Yearbook 2016 Edition Enquete Vienna by thebetterway

Edition Enquete Vienna May 2016 © ÖBB/Philipp Horak | Y E A R B O O K 2016

P.0001.2015 Grangegorman, Dublin, Ireland © January 2016

www.thebetterway.cc | www.icpma.net

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. 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. They are best positioned to influence the political and legal framework. 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. 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. Because even in successful projects not everything works. And learning from such examples – rather than hiding them and

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keeping quiet – is also a key success factor. Which explains our message, “Innovate. Succeed. Learn”. This is the spirit in which you should read our editorial contributions. Don’t expect perfect editorial contributions. Don’t expect a perfect systematic. Simply look forward to very personal, very honest examples from our practice. This year’s Annual ICPMA Conference is being held in Doha, Qatar on May 25-26, 2016. The theme, “Shaping Qatar and the Middle East: Leading by Innovation” focuses on current projects in Qatar and the Middle East and how they reflect and incorporate innovation within the context of Construction Project Management, Materials and Methods, Construction Practices, Technology and Green Building. International and local speakers will engage the audience with megaproject updates, technology gains with BIM, innovative building services, and digitalization. We will hear about innovations at the Louvre in Abu Dhabi, British School in Muscat, Transportation Integration in Jeddah, IDRIS in Qatar, and more. Panel discussions will include Women Leaders in Construction who are building a multimodal transportation infrastructure network, and a new generation of future construction professionals will share how they are involved in the industry, and what motivates them to contribute towards shaping the future.

CIOB has endorsed the conference and the President, Chris Chivers and Chief Executive, Chris Blythe, will attend, launching the Code of Practice, newly translated into Arabic, and officially signing a Memorandum of Understanding with the Qatar Green Building Council, who are also featured presenters. The Annual Awards Dinner, to be held at the Souq Waqif, will include remarks by the ICPMA President Arnd Wittchen and CIOB President, Chris Chivers. After the dinner event, participants will have the opportunity to explore this unique location, famous for its Arabian horse stables and falcon souq. During the second day, a morning megaproject construction site visit will be followed by a presentation at the Msheireb Enrichment Centre, “a landmark destination created by Msheireb Properties to serve as an educational portal to showcase Qatar’s glorious past and soaring ambitions for the future”. A visit to Qatar would not be complete without a visit to Katara, which “serves as a guardian to the heritage and traditions of Qatar”. The conference ends with a group lunch, followed by time to explore Katara as “a cultural beacon, a lighthouse of art, radiating in the Middle East through theatre, literature, music and visual art”. The yearbook will be available on the websites www.icpma.net and www.thebetterway.cc or by contacting w.reismann@thebetterway.cc .

Motiv & Zielsetzung der Enquete am 09. Mai 2016 1. Initiierung einer offenen Plattform ausgehend von der Normung und den Arbeitskreisen bei ASI, ÖBV, ÖIAV und FMA. Die Plattform trägt analog zur Enquete den Titel „Planen.Bauen.Betreiben 4.0 – Arbeit.Wirtschaft.Export“. 2. Harmonisierung der in Österreich zum Thema laufenden Initiativen. 3. Einbringen der österreichischen Positionen und Positionierung der Plattform in internationalen/europäischen Initiativen und in der internationalen Normung (z.B. Komitee für Normierung - CEN). 4. Koordination von laufender Arbeit und Ergebnissen zwischen Normung und Arbeitskreisen sowie öffentlichen Stellen bzw. Interessen wie z.B. Ministerien, Gebietskörperschaften, Interessensvertretungen, Forschung & Lehre sowie Auftraggebern. 5. Schaffung einer „Koordinationsgruppe“ innerhalb der Plattform, deren Mitglieder den Vertreterinnen und Vertretern der öffentlichen Stellen und Interessen als Ansprechpersonen dienen. 6. Sie stellen ihre breitgestreute Expertise und Erfahrung auf dem Gebiet von BIM (Building Information Modeling), Digitalisierung und Prozesse im Sinne der Entwicklung einer Zukunftsstrategie zur Verfügung. 7. Teilnahme und Austausch mit den Vertreterinnen und Vertretern der öffentlichen Stellen und Interessen nach Arbeitsfortschritt. 8. Jährliche Fortführung einer Enquete zur Präsentation von Fortschritt und zukünftigen Arbeitsprogrammen sowie Informations- und Erwartungsaustausch. 9. Jährliche Verleihung des Preises „KMU und Start-up im Export“ durch WKO und TU Wien.

G. Goger, P. Kompolschek, W. Reismann, A. Waschl im Namen von ASI, ÖBV, ÖIAV und FMA

Y.0005.2016 Preface, Vienna © April 2016

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Die jungen Bauingenieure und Architekten starten durch!

„Starkes Netzwerk und Wissensaustausch mit erfahrenen ExpertInnen“

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

Ausgehend von unserer Mutterorganisation der ICPMA (International Construction Project Management Association) wurde im Jahr 2013 die Tochterorganisation YICPMA von Studenten und Jungabsolventen der Studienrichtungen Architektur, Bauingenieurwesen und Bauprojektmanagement gegründet. Die YICPMA organisiert regelmäßig Veranstaltungen um Interessierte zu vernetzen und bietet gleichzeitig eine Plattform um aktuelle Themen und Ideen der Bauindustrie zu diskutieren. Durch diese soll eine starke Gemeinschaft von jungen Ingenieuren entstehen, die den Herausforderungen der Zukunft besser gewachsen sind und Verantwortung übernehmen sollen. Mittels der engen Zusammenarbeit mit der ICPMA wird der Wissenstransfer von erfahrenen ExpertInnen garantiert, der durch die Ausrichtung folgender Veranstaltungen sichergestellt wird:

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• Forum: Podiumsdiskussionen zu wechselnden aktuellen Themen, die halbjährlich stattfinden und zu der alle Mitglieder und

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

Interessierte eingeladen sind. Am Podium vertreten sind dabei Experten zu den jeweiligen Fachbereichen, die durch Impulsvorträge dem Publikum das Thema näher bringen. Durch die anschließende Diskussionsrunde und die Möglichkeit in direkten Kontakt mit den Podiumsgästen zu treten, wird das Vernetzen in lockerer Atmosphäre gefördert. • Duologue: Impulsvorträge von sachkundigen ExpertInnen zum jeweiligen Fachgebiet im kleinen Rahmen, mit anschließender vertiefender Diskussionsmöglichkeit. • Stammtisch: Regelmäßiges Treffen der Mitglieder, bei dem ein Gedankenaustausch zu aktuellen Themen stattfindet. In diesem Zusammenhang werden auch die folgenden Aktivitäten bzw. Veranstaltungen der YICPMA geplant. • Exkursionen: Baustellenführungen, bei denen vorwiegend Studierende Einblicke in die Praxis erhalten und auf diese Weise spannende Projekte kennen lernen.

• Annual ICPMA Conference: Jährliche Konferenz der ICPMA, bei welcher ausgewählte Mitglieder der YICPMA durch Stipendien teilnehmen können. Diese Konferenz ermöglicht durch das breite Spektrum an Fachvorträgen die Weiterbildung der teilnehmenden Mitglieder und liefert gleichzeitig die Möglichkeit sich international zu vernetzen. Seit der Gründung ist die YICPMA mit einem Standort in Wien vertreten. Durch die vielen gelungenen Veranstaltungen wurde bereits das Interesse an zusätzlichen Standorten geweckt. In Zukunft wird der Aufbau dieser gefördert, um ein starkes internationales Netzwerk zu bilden und dadurch den Wissensaustausch voranzutreiben.

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

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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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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

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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

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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

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

ͧͧ Focus on opportunities and solutions

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

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

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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.

Pre-Planning and Early Involvement

British School Muscat

Muscat, Sultanate of Oman

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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.

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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

| Y E A R B O O K 2016

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

P.0004.2015a Main Station Vienna, Austria © March 2016

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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.

| Y E A R B O O K 2016

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

The New Vienna Main Station © ÖBB/Roman Bönsch

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.

| Y E A R B O O K 2016

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.

P.0004.2015c Main Station Vienna, Austria © March 2016

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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

| Y E A R B O O K 2016

P.0007.2015a Aragvi Hydropower Plant, Gudauri, Georgia © January 2016

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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!

| Y E A R B O O K 2016

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:

P.0007.2015b Aragvi Hydropower Plant, Gudauri, Georgia © January 2016

• 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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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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Rethink!

rency, 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.

Project Stakeholder Management

by Martina Huemann, Pernille Eskerod, Claudia Ringhofer

However, it can suffer from its lack of focus on the most important stakeholders. It requi-

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 of Stakeholders” suffers from its manipulative orientation. Values like transpa| Y E A R B O O K 2016

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

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

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

Potentials

Limitations

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.

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

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

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.

res a high conflict culture in order to deal with these different interests and not lose sight of the project purpose. 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 relationships are context-dependent. The findings suggest that

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

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.

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

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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.

| Y E A R B O O K 2016

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

www.thebetterway.cc | www.icpma.net

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

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

P.0022.2015a Foundation Louis Vuitton, Paris, France © March 2016

Franck Valladeau Fondation Louis Vuitton

www.thebetterway.cc | www.icpma.net

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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P.0022.2015b Foundation Louis Vuitton, Paris, France © March 2016

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

www.thebetterway.cc | www.icpma.net

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

P.0016.2015 Wadi Abu Nar, Baqa Al-Sharqia and Nazlat, Israel and Palestine © March 2016

Islam Abdel Jawwad Finances

Mohammad Al Masri Hydrology/Ground Water 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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P.0052.2016a Green City Hubs, Vienna, Austria © April 2016

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

P.0052.2016b Green City Hubs, Vienna, Austria © April 2016

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.

