This is Part 4 of 5 in a series of posts that will provide practical information for facility owners looking to explore Building Information Modeling as part of their project delivery strategy. These posts will provide some background on what types of owners/industries are using BIM, some of the risks involved with adopting this emerging technology and process, and what owners can do to reduce that risk while maximizing the benefits.
Doing it wrong can increase your risks, and doing it right lowers risks and only adds value – but how exactly does an owner get started with Building Information Modeling?
Sam Neider of Proactive Controls Group, LLC, notes that owners typically approach BIM in one of two ways: “Some owners like to take a pilot project and just jump in and figure it out. Other owners want to start by developing some BIM standards and guidelines for their organizations, and then begin applying those to a pilot project.”
In the case of UTSW Medical Center at Dallas, the owner wanted to jump right in and use the $800 million hospital as a pilot project. “That may be a little aggressive for most owners, but I was very happy to guide them through it, and they have done some remarkable things and have been able to achieve some tremendous benefits by jumping in with both feet,” says Neider.
Ultimately, there is no wrong way to get started with BIM. “If you have a hunger to get into it,” says Neider, “that’s where it starts. Owners need to be hungry to understand what this is all about and how it can affect them. If the hunger is there, I’ve seen owners make tremendous strides in very short amounts of time and start to realize the value that BIM can add to projects.”
View a recent webinar on how an owner is leveraging BIM to reduce project risk on an $800 million project.
Wednesday, May 16, 2012
Friday, April 27, 2012
Gain Value from BIM and Reduce Risk
This is Part 3 of 5 in a series of posts that will provide practical information for facility owners looking to explore Building Information Modeling as part of their project delivery strategy. These posts will provide some background on what types of owners/industries are using BIM, some of the risks involved with adopting this emerging technology and process, and what owners can do to reduce that risk while maximizing the benefits.
Though the BIM design process lends increased transparency, it doesn’t necessarily have to increase an owner’s risk. In fact, if used properly with good processes, BIM is one of the most effective tools available for reducing project risk and increasing efficiency. Sam Neider of Proactive Controls Group, LLC, bases his BIM success and expertise on three tenets: timely planning, solid processes, and proactive implementation.
On a 1.2 million-square-foot hospital project, Neider experienced the value of timely planning and creating solid processes when using BIM. The owner was new to BIM, and Neider wasn’t consulted until the design-development stage of the project. Though the team of designers and contractors was excellent, Neider knew their chances of success with BIM were slim unless they could achieve collaborative buy-in from all the team members. “We spent over 40 hours in meetings to collaboratively define a BIM Execution Plan,” says Neider, who personally spent an additional 100 hours fleshing out that plan. Though the time and cost involved with getting 20 people to have 40 hours of meetings might seem excessive, it was necessary for getting every role defined and processes nailed down. “If you look at the complexity of the BIM process, if we had not mapped out a process and created a plan collaboratively, we would have been in deep trouble,” he states.
They were slightly late to the game, but because the project had great team members and took the time to define the BIM Execution Plan, and thanks to crucial tools like e-Builder, they were able to carry out a very complex BIM process. “The lesson learned there,” says Neider, “is, [if you] set some expectations at the RFP stage when everybody’s trying to get the job, you’re further ahead. The earlier you can define your processes, the better.”
Neider’s experience on this project also highlights the importance of proactive implementation. This fast-tracked hospital project was extremely complex. The plenum spaces in the hospital were only 3 to 3.5 feet, whereas most hospitals have 5-6 feet worth of space above the ceiling where all the systems will go. “We realized quickly that the best approach would be to supplement the design team’s process, especially regarding the coordination process, and provide some support for them,” says Neider. With an extremely aggressive design schedule and the demanding limitations of the space, it was clear that coordination with the MEP design would be necessary to mitigate risk.
