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1. Existing processes and business environment

Business environment U.S census on the Construction Industry

Contract type.

Existing processes Existing process

Current Used Technologies

Process mode

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Business Environment

1997 Economic Census (US census Bureau)

IndustryTotal number of

employees

Value of constructionwork

(US $1,000)

Value added

(US $1,000)

Construction 5,664,853 845,543,552 383,845,728

Building,developing, &

general contracting1,342,953 381,641,600 120,322,720

Heavy construction 880,400 127,841,600 68,775,976

Special tradecontractors

3,441,500 336,060,352 194,747,056

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The construction industry is very unique because1. It has many characteristics common to both

manufacturing and service industries.

2. It is fragmented and sometimes divisive.

3. It is very custom-oriented.4. It is incentive-oriented.

As a result

The construction industry highly depends onpersonnel rather than technologies.

Technologies play the role to support makingdecisions during industrys whole phases.

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Construction Management has emerged as a strongalternative to traditional construction contractingprocedures.

Construction manager represent owners profits in

the current construction industry that is getting morecomplicated and specialized.

Construction management treats the project planning,design, and construction phases as integrated tasks.

So, construction managers great role is tounderstand each specialized areas and to makediverse information into optimized information whilereducing resources and making more benefits.

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CM Agent

1%

CM at risk

30%

Design-build4%

Competitive

sealed

proposals

46%

Design-bid-build

19%

Example : Market share of CM type contracts.

Texas K-12 and public higher education projects

(source: Effects of State Legislation on Contracting Methods of PublicSchools and Universities)

Directly orindirectly,

constructionmanagementplays a big rolein 81% ofprojects.

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Relationships of project teams at CM at Risk

Owner

Designer

ConstructionManager

Owner

Designer

Contractual: Functional:

(Source:

IndependentContractors

ConstructionManager

IndependentContractors

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Existing Processes

Existing Working Processes

Planning Process

Constructability,

Procurability, Commissioning,

Operability, Maintainability,

Health, Sustainability

Analyses during Planning and

Design

Design ProcessPreliminary Studies Plans and Specifications

Construction Process

Evaluation of ProjectConstruction Performance

Plans and Specifications

Operations & Maintenance Process

Evaluation of Facility OperationPerformance

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Existing Processes

Current Used Technologies

Planning PhaseOwner Team

1. Assessment &

Objectives Setting2. Preliminary, planning &

Funding

3. Project DefinitionPackage

Design PhaseDesign Team

(Engineers/Architects)

1. Conceptual /

Schematic Design2. Design Development

3. Contract Documents

Construction PhaseConstruction Team(Construction Managers /General

Contractors/Subcontractors)

1. Bid or Negotiate, &

Award2. Construction Planning

3. Execution

4. Start-up

Operation PhaseOperations Team

(Users/Operators)

1. Operation/Manageme

nt / Maintenance2. End of Service Life

Decision

For Drafting & Rendering

AutoCAD, ArchiCAD

3D-Studio, FormZ

For Planning

Primavera Project Planning,MS Project

For Estimating

Dodge, MS Excel

For ContractingPrimavera Expedition

Technologies

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Existing Processes

Project Documentation Problems

(Source: CIFE Summer Program)

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Existing Processes


Current Process-Issues / Problems

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Existing Processes

Current Technologies and Processes Problems

Lack of understanding

Danger not to reflect owners intend.

Inefficient work due to misunderstanding aboutprojects.

Not integrated data between each applications

Rework to interpret.

Problems caused by misunderstanding differentareas works.

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Conditions of new information technologies

Available and suitable technologies

Process model

Advantages

Assessment of the technologies

Benefit

Obstacle

2. Available and suitable information technologies

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Conditions of new alternative technologies

1. They can be easily understood without specialtraining.

Owner needs to know whats going on.

2. They are also easily understood by computer. The information has to be understood by both people

and computer.

3. They must integrate each areas tasks.We need the tool that can reduce meaningless works

like counting numbers or copying data.

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Available and suitable information technologies

1. 4D CAD System 4D CAD system is for integrating the information

within the design and construction phases.