READ MORE http://www.epri.sgcc.com.cn/

5. Quality - prime goal at a price that is acceptable to all The facility, after its completion, will be used as a research and development center. It includes several different key national laboratories. Special operation needs were noted during the conceptual design phase, and used as reference for the architect in developing detailed design and corresponding BIM model. In construction phase, the same quality requirements in operation were implemented using BIM. Such quality requirements were associated to specific spaces and MEPF systems, so that the information was carried all the way to digital handover and facility management phase as a consolidated requirement. © China Electrical Power Research Institute

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P.0009.2015b China Electrical Power R&D Center EN yebo, Beijing, China © March 2016

www.thebetterway.cc | www.icpma.net

1000 People, 21 Nations, 7 Principles, 50-100 Years Life Span

Sava Bridge

Belgrade, Serbia

FACTS & FIGURES Length Suspension bridge crossing the River Sava in Belgrade, 976m in length (plus ramps) Pylon Supported by 200-metre high pylon on the tip of Ada Ciganlija Island Investement approx. 150 million euros Investor/Owner City of Belgrade Financing EBRD European Bank for Reconstruction and Development, London; EIB European Investment Bank

EXPERTS & AUTHORS Local PIU Belgrade Land Development Agency Engineer local-international consortium: Eurogardi Group - “Kirilo Savic” Institute - Louis Berger Group D&B contractors International consortium: PORR (Austria, lead) - SCT (Slovenia) - DSD (Germany) Bridge designer LAP – Leonhardt, Andrä und Partner Beratende Ingenieure VBI, GmbH (Germany) Design supervision Faculty of Civil engineering, University of Belgrade

Innovate . Succeed . Learn

Zoran Rubinjoni Project Leader Belgrade Land Development Agency PIU

ͧͧ 1,000 people involved as designers, authorities, workers, managers, etc excellent team spirit

Walter Reckerzügl Partner in Consortium PORR Construction

ͧͧ Involvement of 21 nationalities - good leadership as key success factor – personality counts

Rade Mirovic Partner in Consortium PORR Construction

ͧͧ FIDIC Yellow Book “Design&Build”- fair negotiation and an experienced engineer ensure success

ͧͧ Top quality project and maintenance provision for a lifecycle of 50-100 years ͧͧ Underestimation of land ownership issues – led to delays ͧͧ Additional work and additional cost issues – fair administration and settlement

ͧͧ ICPMA´s “Seven Principles” – practical, feasible and helpful in daily operations ͧͧ Weekly meetings – open discussions – quick decisions – all of which worked extremely well © Porr Group

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P.0010.2015a Sava Bridge, Belgrade, Serbia © March 2016

www.thebetterway.cc | www.icpma.net

1000 People, 21 Nations, 7 Principles, 50-100 Years Life Span

Sava Bridge

Belgrade, Serbia

1. People who believe that working together makes all of us more effective Loads of positive energy from the very start and good leadership made this project a success. A landmark should be built by a team of many nationalities. Goodwill for positive compromise and practical solutions played a vital role. 2. Processes fostering co-operation instead of confrontation The strict two-stage tendering process with prequalification in line with international EBRD tender regulations laid the basis. Open information about upcoming issues has been exchanges in weekly meetings. Speedy solutions were found at early stages. The client project leader had the experience and the freedom to make decisions without a long internal decision process. This enabled everyone to solve their own problems on an almost daily basis. The very experienced and well-known international bridge designer dealt excellently with the challenging task of combining EU | Y E A R B O O K 2016

standards and regulations with local requirements, e.g. earthquake measurements. 3. Contracts fair, clear and simple, contract management in an atmosphere of mutual respect Aware of the difficult interface between design and execution in the case of such a complex project it was decided to use the FIDIC yellow book (Design & Build). No contract is perfect, however, no party tried to hide behind the contract or interpret it unilaterally. 4. Costs transparent and competitive with a reasonable profit for all The value of the contract was around 120 million euros and the final cost around 150 million. Much of this increase was due to such essential additional work as lengthening of the bridge and building additional ramps. Open and transparent information between Client and D&B contractor enabled fair solutions. The project was almost completed on schedule although serious delays had occurred such as land ownership issues at the beginning of execution. 5. Quality as our prime goal at a price that is acceptable to all The bridge was built by seasoned specialists

from many countries under the supervision of a very experienced engineer. The end result – which can be seen in the photographs – is perfect quality. 6. Lifecycle sustainable projects, designed with all phases in mind The lifecycle aspect is always important but for a public client building a bridge with a projected lifespan of 50 to 100 years it is vital. The perfect quality of the project itself and the correct maintenance provision should ensure that the bridge retains its quality across its entire lifecycle. 7. Challenges identified and solved together We lost one member of the construction consortium due to insolvency. This and hundreds of other daily problems were solved jointly by all the parties involved fighting together, and not against each other, to meet the common goal of completion. No one ever lost either their ability to understand the position of the other partners or the trust in their team as a whole.

READ MORE www.porr-group.com http://beoland.com/istorijat.html

P.0010.2015b Sava Bridge, Belgrade, Serbia © March 2016

The interview following the “Seven Principles” a few years after completion confirmed that they are helpful as personal guidelines for challenging teamwork.

www.thebetterway.cc | www.icpma.net

More Light, Less Energy … the better way

Bory Mall Shopping Complex - Light Design Bratislava, Slovakia

Original design and tendering 3,112 LED downlights with 110kW State-of-the-art solution 2,406 LED downlights with 69 kW 3.6 W/m² connected load at EM = 300lx of illuminance and u0=0.4 uniformity 21% less ceiling cutouts for lighting and respective electrical installations 36% less energy consumption compared to tender Higher LED quality more light during the 50,000 hours of service life

EXPERTS & AUTHORS Thomas Schuster Erco Lighting

Innovate . Succeed . Learn ͧͧ Light design pays off in energy savings and architectural quality ͧͧ Like other experts it is important to involve light designers early ͧͧ Adequate tenders shall enable innovation and life cycle cost savings ͧͧ Successful architects cooperate with M&E and IT experts early in the project ͧͧ How to involve the industry without harming competition?

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The architects wanted the ceiling area of the corridors and plazas to be illuminated in a manner that would evoke the image of a starry sky primarily through an irregular arrangement of point light sources. For this, the architects required uniform and pleasant lighting of at least 300 lux.

READ MORE http://www.borymall.sk/en/home http://www.erco.com/de/ © Bory Mall, ERCO Lighting GmbH

Developer and operator Slovakian financial group Penta

With the finally chosen downlights 20 per cent less luminaires were needed for the illumination, while the operating costs could be reduced by as much as 36 per cent. With a light output ratio of up to 0.83 the compact lens system chosen is notable for its high efficiency. The special geometry ensures excellent glare control for a low UGR value providing high standard of visual comfort. On the whole, 2500 downlights with a 28W output of neutral white light at 4000K were required to illuminate an area of around 20,000sqm in the Bory Mall. A third of these downlights were fitted with oval flood lenses, the other two thirds have wide flood characteristic. The downlights with oval light distribution were installed along the display windows to eliminate distracting overlaps with the shop lighting. During the day, when natural light penetrates through the round skylights of varying sizes in the ceiling to illuminate the retail section, only some of the downlights are added. The luminaires are activated as required via an automatic three-stage control setting to ensure optimal illumination at any point. The resulting ambience throughout the mall is as enjoyable as it is stimulating. Die architektonischen und lichttechnischen Entscheidungen hatten auch einen wesentlichen wirtschaftlichen Effekt. Durch die Reduktion der Leuchtmittel wurden Aussparun-

P.0039.2016 Bory Mall Shopping Complex lighting, Bratislava, Slovakia © March 2016

Architect Massimiliano Fuksas

gen und Installationen, Verkabelungen, Verrohrungen eingespart. Das führte zu einer Reduktion der Investitionskosten. Die erhöhte Energieeffizienz wirkte sich positiv auf die erforderliche Kühlleistung aus und führte zu einem wesentlich höheren ROI für den Investor.

Total floor area 20,248 m²

In contrast to the often careless design of shopping malls focussed primarily on cost savings, Bory Mall on the western outskirts of Bratislava presents an aesthetic architectural appearance without compromising on functionality and efficiency. Rather than arranging the stores in the familiar straight lines, the architects devised an organic network of corridors for the Bory Mall with meandering mallways which narrow and widen in places.

FACTS & FIGURES

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Showcasing Environment Through Architectural Excellence

Karawatha Forest Discovery Centre

Brisbane, Australia

FACTS & FIGURES Discovery Centre for Brisbane residents & visitors, community groups, school students Start-completion Aug 2013 – Feb 2016 Budget/cost (approx.) A$7.1 million Type of project Architecture and Landscape Architecture Client Brisbane City Council – Natural Environment Water and Sustainability Branch Form of Contract AS4000 as amended

Main project participants Brisbane City Council City Projects Office

| Y E A R B O O K 2016

Architect Gianna Bruschi Landscape Architect Adrian Nguyen Structural Engineer Bala Balakumar Civil & Building Services Dan Maher & Robert Puljic Project Management John McKee Contract Management Vesna Boseva-Velkovska Contractor JMAC Constructions End User Brisbane City Council, General Public

Innovate . Succeed . Learn ͧͧ Establish a clear project scope and outcome at the beginning ͧͧ All project team members should be aware of the goals and work towards them ͧͧ Previous successful contract experience is a valuable selection criterion in tender evaluations ͧͧ High quality outcomes are achieved through quality design and quality workmanship ͧͧ Engage the contractor as a team member rather than an external supplier ͧͧ Utilise the expertise and intelligence of all team members during construction ͧͧ Promote trust and collaboration among project team

Brisbane City Council is Australia’s largest local government in both population and budget, servicing more than 1.1 million residents across an area of 1338 km² with a budget of A$2.6 billion in the 2015/16 financial year. Council has a fundamental role to play in making Brisbane a New World City, and ensuring it is a great place to live and work for all residents. Council is responsible for delivering frontline services covering all aspects of local government including parks, garden and recreation facilities, and a wide range of infrastructure projects including road and bikeway upgrades, bus stop and ferry terminal upgrades, libraries, pools and more. The Karawatha Forest Discovery Centre project was developed as a part of Brisbane City Council’s commitment to preserving and protecting the native ecosystems of the city and greater region. The discovery centre is the third centre of its kind in Brisbane and aims specifically to educate visitors about the environmental significance of the Karawatha Forest. The forest, located approximately 18 km

P.0044.2016a Karawatha Forest Discovery Centre, Brisbane, Australia © March 2016

from Brisbane CBD, is approximately 900 hectares in size and is one of the largest areas of remnant bushland within the city. The project involved the development of a main interactive display centre, supporting meeting rooms, picnic areas, walking trails, car park and Queensland’s first nature play space.

EXPERTS & AUTHORS Gianna Bruschi Senior Architect, City Projects Office Guido Zundel Principal Architect, City Projects Office

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Showcasing Environment Through Architectural Excellence

Karawatha Forest Discovery Centre Brisbane, Australia

1. People who believe that working together makes all of us more effective Brisbane City Council promotes a “One Council” philosophy within all of its departments. This attitude helps drive projects to be goal orientated and encourages all stakeholders, including those external to Council, to achieve successful outcomes. The main teams involved in the project were: • Brisbane City Council · Natural Environment Water & Sustainability Branch (Project Owner) · City Projects Office Project Management Branch (Project Manager) · City Projects Office Planning & Design Branch, Built & Natural Environment Team (design) · Brisbane City Council, Asset Services Branch (Centre Operations) • JMAC Constructions – Contractor 2. Processes fostering co-operation instead of confrontation The contractor was selected from a panel of pre-qualified contractors during the tender process. Evaluation criteria included experience and track record for working with Brisbane City Council. A mutual desire to achieve a high quality outcome was fostered during initial discussions before the tender was awarded. The contract manager had the ability during construction to call on members of the design team to actively work through issues raised by the contractor. This process enabled the contractor and the design team to effectively communicate, which resulted in issues successfully being managed and appropriate solutions met. 3. Contracts - fair, clear and simple, contract management in mutual respect The contract used for this project was a standard AS4000 (Australian Standard) contract with some amendments. Typically, amend-

| Y E A R B O O K 2016

ments are used by Brisbane City Council to ensure the specialised nature of local government work is understood and considered during the construction process. During the construction process the contract was used as a tool during unusual contract discussions. Generally, the project utilised project documentation to focus on the outcomes and achieving the project goals. The internal exhibition fit out was separately contracted under a Design and Construct arrangement due to the specialised nature of the requirements and the typical industry approach to this type of work. This contract began during the design phase of the project and continued through the construction phase. The design team for the building worked with the exhibition consultants to accommodate the needs of the fit out at a base building level. During construction the contractor worked with the exhibition consultants to ensure appropriate site access and scheduling of activities. Synergies were encouraged on overlapping trades to reduce costs and simplify on site work. 4. Costs - transparent and competitive, reasonable profit for all Due to the innovative nature of this project, the budget for the project was developed before any initial concept design or investigations works was undertaken. A part of the design process focused on achieving high quality outcomes within the set budget. The flexibility of the design became critical during the design process as site complexities required prioritisation of funds. An independent quantity surveyor was regularly engaged to quantify the project budget against the design. The design team utilised these cost evaluations to engage in value management exercises to keep the project within budget. The Bill of Quantities was established during the tender period and allowed for fair and equitable evaluation of all tender submissions. The Bill was regularly consulted during the construction process to ensure transparency and fair costing and evaluation of variations.

