the project. To further strengthen this commitment, OCSC in turn confirmed that it would similarly work with all partners on the project to achieve the project objectives. This philosophy, which was carried through to the completion of the project, was critically dependent on the commitment of the senior directors of all of the organisations involved. Once this commitment had been so publicly given, the philosophy trickled down to all of the people involved in delivering the project, ensuring that Roadbridge was never delayed

Dublin, Ireland

in the carrying out its work. 3. Contracts fair, clear and simple, contract management in mutual respect The formal contract used for the SIPR project is the Irish Government bespoke civil engin eering contract model entitled “Public Works Contract Designed by the Employer”. A Public Works Contract consists of a number of interrelated documents. It is a contract that is not popular with the construction industry as it passes almost all of the project risks to the contractor. However, the philosophy of collaboration meant that, although everyone was aware that the contract was there and of what it contained, it would only be used as a last resort in the event of failure of the partners to resolve a disagreement by other means. In that way, all the resources, time and energy were devoted to the achievement of the project goals rather than an over emphasis on protecting the contractual positions of the partner organisations. Whilst this philosophy worked most of the time, there were times in the project when tensions began to arise. However, these ten sions were recognised by GDA and plenary sessions were arranged whereby issues could be elevated to senior management level and openly discussed, to ensure that the collaborative nature of the project could be reinforced. 4. Costs transparent and competitive, reasonable profit for all The tender cost of the SIPR project was in the region of €26 million. Many clients look at the price they are quoted rather than the experience of the contractor. On this project, the Employer‘s Representative (a director of OCSC) was based on the site and he kept a ledger of the savings achieved through VE. These were discussed with Roadbridge and general agreement was reached on the amounts recorded. This process worked well and changes to the scope of works were openly discussed and agreed without resorting to formal contractual negotiations. To ensure that fairness was evident and that the contractor’s team remained motivated, an interim final account was agreed in May 2014.

5. Quality - prime goal at a price that is acceptable to all When dealing with a project the scale of Grangegorman it is important to ensure that all work completed meets a certain standard that will accommodate more than 20,000 students and staff on any given day. High quality comes from good design. The Grangegorman Masterplan was innovative and will deliver a new city quarter. Its attention to detail in hard and soft landscaping was exemplary. To achieve high quality of finish it was recognised that high quality workmanship would be the key enabler. This principle was adhered to throughout the project resulting in the delivery of key parts of the campus that sets a standard for the follow-on works packages. For example, the shaping of the site, has given a vision of what the campus will look like when finished. Also the campus, which was closed to the local residents for centuries, is now an open resource for all to use and gives an expectation of the quality that will be delivered across the whole campus. 6. Life cycle, sustainable projects, designed with all phases in mind Each stage of the project life cycle process involves setting clear goals for the next steps. The project was particularly focused on the sustainability strategy for the campus with all buildings to be delivered to a minimum of A3 rating as defined in the Irish Building Energy Requirements, with a aspiration of bringing the buildings up to a zero carbon rating by 2050. To achieve this, the pipework for a district heating system was installed in this project, so that the buildings will not have to individually provide their own heat. Initially, the

P.0001.2015b Grangegorman, Dublin, Ireland © January 2016

heat will be provided from a natural gas boiler in the energy centre with an aspiration to upgrade this to provide heat through the use of a sustainable carbon neutral fuel source as the campus is developed.

2. The culture of the partner organisations is very important. In particular, it is important that the leader of the organisation at MD level publicly commits his/her organisation to collaboration

7. Challenges identified and solved with joint responsibility The biggest challenge is to get the project partners to achieve a level of trust where they are comfortable in working to shared common goals that are designed to benefit the project as a whole. Understanding each other‘s position is hugely important and that was where the professional approach of Brendan Jackson, the GDA Project Co-ordinator was so important. He recognised that things would go wrong and instigated an escalation mechanism to ensure that a potentially troublesome issue was brought to a level where those with the appropriate authority could resolve it without delay. Accordingly, no issue was left to fester and the atmosphere of collaboration was maintained throughout the project. The agreement of the interim final account in May of 2014 was one such gesture on behalf of the GDA, to reduce the level of financial risk that was being carried by Roadbridge. As Roadbridge is primarily a civil engineering contractor, and a significant portion of the project was concerned with services (mechanical, electrical and IT), the de-risking of these elements was an important step to ensure that collaboration was maintained at the level necessary to achieve the project goals. Reaching a shared understanding of the potential problems that could occur was therefore a challenge, but its achievement has produced an outcome that can be seen as a model for further public sector projects both on this campus and elsewhere.

3. Everyone must buy into the project goals and these must be stated publically. In the case of this project, it was publicly stated that the project finish date was sacrosanct and that each organisation would assist Roadbridge to optimise the potential to make a profit if the date was met. If this is available as a signed statement displayed on the site, it acts as a reminder to every one of the collaborative atmosphere on the project

Lessons learnt: 1. The selection of the right people is crucial. Most people are reasonable and will collaborate if given the incentive to do so. However, it is important to recognise that some will not collaborate and will default to the protection of the written contract.

4. The continual efforts of all concerned to build trust is critical to success. 5. Problems will occur, but someone must be doing a horizon scan to recognise the potential future problems and to put in p lace mechanisms for solving these problems 6. Interim meetings of key project personnel are useful to renew the commitment of all the partners 7. The combined intelligence and profession alism of all of the participants should be concentrated on achieving the project goals rather than getting distracted with protection on their own positions to the exclusion of those of the other stakeholders.

READ MORE ggda.ie/the-masterplan www.dit.ie/about/grangegorman www.roadbridge.ie/news/latest-news/ grangegorman-project-management-award.aspx ggda.ie/sipr-project-wins-award www.ocsc.ie/news/ocsc-project-winsexcellence-in-construction-projectmanagement-alliance-award

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Pre-Planning and Early Involvement

British School Muscat Muscat, Sultanate of Oman

FACTS & FIGURES City, Country Muscat, Sultanate of Oman Type of Project Redevelopment of school campus on existing “live” premises Start, Completion 2014 (planning/design) 2015 - 2017 (construction) Budget/Cost (approx.) Phase One RO 9m (£15m, 18m euros, $24m) © British School Muscat

Other useful data Phase 1: GIA 28,500 sq.m. up to 4 storeys Client British School Muscat Architects Master plan/Concept Design – Jestico+Whiles, London, UK (Ben Marston, Director) © British School Muscat

Detail Design, Supervision, Architect of Record – Huckle and Partners, Muscat, Oman (Fred Park, General Manager) Engineers JPG, Muscat, Oman (David Allwood, Country Manager)

QS Majan Engineering, Muscat, Oman (Norman Williams, General Manager) MEP STI Engineering, Muscat, Oman (David Sinnett, Managing Director) Fire Engineering Tenable, Muscat, Oman (Sultan Al Maskri, Director) Contractors Douglas OHI and Target – Muscat, Oman

Innovate . Succeed . Learn ͧͧ Involve all client stakeholders in briefing and design from day one ͧͧ Appoint core consultants early to ensure pre-planning is comprehensive ͧͧ Contractor involvement in planning stages helps programming, saves time and money ͧͧ Project managers are more effective by managing personally, not by reporting ͧͧ Involve sub-contractors and suppliers, to ensure timely delivery of all products ͧͧ Focus on opportunities and solutions

| Y E A R B O O K 2016

EXPERTS & AUTHORS Warwick Hardy Bursar, British School Muscat Kai Vacher Principal, British School Muscat Ronan Murphy Turner&Townsend Kevin Corrigan Turner&Townsend Nick Smith Client Representative, Director 21C Developments Ltd, UK This project has been given a distinction for the “Award Alliance” by ICPMA in May 2016. P.0002.2015a British School Muscat, Muscat, Oman © March 2016

CPM Turner&Townsend, Muscat, Oman (Ronan Murphy and Kevin Corrigan)

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Pre-Planning and Early Involvement

5. Quality as our prime goal at a price that is acceptable to all The client required each of the buildings to be of an appropriate quality to promote the goal of becoming a leading international school of the world. The school board required that an exhaustive design and consultation exercise be undertaken before any construction work began, to ensure that the appropriate and necessary facilities were being provided. This exercise also included a third party report and analysis by an education expert. Quality thresholds for the specification of each building were set, mostly in excess of those required by UK schools, or domestically in Oman.

