The Performance Gap. Is there a performance gap and if so is there a solution? Rob Manning. BSc(Hons) CEng FCIBSE. BIS BIM Core Team.

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1 The Performance Gap. Is there a performance gap and if so is there a solution? Rob Manning. BSc(Hons) CEng FCIBSE. BIS BIM Core Team.

2

3 The performance gap are construction customers getting the assets and outcomes they need? Dropping the baton at key stages UNCLASSIFIED

4 Some thoughts on the Performance Gap? Construction to Operation Required Outcomes Predicting Outcomes Output Focus Designers and Operation Operator Input Setting to work, fine tuning, support, measurement and benchmarking Non completion Penalties UNCLASSIFIED

5 Hard Landings?... While these units might be the designer s dream come true they re a nightmare for the maintenance team! A nice idea to have commuters waiting in natural daylight. However, if they can t see their departure boards because of the sun then they ll probably blame the idiotic hole in the roof when they miss their trains and connections... UNCLASSIFIED

6 Soft Landings?... The designers of the London 2012 Velodrome attribute the fact that they were able to create the fastest indoor cycle track in the world to the early consultation they conducted with Sir Chris Hoy and his team, who were recognised as the ultimate end users of the facility. In 2005 Barclays new HQ in Canary Wharf won the BIFM customer services award, which was attributed to the fact that an facilities management specialist was engaged in the earliest stages of the design project and saw the work through to full occupation. UNCLASSIFIED

7 Obtaining value In use data feed-back loop Better business outcomes through early collaborative decision making UNCLASSIFIED

8 Sustainable Development Sustainable development: the necessity of working to ensure that economic development - and all its supportive infrastructural needs including transport systems is environmentally and socially sustainable: meeting the needs of the present in ways that do not compromise the ability of future generations to meet their own needs. Zagreb Declaration for Healthy Cities. WHO 2008

9 Sustainable Development Public spending SOCIETY Customer needs. Staff needs. Process/Business needs Society needs ENVIRONMENT Use of scarce resource. Waste. Pollution. Bio-diversity. ECONOMY Construction cost Asset value Sale value Revenue Earnings Revenue Costs Cost and value to the taxpayer

10 Closing the performance gap for Central Government departments Based on the BSRIA Soft Landings Framework. Government Soft Landings Policy Launched September 2012 Delivering alignment of design and construction with operation and asset management. UNCLASSIFIED

11 GSL Policy the Guiding Principles 1. GSL will be a key element in maintaining a golden thread of asset purpose through to delivery and operation 2. Early engagement of end-users and operators 3. Commitment to aftercare from design and construction team 4. Post operational evaluation and feedback captured improving operating performance 5. GSL lead / clear point of contact needed UNCLASSIFIED

12 Better Briefing - Start with business outcomes and identify where value is to be added by the new asset - Understand what outcomes look like from different stakeholder views - Define outcomes using existing data, e.g., Asset performance, H&S, cost etc - Implementation starts with a joint dialogue with operators, users, etc. - Test assumptions during design development and measure actual performance in operation - Benchmark for future capital projects UNCLASSIFIED

13 GSL Process Review new design requirements and expectations through feedback P2 P3 Asset Design & Construction Design & Construction Commissioning, Training & Handover Client decision points Information Exchange points Define outcomes and measures of success Measures Financial Performance Functionality & Effectiveness Collect and compare actual operational performance against planned targets Identify & deliver user / operator needs Environment Asset Operations Asset/Facilities Management UNCLASSIFIED

14 GSL A bit more of the process Ensuring that the client identifies the high level outcomes that they require. Making sure that the client works with the operations team and construction team to set performance targets related to the Economic, Social and Environment components of sustainable development. Ensuring that the client requires and plans for performance evaluation in use. Ensuring that the client plans for feeding back lessons learned to all parties, maintaining records of performance and setting updated benchmarks for performance. Greater involvement with operators and users Bringing them on board earlier, making operational plans, setting operational budgets. Having operators as part of the review of project proposals Identifying the role of the operator in delivering the required outcomes. UNCLASSIFIED Handover and aftercare from the construction team with the operation team. Initial Aftercare first few weeks in use. Extended Aftercare years 1, 2 and 3 Conducting performance evaluation. Recording performance and advisory reports. Feedback to all parties. Setting benchmarks.

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16 Finding a GSL Champion on each project. A public sector specialist who will become the GSL Champion when it is time to build or reconfigure a property/infrastructure asset. Vital Characteristics Do you know someone who could undertake this role? UNCLASSIFIED

17 Finding your GSL Champion The diagram below demonstrates that the GSL Champion will vary depending on the specific nature of the project and the sector of the industry you are operating in. Jim the Janitor Community Services Betty the Bursar Education Eric the Head of Estates or Property Assets Estates Fiona the Facilities Manager Buildings Alan the Asset Manager Property Mike the Maintenance Manager Infrastructure UNCLASSIFIED

18 GSL Summary Business benefits Helps the funder to get what they pay for Manages expectations and focuses on actual outcomes Focuses on reducing operational costs during early years of operation Focuses on the balance of capital and operational costs by using earlier operator involvement Manages expectations of third party stakeholders and users Drives out the required data to support operation (data that can be delivered using BIM) UNCLASSIFIED

19 GSL timeline UNCLASSIFIED

20 GSL status report Where are we now? Identified Early Adopter projects with Central Government departments Completed a draft case study and identified benefits Developed requirements for inclusion on DfE, Ministry of Justice, Defence Infrastructure Organisation contract terms Identified basic measures of performance in use Requirements being included in Government FM contracts Engagement with suppliers and clients PAS 1192 : 3 published Information Management in operation What are we doing next? Refining the methodology and questions to support implementation Identifying the data to be entered into information models Incorporation into standard Forms of Contract Increasing supply chain engagement UNCLASSIFIED

21 More Information? UNCLASSIFIED

22 The Information Gap. Is there an information gap and if so is there a solution? Rob Manning. BSc(Hons) CEng FCIBSE. BIS BIM Core Team.

