Author: Gerri Nielson

Behind the Build: Interview with Justin Lipsey, VDC Technical Leader, SSOE

November 6, 2021 Gerri Nielson

The importance of hard work and thinking big cannot be understated, especially in the world of modern design and construction. These are the very things that lead to growth, innovation, and career success, which is why it’s essential that we strive to embody these traits in our day-to-day lives.

One person who’s doing just that is Justin Lipsey, VDC Technical Leader at SSOE

Justin started his construction career as a plumbing engineer, and in 2018, proactively made the transition to a more tech-focused role in VDC. He’s achieved quite a lot in just over three years within the VDC realm, including winning SSOE’s Founder’s Award and landing a speaking engagement at Autodesk University

Justin credits his accomplishments to positive thinking, dedication, and of course, hard work.

We recently caught up with him to discuss his construction journey thus far, as well as what’s next.

Tell us a little bit about SSOE and what you specialize in.

SSOE is an AEC firm specializing mostly in the “engineering” portion of that AEC acronym. We’ve been around for 70-plus years and have business units that touch pretty much every facet of the industry. So, we range from semiconductors all the way to educational projects.

When working at SSOE, you’re actually able to interface with anything you would like. There are loads of opportunities. In my case, I have over a decade of experience as a plumbing designer/engineer. I was in the automotive and manufacturing business unit, and my specialty was siphonic storm drains.

But then I switched over to technology. Now, my role is with the Project Technology department and I’ve been here just over three years. I specialize in all things BIM 360 and ACC (Autodesk Construction Cloud).

I started off just by volunteering and training with pilot projects. And two and a half years later, many of my coworkers call me “BIM Three Lipsey”.

Walk us through your career and what led you to becoming VDC Technical Leader.

I’ve always been into technology and computers, and I like being creative. But sometimes design and engineering projects aren’t creative at all, especially the types of projects I was working on.

So I started looking for ways where I could get into tech but still remain in my industry. A VDC rotation slot happened to open up, and at that time I didn’t really know a great deal about VDC. I just had a very broad idea of what it was.

But I took the leap, and that spiraled into registering point cloud data, laser scanner operation training, and all things reality capture technology. I learned really quickly and I get to work with developers now. I can really say that I’m passionate about this work.

I also got to go to AU in 2019 and just sat with the Forge devs for an entire day. I learned so much just by sitting next to them, talking to people’s managers, and soaking it all up. So VDC led me into the world of construction technology.

The way I see it, technology is like the wild wild west right now. Depending on your job title, you get to make your salary—you get to decide on your duties and tasks. It’s amazing.

What is your proudest accomplishment in your 6 years at SSOE and why?

About a year and a half ago, I wrote down this list of goals. It included things like speaking at AU (Autodesk University) and winning a Founder’s Award, one of our most prestigious awards at SSOE.

I’m proud to say that I hit those goals in about 6 months. I was given the opportunity to speak at the virtual AU last year, where I discussed the topic of AEC product ownership

There was also the Founder’s Award, which was given to the project team who developed training materials to support the rollout of BIM 360. Before the pandemic hit, we were piloting BIM 360 and trying to understand how to best roll it out. Then COVID happened and there were infrastructure issues immediately. That’s when we made the quick decision that every new project going forward starting January of this year would be in BIM 360.

To make it happen, we needed to develop training materials. I was afforded the ability to utilize all of the beautiful music equipment I have collected over the years and my limited knowledge of video creation and editing. I purchased an iPad app, watched a few YouTube videos, and was able to create over 20 customized training videos for BIM 360. Our team also created a SharePoint site to house all of our training content and other supplementary information. To-date, we have uploaded over 150 pages of tips and tricks, knowledge base articles, and quick reference guides

“One of the most rewarding parts of my job is when I finally get things to click for someone, and they say, ‘Oh, I understand that now! And I’ll share this with my team.’” —Justin Lipsey, VDC Technical Leader, SSOE Group

There were a whole bunch of people who contributed to our training content, so I can’t take all of the credit. Our developers were able to whip up this automation, despite some limitations within the API for BIM 360. They did a bunch of workarounds to get a lot of “ease-of-use” functions out to our users.

I’m proud of all of that. I knocked all my goals out of the park and I think it’s just the power of manifestation—writing things down, and looking at it every day.

s construction evolves, how do you see the role of VDC Leader changing?

Honestly, I think the future is going to be more focused on data analytics, as well as innovation, research, and development.

I am also hoping for more product ownership because, over the next five years, we’re going to need a team of people who understand computational design, algorithms, APIs—all that fun stuff. We’re trying to build that team of people right now and we’re looking to leverage Power BI and dashboarding. We’re trying to figure out how to harvest the data from BIM 360 and our new ERP Microsoft Dynamics to gain the insights we need to make better business decisions. We also want to better visualize that kind of information in a palatable way for our users.

Right now, VDC is more of a manual process. I interface with project teams. I’m doing a lot of the training and tons of research and documentation, but I believe that the future would be similar to how Revit developed. Now, you have Revit power users who do a majority of what a BIM manager used to do 10 or 15 years ago, managing templates, setting up models, etc. This allows BIM managers to focus on more high-level important coordination items.

In the future, it should be the same for VDC. Research and development should come from operations. They should be telling us what they need, what they want, and VDC performs the analysis and evaluates how to best fit it into our tech stack. Then empower them through the use of data to visualize the end goal.

There’s also the learning aspect to the job. BIM 360 and ACC Build have the Insight module, and we’re really trying to utilize that. I think a big part of the future is learning how to use all this data and figure out how to apply it to upcoming projects. Then we can really handpick our clients and projects. That way, we’ll be more profitable and provide the most value.

I also think that product owners and managers will become more prevalent in our industry. Technically, I’m a product owner of BIM 360 right now. We have this amazing automation process that our developers came up with, where you can create a new project in our ERP system, and it spins up a BIM 360 project. It also spins up an Outlook group so they can track their project email. As a product owner, I helped connect the developers to the business by defining what would be the most valuable automation for our project teams.

Being a part of the BIM 360 team, I interface a lot with our users and take feedback to the devs and give them improvement ideas for that automation. And in my eyes, that’s the future. If more of our VDC folks would learn the skills needed for product management and the human side of technology, I would welcome that.

What are the biggest challenges you face in your role? How does technology help you overcome those challenges?

We’re in this digital transformation phase where we’re no longer attempting to bend technology to fit our processes, we’re revising our project execution processes to fit the technology. This can be a challenging concept for people who have been doing something a certain way for 20 or 30 years.

But one of the most rewarding parts of my job is when I finally get things to click for someone, and they say, “Oh, I understand that now! And I’ll share this with my team.”

This is what happened with BIM 360. It helps us collaborate a lot better, and certain processes are streamlined now.

When you think about the future, what are your plans to advance innovation and productivity at SSOE?

Our CEO has set a goal for 2025 to improve efficiencies and productivity by 50% organization-wide. This is a large undertaking for us, and BIM 360 was just the beginning. ACC Build is being piloted now on a few projects and we are looking for ways to utilize the new features in the platform. We have partnerships with Autodesk, Microsoft, and Cintoo that we are looking to leverage and assist in the development of solutions that progress our strategic business goals, and advance our industry. I am keeping an eye on a few game changing companies like AVAIL and Bridgit in hopes of partnering with them one day as well. But most importantly for us, automation is the key. Whether it’s through Dynamo, Power Automate, or developing something custom, we are looking for ways to streamline our project execution processes with automation and generative design. Last but not least, we are attempting to break down the silos between design firms, fabricators, and GC’s through the use of Fab Parts in Revit.

What advice would you give to the next generation of men and women entering and preparing for the future of the industry?

Something I try to instill in my son is that if you put your head down, work hard, and are respectful, opportunities will present themselves. I have an associates degree in CAD Technology, but I worked extremely hard to get to where I am today. So to all future technologists, don’t focus on getting fancy acronyms that you can add on after your name. Work hard, stay curious, dream big, and build your future without limitations in mind.

