BIM to VDC to IDD (2) PDF

Real Estate Developers’ Association of Singapore From BIM to VDC to IDD. Are we there yet?  ICE BREAKER What is BIM to you? Different Perspectives of BIM Government Increase industry-wide productivity Developers Information to support and manage the entire buil...

Real Estate Developers’ Association of Singapore From BIM to VDC to IDD. Are we there yet?  ICE BREAKER What is BIM to you? Different Perspectives of BIM Government Increase industry-wide productivity Developers Information to support and manage the entire building lifecycle requirements Architects An authoring tool to create digital mockup Contractors Planning software that integrate procurement, constructability, finance and safety analysis Project Mgrs A work flow management system that support business processes Facility Mgrs Digital assets IT Managers Object-based 3D software Copyright © 2016. All Rights Reserved. Property of Real Estate Developers Association of Singapore (REDAS) 3 Literature Review Initial finding What is missing: Representation : Building Information Model No focus on collaboration of owner A model that contains information of a building and key designers and builders A structured dataset that describes a building throughout the project Process : Building Information Modelling No focus on Change Management A process of creating a building information model through shared risk/reward, including financial gain at risk that is A process of generating and capturing building dependent upon project outcomes information during its life cycle. No focus on risk Management by System : Building Information Management owner, key designers and builders Missi A management system that facilitate multi-disciplinary coordination, and integrate 3D design, analysis, cost ng? No focus on multi-party agreement or equal interlocking agreements estimating, and construction scheduling. No focus on liability and reward among owner and key designers and builders 4  In a Nutshell…. Architects Contractors Developers Project Managers FM Managers 5 3D adoption before BIM was popular Previous efforts before BIM In the 80s, automotive industry already started with 3D design to manufacturing. In the 90s, the aerospace started to embrace too. In 1995, National Computer Board (NCB) created a Construction Cluster Dept to implement CoreNet which is part of IT2000 Masterplan to computerize the construction industry. In 2000, CXhub, Pan-Asia's first industry-led on-line construction exchange was launched. Led by UniG Pte Ltd whose major shareholders include City Developments Limited (CDL), Far East Organization (FEO) and many more listed companies. In late 2000, Singapore Institute of Architects (SIA) started an effort to push for digital design initiative to computerize the building design approach. Characteristics of Built-environment (Late 2000) Fragmentation of industry. Silo-based mentality Trust is an issue. Lack collaborative spirit. Pressure to deliver project schedule and profit Low productivity due to labor intensive operations Few major players dominating the market. Many SMEs. 2D mindset. Lack of BIM knowledge and know how to implement BIM direction not aligned to business vision & mission Unable to demonstrate/quantify benefits of BIM investment Lack top management buy-in, support and leadership Unwilling to invest and inadequate resources Lack of industry standards and successful case studies Copyright © 2016. All Rights Reserved. Property of Real Estate Developers Association of Singapore (REDAS) Introduction of BIM in Singapore in 2010 The 1st BIM Roadmap by BCA The 1st BIM Roadmap focused on achieving widespread BIM adoption by 2015 Lack of demand for BIM Public sector taking the lead Challenges Strategies Entrenched in the current 2D Promoting success stories drafting practices Lack of ready pool of skilled Building BIM capability & BIM manpower capacity Additional resources needed Incentivising BIM adopters to build up BIN expertise Source : BCA publication 9 Benefits from adopting BIM Standardization to streamline information and workflow to all relevant parties in the building industry. Improved visualization at every phase of the project Increased coordination of construction documents by different project partners Improved productivity due to easy retrieval and maintenance of project information. Ultimately, to reduced project cost Faster and more accurate cost estimation during tendering period Improved speed of delivery BIM for regulatory requirements Building Control (Buildability and Productivity) Regulations The Buildability legislation was implemented in 2001 to raise productivity in the built environment sector and reduce its reliance on construction workers. Projects with a Gross Floor Area (GFA) of 5,000 m2 and above are required to comply with a minimum Buildable Design Score. In addition to designers delivering more buildable designs upstream, builders must also play their part in adopting more labour-saving construction