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24 Organisation needs to Identify Potential Benefits of creating an Asset Information model. Reduced costs due to the automated transfer of information from construction to operation. Less manual input of information. More complete information reducing management costs. Fewer problems and costs during early operation of a new or refurbished asset because of the availability of better information about the asset. The opportunity to reduce operation and maintenance costs. More focus on long term operational performance giving better informed decisions about operational expenditure and capital expenditure. Reduced remedial costs during early operation brought about by fewer construction defects. Savings from life cycle decisions informed by a single, integrated, up-to-date source of information. Better modelling of resilience and risk of failure. Improved expenditure decisions enabled by information to support asset investment planning. A source of data records from dynamic metering and condition sensors to identify poor energy performance, faults and risk of impending failure. The Organisation owns and retains all their asset information for future procurement.

25 PAS BIM & Information Management in the Capital Phase

26 UK Government Digital Plan of Work Collaboration enabled by consistent information and consistent timing of delivery.

27 A plan of work for deliverables. RIBA Plan of Work 2013: Mapping Information not Process

28 Handover Capital Phase Information Management PAS Can my supply chain deliver it? What information do I need from this construction project and in what format? Who delivers what and when? Information grows >> What information do I need to know for business and asset management? Start the Poject Design Construct Operate Information Exchanges Client Decisions Acknowledgement to BSI standards Ltd and Mervyn Richards for underlying content. Contracted Information Exchange Points Positive Whole Life Outcomes

29 Capital Delivery Phase Digital Procurement Visualisation Coordination Prefabrication Classification Cost Modelling PLQ Queries Information Exchange Method COBie Information Management PAS Digital Plan of Work Construction Sequences BS Health & Safety Protocol Digital Survey Technical Analysis Models Standard Component Library Many others

30 PAS Information Management in the Operational Phase using BIM

31 Essential components to develop the model. Requirements Models PAS 1192 Part 3 Asset PAS 1192 Part 2 Project

32 Asset Management (using PAS 55) PAS1192-3:2014 PAS1192-2:2013 PAS1192-2:2013

33 Operational Phase Information Management Acknowledgement to BSI standards Ltd for underlying content. PAS ISO Series and PAS 55 drive Asset Management Decision Points STRATEGY Whole Life Client Side Asset Information Model 7 Information Exchange Points & Decision Points DO NOT always align n n n n n n n n n n n n n n n n Asset Information Model 1STRATEGY Information 0 Exchanges BRIEF CONCEPT DESIGN DEFINITION BUILD & HANDOVER & COMMISSION CLOSEOUT DESIGNER CONTRACTOR 7 m m m m m m m m m m m EXTERNAL OPERATOR 01 BUILD & HANDOVER & BRIEF CONCEPT DESIGN DEFINITION COMMISSION CLOSEOUT Contract Line RENEW/DISPOSE Supply Chain Construction Supply Chain Project Information Model HANDOVER Operational Supply Chain Asset Information Model De-commissioning or Construction Supply Chain Project Information Model

34 Enterprise Asset Reporting Simplified Asset Information Model Organisation Information Requirements Project Inputs External AIM Inputs eg a computer aided maintenance system Clients Asset Information Model Published In Use Files & Data Data Store (database) Integrated Enterprise Systems Maintenance Systems Asset Management Systems Performance Evaluation, Surveys etc. Inputs File Store (EDMS) Native Models (Record only) Asset Booking Systems Financial Systems

35 Governance: Asset Information Model CDE Ongoing input and output documents and data shared with Asset Management and Maintenance Team Survey, Performance Evaluation and other input documents & data subject to validation and acceptance Co-ordinated & validated output documents & data published for management reporting and input to portfolio and other external partners or systems. Asset document & data history maintained for knowledge, regulatory and legal requirements, and for historic asset information management & reporting. From PAS1192-3

36 An Asset Information Model PAS55/ISO5500 Standards Compliant Defined Organisational Information Requirements Integrated Information Reporting Project Supply Information Enterprise System Integration Service Supply Information Asset Information Model (BIM)

37 Asset Operation Phase Activity Based Costing Planned Improvement Benefits Life Cycle Cost Comparison Replacement Costing Classification Automated Data Transfer Asset Investment Planning Information Exchange Method COBie Information Management PAS Digital Plan of Work Real Time Data Analysis BS Risk Management Protocol Digital Survey Statutory & Regulatory Management Asset Unavailability Impact Studies Many others

38 BIM Level 2 Documents

39 BIM Level 1 Document BIM Level 2 Document PAS1192-3:2014 PAS1192-2:2013 BS1192:2007 BSRIA Soft Landings Framework Cabinet Office Government Soft Landings BS11000:2010/11 Collaborative Business Relationships PAS91:2013 Construction PQQ TSB Classification 2015 TSB dpow 2015 BS1192-4:2015 BS8536:2015 BIM Learning Outcomes Framework CIC PI Guide CIC Information Manager Guide CIC BIM Protocol BS8541-3:2012 Library Objects BS7000-4:2013 Design Management Systems

40 PAS GSL Existing Asset Portfolio/Network Measured Performance Outcomes Data Collection PAS GSL Asset Management Process Asset Performance PAS GSL Required Outcomes Asset Management Team (Difference) Project Management Process (Adjustments) Project Performance Performance Outcomes PAS GSL Measured Performance Outcomes Data Collection PAS GSL New Asset Construction Project

Government Soft Landings. Deborah Rowland Head of Property Asset Management Building Services Summit 27 th November 2014

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