The post Behind the Build: Interview with Justin Lipsey, VDC Technical Leader, SSOE appeared first on Digital Builder.

Did you miss our previous article…
https://www.dennis-construction.com/?p=1060

The True Cost of Not Having a Data Strategy

November 6, 2021 Gerri Nielson

In any workplace, good decisions drive good outcomes. In construction, those outcomes can vary from staying on schedule to facing major time and cost over-runs.

But decision makers are now contending with more complex projects and shorter timelines than ever before.

In fact, four in five APAC construction professionals say schedule compression is fueling the need to make more rapid decisions, according to Autodesk Construction Cloud’s new Harnessing The Data Advantage In Construction report.

Autodesk partnered with FMI Global to survey more than 3,900 construction industry stakeholders, including more than 500 across Australia, New Zealand, Singapore, India, and Hong Kong, to understand how their approach to data was propelling them forward – or holding them back.

And the single biggest factor interfering with making good decisions? The lack of reliable data.

Data quantity

The research revealed vastly different approaches to data strategy, but what’s almost universal is the fact that more data is being generated and collected than ever before. In fact, most project managers and field supervisors report spending two to three days a week collecting and managing the ever-increasing torrents of data.

A big factor in this workload is the multiple channels from which data must be collected, and the numerous formats it arrives in. As one subcontractor told us, “The usual way in which most construction companies operate is a lot of decentralised information.

“We create 2D designs, spreadsheets, PDFs and a whole range of different file types and formats. This is very hard to manage.”

Data quality

Not only are many streams of data unwieldy – they can also be tainted.

For the average construction firm, almost 40% of the data they are collecting is bad – inaccurate, incomplete, inconsistent or untimely.

For data to produce valuable insights and drive better project outcomes, it needs to be readily:

AccessibleConsumableUnderstandable

Worryingly, just one in eight construction professionals believe that most of their data meets this definition. This doesn’t just undermine confidence in data-driven decision-making; it undermines projects too.

Industry data indicates that for every $1 billion of revenue earned by a contractor, the total cost of poor decisions driven by bad data could be as high as $165 million. In fact, it is estimated that bad data is responsible for 14% of all construction rework.

That means bad data costs the construction industry an estimated A$2.49 trillion in 2020. And that’s before we count:

the environmental cost, with global construction waste reaching 2.2 billion tons by 2025, andthe reputational cost, including 77% of megaprojects being delivered at least 40% late.

Difficulties using data

Despite the vast increases in data flows, barely one in 10 construction professionals report always incorporating project data into their decision making. Most do it sometimes, at best.

These concerns over data quality are why the companies that are reporting getting the most out of their data have formal plans in place to ensure the quality of their data.

“We have invested a lot of time and money ensuring the integrity of our data. Otherwise, it will all be a terrible waste,” one told us.

Another contractor explained, “We want the data to work for us and not against us. If you have bad data, the results will be bad, no matter how good the process is.”

Among the chief challenges faced in using the data being collected are:

combining data from two different sourcesgrappling with missing informationdifficulties in accessing data, either because of its structure or because other parties are unwilling to share.

Overcoming this requires both process and people solutions.

On the process side, for instance, replacing non-collaborative digital channels such as email with cloud-based, construction specific technology can ensure data is collected accurately and easily accessible.

Underpinning all of this is a firmly mapped out data strategy. Such a strategy must cover which data is the most valuable to a given team, and how it can be made reliable and accessible.

Having this not only helps you ensure your processes and tools are fit for purpose – it also helps bring the people you need up to speed.

A subcontractor in the mechanical, electrical and plumbing sector told us, ”Everything is centred on our information being iterative and creating bidirectional workflows with BIM software to drive commissioning activities out on-site.

“That means that we can actually collect data from the field and format it back into the model. We’re getting consistency through construction documentation – and consistency breeds quality.”

Data-driven decision making

Our research clearly shows the impact of trying to make decisions with bad data – the average company reports that it results in poor decisions 38% of the time.

On the other hand, those companies that have nailed their data strategy say it is driving fewer budget overruns, fewer missed schedules and fewer safety incidents.

By managing data effectively from collection to access, these are the companies unlocking its value and moving to the next level, where nothing is left to chance.

An integrated digital approach allows them to see all of the dependencies on a construction site and review the project schedule for potential risks. They can see how a change order might affect the project’s critical path, and re-prioritize accordingly.

Despite this, one in three APAC construction firms without a data strategy say the cost and resourcing required for a data strategy is holding them back.

It’s a bit like trying to save money by skimping on maintenance – any savings you make will be wiped out when something inevitably goes wrong.

Learn more about how Asia-Pacific construction firms are using data to build better in the Autodesk/FMI Harnessing The Data Advantage In Construction report.

DOWNLOAD NOW

The post The True Cost of Not Having a Data Strategy appeared first on Digital Builder.

Why Connected Construction Workflows Power Better Building

November 5, 2021 Gerri Nielson

Picture this: there’s a group of people working on a major presentation and each person is assigned their own section or chapter. Everyone has a general idea of what the presentation is about, so team members decide to tackle their sections separately and plan to get together to combine their work.

But problems arise when the team meets to put together their chapters. While each person did well with their respective assignments, the finished presentation lacks cohesiveness. And because some members were unaware of certain changes and updates, the presentation was filled with inaccurate information.

It’s quite obvious where the team went wrong. Each member was assigned their own “thing” and they ran off to execute without collaborating with each other.

Instead of this approach, the group should’ve synced and communicated more frequently with each other. They should’ve connected their workflows and established a single source of truth, so that everyone was working with the same information.

Doing so would have prevented the headaches of having to edit and reconstruct the presentation.

The above scenario may be a bit simplistic, but it illustrates what could happen if workflows aren’t integrated. This problem is prevalent in the construction industry. Too often, teams suffer from miscommunication, data loss, and mistakes due to a disconnect with their processes and systems.

The key to avoiding all that? Three words: connected construction workflows.

In this post, we’ll go over the value of integrated workflows in construction and shed light on how you can put them into practice.

What are Connected Workflows?

To understand connected construction workflows, let’s back up a bit and discuss what a workflow is to begin with. According to Gennpact, a workflow “is the definition, execution and automation of business processes where tasks, information or documents are passed from one participant to another for action, according to a set of procedural rules.”

Workflows are used to coordinate tasks between people and keep information and systems in sync. They play a major role in executing tasks and bringing projects to life, which is why it’s important to optimize them.

One way to do that is to implement connected workflows. By keeping workflows integrated, data flows smoothly from one system to the next, thus ensuring smooth collaboration between all stakeholders.

The key attributes of connected workflows are:

Automation: Data and processes are automated. There’s no need for manual entry, and you can rest assured that information is automatically in sync across all your systems.

Integrated: Multiple systems are connected to each other, which means there are no silos or duplication. Teams enjoy a common data environment and are on the same page at all times.

Transparent: Connected workflows provide a single source of truth for data and information, thus supporting trust, transparency, and accountability in the team.

Benefits of Connected Construction Workflows

Now, let’s look at some of the key benefits of having connected construction workflows.

Increased efficiency. According to the Harvard Business Review, knowledge workers spend up to 50% of their time “hunting for data, identifying and correcting errors, and seeking confirmatory sources for data they do not trust.”

That’s a lot of wasted time and effort, and you can avoid all that by keeping your workflows connected. With integrated systems and automatic data flow, team members won’t have to spend time re-entering information, asking for clarification, or hunting down data. Instead, they can focus on execution and complete tasks more efficiently.

Reduced risk. When data entry and other processes are automated, you minimize human error and information loss. Data is kept accurate and secure, and it’s easy to retrieve the information you need to make important project decisions.

Detailed records. Connected workflows automatically capture records of activities, such as when new information is added or if any changes are made. Names, dates, and time stamps are recorded, making it easy to audit projects.

Improved collaboration. When workflows are connected, so are teams. Everyone has access to the same data and are able to communicate effectively, which streamlines collaboration.

Needless to say, more collaborative teams tend to work better. A survey by Salesforce found that 97% of respondents believe that a lack of alignment within teams has a direct impact on a project’s outcome. What’s more, 86% believe that lack of collaboration and ineffective communication lead to workplace failures.

