28
Steve Trevenar Head of Business & Strategy Presentation to BIM-MEP AUS Construction Innovation 2013 Forum Thursday, 25 July 2013
Steve Trevenar Head of Business & Strategy
Presentation to BIM-MEP AUS Construction Innovation 2013 Forum
Thursday, 25 July 2013
Contents
1. Lend Lease Introduction
2. What are we seeing?
3. The Design Development Process
4. The Impact of Procurement
5. What are we learning
An Introduction to
Lend Lease
Our Vision
4
Our number one priority is to be
Incident & Injury Free
5
Lend Lease Global Footprint
Lend Lease PM&C Worldwide
18,000 employees
Regional Headquarters in Sydney, Singapore, New York & London
Australia
11,700 people
Asia
1,736 people
EMEA
2,700 people Americas
1,800 people
Lend Lease Business Structure
7
Chief Executive Officer and Managing Director
Australia Asia EMEA Americas
Investment Management – Asset & Property
Infrastructure Development Infrastructure Infrastructure
Development
Development – including Commercial & Mixed Use, Communities, Retirement Living and Apartments
Abigroup Infrastructure
Services Baulderstone
Con
stru
ctio
n
Bus
ines
s
Project Management & Construction
Lend Lease Project Management & Construction (LLPMC) – Australia
Australia’s largest Project Management, Design and Construction provider
Annual turnover around $3-4 billion AUD, 1,500 direct employees
Sector focussed - Strategic Business Units (SBU)
Regionally delivery teams – Regional Business Units (RBU)
Multi disciplinary design unit – Lend Lease design (LLd)
140 employees
Architectural and engineering disciplines
Sustainable solutions
3D visualisation and BIM
8
Health and Scientific Research Commercial
Water Infrastructure Residential
Multisite Retail
Telco Workplace
What are we seeing?
10
• Are increasingly asking for BIM deliverables
• Often blown away by 3D documentation
• Are now asking for BIM from their contractors
• But their BIM protocols and objectives are often poorly defined
Clients
• Are almost all designing in 3D with varying approaches to information mgmt
• Are starting to see savings generated internally from their 3D processes
• Are in many cases waiting for guidance with respect to model structuring to open the door for further opportunities
Consultants
• Are increasingly able to manage design in the 3D space
• Are still hampered by limited access to models in procurement
• Are being asked to take models and use to innovate
• Are receiving models of inconsistent structure and quality resulting in limited opportunity innovation or for pass through savings
Contractors
• Are not seeing the full drafting savings as expected
• Are often redrafting or completing LOD 300 models before moving forward
• Having difficulty in introducing innovation late in the design process
• But are still excited by the opportunity because when it works it can be great
Subcontractors
Across the board
11
• Clients are getting 3D models that look fancy and think its a success
• Consultants are not receiving clear structural guidance, and as a result savings are often limited to within practice
• Many models are not constructed how a delivery team requires them for procurement or construction
• Subcontractors are re-documenting for their benefit
• Broad down stream process savings are not realised
BIM Like
• Some design teams are coming together producing robust 3D models
• Contractors are using for planning and site installation and management benefits
• Subcontractors are finding a reduction in their drafting need and are unlocking delivery solutions where possible
• Contractors are not involved in developing the model therefore procurement and game changing fabrication opportunities are often lost
BIM Enabled
• An integrated Design and Construction team are planning the project and structuring the 3D model
• Consultants are happy to be getting clear direction
• Contractors are able to design the building for the best fitting procurement and delivery solution
• Subcontractors are happy for a smooth transfer from design to fabrication
• Everyone is unlocking their full delivery potential
BIM Planned
Levels of BIM sophistication
The
Design Development
Process
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Des
ign
Eff
ort
/ E
ffec
t
Traditional
Design Workload
Schematic
Design
The Traditional DD Process
Des
ign
Eff
ort
/ E
ffec
t
Traditional
Design Workload
Key Milestones
1 2 3
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
Need
Investigation
Business
Case & Funding Procurement Commitment
Des
ign
Eff
ort
/ E
ffec
t
Ability to impact
outcome
Traditional
Design Workload Cost of change
The Opportunity to add Value
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