British School Muscat

Muscat, Sultanate of Oman

| Y E A R B O O K 2016

1. People who believe that working together makes all of us more effective The majority of the team involved had worked together before: with the design and delivery of two buildings for the same client, in 2013, and this had fostered a valuable team spirit. The team needed to be extended for this bigger and more complex project – new members came on board and fitted straight into this mind-set: driven by the client and project manager. Excellent problem-solving working relationships were formed in a team comprising several different backgrounds and cultures (Omani, British, Irish, Indian, Sri Lankan, and others).

3. Contracts fair, clear and simple, contract management in mutual respect Each member of the professional team was appointed formally either by the client directly, or under the responsibility of the Architect of Record (as required in Oman). The client settled invoices quickly and communicated clearly and responsively so that the contractor, his sub-contractors, the suppliers and the professional team could focus on delivery of the buildings rather than any peripheral matters. The one cost over-run due to part delay was settled immediately with no interruption to work on site. Final payments have all been made following completion of phase 1A.

2. Processes fostering co-operation instead of confrontation Full co-operation was needed for this project to progress successfully. The reason for this is that 1150 pupils use the school campus every day, and lessons, examinations, sports and arts, and after-school activities had to continue largely unaffected. Effective and timely communication between the delivery team, the school administration, and parents was paramount. In addition, working on site during the extreme heat experienced for 6 months of the year needed to be managed. Comprehensive scopes of work were used so that all parties knew their roles and the correct channels of communication.

4. Costs transparent and competitive, reasonable profit for all The vast majority of the cost plan was created by members of the professional team, and shared as appropriate. This facilitated immediate buy-in to the overall budget. The client did not appoint any of the members of the team on the basis of the lowest price. All tenders were evaluated against a pre-determined matrix to reward skill, problem-solving and management techniques. The client factored into the budget sufficient maintenance and cost provisions to ensure the buildings would remain in good condition throughout their lives. Funds for all of the phase 1 development have been secured, avoiding the likelihood of an untimely stop to work.

P.0002.2015b British School Muscat, Muscat, Oman © March 2016

6. Lifecycle sustainable projects, designed with all phases in mind One of the primary drivers for the production of a comprehensive master plan was to ensure that over the next years the school succeeds in creating a campus designed for modern teaching and learning, with quality facilities to be used for the whole school and also the neighbouring community. With phase 1A completed, the team has moved immediately on to the delivery of 1B and then 1C. Crucially, the designs have been done to minimise on-going maintenance issues so that as much revenue surplus from the school can be re-invested in improved teaching and additional facilities. They have also been done to allow buildings to change use later, with minimal conversion costs, to improve flexibility. 7. Challenges identified and solved with joint responsibility Team meetings held each week facilitated the resolution of all challenges that arose, and also identified opportunities for improvements to the design or construction delivery. A new contractor has joined the team for the delivery of phase 1B, moving ahead quickly with building indoor sports and other facilities. All aspects of design, procurement and construction are planned in accordance with the programme and any positive or adverse movements can be reported against this, allowing early intervention and resolution.

READ MORE http://www.britishschoolmuscat.com/ http://www.jesticowhiles.com/ http://www.turnerandtownsend.com/ http://www.sti-engineering.com/ http://www.tenablefec.com/projects.html http://douglasohi.com/ http://target-llc.com http://huckle-oman.com http://jpggroup.global http://majaneng.com

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How to Manage Complexity

The Dome of the Louvre in Abu Dhabi

Abu Dhabi, U.A.E.

FACTS & FIGURES Architect Ateliers Jean Nouvel / HW Architecture

Design and Build Waagner-Biro Stahlbau

ͧͧ Extraordinary architecture

Engineer Buro Happold SMART Solutions Gehry Technologies

Completion 2016

ͧͧ Extremely challenging design & construction process

Dome structure

ͧͧ Huge complexity managed by full digitalisation

Client / Main Contractor ASO Louvre JV Arabtech Construction LLC, Constructora San Jose SA; Oger Abu Dhabi LLC Final Client TDIC - Tourism Development and Investment Company | Y E A R B O O K 2016

• Steel: lightweight steel dome with 178 metre span and 24 metre pitch height resting on just four supports • Stars: 7,850 aluminium stars in four inner and four outer layers forming an intricate ornamental pattern

EXPERTS & AUTHORS

Innovate . Succeed . Learn

ͧͧ Extreme requirements for teamwork and supply chain management

ͧͧ Time constraints and budget pressure were not adequate to the complexity of the project

Karina Breitwieser Waagner Biro Austria

ͧͧ Finding the right balance between aesthetics, innovation and the needs of procurement

ͧͧ An architectural and engineering project enabled by computational skill

P.0011.2015a Louvre Abu Dhabi, UAE © March 2016

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How to Manage Complexity

The Dome of the Louvre in Abu Dhabi

Abu Dhabi, U.A.E.

Globalisation and digitalisation In light of two megatrends – globalisation and digitalisation – that will determine the professional future of architects, engineers and construction process managers, this project is an excellent case study for demonstrating the challenges facing the building industry. Experts from various parts of the world worked together under demanding conditions to create an extraordinary landmark. The exceptional design by the architect with all its special effects demanded excellence from all the engineers and suppliers involved in the realisation process. The management of the process from design to execution within the given timeframe required state-of-the-art technology in the areas of computation, production and logistics. 500,000 unique parts had to be designed and tracked during the production and execution process.

| Y E A R B O O K 2016

A fully digitalised process chain from design to final administration was set up for the 7,850 different stars which enabled not only the internal project team but also suppliers and client representatives to trace each element. This facilitated both effective management and transparent, up-to-date status reporting for all parties involved. Complex computations A specially developed, fully three-dimensional model of all constructional elements integrated all geometrical, structural and profile data. This model contained: • the steel framework: whose 10,968 steel members and 28 different cross sections meeting in 2,796 nodes provide the principal loadbearing structure • the multiple layers of the inner and outer cladding: whose complex geometrical configuration consisting of eight aluminium profiles in 42 different combinations forms 7,850 different stars.