Commonly Disconnected Construction Workflows [and How to Fix Them]

So far we’ve discussed what connected workflows are and the benefits they offer to construction teams. Below we’ll shed light on the construction workflows that are most commonly disconnected, and how to fix them.

Bidding and Qualification

The bidding and qualification process is often disjointed, particularly when it comes to evaluating vendor risk. This is because risk managers are siloed from the estimating department and the information they need (i.e., company data, info on safety, financials, and insurance of subcontractors) live on separate platforms.

All that makes it difficult to analyze and manage risk.

You can fix this by integrating your prequalification and risk management software with your preconstruction software. This ensures that the information required by both estimators and risk managers are accessible through a tightly-integrated system.

When teams can view all the data they need in one place, they can search for subcontractor data, build lists, and assess risk much more quickly.

Preconstruction and Construction

When done manually, bringing preconstruction data (e.g., plans, models, and estimates) to the field is a process that’s fraught with issues like lost data and wasted time. Information can slip through the cracks and as a result, project managers have to grapple with missing files and data.

Unfortunately, most of the tools used to manage these workflows are outdated and aren’t intuitive, so much of the process involves manual and inefficient work.

All that can be solved by integrating your preconstruction software with your construction management solution. By keeping these two systems together, you can ensure that any information created during the preconstruction phase stays intact when handed over to project managers in the field.

Checklist Follow up Actions

Quality and safety checklists often contain a long list of questions. The answers to those questions can either confirm everything is going according to plan or flag a problem that needs immediate attention.

If the checklists have no built in controls to require action depending on the answer to a question, the necessary follow up can be delayed or even completely missed. This can be avoided if teams set up their checklists to leverage controls such as conditional logic. This approach provides the ability to require a specific action depending on a specific answer.

Forms in Autodesk Build have this advanced capability — based on the answer someone in the field gives to a question, the form can be set up to require an action. For example, you can require the creation of an issue or suggest the attachment of a photo as proof. This way, project teams can ensure that every flagged problem gets addressed as soon as possible.

Issues and RFIs

As project issues come up, it’s necessary to create RFIs and obtain information or clarifications to move the project forward.

The task isn’t very straightforward, though. When the process of surfacing issues is disconnected from RFI creation, data leaks and delays may occur. For instance, if a team member needs to set up an RFI regarding an issue they didn’t create, that RFI may end up missing important details.

To solve this, ensure that your projects management solutions are tightly integrated. Details about all issues should be readily available, so that anyone tasked with creating an RFI can do so without missing anything.

Integrated project management workflows also come in handy when they’re connected to meetings. By linking issues and RFIs to meeting minutes, you can make sure that they’re discussed during your team catch-ups.

And since all the data lives in one place, team attendees will be able to access the right information and engage in productive discussions. BIM 360 Meetings is a great solution for enabling these connected workflows.

“We use BIM 360 Meetings to document everything going on in our meetings. The tool is fluid and meeting-friendly. We can easily share a screen, pull up documents, and adjust a meeting agenda on the fly,” said John Weaver, Project Director at Charles Perry Partners, Inc. (CPPI).

“It’s also great that it’s linked to our project management module. We can easily access submittals and RFIs directly from meeting minutes.”

Change Management and Cost

Inefficiencies around managing and implementing changes in construction projects can diminish your bottom line. When it comes to change management, poor communication and data sharing results in projects being delayed and over-budget, which can wreak havoc on your financials.

It’s important to understand and anticipate how changes would affect a project in order to manage them in the most cost-effective way possible.

One way to accomplish this is to integrate your RFI and potential change order (PCO) workflows. Ideally, any RFI information you have will be synced with the PCO (and vice versa) so the two components have a bi-directional relationship.

This setup saves you time from having to double-handle data. Details like status information are synced and accessible, so stakeholders can always get the latest information.

Ideally, your solution should have user permission features that enable or restrict access to data based on people’s roles. Cost information is sensitive, afterall, and it’s important to keep that data secure.

ssets and Issues and Checklists

Managing and tracking construction assets is essential in any construction project. Having a solid handle on moveable equipment, building materials, and other assets will ensure that the necessary components are installed and projects are delivered successfully.

As such, it’s important to streamline your processes around asset tracking. Arm your teams with construction management technology that has built-in asset tracking features, so stakeholders can view and monitor the lifespan of your assets. The solution should also enable users to store and access any asset-related documentation (e.g., warranty documents, cut-sheets, etc.).

You should connect your asset management workflows to checklists and issues, to streamline quality assurance as well as the commissioning process. When assets and issues are tracked and viewable in one place, it’s a lot easier to conduct inspections and ensure that issues are resolved. Commissioning agents can create checklists and view those items alongside the right information, enabling them to quickly verify that the assets have been delivered.

Bringing Everything Together with Connected Construction Workflows

As the digital age of construction continues to progress, connected construction workflows are going to be more important than ever. These days, it’s simply too expensive and inefficient to wrangle siloed systems and procedures. The pressure to deliver projects efficiently, on-time, and within budget continues to grow, and the best way to keep up is to tighten up your workflows and the technologies that power them.

The post Why Connected Construction Workflows Power Better Building appeared first on Digital Builder.

Construction Management

Goodbye, Spreadsheets: Win More Work with Centralized Bid Management

November 5, 2021 Gerri Nielson

As the world continues to open back up, we’re starting to see more signs of recovery in the construction industry. Research from Dodge Data & Analytics and Autodesk shows that bidding activity has been increasing since the start of the year. In fact, bidding activity in BuildingConnected was up 36% in January 2021, compared to a three-month pre-pandemic average.

This is great news overall, and as a contractor, you can capitalize on these opportunities by optimizing your systems to keep up with the increasing number of bids coming your way.

The best way to do that is to eliminate cumbersome tools like spreadsheets.

Spreadsheets are useful for tracking basic information but they’re not ideal for higher level processes and tasks such as bid management.

Since the bidding process requires you to manually enter and track numerous bits of info, putting everything in a spreadsheet can get messy and confusing. This could lead to missed bids and loss of potential work.

What’s more, collaboration can be a pain with spreadsheets. You can’t share files in a centralized manner, so people typically end up emailing each other different versions of the file, resulting in issues with version history and conflict between updates.

Another problem with using spreadsheets? It’s much more difficult to analyze data. While they can display raw information in neat rows and columns, extracting useful insights from spreadsheets is largely a manual process.

All this to say that spreadsheets aren’t great for managing bids and they’re certainly not going to help you win more work.

If you’re still using spreadsheets, it’s high time to replace them with a centralized bidding management system. The right solution can streamline the bidding process and make collaboration easier, ultimately helping you win more bids.

Our recent guide discusses how a centralized bid management system can benefit subcontractors. Download it for free.

DOWNLOAD EBOOK

Read on to explore some of the key insights you’ll find in the guide.

What is a Centralized Bid Management System?

A centralized bid management system refers to a single platform on which you can centrally manage the entire bidding process. It’s an excellent solution for contractors, because it enables you to track and handle all your bids from one place, which can help you increase your win rates and revenues.

Case in point: Bowman Flooring Contractor, a Georgia-based specialty contractor increased its win rate by 25% and revenue by $9 million when the company adopted a new bid management system

The team at Bowman used to rely on Excel and emails to manage bids, and they decided to implement bid management technology to improve their processes.

In doing so, Bowman was able to be more organized and keep all the necessary bidding information in one place. The new software made it easy for teams to track and assign bids and they were able to prioritize jobs that were more likely to win. What’s more, they could pull up past project estimates, which led to better estimates on current projects.

“Our new software totally changed the way we do business,” said Mike Adams, Senior Project Manager at Bowman Flooring Contractor.

Benefits of a Centralized Bid Management System

We’ve discussed the general benefits of a centralized bid management system, now let’s take a look at the specific advantages of having one.

Streamlined Bid Management

Having a centralized system that’s accessible to multiple team members reduces the need for double entry and other manual tasks. Unlike using spreadsheets, which involves manually entering data, a centralized system for bid management lets everyone work on the same information at any given time.