5. Quality - prime goal at a price that is acceptable to all A key focus during the design process was to engage with the project owner and stakeholders to establish the project scope, outcomes and requirements. Understanding the user group needs at the start of the design process streamlines the design process as well as getting better value for the project. Engaging with stakeholders, including the project owner, operational manager, user groups and maintenance teams, led to an outcome that all stakeholders were invested in. Within the framework of the stakeholder needs a landmark facility was developed within the budget allocated. Stakeholder groups were engaged through early sketches and concept designs in a high quality solution which not only met their needs but exceeded expectation. Engagement of all stakeholders in the outcome resulted in a clear shared focus during construction, with no reduction of quality to achieve cost savings. Instead, this promoted alternative thinking and value negotiations with the contractor to achieve the quality outcome within the allocated budget. 6. Life cycle - sustainable projects, designed with all phases in mind As the facility owner and end user, Brisbane City Council has a large focus on sustainability and life cycle costing of each project. All projects aim to reduce maintenance costs, increase building life span and encourage safe environments for maintenance staff during routine maintenance services. The three objectives were met by engaging with facility management stakeholders during the design process to ensure their needs were incorporated early. Building materials were selected for their long life span and robust nature. Structures that are easy to maintain and require little on-going attention were favoured over buildings that required regular attention, reducing on-going maintenance and replacement costs. Routine maintenance can be achieved in the

Following the “Seven Principles”

safest manner with plant and equipment located on the ground level and high quality roof safety systems installed on all roofs.

cur on the landfill site at the same time as the project, to reduce the impact of the gas migration.

member, rather than an external service provider, can improve the process of construction and the success of the outcomes.

Located in a bush fire area, a bush fire management plan was completed. While its prime focus was on human safety, the principles were also applied to promote asset protection in the event of a bush fire.

Coordination between building services consultants and the contractor was imperative to bring services to the remote site. Value was achieved through concurrently scheduling similar works and the sharing of services trenches.

5. Engagement with stakeholders early in the process ensures that the outcomes of the project meet the requirements of the end users and owners.

7. Challenges - identified and solved with joint responsibility The project presented many challenges during both the design and construction process. The relationships between the project team and contractors promoted a solutions focus and encouraged collaboration and coordination of resolutions. The site in particular provided some unique issues including its remote location and proximity to a former landfill site. Geotechnical analysis of the site identified that underground gases were migrating into the site from the adjacent landfill site. Coordination with specialist consultants and the project design team resulted in creative solutions being applied across the site to mitigate risks associated with the gas. In response to the risks identified, Council coordinated a land remediation project to oc-

P.0044.2016b Karawatha Forest Discovery Centre, Brisbane, Australia

The building façade required coordination and collaboration between the design consultants and the contractor. Regular discussions between manufacturers and the architect, hand made models and 3D laser point scans were all used to ensure a high quality finish was achieved for the bespoke façade system. Lessons learnt: 1. Engagement of the right people and teams for the project is critical. 2. A collaborative culture should be promoted from the start of the project. Ideally this will come from the project leader. 3. Having clear, achievable, quality goals which are understood by all stakeholders helps to encourage like-minded investment in the project outcomes. 4. Engaging contractors as a project team

6. Regular project meetings with appropriate stakeholders and consultants helps to keep all stakeholders focused on the same outcome and encourages a collaborative approach to problem solving. 7. A collaborative project team, which acknowledges and respects the intelligence and professionalism of all stakeholders will have greater success than a group focused on faults and defence.

READ MORE www.brisbane.qld.gov.au/about-council/ council-information-rates/council-businesses/ city-projects-office www.brisbane.qld.gov.au/environment-waste/ natural-environment/environment-centres/ karawatha-forest-discovery-centre www.brisbane.qld.gov.au/environment-waste/ natural-environment/bushland-parklands-wetlands/natural-areas/reserves-wetlands-parklands-forests/karawatha-forest-park

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One Hour of Sun is Sufficient

Battery Storage for Energy Self-Sufficient House Bruetten, Canton Zurich, Switzerland

FACTS & FIGURES Client Umweltarena Spreitenbach Implementation of the Swiss Energy Strategy 2050 Apartment project for nine families in Switzerland Completion in 2016 Battery storage solution provided by Helion Solar, Alpiq Group • Just one hour of sun in the summer is enough to cover electricity needs for an entire day • Storage capacity is designed so that the building can be supplied with enough energy to last three to four days • Long-term storage system in the ground to provide energy over the three-month cold winter period with no direct sun • Surplus solar energy is used to generate hydrogen from water by means of electrolysis • Hydrogen is stored and, when needed, transformed into electricity and thermal energy in a fuel cell

The world’s first energy self-sufficient apartment house without a power grid connection is currently being constructed by Umweltarena Spreitenbach in Bruetten in the Canton of Zurich in Switzerland. At the core is a special battery storage system which not only covers daily energy needs, but also manages the energy flow throughout the building. The energy self-sufficient nine-family dwelling requires no external energy supply and, hence, does not have to be connected to the power grid. In the summer of 2016, the first residents will move in. They will draw their power exclusively from solar energy that is produced by photovoltaic modules on the building roof and façade. The house of the future is a pioneer project and a spearhead for energy efficient buildings, energy efficiency is a key factor in the implementation of the Switzerland Energy Strategy 2050. The intelligent battery storage system stores generated electricity for short and medium-term consumption. In addition, the system manages electricity flow within the building, electricity supply planning and a reserve supply for sufficient backup electricity. Just one hour of sun in the summer is enough to cover electricity needs for an entire day. Storage capacity is designed so that the building can be supplied with enough energy to last three to four days.

A sophisticated system with different storage elements ensures that the building is also supplied with sufficient energy during bad weather periods. The energy self-sufficient building must be able to generate electricity over a three-month cold winter period with no direct sun. In such an exceptional situation, the house can draw energy from the longterm storage system in the ground. The sophisticated system uses surplus solar energy for this purpose, and generates hydrogen from water by means of electrolysis. The hydrogen is stored and, when needed, transformed into electricity and thermal energy in a fuel cell.

READ MORE www.alpiq-intec.ch www.helion-solar.ch http://www.umweltarena.ch/uber-uns/ energieautarkes-mfh-brutten/

EXPERTS & AUTHORS Wolf Dirnbacher Caliqua Noah Heynen Helion Solar AG

ͧͧ Globally unique energy self-sufficient building

ͧͧ Re-transformation into electricity and thermal energy via fuel cell

ͧͧ No power grid connection for the apartment building

ͧͧ Complete sustainability concept for zero-energy housing

ͧͧ Intelligent battery system storing energy

ͧͧ Reduced energy scheme for household appliances, lighting, mobility etc.

ͧͧ Energy generation by the sun ͧͧ Photovoltaic façade and roof panels ͧͧ Surplus energy used to generate hydrogen ͧͧ Hydrogen used for medium-term energy storage

| Y E A R B O O K 2016

P.0046.2016 Battery Storage for Energy Self-Sufficient House, Bruetten, Switzerland © April 2016

Innovate . Succeed . Learn

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Complex Forms Need High Engineering

Lusail Pedestrian Bridges Linking Islands

Doha, Qatar

FACTS & FIGURES Two pedestrian bridges spanning 90 and 100 m channels

Construction company FCC Construction-Petroserv JV

Location Lusail, Doha, Qatar

Pre-assembled formwork Doka

Client Lusail Real Estate Development Company, Qatar

Delivery of initial formwork August 2013

Architect Safdie Rabines Architects, San Diego, California Form of Contract GCCC Public Works Contract | Y E A R B O O K 2016

Completion of in-situ concrete work 2015 Formwork Services ready-to-use service, formwork planning, training before construction start, formwork instructor service © Doka

Type of project Civil Engineering

EXPERTS & AUTHORS

Innovate . Succeed . Learn ͧͧ Early involvement of construction experts in developing and designing optimised projects

ͧͧ Just-in-time delivery of ready-to-use formwork is an essential factor in keeping track

ͧͧ Design changes in order to optimise the overall project shall be positively recognised

ͧͧ Pre-assembly of formwork ensures maximum efficiency in terms of site logistics

ͧͧ Theoretical and hands-on training for the crew ensured an efficient construction process

ͧͧ It is important to avoid rework by applying latest production and construction technology

ͧͧ Technical support continuously provided by an on-site formwork instructor was vital

ͧͧ Long-term cooperation between trusted business partners is a most important success factor

P.0048.2016a Lusail Pedestrian Bridges Linking Islands, Doha, Qatar © April 2016

Usama Al Saleh Sales Engineer, Doka Qatar Olegs Sokolovs Group Leader Engineering, Doka Qatar

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Complex Forms Need High Engineering

Lusail Pedestrian Bridges Linking Islands

Doha, Qatar

Lusail, the new city in Qatar, will include large blocks of land and bodies of water, internal connecting channels and offshore islands. Two Pedestrian bridges that connect three islands will provide a continuous pedestrian experience fringing a marina for 350 boats. Long-term cooperation between the construction company and the formwork experts has been a success factor. Ellipsis design in fair-faced concrete The bridge design resembles a necklace with interlocking ellipses with concrete decks suspended by steel cables attached to slender pylons. The two bridges are 90 and 100 m long and built simultaneously. This means that the quantity of the required formwork material must be doubled. The formwork system for bridge construction has met all architectural requirements specified by the customer. This includes the surfa-

| Y E A R B O O K 2016

ce structure of the bridge deck that was to meet the high requirements of fair-faced concrete. Precision panel joints resulted in a perfect joint pattern that eliminates rework. Due to the course of the changing bridge level, the shoring tower has to be adapted for each pouring section. The flexible load-bearing allows for precise adaptation of the shoring tower to the building specification. Adjustable U-heads and feet of the screw jacks with 75 cm extension range allow for easy height adjustment. Ready-to-use In order to provide for maximum efficiency in terms of construction time, the bridge deck formwork was assembled in advance. Pre-fabrication saves time and space on site and at the same time reduces costs. The finished systems were delivered just in time by way of special shipment and immediately ready for use. Since the formwork engineers were already involved during the planning stage, they were able to provide valuable advice on all issues regarding options for formwork engineering pertaining to architectural requirements. Here, the ability to adapt quickly was also necessary, with the bridge design and consequently load-bearing tower and formwork requirements changing several times during planning.

prior to start of construction were helpful for the crew. This ensured smooth implementation of processes and efficient construction progress. Thanks to the on-site formwork instructor, technical support was available any time. A modern city Lusail is an urbanisation project along the east coast north of Doha, the capital of Qatar. The planned city will be built on a 38 km² area starting at the West Bay Complex Canal north-east of Doha. It stretches 7.5 kilometres north along the coast and extends up to five kilometres inland. After completion, this pocket of land will be home to a population of 200,000, offer work for 170,000 people and accommodate 80,000 visitors. To this end, comprehensive earth movements have taken place starting in 2007. The initial formwork was delivered in August 2013. In-situ concrete work for both pedestrian bridges was completed on-schedule by early 2015.