methods/technologies downstream. As such, projects with GFA of 5,000m2 and above are also required to meet a minimum Constructability Score. Requirements for Buildable Design Score Requirements for Constructability Score Source : BCA publication Building Control (Buildability and Productivity) Regulations Enhancements to the Buildability Framework In Dec 2019, BCA raised the minimum Buildable Design Scores (B-scores) and introduced outcome-based options for larger residential (non-landed) projects with GFA of at least 25,000m2. Following this, larger residential (non-landed) projects are required to adopt suitable Design for Manufacturing and Assembly (DfMA) technologies. Together with other levers, such as public sector taking the lead to adopt DfMA technologies in their projects and requiring the adoption of productive technologies such as Prefabricated Bathroom Units (PBU) and Prefabricated Prefinished Volumetric Construction (PPVC) for selected sites under the Government Land Sales (GLS) Programme, the industry has progressively built up capacity and capability in DfMA. Source : BCA publication What is DfMA? Design for Manufacturing and Assembly (DfMA) A method of construction which involves construction being designed for manufacturing off-site in a controlled environment, before being assembled on-site. DfMA comprises a continuum of various technologies and methodologies that promote offsite fabrication from prefabricated components to fully integrated assemblies across the structural, architectural and MEP disciplines. Key benefits of DfMA include: Shorter construction period– Most of the construction is done off-site, reducing the construction time and the amount of manpower required on-site Improved workmanship– Due to stringent quality control in prefabrication factories Reduction in dis-amenities– As lesser construction work is carried out on-site, it causes less disruption to the community Source : BCA publication DfMA in action Source : BCA publication Big picture – From a government perspective Not just to meet mandatory submission requested by BCA Potential can be a game changer for the industry Can improve the productivity of the building and construction industry by streamlining the entire value chain A paradigm shift in design, construction and maintenance for the building industry Progress in the initial years Key Achievements 102 GPE Projects adopted BIM u t 115 projects met mandatory BIM e-submission. b requirements e … i v Singapore BIM Guide and 6 Essential Guides s s $17 million committed to 650 firms with average of e p r 21.5% efficiency gain Im 7000 professional trained 2000 students trained before graduation 19 Source : BCA publication Initial assessment Gap Analysis Disciplines State of BIM adoption Lack of BIM collaboration Developers Detached from BIM process Lack of know-how to drive BIM process Consultants Focus too much on e-submission Lack of time to perform design coordination Main Contractors Lack of quality model from consultants Not maximizing full potential of BIM to resolve issues with consultants and sub- contractors Specialist Sub- Lack of BIM skills Contractors Facility Manager Lack of BIM usage for Facilities Management 20 Source : BCA publication Current Concerns and Issues Faced by the Industry No clear leadership in driving collaborative BIM. Who should be taking the lead… How to justify the BIM is to meet ROI for adopting government Collaborative BIM A lot of duplicating requirements – e- work. Not very submission productivity in adopting BIM. Why is BIM not use What collaboration? Not correctly to benefit enough time – current the industry? process does not facilitate BIM effectively. How can I trust the 3D drawing given by After submitting the the Architect, I better 3D model to BCA, it is redraw to reduce the back to the 2D risk since I need to How to change the drawings, why are we build it. Can BIM be used way design and doing extra work? to improve safety construction is being in construction? done so that BIM can be better utilized “Lonely” BIM syndrome To meet the BCA mandatory requirements to electronically submit BIM drawings BCA Submission Architects Projects Engineers Projects Contractors Users Collaboration Collaboration Developers DEVELOPER Architect/Engineer/Contractor Developers are not involved No integration and sharing directly in the process Each submit based on its area of work Developers find no real benefit No real collaboration (private project) in adopting BIM A lot of duplication and rework Perceived to be a productivity No real productivity saving. No real benefit tools used by Architects Complicated by different software version BIM Maturity Typical BIM Maturity Model (Compliance Milestones) What is missing: No focus on collaboration of owner and key designers and builders throughout the project No focus on Change Management through shared risk/reward, including financial gain at risk that is dependent upon project outcomes No focus on risk Management by