• all elements of the layer-to-layer connection of these stars The specific advantages of such software packages as Rhino3D, AutoCAD, Advanced Steel, RStab, Excel, Revit and others were combined with a set of customised software plugins developed in Python, F# ,C# or AutoLisp. The fine tuning of the geometrical pattern required bespoke programming. In terms of the execution process, it was necessary not only to analyse every aspect of the 7,200 tonnes of steel structure but also to design a temporary structure with working platforms resting on support towers – weighing a further 5,000 tonnes – as a way of meeting the complex conditions of supporting the dome while enabling other trades to work below it throughout the construction phase. Fully digitalised process chains A digital model containing full processing information for each star was created in order

to meet the complex tracking requirements during the production and delivery process and manage quality and progress during the execution and approval process. This provided permanent, real-time controlling and transparent status information for all parties. The use of a single database to cover design, procurement, installation and project management facilitated the management of the entire process. Customised apps were developed for the input of status data. Barcodes and QR codes were used for easy identification but, as an alternative, information could also be input individually via a customised user menu. The software also ran on mobile devices smartphones and tablets - enabling staff both in the factory and on site to record status data effectively. Quality checks and the monitoring of snagging and de-snagging were facilitated by

P.0011.2015b Louvre Abu Dhabi, UAE © March 2016

customised apps which used special defect codes to efficiently record status information. Web interfaces allowed permanent operation while a visualisation app offered a status overview on a daily basis by automatically generating coloured drawings.

also the building itself and the magical atmosphere of its interior. They will be free to indulge in a dream of cultural excellence in an exceptional architectural setting quite oblivious to the efforts required to build this remarkable museum.

This digital management system enabled not only the optimisation of the entire supply chain including site logistics and interim storage but also a high degree of automation of the reporting process.

But the project team will also start to forget the dreams of the more than 1,001 Arabian Nights that lead from the first ideas to the completion of the building.

Dreaming about excellence As the building entered the final stage of construction the sense of lightness of the dome structure and the ever-changing sunlight patterns generated by the playful ornament of the stars was impressive. The first experience of the “shower of light” which the architect has created to fall upon the visitors to the cultural centre is a truly magical moment!

READ MORE http://louvreabudhabi.ae/en/Pages/home.aspx www.waagner-biro.com/de

One can already envisage how these visitors will adore not only the objects on display but

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Competent Clients Anticipate and Solve

The New Vienna Main Station

Vienna, Austria

FACTS & FIGURES Total area of train infrastructure project approx. 50 hectare Length of train infrastructure project approx. 6 km Approx. 100 km of new rails, approx. 300 most modern switches & crossings, approx. 8 km noise protection walls Total area of new construction of bridges approx. 30.000 m² Platforms roofed platforms – 10 platform edges width on average 12.10 m Accessibility Non-Stop barrier-free

· TEN 22: Athens-Sofia-Budapest-Vienna-Prague-Nuremberg/Dresden · TEN 23: Gdansk-Warsaw-Brno/Bratislava-Vienna-Venice Direct transport connection to rapid transit lines, underground, tramways, bus lines and regional bus terminal Underground car park with approx. 630 parking lots, bicycle garage for over 1.000 bicycles, parking places for disabled persons, Kiss & Ride, taxi ranks Shopping centre with numerous shops and catering establishments

Crossing point of three axes of the Trans European Network

2006 Start of submission schedule

· TEN 17: Paris-Strasbourg-Stuttgart-Vienna-Bratislava

2007 Start of environmental impact assessment

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for the rail infrastructure project and for the urban construction project 2009 Initial clearing of the development area 2010 Start of construction of the rail infrastructure project 2012 December: Partial start-up of operations at the new main station 2013/2014 Step-by-step start-up of operations in the train station 2015 Completion of the entire rail infrastructure project – full operation

EXPERTS & AUTHORS

Innovate . Succeed . Learn ͧͧ The principle of cooperation must be clear and communicated to all from the very beginning ͧͧ Relevant stakeholders such as the municipal authorities should also be included ͧͧ There are no laws or regulations which conflict with positive cooperation ͧͧ Cooperation requires enthusiasm which must be communicated from the top down ͧͧ Quick, competent and fair decisions make an enormous contribution to creating trust

ͧͧ The written contract is seen as a “last resource” and not more ͧͧ Continuous efforts to build and maintain trust are necessary

Heinz Gschnitzer ÖBB-Infrastruktur AG Head of Line Management and Asset Development

ͧͧ Regular “horizon scan” to spot potential future problems ͧͧ Nobody shall get distracted by searching protection on own contractual positions ͧͧ The biggest challenge is to always maintain the level of trust when problems occur

ͧͧ Well-run and followed-up meetings with the key participants play a decisive role ͧͧ Sometimes a joint action of de-risking is important for key partners in the team

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Competent Clients Anticipate and Solve

The New Vienna Main Station Vienna, Austria

Concrete individuals rather than abstract rules are decisive.

1. People who believe that we are more effective together This belief was fully shared by the client. The very clear message from day one was: “If we want to be successful, we will only be successful by working together.” Turning this principle on its head, the same is, of course, true of failure.

Difficult issues should be informally discussed in advance and with all those involved to create the opportunity to find a solution which is fair for everyone. If such issues are blocked, stonewalled or not discussed, the project is wasting an opportunity.

Key cornerstones of this approach include: • Prompt and consistent decision-making – and then sticking to these decisions. • Fairness in every direction – fair payment but also appropriate consequences when something doesn’t work – all as already agreed. No laws, guidelines or customs can be used as a justification for not sticking to this approach in all aspects and throughout the entire duration of a project. This is an important statement in the light of certain formalistic arguments. Even unexpected problems involving, for example, ground conditions can be solved in the same spirit. Quick, fair decisions are the key. Postponing things costs money.

For details of roles and functions please see the links in “Read more”. 2. Processes which promote cooperation rather than confrontation A key element is a fixed timetable of meetings which is clear to everyone. Participation is determined by the relevance of individuals and hierarchies and not just project partners. This – together with time discipline, taking minutes and following things up – is a decisive basis for efficient work. Projects are usually driven by a small number of strong and responsible individuals. Their positive approach must be felt in every area.

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3. Clear, fair and simple contracts which are executed in an atmosphere of mutual respect The contracts were written and managed by the ÖBB’s in-house department. As a general rule, a competent client is a key requirement for a successful project.

If the construction process changes in line with BIM then the recommended tender model should also be adapted. Total contract awards are often unsuccessful today because, as a rule, the detailed design is not well enough advanced at the time of the award to establish a clear contractual basis. Client and project changes continue for far too long into the development process. Unclear client wishes and continuous changes lead too often to extra costs and delays. This is a failure of practice against which it is important to offer a serious warning. BIM can help here.

Competent means that he has access to all the key expertise – not only technical but only commercial and contractual and in the areas of PR and the media. This makes it possible – with the support of competent consultants and executing companies – to make all the key decisions without outside help. This avoids a lot of stress, time and money. 4. Transparent and competitive costs and appropriate profits for all The control of costs including reserves and risk management is a key requirement for every successful project. This means that the client must take seriously his obligation to create appropriate parameters to ensure that everyone can make a fair profit. This includes clear agreements about services, the clearest and promptest possible statement of the client’s wishes and of other key parameters for the design and construction including site logistics in order to ensure that potential clashes are avoided before they arise. © ÖBB/Roman Bönsch

But such success cannot be achieved without hard work. It is essential that stakeholders share the same approach. This is a permanent process which requires enthusiasm and also a certain experience on the part of the client’s project leader.