Instead of handing the MEP engineers a nearly impossible task, the owner was proactive in implementing a design-coordination-assist strategy. “The MEP trade contractors were brought on to do what they do best, and that is coordinate,” says Neider. “They took the MEP design models and ran the coordination on those models to determine whether or not the systems would fit in the spaces provided.” In areas where the team ran into problems, the team would collaboratively produce solutions to make the design work. Because the MEP engineers and contractors had validated the design, the team could be sure that everything was constructible and everything would fit. “That is a huge reduction of risk to the owner,” says Neider, who adds that they were also able to lower the cost of the MEP trades because they knew that they would be building a well-coordinated design.
Stay tuned for Part 4 of our series for tips on getting started with BIM.
Though the BIM design process lends increased transparency, it doesn’t necessarily have to increase an owner’s risk. In fact, if used properly with good processes, BIM is one of the most effective tools available for reducing project risk and increasing efficiency. Sam Neider of Proactive Controls Group, LLC, bases his BIM success and expertise on three tenets: timely planning, solid processes, and proactive implementation.
On a 1.2 million-square-foot hospital project, Neider experienced the value of timely planning and creating solid processes when using BIM. The owner was new to BIM, and Neider wasn’t consulted until the design-development stage of the project. Though the team of designers and contractors was excellent, Neider knew their chances of success with BIM were slim unless they could achieve collaborative buy-in from all the team members. “We spent over 40 hours in meetings to collaboratively define a BIM Execution Plan,” says Neider, who personally spent an additional 100 hours fleshing out that plan. Though the time and cost involved with getting 20 people to have 40 hours of meetings might seem excessive, it was necessary for getting every role defined and processes nailed down. “If you look at the complexity of the BIM process, if we had not mapped out a process and created a plan collaboratively, we would have been in deep trouble,” he states.
They were slightly late to the game, but because the project had great team members and took the time to define the BIM Execution Plan, and thanks to crucial tools like e-Builder, they were able to carry out a very complex BIM process. “The lesson learned there,” says Neider, “is, [if you] set some expectations at the RFP stage when everybody’s trying to get the job, you’re further ahead. The earlier you can define your processes, the better.”
Neider’s experience on this project also highlights the importance of proactive implementation. This fast-tracked hospital project was extremely complex. The plenum spaces in the hospital were only 3 to 3.5 feet, whereas most hospitals have 5-6 feet worth of space above the ceiling where all the systems will go. “We realized quickly that the best approach would be to supplement the design team’s process, especially regarding the coordination process, and provide some support for them,” says Neider. With an extremely aggressive design schedule and the demanding limitations of the space, it was clear that coordination with the MEP design would be necessary to mitigate risk.
Instead of handing the MEP engineers a nearly impossible task, the owner was proactive in implementing a design-coordination-assist strategy. “The MEP trade contractors were brought on to do what they do best, and that is coordinate,” says Neider. “They took the MEP design models and ran the coordination on those models to determine whether or not the systems would fit in the spaces provided.” In areas where the team ran into problems, the team would collaboratively produce solutions to make the design work. Because the MEP engineers and contractors had validated the design, the team could be sure that everything was constructible and everything would fit. “That is a huge reduction of risk to the owner,” says Neider, who adds that they were also able to lower the cost of the MEP trades because they knew that they would be building a well-coordinated design.
Stay tuned for Part 4 of our series for tips on getting started with BIM.
Wednesday, April 18, 2012
Why BIM Can Lead to More Risk for Owners
This is Part 2 of 5 in a series of posts that will provide practical information for facility owners looking to explore Building Information Modeling as part of their project delivery strategy. These posts will provide some background on what types of owners/industries are using BIM, some of the risks involved with adopting this emerging technology and process, and what owners can do to reduce that risk while maximizing the benefits.