owner, key designers and builders No focus on multi-party agreement or equal interlocking agreements No focus on liability and reward among owner and key designers and builders Knowledge gaps in implementing BIM Lack of alignment among many specialized trades working with different objectives. Lack of understanding of establishing a common data environment (CDE) to promote effective communication and sharing. Fragmented operations progressing with different pace Current workflow does not support digitalization. Lack of awareness of benefits of digitalization. Lack of BIM collaboration resulted in a lonely BIM Syndrome 25 Real Estate Developers’ Association of Singapore Virtual Design and Construction (VDC) The need for Industry Transformation “Transforming the industry requires change across the whole construction eco-system: From ensuring that developers and architects create designs that allow for more efficient downstream construction operations to ensuring adequate supply of prefabricated components to allocating land near the site for storage needs during the construction stage.” http://www.straitstimes.com/sites/straitstimes.com/files/20130731/TSZB3731e.jpg Source: 2014 Budget speech by DPM Tharman  ICE BREAKER What is VDC to you? IPE - International Panel of Experts 2nd Singapore BIM Roadmap (2015-2020)) Building BIM capability of BIM for FM & Smart specialist contractors Building B E Main Specialist Facility Developers Consultants Contractors Contractors Managers A Drive BIM collaboration throughout value chain C New training programmes at all levels D BIM for Design for Manufacturing & Assembly (DfMA) F Research & Development Source : BCA publication 30 Background Focus on Virtual Design & Construction Based on International Panel of Experts (IPE) recommendation for accelerating the process of Transformation Drive BIM collaboration A throughout value chain Drive the adoption Building BIM capability of B of Virtual Design specialist contractors and Construction New training programmes at (VDC) C all levels Source : BCA publication 31 What is VDC? Virtual Design and Construction or VDC is the management of BIM models as well as people and processing order to achieve explicit project or organizational goals and to improve performance. Source : BCA publication Source : BCA publication IPE Proposed Recommendations Source : BCA publication LEAN Principle? Literature Review Review of process management (workflow) Explore proven theories in other industries 1 to overcome limitations in construction industry Two Example, lean manufacturing research concept in the manufacturing sector focus areas 2 Explore new value creation model Example, value chain, value shop and value network 36  Both produce units Both have processes repetitive in nature involving many disciplines and trading partners Both convert raw materials into Both follow same 4- finished goods phase approach: Why evaluation, design, manufacturing production and ? maintenance 37 Five Lean Manufacturing elements to improve the work flow for construction industry Pull System Schedule right number of materials and assign correct number of resources to do the work Time (when to order) Kanban Source of material (where to order from) System Delivery (where to deliver to) Work Cells System Arrange production operations in a cell Vs traditional straight assembly line Visual Equivalent to “build twice” function within VDC concept where virtual Controls walkthrough is done before actual construction begins Concurrent Utilise cross-functional teams to develop and bring new products to market. Engineering Similar to Integrated Concurrent Engineering (ICE) sessions 38 Oliver Wight “Class A” Methodology To understand how mature the Integrated Business planning process Singapore VDC 0 experience todate 39 Value Configurations  Overview of alternative value configurations Value Chain Value Shop Value Network/Value Web* Value Creation Logic Transforming inputs Resolving customer Enabling direct and indirect into products problems exchanges between (Production-based) (idea-based) customers (Relationship- based) Creation of Deliverables created Products Solutions Service related which federated 3D include products and BIM Model solutions would require Main inter-activity Sequential Cyclical, spiraling Simultaneous, parallel all 3 relationship logic alternative value Value-creation Focus on efficient use Make optimal use of Focus on efficient and configurations strategy of capacity human capital effective use of capability working Value-creating Operations, in-bound Problem-solving, Multi-disciplinary services together. activities & out-bound logistics execution, control and (eg Network infrastructure and services evaluation operation, hospital, etc) Primary technologies Long-linked Intensive Interceding (Thomas, 1967) (Allee, 2000) 41  Construction operations A mixture of value chain, value shop and value network Value Shop Value Chain Value Shop Operations operations operations Sub-con Facility