5 d conference smart built culture - october 2013 - short
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5 d conference smart built culture - october 2013 - short
- 1. (SMART)X (BUILT)X (CULTURE$)X The Legal Framework for BIM & IPD (BIM)X Tools & Tech (SMART)X Legal Structure (IPD)X Cultural Change (SMART)X (SMART)X (SMART)X Technologies Decisions Humans (BUILT)X Solutions Copyright Collaborative
- 2. What's a (SMART)X Game Changer? Simple – KISS – Keep it Simple Stupid Scalable – Fit existing systems but expand as necessary Meaningful – Purposefully add value and solve problems Actionable – Deployed in the real world NOW. Relational – Integrate disparate silos & create new connections Transformational – Changes status quo & disrupts stale processes Copyright Collaborative
- 4. What is (IPD)X? Integrated, innovative informed individuals & teams Planning, procuring & producing projects as teams Design, delivery & decisions by integrated teams Copyright Collaborative
- 6. (CM)X Defined Change Management – IPD, BIM and Lean processes = change Construction Management – Use of IPD, BIM & Lean on projects = change Cultural Management – A new culture that supports IPD, BIM & Lean = change Construction Models – Use of BIM to drive logistics & delivery = change Change Models – Looking to success in other industries = cultural change Cultural Models – Ancient, Modern, Eastern, Western = change templates Construction Metrics – The data we track to compare on project to the next Cultural Metrics – The data cited by advocates of cultural norms Etc. etc. etc. Copyright Collaborative
- 7. The global impact of Waste GDP Totals $70 Trillion Studies indicate 30% to 50% is waste WASTE consumes 30% to 50% of that $70 trillion! Sources of Waste Inefficiency Corruption $21 to $35 trillion in waste And calling it “waste” Ignores the ROF Copyright Collaborative
- 8. Potential savings $1.1 to $2.3 Trillion Construction Waste Totals 30% to 50% Copyright Collaborative
- 9. $100 Trillion in Facilities & Infrastructure placed over 20 years Operations & Maintenance $100 Trillion in F&I Is 10% to 30% annually Potential savings $20 to $300 trillion Over 20 years Annualized cost of O&M = $10 to $30 trillion 10% Savings = $1.0 trillion 50% Savings = $15 trillion Copyright Collaborative What's the ROF related to wasting $20 – $300 trillion over 5 years? 10 years? 20 years?
- 10. Waste in the built industry requests for information RFIS Private General Contractor (project wide cost of RFIS) $3,500 for Vertical $5,500 for Roadwork $10,000 for Water Treatment 100 RFIS = $350K to $1.0mm Private Designer in US (internal cost of RFIS) USACE (cost of RFIS to US Government) $7,500 to $10,000 per RFI 100 RFIS = $750K to $1.0mm RFIS represent 8% to 12% of the cost on most projects More on “failed” projects $2,500 100 RFIS = $250K Copyright Collaborative What's your ROF?
- 11. RFIS (Requests for Info) estimated to costs between $500 and $5,000 Cost of RFIS at $5,000 each 3,600 RFIS $18 Million 5,400 RFIS $27 Million Collaborative Construction Copyright 2008 Copyright Collaborative
- 12. $18 to $27 Million on a $200 Million Project!?!? $18 Million = .09% of $200 Million That’s just crazy talk. I’ve never been involved in a project with 3K to 5K RFIS and / or Change orders! We have a system for catching those problems! That’s right, the system is called “Light Tables, Labor, RFIS and Change Orders”. Have you ever seen a project run 10% or 15% over budget? $27 Million = 13.5% of $200 Million Copyright Collaborative
- 13. Integrated Project Delivery What is IPD? Early engagement of key project stakeholders Pain share gain share approach to compensation and risk Collaborative control of the project as a whole ADR processes = private adjustment of legal relationships Collaborative development and validation of targets / goals Copyright Collaborative
- 14. Traditional Contracts Prompt Use of Battlefield Tactics Pitting Parties Against One Another Major Stakeholders on Projects Build Massive Bunkers Design Build Bid Designers Owner Copyright Collaborative Contractors
- 15. Traditional project delivery is chaotic and adversarial Copyright Collaborative
- 16. (IPD)X is a (SMART)X Game Changer & Waste Eliminator (IPD)X (CM)X (BIM)X (SMART)X Legal Agreements Copyright Collaborative
- 17. Traditional v Collaborative or Integrated Agreements Traditional Contracts Collaborative Agreements Create Legal Relationships Arise out of relationships Pitt Interests / Shift Risks Align Interests / Share Risk Inhibit IPD / BIM & Lean Optimize IPD / BIM & Lean No waiver of claims Waive certain claims Limited ADR Use laddered ADR No IDR / DRB Use IDR / DRB No BIM or Lean Incorporates BIM/Lean Copyright Collaborative
- 18. How Lean Construction Works Innovate Perpetuate Educate Collaborate, really collaborate Create networks of commitments Couple learning and action Optimize the whole Negotiate Increase relatedness among stakeholders Copyright Collaborative Motivate
- 19. BIM is Smart Integrated (BIM)X + (IPD)X is a (SMART)X Game Changer! Copyright Collaborative Construction 2008
- 20. So how does IPD work again? Integrated Project Delivery A carefully constructed arch supports true IPD BIM Tools are used to carve BIM blocks that support the arch Lean Tools are used to carve lean blocks that support the arch Collaborative Agreements The new generation of integrated contracts serve as the keystone in the arch that supports true IPD Copyright Collaborative Construction 2008
- 21. How to Achieve IPD in 3D™! Collaborative Construction Resources, LLC JamesLsalmon@gmail.com CollaborativeConstruction.com CollaborativeConstruction.Blogspot.com Phone Number: 513-721-5672 Cell Number: 512-630-4446 Skype: JameswithCCR NoSilos.com Copyright Collaborative Construction 2008
Hinweis der Redaktion