READ MORE http://www.lusail.com https://www.doka.com/en/news/press/lusail http://www.safdierabines.com/portfolio/ lusail-pedestrian-bridges/ http://www.fcc.es/fccweb/index.html

Theoretical and hands-on training sessions

P.0048.2016b Lusail Pedestrian Bridges Linking Islands, Doha, Qatar © April 2016

In 2005 Qatar has started a new city development project. Located on the coast and in the northern part of Doha, it will soon become a new city with waterways and man-made islands and modern structures. Formwork engineering experts are needed to connect the islands: International experts were hired to supply pre-assembled formwork materials for two pedestrian bridges spanning 90 and 100 m channels separating the islands. The specific combination of expertise and experience helps saving time and money.

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World Famous Architecture and CPM – It Can Work!

Campus WU Vienna Austria New University of Economics and Business

Vienna, Austria

FACTS & FIGURES Capacity Space for 25,000 students and 1,500 teachers, researchers and administrative staff Open campus: no barriers, no fences 55,000 m² of the total 100,000 m² of floor and surface area is open, publicly accessible space

EXPERTS & AUTHORS D3/AD, Departments and Administration total floor space approx. 20,000 m², twopart complex with yellow-orange-red timber-clad façades D4, Departments total floor space approx. 16,000 m², “Tetris” façade

LC, Library & Learning Center total floor space approx. 41,000 m², 1,500 student workstations, cantilevered roof with monitor

TC/D1 Teaching Center and Departments total floor space approx. 34,000 m², space for approx. 5,000 people, Auditorium Maximum with 650 seats

EA, WU Executive Academy total floor space approx. 6,000 m², six storeys, reflective facade

D2/SC Departments and Student Center total floor space approx. 23,000 m², two building segments, “millefeuille” façade

| Y E A R B O O K 2016

All buildings based on the same overall technical concept the building infrastructure is standardised in terms of construction, energy supply, ventilation and sanitary facilities Energy The entire campus has been designed in accordance with “green building” principles, e.g. geothermal energy from groundwater

Maximilian Pammer Client BIG Bundesimmobiliengesellschaft Christoph Sommer Client WU Vienna University of Economics and Business

Barrier-free accessibility all areas are wheelchair accessible and there is a tactile guidance system for the visually impaired

P.0006.2015a Campus WU, Vienna, Austria © March 2016

Innovate . Succeed . Learn ͧͧ Invest in a sound and clear project basis – the integrated masterplan prepares the ground ͧͧ Creating a landmark - world famous architects and their buildings on one campus ͧͧ Design and project management challenge – one project with several international design teams ͧͧ Cooperation and leadership as success factors

ͧͧ Critical balance to be found between: public tender process, award to the best/ cheapest, financial standing of the company and quality of the work ͧͧ Tangible differences between contractual behaviour of various contractors depending on the approach of the leading persons involved ͧͧ Successful concept: joint implementation company between future user WU and owner BIG

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World Famous Architecture and CPM – It Can Work!

them to save money (avoid surcharges) and direct the project. There are interfaces in the project anyway, and these create problems. But this is good. You can see them and influence the problems instead of dealing with a “black box”.

Campus WU Vienna Austria New University of Economics and Business

Another question: does detailed design during construction influence the construction process positively or negatively? Accepting that construction projects develop until the very end (permanent prototyping and compromising) the client sees this positively. One can correct and react until very late on in the construction phase.

The project is an extraordinary one. After masterplanning and an international architectural competition world famous architects were commissioned to design the different buildings • Zaha Hadid Architects, Hamburg: LC Library & Learning Center • NO.MAD Arquitectos, Madrid: EA WU Executive Academy • Sir Peter Cook and CRABstudio, London: D3/ AD Departments and Administration • Estudio Carme Pinós S. L. , Barcelona: D4 Departments • BUSarchitektur ZT GmbH, Vienna: TC/D1 Teaching Center and Departments • Atelier Hitoshi Abe, Japan: D2/SC Departments and Student Center The masterplan was drawn up by Laura Spinadel, BUS architects. The architectural competition was directed by Wolfgang D. Prix, Coop Himmelb(l)au. 1. People who believe that working together makes all of us more effective The most important success factor and key responsibility in the early project phase is the selection of the client´s core team, the consultants. Aside from all formal and legal requirements we also have to ensure that the human relationships in the expert team work well. Decisions have to be prepared and taken, responsibility has to be borne and, as mistakes cannot be 100% avoided, these have to be corrected. A project team cannot be afraid of such failures. Rather, it must be able to openly discuss and correct them. This is an important attitude which the client must also adopt. This describes the main challenge to the client. Only strong clients can handle complex projects. Their team can never be their excuse. Trust and mutual respect must be maintained in the most difficult situations - and all the other consultants and contractors invol| Y E A R B O O K 2016

ved in the project must follow the same principles. If one leaves this sphere of trust, it does not work anymore. Guaranteeing this completeness and consequence in the project team is a key responsibility of the client. The project had a double lead: • BIG – the Austrian Republic’s official real estate company which owns universities and other public buildings and is experienced in development, design, construction and operation and • WU – Vienna University of Economics and Business – the future user of the campus with its 25,000 students. This double lead was a success. It allowed for redundancy and mutual correction. All decisions had to be taken unanimously. This may not always be easy between two leaders, but here it worked well until the very end of the project. Sometimes informal meetings … a little beer and wine … helped. This should be seen as a valuable tip in CPM and leadership in general! Prepare delicate matters informally. Talk before you start writing and reserve the written format for the conclusions, the agreement, the documentation and the to-do list. Writing too early produces paper, claims and the defensive instinct rather than solutions. It is always the empathy between people which makes things happen … or not. Hence, the question is: how can one create and maintain empathy in the key project team? The weekly Wednesday “working breakfast” between client, controlling and CPM was one of the secrets behind the high level of empathy in the project team: and, of course, produced no minutes. One remark in the box “innovate, succeed, learn …” may need explanation. Two contractors with very similar contracts and almost the same scope of work in two neighbouring buildings behaved completely differently in terms of performance, claims and agreements. This can only be explained by the different leading persons involved.

2. Processes fostering co-operation instead of confrontation Today’s CPM processes are in danger of becoming overwhelming. Too much communication, too little construction. We drown in workflows, meetings, emails, reports, IT-tools … and too often in disputes.

An alternative would be to complete the “thinking, discussing and deciding” process earlier and benefit from a less disrupted construction phase. BIM and other developments may support this view. When we build the complete project virtually, we must concentrate all our thoughts, discussions and decisions in this earlier phase.

Some practical measures to create and direct efficient processes: • Do not write too early, solve, agree informally, personally, responsibly (see above). • Organise decisions properly, clearly (see below). • Keep minutes short, focussed on results and to-do lists. For this project, specific “decision documents” were developed: short summaries of decisions, signed by client, CPM and controlling. The agreement-finding process behind the decision was noted in the appendix. This simple and efficient process for informing and recording was followed consistently. 3. Contracts fair, clear and simple, contract management in mutual respect Although our contracts tend to be too long and too complicated we find this difficult to avoid. However, we agree that contracts – especially for consultants, intellectual services – should be as short as possible and leave room for “positive interpretation” in line with the needs of the project. We must simply accept that we cannot precisely predict construction projects. This fact has many practical consequences for our organisation, processes and contracts. One key success factor is always the “Strong Client”. Weakness at the top has many negative consequences. Strong clients also ensure the necessary “climate” in the project team contractually and beyond. We discussed the pros and cons of different project delivery methods. This client still favours the “traditional Central European way” of separate contracts for each trade. Strong Clients are not afraid of interfaces, they use P.0006.2015b Campus WU, Vienna, Austria © March 2016

The interview, which followed the “Seven Principles”, shows that cooperation during design and construction is even more important when international teams and renowned architects are involved.

Vienna, Austria

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World Famous Architecture and CPM – It Can Work!

Campus WU Vienna Austria New University of Economics and Business Vienna, Austria

One good way of controlling the costs was that the designer, the supervisor and CPM ran different, independent cost controlling schemes - even using different IT tools. The client’s controlling experts regularly checked whether the results were in line. This is another good example of how a “Strong Client” takes advantage of interfaces in a project. On the other hand it has to be understood that the costs of a project change and that no-one should be afraid of variations and additional costs as long as these are fairly handled. Fairness in contracts and fees seems to be a precondition for good cooperation. 5. Quality as our prime goal at a price that is acceptable to all Quality has its price. World-renowned architects from different countries do not make project management easier. But, in the end, quality paid off. Recent studies show that an aesthetic environment has positive effects for the people studying, living and working in it. There was provision in the budget for the world-famous architecture which characterises the project. This project is a good example of a reasonable and attractive combination of high architectural quality, design for the future use and a balance between cost and quality. Whenever owners, investors or project developers must decide whether quality pays off in the long run, we should invite them to talk with those involved in this project.

| Y E A R B O O K 2016

6. Lifecycle sustainable projects, designed with all phases in mind From the beginning, lifecycle aspects affected the project development and design. During the drawing up of the masterplan, a lifecycle cost forecast was made and energy supply and energy management alternatives investigated and each decision was partly based upon lifecycle arguments. A clear statement at this point: Neither standardisation nor common practice currently offer really good solutions for lifecycle cost forecasting. This is an area of research for the future. One example was the final decision that the underground water flowing between the parkland of the Prater and the Danube could provide the necessary temperature difference for the campus’ energy supply. After analysing photovoltaic, geothermal and other energy alternatives in detail it was shown that district heating would only be required to meet peak heating energy demand in winter. This concept was not without its problems. During implementation, we learnt that the geological conditions were not homogeneous. In the originally targeted areas the groundwater flow was insufficient, so the concept had to be redesigned. Now, however, it is working successfully. 7. Challenges identified and solved with joint responsibility There is no project without challenges, as this principle says. We always tried to maintain a culture of discussion within the project team and were dedicated to finding solutions without disputes. Today’s projects suffer because too many meetings and too much paperwork distract us from the work on site. Defects happen, not only today. They always happen. The question is how we deal with them.

We involved specific experts, assigned comprehensive checking measures and trust that we have solved these issues professionally. Of course we considered the deeper reasons for deficiencies in construction. Is our site organisation not appropriate? Are our contracts and remuneration schemes inadequate for the needs of quality on site? Should there be more emphasis on the training of those working on site? Do we focus too much on management instead of workmanship? Is the share of responsibility in the value creation chain of design, construction and operation well balanced? We learnt a key lesson: There is a highly sensitive relationship in public tenders involving the award decision (best/cheapest?), the financial standing of the tenderers and the quality of the work. There is an inherent risk that the wrong partner is selected, contract conditions and prices become imbalanced and a threat of bankruptcy has serious consequences for the quality of the work. It is extremely difficult to monitor this balance in view of the limitations of the procurement legislation.

READ MORE www.wu.ac.at/campus/overview/en/ www.big.at/

We experienced defects during the first year of operation, both in the cladding of the façade and in the fixing of lamps. Such defects attracting the attention of students and media are delicate for a client project management but, even in such cases, we maintained the principle of shared responsibility.