As a result, subcontractors can minimize errors, confusion, and tedious work like reviewing and re-entering data.

Easy Bid Tracking

Juggling multiple bids can be a nightmare when you’re using spreadsheets and other manual methods. These cumbersome tools can’t centrally store data, so it’s easy for information to slip through the cracks.

When you have a centralized bid management system, you can easily get a bird’s eye view of the entire bid process. You’ll also have a single source of truth when it comes to the status of all your bids and invites, so you’ll never miss an opportunity again.

Better Collaboration

A centralized bid management system allows teams to work together without a hitch. Since information is stored and accessed in the cloud, team members can collaborate in real-time and everyone can always get their hands on the most updated information. This eliminates confusion and miscommunication, which leads to a smoother bid management process.

Simplified Bid Solicitation

A centralized bid management system also improves the process of bidding on and bidding out. When soliciting bids from other subcontractors, the information they submit feeds directly into the bid, so there’s no need to re-enter the same info.

Having the ability to manage both bids in and bids out from a centralized platform paves the way for more competitive final bids. You can track proposals in one place and make data-driven decisions before submitting your bid.

Download Our Free Ebook

To win more bids in today’s increasingly competitive market, you need all the help you can get. A centralized bid management system enables you to stay organized, save time, and understand your bids better, so you can win more projects and continue to grow.

Download our free ebook to learn how a centralized bid management system can help you improve your business.

The post Goodbye, Spreadsheets: Win More Work with Centralized Bid Management appeared first on Digital Builder.

Digital Builder Ep 17: 3 Key Takeaways on Collaboration Best Practices in Construction

November 5, 2021 Gerri Nielson

In the AEC industry, it’s not uncommon to have several different companies — sometimes 20 or more — working on the same project. Dozens of people, each with their own priorities and agendas, are involved in decision-making. Because of this, working together can get complicated — even heated, in some cases.

That’s why communication and collaboration are crucial in AEC. When everyone involved in a project is on the same page, the entire process runs smoothly and you’ll see better outcomes all around.

On Episode 17 of Digital Builder, Eddie Campbell, COO at ABSI (Accelerated Building Solutions, Inc.) and Tyler Campbell, Vice President, also at ABSI, join us to discuss how construction pros can increase cooperation within projects. They’re also co-hosts of the Construction Brothers Podcast, a show that delivers fresh ideas that industry professionals can use to improve their careers, projects, and people.

As a construction company that provides modeling and detailing services, Eddie and Tyler often sit ‘down the chain’ in the projects they work on. This gives them a unique perspective on the interactions between stakeholders and how collaboration can be improved.

The topics we touched on include:

Ways to improve the bidding process Effective management styles Where subcontractors are empowered to improve collaboration Tips for successfully navigating contract disputes

“The thing that has gotten me out of the most trouble during my career whenever things get heated is going and talking with the other person; looking somebody in the eye is always helpful.” — Tyler Campbell

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3 Takeaways on Collaboration Best Practices in Construction

Here are three best practices that construction pro’s should consider implementing to ensure smooth communication and collaboration in their projects.

1. Reduce barriers to accessing important information

Teams that lack easy access to key project info will struggle to articulate their needs due to a lack of confidence in next steps. With risk mitigation as a top priority in any construction project, confidence in decision-making is key. This is why owners should encourage and enable more transparency throughout a project. This is especially important during the design phase. When stakeholders have more visibility into design progress, they can provide meaningful input earlier in the process, which saves time and improves project outcomes.

“After having spoken with a group of owners recently, I think the number one thing that we need to work on as an industry is transparency. That’s one thing that owners desire, particularly in design,” says Eddie.

To truly open up lines of communication, you need to instill a sense of trust and collaboration. Many construction professionals focus on protecting themselves first when getting into new projects. This needs to shift into a collaborative mindset if teams want more transparency.

As Tyler puts it, “It’s the [self-first mindset] that has caused us to really have this brokenness in the industry that I see.”

“I feel like the trade aspect of things is that we’re pushing these designers and we’re giving them great tools. But the designers still don’t quite know how a building goes together in a lot of ways,” says Tyler.

“I think a big push for us is saying, ‘Alright, let’s get passionate about preaching that this is how we build now.’ The only thing that will drive better design is a better understanding of how the systems work.”

What this boils down to that is teams and individuals should help designers and stakeholders understand what truly goes into constructing a building. This is the “rising tide lifts all boats” mentality, and it’s a good one.

2. Leadership should empathize with processes that aren’t working

Empathy and humility go a long way in collaboration. This is especially important when leading by example. By taking time to understand where other stakeholders are coming from, you’ll come up with better solutions on the same timeline, if not faster, and reduce the stress caused by lack of alignment.

If a process isn’t working, for example, it’s on leaders to recognize and correct the course.

“Being humble enough to change our processes is something that, I think, we’re going to continue to have to go through over the coming years as we find new ways of delivering projects under these demanding schedules,” says Eddie.

Regular check-ins can also help teams better understand each other and ultimately be more collaborative. In fact, initiating one-on-one conversations with stakeholders can be incredibly valuable.

As Tyler puts it, “the best teams are the ones that do check-ins. They don’t need to be like, ‘Big meeting, big everything.’ Just pick up the phone and talk to somebody. Ask them how it’s going and what you can help them with. Let them know that you’re there when they need you. It’s not complicated, but slowing down to do that is sometimes pretty hard.”

3. Invite feedback from more people early in the process

Give more contributors a seat at the table. This doesn’t mean making everyone a key stakeholder. Rather, it’s about inviting contributions from others up and down the chain. Doing so will give you a more holistic understanding of what needs to be done.

Getting everyone on board early ensures that stakeholders have a clear idea of project scope, timelines, and deliverables. That group knowledge helps reduce miscommunication and delays down the road.

“The best projects that I’ve gotten the chance to be a part of had project managers, senior project managers, superintendents that were seeking to understand the problems,” shares Eddie.

According to him, these projects were a refreshing experience because he and his team sit down the chain, and typically don’t get a seat at the table.

Eddie continues, “Those have been the best experiences for me, where people are invited to the table, and then problems are solved, rather than fended off.”

His sentiment is clear. Whenever project teams invite feedback from more stakeholders, they tend to be more collaborative and effective in achieving their goals.

Listen to the full episode for more AEC insights

In addition to collaboration best practices, we explored other topics with Eddie and Tyler, including how to improve the bidding process and what management styles work best in construction projects. Check out the full episode on your favorite podcast platform.

Apple PodcastsSpotifyStitcherGoogle Podcastsor wherever you listen to podcasts

The post Digital Builder Ep 17: 3 Key Takeaways on Collaboration Best Practices in Construction appeared first on Digital Builder.

Guide to Construction Equipment Management: Everything You Need to Know

November 4, 2021 Gerri Nielson

Construction only grows more complex each passing year, if not each quarter. As these complexities increase and timelines grow tighter, the management of resources becomes increasingly important. Equipment makes up some of the most valuable assets in this category. These items are not only expensive to purchase but also to maintain. Studies show that the maintenance of construction equipment plays a role in about 40% of total project overrun costs

Broken equipment has a domino effect on projects, leading to downtime, additional expenses, and frustrated owners. Putting more effort into planning the management of your equipment and its maintenance can improve project and financial outcomes.

Fortunately, prioritizing construction equipment management has proven to pay off. Today, we’ll take a look at what successful equipment management looks like and the innovations to make the management process much more efficient.

What Is Construction Equipment Management?

As you probably guessed, construction equipment management refers to the administration of equipment used on construction projects. At a more detailed level, the practice encompasses the review of the equipment, its costs, and usage.

Construction managers want to ensure that the cost of the equipment pays off in the long run. Besides the cost of the equipment itself, there are expenses associated with operation, maintenance, usage, and storage. Construction managers study this information alongside upcoming and current projects to inform decision-making. Ultimately, the goal of these decisions is to generate the highest possible ROI.

