BIM and Knowledge Based Risk Management System

The use of Building Information Modelling (BIM) for construction project risk management has become a growing research trend. However, it was observed that BIM-based risk management has not been widely used in practice and two important gaps leading to this problem are: 1) very few theories exist that can explain how BIM can be aligned with traditional techniques and integrated into existing processes for project risk management; and 2) current BIM solutions have very limited support on risk communication and information management during the project development process. To overcome these limitations, this research proposes a new approach that two traditional risk management techniques, Risk Breakdown Structure (RBS) and Case-based Reasoning (CBR), can be integrated into BIM-based platforms and an active linkage between the risk information and BIM can be established to support the project lifecycle. The core motivations behind the proposed solution are: 1) a tailored RBS could be used as a knowledge-based approach to classify, store and manage the information of a risk database in a proper structure and risk information in RBS could be linked to BIM for review, visualisation and communication; and 2) knowledge and experience stored in past risk reports could contribute to avoiding similar risks in new situations and the most relevant cases can be linked to BIM to support decision making during the project lifecycle. The scope of this research is limited to bridge projects; however, the basic methods and principles could be also applied to other types of projects. This research is in three phases. In the first stage, this research analysed the conceptual separation of BIM and the linkage rules between different types of risk and BIM. Specifically, an integrated bridge information model was divided into four Level of Contents (LOCs) and six technical systems based on the analysis of the Industry Foundation Classes (IFC) specification, a critical review of previous studies and the author’s project experience. Then a knowledge-based risk database was developed through an extensive collection of risk data, a process of data mining, and further assessment and translation of the data. Built on the risk database, a tailored RBS was developed to categorise and manage this risk information and a set of linkage rules between the tailored RBS and the four LOCs and six technical systems of BIM was established. Secondly, to further implement the linkage rules, a novel method to link BIM, RBS, and Work Breakdown Structure (WBS) to be a risk management system was developed. A prototype system was created based on Navisworks and the Microsoft SQL Server to support the implementation of the proposed approach. The system allows not only the storage of risk information in a central database but also to link the related risk information in the BIM model for review, visualisation and simulation. Thirdly, to facilitate the use of previous knowledge and experience for BIM-based risk management, the research proposed an approach of combining the use of two Natural Language Processing (NLP) techniques, i.e. Vector Space Model (VSM) and semantic query expansion, and outlined a new framework for the risk case retrieval system. A prototype was developed using the Python programming language to support the implementation of the proposed method. Preliminary testing results show that the proposed system is capable of retrieving relevant cases automatically and to return, for example, the top 10 similar cases. The main contribution of this research is the approach of integrating RBS and CBR into BIM through active linkages. The practical significance of this research is that the proposed approach enables the development of BIM-based risk management software to improve the risk identification, analysis, and information management during the project development process. This research provides evidence that traditional techniques can be aligned with BIM for risk management. One significant advantage of the proposed method is to combine the benefits of both traditional techniques and BIM for lifecycle project risk management and have the minimum disruption to the existing working processes

Integration of Cost andWork Breakdown Structures in the Management of Construction Projects

Scope management allows project managers to react when a project underperforms regarding schedule, budget, and/or quality at the execution stage. Scope management can also minimize project changes and budget omissions, as well as improve the accuracy of project cost estimates and risk responses. For scope management to be effective, though, it needs to rely on a robust work breakdown structure (WBS). A robust WBS hierarchically and faithfully reflects all project tasks and work packages so that projects are easier to manage. If done properly, the WBS also allows meeting the project objectives while delivering the project on time, on budget, and with the required quality. This paper analyzes whether the integration of a cost breakdown structure (CBS) can lead to the generation of more robust WBSs in construction projects. Over the last years, some international organizations have standardized and harmonized different cost classification systems (e.g., ISO 12006-2, ISO 81346-12, OmniClass, CoClass, UniClass). These cost databases have also been introduced into building information modeling (BIM) frameworks. We hypothesize that in BIM environments, if these CBSs are used to generate the project WBS, several advantages are gained such as sharper project definition. This enhanced project definition reduces project contradictions at both planning and execution stages, anticipates potential schedule and budget deviations, improves resource allocation, and overall it allows a better response to potential project risks. The hypothesis that the use of CBSs can generate more robust WBSs is tested by the response analysis of a questionnaire survey distributed among construction practitioners and project managers. By means of structural equation modeling (SEM), the correlation (agreement) and perception differences between two 250-respondent subsamples (technical project staff vs. project management staff) are also discussed. Results of this research support the use of CBSs by construction professionals as a basis to generate WBSs for enhanced project management (PM)

From Design to Production Control Through the Integration of Engineering Data Management and Workflow Management Systems

At a time when many companies are under pressure to reduce "times-to-market" the management of product information from the early stages of design through assembly to manufacture and production has become increasingly important. Similarly in the construction of high energy physics devices the collection of (often evolving) engineering data is central to the subsequent physics analysis. Traditionally in industry design engineers have employed Engineering Data Management Systems (also called Product Data Management Systems) to coordinate and control access to documented versions of product designs. However, these systems provide control only at the collaborative design level and are seldom used beyond design. Workflow management systems, on the other hand, are employed in industry to coordinate and support the more complex and repeatable work processes of the production environment. Commercial workflow products cannot support the highly dynamic activities found both in the design stages of product development and in rapidly evolving workflow definitions. The integration of Product Data Management with Workflow Management can provide support for product development from initial CAD/CAM collaborative design through to the support and optimisation of production workflow activities. This paper investigates this integration and proposes a philosophy for the support of product data throughout the full development and production lifecycle and demonstrates its usefulness in the construction of CMS detectors.Comment: 18 pages, 13 figure