4D CAD is now been developing to1. manage and minimize risk throughout all

stages of a construction project

2. effectively communicate the design, schedule,

and other project data3. rapidly explore design and construction

alternatives(By Martin Fischer, Kathleen McKinney Liston)

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Applications based on 4D CAD The prototype of 4D CAD developed by 4D CAD

research team of Stanford University.

ProVis developed by VIRCON

Revit developed by AutoDesk

2. Information networking - VERA

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Process Model of 4D-CAD Models

AutoCAD

dwg files

.P3

file

Start with

Primavera

AutoCAD

dxf

.pm

Multigen

Alias

Wavefront

.EGG

Egg-

VRML

translator

.wrl

file

VRML 4D

-Appli.

.VFD

Cave

VRML 4D

-Applet

Ended with:

Prototype developed to importVRML files and schedulecontent and provide basic 4Dfunctionality in an on-lineenvironment

Internal translatorwas updated forinput into Java/4Dapplication

Application waswritten to importVFD format intoCAVE to generaterelationshipsbetween 3Dcomponents andactivities

Hierarchical 3D file format

Commercial tool

Prototype 4D tools


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System Architecture of 4D-CAD (Pro Vis)

RDBMS(SQL)

Information Structure(Uniclass)

MS Project

ODBC

User Interface

VBA

SpreadsheetsCosting Models

Virtual Reality

AutoCAD

VBA

4D Simulator(ProVis)

VBA

VBA: Visual Basic for Applications

ODBC: Open Database Connectivity

RDBMS: Relational DatabaseManagement System

VBA: Visual Basic for Applications

VBA: Visual Basic for Applications(Source: VIRCON)

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Advantages of 4D-CAD1. To reduce time and cost from design to

construction phases.

2. To help communications and understanding

between each teams.3. To improve the productivities and to reduce

meaningless works.

As a result Owners can expect to save the cost and to get

higher value.

Each teams can expect to earn more money by

improving their productivities.

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Assessment of the Technologies

Benefits for owners To save the cost and time

Better quality of a final product

Better understanding about the project

Benefits for design teams

To reduce planning time and cost

To communicate with each teams easily

To prevent errors and mistakes

To reduce rework

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Assessment of the Technologies

Benefits for construction manager teams To reduce the time and cost

To build database easily

To increase productivity

To reduce wasted materials To expect constructability

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Screenshot of InVIznOne

4D model of The Helsinki University of Technology

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Screenshots of ProVis (1)

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Screenshots of ProVis (2)

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3. A framework target plan

The characters of the cases which adopted 4D-CAD

The cases implemented by 4D-CAD

A long term IT adoption goals

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4D-CAD Cases (1)Project Facility type Phase Contract Value

Disneys California

Adventure-Paradise PierAmusement Facility Project planning, Bid -

Paradise Pier-Seafood

Restaurant

Restaurant Construction

Administration

-

Paradise Pier HotelFaade Renovation

Hotel Renovation Planning, Construction -

Disney Concert Hall Concert Hall Construction $200 Million

Hospital Hospital Construction $400 Million

Lab/Office Facility Lab/Office Pre-Construction $100 Million

Office Complex Complex Bid $259 Million

Bay Street Project Theatre Planning, Construction -

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4D-CAD Cases (2)Project Facility type Phase Contract Value

Sequus PharmaceuticalsPilot Plant

Multi-Purpose Planning, Construction -

School of Health,

University of Teeside

Educational

Institute University

Planning, Construction -

Westmorland PrimarySchool, Stockport

Educational Institute-High School

Planning, Construction -

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Post-Construction AnalysisRountree Plumbing Paragon Mechanical Rosendin ElectricProcess Piping/HVAC Wet HVAC Dry Electrical

Contract Value $2,018,937 $1,071,237 $488,414

Increased DesignCosts

30% 20-30% 20-30%

Number of ChangeOrders 6 1 3

Reason for ChangeOrders

4-Owner Requested

1-Value Engineering

1-Unforeseen Condition

1-Owner Requested 3-Owner Requested

Percentage of TotalCost

-1.0028% 0.9958% 0.9746%

Productivity Significantly increased Much more Productive No DifferenceRework Dramatically reduced Minimal No Difference

Profitability Same Same Less

Expects greater return withincreased use

Expects greater returnwith increased use

Increased design timewith less benefit fromcoordination

(Source: Martin Fischer, CIFE)

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Based on the cases, 4D-CAD makes more valuesfrom the projects on following conditions.

