How Strategic Alliances and Alternative Delivery Models Drive Project Success - Webinar, January 2016
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In this webinar, Hans Hoppe of Parsons and Norman Anderson, CEO of CG/LA discussed how leading organizations are using strategic alliances, alternative delivery models and new financing approaches to successfully deliver complex projects.
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How Strategic Alliances and Alternative Delivery Models Drive Project Success - Webinar, January 2016
- 1. 1 Featured Project: The Wroclaw West Bypass, Poland Trusted by the world’s largest projects How strategic alliances and alternative delivery models drive project success With
- 2. 2 Agenda Introduction Industry Success Live Demo Q&A Norman Anderson, CG/LA Hans Hoppe, Parsons Steve Wilson, Aconex All
- 3. Norman Anderson President & CEO Objective: Double the level of infrastructure investment 1. Focusing on project (deal) creation 2. Getting the right parties working together 3. Enabling the best talent to work as productively as possible
- 4. 4 About CG/LA • Founded in 1987 to focus on strategic infrastructure project creation • Work with both public and private sector entities, bringing people together to make projects happen – in the US, Europe, the Middle East, Asia, Africa and Latin America • Perspective is derived from three initiatives: Leadership Forums | Blueprint 2025 | GlobalViP
- 5. 5 Why alternative delivery and financing models? • Project complexity is Increasing • Infrastructure risk is increasing • Infrastructure is expensive • Project size is increasing • Project complexity is increasing • Global infrastructure demand is growing
- 6. 6 What do we see in the future? • Continued growth in project size and complexity • Increased global adoption of PPPs • Greater process standardization • Further adoption of project-wide systems • Increasing number of projects managed through alternative delivery and financing models
- 7. 7 Challenges to reaching those projections • Controlling documents on a massive scale • Complex, cross organization and cross geography communication • Guaranteeing access and security • Managing risk & penalties for schedule delays • Establishing project-wide processes • Lack of experience and expertise with alternative delivery • Company-wide processes for alternative delivery model projects
- 8. 8 The “Big Dig”, Boston 400+% Over Budget Three Gorges Dam, China Budget: $8B, Cost: $37B $1 Trillion lost annually on poorly executed projects Stuttgart 21 Station, Germany €2B Over Budget Source: PwC Capital project and infrastructure spending Outlook 2025 (headline)
- 9. 9 How organizations are overcoming challenges • Reviewing and defining processes • Implementing project-wide processes • Mapping these processes to a central system for consistency and efficiency • Implementing project-wide systems that provide neutrality, visibility and accountability • Adopting consistent systems across the organization to gain these advantages on every project
- 10. Hans Hoppe Director, Project Risk Management
- 11. Education: – BS, Mechanical Engineering, Colorado School of Mines – Executive MBA, University of Iowa Organizations & roles – United States Army • Intelligence Officer – Perot Systems (IT Consulting) • Technical Project Manager and Systems Architect – Rockwell Collins (Aerospace and Defense) • Technical Project Manager and Program Manager – Parsons (Engineering and Construction) • Director, Information/Records Management • Director, Program Management Systems • Director, Project Risk Management Specializing in standard procedures and large program mobilization Experience
- 12. Parsons Size: 15,000 employees Project Roles: – Program Management Consultant (PMC) – Designer – Program Management / Construction Management (PMCM) – Construction Manager (CM) – APD – Design-Build (DB) – Public Private Partnership (PPP) – Industries: – Infrastructure: Aviation, Rail, Transportation, Bridge & Tunnel – Industrial: Water/Wastewater, Environmental, Telecom, O&G/Energy – U.S. Federal: Environmental, Infrastructure, Security, Defense
- 13. Experience on Parsons’ projects – Riyadh Metro ($22B+): Riyadh, Saudi Arabia – New Mexico City Airport ($14.8B+): Mexico City, Mexico – Hamad International Airport ($11B+): Doha, Qatar – Education City ($9B+): Doha, Qatar – Doha Metro ($8B+): Doha, Qatar – Miami Dade County Water and Sewer Department Consent Decree ($1.6B+) – I-405 Improvement Project: Orange County, California – Seawater Treatment Facility ($38M): Umm Qasr Port, Iraq – I-70 Corridor Decision Analysis Study: Denver, Colorado
- 14. Best Practices – large program mobilization • Know and understand your prime contract(s) – Risks – Roles – Relationships • Understand the contract packaging intent across the program – Contractual relationships form the basis of project processes – Formal relationships between functional links is important • Define and implement project-wide processes – Information and document management – Workflows – Reporting
- 15. Contractual relationships (simple) External Stakeholders Government Authorities PMC Construction Manager Owner Contract Functional Link Interface Link Consultants / Advisors Governing Organization DB Contractor