- {"16":"Building Information Models and the virtual design tools used to create those models – along with Lean Construction tools used to carve blocks on the other side of the Arch – support the Arch that provides support for (IPD)X.\nCollaborative Construction’s (IPD)X Program combines the best features of BIM, Lean and Collaborative Agreements in a way that allows stakeholders that utilize the program to achieve Integrated Project Delivery in all phases of a project. These innovative business processes save designers, constructors, subcontractors, owners and society at large time and money and result in the creation of facilities and infrastructure of higher quality at lower costs.\nStrategic Alliance Contracts are one mechanism whereby subcontractors, their fabricators, suppliers and design team can form integrated teams independently. Forming strategic alliances in this manner enable alliance partners to leverage IDP, BIM and Lean processes regardless of whether owners, contractors or primary designers on their projects are utilizing these tools. Essentially, use of these innovative tools for collaboration need not await adoption by owners, general contractors or primary designers. \n","5":"If any acronym lends itself to exponential explication and expansion more than IPD its BIM. Throughout this course participants are encouraged to think broadly when it comes to the term. That said, below is the classic definition of BIM in the US.\n“Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition.” – NBIMS – National BIM Standard – United States\n","11":"Owners, designers, constructors and subcontractors interested in controlling costs and understanding costs should pay closer attention to the costs of RFIS and Change Orders.\n","17":"There are a number of important differences between a collaborative agreement and a traditional agreement.\nThe most important difference between a collaborative or integrated agreement and a traditional construction contract is that collaborative or integrated agreements arise out of trusted business relationships, while traditional contracts create legal relationships out of whole clothe.\nBefore entering into a collaborative or integrated agreement entities should develop trusted business relationships. A SMART BUILT CULTURES enables firms to enhance pre-existing business relationships and develop new ones. \n","6":"The abbreviation CM should also be exponentially expanded as explained via the slide. The classic understanding of the term in the built industry is “construction management” but “change management” is another concept to which the contraction often refers. As with the other terms to the x participants are encouraged to think outside the box regarding CM and what it means.\n","12":"When those costs are totaled they are not insignificant. And lean process experts assign a higher value to those costs than construction professionals who tend to focus on the immediate impact of the RFIS and Change Orders.\n","1":"This BIM Course prompts participants to think strategically, tactically and culturally. The Smart Built Culture lessons share strategic, tactical and cultural insights regarding efforts to adopt, adapt and deploy BIM. These lessons leverage expansive concepts of BIM, IPD, and SMART BUILT CULTURES to draw students in and introduce them to new ideas. Lessons explore the intelligent and effective use of Collaborative Agreements, BIM software tools, and Lean Construction methods. \nCollaborative Construction created IPD in 3D™ to help clients craft, negotiate and implement collaborative agreements that harness the power of BIM and Lean Construction methods. IPD in 3D™ empowers clients to achieve integrated decisions, design and delivery in a collaborative environment. \nThe SMART BUILT CULTURE lessons expand the framework within which BIM, IPD and Construction Management typically occur. In a SMART BUILT CULTURE key stakeholders leverage relationships, business connections, academic resources and other tools to help clients tap talent from every corner of the development and construction industry. Students involved in planning, designing, constructing and maintaining facilities and infrastructure of all kinds around the globe will find value in these lessons.\nTurn to definitions.\nCourse participants should write a short definition of “built industry culture” in their own words and compare that definition to the ideas set forth here. \n","18":"The take away from lean conversations is the optimization of the whole. \nLean construction processes originated with the efforts by Toyota to increase efficiency in manufacturing. Leveraging the lean tools developed by Toyota and others and using those tools effectively in the built industry can increase efficiency and productivity in that sector as well. Of course, that is often easier said than done and the complexity of efforts to optimize the whole can be daunting. The fragmented, adversarial and paranoid culture that permeates the built industry presents a significant barrier to lean implementation in the built environment.\nHowever, if collaborative teams are formed in advance and those collaborative teams, working together, learn to use collaborative agreements, BIM and lean processes effectively then those collaborative teams will soon learn the art of optimizing the whole. In other words, the will develop, adopt and adapt to a SMART BUILT CULTURE.\n","7":"The global $4.6 trillion construction market is incredibly inefficient. Many estimate the waste embedded in the industry to be between 30% and 50%. If we can eliminate just ½ of the existing waste we will save trillions of dollars annually. \nUnfortnuately, any number of businesses, especially in the built industry, depend on that waste and inefficiency for their success. Business models are crafted every year to take advantage of waste and inefficiency and to pocket, as profits, a certain portion of that waste and inefficiency.