Engineer mgt Value Network Sub-con Operations Developer Main Post Architect Construction contractor Sub-con Facility mgt Quantity Sub-con Surveyor Developer/ Architects Consultants Sub - Contractors Facility Management Main Contractor owner 42 (Mukherjee, 1985) Knowledge gaps in implementing VDC Lack of understanding of digitalization and automation, i.e. lean principles. Lack of understanding of “demand pull” theory, i.e. pull system and Kanban system BIM workflow not optimized and does not support digitalization Many dispersal systems no real integration Harmonized data standards not well established 43 A strong value chain will create synergy across the entire real estate community…… Developers can better Developers are owners of the influence & smoothen the projects and buildings. process of adoption Developers can adopt Queen Bee Strategy to encourage the value chain to lead in transformation Developers are the key paymasters of value chain REDAS is in a good position to champion this transformation Digitalization is here to stay and will impact the whole value chain from project managers to architects, contractors, M & E engineers, facility managers, etc. Significant productivity gains and cost savings to be made in the longer term. 44  Pilot Study Observation of five pioneer private sector VDC projects over a two-year period led by developers. First condo project using VDC methodology First mixed development project using VDC First commercial project using VDC methodology methodology Image result for mcl land lake grande First condo project using VDC for PPVC First retail project using VDC methodology construction 45 Facilitate the establishment of VDC processes Big Room Scenario for coordination & Clash detection VR for design review and visualisation Conduct Integrated Concurrent Engineering (ICE) Sessions  Preliminary Investigation Positive effect Reduced RFIs – Because of the ability to address clashes during ICE sessions, fewer RFIs were raised as a result. Better Predictability – Because of the “built twice” approach, it was able to identify and resolve almost all the difficulties up front in the virtual stage Reduce Rework on Site – Due to better clash detection at the virtual stage Importance of BIM Leadership to drive results Improved coordination amongst different parties Negative effect Less advantage at downstream processes for finished works Reluctance by specialist sub-contractors to use BIM 47  Improvement achieved However, no real improvement in collaboration achieved…. 48  Common issues and challenges Lack of technical knowledge and skill sets Poor workflow efficiency High cost of ownership Issues with downstream BIM capability 49  Critical success factors (CSF) Effective use of BIM Execution Plan (BEP) Effective use of Integrated Concurrent Engineering (ICE) sessions Integration before collaboration The existence of virtual and physical teams within the VDC structure Effective leadership established by the developers 50  Key observations Preference for the ‘Design and Build’ approach in VDC projects The term ‘construction value chain’ may oversimplify the complexities of activities involved Majority of players involved in VDC projects had limited Experience, having worked on only one or two BIM projects Based on preliminary study, the developer-led approach has demonstrated positive results 51 Data collection (1) Aim - establish the relationships between contract arrangement (procurement), workflow (process) and human (people) factors that affect BIM collaboration. Survey Result - 73 respondents, representing all value chain players involved in VDC/IDD projects, with feedback on the usefulness and problems faced in implementing the collaborative BIM methodology. Survey questionnaire – Six main sections: Section A (Respondent and organization details) Section B (Degree of IDD usage and level of BIM collaboration) Section C (People related) Section D (Process related) Section E (Procurement related) Section F (Other factors that affect BIM collaboration) 52 Respondents – by profession Respondents – by level of responsibility 1% 6% 4% 3% 16% 11% 36% 8% 15% 64% 36% Architects Consultants Contractors Developers Engineers Facilities Management Management Level Others - Government Operational level Others - Education Institute 53 Respondents – by size of organization Respondents – by BIM experience 4% 4% 12% 15% 48% 56% 27% 33% < 5 yrs No. of years of 5 yrs < x < 10 yrs No. of employees < 10 10 to 50 BIM experience 10 yrs < x < 20 yrs 51 to 199 >200 > 20 yrs 54 Data collection (2) Aim – gain insights and perceptions from ‘captains of industry’ of gaps and hindrances impeding progress. Interviews Results –Valuable insight and perception. Interviewees include : senior management from BCA, National BIM Steering Committee, REDAS, SCAL, developer, QS, FM and consultancy company with BIM capability. Interviewees include: 1. BCA Deputy Chief Executive 2. Chairman of the National BIM Steering Committee 3. REDAS President 