Tips for Effective Equipment Management

Your construction equipment management system will vary depending on your needs. However, here are some key tips to making your system a success::

Determine the Right Tracking Workflows

To manage construction equipment successfully, start by establishing the right tracking workflows. This information should be used to drive decisions made by project managers, professional engineers, superintendents, owners, inspectors, etc.

Basically, you need insights to determine in real time if:

The right equipment has been deliveredThe equipment has been installedThe equipment has been inspectedThe appropriate data has been collected

With the right tracking workflows in place, this information can also be harnessed for more efficient handover and operations.

Set Up a Preventative Maintenance Program

Next, prioritize maintenance. Preventative maintenance is essential to extending the life of your equipment and avoiding costly repairs. As MacAllister puts it, “Preventive maintenance is more than regular maintenance like lubricating moving parts and changing filters. A proper preventive maintenance (PM) program is all-inclusive. It’s an intentional approach to equipment management from the time equipment is purchased until the end of its useful life.”

PM programs take action before wear and tear lead to major expenses or equipment failure. Through regular inspections, part replacement, testing, and analysis, you can improve the reliability, performance, and resale value of your fleet.

Create Collaborative Communications Plans for Equipment

Your frontline workers are the ones most likely to identify issues with equipment or delivery. For optimal usage, your team needs to be notified when equipment is on-site, on its way, or if any changes take place. By creating a collaborative communications plan, this information can get in the right hands at the right time.

The benefits of this type of plan for construction equipment management include:

Proactively addressing damages, repairs, and delaysPreventing people from using inoperable or damaged equipmentFacilitating ordering of parts

Be sure to integrate cloud-based construction technology into your communications plan; that way, you can collaborate with stakeholders in real time and have a single source of information.

Monitor Your Equipment Smartly

Managing a fleet can make it difficult to know where your equipment is at all times. The same is true for scheduling maintenance across multiple items. IoT sensors can help to reduce the manual nature of monitoring equipment and planning maintenance.

According to Leverege, construction equipment managers can leverage IoT technology to

Track equipment status and utilizationIdentify the location and status of equipment in real timeGet instant notifications when equipment is moved off-siteMonitor engine runtime

Benefits of Successful Construction Equipment Management

Setting up an equipment management system takes time. You might be wondering, “Is it really worth the effort?”

The answer, of course, depends on the benefits received by the system. You can expect to achieve the following advantages from successful equipment management:

Better visibility into where equipment is located, its status, and how it’s being used.Fewer delays and cost overruns. With real-time information at their fingertips, teams can make quick decisions about how to use equipment. Better safety standards as the equipment is kept up-to-date and maintained.Less downtime as equipment can be used as soon as it’s available. Reduced expenses in the form of costly repairs and project overtime. Cohesive data to help inform decisions about retiring, selling, or upgrading assets.

The Top Technology for Construction Equipment Management

As managers look for ways to improve the efficiency of their construction equipment, new innovations are coming to the forefront. Here are some solutions to keep in mind while building your system:

IntelliwaveWith their SiteSense platform, you can manage all of your owned and rented assets in one single location. The software makes it easy to locate, maintain, and track the utilization of equipment.

Atlas RFID from JovixAtlas RFID is an award-winning Material Readiness application from Jovix. Atlas RFID provides real-time visibility to all stakeholders throughout the supply chain. Employing a combination of web-based server software, mobile devices, and smart RFID tags and barcode labels, Atlas RFID removes impediments to productivity and ensures workers have the materials they need to spend more time on tools.

Milwaukee OneKeyAs the industry’s largest tracking network, ONE-KEY streamlines everything from tool tracking to maintenance planning for Milwaukee tools and products. The solution includes asset ID tagging, equipment trackers, barcode scanning, and geofencing capabilities.

Linxup: Linxup helps you track data points for visibility into your fleet’s location in real time, driver and operator behavior, maintenance, electronic driver logs, and more. Its devices use vehicle power, solar power, or rechargeable batteries to tell you where your assets are, where they’re going, and how they’re getting there.

TruckIt: TruckIt is a dispatching and electronic ticketing cloud-based platform. The dispatch side gives insights into owned and rented assets for optimal utilization. Its ticketing system automates paper tickets, time sheets, billing, and payments. This data can then be used for material delivery verification, driver performance insights, project yield, and ticket reconciliation.

Enhance Equipment Management Processes

Construction equipment management will help you reduce downtime and delays. In the event that you do encounter some downtime, you can use your time effectively based on the information gathered through your management system. That may look like scheduling maintenance, moving equipment into storage, or swapping out parts. As you refine your system, you’ll discover ways to optimize the processes around construction equipment management.

For more insights into the construction industry, subscribe to our blog

The post Guide to Construction Equipment Management: Everything You Need to Know appeared first on Digital Builder.

Did you miss our previous article…
https://www.dennis-construction.com/?p=1042

Delivering a Major Vaccine Production Facility on Time, Without Compromising Quality

November 4, 2021 Gerri Nielson

Ensuring safety, quality and cost is not compromised on a critical vaccine production facility

Blue Projects is a highly experienced project management company and a preferred strategic project partner for the world’s leading blue-chip international companies. The complexity of multi-disciplinary projects inspired Blue Projects’ founders to surround themselves with a highly innovative and flexible team of leading professional engineers that shared the same passion and commitment to project excellence.

Today, the team continues to push the boundaries of project excellence, and has since expanded to operations covering Romania, Poland, Russia, the United Kingdom, Belgium, Czech Republic, the Netherlands, Germany, Africa and North America. Providing project and engineering solutions across industry sectors for a number of major global players, their services include construction management; design and engineering; health and safety management; commercial management and production lines relocation.

“When it came to our project details, we knew that digital construction solutions could play an important role in ensuring communication and collaboration was seamless and smooth given we had to work to such tight timescales.”

As the Covid-19 pandemic swept the world over, there was a collective sigh of relief when national health regulators began approving the use of a number of vaccines which provide immunity against the Coronavirus. The global demand for this vaccine far outstripped supply, and with a worsening picture during the winter months of 2020 and early 2021, it was imperative that the construction of production facilities was stepped up.

Michal Zajac, Senior Architect and BIM Manager for Blue Projects partnered with their client to support the design and construction ofa vaccine production facility at lightning speed which contributed to the global effort to provide vaccines to the most vulnerable people in our societies. Blue Project’s role was to integrate design solutions, coordinate the project and support the client’s engineering and on-site teams in the construction phase. For Michal and the Blue Projects team, the task at hand was clear but an even bigger challenge lay ahead.

What can we do to accelerate the construction of this facility without compromising on quality, safety, and cost?

When it came to our project details, we knew that digital construction solutions could play an important role in ensuring communication and collaboration was seamless and smooth given we had to work to such tight timescales,” reflects Michal. For Blue Projects, there were several essential factors that a construction technology solution needed to support them to achieve. These included: coordinating teams across different geographies and timezones, improving the design process to aid collaboration between design and site teams as well as improving communication with supply chain partners.

Working in a 3D environment on design models to better manage the project, as well as track issues resolution and design changes, was another aspect the team knew needed to be set up correctly from the beginning. “The team had to get this project up and running quickly as the outcomes we were delivering would have a direct impact on the global health crisis so making sure we had the right technology implemented from the beginning of the project was very important,” says Michal.

“To deliver the production facility quickly, the project was set up with the design and construction phases running in tandem.”

A key requirement of the client on this project was to use Autodesk’s BIM 360 platform as their common data environment to aid communication and improve collaboration between teams as well as work collaboratively on 3D models in a BIM environment. However, the coordination team needed support in implementing these workflows in the most effective and streamlined way that would support real-time collaboration in both the design and construction phase of the project which were running in tandem. “We worked with the team at Autodesk to connect our design authoring tools like Revit and Navisworks into BIM 360 for maximum impact,” says Michal. “We needed to be able to track progress on any issues or design changes which BIM 360 supported. But, what was really fantastic is that we could link all of the data we captured in BIM 360 and visualise how it affected our model in Navisworks”, Michal continues.