One must understand the others and their situation in order to be able to find fair solutions.

contracts - are avoided.

Following the “Seven Principles”

In the current climate (regarding contract law, planning and execution practice) it is recommended that both extremes - of the total contractor approach or the complete break-down of a project into countless mini P.0004.2015b Main Station Vienna, Austria © March 2016

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Competent Clients Anticipate and Solve

Vienna, Austria

5. Quality - at a price justifiable to everyone – is our primary objective Regarded as self-explanatory, this principle was not discussed in detail. Of course even the best planned and executed projects experience problems. This often comes from an unexpected direction. But even here the only solution is: working together, analysing, discussing and developing joint solutions. 6. Lifecycle-oriented, sustainable projects designed consciously across every phase Even if lifecycle is already considered in many decisions there is still much room for improvement, especially in the construction field, where adequate quantities of integrated constructional and operational data are often not available. While an organisation such as the ÖBB has comprehensive data for the railway lines for which it is responsible, such data is often inadequate in the case of objects and buildings. There are however occasionally decisions to be taken which cannot be based on lifecycle costs. It must be made clear to client, user and operator when and why such decisions are taken. If, for example, a glass floor is planned in the shopping center in order to meet statutory and employee protection regulations regarding levels of natural light, it must be clear to all that this will bring increased lifecycle, maintenance and repair costs.

If one was to add the relevant proportion of the extra lifecycle cost to the cost of each chip then such measures would be unaffordable. On the other hand, a station such as Vienna Main Station without chips is unthinkable and a chip van on the forecourt is also not an ideal urban design solution. 7. Recognising and solving challenges together A key challenge was to build a project of such complexity and with a budget of around a billion euros in just five years. Only the permanent access to the internal expertise and experience of the client in PR and dealing with the media made it possible to meet the intense demand from that direction. The public was excellently informed throughout the project 8. Conclusion The really good thing about such a project upon completion is that everyone has the positive feeling of having participated in a successful project and can carry this feeling forward to their next challenge.

READ MORE http://wien-hauptbahnhof.oebb.at/ http://hauptbahnhofcity.wien/en/oebb/

Similarly, there are sometimes lifecycle issues which are not questions of cost but of operational quality and comfort. If, for example, there are complaints about the draughty nature of the station under the attractive roof then this is because smoke extraction and safety regulations determine that it is no longer possible to build the enclosed station buildings of yesteryear.

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A further striking example regarding lifecycle costs is a station foodcourt. If it is planned to serve food such as schnitzel or chips that is cooked in hot fat then extensive technical measures will be required in order to deal with odour and fire protection issues.

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Understand and Cooperate and You Will Succeed

Aragvi Hydropower Project Gudauri, Georgia

FACTS & FIGURES 1998 establishment of Energo Aragvi ltd 2008 decision to construct Aragvi Hpp 2011 start of implementation activities 2013 completion of implementation

Penstock · 5.2 km long and made of GRP pipes · Diameter: 1,500 / 1,400 mm · Working head: 250 m · Test pressure: 30 bar

This project has been given the “Award Alliance” by ICPMA in June 2015.

EXPERTS & AUTHORS Ilia Eloshvili Deputy Minister at the Ministry of Energy of Georgia Hannes Posch Energo Aragvi Ltd

Innovate . Succeed . Learn ͧͧ Intense cooperation between inter national and local companies and experts

ͧͧ Accept responsibilities and experience from partners

ͧͧ Local companies providing services to the maximum extent possible

ͧͧ Agree on appropriate remuneration schemes specific to each individual case

ͧͧ Mechanical & electrical equipment purchased from top international suppliers

ͧͧ Understand that a contractor who makes no profit can be very expensive

ͧͧ Only top quality is cost-effective in the long run, especially in extreme situations ͧͧ Train local experts, send them abroad, attract them back ͧͧ Form mixed teams, introduce inter national expertise and know-how ͧͧ Accept different cultures

ͧͧ Apply practical experience and be tolerant when managing interfaces ͧͧ Hydropower plants have a long operation period, invest in quality ͧͧ Investigate lifecycle behaviour, it pays off ͧͧ Build and protect the environment – this is usually compatible with the project © Energo Aragvi Ltd

Power station · 2 generating units · Control room · 10 Kv high voltage installation · Reserve for 3rd generating unit · Substation 110 / 10 Kv

Intake · Two intakes with Tyrolean weir and desander · Balance reservoir with volume of 50,000 m3 · Valve chamber · Surveillance system

ͧͧ Accept mistakes as a way of making progress

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Understand and Cooperate and You Will Succeed

It is essential to have the correct approach to cooperation between developed and developing countries in water-based agricul tural and energy projects if acceptable living conditions are to be created.

Aragvi Hydropower Project

In Georgia, as in Austria, renewable energy can be produced by hydropower in a way which protects nature while promoting de velopment. This project is a good example of successful cooperation between Georgian and Austrian entrepreneurs and a pilot pro ject for the future.

Gudauri, Georgia

1. People We believe that working together makes all of us more effective The selection of the core project team is the key to creating a sound foundation for project success. Teamwork, trust, tolerance, leader ship and the training of young team mem bers … it is best to send them abroad … are the bases. Failures should be addressed positively … but excuses are not accepted. Communication within the team and the distribution of responsibility are the main tasks of successful project implementation. Weekly team meetings are a must!

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2. Processes fostering co-operation instead of confrontation Based on our special experience working in developing countries, cooperation between all stakeholders involved is the main issue:

• Accepting different cultures • Accepting mistakes as beneficial to progress • Accepting responsibilities and experience from partners We have to be careful not to kill good projects with overwhelming bureaucratic obstacles … look for efficient decision-making procedures and avoid telling stories. Two examples de monstrate how we solved these critical issu es: a) The implementation of the special roof construction of the power station Merely producing impressive drawings and inviting highly qualified advisors wasn’t the solution to realising this high-tech roof construction. We solved the problem by asking a very experienced roofer. He clim bed up onto the roof with the Georgians and showed them how to do it. After this professional on-site instruction the local workers were able to do it themselves. b) The process and risk-oriented approach to natural hazard management We learnt that natural hazard management is not properly considered by those plann ing hydropower projects. To protect the hydropower plant against natural hazards and, especially, flooding and avalanches it is necessary to draw up process and riskorientated mitigation structures. Such structures make it is possible to control such hazards with the aim of guaranteeing sustainable operation. The costs of such mitigation structures are very low compa red with the potential damage caused by natural hazards. 3. Contracts fair, clear and simple, contract management in mutual respect During the project we prepared more than 40 contracts for international and local com petitive bidding processes, all in line with in ternational rules. For local bidding processes we adjusted the specifications in line with locally available know-how. We faced no legal problems and completed the project within the estimated budget. The only extra costs were for such additional works as the connec tion to the grid and the future extension of the project. Our partners always had the right to discuss contractual issues openly with the management of Energo Aragvi. 4. Costs transparent and competitive, reasonable profit for all The cost structures of hydropower projects depend very much upon the client’s view of the most economic approach. We were able to base our design on our management’s long experience of specifying the most economic project structure: • Project lifetime: 50 years • Purchase of best E&M equipment available

