Bim and project management

1. BIM and Project Management

2. Hello!
I am Omar Selim
Founder of BIMarabia
I am here because I love to give presentations.
You can find me at @BIMarabia
2

5. Today’s Challenges of AEC Industry
- Complex Projects
- Tighter Budgets & Deadlines
- Internal & External Collaboration
- Information overload
- Project Risks
5

6. Innovation of Building Processes by Using BIM
Intelligent design information in 3D – ‘model-based
process’; building will be built virtually before
physical building is constructed
New technology and new way of working,
beginning to make an impact to construction
industry (has been used for a while in
manufacturing & engineering industries)
At a strategic level, BIM addresses
many of the industries failures:
waste reduction, value creation
while improving productivity.
Provides a common single and coordinated
source of structured information to support all
parties involved in the delivery process -design,
construct, operation – reducing loss of
information
BIM can be used to demonstrate
the entire building lifecycle from
construction through to facility
operation.
Contains representations of the actual parts
and pieces - includes building shape, design
and construction time, costs, physical
performance, logistics and more
WHAT IS
BIM?
What is BIM ?
6

7. What is BIM?
“a digital representation of physical and functional characteristics of
a facility. As such it serves as a shared knowledge resource for
information about a facility forming a reliable basis for decisions
during its lifecycle from inception onward.”
Building Information Modeling
Building Information Management
Better Information For Management.
7

8. What is BIM? …Embedded
information (the i in BIM)
8

9. 9

10. 10

11. 11

12. 12

13. 13

14. 14

15. 15

16. 16

17. 17

18. 18

19. - Management
The Human role ,
making sure everybody
collaborates
for the benefits of the project
without any
conflicts of interest.
Right information,
in the right form,
from the right person,
at the right time
BIM

20. 20

21. 21
PMBOK knowledge areas versus BIM roles in construction project management

22. 22

23. work breakdown structure (WBS)
23

24. 24

25. 25 "‫إدﻟر‬ ‫ذي‬ ‫ﺑروﺟل‬ ‫"ﺑﯾﺗﯾر‬

26. 26

27. 27

28. 28

29. 29

30. 30

31. 31

32. 32

33. ▶ BIM elements are fully parametric
Lego blocks
▶ Lego blocks are [PLACEHOLDERS] for
real-world product data
▶ All Lego blocks must be accounted
for - otherwise model is incomplete
Think of BIM as intelligent Lego
33

34. ▶ Model is complete (No blocks missing)
All Lego blocks accounted for?
34

35. Select the BIM element to access its associated:
• that can store ‘unlimited’ building lifecycle data
● BIM = Document Management System for Buildings
● BIM elements can be used as Smart Folders for “unlimited” data storage
Imagine Lego blocks
✓Real-world products
✓Construction methods
Estimated Costs
✓Actual Costs
✓Manufacturer Info
✓Warranties
✓Maintenance records
✓Specifications
✓Documents
✓Photos
✓Radio Frequency IDs
35

36. 36

37. 37

38. BIM Collaboration
ARCH STRUCT MECH ELEC FM
CIVIL
“Federated”
data model
•distributed files
•dynamic references
•discipline security
•manageable file size
38

39. Design
team
Rest of your project
team
Document
Control
RFIs &
change
orders
Bidding &
Tenders
Workflows &
approvals
Commissioning Submittals Field
Inspections
Handover
Authoring tools Coordination tools
“Traditional BIM” leaves project teams,
information & processes disconnected
How do
I…
• View models without special software?
• Link RFIs with objects for resolution of clashes
and issues
How do
I…
• Link information into my model for a
complete BIM handover?
• Get an audit trail of decisions made?
How do
I…
• Distribute huge BIM files?
• Reduce cycle times on clash
resolution?
• Version control to avoid errors on
out-of-date models?
How do
I…
• Access models on my mobile
device?
39