Designing and delivering in real-time and at lightning speed

The complexity of the project meant time was of the essence. The design phase was delivered alongside the execution phase due to the need to move swiftly on the production facility. This meant that the design team needed to deliver on an exact project schedule and as accurately as possible so that the designs could be executed immediately. “Delivering to schedule was so crucial as the project was live straight away,” says Michael. “Not only this, when it came to the quality we delivered, we had to ensure that we focused on delivering with complete precision as we could not afford to have any major reworks or defects,” continues Michal.

To do this effectively, identifying and capturing issues as early as possible in the design phase meant that cost and time savings were realised as the project got underway. “Collaborating across geographies during a global pandemic where teams were working remotely and on-site is a challenge for any project,” says Michal. “But working collaboratively in this way with extremely tight project timescales made it that much more difficult. However, using a common data environment like BIM 360 meant all project collaborators had access to real-time project data from anywhere

Using BIM 360 as the single source of truth for the project team meant that design changes could be communicated amongst project partners quickly through proactive clash and issue detection. “We needed to move at lightning speed on this project as it has such a critical role to play in supporting the Covid-19 crisis. Being able to keep all project team members informed of progress, changes and issues in a timely manner was imperative. As well as this, knowing that everyone was working from a single source of truth allowed us to be confident in decision-making and handing over execution,” affirms Michal.

“If we had not used BIM 360, we would have needed…thousands more hours to dedicate to manuallyidentifying clash and issues detection to avoid the need for re-work on site.”

When it came to achieving their goals, Blue Projects have been able to deliver not only to their original project schedule, but exactly on time. The design phase of the project was completed earlier than planned schedule based on the experience of similar projects, meaning that Blue Projects not only completed this critical stage of the project earlier than planned, but also gained time to focus on the construction phase and support the teams responsible for installing key production equipment

Over the last eight months, the team have opened nearly 1700 coordination issues to reduce the number of hard clashes that would have happened on site. The team were able to use technology to speed up the time it took to carry out key processes without risking the quality they delivered for their client. By saving project time as well as resolving a number of project defining errors upfront, the project’s schedule and costs were not adversely impacted at all.

Michal reflects: “If the solution had not been provided by Blue Projects, we would have needed hundreds and thousands more hours to dedicate to manually identifying clash and issues detection to avoid the need for re-work on site. The team have been able to do this quicker and easier using BIM 360 not only saving valuable project time, but this has also led to reduced project costs in the long term

Collaboration between stakeholders has improved, remote communication practices have been established and working in 3D has been enabled. But vitally, and most importantly of all, a major vaccine production facility has kept to its project schedule meaning much needed vaccines will be able to be produced, delivered, and distributed to countries and individuals who need them most.

The post Delivering a Major Vaccine Production Facility on Time, Without Compromising Quality appeared first on Digital Builder.

A Connected BIM Approach Helping to Achieve High Levels of Productivity for the Anel Group

November 4, 2021 Gerri Nielson

The name behind countless successful electrical and mechanical infrastructure designs of building projects in Turkey and across the globe, Anel Group stands out with its expertise in BIM (Building Information Modeling). The organisation uses Autodesk Architecture, Engineering & Construction (AEC) collection including the Autodesk’s Construction Cloud platform. These include an integrated BIM toolkit, BIM 360 Field and Autodesk BIM Collaborate Pro cloud services, with the aim to support Anel achieving their global goals that require high efficiency, remote collaboration and coordination capabilities.

Passion for implementing complex projects with an environmental approach

Anel Group’s journey began with the establishment of Anel Elektrik in 1986 by Electrical Engineer Rıdvan Çelikel. Established 35 years ago, the company is transforming into a 2,000 people strong group of companies that operates in the fields of panel production, electrical and electronic systems of ships, renewable energy, recycling and operational maintenance, as well as electrical and mechanical contracting.

Since its inception, the company has successfully delivered more than 200 projects spanning a total area of over 13 million square meters in 14 countries across three continents. In addition to its ongoing MEP operations in Qatar, the United Arab Emirates (Abu Dhabi and Dubai), the UK, the Netherlands, Turkey and Azerbaijan, the company is also engaged in operational maintenance services, low voltage panel production, electric and electronic systems of ships (defence industry) and recycling.

Anel Group Tender and Procurement Director K. Serkan Kılıç, who is also an Electrical Engineer, said, “We are a team striving to deliver solutions for the world we dream of” and added: “A single structure has the power to make a big difference in the world: A bridge connecting two continents, an airport that makes the world feel a lot smaller than it is, a hospital that saves lives… We can list a myriad of examples from world history.”

Emphasising that the success of a building project depends on the ability of combining engineering skills from different disciplines in harmony, Kılıç said, “We leverage our engineering skills in designing the electrical and mechanical aspects of a building. We are passionate about realizing large-scale and complex projects in different regions of the world. With a view to contributing to an environmentally, socially and economically sustainable world, we combine our engineering and technology capabilities with our strategic skills and take innovative initiatives.”

“We leverage our engineering power to create solutions and aim to use cutting-edge technologies that we could benefit from the most. Especially in a two-year retrospect, Autodesk AEC Collection and Autodesk Construction Cloud’s solutions have helped us immensely as we seized opportunities around the globe.” —Serkan Kılıç, Tender and Purchasing Director, Anel Group

Engineering strength powered by technology

Autodesk’s AEC Collection as well as their Construction Cloud forms the technology backbone that supports Anel Group’s engineering strength and strategic capabilities. This solution package, which includes an integrated BIM toolkit and is designed for the building industry, has also played a pivotal role in Anel Group’s international expansion efforts since 2016.

Anel Group BIM Manager and Mechanical Engineer Ümit Balaban has led the establishment of the BIM infrastructure and the introduction of BIM processes across Anel Group. He said, “The BIM processes need continuous improving to keep up with the ever-evolving technologies and engineering industry.” He is responsible for managing the compliance of the projects undertaken by the company with the BIM processes and provides support to all BIM managers assigned to the projects. He is also the founder of the BIMgenius Community, a not-for-profit made up of professionals who have come together to collaborate to support the digitalization of the architecture, engineering and construction industries.

The Anel Group team can manage electrical and mechanical projects via the AEC Collection in alignment with BIM processes, starting from the tender phase, all the way to the design implementation and delivery phases via the Autodesk Construction Cloud. Anel Group, which started using BIM 360 Field, BIM 360 Docs and made it its primary application following the increasing need for working remotely due to the pandemic, leverages the advantages of savings and efficiency of cloud services in field monitoring and management, documentation management, remote collaboration and coordination activities.

nel Group’s BIM Journey: Qatar Metro Red Line South Project

Pointing out that Anel Group had reached a significantly high level in terms of technology in the last five years, BIM Manager Ümit Balaban said, “The company’s progress in its ERP infrastructure, communication infrastructure and BIM infrastructure sets an example for digitalisation in its area of operation.”

Driven by global goals, Anel Group operates as an electrical and mechanical contracting company undertaking complex projects. Undertaking a BIM-managed metro project in Qatar in 2016, the company took action to create a structure that could support all projects under a BIM umbrella in the future. Senior management was aware of the importance of digitizing and implementing BIM processes in line with their goals.

“The approach we embraced to address this issue is a pioneering one within our area of operation,” said Ümit Balaban. “Our initial move was to create a BIM Commission that would include representatives from all departments. Thus, we were able to promote an awareness on BIM processes across the entire organization. At periodic meetings, we determined what we could improve in BIM processes and set our standards.”

“70% of the projects we take part in are managed with the BIM infrastructure and all of them are ongoing projects abroad. It was the efficiency boost and savings opportunities of Autodesk BIM Collaborate Pro and BIM 360 Docs that has enabled us to achieve this rate in the last two years.” —Ümit Balaban, BIM Manager/Mechanical Engineer, Anel Group

Ongoing progress with continuous improvements

The team responsible for the metro project in Qatar had BIM managers on board. Their feedback helped the commission further improve the processes.

Ümit Balaban said, “During the course of this project, we have developed solutions addressing several questions such as how to make cost estimates and measurements, how to transform existing legacy standards within models, how to align operation and maintenance activities with this new structure.”

