Selecting Collaboration Tools from a Win-Win Perspective. Session ID Wednesday, May 2, 1:30 3:00 pm

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Selecting Collaboration Tools

from a Win-Win Perspective

Session ID

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This presentation is protected by US and International

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This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to constitute approval, sponsorship or endorsement by the AIA of any method,

product, service, enterprise or organization. The statements expressed by speakers, panelists, and other participants reflect their own views and do not necessarily reflect the

views or positions of The American Institute of Architects or of AIA components, or those of their respective officers,

directors, members, employees, or other organizations,

groups or individuals associated with them. Questions related to specific products and services may be addressed at the conclusion of this presentation.

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Learning Objectives

1. Distinguish which tools are suited for internal vs. external collaboration

2. Grasp the perspective required for successful cross-organizational systems

3. Understand the steps required for a complete and successful system implementation

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Kristine K. Fallon, FAIA

• 25 years experience in computer applications for

design and construction

• 15 years experience managing technology in large

AEC firms

• Founded Kristine Fallon Associates, Inc. in 1993

• Led selection and implementation of Web-based

project management systems for the $2.1 billion Chicago Transit Authority Capital Improvement Program

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Michael D. Goff

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20 years experience implementing

technology for the design and construction industry

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Deep expertise in technology training

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Member of KFA team that supports

Web-based project management for the $2.1 billion Chicago Transit Authority Capital Improvement Program

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Peter Urban

• Project website specialist

• Joined Kristine Fallon Associates, Inc. in 1996

• Implemented, supported and trained Web-based

project management systems for the $2.1 billion Chicago Transit Authority Capital Improvement Program

• Technical lead for Web-based project management

implementation for Illinois Tollway’s $5.3 billion Congestion Relief Plan

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Kristine Fallon Associates (KFA)

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KFA provides information technology

consulting to the design and construction industry

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Clients include:

– Public agencies

– Corporate facility groups – Manufacturers

– A/E/C firms

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AIA TAP: Inevitable Technologies

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BIM

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Interoperability

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Collaboration owner contractor architect sub fm sub cons cons supplier cons

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Collaboration

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Sharing information

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Soliciting feedback

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Considering multiple perspectives

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Integrated, Collaborative Teams

•The goal of everyone in the industry should be better, faster, more capable project delivery created by

• fully integrated,

collaborative teams.

• Owners must be the ones to drive this change, by leading the creation of collaborative, cross-functional teams comprised of design,

construction, and facility management professionals.

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Opportunity for Savings

$15.8 billion =

annual cost of

inadequate

interoperability

- August 2004 study published by U.S. National Institute of Standards and Technology

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Cost of Poor Interoperability

Costs by Stakeholder and Phase

0 2,000 4,000 6,000 8,000 10,000 12,000 Architects/ Engineers General Contractors Specialty Fabricators and Suppliers Ow ners and Operators $ M illio n s

Design Construction O & M

Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR 04-867), Michael P. Gallaher, Alan C. O’Connor,

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Breaking these Costs Down by Project…

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$5.93 /sq ft cost burden through planning,

engineering, design, and construction phases

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For a hypothetical 200,000 sq ft facility,

inadequate interoperability adds $1.2 million to the initial cost

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Major Cost Areas for A/Es

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Manual reentry

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Inefficient business process management

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RFI management costs

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Major Cost Areas for GCs

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Manual reentry

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RFI management costs

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Major Cost Areas for Specialty

Fabricators and Suppliers

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Manual reentry

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Information verification

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Major Cost Areas for Owners

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85% of Owners’ costs incurred in O&M

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“Underlying operation and maintenance

phase costs are issues relating to the receipt, processing, and distribution of

information, both from recently completed facilities and for existing facilities. An

inordinate amount of time is spent locating and verifying specific facility and project information from previous activities.”

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Design/ Construction Processes

Where Costs Could Be Reduced

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Project Management

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Document Management

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Information Request Processing

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Cost Estimation

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Planning and Scheduling

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Procurement

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Product Data Management

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Collaboration Systems Address

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Project Management

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Document Management

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Information Request Processing

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Cost Estimation

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Planning and Scheduling

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Procurement

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A Framework for Collaboration

Intranet _Extranet Project Extranets Public Internet Quickplace Project Room Enterprise\Program and Project Information A/E CM GC Owner Customers

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What’s in a Name?

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Extranets

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Project websites

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ePM (Electronic Project Management)

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OCPM (Online Collaboration and Project Management)

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Phases

of Personal Computing Development

Organizational Learning

Time Automation of Business &

Automation of Business &

Infrastructure Investment Infrastructure Investment Automation of Processes Automation of Processes Automation of Tasks Automation of Tasks Technology Technology Proficiency Proficiency Technology-Driven Vision (10-20% Return) Tactical Business Vision (300% Return) Strategic Business Vision (1000% Return)

Procedures Task Intra Function Cross Function Outside Business Whole Business

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ASP’s

Internet Data Transport Internet Internet Data Data Transport Transport Project Web Site Project Project Web Site Web Site Construction Docs Construction Docs Shop Drawings Shop Drawings Tracked Tracked Communications Communications Specialty Consultant Specialty Specialty Consultant Consultant Engineer Engineer Engineer Architect Architect Architect Owner Owner Owner Construction Manager Construction Construction Manager Manager Product Supplier Product Product Supplier Supplier Program Manager Program Program Manager Manager General Contractor Specialty Contractor Specialty Specialty Contractor Contractor General General Oversight Oversight Oversight Daily Reports Daily Reports RFIs RFIs Change Orders Change Orders Contractor Contractor