40. Rest of your project
team
Coordination tools
Document
Control
RFIs &
change
orders
Bidding &
Tenders
Workflows &
approvals
Commissioning
Packages &
Deliverables
Field
Inspections
Handover
Document
Control
RFIs &
change
orders
Bidding &
Tenders
Workflows &
approvals
Commissioning Submittals Field
Inspections
Handover
Native model data
Open BIM, IFC, COBie
The Solution: Aconex “Connected BIM”…
Driving everyone project-wide to participate in BIM
Open
BIM
Handover
Design
team
BIM Collaboration
40

41. Updates
model, submits
to Aconex
Retrieves
models, runs
clash detection
Submits clash
report, assigns
to disciplines
Retrieves
assigned
clashes
Smarter and faster processes and decisions
▶ Project-wide clash detection / design coordination
Designer /
Engineer
BIM Coordinator
BIM Collaboration
41

42. Finds issue
on site, checks
BIM model
Resolves issue
on site
Responds with instruction
Receives RFI,
clicks through
to BIM model
Reviews linked
information for
full context
Raises RFI
Informed and connected review cycle
▶ Project-wide access to the model
Contractor Designer /
Engineer
BIM Collaboration
42

43. “
43

44. 44
BIM VS CAD Workflow
through Project Life Time

45. 45

46. 46

47. BIM : RETURN ON INVESTMENT
▶ Dodge Data & Analytics
Five Top-Rated Positive
Impacts of BIM
Respondent
Type
% Rating High
or Very High
Improved Constructability
of Final Design
Contractors 74%
Increased Owner’s
Understanding of
Proposed Design Solutions
Owners 73%
Improved Quality /
Function of Final Design
Engineers 71%
Generated Better
Construction Documents
Owners 70%
Improved Ability to Plan
Construction Phasing and
Logistics
Owners 70%

48. 48
BIM BAM BOOM savings
Time
Benefit
Design Build Manage
1$ 20$ 60$
BIM
Building
Information
Model
BAM
Building
Assembly Model
BOOM!
Building
Operation & Optimisation
Model
Up to 30% saving Cost benefits over 50 years
48

49. 49

50. ▶ is a mix of science and art that is
used particularly in the process
and infrastructure sectors as a
standalone discipline to control
what are often large and complex
projects with the aim of bringing
the project to a successful
conclusion from the aspect of time,
cost, and quality.
Project Controls

51. 51

52. Decision making with incomplete information
• in BIM Right information, in the right form, from the right person, at the right time
52
Multiple Criteria Decision Making (MCDM)

54. 54

55. 55
Integrating Decision Support System
(DSS) and Building Information Modeling
(BIM) to Optimize the Selection of
Sustainable Building Components
Farzad Jalaei, Ahmad Jrade, Mahtab Nassiri

56. 56

57. “
57
A BIM-integrated Fuzzy Multi-criteria Decision Making Model for Selecting Low-Carbon Building Measures

58. “
58

59. Algorithms Designing
59

60. 60

61. 61

62. 62

63. 63

64. 64

65. 65

66. 66

67. 67

68. 68

69. 69

70. 70

71. 71

72. 72

73. 73

74. 74

75. lean services a systematic approach of elimination waste ,
so every step adds value for the customer
75

76. 76
“If you always THINK what
you’ve always THOUGHT,
then you’ll always DO what
you’ve always DONE, and
you’ll always GET what
you’ve always GOT. Greg
Howell, Co-founder LEAN
Construction Institute

77. 77
Cause of Construction Overruns
• Poor or incomplete design and documentation
• Client scope change during construction
• Mistakes during construction
• Delays in decision making or instructions
• Poor communication and information dissemination
• Poor planning and scheduling
• Weather
• Labour skills, availability or disputes
• Incorrect material types or quantity
Sources: Baloyi and Bekker - Causes of construction cost and time overruns 2010 Memon,
Rahman and Azis - Preliminary Study on Causative Factors Leading to Construction Cost
Overrun 2011 Alwi, Hampson and Sherif - Non Value-Adding Activities in Australian
Construction Projects 2002