In addition to the company that manages electrical and mechanical projects, Anel Doğa and Anel Marin are also Anel Group companies. Active since 2003, Anel Doğa was established as the first and only electronic waste recycling plant in Turkey. Anel Marin, on the other hand, has been providing a wide range of services to the shipbuilding industry, including concept and configuration design, equipment, project management and consultancy, manufacture of panels and control consoles, design and manufacture of special military systems, system testing and commissioning, maintenance-repair activities, since 2005. “The know-how and experience of these two companies enable us to broaden our horizon as well as improving our BIM processes,” added Ümit Balaban.

Piloting Autodesk BIM 360 Glue and BIM 360 Field for the metro project in Qatar

In addition to the numerous BIM-aligned projects that Anel Group has completed abroad, its ongoing projects include Amsterdam Schiphol Airport New Pier in the Netherlands, the University College London Hospital Proton Therapy Center in the UK, Abu Dhabi International Airport Terminal Building and Dubai – I (Bluewaters) Terminal Building in the UAE, Semaisma Road and Infrastructure Work in Qatar, Lusail Katara Hotel and Lusail Plaza Towers projects.

BIM managers supervise each project and receive support from the head office in Istanbul. Ümit Balaban stated, “During the pandemic, when we could not visit the project locations, we started to transform our head office in Istanbul into a main design office. We started using Autodesk Construction Cloud’s BIM 360 Docs solution in 2019, and it has become our primary platform following the pandemic.”

The metro project launched in Qatar was considered a pilot. First, two tablet computers were purchased. They tested ways through which they could communicate with the field via BIM 360 Field & Glue mobile apps using tablets, monitor man/hour, and devise quality control lists from a small office located at one of the emergency exits on the metro line. Balaban also added, “With a very modest investment, we accumulated valuable know-how and experience even during the pilot phase.”

Know-how and experience shift from being individual assets to being corporate value

“Our BIM approach and the use of Autodesk BIM Collaborate Pro enabled us to transform know-how and experience from being individual-centric to being corporate assets,” noted Balaban.

Now, it is possible to easily access to and align our activities with all BIM processes and standards thanks to the document management features on Autodesk BIM Collaborate Pro. Even if any BIM manager leaves a project, the successors are quickly onboarded to continue working with the same standards. The BIM platform offers a structure that allows corporate memory creation as well as know-how and experience retention.

Contribution of BIM expertise to global business opportunities

As a publicly traded company, Anel Group differentiates itself from its competitors with its transparent structure. BIM processes can help companies with transparent management to achieve significantly successful results. The fact that coding and drawing standards serving global efficiency, such as equipment order codes, have been established within Anel Group, can be cited among the outcomes of transitioning to BIM processes.

Ümit Balaban said, “This is a perpetual process that is an absolute necessity for development. If a project necessitates BIM by design and you do not have your own corporate structure to accommodate it, you can only achieve partial success and will have to deal with low efficiency. Our expertise in this field positions us well to be commissioned by major Turkish and foreign contractors that have a good command of BIM processes.

70% of the projects we take part in are managed with the BIM infrastructure and all of them are ongoing projects abroad. It was the efficiency boost and savings opportunities of Autodesk’s BIM Collaborate that has enabled us to achieve this rate in the last two years.”

utodesk’s BIM Collaborate Pro for the future

Ümit Balaban said, “Autodesk BIM Collaborate Pro, which we have used since 2019, is our main application. Firstly, we used BIM 360 Build to track the progress of the field, then utilized the quality checklists. Afterwards, we switched to BIM Collaborate Pro to rid ourselves of the labor and cost burden of installing a Revit Server on-site. This move provided us with a great advantage in design budgets.”

Balaban also added, “This approach delivered significant benefits during the University College London Hospital Proton Therapy Centerproject in the UK. We ensured that the project was delivered with an asset model created,” and noted that the deliveries of the ongoing construction projects in Qatar would also be made with asset models.

Balaban said, “Thanks to the coding standards we introduced with BIM, we integrated this model, which was often overlooked by employers, leading to a costly outcome, into our processes. Seeing the cause-and-effect relationship in these projects first hand, we have achieved a highly significant level of company-wide adoption of the BIM processes.”

Productivity boost driven by collaboration and coordination

The document management features of Autodesk BIM 360 Docs further consolidates collaboration and coordination capabilities while also ensuring efficient use of teams.

Ümit Balaban said, “We used the Autodesk BIM Collaborate Pro approach in nearly all the stages of our airport project in the Netherlands. We use the Review Process feature of Autodesk BIM 360 Docs very effectively. With the Review & Approval feature, you can track all the steps and tasks of a project on an individual basis. It ensures transparency in every step. Engineers, who used to only look at the survey of the sheets, have to look more carefully at the label within the sheets and the dimensions of the channels and really focus. User experience is really evolving. It is safe to say that this a true evolutionary process for the construction industry.”

With the integration of Autodesk BIM Collaborate Pro into the business intelligence platform PowerBI, it is also possible to turn the results into charts and present them to the top management.

Saving time, paper and labour costs

Anel Group ensured that sheet revision notes were recorded on Autodesk BIM Collaborate Pro. Draftspeople began to read those notes through Autodesk BIM Collaborate Pro and apply them. With the possibility to track the steps, which could not be monitored with the previous method, unnecessary repetitive work, unmeasurable loss of time, and the need for sheet printouts have been eliminated.

The field management features of BIM 360 Build have also delivered significant benefits. Ümit Balaban describes them with an example: “Depending on project locations, some construction projects may be halted due to weather conditions or the employer may ask us to proceed regardless of the conditions. In such cases, you or your subcontractor may need to charge a fee for extra costs. “

Since everything is recorded on BIM 360 Build, you can easily monitor whether the employer received a revised quote and whether the extra cost has actually been incurred. The result can be reached by looking at the number of workers in the field, weather conditions and other data. Being able to record the process in its entirety ensures transparency.”

This structure also allows for an accurate evaluation of the subcontractors. The company name, number of workers, total time and progress are all recorded with the document management feature of BIM 360 Field. With the integration of BIM 360 Field Management into the business intelligence platform PowerBI, it is also possible to turn the results into charts and present them to the top management. These charts also show which subcontractor would be the best to work with in the next stage.

Labour savings in the Quality Control process

Using BIM 360 Field Management also offers benefits for the quality control process. With the legacy methods, it would take 80-100 minutes to prepare an average quality checklist. BIM 360 Field Management saved us close to 50 minutes in each checklist. We owe this time saved to the fact that BIM 360 Field Management allows you to instantly add the relevant document while devising the checklist as the documents are also on the same platform. Similarly, it is possible to link the list to documents or to put dots on it and link them to the equipment.

Ümit Balaban said, “Considering that a project is completed with 2,000 to 5,000 checklists, we can achieve a significant level of man/hour savings. One of our current projects was completed with 3000 checklists, saving us a total of 800 man/hours. This is just the tip of the iceberg as it has only been a few months since we started using the checklist function of BIM 360 Field Management. Once we start using the material approval checklists, we expect to see a further increase in our savings. Especially when you have operations abroad like we do, it is possible to get the return on your initial investment within a very reasonable time and manage more projects with the same teams.”

ccelerated improvement process with Forge and Dynamo

Ümit Balaban pointed out that there were many experts both within Anel Group and among Autodesk users who coded using Dynamo and that they were always on the lookout for codes that could be useful for them.

He said, “For instance, one of our BIM managers in Qatar wrote a code on Dynamo that allowed for the scaffolding system of a 40-meter tunnel to be automatically placed according to the data received. It was a code that helped us to significantly reduce the man/hours and to streamline our work.”

Stating that they also had an application which was written on Dynamo and which they used for cost estimation and quantity surveying, Balaban said, “In line with the volumes indicated in the planning, we wrote a code for the location of the objects that corresponded to those volumes, and we determined the costs and quantities based on this code. We have also started using Autodesk’s cloud-based development platform Forge. We are using Forge to ensure that the data extracted from BIM 360 Docs is well integrated into the applications on our platform called ‘Digital Anel’ and smoothly communicates with PowerBI.”

