Intensive big room process for co-creating value in legacy construction projects

In construction projects the changes and refinements of client requirements are often seen just as a disturbance causing additional costs. However, today clients' business needs evolve constantly and therefore changes in the project requirements are inevitable. Simultaneously, the increasing competition forces companies to minimise unproductive capital costs. Therefore there is an economical pressure to shorten the construction time and the design and construction will be even more concurrent than today. There is clearly potential value to be created for customer by terms of collaborative design process. Fira is an innovative Finnish company which has developed its interactive and customer centric Verstas process since 2009. Fira is using service logic as a guiding principle in the development of collaborative design processes, such as Intensive Big Room (IBR), which is a combination of Building Information Modelling (BIM) and further development of Integrated Concurrent Engineering (ICE ) and Big Room methodologies. The traditional project management methods are not efficient in managing late changes in customer's requirements. This article presents a new method combining collaborative design process, requirements management and IBR in a small sub-process - locking and ironmongery - in legacy construction project models. The sub-process was selected for the development of the method because it is a perfect example of the traditional fragmented process where efficient coordination between different participants and management of requirements are very difficult. However, the same principles can be applied to many other sub-processes too. The method combines service logic, value co-creation and use of IBR concept in a standard contract environment in a unique way which can give significant benefits to the companies able to adopt the presented concept in their business models. Using these methods Fira can now change its business model, differentiate with more attractive value proposal for customer, create more value than its competitors and capture value for securing its competitiveness in future

Developing a Tailored RBS Linking to BIM for Risk Management of Bridge Projects

Purpose – The purpose of this paper is to address the current theoretical gap in integrating knowledge and experience into Building Information Model (BIM) for risk management of bridge projects by developing a tailored Risk Breakdown Structure (RBS) and formalising an active link between the resulting RBS and BIM. Design/methodology/approach – A three-step approach is used in this study to develop a tailored RBS for bridge projects and a conceptual model for the linkage between the RBS and BIM. First, the integrated bridge information model is in concept separated into four levels of contents (LOCs) and six technical systems based on analysis of the Industry Foundation Classes specification, a critical review of previous studies and authors’ project experience. The second step develops a knowledge-based risk database through an extensive collection of risk data, a process of data mining, and further assessment and translation of data. A critical analysis is conducted in the last step to determine on which level the different risks should be allocated to bridge projects and to propose a conceptual model for linking the tailored RBS to the four LOCs and six technical systems of BIM. Findings – The findings suggest that the traditional method and BIM can be merged as an integrated solution for risk management by establishing the linkage between RBS and BIM. This solution can take advantage of both the traditional method and BIM for managing risks. On the one hand, RBS enables risk information to be stored in a formal structure, used and communicated effectively. On the other hand, some features of BIM such as 3D visualisation and 4D construction scheduling can facilitate the risk identification, analysis, and communication at an early project stage. Research limitations/implications – A limitation is that RBS is a qualitative technique and only plays a limited role in quantitative risk analysis. As a result, when implementing this proposed method, further techniques may be needed for assisting quantitative risk analysis, evaluation, and treatment. Another limitation is that the proposed method has not yet been implemented for validation in practice. Hence, recommendations for future research are to: improve the quantitative risk analysis and treatment capabilities of this proposed solution; develop computer tools to support the solution; integrate the linkage into a traditional workflow; and test this solution in some small and large projects for validation. Practical implications – Through linking risk information to BIM, project participants could check and review the linked information for identifying potential risks and seeking possible mitigation measures, when project information is being transferred between different people or forwarded to the next phase. Originality/value – This study contributes to the theoretical development for aligning traditional methods and BIM for risk management, by introducing a new conceptual model for linking RBS to BIM

Improving built-in quality by BIM based visual management

Efficient and flawless information management plays a key role in successful execution of construction projects, but it has been difficult to implement in the traditional document-based environment. A root cause for waste in construction projects is inaccessible, inadequate or missing information. Necessary information is produced by several parties and it is often fragmented, inconsistent or in an impractical format. A lot of time is wasted - meaning that value is destroyed - in searching information needed for activities on construction site due to the fact that even if the information exists somewhere in the documents, it is not easily available. Visual control systems defined in Lean methodology strive for improving the value added flow. Building Information Modelling (BIM) can facilitate organisation and visualisation of information for specific needs in the process. This paper explores how combining principles of Visual Control and BIM could improve information delivery from information producers to information users to reduce waste in searching and processing the information. The methods of literature study, Value Stream Mapping and Root Cause Analysis are used. Software-based Standardised Model Views (SMVs) and their automated creation from BIM, based on predefined use cases and end-user needs are proposed and illustrated. The use of SMVs facilitates Lean information management, thus reducing rework and time spent on waiting, increasing built-in quality and enhancing flow in production. Evaluated savings in a single subcontractor's work time are at least 10% when SMVs are used

From Finnish AEC knowledge ecosystem to business ecosystem: lessons learned from the national deployment of BIM

