Experiences and lessons learnt from working collaboratively with an SME on a major infrastructure project - George Holder & Alex Siljanovski (Costain/ATC & Basestone)
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Presentation delivered at COMIT 2016: Digitally Building Britain, September 2016 More information: http://www.comit.org.uk/liveblog
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Experiences and lessons learnt from working collaboratively with an SME on a major infrastructure project - George Holder & Alex Siljanovski (Costain/ATC & Basestone)
- 1. ‘EXPECTATION VS REALITY’ George Holder & Alex Siljanovski How working with an SME on Europe’s largest project is making a difference
- 2. OUR JOURNEY Crossrail & C610 (The Project) Challenges Faced Engaging with an SME (Getting started + 6 sigma) Working with an SME (Collaborative development) Little vs Large (overall benefits) The solution
- 3. PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE@basestone PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE CROSSRAIL @basestone 3
- 10. C610 CHALLENGES
- 11. C610 CHALLENGES
- 12. WHAT DID WE RECOGNISE Need access to drawings at each location Moving across London Working in other contractor’s office
- 13. C610 CHALLENGES
- 14. FEEDBACK
- 17. WHAT DID WE RECOGNISE Need to get information to and from site in a timely manner Lots of teams giving us drawings Coordinating drawings on Europe’s largest infrastructure
- 18. THE SOLUTION Embedded with Crossrail Access to the supply chain Integration strategy Multiple use cases
- 19. ENGAGING WITH AN SME BaseStone INV00478 Field Trial of Digitised Redline Review System Report v1.5
- 20. ENGAGING WITH AN SME User feedback: Quick, friendly and proactive Welcome addition to the toolbox C610 TRIAL On site and with design team Client 6 sigma team
- 21. ENGAGING WITH AN SME 6 Sigma Results
- 22. PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE@basestone ROLES TESTED CAD MANAGER FIELD ENGINEER DESIGN ENGINEER DESIGN INTERFACE COORDINATOR 22
- 23. PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE@basestone AREAS TESTED Quality Enhanced Content Enhanced Context Data Transparency Synchronisation Work Process Streamlining Accessibility Systems Integration Materials Cost reduction Productivity gains - direct Productivity gains - indirect ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Collaboration ✓ ✓ ✓ ✓ 23
- 24. PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE@basestone RESULTS £1.2M £3.7M 10% 90% 24 55% PRODUCTIVITY GAIN 95% PRODUCTIVITY GAIN MINIMUM AVERAGE PRODUCTIVITY GAIN £1,040 PER USER PER MONTH
- 25. PRIVATE AND CONFIDENTIAL - DO NOT DISTRIBUTE@basestone @basestone CROSSRAIL PROGRESS XRAIL FILES ISSUES USERS 80 631 9 20K + 10K + 211 COUNTRIES 1 44 25
- 26. ENGAGING WITH AN SME User feedback Draft 6-sigma report Internal estimations
- 27. SO FAR RUN TRIAL PROVED BUSINESS CASE Still to go: FULL CONTRACT
- 28. PROCUREMENTS & CONTRACTS IP issues (background/fore ground) NEC 3 Escrow
- 29. WORKING WITH AN SME A collaborative approach Business goals aligned - We all want to succeed Problems we face now are delivered as solutions
- 30. WORKING WITH AN SME Best of British Start Ups & SMEs High level of support available Want to listen, on site with us
- 31. WORKING WITH AN SME PROVIDING ACCESS TO THE SOFTWARE INDUSTRY NOT YET A HOUSEHOLD NAME YET EXPECTATIONS UNKNOWN
- 32. Fight the “Nobody is fired for buying IBM” syndrome Not as uncertain as you might think Modern approach to working together on a project SUMMARY
- 33. hello@basestone.io +44 (0)20 3290 6967 CONTACT DETAILS
Hinweis der Redaktion
- Title/sub-title changes welcome. I had opted for the ‘expectation vs reality’ main heading as it (I thought!) can lead to some humorous comparisons and provides a nice running theme through the story we’re trying to tell – typically expectations are better than reality but in this case the reality is better than the ‘industry perceived’ expectations .
- Section headings subject to change
- So c610 is the railway systems portion of this chart, C610 started here (1st red line), in mid 2013 but this was a lot of the planning, preparation and design works. We started on site here, in early-mid 2015 (second red line). So at this point we can see that the tunnelling is almost finished (which is handy as we needed that to be done in order to have something to full up) and that stations construction is well underway. As we have seen, C610 interfaces with every station, shaft and portal on the route. And it’s in this delivery portion from early 2015 until now that we will focus on, especially our expectations VS reality.
- We all have certain expectations
- But reality doesn’t always match up
- When I tell people I live in london, they often expect fantastic views and wide open penthouses
- Versus the harsh reality of rising london rent
- And when I tell people I work in central london they often say, WOW, you must have a great office! I’ve heard all about the slides and office bars!