4. Costs transparent and competitive, reasonable profit for all The project was completed on budget and on time, despite a lot of pressure in the final phase. We agreed that the client needed a reserve budget from the beginning to cover all unavoidable surprises. But is a reserve a reserve when everybody knows about it? No, we agreed, it is not.

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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

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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

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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Innovation and Quality Cannot be Separated

Glazed Link

Manchester, UK

Architect Ian Simpson

Completion 2014

Client main contractor Laing O’Rourke (LOR)

30 tons stainless steel roof suspended on glass as structural element, underside mirror polished

Final Client Manchester City Council (MCC) Client project management Laing O’Rourke (LOR) Main contractor engineer John Colvin Design and Build Waagner -Biro | Y E A R B O O K 2016

400 m² glass approx. 8m high 3x 12mm, partly curved Doors in façade 6 doors in the façade, 2 of the doors curved

EXPERTS & AUTHORS

Innovate . Succeed . Learn ͧͧ New entrance to the Library as well as the Town hall extension in Manchester providing a ‚glazed link‘ ͧͧ First only-glass structure supporting a 30to steel roof ͧͧ Innovative production of the roof as an airtight “monocoque”, using ship-building procedures

Karina Breitwieser Waagner-Biro

ͧͧ Design process combining leading experts in different companies ͧͧ Cooperation beyond contractual boundaries to create solutions for a challenging design ͧͧ The more innovative the building – the higher the quality demands

ͧͧ Inventive procedures in design, production and installation of a challenging structure

FACTS & FIGURES

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Innovation and Quality Cannot be Separated

Glazed Link Manchester, UK

1. ‘Innovation’ and ‘Quality’ – why innovation needs to be combined with quality Client and users are in general making high demands on sustainability, usability and comfort on up-to-date public or office buildings. All built elements have to meet those expectations of performance and high quality standards. If the architecture of the building features particularly innovative design the challenge is not only to find a technically sound solution for construction details but also to include all aspects important for high performance and quality requirements of the building. Distinguished architecture even raises expectations of users and visitors in regards to quality – quality of the details as designed and built, quality and functionality of building elements frequently used like doors, windows, heating & ventilation, etc. and also durability of those elements. So the more innovative a building is the more important is the quality of the building elements.

For details of roles and functions please see the links in “Read more”. 2. Do innovative projects require special procedures for quality? Architecturally and technically demanding bespoke projects will have individual characteristics that need to be considered and understood in depth to find an adequate concept for technical solutions and strategies for implementation. Such projects do not benefit from a learning curve by carrying out certain steps multiple times therefore it is essential that the proper tools, procedures and elements needed are in place from the start to ensure that design / fabrication / installation are carried out appropriately and with the required quality the first time. Mostly such projects will also have programme constraints – so in addition all such procedures also need to be highly efficient. Know-how transfer and standardisation can | Y E A R B O O K 2016

only be realized at a more abstract level. It requires giving some thought to what can be transferred from one project to the next in terms of repeated processes and technical solutions or ways of finding the solutions in order to achieve the required quality.

~8m high) and contained vertical glass fins; A technical solution was developed that allowed an increased transparency and streamlining of the vertical structural elements by making the glass ‘one pane high’ and removal of the vertical fins.

3. Are the special aspects in the building industry in terms of ‘Innovation’? The building industry - being mainly project orientated - features two major aspects of innovation: on the one hand it is the innovative technical solution required to meet the design intent of the architect and the functional requirements in a particular project.

Thus creating aesthetical value through simplification.

On the other hand there is process orientated innovation as for example further digitalisation of the methods of building management like BIM, on-going software development for geometry refinement, delivery logistics, etc. The first aspect needs excellent employees having the technical expertise and keeping that knowledge updated, trained in solution finding and analytical techniques but foremost creative enough to have the ground-breaking idea. As part of that process one of the most important skills of the design management is to bring to the light the ideas of various experts in the group and manage the combination of all the expert knowledge in a focused development process within the given time constraints. The second aspect of innovation requires a permanent analysis of elements that need to be incorporated into an improved process of execution and an analysis of repeatable patterns. Wherever sensible software allowing an efficient IT-support of the process needs to be developed and applied in order to speed up throughput time and render coordination of planning and cooperation more effective. 4. Could the Glazed Link Project be called ‘innovative’ and w hat were the special characteristics? Innovative was foremost the way glass was used as structural element. The original artistic concept was featuring a glass wall with three panes in height (total

It is interesting to note is that the world wide procurement process revealed that only a Chinese company was able to produce glasses of that size and to the required glass specification. The specification was featuring a fairly ‘hightech’ glass built-up: double laminated triple glass panes, low iron, heat strengthened and curved; A unique requirement was that the glass panes are the structural supporting members also for the whole roof structure (30to stainless steel roof) So far Apple stores have often used glass as structural member, there was however to that date no ‘only-glass’ structure that supports a substantial roof load like this. Interesting to note is that the Chinese company had well set-up quality procedures; fabrication supervision was implemented mainly for visual checks of the curved glass and checks on the fully toughened tests. 5. Where there also innovative elements of the roof design? Innovative was the use of a fabrication methodology normally employed in a completely different field: shipbuilding procedures were used for the curved shapes of the stainless steel roof. Individual pieces of steel were pressed into shape with a jack. In a very artistic process the craftsman controls where it is pressed and has to compare it to the preformed timber jigs for selected cross sections; There are various ways to create such a shape (eg for water tanks, bomb blast is employed to create sufficient pressure to bring the plate into the desired shape). But the design intent was show the hand-crafted element in it.

Following the “Seven Principles”

Furthermore to produce the roof as a ‘monocoque’ - like a ship hull – was also new. The reason was that it needed to be airtight for corrosion protection reasons. So it was designed as a double skin structure, the whole structure welded together in the workshop (to be sure about tolerances and to be sure that bent plate elements fit together smoothly), then cut into transport sizes, and welded together on site again. In the final condition on site an air-tight test was performed to be sure that the requirements were met. 6. What were the main success factors of the project? It was set up as a ‘2’ stage tender project, starting with a design development phase in order to develop the outstanding design features in a joint cooperation between the design team on the client side and the experts of the specialist contractor.

The cooperation beyond contractual boundaries was excellent: intensive team-work with the architect (Ian Simpson), the client’s design team, the structural glass specialists (EOC), the client (LOR), the end client (Manchester city council) and the specialist contractor (Waagner-Biro). There was a small core team working on it with highly motivated specialists that made sure that all the important aspects were sufficiently addressed, solutions were worked out and the achieved results were checked with an especial focus on quality. 7. What were the most important ‘Lessons Learnt’ • Expanding expertise of how to emulate flow of forces in the complete, combined system of steel and glass in a structural analysis model and how to model the individual details

• How to manage the design development of such demanding technical questions within a complex net of stake holder requirements • How to manage the fabrication process to the desired quality within the tight programme

READ MORE http://simpsonhaugh.com/portfolio/manchester-town-hall-extension/ http://www.laingorourke.com/ http://www.waagner-biro.com/de/sparten/ stahl-glas-technik/referenzen/referenz/ glazed-link

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Sustainability Pays Off

Geothermal Energy Systems in Buildings

Salzburg Main Station, Salzburg, Austria

FACTS & FIGURES Reconstruction of Salzburg main station including integration of historic structures Station remained fully operational during construction work Start of construction work 2008 - completion: 2014 95 m long bridge spanning the central station area Waterproof concrete foundation difficult ground conditions due to lacustrine clay Geothermal energy was an integral part of the underground construction project, geothermal construction works and underground works were put out to tender together Essential excellent contractor, experienced site supervision & continuous quality control

| Y E A R B O O K 2016

Innovate . Succeed . Learn Ductile piles with lengths of up to 45 m, of which 470 piles were used as “energy piles”

ͧͧ The use of geothermal energy in buildings considerably reduces energy costs

21 geothermal probes 5 distributor locations, 175 absorber circuits in a limited space

ͧͧ Here, geothermal energy is responsible for 90% of the cooling and 60% of the heating

Heat pump/refrigerating machine heat supply 606 kW, cooling supply 480 kW

ͧͧ Investment EUR 550K - energy saving approx. EUR 100K /year - breakeven in 5-6 years

Energy provided ca. 55% of heating demand & ca. 80% of the cooling demand Annual CO2 savings of ca. 286 tons

ͧͧ Detailed analysis and investigation of geological and groundwater conditions is essential

EXPERTS & AUTHORS Thomas Woerndl OeBB Austrian Railways Construction Projects Division Head of Local Transport Salzburg

ͧͧ Savings are optimised when use is made of construction elements which are already needed (piles, diaphragm walls or foundation slabs)

Helmut Himmelbauer OeBB Austrian Railways Johann Hofinger iC

ͧͧ Geothermal energy causes zero emissions and leads to considerable carbon savings

ͧͧ Use of analytical methods and simulation systems for long term groundwater and energy behaviour avoid environmental changes and loss of long-term advantage ͧͧ A simulation can also establish legal certainty with respect to water legislation ͧͧ Construction activities must take into account geothermal energy installations; earthworks, concrete works and sophisticated installations and equipment must be addressed together in tender documents and intensively supervised during execution ͧͧ Only interdisciplinary cooperation between the design team and installation/equipment experts will guarantee the effect and avoid “wasted efforts”

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Sustainability Pays Off

Geothermal Energy Systems in Buildings Salzburg Main Station, Salzburg, Austria

This technologically and ecologically complex project can be summed up in four simple statements: • Payback period of just five years: such investments pay for themselves, • Guarantee of sustainability through use of renewable energy (geothermal), • Realisation as part of a wider building project, • Use of already essential elements such as foundations and floor plates as absorbers. If one intends to use geothermal energy in a project one should provide for this and incorporate it into the design process from day one. The requirements are to be addressed while the geological and groundwater conditions are being investigated. What is needed?

| Y E A R B O O K 2016

Can these needs be met – in full or in part? In rebuilding projects the constraints of the existing building have a strong effect on profitability. Geothermal energy is environmental energy. Unlike other renewables it is generated “in line with need” with generation and extraction governed by the same natural, seasonal and climatic variations. The performance ratio of the entire plant is dependent upon an optimal relationship between building, operations and nature; this approach is unusual for “linear” building designers but will become increasingly decisive in projects. Separate electricity meters and the continuous evaluation of energy generation and use are essential to evaluation and opti-

misation. The greatest possible energy balance between heating and cooling is ideal for the use of geothermal energy. The positive results of this are long operational lives and the constant thermal regeneration of the ground and groundwater. It often makes sense to make use of other energy sources to cover peak demand. The energy equipment and the building also interact in a second key way. The decision whether – as here, for instance - deep geothermal sensors with depths of up to 150 m are required comes very early in the design phase. This means that construction phases and expansion joints – which may be considered less important in “conventional” projects - are key design parameters for environmental energy equipment. The integration of the

energy design team into the overall project team is a decisive success factor.