An integrated approach to supply chain risk analysis

Despite the increasing attention that supply chain risk management is receiving by both researchers and practitioners, companies still lack a risk culture. Moreover, risk management approaches are either too general or require pieces of information not regularly recorded by organisations. This work develops a risk identification and analysis methodology that integrates widely adopted supply chain and risk management tools. In particular, process analysis is performed by means of the standard framework provided by the Supply Chain Operations Reference Model, the risk identification and analysis tasks are accomplished by applying the Risk Breakdown Structure and the Risk Breakdown Matrix, and the effects of risk occurrence on activities are assessed by indicators that are already measured by companies in order to monitor their performances. In such a way, the framework contributes to increase companies' awareness and communication about risk, which are essential components of the management of modern supply chains. A base case has been developed by applying the proposed approach to a hypothetical manufacturing supply chain. An in-depth validation will be carried out to improve the methodology and further demonstrate its benefits and limitations. Future research will extend the framework to include the understanding of the multiple effects of risky events on different processe

Technic and Collaboration Breakdown Structures: Drivers of collaborative problem solving approaches in a supply chain context

Problem Solving Methodologies have been par excellence a cornerstone element of the firms’ strategy on achieving effective continuous improvement. But the enterprise evolution towards an extended environment characterized by network-based organization has radically changed the problem solving paradigms. This paper aims to propose a generic and collaborative methodology addressing more complex and distributed problems, dealing with Supply Chain issues and having a key role as a driver for building global competitive advantages and create superior performances at a Supply Chain level

Reengineering Production Systems: the Royal Netherlands Naval Dockyard

Reengineering production systems in an attempt to meet tight cost, quality and leadtime standards has received considerable attention in the last decade. In this paper, we discuss the reengineering process at the Royal Netherlands Naval Dockyard. The process starts with a characterisation and a careful analysis of the production system and the set of objectives to be pursued. Next, a new production management structure is defined after which supporting planning and control systems are designed and a number of organisational changes are carried through. In this way, the Dockyard may combine high technological capabilities with an excellent logistic performance

Effective customer requirements management using an information supply based model

Managing customer requirements is a crucial process in any project, especially when these requirements usually keep changing throughout a project life cycle. Despite the high importance of customer requirement management in any project, there is no avail

A framework for developing engineering design ontologies within the aerospace industry

This paper presents a framework for developing engineering design ontologies within the aerospace industry. The aim of this approach is to strengthen the modularity and reuse of engineering design ontologies to support knowledge management initiatives within the aerospace industry. Successful development and effective utilisation of engineering ontologies strongly depends on the method/framework used to develop them. Ensuring modularity in ontology design is essential for engineering design activities due to the complexity of knowledge that is required to be brought together to support the product design decision-making process. The proposed approach adopts best practices from previous ontology development methods, but focuses on encouraging modular architectural ontology design. The framework is comprised of three phases namely: (1) Ontology design and development; (2) Ontology validation and (3) Implementation of ontology structure. A qualitative research methodology is employed which is composed of four phases. The first phase defines the capture of knowledge required for the framework development, followed by the ontology framework development, iterative refinement of engineering ontologies and ontology validation through case studies and experts’ opinion. The ontology-based framework is applied in the combustor and casing aerospace engineering domain. The modular ontologies developed as a result of applying the framework and are used in a case study to restructure and improve the accessibility of information on a product design information-sharing platform. Additionally, domain experts within the aerospace industry validated the strengths, benefits and limitations of the framework. Due to the modular nature of the developed ontologies, they were also employed to support other project initiatives within the case study company such as role-based computing (RBC), IT modernisation activity and knowledge management implementation across the sponsoring organisation. The major benefit of this approach is in the reduction of man-hours required for maintaining engineering design ontologies. Furthermore, this approach strengthens reuse of ontology knowledge and encourages modularity in the design and development of engineering ontologies

Planning effort as an effective risk management tool

In project management, high levels of risk are considered to be a significant obstacle for project success. This paper investigates whether improving the project plan can lead to improved success for high-risk projects. A quality of planning index was designed to explore how the presence of high risk affects the quality of planning and project success. The index includes managerial aspects such as costs, human resources, procurement and quality, as well as organizational support aspects based on organization maturity models. In a field study based on data collected from 202 project managers regarding their most recent projects, it was found that the levels of risk at the beginning of projects has no effect on their final success. Drilling down to find an explanation for this surprising phenomenon, we found that in the presence of high risk, project managers significantly improve their project plans. Hence, in high-risk projects, better project plans improve all four dimensions of project success: schedule overrun, cost overrun, technical performance and customer satisfaction. However, in low-risk projects, better project plans did not contribute to reducing schedule or cost overruns. In other words, while endless risk management tools are developed, we found that improving the project plan is a more effective managerial tool in dealing with high-risk projects. Finally, the paper presents the most common planning tools currently being used in high-risk projects