- 16. Contractual relationship (complex) External Stakeholders Government Authorities PMC Master Civil Master Architect Master Planner Construction Manager Other Architect / Designer Contractor 1 Contractor 2 Owner Contract Functional Link Interface Link Consultants / Advisors Governing Organization Contractor x
- 17. Mobilization – first steps • Right personnel on board – Document control professional – Functional roles • Implement initial processes and tools – Risk/issue register – Action item register – Cross organization calendar – Cross organization Information management system • Internal document control • Program wide document repository • Formal / informal correspondence • Traceability – Avoid MS Outlook
- 18. Plans / procedures – across organizations • Project management – Change management plan / procedures – Review and approval flows • Project controls – Invoicing and pay applications – Budget management • Information / document control plan – Organizational structure & permissions: access, upload, edit – Correspondence: How do organizations communicate with each other? – Metadata/description: How to describe documents and communication? – File naming standard: How to name files (especially drawings)? • Design / construction management – Requests for information – Design packaging – Design submittal review process
- 19. Plans / procedures - internal • Project controls – Submittal schedule • Information / document management – Internal, informal communication – Document authoring process • Quality control / assurance – Content (plan/procedure/etc.) list and hierarchy – Templates – Document review/approval process – Document submittal process • Business management – Translation services
- 20. Lessons learned, issues and inefficiencies • Owner requiring multiple hard copy wet signatures – Can add $M+ to the a contract, just in paper costs – Improved standards for creating and accepting electronic signatures • No formal relationship between PMC and other organizations – Program delays due to inefficient communication – Lack of clarity on roles and responsibilities • No upfront program wide document repository – Implemented late – time wasted on catch up – Separate systems – how to integrate the systems or processes? • Information management tool without appropriate control – Uncontrolled documentation – No configuration baseline – Causes errors, rework and disputes
- 21. How to solve • Owner requiring multiple hard copy wet signatures – Demonstrate improved standards for creating and accepting electronic signatures – Show how tools like Aconex can provide time stamps and clear approval records • No formal relationship between PMC and other organizations – Ensure relationships and roles are defined, documented and understood • No upfront program wide document repository – Make a project-wide system a project requirement – Show the cost and time savings that will result • Information management tool without appropriate control – Only select a proven tool with control capabilities – Take the time to set the system up to optimize the value for your project
- 22. Results/benefits achieved using Aconex • Keys to success – Skilled, experienced people – Robust, proven processes – Tools and automation • There is no Silver Bullet • Apply discretely, selectively and purposefully • The best of tools can be implemented poorly causing greater inefficiencies • Aconex – One of the best tools on the market to automate specific aspects of the most complex programs – Product roadmap is on the right track – Success story: able to find all supporting documentation to invalidate a new claim within 24 hours
- 23. 23 How BIM can accelerate project-wide review cycles John Barkwell, Aconex Using Aconex in alliances and alternative delivery models, for project success Steven Wilson, Regional Operations Manager - Aconex
- 24. 24 Cloud & Mobile Information & Process Management Engineering & Construction Project-Wide Across the Project Lifecycle Plan Design Construct OperateBid OperatorSub-contractorsContractorConsultantsOwner EPC Designer Aconex collaboration Increase productivity and manage project risk across organizations
- 25. 25 •File distribution •Submittals •Transmittals •Version control •Shop drawings •Package assembly •RFIs & change mgt •Progress claims •Delays & EoTs •Design queries •Technical queries •Approvals: commercial, equipment, etc •Access Documents •Upload Documents •Forms completion •Photo/Video/Audio •QA/QC, HSE •Commissioning •Design reviews •Module delivery •Squad checks •“Ball in court” tracking •Procurement •Invoice reviews •Interface management •Issue management •Risk management •Assets •Earned value •Control account & Work packages •Budgeting & forecasting •Much more… •Viewing & mark-up •Collaboration •Enriched models •Handover •O&M manuals •Vendor documents Manage dozens of project-wide processes in one central, secure and neutral system Document Mgt Correspondence Mobility Workflows Registers Cost / Payment CAD / BIM / GIS O&M / Deliverables OperateConstructDesignBidPlan
- 26. Subcontractor Contractor Engineer PMClient Consultant EQUAL ACCESS TO ALL Respects ownership of your data and decisions State Route 99 Tunnel | US$1.4 billion | Seattle Washington, U.S.A.