READ MORE www.oebb.at/infrastruktur/de/5_0_fuer_ Generationen/5_4_Wir_bauen_fuer_ Generationen/5_4_5_Schieneninfrastruktur_ abgeschlossene_Projekte/Weststrecke/ Umbau_Salzburg_Hauptbahnhof_/index.jsp

If it is possible – as in the trial operational phase of this project – to achieve outage levels of less than 1% across a total of around 41,000 meters of absorber pipework, then design and execution have been extremely successful. The detailed design and determination of all working processes including all pressure and control checks were worthwhile. Salzburg Railway Station is just one of many examples of the use of geothermal energy in Austria. It addresses a number of interesting technical, operational, legal and approvals issues. The years of experience executing the project became a source of valuable knowhow and, generally, excellent experience.

www.onlinelibrary.wiley.com/doi/10.1002/ geot.201000038/abstract www.ic-group.org/uploads/media/201_206_ Hofinger_Krejcarek.pdf

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Winning Sustainability

LISI Solar Decathlon Austria, USA

FACTS & FIGURES Materials 96 % of used materials are wood-based Construction Wood construction prefabricated in modules

Energy Concept Electricity-based plus energy concept (PV, heat pumps) PV modules 35 polycrystalline PV modules (8,6 kWP) © Solar Decathlon Team Austria

Building control Via tablet (persuasive computing concept) • Best energy balance of all competitors • Best communication concept

• Only Solar Decathlon project ever professionally offered on the market

EXPERTS & AUTHORS Karin Stieldorf Project leader Vienna University of Technology Andreas Claus Schnetzer Project manager Vienna University of Technology Gregor Pils Project manager Vienna University of Technology

| Y E A R B O O K 2016

Innovate . Succeed . Learn ͧͧ Sustainability is a worldwide challenge in many forms ͧͧ When students and teachers fight hard together they both win ͧͧ Nothing is too difficult to be challenged ͧͧ Competition exists to be overcome – just dare ͧͧ It is a combination of everything that makes winners, including the dinner party and movie nightForm mixed teams, introduce international expertise and know-how ͧͧ Never give in ͧͧ Taking part is as good as being first

• Overall winner of the 6th Solar Decathlon in the US

Transport Transported and shipped in 6 standard freight containers

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Winning Sustainability

These assess the performance, liveability and affordability of the houses. Each category offers a maximum of 100 points, which means that a total of 1,000 points can be reached. Criteria such as architecture, communications and aesthetics are evaluated by a panel of judges, while other categories are determined by measurement. Liveability is evaluated via a dinner party and movie night.

LISI Solar Decathlon Austria, USA

LISI won the international competition Solar Decathlon 2013 in Irvine, California, and was named the best solar house in the world. LISI stands for “Living Inspired by Sustainable Innovation” and is the house of the future. This interdisciplinary project was developed and implemented by a team of 172 participants consisting of students, professionals and companies. Through the interaction of modular lightweight construction, ecological materials and renewable energy, LISI produces a high-quality, sustainable living space that can be adapted to different user needs and locations. LISI provides a healthy, comfortable and pleasant environment for its residents while generating enough energy to meet their daily needs.

Students and teachers, architects and engineers played the major roles; researchers and business partners, politicians, sponsors and scientists supported and followed the project from the idea of taking part to the shouting, crying and laughing when the winners were announced. Winning this competition after so many months of preparation and struggle was a life highlight for all participants.

| Y E A R B O O K 2016

SOLAR DECATHLON is a biennial competition hosted by the US Department of Energy to promote the application of solar technologies in buildings. In January 2012, the DOE selected twenty university teams to compete in the Solar Decathlon 2013 which was held in Irvine, California. During the week-long competition, the twenty homes designed and built by student teams were open to the public and evaluated by a jury. As one of only two European teams invited to SD 2013 (the other being from the Czech Republic), we looked forward to competing with the best from the United States and Canada!

96 per cent of LISI is wood, with nine different species of local wood being used. The respectful approach to raw materials is demonstrated by the use of the entire tree – solid timber for construction and finishes, bark as an interior surface material and sawdust for furniture in the living room. LISI is unique because the central living area can be extended fully into the flanking courtyards to the north and south. When opened, the large sliding glass doors to the north and south of the room fully disappear in the adjacent wall. By expanding outwards the relatively small surface area of the living area - 64 square metres (689 square feet) - can be doubled. The project team consisted of TU Vienna in collaboration with UAS Salzburg / Campus Kuchl, UAS St.Pölten and AIT Austrian Institute of Technology. The management team led by TU Vienna was responsible for the coordination and implementation work of all departments.

READ MORE www.solardecathlon.at www.solardecathlon.gov

CRITERIA Just like at the Olympic Games, the solar decathlon also consists of ten categories. www.thebetterway.cc | www.icpma.net

Design for Future Needs

Biochemical Research Projects

Vienna, Austria

Around 220 million euros annual expenditure on basic, clinical and non-clinical research Boehringer Ingelheim Regional Center Vienna employs around 1,500 employees in Vienna and around 1,900 in Central and Eastern Europe Total revenue 2005 excl. biopharma 267.5 million euros Total revenue 2014 excl. biopharma 771.3 million euros Cooperation partners of Boehringer Ingelheim etc. · ACIB (Austrian Center of Industrial Biotechnology) · IMBA (Institute for Molecular Biotechnology) · CeMM (Research Center for Molecular Medicine of the Austrian Academy of | Y E A R B O O K 2016

Sciences) · IST Austria (Institute of Science and Technology Austria) · CD Laboratory (Christian Doppler Laboratory)

te for Molecular Pathology at an annual cost of 20 million euros; around 220 researchers from more than 35 countries work in 14 independent research groups on the campus of the Vienna Biocenter

Investments agreed upon in 2015 Construction of a large biopharmaceutical production facility (largest investment to date by Boehringer Ingelheim)

Boehringer Ingelheim RCV is constructing a new institute building for IMP for around 250 researchers with usable space of 15,000 m2 at a cost of around 50 million euros

With the investment of over half a billion euros Boehringer Ingelheim will create over 400 jobs, the new facility should start operating in 2021 Cancer Research Centre A research building in which 80 experts are working on therapies in the field of immune-oncology was completed in 2015 at the cost of 20 million euros Basic biomedical research Main sponsor of the IMP, Research Institu-

Large building projects of recent years · 2014 new administration building at an investment cost of 17 million euros · 2006 new administration and research building at an investment cost of 37 million euros · 2005 doubling of the capacity of the biopharmaceutical production facility, investment of 80 million euros and creation of around 200 new jobs

Innovate . Succeed . Learn ͧͧ Cooperation between industry and city and national governments

ͧͧ The basics and the preliminary planning as the foundations for success

ͧͧ Time is money – the critical path

ͧͧ One clear and clever head

ͧͧ Thinking and designing for generations

ͧͧ Trust as a way of working and responsible leadership

ͧͧ The combination of long-term planning and flexibility ͧͧ The conscious search for the unexpected, the surprising ͧͧ Close cooperation between internal and external experts ͧͧ Independence can decide in favour of outsiders ͧͧ Cooperation should be constantly adjusted in line with practice ͧͧ Humour as a success factor

FACTS & FIGURES

ͧͧ Dealing with a loss of trust ͧͧ Communication between people ͧͧ Finding people who can deal with complexity ͧͧ The balance between necessary openness and limits ͧͧ Reserves within these limits ͧͧ Personally sensitive limits

EXPERTS & AUTHORS Philipp von Lattorff CEO Boehringer Ingelheim Regional Center Vienna Klaus Stochl former CEO Boehringer Ingelheim Regional Center Vienna

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Design for Future Needs

Biochemical Research Projects Vienna, Austria

Hence, the central question is: How does one develop and plan something when one still doesn’t know what its core process will look like when it is finally in operation? By core process we mean, in this case, biochemical and pharmaceutical research and production. A first key statement on the subject: Strategic cooperation with local and national government is decisive Decisive, in that this can ensure the success of both partners; an industrial company on the one hand and local and national governments on the other. Boehringer Ingelheim’s facility in Vienna is an example of how, over decades, the City of Vienna and the Austrian government have worked to provide an investor-friendly environment and of how, as a result, these investors have continued to invest. This keeps facilities, jobs and know-how in the region. A prerequisite for this is that the public sector provides sites and the appropriate zoning, manages efficient approvals processes, distributes subsidies and creates infrastructure. If these parameters are met it is even possible to win a globally tendered internal corporate contest between locations. In this case, selection depended upon the ability to ensure (or, better, to be able to securely predict or even promise) that the planned facility could be built in this location on time and within budget. The final decision came down to a corporate decision “not to put all our eggs in one basket” and to build, in addition to two existing similar plants in Germany, an even larger plant of this type in Austria. Locations in Singapore and Ireland had already been discounted for various reasons. In practical terms this means that company management on one side and politicians on | Y E A R B O O K 2016

the other should actively engage with each other and align their interests over the long term. In concrete terms this means – in the case of Boehringer Ingelheim’s Vienna facility – establishing connections with the electricity grid and public transport network. In the coming years, suburban train and bus connections will be created, once again with the close participation and financial involvement of both sides and, in the case of the bus connection, also with the company ORF. Another aspect of this cooperation is the route of the ÖBB’s Lainzer Tunnel below the facility. During construction, complex vibration measurements were required in the tunnel. Another frequent issue is the effect of train and underground train operations on sensitive industrial equipment. Second key statement: Time is money For an industrial company, every day’s reduction in the lead-in time before a facility can start operating and generating profits represents a cost saving. Millions of euros are turned over every month and every month of delay costs a disproportionate amount of money. Hence – a delay is something that shouldn’t only be understood from the perspective of the construction process. In the construction of industrial plants it is the completion of the boilers or the central technical plant which are essential rather than the completion of the surrounding building or infrastructure. The correct organisation of these as well as their ordering and availability determine the completion date. In practice this means that one must identify the correct focus. Deadline-critical processes succeed or fail early on. The critical path should be analysed, recognised and clear-sightedly planned and managed from the very start. Third key statement: Think in generations, plan for generations Many companies have lost sight of this because short-term “values” are seen as more important than long-term ones. A family company such as Boehringer Ingelheim can afford

to think long term and their success suggests that this approach works. Only forward-looking, long-term planning have made it possible to develop this Vienna facility over decades and to very consciously expand the site despite the fact that it wasn’t possible to definitively see the role of this extra space in the future development of the complex. In practical terms this means that one must think and plan in generations rather than in quarters. The reward is secure business locations and jobs. Long-term economic success must outweigh short-term tax-related thinking. This is also a value. Fourth key statement: Long-term thinking and flexibility are inseparable This is no simple task for the traditionally “static” building industry. But in an ever more dynamic world these are becoming the central issues of construction process management. In practical terms this can mean consciously looking for the unexpected and surprising aspects of potential solutions. How can one “question everything” as a means of arriving at better solutions? How can one plan in a way that is modular and “neutral” enough to ensure that one can do “almost anything” with one’s buildings and either make provision for or be able to add anything which one might need later on? What can be done to couple the essential spirit of flexibility with tried and tested solutions? Is the conscious and sometimes irritating combination of young and old a step towards the solution? The expansion planning of such a dense facility is a very concrete example of such a situation. How can one plan a meeting room today so that it can be part of the employee restaurant tomorrow? How can one develop the complex even more densely without limiting its operational quality?

This contribution represents many buildings and facilities in the high-technology field which serve the needs of research. More than ever, today’s architects, engineers and construction project managers are – together with their clients – facing the challenge of having to plan for “unknown” future needs.