Utilizing BIM on your projects without a proper understanding of potential risks can be a major problem for owners who are new to the technology. Sam Neider of Proactive Controls Group, LLC, finds that that the increased transparency afforded by BIM can shine the light on problematic mechanical, electrical, and plumbing coordination. “If you think about the way the industry has worked for the last 50 years, when it comes to MEP, most MEP designers would say, ‘Here’s point A. Here’s point B. Here’s the line that connects them, and here’s the size of the ductwork or piping.’ And then they would put a note on the drawings that would say, ‘Contractor to Coordinate in the Field.’” This procedure basically cleared the MEP designers of any responsibility of making systems actually come together and function during the construction phase, placing the risk and inefficiency on the contractor.
“In the BIM world,” says Neider, “you can no longer do that as an MEP designer. Now you can’t put Point A and Point B on a piece of paper, because you’re dealing with 3D objects. If you create a piece of duct, you not only have to size it and elevate it, you have to route it.” MEP designers and engineers are now required to coordinate when using BIM, but Neider points out, “MEP design firms haven’t evolved to the point where they have this new coordination skill set in house.” With the transparent design of the building information model, piping, electrical, fire-protection, and other items are clearly visible – as are thousands of potential clashes. “You’re going to see that everything’s on top of one another, and you’re going to have to coordinate,” says Neider.
“Designers aren’t coordinators – contractors are coordinators. That’s all they do,” explains Neider. MEP engineers who are forced to coordinate systems run into a lot of issues, and when poorly planned models get handed over to the contractor, all of the risk is piled onto the owner. “The contractor is going to say, ‘Look, these guys designed something that doesn’t work. And now you need to write me change orders for it.’” Whatever the reason for the unusable model, the owner will end up paying for it. “You may not be aware of it,” says Neider, “but if you don’t manage this process well, you are more at risk.”
As with any type of technology, the misuse of BIM will not result in success. “It’s really imperative for owners to understand that BIM is not just about cool software and cool models. It directly impacts the process of a project, and it ties to every piece of the project,” adds Neider. Schedule, design, costs, and deliverables are interrelated when using BIM. “It ties into everything, and if it’s not managed properly, it’s kind of like there’s no middle ground,” he explains. “You’re either doing it right and doing it well, or you’re increasing risk because you’re not doing it right, not doing it well.”
Fortunately, if BIM is used effectively, it can indeed reduce risk and result in successful projects. Make sure to check back for Part 3 of our blog series to find out how to gain value from BIM.
Utilizing BIM on your projects without a proper understanding of potential risks can be a major problem for owners who are new to the technology. Sam Neider of Proactive Controls Group, LLC, finds that that the increased transparency afforded by BIM can shine the light on problematic mechanical, electrical, and plumbing coordination. “If you think about the way the industry has worked for the last 50 years, when it comes to MEP, most MEP designers would say, ‘Here’s point A. Here’s point B. Here’s the line that connects them, and here’s the size of the ductwork or piping.’ And then they would put a note on the drawings that would say, ‘Contractor to Coordinate in the Field.’” This procedure basically cleared the MEP designers of any responsibility of making systems actually come together and function during the construction phase, placing the risk and inefficiency on the contractor.
“In the BIM world,” says Neider, “you can no longer do that as an MEP designer. Now you can’t put Point A and Point B on a piece of paper, because you’re dealing with 3D objects. If you create a piece of duct, you not only have to size it and elevate it, you have to route it.” MEP designers and engineers are now required to coordinate when using BIM, but Neider points out, “MEP design firms haven’t evolved to the point where they have this new coordination skill set in house.” With the transparent design of the building information model, piping, electrical, fire-protection, and other items are clearly visible – as are thousands of potential clashes. “You’re going to see that everything’s on top of one another, and you’re going to have to coordinate,” says Neider.
“Designers aren’t coordinators – contractors are coordinators. That’s all they do,” explains Neider. MEP engineers who are forced to coordinate systems run into a lot of issues, and when poorly planned models get handed over to the contractor, all of the risk is piled onto the owner. “The contractor is going to say, ‘Look, these guys designed something that doesn’t work. And now you need to write me change orders for it.’” Whatever the reason for the unusable model, the owner will end up paying for it. “You may not be aware of it,” says Neider, “but if you don’t manage this process well, you are more at risk.”