\nThe goal, however, should be to add value and get paid for value, not take advantage of pockets of waste and inefficiency. \n","2":"The SMART BUILT CULTURE is summarized in that single phrase, provided each term is raised to the x power. Participants are reminded to keep the exponential nature of the expansion implied in the title in their mind at all times. And the concept of a SMART Game Changers is one to hold near.\nFor purposes of this introduction the term is defined simply, but course participants should put deploy the term as an analytical framework when thinking about innovations of all kinds. Especially those encountered in the built industry. \n","19":"When buildings, warehouses, cars, railroads, trucks and similar physical objects are linked to intelligent data about those objects, especially in real time, important questions about those objects, such as what they are, where they are, when they will arrive on a job site – even why those objects are important to the project -- can be answered more intelligently and more quickly. In addition, owners of a good (BIM)x will also have online access to the specifications for many such physical objects, or other critical information provided by the manufacturers, suppliers, transporters and even end users of those physical objects. \nThe uses of physical objects that are intelligently linked to real time electronic data about that object are exponentially greater than the uses of “dumb objects”. \nBIG BIM – as defined in the book “BIG BIM little bim” by award winning author Finith Jernigan – opens an entire new universe of uses for “smart objects” and an entire new universe of services and products will come to be associated with the intelligent use and manipulation of those “smart objects”. \n","8":"ADD TEXT\n","14":"The traditional bidding process on construction projects pits the participants one against another. None of the key players economic interests are aligned. Instead, those players retreat to their own bunkers and prepare for battle.\nIn a SMART BUILT CULTURE the interests of key players interests will be aligned, primarily through the negotiation and implementation of a collaborative or integrated agreement, and the entire team will share common goals and a common financial incentive structure.\n","3":"The BUILT concept provides the intellectual framework required to analyze the task of completing facilities and infrastructure projects while utilizing BIM and lean processes in an IPD environment. Teams that deploy BUILT Solutions have the the ability to form sophisticated collaborative teams capable of pursuing, winning and completing work in an IPD environment around the world. Such integrated and collaborative teams work on an inter-disciplinary basis to bring the best designers, general contractors and subcontractors in a region together under a single collaborative instrument in an environment where the team can achieve true (IPD)X. \nAECO Industry firms capable of delivering (BUILT)x Solutions operate collaboratively and effectively in an IPD environment. (BUILT)x Certified firms understand (BIM)X, Lean Construction methods – including lean supply chain management, the Lean Construction Institute’s Last Planner System and other lean tools – Collaborative Agreements, and other innovations related to Integrated Project Delivery and (IPD)X. (BUILT)x Certified facilities will be planned, designed, constructed, operated and maintained through the use of these collaborative tools. The end result will be increased productivity and efficiency throughout the life cycle of the facility.\n","20":"Collaborative Construction’s (IPD)X Program combines the best features of IPD, BIM, Lean and Collaborative Agreements in a way that allows stakeholders that utilize the program to achieve Integrated Project Delivery in every phase of a project. These innovative business processes save designers, constructors, subcontractors, owners and society at large time and money and result in the creation of facilities and infrastructure of higher quality at lower costs.\n","9":"ADD TEXT\n","15":"Traditional project delivery is chaotic and adversarial.\n","4":"Just as the terms SMART and BUILT are exponential, the term IPD is as well. The term I in IPD stands for many things including integration, innovation, information and integrity. Likewise,the P and the D in the term should be viewed as having multiple meanings. Below, the classic concept of Integrated Project Delivery – one simple view of IPD – is is defined and explained in more detail. However, this short reminder of the exponential nature of the term should suffice to highlight the potential of the concept as an intellectual framework within which to consider the integrated planning, design and delivery of planning, projects and production. These concepts must be considered within the context of the full life cycle of facilities and supporting infrastructure. \n","21":"Collaborative Construction Resources, LLC provides strategic and collaborative consulting services to stakeholders throughout the building industry. \nThrough our strategic consulting services we help clients assess their ability to achieve Integrated Project Delivery utilizing Collaborative Agreements, Building Information Models (BIM) and Lean Construction methods. \nOur collaborative consulting services help stakeholders throughout the construction and facilities industries form effective Collaborative Teams and we teach those teams how to achieve Integrated Project Delivery and how to make the best use of Collaborative Agreements, BIM and Lean Construction methods. \n"}