Anel Group Tender and Purchasing Director K. Serkan Kılıç said, “We leverage our engineering power to create solutions and aim to use cutting-edge technologies that we could benefit from the most. Autodesk has always been a trusted companion. Especially in a two-year retrospect, Autodesk AEC Collection, BIM 360 Docs, BIM 360 Field and Autodesk BIM Collaborate Pro cloud solutions have helped us immensely as we seized opportunities around the globe. These technologies provided us with the agility to quickly adapt to remote working conditions, enabling us to use our teams in the most effective way possible, boost our operational efficiency and drive our costs down.”

The post A Connected BIM Approach Helping to Achieve High Levels of Productivity for the Anel Group appeared first on Digital Builder.

Construction Resource Management: Tips and Tools for Success

November 3, 2021 Gerri Nielson

Staying on top of construction resource management is an absolute must. With today’s increasingly complex projects and tighter-than-ever timelines you simply can’t afford to misallocate the resources you have at your disposal.

There’s also the issue of labor shortages in construction. Research by the Associated General Contractors of America and Autodesk revealed that 80% of contractors are having difficulties finding qualified workers. As the industry continues to grapple with workforce challenges, you need to be smart about how you handle and assign labor resources.

This article will cover all that and more.

We’ll dive into the ins and outs of construction resource management, plus discuss best practices and tools that can help you ensure that all your resources are allocated effectively and are put to good use.

Let’s get started.

What is Construction Resource Management?

Construction resource management is the practice of planning and managing the use of construction resources, to ensure that projects are delivered on time and within budget.

Typically done by construction managers or project managers, construction resource management involves many tasks, including the following.

Monitoring the amount of resources available — everything from time and workforce to equipment, materials, and facilities.Allocating and reallocating resources based on project needs and timelines.Tracking and optimizing the use of resources.

The goal of construction resource management is to maximize the utilization of resources and reduce waste, ultimately meeting the project’s objectives in the most efficient and cost-effective way possible.

Why Workforce Planning is Essential

Workforce planning — which is a key component of construction resource management — involves monitoring and allocating team members across projects.

Effective workforce planning entails monitoring schedules, team bandwidth, and jobsite capacities. Managers need to balance all these components to ensure that each project is well-staffed and that team members aren’t over- or under-allocated. It also involves reviewing the company’s workforce resources and forecasting workforce needs, so the firm can recruit accordingly.

Workforce planning is critical, particularly amidst issues like labor shortages. When you have limited workforce available, it’s even more important to keep a tight handle on your workforce.

There’s also the matter of labor logistics. The world is starting to open back up and everyone is eager to put the pandemic behind us, but some of the issues brought about by COVID-19 will linger well into 2021.

Some jobsites may continue to have limited capacity, so it’s essential to map out how teams are distributed in the field. Being mindful of capacity limits will keep construction sites safe and ultimately prevent any pandemic or health-related issues and delays.

Benefits of Construction Resource Management

Now that you know the fundamentals of construction resource management, let’s discuss the benefits that you’ll gain from the practice.

Lower Construction Costs

When you don’t have a handle on how much resources you need for your projects, you may end up allocating either too much or little to certain activities. This leads to double-work, wasted time, and delays — all of which add more costs to the project. For instance, the mismanagement of equipment or materials can result in excess spend that can be better used elsewhere.

Proper construction resource management can prevent such issues from happening. When you’re closely tracking the use of resources and reallocating them based on the project’s needs, you can ensure that time and money are always well-spent.

Higher Productivity

By implementing construction resource management, you can see to it that team members are assigned to the right place and they have what they need (i.e., equipment, materials, and supplies) to do their jobs well.

As such, teams are able to be more productive. There’s less downtime or waiting around, plus they can do their best work because they have the necessary resources at the right time.

Increased Visibility into Your Resources

Construction resource management gives you better visibility into your resources. The practice involves closely monitoring resource utilization, so you always know what you have at any given time.

This, in turn, helps you make well-informed decisions on how to use and allocate construction resources.

bility to Be More Agile and Adaptable

It’s not uncommon for projects to run into sudden changes. If you’re not prepared, you may end up with inadequate resources to cover unexpected needs.

You can avoid these situations by implementing proper construction resource management. When you constantly stay on top of how your budget, workforce, equipment, and materials are used, it’s much easier to re-evaluate and reallocate resources to cope with unforeseen project changes.

Creating a Resource Management Plan

One of the first steps to effective construction resource management is mapping out a plan for how resources will be allocated and used. While the specifics of this process will vary depending on your teams and projects, here are some general steps and considerations to keep in mind when crafting your construction resource management plan.

Determine the project timeline and all activities associated with it. Iron out all the necessary details involved in the project. Itemize the tasks and activities that need to be completed and specify the deadlines for each milestone.

Determine the resources you need and the right allocations. Use the information from the previous step to figure out the right resource allocations for the project. At this stage, you’ll need to calculate the amount of resources required, assign them to the appropriate activities and project phases, and indicate when you’ll need them.

One thing you could do at this stage is to tap into your experience as well industry standards and previous project data to figure out the best allocations.

Secure the necessary approvals. The next step is to get approval for the resources that you’re planning to use. Coordinate with the necessary parties and decision makers and ensure that you have the authorization to use the resources at the appropriate time. Be sure to complete this step before the project kicks off.

Optimize and retool your plan when necessary. Your construction resource plan shouldn’t be set in stone. Keep an eye on it, even when the project is underway and don’t be afraid to pivot or launch a plan B if unforeseen issues arise.

Top Innovations for Construction Resource Planning

Construction resource management shouldn’t be done manually. Equip yourself and your team with construction technologies that streamline the process of planning and allocating resources.

Consider the following.

BIM 360 Plan

BIM 360 Plan offers robust capabilities to help you view and monitor supply chain and jobsite resources. The software’s customizable project views enable you to see work plans in List, Ganntt, or Swimplane view, so whether you’re looking for an itemized list of resources and activities or prefer to get a high level view of the project, you can do so easily with BIM 360 Plan.

Bridgit

Bridgit is a leading workforce intelligence solution for construction pros. An excellent tool for planning and allocating workforce resources, Bridgit makes it easy to view which project roles are unfilled, so you can plan accordingly. It also has detailed reporting that offers insights into workforce utilization and project pipelines, enabling you to plan for your workforce needs.

Triax

Construction sites have many moving parts—including workers, equipment, and other materials—that need monitoring. However, the dynamic and fast-paced nature of jobsites make it difficult to do so. Enter Triax’s IoT solution designed for rugged working environments, Spot-r Mesh provides real-time visibility into all the resources you have on site. It’s low power requirements and easily deployable hardware give you actionable insights into your workforce and equipment on the construction site, making it simple to know resource location, utilization, and more.

Kwant.ai

Need detailed insights into workforce activities? Kwant.ai has you covered. The solution uses AI and IoT to monitor worker location and activities, giving you powerful intel for planning and allocating workforce. With Kwant.ai, you can easily see how workers are spending their time, which then helps you identify inefficiencies or areas that need to be optimized.

SkillSmart

SkillSmart’s compliance reporting and tracking software has excellent data and analytics tools to help you plan and manage project resources. SkillSmart InSight not only lets you track labor and compliance, it also provides real-time reports that cover payroll, contractor wage rates, and supplier tracking, among others.

LaborChart

Another useful tool for labor allocation, LaborChart has several features for managing your construction workforce. One particularly helpful tool is the software’s Labor Allocation feature, which gives you a visual representation of your labor pool based on projects, trades, regions, and more.

Proper Construction Resource Management is a Must

You can’t complete projects without the right workers, equipment, and facilities, which is why it’s critical to plan and allocate your resources effectively. So, take the time to understand each project’s needs then figure out the right resource allocation. To make things easier, use technology to automate various tasks and generate the necessary reports.

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The post Construction Resource Management: Tips and Tools for Success appeared first on Digital Builder.