As with any type of technology, the misuse of BIM will not result in success. “It’s really imperative for owners to understand that BIM is not just about cool software and cool models. It directly impacts the process of a project, and it ties to every piece of the project,” adds Neider. Schedule, design, costs, and deliverables are interrelated when using BIM. “It ties into everything, and if it’s not managed properly, it’s kind of like there’s no middle ground,” he explains. “You’re either doing it right and doing it well, or you’re increasing risk because you’re not doing it right, not doing it well.”
Fortunately, if BIM is used effectively, it can indeed reduce risk and result in successful projects. Make sure to check back for Part 3 of our blog series to find out how to gain value from BIM.
Friday, April 13, 2012
Building Information Modeling - Maximizing the Benefits of BIM for the Project Owner
In the following series of posts, we will provide practical information for facility owners looking to explore Building Information Modeling as part of their project delivery strategy.
This information is based on conversations with Mr. Sam Neider, Co-Founder and President of Proactive Controls Group. Sam specializes in the collaborative application of cutting-edge, technology-based project controls tools and processes for construction projects. His expertise in Building Information Modeling (BIM), 4D scheduling, and CPM scheduling give him the ability to enable clients to apply lean construction principles to more effectively manage their projects.
These posts will provide some background on what types of owners/industries are using BIM, some of the risks involved with adopting this emerging technology and process, and what owners can do to reduce that risk while maximizing the benefits.
Who is Using BIM?
Building Information Modeling (BIM) uses a coordinated database of information to create a digital design of a planned or existing structure. Like never before, with the use of BIM industry professionals are able to see into a facility in 3D (and sometimes 4D or even 5D), accessing real-time information on design, the coordination of systems, and building performance. The leveraging of this technology has certainly changed the way buildings are designed and engineered, as well as deeply impacted construction project management. With proper usage, BIM can lead to successful projects that reduce owner risk by staying on schedule and on budget.
Owners from all sectors of the construction industry are tapping into this cutting-edge tool. Sam began his involvement with BIM in 2006 and has noticed many healthcare and higher-education owners turning toward this burgeoning technology. “There are a lot of owners who have A/E teams or GCs who are using BIM on their projects,” says Neider. “More and more owners know it’s out there, and they are even starting to require it on their projects, even if they don’t really know what that means or how to require it in a way that is going to benefit them.”
Neider cautions against owners using BIM without a thorough understanding of what they hope to gain from its use. “There are very few owners who truly understand the depths of the process and how BIM can be utilized, not only to maximize ROI on their projects, but also to reduce risk.” In fact, risk can be increased if owners fail to establish a proper plan and jump into BIM without a clear picture of how it can effect the design and coordination phases of construction.
“If you are not proactively managing the process, you may not realize it, but if your A/E is using BIM and your GC is using BIM, and you’re not in the trenches with them and directing that process, you may be putting yourself more at risk than if BIM was not being used on your project,” warns Neider.
Look for our next blog post in this series to learn why there can be increased risk for owners when BIM is used on their projects.
Tuesday, April 10, 2012
BIM for Owners - Podcast Series
Owners Working with BIM
We've recently launched a couple of podcasts (2) that answer some of the questions that owners who are getting started with BIM should know. Please let me know if you have any suggestions, questions, or thoughts on future topics.Stay tuned for more posts on the topic of owners addresing the risks associated with BIM.
Monday, April 9, 2012
Integrated or Stand-alone Mobile Applications
As mentioned in our two previous posts, many different mobile applications for the architecture/ engineering/ onstruction (AEC) industry are available. Some have very specialized purposes, such as 3D model viewing, field inspections or document viewing and redlining.
However, others that are completely integrated to your construction program management system, while providing similar capabilities, provide a more holistic approach to mobile-enabling your project team.