4. SCAL Executive Director 5. Managing Partner of a quantity surveying firm involved in VDC project 6. CEO of a developer organization with strong BIM capability 7. MD of a leading FM provider in Singapore 8. Group CEO of a leading consultancy company with strong BIM capability 55 Key Results and Analysis Questions crafted from respective propositions Responses from survey & interviewees Do you agree that BIM collaboration is significantly The general consensus that the maturity of BIM has a PROPOSITIONS # 1 determined by the maturity of BIM application ? significant impact on collaboration. Do you agree that the level of BIM collaboration is Unanimous agreement that strong BIM leadership is 2 significantly influential on the level of top management needed and suggest developers should take the lead. support and leadership ? Do you agree that the level of BIM collaboration increases Improved but goalpost keeps moving. 3 productivity on construction projects ? While may not be ideal, Design & Build contract is Current contract may not favour BIM collaboration. This presently the most effective contract to undertake 4 may significantly affect BIM collaboration. Do you agree? VDC/IDD projects To achieve a true IDD outcome, a data-driven approach Current workflow may not favour BIM collaboration. This must be established so that information can be 5 may significantly affect BIM collaboration. Do you agree? integrated. An urgent need for establishing harmonized data standards across the industry. Do you think Socio-technical theory can be applied to explain the issues faced by the industry. If so, which factor All recognized that STS will impact BIM collaboration 6 and agreed that procurement, process, and people are you think is the problem area and what is your suggestion to bridge the two factors? closely interconnected. 56 56 Real Estate Developers’ Association of Singapore Integrated Digital Delivery (IDD)  Definition of IDD IDD Integrates people, process and technology People Process in a seamless way for effective project delivery. Technology REDAS REDAS IDD Symposium 2022 - Nov 2022 Slide 58  ICE BREAKER What is IDD to you? BCA’s ITM strategic direction - Integrated Digital Delivery (IDD) Digital Design Collaborative and coordinated design 1 2 Digital Manufacturing & Fabrication Integration of BIM/VDC design to via BIM/VDC and other computational off-site production, fabrication and tools to achieve design objectives and component management through ease and optimize downstream automation, robotics optimization. manufacturing, fabrication, construction and maintenance. FABRICATOR / CONSULTANTS IDD CONSULTANTS Digital Construction Digital Asset Delivery & DEVELOPER Integration of BIM/VDC design DRIVEN and off-site manufacturing/ Management fabrication to delivery and Verification and handing over of the installation on-site through use of asset for operations and real-time ICT solutions, as part of maintenance through effective use project management and Lean 4 3 of digital tools. construction OWNER / OPERATOR CONTRACTORS Source : BCA 60 IDD Objectives / aims: INTEGRATION To adopt To convey To achieve Timely BIM/VDC & Relevant Cost-effective other Digital Accurate Productive solutions Timely Digital High Quality Information Project Delivery Collaborative Working Design Approaches Manufacturing Integrated Platforms Fabrication Construction Asset Delivery Current Situation Over 90% of GFA using BIM Digital Design But represent less than 20% of firms Digital Construction Architect Disparate platforms Engineering Lack of industry-wide data standard Not inclusive/low collaboration QS Main contractor Sub-contractor* Depend on site meetings No real time project progress report Difficult to make informed decisions Reactive and not proactive Digital Fabrication Digital Asset Mgt Fabricator Facility Mgt Logistic Providers Developer Security Mgt Receive hundred pages of report No single view of the entire project 62 Copyright © REDAS Time consuming to produce Knowledge gaps in implementing IDD Lack of understanding and knowhow in lean principles to establish a data driven environment. Lack of a end-to-end data-driven strategy to allow data to flow through the entire operation. Lack of an industry-wide harmonized data standards to facilitate effective collaboration. Many dispersal systems no real integration A single source of truth remains an elusive goal to achieve 63 Summary So far…. REDAS Initiative to assist industry to ride the IDD journey A strong value chain will create synergy across the entire real estate community…… Developers can better Developers are owners of the influence & smoothen the projects and buildings. process of adoption Developers can adopt Queen Bee Strategy to encourage the value chain to lead in transformation Developers are the key paymasters of value chain REDAS is in a good position to champion this transformation Digitalization is here to stay and will impact the whole value chain from project managers to