Government actors, public agencies, industry and academics have struggled to change the rules of the existing business ecosystem to support the networked practices that were envisioned back in the 1980s with the introduction of building information modelling (BIM). Despite the industry’s far-reaching technological capabilities, BIM has primarily assumed productivity improvement by individual firms, which has not lead to a systemic change in the Finnish architecture, engineering and construction (AEC) business ecosystem. A field study of the Finnish AEC industry has resulted in a critical understanding of why successful and intensive R&D at a national level and wide adoption of BIM technology in Finland has not led to the expected systemic evolution of its AEC business ecosystem. Additionally, a methodology based on inductive grounded theory and historical analysis has been used to capture and identify the evolving and dynamic relationships between various events and actors between 1965 and 2015, which, in turn, has aided in the identification and characterisation of the knowledge and innovation ecosystems. The research findings provide insights for BIM researchers and governments in terms of establishing new policies that will better align BIM adoption with the systemic evolution of business practices in the AEC business ecosystem

BIM business value generation theory : a grounded theory approach

Theoretical developments in the Architectural Engineering and Construction (AEC) industry have been deficient, especially for the operations and use phase. The need for asset owners to understand the Building Information Modelling (BIM) process and to realise business value from BIM implementation cannot be over emphasised. This study investigates a BIM-based Asset Management (AM) system to examine how business value can be created for the asset owner. The BIM-based AM system is evaluated from the Transformation-Flow-Value (TFV) generation view to define the characteristics and functions. This is followed by the grounding of data to develop a novel explanatory theory through the development of conceptual categories. A qualitative research approach based on a grounded theory methodology is utilised to generate a proposition on how BIM can create value in an AM system. The study involves a five-stage research design using interviews and document analysis to inform the phenomenon of BIM business value creation in AM. The paper highlights that BIM business value generation in AM is dependent on three main categories, which are: development of the information requirements, creation of the information content and management of the information content. From the grounded data, the study finds that it is crucial for asset owners to develop their information requirements since the information requirements development category guides the data creation, data management and value generation. Furthermore, the development of a sound rationale that appropriately translates the organisational business objectives is critical to value generation. The paper studies how BIM can create business value in an AM system using a grounded theory methodology. The results show that the rationale for developing BIM-based information requirements determines the value that will be generated by the AM system. The key contribution of the paper is that it presents a novel theory for BIM-based AM. One of the contributions of this study is the demonstration of the application of grounded theory within the AEC industry. Also, the study demonstrates the relationships between concepts and how they emerge from the grounded data

BIM business value for asset owners : key issues and challenges

There is a need to develop the understanding of asset owners concerning the constraints of building information modelling (BIM) implementation, and its subsequent value realisation activities in asset management (AM) cannot be overstated. This is because the life cycle cost of a built asset is three times more than construction costs and five times more than the initial investment outlays. Hence, this paper investigated and identified the key issues and challenges of realising BIM business value in AM. The study adopted an explorative and deductive approach. A qualitative four-stage research design strategy was adopted using 10 semi-structured interviews and document analysis to collect data. These were analysed through qualitative thematic analysis. The study identified 15 key barriers and classified them from the perspective BIM governance dimensions, namely people, process and technology. Furthermore, the study identified that more process-based challenges are experienced than people or technology. Of the identified challenges, three are people-related, eight are process-related and four are technology-related. The analysed results focussed on the development of the understanding of asset owners, policymakers and researchers regarding the complex challenges that hinder BIM utilisation and value realisation in AM. The findings of this paper support progress towards enhanced BIM adoption in the architecture, engineering and construction (AEC) industry by highlighting the significance of the identified challenges, their nature (people-, processor technology-based) and the resultant effect on BIM business value realisation during asset operations. The original contribution of this study was the exploration and identification of the current challenges experienced by asset owners in implementing BIM during asset operations and how these affect the derivation of BIM business value

The business value of BIM for asset owners : a cross case analysis

Purpose – The purpose of this paper is to investigate and identify the activity systems that drive Building Information Modelling (BIM) business value in Asset Management (AM). The utilisation of BIM has widened in scope, functionality, flexibility and interoperability to support the AM business process. However, research concerning BIM business value in AM has been inadequate despite its considerable potential and significance in the attainment of organisational objectives. The realisation of BIM business value requires a concerted effort by the asset owner to be able to determine and appraise the critical activities that drive business value in AM. Design/methodology/approach – The study adopted a qualitative research approach based on a multi-case study strategy that aimed to identify the key business processes that drive BIM business value in AM. The study involved a three-stage research design using interviews and document analysis to facilitate a cross-case analysis from the perspective of the activity systems and dimensions of BIM governance. Findings – The paper identified six critical activity systems that drive BIM business value for an asset owner: BIM strategy, contract management, lifecycle management, maintenance management, work-order management and value realisation management. The study found that the most developed activity system is the BIM strategy, and the least is value realisation management across all cases. Also, the paper points out that the most proficient BIM governance dimension is Process, and the least is People across the three cases. The study noted that the ability of an asset owner to realise BIM business value has maturity undertones and that the asset owner could derive BIM business value, if the six activity systems are effectively executed and continuously improved to an advanced stage of maturity. Originality – An original contribution of the study is the development of the understanding of asset owners in relation to the discovery of key activity systems that drive BIM business value in AM. Another significant contribution of this paper is the demonstration of a novel approach to evaluate organisational maturity of asset owners from the perspectives of the activity systems and BIM governance dimensions of people, process and technology