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Perceived Benefits

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The Three A’s

– Access

• Records system that ensures accurate, current

information is available at all times to all authorized team members

– Accountability

• Responsibilities are assigned and accounted for

– Audit Trail

• Documented history of information, resolutions and access

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Extranets Eliminate:

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Need to recreate results in a sharable form

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Time required to create the sharable version

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Lag time in transferring the information to

outside organizations

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Need to manipulate the information in

receiving systems, with similar losses of time and accuracy

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Chicago Transit Authority

Case Study

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CTA Capital Improvement Program

• Program:

– Approximately $2.1 billion – 71 projects – 2000 – 2004

• Program Manager:

– URS Construction Services

• Website Implementation Subcontract:

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Business Benefits

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Earlier identification of potential problems

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Ability to identify performance patterns,

such as organizations or individuals who are consistently late

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Rapid resolution of disputes through ability

to retrieve a comprehensive audit trail for project processes and communications

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Visibility of performance motivates team

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Quantifiable Benefits

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Reduced work process cycle times

– Elimination of lag times during hand-offs – Ability to find information instantly.

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Improved productivity results from:

– Less time spent looking for information – Less time wasted working with obsolete

versions

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Reduced paper-handling costs

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Reduced administrative costs result from:

– Automated processes

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CTA Success

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In less than 2 years one project team:

– Processed 255% as many RFIs per person per

day in 27% less time than a baseline project

– Completed 2888 RFIs in an average of 8 days – Closed 2367 Submittal versions in an average

of 15 days (21 days required by contract)

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ISO 9001-2000 Registration for CTA Quality

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Benefits Are Eroded If

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People bypass the system

– No one can be sure status information is correct – No one can be sure documents are up-to-date – Audit trails within the system are useless.

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Paper cannot be eliminated from the

process

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WBPM system is used as an additional

system or step, rather than as a replacement for the old process

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Keys to Reaping Benefits

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Universal adoption of the system

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Elimination of requirements to use paper

documents

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Electronic approvals are substituted for wet

signatures and stamps

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Needed for Success

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Owner creates and enforces contract

provisions requiring use of the WBPM system by contractors and consultants

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Software handles all conditions of the work

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The Real Trick

The greater the buy-in, the less the need for policing and enforcement.

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Achieving Buy-in

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Include stakeholders in requirements

definition

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Assure benefits to outside stakeholders as

well as internal users

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Train to create confidence in the system

and in the users’ ability to use the system to get their work done

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Implementation Steps

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Identify and standardize work processes

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Setup software

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Involve users

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Write work instructions

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Train

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Support

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Map Software Functionality to

Procedures

Example: RFI Process

Move Subcontractor Up loa d PNet \Subcontractor Attachments folder

Create RFI. Route to CM for Resolution. May move Subcontractor attachments and Attach to Issue Comments. A tta ch GC GC CM No Comment on Private Issue. GC CM Forward DoR Resolve DoR

Review and Reply to RFI. May upload

and Attach supporting document(s).

Review

Review and Reply to RFI. May upload

and Attach supporting document(s).

Forward

Reply to RFI indicating resolution. Set "Closed" status. May upload and

Attach supporting document(s). Close Issue. GC Arch. Civil MEP Struct. Other

Create RFI? Resolve or Forward? Review or Forward? PNet \Team Attachments folder Yes Create Private Internal Clarrification Request Issue. Assign Ownership and Responsibility to GC. May upload and attach document(s).

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Mockup: CM Views DoR Response

audit trail

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Training Program Development

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Divide training into separate classes based on

project role

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Use work instructions as basis for curriculum

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Develop hands-on exercises based on work

instructions

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Don’t expect everyone to absorb it all the first

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Support

• ASP provides telephone and e-mail support to all

team members

– Critical messages trigger immediate notification of ASP support staff who are on call 24/7

• Web team provides e-mail, telephone and on-site

support to all team members

• Each company with CTA contract designates a single

point of contact for ProjectNet support issues (ProjectNet Coordinator)

– Provides first-tier ProjectNet support to users in their company and to their subconsultants or subcontractors

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Continuous Improvement

• Metrics

– Baseline performance – Compare results

• Training class evaluations

• User feedback meetings

– Attended by managers and end users

– Led to product functionality enhancements – Led to work process enhancements

• Lessons Learned

– Surveys – Workshops

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Reducing Support Costs

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Web-based class registration system

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User database

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User Database

• Records user information

– Company and contact information – Project assignments and roles – Training requirements

– User notes

• Automatic e-mail invitations for training classes

– Includes hyperlink to Online Registration Center – Records date invitations are sent

• Records training completion

– Date, time and classes

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Computer-Based Introduction Training

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Benefits for users

– Self-paced

– Portable – not tied to the Internet – Users can train off-site

– Readily available

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Benefits for Web team

– Replaces hands-on introduction class

– Large number of users can be trained at once – Users can train off-site

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What if you don’t have a $2 billion

capital program?

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Collaboration Software Types

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Document production and review

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Document / file management

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Document Production and Review

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Word (Microsoft)

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Acrobat (Adobe)

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Document / File Management

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Project Center (Newforma)

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ProjectWise (Bentley)

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Workflow Management

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SharePoint (Microsoft)

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Citadon ProjectNet (CTSpace)

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Proliance (Meridian)

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Learning Objectives

1. Distinguish which tools are suited for internal vs. external collaboration

2. Grasp the perspective required for successful cross-organizational systems

3. Understand the steps required for a complete and successful system implementation

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Evaluation

Speakers

1. Kristine K. Fallon, FAIA 2. Michael D. Goff

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Contact Information

Kristine Fallon Associates, Inc. 30 East Adams Street

Suite 1040

Chicago, IL 60603 312-641-9339