Fifth key statement: Client experts and external experts must work together very closely This requires cooperation based on trust and, once again, long-term thinking and flexibility. Because what other ways are there of solving problems that one has only just found out about? How can one think, talk and work together in such a way that one even notices the problems in the first place? The form of cooperation is decisive in determining success. The critical chain of services is tender-tender award-contract-settlement.

This determines the input, the outcome and the satisfaction with the end-result. This might sound subjective but is, in reality, objective - and the most important long-term factor. In practical terms this statement really applies to questions of contract and settlement. Long-term cooperation with good mutual recognition should always be kept under review. Fairness is very important here: not taking advantage of the other side and also not letting them down. Otherwise, nothing will work long term. And the only antidote to laziness and overconfidence is the arm’s length principle. Even perfect partnership must be repeatedly tested in practice.

The satisfaction which results from cooperation has to do with more than just the bottom line, even if ‘customer satisfaction’ is a measurable commercial success criterion. Satisfaction also means enjoying working together and even having the fun which people who enjoy humour consider as an important success factor. Making the right decision on a case-by-case basis about whether to deal with something internally or externally is often critical and highly subjective. Professional independence rather than professional expertise often determines whether one receives the right input which allows decisions to be made.

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One whose actions completely match their words. That is the only way of building trust.

Biochemical Research Projects

In practical terms this is a rejection of all forms of collective (ir)responsibility and all forms of matrix, swarm and cloud organigrammes. Inviting everyone to think together and participate is the first thing. Deciding and taking ultimate responsibility is the logical second.

Vienna, Austria

Eighth statement: Trust your team. Putting it simply, this means ensuring human, technical and economic trust. Everyone must be able to rely on statements and decisions being respected. Or that these are still open for discussion because there is a concrete need for flexibility. But when it is so, it is so. It will be neither camouflaged nor concealed. And if there are occasions when trust isn’t maintained the reaction must be clear. Separation is better for both sides than further mutual mistrust. This also applied to trusting personal performances. Recognising overload and helping people out of dead-ends. They will be grateful.

A practical example of how trust works is to entrust a larger task to a young, unknown colleague who has proved themselves trustworthy in a smaller task – but to offer support at the same time. If this succeeds, the success will be two-fold: solving an issue and contributing to personal success.

Sixth key statement: Invest in the basics and in preliminary planning This often has nothing to do with building. The question is whether both sides - the process experts (client, researchers) and the construction experts (consultants, executing companies) are able to learn from one another - what the project depends (or could) depend upon? - what are (could be) the requirements of current and future processes? - what reserves, free spaces, heights, capaci-

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ties, media, IT, etc. should be provided? - how can one optimise all this technically & commercially – make it buildable & affordable? In practical terms the requirement can be that an industrial complex that has expanded in a densely developed area over decades wants to or has to expand further. How does one create space, find land, remove some neighbours and get on as well as possible with the others? How does one solve questions of infrastructure, media requirements, immissions, emissions, vibration, logistics and connection to local and national transport networks? How does one deal with services

and the urban infrastructure? When must one start to think radically: rebuilding and moving? Where?

Conversely, it can also mean informing a respected colleague that they seem overstretched and that it would be better to go your separate ways. If this is done at the right moment and in the right way they will often be grateful when the dust has settled. Another aspect of trust is finding a human way to be ruthlessly honest because this creates further opportunities for honesty in the future. Ninth statement: Success has a human face. Or, indeed, many.

Seventh key statement: Keep one clear and clever head

In concrete terms this means that communication should be the top personal priority.

Because this will determine whether the project succeeds. And every word counts.

Recognising and rewarding people and allowing them to speak.

Clever, because much has to be thought out, connected, analysed and decided.

Approaching people, coming to them, regardless of how far away they may be.

Clear, because, despite all complexity and flexibility, everybody must always know where they are heading.

Valuing and structuring meetings with people as a decisive event.

One, because one makes the final decisions and carries the final responsibility.

Very consciously steering communication in all its forms.

A practical example of this can be deciding to fly to Korea because one has sensed or indeed experienced that much cheaper video conferences can neither convey nor replace the human touch which is necessary if one is really going to solve things together. In practice, this statement represents a clear recognition of the fact that success exclusively depends upon finding the right combination of the right people for the task in hand. In real estate they call it “location, location, location” and in planning and management we call it “people, people, people”. A practical question in the area of research-planning and research-management which can only be answered individually is: How can I find the people who can take on complexity and deliver feasible solutions. This is an intellectual and emotional challenge which doesn’t arise every day. Tenth statement: Plan and manage your processes openly and with clear limits This apparently contradictory statement is an attempt to summarise several extremely important success factors. You need openness in order to ensure the necessary flexibility. The openness of the expert discussion will often show you unexpected solutions. Openness will also allow you to recognise your limitations and problems in good time. Without openness you would be unable to usefully manage that permanent stream of conditions and decisions which is an indispensable requirement for finding the right solution. Your processes are so open that they permit all changes that you recognise as necessary. This recognition also indicates our natural limits. But your processes must also indicate and incorporate all limits in order to constantly refocus from the possible to the feasible. And, despite all their openness, these limits must be very clearly set.

Limits are expectations which should be awoken, discussed and met. Limits are boundaries which everyone knows are not to be crossed. Limits are conditions and restrictions which are to be respected. Practical examples of limits are requirements and parameters which arise from the budget, the political context, the ground conditions and the neighbourhood. Practical examples of the necessary openness come from the imprecision of research processes. Researchers research how they should research in the future in order to arrive at an as yet un-researched objective. Planners try to find out what buildings, equipment and, also, open space they need to achieve this on the basis of a fixed budget and opening date. A practical example of the merging of openness and limits could be a situation in which time is pressing and one has to decide something subjectively, quickly and responsibly without having access to all the objective and formal requirements. Should one decide and risk one’s success and personal consequences. Or does one simply highlight the consequences and risk the project’s success? Leadership also sometimes means dealing responsibly with dilemmas. There are occasions when one should establish one’s own personally sensitive limits. Whenever a balance is required between personal advantage and commercial requirements. This can involve the design of the office, financial reward or the privileges of individuals. A team only works over time when balance in such situations is both guaranteed and felt by everyone. READ MORE www.boehringer-ingelheim.com www.boehringer-ingelheim.de www.boehringer-ingelheim.at www.ots.at/presseaussendung/OTS_20151222_ OTS0122/boehringer-ingelheim-erweitert-biopharmazeutische-produktion-am-standort-wien

This vital balance is created and experienced too rarely. Such a balance is subjective because it is created and held by people. And everyone must also be aware of this. This implies human responsibility. Setting limits also means calculating reserves. Within those limits. Because without having reserves in acknowledgement of the unexpected, limits cannot be respected. Setting limits means communicating these clearly.

Design for Future Needs

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Superlative in Challenges in Technology and Cooperation

Botlek Bridge – World’s Largest Vertical Lift Bridge

Rotterdam, Netherlands

FACTS & FIGURES Lifting bridge with with two moveable spans, integral part of the A15 motorway DBFM concession project for 37km of the A15 highway in the area of the Rotterdam harbour between Maasvlakte and Vaanplein interchange Lifting weight of each bridge span 5,000 tons, in total 10,000 tons Lifting time 110 seconds for 31m (max. speed 43.5 cm/s) 24 bridge openings per day Two independently navigable openings

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Cross section shows 4 lanes for motorway, 2 tracks for railway traffic, 2 slow traffic lanes as well as a pedestrian and cycle track

General Consultant for the Contractor VCE Vienna Consulting Engineers, Austria (Winner of the Austrian Consulting Award 2015)

Construction time 2011 – 2015

Architect Quist Wintermans Architekten BV, Netherlands

Concession period 25 years until 2035 Client Rijkswaterstaat, The Directorate-General for Public Works and Water Management, Netherlands Contractor A-Lanes A15 Mobility VOF (STRABAG, Strukton, Ballast Nedam)

Mechanical & Electrical works (design, supply, installation, commissioning) Waagner Biro Bridge Systems AG, Austria Steel structure Eiffel Deutschland Stahltechnologie, Germany

Innovate . Succeed . Learn ͧͧ The world’s heaviest and widest vertical lift bridge ͧͧ Extreme precision in all directions needed due to requirements for railway line ͧͧ Extreme challenges regarding speed, number of openings, availability and safety

EXPERTS & AUTHORS Robert Schedler VCE Vienna Consulting Engineers Ulrich Eder VCE Vienna Consulting Engineers Herwig Schwarz STRABAG Martin Lechner Waagner-Biro Bridge Systems

ͧͧ Complex in technology, cooperation and interface design ͧͧ Preparing, tendering and contracting a concession project ͧͧ Engineering, construction, mechanical and electrical works successfully joined

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Superlative in Challenges in Technology and Cooperation

Botlek Bridge – World’s Largest Vertical Lift Bridge Rotterdam, Netherlands

• in the dimensions: the world’s heaviest and widest vertical lift bridge showing the highest lift frequency and the highest lift speed of any large vertical lift bridge • in the engineering, procurement and construction process: system engineering and determination, PPP for motorway and bridge Description The Botlek Bridge is a vertical lift bridge with two moveable spans and forms an integral part of the A15 motorway to be extended from Maasvlakte to Vaanplein in the harbour of Rotterdam. In standard service the movement is remote controlled. In normal operation the new bridge provides two independently navigable openings showing a width of 87 m and a vertical clearance of 14 m each as well as a crossing of the river “Oude Maas” for motorway and railway traffic. In lifted condition a clearance of 45 m is reached and therefore the passage of high-sea container vessels is enabled. The lifting weight of each bridge span amounts to 5,00 tons with a lifting time of 110 seconds. In order to achieve a minimum energy input for the lifting procedures, a fully balanced system with counterweights of 2x2,500 tons per bridge span is used. Innovation The innovation of this project is the fact that bridges with these dimensions can be lifted, in particular at this speed. The Botlek Bridge is the only vertical lift bridge incorporating railway lines, motorway traffic, slow traffic and pedestrian/cycle traffic within one structure. Combining the effects of this very wide bridge with the precision needed for railway traffic was a challenge for all project partners, especially at the various interfaces. A further unique feature and innovative approach is the implementation of the project in the light of so-called ‘system engineering’. This means that the bridge was described only on the basis of the requirement profile defined by the client first and the whole process was hand| Y E A R B O O K 2016

led via system determination, basic and detailed design up to realization under these aspects. In addition an object beyond the standardized norm was successfully realized according to the state of the art and the rules of licensing. In many areas the bridge rather resembles a highly complex machine than a conventional bridge. To tender, build and maintain such a unique project as a Public-Private Partnership is a specific challenge for clients, contractors and consultants. Challenges While the Botlek Bridge was a very attractive project for all parties involved it was also characterized by various challenges that needed to be overcome to succeed. Besides those that arise from the sophisticated concept of the bridge there were also difficult conditions that had to be taken into account. The limited space to the existing lifting bridge as well as the requirement to maintain marine traffic represented special challenges for design and execution. Another difficulty in the project were the numerous and powerful stakeholders that had to be considered and included in the planning process in order to obtain required permits and avoid delays. Finally, the diverse corporate cultures and structures among the involved parties from different countries posed a challenge to successful collaboration. Success Factors In order to succeed with such a project, it is important for all project partners to operate in an open environment of cultural and linguistic diversity. This refers to the client sphere preparing and tendering the project and to the contractors forming international joint ventures and finally the PPP contractor designing, building and operating the project. Outstanding challenges with regard to technology in combination with a complex contractual setting require highest human management skills.