on the market • Agree flexible cost approach to specific engineering works • Involve local companies as much as possible • Send young Georgian experts to Austria to gain know-how and training • A contractor who makes no profit can be very expensive • The management of interfaces requires practical experience and tolerance It is important to involve all project partners in implementation and keep them interested in the project. Good ideas from contractors should be considered and benefits shared by all partners involved. Our experience is that, in most cases, fairness pays off in the project’s interest. 5. Quality as our prime goal at a price that is acceptable to all “Quality has its price” YES … but considering an operational life of 50 years, the best quali ty easily pays for itself (in most cases). The cost of after-sales service is crucial. Every hour in which a turbine is idle represents a big loss. In such an event: 100% of the project is idle and not just the 15% represented by the cost of the turbine. We like quality and it allows us to sleep well!! 6. Lifecycle sustainable projects, designed with all phases in mind As already indicated, lifecycle aspects are an essential aspect of development and en gineering work - especially for hydropower projects. During the general planning phase lifecycle cost forecasts were made, alternati ve project layouts investigated and environ mental issues analysed. The result was the protection of the finished project by a special grass-seeding approach and the planting of bushes and trees. In addition to this, special Austrian know-how regarding floodwater en gineering and avalanche protection in high mountains was also provided. 7. Challenges Identified and solved with joint responsibility There is no project without challenges … but in developing countries construction is even more challenging. Therefore: You can only be successful through teamwork, teamwork … and in Energo Aragvi we have an “Exciting Team”…

READ MORE www.energoaragvi.ge www.energy.gov.ge/index.php?lang=eng

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Early Involvement of Maintenance

Fondation Louis Vuitton Paris, France

FACTS & FIGURES 2006 Project launch October 2006 2014 Opening October 2014 Architect Frank Gehry Museum & auditorium Floor space 12,000 m² usable floor space Museum space 3,850 m² museum space Galleries 12 exhibition galleries Project value Approx. € 130 million EUR BIM software Digital Project V.4

This project has been given the “Award IQ” by ICPMA in November 2015.

EXPERTS & AUTHORS Nicolas Paschal Fondation Louis Vuitton

Thomas Weisse TAW WEISSE International Philip Weisse TAW WEISSE International

Innovate . Succeed . Learn ͧͧ Exceptional design realised in a dynamic integrated planning process ͧͧ Early involvement of maintenance experts was essential for statutory approvals ͧͧ BIM secures complete lifecycle integration – design, construction, maintenance ͧͧ “Dynamic planning” allowed changes to design and geometry even during construction ͧͧ Extraordinary architectural design optimised in detail through close cooperation with all experts

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ͧͧ Permanent interdisciplinary on-site team, integrated working, direct communication ͧͧ High-end approach to design, materials and construction technology ͧͧ Development of specific software – optimised processes, reduced costs, improved security ͧͧ Holistic, smart maintenance strategy including special climbing solution for hard-to-access areas

Franck Valladeau Fondation Louis Vuitton

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Early Involvement of Maintenance

Fondation Louis Vuitton Paris, France

This extraordinary project designed by Frank Gehry in Paris is an excellent example of how to address essential lifecycle issues during design and construction. Issues such as: • How to build and maintain such a beautiful, complex structure and surface, with its giant stained glass sails, bright wooden beams, concrete ‘icebergs’ and balconies, with their spectacular views? • How to convince the authorities to approve climbers for recurring maintenance measures by the „technically supported climbing procedures“, dveloped by TAW, which allows climbers to step out of baskets to work on selected areas of the building surface. • Where to locate the 5,000+ permanent and temporary anchors and guides for regular maintenance tasks? • How to organise processes which permit design changes even during construction and incorporate permanent maintainability checks into the design process? • How to avoid strips of dirt on the glazed façade panels? and, last but not least, • How to optimise maintenance and lifecycle costs?

The answer is a combination of • the intelligent application of BIM and FIM Facility Information Management • the integration of team and design to ensure close cooperation and communication • the early involvement of maintenance experts in the design process • professional and fair project management from the Client´s side

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Experts for each aspect of the building came together to form an on-site design team located in a container village built to encourage concentrated and dynamic planning and direct communication. The professional and solution-oriented approach of this planning team combined with the fair management approach of the Client to guarantee success. The maintenance of this complex and impressive building demanded a holistic and smart maintenance strategy. The general prohibiti-

on in France of the use of climbers for maintenance led the safety authorities to question the very fundamentals of the project. To close the gap between architectural design and building operation, maintenance experts became permanent members of the design team from the very start. Their scope of work included dynamic access and maintenance planning for all façades and technical installations, the maintenance-related optimisation of design and materials, the obtaining of statutory approval and the verification of the impact of any changes on the operation of the building. The extremely complex geometry of the building demanded the development of access solutions which protected the first-class appearance of the building while ensuring the accessibility of all façades and technical equipment. The answer was a maintenance profiling system which managed and organised all access and maintenance-related information, requirements and conditions. A 3D access map was created in order to display critical situations or accessibility gaps. BIM enabled the entire design team to perform design changes, which had to be checked and approved as being compliant with the maintenance profiling and access system. Special maintenance software VISINOM, developed by TAW, defined the maintenance provisions and timetable and the access techniques for all affected areas and equipment. All information relevant to building operations was summarised in customised, user-friendly working instructions. This minimised maintenance costs and the risk of mishandling or damage while ensuring a well-structured and methodical maintenance programme which maximises potential savings and synergy effects. Therefore: You can only be successful through teamwork, teamwork … and in Energo Aragvi we have an “Exciting Team”…

READ MORE www.fondationlouisvuitton.fr/la-fondation.html www.foga.com www.taw-weisse.com www.fondationlouisvuitton.fr/la-fondation/ la-construction.html

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Positive Cross-Border Experience

The Rehabilitation of Wadi Abu Nar

Wadi Abu Nar, Baqa Al-Sharqia and Nazlat, Israel and Palestine

Innovate . Succeed . Learn

The objective was to protect a mountain aquifer and safeguard the environment in an area where water is a scarce and endangered resource. This involved river management and environmental and flood protection on the one hand and the reduction of groundwater pollution caused by infiltration from cesspits on the other. UNDP-PAPP launched this project as an initiative of promoting peace building through transboundary waste water management by Israel and Palestine authorities in January 2014. The outcome was a single international project with two closely-linked and interdependent goals: The development of the most appropriate solution for collecting and treating wastewater from approx. 15,000 inhabitants in the Baqa Al-Sharqia and Nazlat municipality and the rehabilitation and development of Wadi Abu-Nar following the severe flooding of 2013.

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A crucial success factor was the development of a sophisticated contract, payment and insurance regime for the expert group from Palestine, Jordan and Europe. Good personal relationships and trust allowed a fair and practical solution to be found. The recent conflict and the proximity to the frontier were complicating factors, but the people and institutions involved crossed many psychological frontiers in order to find cross-border solutions for administration, data transfer, networks – personal and technological - and ensure citizen participation in the development process. The outcomes were a masterplan and a feasibility study whose two core elements were a fully biological waste water treatment plant, a wastewater collection system and a set of flood protection measures.

ͧͧ Cross-border cooperation in difficult times in delicate locations. Goodwill from all sides leads to solutions. ͧͧ Innovation in contractual and commercial solutions can help to achieve technological and social goals. ͧͧ Good personal relationships are always the most important success factor.