architects, contractors, M & E engineers, facility managers, etc. Significant productivity gains and cost savings to be made in the longer term. 65 Participating Companies Real Estate Analytics and Performance Indicators Dashboard (RAPID) Why Developer-Centric IDD Dashboard Broad objective: promote end-to-end adoption of IDD with established developers promoting digitalization and collaboration across their value chain. And with this facilitating and catalyzing on-boarding of mid-size and smaller developers. Baseline objective: To better equip developers with timely & accurate information facilitating faster, informed and effective decision making. ▪ To establish a generic platform which developers can readily adopt to jumpstart their digitalization efforts and help catalyze wider IDD adoption. ▪ To establish a best practice approach to assist developers to drive IDD adoption. ▪ To improve collaboration across the entire value chain connecting the value chain effectively to deliver a better outcome. ▪ To give key stakeholders better visibility of project progression enabling key stakeholders to make timely and informed decisions with greater precision through data analytics. 68 An IDD Dashboard specially designed for Developers by developers 1. It can be used as the baseline to represent the Performance Metrics defined by BCA’s Common Data Environment (CDE) requirements. 2. It provides a single pane of glass to reflect a single source of truth for all 4 IDD stages in one glance. 3. It has a set of best-in-class critical reports needed by developers in the industry to monitor IDD progress. 4. It has 3 important views with built-in intelligent features to catered for senior management, project management and operational monitoring. 5. Regardless of IDD maturity status, it can (i) accept CSV file as default input format (ii) accept data directly from Autodesk and Novade via APIs, and (iii) also accept data directly from IOT devices e.g., Smart Turnstile, Safety Camera. More vendor formats will be added. 69  Outcome 1 – Performance Metrics To Meet Government’s requirements A revised IDD requirement will be stipulated in future Govt Land Sales under the Central Business District Incentive Scheme (“CBDI Scheme”)/ Strategic Development Incentive Scheme (“SDI Scheme). Developers are required to establish a data driven project performance monitoring requirement to ensure IDD project deliverables can be achieved. The current BE Transformation GFA Incentive Scheme by BCA can be found below https://www1.bca.gov.sg/buildsg/sustainability/green-mark-incentive-schemes/built-environment-transformation-gross-floor- area-incentive-scheme BCA Established Best-in-Class Use Cases* to adopt 1. Digital Request for Information (RFI) 2. Integrated Concurrent Engineering (ICE) meetings 3. Visualisation and design checks 4. Digital submission & approval 5. BIM-based documentation 6. BIM-based cost estimation 7. Digital logistics 8. Digital construction scheduling and sequencing 9. Digital progress monitoring 10. Digital QA/QC inspections 11. Digital defects management 12. Digital handover 13. Real-time monitoring of assets performance 14. Digital operations and maintenance *Use Cases (in bold) are covered in RAPID as of June 2024  Outcome 2 – Single Source of Truth Single pane of glass Enable timely & accurate reporting Digital Design Proactive decision making Digital Construction Architect Facilitate collaboration Engineering Inclusiveness Built-in Intelligence QS Main contractor RAPID* Sub-contractor* CONSULTANTS FABRICATOR / CONSULTANTS Digital Fabrication Cost Quality Time Digital Asset Mgt Fabricator Developer Facility Mgt Logistic Providers Via Security Mgt Queen Bee Strategy OWNER / OPERATOR CONTRACTOR/S 72 Copyright © REDAS Outcome 3 – Best-in-Class Practices Design Fabrication Construction Asset Management Cost Tracking CAPEX COST Cash Flow Carpark Statistics Variation Order Electricity/ Water Consumption Service Contracts Occupancy Service Calls Statistics Design Key Milestones Construction Key Milestones Authority Submissions Authority Submissions Design Progress Tracking Stage Completion TIME Construction Progress Monitoring Construction Progress Tracking (Demolition, Piling, PPVC, Archi, Façade) Mould Casting RFA Monitoring RFI Monitoring Handover Status Handover Defects Construction Defects Fault Reporting QUALITY Scores (Buildability, Constructability, CONQUAS) Inspection Schedule Quality Mark Lift Monitoring Preventive Maintenance Accident Statistics SAFETY CONSASS scores Manpower Report Instrumentation Monitoring 73 Observation Outcome 4 – Cater for Personas with Insights to make Informed Decisions Persona-based strategy Senior Management Sales Team High level performance of all projects Project Development Team across companies. Overall project development from concept Project Sales and Marketing Time Cost Quality to completion. Sales Safety Sales Time Cost Quality Safety Customer Service Team Project handover to unit owner. RAPID Dashboard