All important stakeholders should be included by the client at an early stage in the tender phase to mitigate permit risks and avoid delays at a later stage. The project also highlighted the importance of establishing a good relationship with the client and other partners to increase the willingness to cooperate in challenging situations and avoid that each party only strictly adheres to contractual obligations. Especially highly complex projects can only be delivered successfully in a cooperative instead of confrontational project environment. Conclusion Within less than 5 years the project, which was challenging for the whole team, was developed and continuously pushed on, starting from system decision, tender design (basic proposal), approval and detailed design up to realization. The cooperation with all parties involved in the project on a high technical level and under heavy time pressure was an impressive experience.

READ MORE www.qwa.nl/projecten/infrastructuur/botlekbrug. html www.verbredinga15.nl/public/a15/Paginas/ Default.aspx www.strabag-international.com www.strukton.com www.ballast-nedam.com/projects/a15maasvlakte-vaanplein/ www.eiffel.de/unterseiten/kompetenzen-projekte/ brueckenbau/botlek-bruecke-rotterdam/ www.waagner-biro.com/en/divisions/bridgeconstruction/references

Lessons Learnt It has been shown that certain risks should not be transferred to the private partner through PPP contracts if they can be influenced and mitigated more efficiently by the client.

The Botlek Bridge in Rotterdam, Netherlands is an outstanding project in various respects

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“Co-creation” in a very Practical Sense

Danubiana Meulensteen Art Museum Bratislava, Slovakia

Architects Peter Žalman and Zuzana Žalmanová Architect of the annexe opened in 2014: Jan Kukula with Atelier 008 Unusual location on the borders of three neighbouring countries, Slovakia, Austria and Hungary, on the edge of a peninsula on the Danube Museum area of 7,811 m² Exhibition spaces on 2 levels, an audio-visual centre, a lecture hall, an art shop and a café High-end LED luminaires and lighting infrastructure for indoor and outdoor areas Wallwashing in 4000K and accent lighting in 3000K

EXPERTS & AUTHORS Thomas Schuster Erco Lighting Vincent Polakovič Museum Director

Opened in 2000 as a result of the initiative of Slovakian gallery owner Vincent Polakovic and Dutch entrepreneur and art patron Gerard H. Meulensteen, it is the first and currently only museum of modern and contemporary art in Slovakia. Paintings and drawings are joined by a variety of sculptures, many of which are displayed outside the museum in its surrounding parkland. Situated on a narrow stretch of peninsula amid the Danube, the museum complex is surrounded on three sides by the river. The Danubiana evokes the shape of a ship anchored in the shallows of the current. The museum was recently extended quite substantially based on plans by the architect Jan Kukula and the Bratislava based design office Atelier 008. Inaugurated in September 2014, the new annexe was voted “Building of the Year” in Slovakia. The outstanding quality of this project was the process of cooperation and communication between the investor/owner, the designers and the general contractor. With strict standards and definitions from the beginning, a clear and well communicated objective and open communication the given goals could be reached. Within the budget additional value has been created. In most of the exhibition rooms, wallwashers with neutral white light for uniform lighting of the walls are combined with spotlights with warm white accents focused on the individual paintings.

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As the galleries of the Danubiana are smaller in size, occasionally luminaires are used solo as lens wallwashers or in partnership with contour spotlights. For example in the narrow, elongated exhibition room that primarily displays relatively small paintings and sculptures, contour spotlights are used for sharp-edged illumination that allows the richness of detail

in the artwork to stand out in brilliant contrast. The larger sized exhibition hall in the old building, meanwhile, required an altogether different lighting solution. Here, recessed luminaires achieve uniform ambient lighting, but still manage to illuminate each object precisely despite the ceiling height. In the cafeteria luminaires illuminate the room unobtrusively for a pleasant ambience. Measuring around 8000sqm, the sculpture park makes up a significant part of the Danubiana Meulensteen Art Museum. The largely sizeable sculptures presented here strike a formidable presence and effect, especially at night. This is due not least to their illumination provided by the special outdoor projectors and floodlights which are individually optimised for use against the size of each object, providing precise light guidance and excellent energy efficiency. And to enable visitors enjoying the sculpture park at night to find their bearings, bollard luminaires provide reliable orientation. As no light is emitted above the horizontal plane, the luminaires themselves remain unobtrusive so as not to upstage the sculptures, but neatly mark the way through the park. Flexible LED lighting tools offered the ideal solution for the diverse lighting tasks in this museum, e.g. the strict requirement of precise accent lighting for the museum or the preference of scenic and cosy lighting with good visual comfort in the café. Combining different lighting products in the Danubiana enables the implementation of a sophisticated lighting concept that reacts flexibly to changing spatial situations and focuses the light very naturally to produce the required result.

First museum of modern and contemporary art in Slovakia, opened in 2000

If a standard is determined early in the project between operator, i.e. investor and owner, and the general contractor and if a feasible budget is clearly defined on the basis of this standard, functioning buildings and organisations are created with considerable added value for all participants.

Innovate . Succeed . Learn ͧͧ One of the examples showing how the “art of lighting” can influence architechture ͧͧ A unique setting of location, building and lighting “in” the river “at” three countries ͧͧ Excellent cooperation from the beginning between investor, designers and contractor ͧͧ Clear communication strategy defining standards and achieving high value at affordable cost

READ MORE www.danubiana.sk/en www.erco.com/de/

ͧͧ Additional value created within budget by intensive and honest cooperation and communication ͧͧ The combination of innovation, economy and the “Seven Principles” can work

FACTS & FIGURES

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“Co-creation” in a very Practical Sense

Danubiana Meulensteen Art Museum

Innovation, Economy and the Seven Principles 1. People who believe that we are more effective together An excellent feature of this project was the perfect cooperation on all levels from the investor and mentor Gerhard H. Meulensteen via the museum director and project leader, architects, planners and project coordinators to the lighting designer, from whose point of view this contribution to the year book has been written. This cooperation enabled the constant optimisation of the project. 2. Processes which promote cooperation rather than confrontation The successful mixture of informal and formal processes, combined with the investor and project leader’s personal commitment and readiness to take decisions meant that confrontation could be virtually eliminated. | Y E A R B O O K 2016

3. Clear, fair and simple contracts developed in a process of mutual respect The contracts and the development thereof corresponded with the attitude described in items 1 and 2 above. 4. Transparent and competitive costs and appropriate profits for everyone Museum projects are often about much more than just investment costs. From the point of view of the mentor and patron the decisive feature is the attractiveness of the museum and the opportunities that it offers for displaying objects. In this sense, operational subjects are paramount and, in particular, the long-term perspectives for international loans and the related conditions and insurance values. 5. Our principal objective: quality at prices that everyone can afford The focus was on the quality of the building

and its infrastructure and technical plant. All cost, investment and operational decisions were made by and the responsibility of the mentor and patron. This high personal level of responsibility generally leads to the right balance between cost and quality. 6. Sustainable, lifecycle-oriented projects, designed consciously across all phases As all decisions were taken from the point of view of the future operator the lifecycle was always the focus. 7. Challenges, recognised and solved together The example of the consensual alteration of the lighting concept selected for and described in this yearbook offers an image of how challenges can be faced and solved together. Suggestions for lighting technology were applied which, while leading to higher investment costs, promised clear advantages in

terms of both operation and organisation. By reducing the specific lighting and heating output while leaving the lighting effect unchanged – or even improved – cooling requirements were reduced by between 30 and 40%. This led to cost reductions in the areas of both building and museum operations. The flexible lens system facilitated much more efficient exhibition organisation, especially regarding questions of design and layout. The requirements of international lenders for highly sensitive exhibits could thus be met to a much higher degree and this will naturally make the museum much more attractive.

READ MORE www.danubiana.sk/en www.erco.com/de/

Bratislava, Slovakia

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Excellence in Architecture and Energy Efficiency

Sheikh Zayed Desert Learning Center Al Ain, U.A.E.

FACTS & FIGURES Building and functions Desert museum with exhibition area, libraries, research centre and theatre/ cinema Landmark architecture Architects Chalabi Architekten und Partner ZT GmbH Structures Arne Hofmann, Bollinger und Grohmann GmbH MEP CES clean energy solutions GmbH Implementation Dirk Leitzig, Robert Krakhofer, Züblin Abu Dhabi, a subsidiary of Strabag International GmbH Energy Concept High sustainability using solar cooling and photovoltaics, enormous reduction in lifecycle costs and environmental impact Building Certification Highest building certification level for LEED TM (Platinum) and Estidama (5 Pearls) Peak visitor numbers 2,750 persons per hour Investment Volume approx. 60 million euros Area Gross floor area 15,000 m²

The Arab Emirates are setting global standards for sustainable building. Their investment - of both financial and intellectual resources – is enormous. The SZDLC is an outstanding example of this. With a total investment of around 50 million euros, the visitor centre for Al Ain Zoo, was planned to achieve LEED Platinum and Estidama 5 Pearl certification. And the plan succeeded. The result is an excellent building in terms of aesthetics, function, technology and sustainability. Its design and execution stretched all experts to their limits: architects, structural and building services engineers and the contractors. The images say more than words ever could or would want to. The challenge was met with a more or less integrated process involving participants from Europe and Arabia. In addition to the complex spatial structure, extreme but justified future-oriented demands were made of the building services, particularly in the areas of cooling, ventilation, energy supply and recycling. The sharing of information during the design process, the adherence to the dynamic requirements of the architects and the clients and the organisation of the international closed loop of brief-design-application-permit-implementation required enormous personal and technological commitment.

pants. The final financial consequences of this for the individual buildings can only be discussed personally. The pride of all participants at having been involved in such a project and at being able to use it as a reference for the future outstrips all other considerations.

READ MORE www.szdlc.ae/ www.chalabi.at/ www.bollinger-grohmann.com/de.home.html www.strabag-international.com

EXPERTS & AUTHORS Talik Chalabi Architect Jaafar Chalabi Architect Andreas Helbl Innovative Building Services CES clean energy solutions GmbH

Klaus Kogler Innovative Building Services CES clean energy solutions GmbH

The tender-award-contract-settlement process may have proceeded in a largely traditional manner but not without a number of individual and pragmatic steps resulting from the special needs of the project and its partici-

Innovate . Succeed . Learn ͧͧ One must (be able to) afford such projects ͧͧ Challenges breed success ͧͧ Challenges are a driving force between new human solutions ͧͧ At the end of the day, problems are only solved by people ͧͧ Contracts, costs and timetables are

peripheral issues which people must deal with ͧͧ If innovation and quality are paramount then new benchmarks apply ͧͧ Those who do not recognise this should not attempt such projects ͧͧ This statement is principally directed at our “Excellent Clients” © Chalabi Architekten und Partner

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iC has supported this edition of the Yearbook with a considerable amount of hours spent for organizing, writing, translating, layout and graphic design. We may thank the members of iC and our external partners: Veronika Grigkar, Rupert Hebbelthwaite, Christina Hurt, Sandra-Maria Kraus, Bettina Paur, Marija Vrdoljak.

Statement according to § 24 Austrian media law Impressumspflicht gemäß § 24 Mediengesetz: Publisher | Medieninhaber: tbw solutions ZT GesmbH, Küniglberggasse 22, A-1130 Vienna, www.thebetterway.cc

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