78. project overruns
78

79. construction project overruns
79

80. construction productivity
80

81. 81

82. 82

83. 83
Through continuous
improvement and
respect for people,
delivering
ever-increasing value to
customers while
eliminating waste

84. Lean fundamentals
84

85. 85

86. What is Lean Construction?
Lean Construction is an innovative approach to management
that translates the successful principles of the Toyota
Production System (TPS) to construction.
•Creating value for clients
•Removing waste
•Smooth flow of operations
See www.leanconstruction.org
Lean Thinking
To produce the right product at the right time
in the right quantity for the customer and to
produce exactly what you need and nothing
more…

87. 87

88. 88
Common Misconceptions about Lean What is not a Lean…
⬗ It’s a factory thing.
⬗ It won’t work here.
⬗ We tried that.
⬗ It’s all about one-piece flow
⬗ . 5-S is cleaning up your desk.
⬗ We’re different. Zero inventory.
⬗ Lean is only Kaizen or Kanban
⬗ Doesn’t work for new products
⬗ Customers and Suppliers are not “LEAN”. Why us?
⬗ Another initiative...

89. 89

90. 90
Empire State Building
Construction started March 17, 1930
Completed April 11, 1931

91. 91
Lean Construction is an adaption of Lean They lead us to identify it as a mass construction system4. principles and practices to the
design and Empire State Building execution of construction projects.
Lean Construction supplements traditional construction management approaches by focusing on:
1. Creating material and information flows
2. Maximising value generation
3. Using plan, execute and control paradigms

92. Lean Construction.
Shared Principles
• Optimisation of entire system through collaboration and systematic learning
• Continual improvement and pursuit of perfection involving everyone in the system
• Focus on delivering the value desired by the owner/client/end-user
• Creating flow though systematically eliminating obstacles to value creation and elimination
of processes that create no value (waste)
• Creating pull production
Key Differences
• Construction projects are unique (one-of-a-kind) prototypes
• Multiple suppliers act under different commercial arrangements
• Construction environments are typically outdoors and/or difficult to control
92

93. 93

94. Lean Construction Sectors
94

95. 95

96. 96
14 Principles of The Toyota Way
Principle #1 – “Base your management decisions on a long-term philosophy, even at the
expense of short-term financial goals.”
Principle #2 – “Create a continuous process flow to bring problems to the surface.”
Principle #3 – “Use ‘pull’ systems to avoid overproduction.”
Principle #4 – workload “Level out the workload (work like the tortoise, not the hare).”
Principle #5 – “Build a culture of stopping to fix problems, to get quality right the first
time.”
Principle #6 – “Standardized tasks and processes are the foundation for continuous
improvement and employee empowerment.”
Principle #7 – “Use visual controls so no problems are hidden.”

97. 97
14 Principles of The Toyota Way
Principle #8 – “Use only reliable, thoroughly tested technology that serves your people and process.”
Principle #9 – “Grow leaders who thoroughly understand the work, live the philosophy, and teach it to
others.”
Principle #10 – “Develop exceptional people and teams who follow your company’s philosophy.”
Principle #11 – “Respect your extended network of partners and suppliers by challenging them and
helping them improve.”
Principle #12 – “Go and see for yourself to thoroughly understand the situation.”
Principle #13 – “Make decisions slowly by consensus, thoroughly considering all options; implement
decisions rapidly.”
Principle #14 – “Become a learning organization through relentless reflection and continuous
improvement.”

98. 98
Model integration workflow from office to site
Principle #2 – Create a continuous
process flow to bring problems to the
surface.”

99. : Information Flow Process Model of the
Design Phase on Traditional 2D CAD
Projects
99

100. 100
Information Flow Process Model of the Design Phase in BIM-based Projects

101. 101
Principle #3 – “Use ‘pull’
systems to avoid
overproduction.”

102. 102

103. 103

104. 104
Principle #3 – “Use ‘pull’ systems to avoid overproduction.”