The projects have

Many stakeholders and players. Complicate functions.

Large scales.

and

Need much more information.

Adopt new technologies.

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The project of the mine facilities in Chile (1) Case study description

A huge new copper concentrator facility to bebuilt some 10 kilometers from the existing

facilities It required

A 9.6 kilometer overland conveyor

An 164-kilometer pipeline to carry copper

concentrate Living and recreation facilities for the

approximately 7,500 workers on site

The covered building to hold some 400,000

metric tons of ore

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The project of the mine facilities in Chile (2) Case Description (2)

It also required

A system of conveyor belt hoppers and

chutes the rock and deliver it to an 11.6-meter-in-diameter, 26,000-HP semi-autogenous grinding mill, three 18,000-HPball mills, and a set of 110 flotation cells.

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The project of the mine facilities in Chile (3)

The Model of the Case Study Project

Th i l d b 4D CAD

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The project of the mine facilities in Chile (4) Benefits

Reduction of 10% in cost

Reduction in schedule, from 18 to 16 months

Improved design reflected in a reduction inerrors during construction

Reductions in uncertainty and risk reflected in90% of fulfillment of the construction schedule

(Source: 4D-PS: Putting IT new work process into effect)

Th i l t d b 4D CAD

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The Bay Street Project Case, Emeryville, CA (1) Activities

Start was 2D data and schedule with more than200 activities for a office complex more than

1,000,000 SF. 252 hours of InVizOne 3D modeling services.

200 hours of InVizOne 4D modeling services.

Benefits Discovered opportunity to save $3 million in

reduced cost for unexcavated courtyards

Discovered opportunities to save $5 million in

reduced cost overall

Th i l t d b 4D CAD

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The Bay Street Project Case, Emeryville, CA (2)

The Models of the Case Study Project

Th i l t d b 4D CAD

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As a result of the smooth communication and clearunderstanding between each player

$2,000,000

$1,800,000

$1,600,000

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000

Total Unplanned Change by Individual Facilities ($000)

ValueofAvoidableChange

(Source: Building Better by Building Virtually First)

A l t IT d ti l

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A long term IT adoption goal

The impacts of 4D-CAD (1)

Schematic

DesignProgrammingDesign Develop/

Construction Document

Construction Ope

ration

The Sequent Phases of the Project

A l t IT d ti l

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A long term IT adoption goal

The impacts of 4D-CAD (2)

Owner

Designer4D-CAD Model

&

Libraries

ConstructionManager

Subcontractor

Subcontractor

Subcontractor

Subcontractor

Contracting

Flow of Information

4 A th t d t f hi i th l

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4. Assess the expected costs of achieving the plan

The major expected costs at the industry aspect

Collaboration between the players in the industry

Data exchange

The minor expected costs at the firm aspect The investment on equipments

The internal investment on the infrastructure

Potential risks

The implementation of adopting a new technology

Th j t d t t th i d t t

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Collaboration between each firms

The hesitance to open own information

E.g. drawings of a new high-tech elevator

The avoidance the rework due to feedback E.g. reworks to change finished plans due to

the problems of other teams

The responsibility problems E.g. whose responsibility about the costs due to

the changing plans

The major e pected costs at the ind str aspect

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The necessity to adjust the existing contractconditions

As the concept of the construction is changing,the contract conditions have to be modified.


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Data exchange

The standardization problem

Data supporting system

Internal supporting system e.g. AutoCADs libraries, Adobe

Photoshops plug-in applications concept

External supporting system

Web HubASP solutions

The minor expected costs at the firm aspect

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The minor expected costs at the firm aspect

The investment on equipments

New hardware and software

Employees training

The internal investment on the infrastructure Organizational restructure

Supporting system for new solutions

The enough infrastructure to maximize the

benefits of 4D-CAD

Potential risks

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Potential risks

The whole implementation of 4D-CAD

The lag time problem

The resistance of peoples to the new technology

The hidden costs

5 Analysis of the readiness of the CPM sector

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5. Analysis of the readiness of the CPM sector

The currently readiness of the implementation

The current commercial applications

The current rate of the automation

The impacts of the 4D-CAD The impacts in a short term

The impacts in a long term


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The current commercial applications