- But of course the reality is often very different. It would be great if we had readily available wifi/internet, and hotdesks with PCs availble to us, or even printers we can use! (let alone slides and minibars) But the reality is often far from this, we work in construction at the front end and when we move into an area it can often be, literally, with what we can carry with us. This isn’t of course to say these offices don’t get set up in the fullness of time, but when first starting it can take time to get IT resources in.
- And we’re not just in once place either, ATC currently have either offices or office space at over 15 stations and shafts.
- And we recognised these challenges early, we recognised that we would be moving worksites as our linear project progressed and that we would be interfacing with a number of contractors. despite this we would need access to our drawings every stage of the way
- So aside from the logistical challenges we also recognised that with a project of this size and the number of interfaces we would have, we would be receiving a huge amount of drawings, not just from other contractors but our suppliers and internal designers too Crossrail does have a common environment using 3D models as part of BIM and it would be the ideal and perhaps the expected way to exchange information now, the reality then looked a little different.
- to get this information (in particular the construction drawings) for us was still looking very much like 2D drawings and paper based. It also seemed as though it would remain this way for getting information back from site. Estimated something like 4,500 thousand drawings, each with multiple revisions, that a significant amount of paper and moving of paper to and from offices, on and off computers. (welcome to suggestions on a better way to show us being overwhelmed by drawings!)
- But where were all these drawings going to be coming from (image needs updating)? - these 3 contributors, which then have to be approved by our client and distributed to us over eB. Good, keeps it organised, acts as the single source for approved drawing information but doesn’t help us necessarily get information to or from site.
- Reality is a longer process, But that link between client and site team is larger and it takes time at each step. More discussed in the 6 sigma report later.
- As on slide
- Few features we use, how we use, stats/figures
- Started with involvement with the client innovaiton programme innovate18. Highlighted needs to them, they put us in touch with the team at C405, paddington, using BaseStone. We saw their report of using BaseStone for snagging and thought it had potential, met with the BaseStone team and looked to set up a trial on c610, nobody like to be the first mouse, nor the second it would seem! But it was important to us to prove the business case on a project that was different in nature and make sure we would get value. BaseStone still a new company at this stage, we were about to use them for drawing management on the final stage of the crossrail project so we needed to know what to expect.
- So we began our own trial on C610, with the expectation of a working product but little knowledge of what the team were like to work with. The reality was a productive and fruitful period where both teams learnt a lot about each other. The trial here was important to not only trial the product but also trial the people and the company we would be working with. Feedback from the site teams indicated the BaseStone team was ‘quick friendly and proactive’ . The possibility to work closely in the development and roadmapping of the product with the SME gave us a great opportunity to have our problems met quickly and we not only belived in the product but also the people. ‘features in development’ really did mean that, not just empty promises.
- Proving the business case Productivity gains Units of work, use team on other tasks Value add vs non-value add Reduce risk pot Speed up productivity
- Procurement and contracts can always be tricky, I don’t think anybody expected it to be easy, though the reality threw up several hurdles to get over. Traditional contracts do not neccesarily fit the start up, software as a service model. Equally, stipulations in clauses are not neccesarily practical. Escrow for code would have, given the amount of updates to the software, have cost us just as much as the liscences to use it! Equaly, intellectual property moving forwards (i.e foreground) would need to remain with BaseStone, we didn’t want it, but it required a small edit to the contract in order to make sure they retained it. Certainly some lessons learnt here. And Costain have been doing some great work with adam golden and pinsent masons to improve contracts and facilitate innovation
- Our perspective as a major t1 on crossrail From a technical perspective, we have More regular updates, Turnaround times on our problems are fast ensuring Problems faced now, such as red tag system. QR codes developed within BaseStone to link tags to physical assets on site
- All political opinions aside, there is Certainly an amount of enjoyment and pride that comes from using locally developed software from an SME to help deliver And because they are local, they are able to engage with us on a more personal level on site and speak to all our users not just management
- Lessons learnt and drawbacks: Unrealistic to say it’s all positive and easy People are still learning what the product is, not a ‘hosuehold name’ yet. Have to push to raise awareness and get it to the people where it is of most use. As product develops, so does the best way to use it. Flexible but robust processes to ensure nothing is lost or confused. Expectations are unknown, could apply to any startup, arguably higher burden of proof required to demonstratue value – takes time, but very much worth the effort. Stick at it. Believe in the numbers as well as the feedback from people using the software. Industry mismatch between availability of hardware and software
- To summarise our journey, nobody is fired for buying big name software from multinational companies but they might not always meet the need or provide the level of service required. Working with an SME needn’t be as uncertain as you think, many are more than happy to engage, business goals are aligned, everyone wants to see the project and product do well. Working closely to facilitate developments that benefit both parties is a big part of this, very personal and get to know teams well. Provides a personal experience.