EXPERTS & AUTHORS

FACTS & FIGURES

Gerald Eder hydrophil

Masterplan for the Rehabilitation of Wadi Abu Nar

Elaboration of flood protection measures

Johann Pichler Stainern hydrophil

Investment needs for the rehabilitation 2.85 million US$

The masterplan was developed in parallel with the Wastewater Management Feasibility Study for Baqa Al Sharqia and Nazlat

READ MORE http://www.ps.undp.org/ http://www.hydrophil.at/en/expertises/ natural-hazards-in-the-water-sector/details/ proj/rahmenplan-fuer-die-wiederinstandsetzung-von-wadi-abu-nar.html https://eng.najah.edu/graduation-projects/6519

Land survey and flood protection measures covering a total of 10 km Development of two options both based on dynamic flow modelling for a payback period of 50 years (max. flow 73 m³/s)

Wastewater Management Feasibility Study for Baqa Al-Sharqia and Nazlat Primary and secondary network 25 km

ͧͧ If you do more than asked for, you may get much more than expected! ͧͧ Benefits come from helping people to understand and accept proposed solutions, even when these appear innovative and challenging for the current context. ͧͧ Information crossing borders brings benefits to both sides. (This is true in most cases).

Experts Khaled Naser Edin Deputy Team Leader Odeh Al Jayousi Environment Ammar Al Khukhun Wastewater Design Faisal Zanoun Socio-economy Adli Abu-Hijleh Procurement

Two additional bridges plus reconstruction of one existing bridge

Four pumping stations 2 kW; 3 kW; 10 kW and 21 kW respectively

Two new culverts plus a by-pass culvert

Wetland type treatment plant 1,500 m³/d; 15,000 PE

Ashraf Zabin GIS/Survey

Development of an Environmental and Social Management Plan

Detailed design and tender documents for primary and secondary networks and smallest pumping station

Numan Mizyed Irrigation/Water Reuse

Islam Abdel Jawwad Finances

Mohammad Al Masri Hydrology/Ground Water www.thebetterway.cc | www.icpma.net

Nature Challenges Engineers and Project Managers

FACTS & FIGURES Cost Hurricane Sandy caused damages to New York at 40 billion EUR

Disaster Recovery after Hurricane Sandy

Size 1,850 km wide hurricane

New York, USA

Damages The storm severely damaged or destroyed around 100,000 homes on Long Island with more than 2,000 homes deemed uninhabitable there

Hurricane Sandy made landfall on the northeastern coast of the US on Monday October 29, 2012. Cleanup and restoration work to properties and buildings continues, well over 3 years after the storm. The devastation was in the Billions of US dollars, however, it has also provided an opportunity to upgrade and elevate many of the vulnerable low lying buildings and structures along the coastal region.

Brooklyn-Battery tunnel remained flooded after the storm

After Hurricane Sandy, the engineers elevated existing buildings onto new pile supported foundations and reinforced the entire framing systems to accommodate up to 120 mile per hour wind forces (192 km/hr).

Deaths There were 71 Hurricane Sandy-related deaths in the State of New York

For the buildings determined to be economically and practically feasible to elevate, the basic process involves the following:

EXPERTS & AUTHORS Robert A. Bennett PE; Rabco Engineering, P.C.; Freeport, New York Michael Bruno Stevens Institute of Technology; Hoboken, New Jersey

• Cleanup and remediation of storm debris and damaged material. • Site inspection and documentation of existing foundation and framing conditions. • Review of existing local codes, FEMA Federal Emergency Management Association flood maps, and criteria, as well as owner input for reconstruction.

begins. This includes location and shutoff of existing utilities and site preparation for location and placement of structural steel hoisting beams. • Placement of hydraulic lifting jacks and the house frame is elevated. Timber dunnage is placed at interior strategic locations to allow new piling and framing system to be installed. • New foundation piles are installed (typically helical steel piles) and new concrete pile caps, piers, and foundation walls are poured. Existing framing is reinforced or new framing is installed. New entry stairs and platforms are constructed for all egress locations. • Utilities and piping are repaired or reconstructed and reconnected. • House is lowered onto new foundation system and connected. Final finish work is performed. The entire process typically takes 45-60 days with a well-coordinated construction team.

US Army Corps of Engineers Washington, DC

• Engineering review and development of plans for a new elevated pile supported foundation and framing reinforcement.

www.fema.gov/media-library/assets/videos/82505

FEMA (Federal Emergency Management Agency) Washington, DC

• After plan submission and approval by the respective governmental agencies, preparation work to begin the elevating procedure

www.fema.gov/disaster/4085/updates/ sandy-one-year-later

www.fema.gov/media-library/assets/videos/84763

Innovate . Succeed . Learn ͧͧ Elevation of existing buildings on a new pile supported foundation

ͧͧ Sustainable results, existing buildings are maintained and elevation protects the buildings from future storms

ͧͧ Reinforcing of the entire framing system to accommodate up to 192 km/h wind forces ͧͧ New, economical and fast process, entire process takes 45-60 days © Rabco Engineering

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ͧͧ Innovative system for restoration works

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Practical Solutions to Complexity and Sustainability

Computer Science Center Stony Brook, NY, USA

Client Stony Brook University / State University Construction Fund (SUCF) Construction Management Firm AECOM legacy firm URS Corporation, New York Architect/Engineer Mitchell/Giurgola Architects, LLP, New York General Contractor MPCC Corp., New Rochelle, New York Other Key Stakeholders · J. Loring & Assoc., Inc., MEP Engineers, New York · Ysrael A. Sienuk, P.C., Structural Engineers, New York 70,000 GSF state of the art Computer Science Building Targeted to achieve LEED Silver certification Start of construction September 2012 Completion of construction December 2014 Completion of construction December 2014 Final construction contract amount incl. of all change orders: approx. $34 million

EXPERTS & AUTHORS Albert DiSanto Project Manager, AECOM John Hagedorn Project Executive, AECOM

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The focus of this report lies in practical solutions to complexity and sustainability. • How can a new computer science centre with all its very specific labs be directed towards LEED Silver certification? Building materials were produced locally with high levels of recycled content specified and only low-emitting paints, coatings, adhesives, sealants and flooring systems installed. The project recycled a minimum of 50% of construction and demolition waste, thereby diverting this waste from local landfills. • How can the project be prepared and managed in order to fit into a very busy university campus without too much disruption of the learning environment? The project was constructed as an infill within the active Stony Brook campus and surrounded by operating teaching facilities, other student facilities and parking lots. Minimal disruption of the learning environment was of paramount concern. To achieve this, a detailed logistics plan was developed to establish the construction site, staging and lay down areas for material deliveries, equipment placement, etc. In general, the extensive preconstruction activities, including site logistics, constructability review and early coordination with the Commissioning Agent, contributed significantly to the project’s success. One of the major complexities of the project was the tie-in to the existing campus heating system. The project was designed to utilize campus high temperature hot water (HTHW). To facilitate this component, deep excavation was performed, traversing through approximately 1500 feet of student walking paths, bus routes, and HTHW tunnels connecting twin 16-inch pipes to existing HTHW piping. Subsequent to the installation was the final paving and area restoration. • Which tools and methodologies help to make coordination and site management efficient? Firm URS employed its own WBE firm to develop a P3 CPM to closely monitor the progress of the project. Loaded into the schedule was a complete work breakdown structure which included associated durations and manpower requirements.