Each sub-sectors have own applications

The familiarness to the computer based works

The fast rate of networking development

The lack of linkage between each sub-setors

The current rate of the automation

The most segments are already automated or

being automated. The lack of linkage between planning and

manufacturing

The impacts of the 4D CAD

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The impacts of the 4D-CAD

The impacts in a short term

The limited implementation due to not fullyintegrated data

A lot of modification manually due to lack ofaccurate logic to replace decision makings

The impacts in a long term

The fully integration through planners,

constructers and manufacturers To provide better quality controls

To maximize the value of projects

6 A detailed plan for the next incremental step

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6. A detailed plan for the next incremental step

The further IT adoptions goals of 4D-CAD

Plan

Design

Procurement

Finance Construction

The further IT adoptions goals of 4D CAD

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The further IT adoption s goals of 4D-CAD

Plan

The value analysis of the project

The examination of the project executions

Design To provide whole information include product

codes, specifications and etc

Procurement To integrate local dealers who provide

construction materials

To order materials as the needs of the

construction lead time

The further IT adoptions goals of 4D CAD

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The further IT adoption s goals of 4D-CAD

Finance

To reflect constructors finance status include loan

cost, procurement cost and etc

Construction To improve quality controls

To enhance construction productivity

E.g. Mobile computing on construction site,

quality control by image processing

References

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References

1. US census Bureau

(http://www.census.gov/epcd/www/97EC23.HTM)2. Donald S. Barrie and Boyd C. Paulson, Professional

Construction Management - 3rd Edition, McGraw Hill, 1992

3. K. Everette Sylvester, Effects of State Legislation onContracting Methods of Public Schools and Universities,

Forum on Construction Project Delivery for Texas Public Work,January 31, 2001

4. Construction Management Associations of America(http://www.cmaanet.org )

5. 4D CAD Research(http://www.stanford.edu/group/4D/index.shtml)

6. CIFE Summer Program (http://www.stanford.edu/group/CIFE )

7. 3D/4D Workshops (http://www.stanford.edu/group/4D/4d-workshop-main.htm )

8. Construction Research Agenda Workshop( http://www/ce/berkeley.edy/~tommelein/CEMworkshop.htm )

References
http://www.census.gov/epcd/www/97EC23.HTMhttp://www.cmaanet.org/http://www.stanford.edu/group/4D/index.shtmlhttp://www.stanford.edu/group/CIFEhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www/ce/berkeley.edy/~tommelein/CEMworkshop.htmhttp://www/ce/berkeley.edy/~tommelein/CEMworkshop.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/4D/4d-workshop-main.htmhttp://www.stanford.edu/group/CIFEhttp://www.stanford.edu/group/4D/index.shtmlhttp://www.cmaanet.org/http://www.census.gov/epcd/www/97EC23.HTM

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References

9. VIRCON ( http://www.bartlett.ucl.ac.uk/vircon/ )

10. K. Everette Sylvester, Effects of State Legislation onContracting Methods of Public Schools and Universities,Forum on Construction Project Delivery for Texas Public Work,January 31, 2001

11. Robert A. Rodgers, A 4D-CAD implementation UtilizingJSPACE Schedule Simulator, Virginia Tech

12. Martin Fischer, 4D CAD: Learning from your virtualmistakes, Stanford University

13. Mark J. Clayton, Paul Teicholz, Martin Fischer, & John Kunz,Virtual components consisting of form, function andbehavior, Automation in Construction 8, 1999, pp. 351-367.

14. Gijsbertus T. Luiten, Frits P. Tolman and Martin A. Fischer,Project-modeling in AEC to integrate design andconstruction, Computers in Industry 35, 1998, pp. 13-29.

References
http://www.bartlett.ucl.ac.uk/vircon/http://www.bartlett.ucl.ac.uk/vircon/

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References

14. Paul Teicholz, Vision of Future Practice, White paper on AEC

Practice and Research Issues for the Future.

15. Peter Barrett, Construction management pull for 4D CAD,University of Salford.

16. Leonardo Rischmoller, 4D-PS: Putting an IT new workprocess into effect, Bechtel Group, Inc., June 12, 2002

17. Martin Fischer, Building better by building virtually first,Stanford University

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