When evaluating mobile applications for your project team, keep in mind the end game – increasing their productivity, efficiency and responsiveness. The shortcoming of limited function stand-alone mobile apps is that they’re good at one thing, but you don’t do just one thing. Let’s assume that you’re using a stand-alone mobile application for field inspections. You’re on the job site, going through the inspection checklist. You record your notes, take photos and attach them to the inspection report. Some may even allow you to email the report and the photos from the mobile device to whomever needs to receive the report.
That’s all fine and good, but now what? How do you track that the inspection report was responded to appropriately? How do you add the inspection report to the full library of related project documents? How to you tie inspections reports to change orders? With a stand-alone mobile app, you will often need to record your field-related actions to your construction program management system manually. This is work duplication and does nothing to improve productivity.
A mobile app integrated with your construction program management software solves this problem. Because both the main application and the mobile application use the same project information, workflows and documents, the mobile application is an integrated job site extension of the main application. Construction program management software that allows any workflow or document folder to be mobile-enabled will put its full productivity improving power into the mobile device.
Actions taken in the field will be automatically recorded in the main system. No more manual re-entry. This saves time and reduces errors. Workflows operate the same way in the field as they do in the office. No duplicate processes. No multiple processes to learn. Nothing gets missed. This too save time and reduces errors, and it’s simpler to learn and use. This will increase acceptance by your field project managers.
An integrated mobile app maintains the critical requirement of a single point-of-truth about what’s going on in your construction program. It’s this single-point of truth that provides you with the program controls, transparency and visibility to drive savings and improve your project delivery quality.
We put together a brief video that should give you a good introduction to how a integrated mobile app works.
However, others that are completely integrated to your construction program management system, while providing similar capabilities, provide a more holistic approach to mobile-enabling your project team.
When evaluating mobile applications for your project team, keep in mind the end game – increasing their productivity, efficiency and responsiveness. The shortcoming of limited function stand-alone mobile apps is that they’re good at one thing, but you don’t do just one thing. Let’s assume that you’re using a stand-alone mobile application for field inspections. You’re on the job site, going through the inspection checklist. You record your notes, take photos and attach them to the inspection report. Some may even allow you to email the report and the photos from the mobile device to whomever needs to receive the report.
That’s all fine and good, but now what? How do you track that the inspection report was responded to appropriately? How do you add the inspection report to the full library of related project documents? How to you tie inspections reports to change orders? With a stand-alone mobile app, you will often need to record your field-related actions to your construction program management system manually. This is work duplication and does nothing to improve productivity.
A mobile app integrated with your construction program management software solves this problem. Because both the main application and the mobile application use the same project information, workflows and documents, the mobile application is an integrated job site extension of the main application. Construction program management software that allows any workflow or document folder to be mobile-enabled will put its full productivity improving power into the mobile device.
Actions taken in the field will be automatically recorded in the main system. No more manual re-entry. This saves time and reduces errors. Workflows operate the same way in the field as they do in the office. No duplicate processes. No multiple processes to learn. Nothing gets missed. This too save time and reduces errors, and it’s simpler to learn and use. This will increase acceptance by your field project managers.
An integrated mobile app maintains the critical requirement of a single point-of-truth about what’s going on in your construction program. It’s this single-point of truth that provides you with the program controls, transparency and visibility to drive savings and improve your project delivery quality.
We put together a brief video that should give you a good introduction to how a integrated mobile app works.
Wednesday, March 28, 2012
Choosing Mobile Applications for Construction Management (part 2)
In this post, the second part in this series, we will talk about the difference between stand-alone mobile applications, and those that are integrated with other, more robust construction management applications.
Mobile applications specifically for Project and Construction Management bring the information of the program office to the job site. While a few mobile applications are stand-alone products, most are companion applications to the vendor’s traditional software application. Because of this, the mobile application can never provide more capabilities than the main construction program management software. Keep in mind, if the functionality is not in the main system, it will not be in the mobile application either.