Mini schedules utilizing MS Projects were developed to monitor short duration tasks as well. A few more characteristic features are listed below, for more details see the links indicated: • A stormwater reclamation system that will capture enough rainwater to meet 100 percent of the building’s demand for potable water while reducing the resulting stormwater runoff • The building includes a high-efficiency curtain wall system and passive solar shading louvers that, combined with high-performance mechanical and lighting control systems, will result in a 28% energy savings annually over a comparable building as required by the New York State Energy code. • Energy-efficient magnetic bearing chillers are used for comfort cooling and close-coupled in-row cooling systems are used for the data centres to minimize overall transport energy • The use of artificial lighting is minimized via the use of natural daylighting • Extensive preconstruction activities, including site logistics, constructability review and early coordination played an important role in preparation of construction activities. • The use of “Go to Meetings” and FaceTime were utilized to mitigate the need for the design professionals to visit the site other than for scheduled visits. Any time there was an issue that required immediate resolution, the use of IPhones and tablets greatly assisted in providing immediate resolution for any design conflict. Data management and retrieval was accessed by any contractor with the phone or pad. Contractors had access to drawings, RFIs and submittals at any time during the project. By stamping all RFIs, submittals and drawing revisions with QR (Quick Response) codes, all documentation was linked for easy retrieval of information through any IPhone or tablet. In addition, during the punchlist phase, we utilized a third-party software

FACTS & FIGURES

application whereby punchlisting was generated through photos, description and location by superimposed drawings, all facilitated with the use of an IPad or tablet. The coordination was complemented utilizing a smart board.

Innovate . Succeed . Learn ͧͧ Communication with contractors and stakeholders is paramount to success

ͧͧ Sustainability needs a wise combination of many different features

ͧͧ Early involvement helps avoid future problems

ͧͧ Smart site organization and logistics are key issues

ͧͧ Detailed preparation is needed to control complexity

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Practical Solutions to Complexity and Sustainability

ICPMA 7 Principles Assessment

Computer Science Center

Principle No. 1 Team unity, integrity and psychology are an extremely high priority on all AECOM projects. The project team the Stonybrook New Science Center was hand selected based on their experience working with the client, working on similar projects and most importantly, their past history working together on projects. This project was such a success specifically because of the “Chemistry” of the team and their ability to work together, engage the owner, the contractor and all stake holders in the project. The selected professionals had previously worked well together on other projects on the Stony Brook University Campus. All were seasoned construction professionals. Due to the comradery amongst the project team” the human risk factor” was non-existent. There were no human relations problems or situations to be mitigated. The project team had an excellent working relationship with the contractors as well as the campus stakeholders. Various functions were held during the course of the project, which all were invited to maintain the “team spirit” leading to success.

Stony Brook, NY, USA

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Principle No. 2 Since the client had set up the project with individual contracts for the Design Professionals, Construction Manager and General Contractor, it was the CM’s task to organize the “players to fully cooperate in the construction of the project. First, to establish a schedule that satisfied the needs of the Owner and end user. Then, bringing in all of the contractors in to establish the coordinated drawing process to mitigate future clashes and interferences during the course of construction. The use of “Go to Meetings” and FaceTime were utilized to mitigate the need for the design professionals to visit the site other than for scheduled visits. Anytime there was an issue that required immediate resolution, the use of IPhones and tablets greatly assisted in providing immediate resolution for any design conflict without delay to the construction process. We employed the use of Box.com as the primary source for data management. Setting up a user-friendly filing structure, data management and retrieval was accessed by any contractor with the phone or pad. Contractors had access to drawings, RFIs and submittals at any time during the project. By stamping all RFI’s, submittals and drawing revisions with QR (Quick Response) codes, all documentation was linked for easy retrieval of information through any IPhone or tablet. In addition, during the punchlist phase, we utilized a product called TurboSite. This is a third-party software application whereby punchlisting was generated through photos, description and location by superimposed drawings, all facilitated with the use of an

IPad or tablet. The coordination was complemented utilizing a smart board. With the use of Wi-Fi connectivity the contractors had the advantage of real time information at their fingertips in reconciling any issues during the course of construction. Principle No. 3 The Owner’s contract process in pretty straight forward as well as their bidding process. With the CM on board early to provide “Pre-Construction Services” to the Owner and Design Professionals, a valued engineered review was conducted to define any cost savings and define potential conflicts in the construction documents. In addition the CM was involved early in the bidding process to perform due diligence reviews on all the potential contractors and opinions offered to the Owner as to the most qualified contractor to perform under contract. The lowest bidder was not necessarily awarded the work. Prior to bid, all contractors were invited to a “PreBid Walkthrough” to ask questions of the project and various terms and conditions. With the award being made, the General Contractor worked closely with the Design Professional and Construction Manager to set up the parameters for a successful project. Principle No. 4 Cost control management was achieved through monthly meetings to review budget and reconcile GC payment requisitions. For the performance-based contract, various payments were allotted based on percentages of work completed during each month. As change orders were introduced validity reviews were conducted. Then, if warranted, negotiation of pricing was performed. A spreadsheet was developed in order to track change orders and total exposure. Furthermore, at contract a 5% contingency was established to cap the cost of any change order so there were no over-runs. Principle No. 5 Our preconstruction services included performing constructability reviews, cost estimating, value engineering, schedule management/cost control, scheduling, personnel assignments, quality control, document control and commissioning. In addition to the GS’s oversight of construction activities, The CM was responsible for all inspection attributes contained within the design specifications and retained an inspection firm to document all inspections with reviews stamped by a New York State PE. In addition, we retained the services of a New York State WBE firm for bimonthly safety reviews to monitor that all work was being conducted safely. Results of all inspections and reports were distributed to the Owner, end user and GC.

Principle No. 6 The building was targeted to achieve LEED Silver certification. Sustainable elements include a stormwater reclamation system that will capture enough rainwater to meet 100 percent of the building’s demand for potable water while reducing the resulting stormwater runoff. Building materials were produced locally with high levels of recycled content specified and only low-emitting paints, coatings, adhesives, sealants and flooring systems installed. The project recycled a minimum of 50% of construction and demolition waste, thereby diverting this waste from local landfills. The project included a high-efficiency curtain wall system and passive solar shading louvers that, combined with high-performance mechanical and lighting control systems, will result in a 28% energy savings annually over a comparable building as required by the New York State Energy code. Energy-efficient magnetic bearing chillers will be used for comfort cooling and close-coupled in-row cooling systems will be used for the data centers to minimize overall transport energy. The use of artificial lighting will be minimized via the use of natural daylighting. The Campus has received a considerable financial rebate for the leading Long Island energy producer (PSEG) for its cost savings measures for the lower electrical usage in the building. Principle No. 7 The project was constructed as an infill within the active Stony Brook campus and surrounded by operating teaching facilities, other student facilities and parking lots. Minimal disruption of the learning environment was of paramount concern. To achieve this, we developed a detailed logistics plan to establish the construction site, staging and lay down areas for material deliveries, equipment placement, etc. In general, our extensive preconstruction activities, including site logistics, constructability review and early coordination with the Commissioning Agent, contributed significantly to the project’s success. One of the major complexities of the project was the tie-in to the existing campus heating system. The project was designed to utilize campus high temperature hot water (HTHW). To facilitate this component, deep excavation was performed, traversing through approximately 1500 feet of student walking paths, bus routes, and HTHW tunnels connecting twin 16-inch pipes to existing HTHW piping. Subsequent to the installation was the final paving and area restoration.