Procurement & Contracts Team Time Quality Overall project costs Time Cost Estate management Team WSH Team Project handover to MCST. Overall Project safety Time Quality Safety 74  Outcome 5 – Cater for All Levels of IDD Maturity RAPID able to extract data from different sources to report construction progress Current Data collection Manual Data sources Main Developer Developer collection (forms, log Sub-Con Contractor Project Management books, Excel) Improved Data collection A single pane of glass Harmonized data standard Semi- Data sources Single source manual Sub-Con Main Contractor RAPID of truth (csv, Excel) Collection Master template Semi- Data sources automated (platforms, Provide Early Sub-Con RAPID Developer Collection Warning csv) Data sources (IOT, QR Data RAPID Driven Code, Generate platforms) Insights Government agencies CoreNet X In Summary A baseline to establish company-wide Common Data Environment (CDE) for all projects. Able to track each project’s performance and provide benchmark comparison among different projects’ performance. IDD starter-kit for developers to kick start their IDD journey to encourage mass adoption across their value chain partners. Reduces tedious effort and manpower to capture, compile and produce regular reports by all value chain players. Built-in intelligence to provide early warning capability to assess potential delays or cost overrun. For JV project, performance data can be shared with partners via RAPID. Promotes data-driven productivity when use correctly within an IDD project, facilitating better collaboration across all value chain partners. 76 Current Achievements and Future Plan Current Achievement 1. More than 20 developers had participated in the pilot phase from 2023 to 2024. 2. More than 10 developers have committed to adopting RAPID to-date. 3. More to onboard once suitable projects are identified. 4. Targeting 20 developers by Dec 2024. Future Plan 1. Improved functionalities to meet developers’ entire life cycle needs. 2. Developing a scaled-down version for boutique and SME developers. 3. Expanding into overseas markets. 78 Targeted Organizations to be Potential RAPID Subscribers Township planners RAPID Plus Mixed development projects Complex IDD projects Condo development projects RAPID Standard Commercial development projects Standard IDD projects Boutique developers RAPID Lite SME Developers (likely led by contractor/architect) Building Owners via MAs for existing buildings Critical Success Factors Full participation by all players within the building related value chain. This includes Government, Developers, Architects, MEPs, QS, Facility Managers, Main & Sub-Contractors, Interior & Landscape Designers, equipment and material suppliers and manufacturers, etc. Maturity of Technology Platform. This includes availability of 3D design tools, reliable and secured high speed Network, mobile capability and seamless integration between different propriety platform via common standards. Establishing a Trusted Digital Business Environment. This includes creating a secured trusted platform for all players to share information based on business arrangement, authorized access and permission. An industry champion to lead and set direction for the whole industry with strong support by government on regulatory and funding assistance. A sound Business Model to sustain and grow this initiative.  Built Environment Transforma on ourney Life cycle hole beyond Info value chain Digitali a on IDD Automa on (i.e. Auto Checking) eal me capabili es digital data Industry wide impact to D, D, roject Build twice concept VDC etc based educe clashes issues Beyond D BI capabili es BI to ield to D irm level capabili es Core Info BIM submission D BI Source BCA 81 Thank You Five stages of Data definition - Where are we now? 1 Data Denial 2 Data Awareness 3 Data Proficient 4 Data Savviness 5 Data-Driven No way to collect Collecting data but Able to collect clean Established proper Seamless system data from source. without a proper data but not able to infrastructure to integration with Difficult to capture process. Resulting in utilize this data to capture relevant data streamlined live data. No proper low quality or missing generate insights to to generate insights. processes to allow system used. data help decision making. However, in infancy relevant data to state discovering new flow through to challenges. facilitate collaboration. Goal: Goal: Goal: Goal: Goal: Introduce Establish a proper Establish a proper Deploying a data Establish a data- computerized infrastructure to work flow to strategy to establish driven productivity system to collect capture clean data. streamline data to a Common Data framework that is the data in Normally, without be analyzed to Environment (CDE) future ready. software streamlining the facilitate decision with harmonized current process. making. data standard If data is well managed, it can enhance construction processes, boost efficiency and cut project cost and overrun.