A few of your day-to-day activities that a Project and Construction Management mobile application should support include:
• Viewing project documents, photos and drawings in the field. Eliminates the need to carry plans, folders, photo logs into the field. Keep them where they belong in the office, but always have them readily available on your mobile device when and where you need them.
• Starting and responding to workflow action items. This keeps you connected to the office without being in the office. Take the appropriate action regardless of your location. You will be freed from waiting to be back in the office to get your work done.
• Taking photos and attaching them to workflow forms, such as project issues, change orders, inspection reports, project status updates, punch lists and commission checklists. Fire them off to be reviewed, approved and commented on right from the job site.
• Redlining drawings and photos in the field. This is great for field inspections. Nothing gets the point across like a redlined photo. All markups should be stored with the drawing or photo in the main system and be viewed by anyone associated with the project.
• Enabling any workflow process to go mobile. You will want the flexibility to use any mobile “forms” with any workflow, not just a small group of predefined forms, such as a daily field report or punch list.
• No Internet Connection – No problem. Not every job site has wireless connections. No every mobile device has 3G or 4G capabilities. Look for an application that will provide useful information whether connected to the internet or not.
A few special purpose mobile applications are available for site inspections and punch list capture. While good, limited purpose applications, none of these mobile applications holistically address the construction program management requirements of cost management, business processes, cash flow, schedules or document management. Many times these are better suited to the GC and sub-contractor, rather than the owner.
Ultimately, the goal should be to improve your productivity and increase your responsiveness. A full-featured mobile application that is fully integrated to your construction program management system will give you that.
In our next blog post, we will highlight some examples of this integration between a mobile app and full-fledged construction program management system, as well as discuss the benefits.
If you want more information on our software and our mobile app, please visit http://www.e-builder.net/
Mobile applications specifically for Project and Construction Management bring the information of the program office to the job site. While a few mobile applications are stand-alone products, most are companion applications to the vendor’s traditional software application. Because of this, the mobile application can never provide more capabilities than the main construction program management software. Keep in mind, if the functionality is not in the main system, it will not be in the mobile application either.
A few of your day-to-day activities that a Project and Construction Management mobile application should support include:
• Viewing project documents, photos and drawings in the field. Eliminates the need to carry plans, folders, photo logs into the field. Keep them where they belong in the office, but always have them readily available on your mobile device when and where you need them.
• Starting and responding to workflow action items. This keeps you connected to the office without being in the office. Take the appropriate action regardless of your location. You will be freed from waiting to be back in the office to get your work done.
• Taking photos and attaching them to workflow forms, such as project issues, change orders, inspection reports, project status updates, punch lists and commission checklists. Fire them off to be reviewed, approved and commented on right from the job site.
• Redlining drawings and photos in the field. This is great for field inspections. Nothing gets the point across like a redlined photo. All markups should be stored with the drawing or photo in the main system and be viewed by anyone associated with the project.
• Enabling any workflow process to go mobile. You will want the flexibility to use any mobile “forms” with any workflow, not just a small group of predefined forms, such as a daily field report or punch list.
• No Internet Connection – No problem. Not every job site has wireless connections. No every mobile device has 3G or 4G capabilities. Look for an application that will provide useful information whether connected to the internet or not.
A few special purpose mobile applications are available for site inspections and punch list capture. While good, limited purpose applications, none of these mobile applications holistically address the construction program management requirements of cost management, business processes, cash flow, schedules or document management. Many times these are better suited to the GC and sub-contractor, rather than the owner.
Ultimately, the goal should be to improve your productivity and increase your responsiveness. A full-featured mobile application that is fully integrated to your construction program management system will give you that.
In our next blog post, we will highlight some examples of this integration between a mobile app and full-fledged construction program management system, as well as discuss the benefits.
If you want more information on our software and our mobile app, please visit http://www.e-builder.net/
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