READ MORE www.stonybrook.edu/ www.aecom.com/ www.mitchellgiurgola.com/

www.thebetterway.cc | www.icpma.net

Rethinking Urban Logistics

Research Project Green City Hubs

Vienna, Austria

Start-completion 2014-2016 Funding agency R&D project funded by the Austrian Ministry for Transport, Innovation and Technology (bmvit), administered by the Austrian Research Promotion Agency (FFG) Funding programme Mobilität der Zukunft (MdZ) / Mobility of the Future, 3rd call (2013) Project value EUR 445.033

EXPERTS & AUTHORS

Innovate . Succeed . Learn

Roland Hackl / Michael Friesenecker tbw research GmbH

ͧͧ Smart freight transportation concepts are an indispensable ingredient of Smart Cities

Bartosz Piekarz / Niko Skarabela i-LOG Integrated Logistics GmbH

ͧͧ Think outside the box but make sure to verify results in a real-world scenario

Karl Dörner / Andreas Krawinkler / Fabien Tricoire Institute for Production and Operations Management with International Focus (University of Vienna)

ͧͧ Complex problems require complex solutions. But complex solutions needn’t look complicated

Werner Tober / Christoph Six Institute for Powertrains and Automotive Technology (Vienna University of Technology)

ͧͧ It’s key to find a common language to overcome interdisciplinary gaps ͧͧ Put your best effort in dissemination and communication to keep industry partners interested and committed © Fotolia/beysim

FACTS & FIGURES

ͧͧ Interdisciplinary work is fun and there is a lot to be learned from each other

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Martin Schwaiger Satiamo GmbH

www.thebetterway.cc | www.icpma.net

Rethinking Urban Logistics

Research Project Green City Hubs Vienna, Austria

Background and motivation Good urban logistic systems have an essential role in making cities liveable and sustainable. Against this backdrop the R&D project ‘Green City Hubs’ developed a novel concept of sustainable inner-city delivery logistics based on intra-urban transhipment points (‘City Hubs’) and alternative fuelled vehicles. The project aims at finding better and more sustainable ways of urban freight transport and to check the feasibility of the concept for a representative set of real-world use cases contributed by the consortium’s industry partners. Led by i-LOG Integrated Logistics (a subsidiary of Schachinger Logistik, one of the major players on the CEE logistics market) the project consortium further consists of the Institute for Production and Operations Management with International Focus (University of Vienna), Institute for Powertrains and Automotive Technology (Vienna University of Technology), Satiamo and tbw research. The spatial organization of economic activity has undergone fundamental transformations over recent decades. As a result freight transport volumes and mileage steadily increase, putting both physical logistic structures and supply chain actors under heavy pressure. This is particularly true for urban areas where population density is high and large amounts of goods are being shipped into the city on a frequent basis. However, the convenient daily supply with goods comes at a price: negative traffic impacts range from noise and exhaust

gas emissions, congestion and excessive land use for providing the transport infrastructure. All of those are severely compromising quality of life as well as imposing considerably costs on society.

partners Biohof Adamah (organic food), Schachinger Techlog (hi-tech supply logistics), Rexel (electric supplies wholesale) and Schachinger TRCplus (pharmacy supplies logistics).

Making urban freight logistics more sustainable

Shortening the last mile

Complex problems in the logistics sector require well thought out solutions and interdisciplinary work. Thus Green City Hubs’ approach is threefold, covering all relevant research domains: the first research stream focuses on identifying potential hub locations, the second stream is dedicated to alternative powertrain technologies and the third stream is dealing with the required adaptions of transport planning. While aiming at generic and well transferable solutions the project used Greater Vienna (i.e. Vienna federal province plus surrounding parts of Lower Austria) as a study area in order to demonstrate the practical feasibility and relevance of the project results. Greater Vienna is also the operational area of the project’s industry

Looking at today’s freight transport patterns in Greater Vienna often times the ‘last mile’ in freight delivery is actually quite a long stretch. This is due to transhipment points being located in the periphery rather than in the city centre. Delivery runs – usually made with relatively small vehicles (up to 3.5t) need to bridge this spatial gap. Consequently, moving the hub closer to the core area of recipients or even adding more urban hubs will result in a reduced total mileage driven or even in a reduced number of vehicles required for the logistics service within the urban area. Also, new possible applications for alternative fuelled vehicles could emerge from such an intervention. Then again, candidate tranship-

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ment point locations are required to meet a number of technical and economic criteria such as:

to produce ‘heat maps’ displaying the locational suitability for each grid in Greater Vienna subject to specific use cases.

- a minimum size,

Adopting a holistic urban planning perspective locations classified as highly suitable are thus combining several desirable city hub attributes such as relative proximity to costumers, low environmental and social impacts or suitability for the pre-carriage transport from the central warehouse. As a result, case-specific sets of theoretically optimal city hub locations could be identified and forwarded to the project partners.

- certain technical facilities, - easy access for heavier vehicles (used for pre-carriage transport between central warehouse and city hub), - low annoyance to neighbouring locations (sensitive areas such as residential areas, social infrastructure such as health care or education, nature reserves, etc.) as well as

- economic viability (real estate costs).

All things considered

These criteria are not met all over the place but limited to just a few locations. On top of that in Vienna there is a general shortage of inner-city locations suitable for setting up mid-sized or bigger logistics hubs.

What makes the pursuit of better and more sustainable logistic models even more challenging is the fact that hub locations, powertrain technologies and transport planning mutually affect each other: i.e. all three factors need to be considered simultaneously in order to find a favourable balance between city logistics impacts and its cost.

With that in mind it’s obvious that the task of finding good hub locations is all but trivial. In order to fully operationalize and handle the multiple decision criteria and rationales in effect tbw research developed a dedicated location model based on a comprehensive multi-layer GIS facilitating the data handling in a harmonized and consistent fashion (250x250m grid). The model allows for linking up all input data as well as weighting the effect of each data layer on the final solution. With this approach and the corresponding theoretical background work it was possible

In a field test conducted by the Vienna University of Technology the industry partners’ vehicles have been thoroughly tracked in terms of routes, velocity, motor rotation speed, energy consumption, etc. for a representative period of time. Based on this was possible to simulate the application of other than conventional (petroleum-fuelled) cars such as hybrid or battery electric vehicles in

the respective logistics use cases. Results suggest that battery electric vehicles – just as the other car types considered - are perfectly suitable for the majority of urban delivery runs as the range autonomy is sufficient in most cases. However, there is a trade-off between the amount of emission reduction achieved and the cost of the logistics service. Project partner University of Vienna consolidated and merged all partial project results and developed novel, adapted concepts for transport planning and estimating the costs and benefits (social, environmental, economical) for each option identified. Doing so, it was possible to further narrow down the number of possible delivery concepts (route scheduling, vehicle choices, hub locations, number of hubs, etc.) to a feasible set of solutions. Regular feedback loops with the projects’ industry partners (site visits, workshops) provided excellent opportunities to fine-tune, discuss and verify results against real-world scenarios. These meetings proved to be encouraging experience for the project consortium in that project results are regarded highly relevant and additional research problems should be addressed in future projects.