105. Principle #6 – “Standardized tasks and processes are the foundation for
continuous improvement and employee empowerment.”
Project standardisation:
- BIM Execution Plan
- BIM environment set-up
- Programs/formats
- Organisation/roles
- Processes
- Routines
- Deliverables
105
meetings
- Expectation Mgmt.
- Decision targets
- Preparations
- Clear agenda
- Concurrent Engineering
- Continous focus on model control

106. 106
Principle #5 – “Build a culture of stopping
to fix problems, to get quality right the
first time.”

107. 107
Seven Wastes within Lean
Muda

108. 108

109. 109
Lean Tools for Construction
● 5S
● Andon
● Bottleneck Analysis
● Continuous Flow
● Gemba (The Real Place)
● Heijunka (Level Scheduling)
● Hoshin Kanri (Policy Deployment)
● Jidoka (Autonomation)
● Just-In-Time (JIT)
● Kaizen (Continuous Improvement)
● Kanban (Pull System)
● KPIs (Key Performance Indicators)
● Muda (Waste)
● Overall Equipment Effectiveness (OEE)
● PDCA (Plan, Do, Check, Act)
● Poka-Yoke (Error Proofing)
● Root Cause Analysis
● Single-Minute Exchange of Dies (SMED)
● Six Big Losses
● SMART Goals
● Standardized Work
● Takt Time
● Total Productive Maintenance (TPM)
● Value Stream Mapping
● FIVE WHYS

110. 110
Project Goal:
Right information
with
Right detail level
At the
Right time
with
Right quantity
at
Right location
BIM solution:
BIM SESSIONS
Relevant info only
Mail, notes, design, tender doc, shop
drawings
What level at what time?
Right people involved, right amount of info
added to the BIM model
Right man at right place, models/docs
archived right place, Model parameters well
structured and added at right place
5R

111. 111
5S methodology.

112. 112

113. 113

114. 114

115. 115
Poka Yoke

116. 116
4M's

117. 117

118. 118

119. 119

120. 120

121. 121 Lean Management - Business Continuity

122. 122

123. 123
last planner

124. 124
last planner

125. 125
The Kanban Way: How To Visualize Progress And Data In Trello

126. 126

127. 127

128. 128

129. 129

130. 130
Rules for construction site:
1. Previous activity/task shall be completed before initiation of new activity/task
2. Control zone must be ready and accessible
3. Drawings and other information must be accessible
4. There must be people available to do the work
5. Materials must be on site
6. All equipment to complete activity must be on site
7. Formalities related to activity must be solved/cleared
8. We dont create defects, leave defects to others, or receive defects from others
BIM solution:
Model control by use of control zones
• Regular coordination meetings
• Quality checks of models
• Open and shared, live design work, providing
transparency to other collaborators
• Validated information in model
• Verification of buildability
• Remove unimportant information from models,
right info at right time

131. 4D MODELING OVERALL BENEFITS
Traditional Planning and
scheduling
4D Planning and scheduling
Which do
you prefer
???
131

132. 4D MODELING OVERALL BENEFITS
Traditional Baseline Vs Actual 4D Baseline Vs Actual
Which do
you prefer
???
132

133. 4D MODELING OVERALL BENEFITS
Traditional Lookahead 4D Lookahead
Which do
you prefer
???
133

134. 4D MODELING OVERALL BENEFITS
Traditional Progress meeting
discussion
4D Progress meeting discussion
Which do
you prefer
???
134

135. 4D MODELING OVERALL BENEFITS
Traditional Claim analysis 4D Claim analysis
Which do
you prefer
???
135

136. 4D MODELING OVERALL BENEFITS
Traditional Documentation 4D Documentation
Which do
you prefer
???
136

137. 137

138. 138
References
⬗ The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
⬗ Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA
⬗ Lean Thinking: Banish Waste and Create Wealth in Your Corporation
⬗ http://www.buildingsguide.com/blog/introduction-lean-construction
⬗ https://www.academia.edu/8852339/Advantages_and_disadvantages_of_ traditional_and_lean_method
⬗ www.leanconstruction.or

139. 139
Thanks!
Any questions?
You can find me at:
⬗ BIMarabia