1 2 3
Need
Investigation
Business
Case & Funding Procurement Commitment
Des
ign
Eff
ort
/ E
ffec
t
Traditional
Design Workload
The Traditional Approach
Traditional
VE Application
Ability to impact
outcome Cost of change
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
1 2 3
Need
Investigation
Business
Case & Funding Procurement Commitment
Des
ign
Eff
ort
/ E
ffec
t
BIM
Design Workload
Traditional
Design Workload
Where are we going (BIM)
Predesign
Concept
Design Design
Development
Tender/ Construction
Documentation Administration Schematic
Design
1 2 3
Need
Investigation
Business
Case & Funding Procurement Commitment
The Impact of Procurement
19
Construction Management
Construct Only (incl Design Completion)
2 Stage
Managing Contractor
Design & Construct (incl PPP)
Procurement Review
20
CM Procurement
Contractor Site Contribution
Client Lead
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
Des
ign
Eff
ort
/ E
ffec
t Construction Management
•Design is often fully documented before the Construction team are appointed
•Project teams are making calls as best they can on model structure
•Typically we are seeing only BIM Like application and very design focussed
•Savings may come out in the trade costs through site co-ordination improvements
Construction Management
21
D&C Procurement
Contractor Lead
Client Lead
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
Des
ign
Eff
ort
/ E
ffec
t Design Completion & Construct (Dc&C)
• Design is often near fully documented before the Construction team are appointed
• Project teams are making calls as best they can on model structure
• At best we are seeing BIM Enabled solutions but usually only BIM Like
• Price risk is often taken before a model is issued or understood and as such savings are either punted at risk, not offered due to uncertainty or a nice surprise due to naivety
Design Completion &
Construct
22
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
Des
ign
Eff
ort
/ E
ffec
t
MC Procurement Contractor
Lead
Client Lead
GMP
Contractor Contribution
2 Stage Managing Contractor
• Consultant agreements are often already made setting the BIM agenda
• Design is often well progressed with major chassis and planning decisions made
• Results often see BIM Like solutions with some BIM Enabled delivered by BIM informed Clients
• With access to a model in pricing an educated contractor can offer savings in a GMP
• With ability to influence the same model from the outset further savings are potentially available
2 Stage Managing Contractor
23
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
Des
ign
Eff
ort
/ E
ffec
t
D&C Procurement
Contractor Lead
Client Lead
Design & Construct
• The integrated team can set the BIM agenda
• Consultants can be contracted accordingly
• A sophisticated Contractor, together with their trade partners, has the ability to design for procurement and delivery from the outset (likewise operation if available)
• All forces can align to drive innovation and opportunity into the solution from the outset
Design & Construct
Des
ign
Eff
ort
/ E
ffec
t
Traditional
Design Workload
The Procurement Options
Traditional
VE Application
Ability to impact
outcome Cost of change
Predesign Concept
Design
Design
Development Tender/ Construction
Documentation Administration
Schematic
Design
4 3 2
D&C MC Dc&C
1
CM
Des
ign
Eff
ort
/ E
ffec
t
BIM
Design Workload
Traditional
Design Workload
How BIM Impacts your Decision
Predesign
Concept
Design Design
Development
Tender/ Construction
Documentation Administration Schematic
Design
4 3 2
D&C MC Dc&C
1
CM
What are we Learning?
27
• BIM is bringing many project decisions forward of the traditional design pathway
• Traditional procurement is putting some limitations on BIM
• We need to explore better ways to allow teams to work together while preserving the Client’s control and ensuring fair pricing
Procurement
• There are 3D models and there are 3D models, most aren’t the same
• Model standards are rising, but we have a way to go
• BIM MEP AUS are making good ground
• Our current focus is on providing a simpler transfer of the design model into fabrication
Models
• Clients, Users and Contractors need to set clear objectives
• Set the rules - right people, right skills, right time
• Contract appropriately and set clear deliverables
• Do it together
Plan for 3D Success
• Innovation for me is not the same as innovation for our Clients
• Design decisions can reduce your options if they are made without first knowing your delivery methodology
• Early decisions are required to unlock the potential of BIM, eg. Pre-fab
Innovation
Observations
Thank You