- 27. ALL PARTICIPANTS WILLING TO USE A COMMON SOLUTION BECAUSE THEY SEE VALUE Consultant Client Contractor
- 28. Project Configuration • Project Specific Required Fields/Values • Addressed during project implementation Industry/ Business Unit Requirements • Supports unique industry and/or business unit needs Define the Enterprise Configuration • Workflows • Terminology • Document & mail classification • Security and access control Control across the enterprise Benefits of control and standardization, with flexibility
- 29. Demo: Managing project processes and information on alternative delivery and financing model projects • Overview • RFI • Design review • Reporting This was a 20-minute platform demo in the live webinar To request a personal demo: aconex.com/Demo
- 30. 30 Summary Challenges Managing files instead of data Solutions • Collaborating across organizations • Adequate visibility to the owner • Compliance with government regulations • Secure, project-wide system • Owner access to project management system • Flexibility to configure project-specific processes
- 31. 31 Tutor Perini -Dragados Seattle Route 99 Tunnel Multi country JV >580 vendors Impregilo-TERNA Greek Cultural Center Multi country JV Key drivers for selection of Aconex on alternative delivery model projects OHL-FCC | Toronto-York Spadina Subway Extension Cross-organization review cycles
- 32. 32 Victorian State Government Cross-organization communication schools program Graham | British Columbia Vernon Jubilee Hospital P3 information sharing rules Key drivers for selection of Aconex on alternative financing model projects City of Las Vegas and Newland Communities Stringent handover requirements
- 33. 33 Results from using Aconex • Graham – PPP on British Columbia hospital expansions – Reviews reduced from 8 hours to 10 minutes – Bid process accelerated by 6 days per package – Project startup sped by several weeks • Tutor Perini and Dragados – JV on Route 99 Seattle tunnel – 90% faster creation of document transmittals – 75% reduction in time required to generate weekly reports – 50% faster document uploads. • Pomerleau – PPP on detention center in Quebec – Workflow response reduced from weeks to days – Increased speed, quality and transparency – Reduced errors and rework
- 34. CONFIDENTIAL | 34 Most trusted platform $1 Trillion Asset value delivered across 50,000 orgs, more than any other platform. Project-wide Support Training & support for your entire project community guarantees everyone’s success. Secure Performance Scalable, reliable platform to support global projects. ISO 27001 certified.
- 35. 35 Featured Project: The Wroclaw West Bypass, Poland Trusted by the world’s largest projects Thanks to our participants from Parsons and CG/LA Read blog post aconex.com/Blogs Download white paper aconex.com/AltDelivery More on alternative delivery:
Editor's Notes
- Janet: Hello, and thank you for joining us for today’s webinar: How strategic alliances and alternative delivery models drive project success. My name is Janet Poses and I manage Global Industry Solutions at Aconex. We feel very fortunate to have speakers with us today from Parsons as well as CG/LA Infrastructure. I am going to give you a brief overview of today’s webinar and then turn you over to our excellent presenters: Norman Anderson, CEO of CG/LA, Hans Hoppe from Parsons, who works across projects as their Director of Project Risk, and Steve Wilson from Aconex. We’re looking forward to today’s session. [CLICK]
- Janet: Norman will start us off with an industry landscape, providing current and projected trends in infrastructure and the part that alternative delivery and financing models play. Norman will also share a bit of background about CG/LA and how they support their global mission to move infrastructure forward. After Norman provides this background and perspective, Hans Hoppe with Parsons will talk about his experience working on large infrastructure projects and helping to improve business processes and reduce risk across projects. We will conclude with Steve Wilson who will provide an overview and demonstration of the Aconex system, showing us how to optimize the benefits of a secure and neutral project-wide system to support projects with alternative delivery and or financing models. Steve is an Aconex Industry Consultant, who has worked in the industry for more than 10 years. We will take questions at the end, so please feel free to send those through at any time using the questions function on your Go To Webinar control panel. Let’s get started. I will turn the webinar over to Norman who will give us an overview of the current industry trends and some of the challenges associated with strategic alliances and alternative delivery models. [CLICK]
- Norman: Thank you Janet. I am very happy to be here today to share what we are seeing in the industry, what has brought about the move toward alternative delivery and financing on projects today and how leaders are embracing models such as JVs, Design/Build and P3s to their best advantage and I’ll also share some exciting results achieved on these projects. I’ll also tell you a bit about CG/LA and how we are working with global leaders on these exciting projects. Our objective is to: Double the level of infrastructure investment by 1) focusing on project (deal) creation, and 2) getting the right parties working together, so that 3) the best talent works as productively as possible on the right projects, driving growth and opportunity globally. [CLICK]
- Norman: CG/LA was founded in 1987 to focus on strategic infrastructure project creation. We work with both public and private sector entities, bringing people together to make projects happen – in the US, Europe, the Middle East, Asia, Africa and Latin America Perspective is derived from three initiatives: Leadership Forums | Blueprint 2025 | GlobalViP Explain each initiative briefly. A few notable accomplishments I’d like to share are: x,y,z [CLICK]
- Norman: As we all know, global infrastructure demand continues to grow and it is not a surprise that the demand exceeds public sector ability to finance and deliver. Infrastructure is also inherently risky due to the size, complexity, technical and critical nature and the fact that the projects and their financing are subject to economic and political factors. Obviously, based on everything I just said, infrastructure projects are expensive and that will not change. The change and consistent trend we are seeing is that the project size and complexity are increasing. According to the World Bank, the average project size worldwide reached $419 million in 2014, an increase of 44 percent from 2012. This increased size of projects make it hard for one contractor or designer to manage and the increased complexity makes it hard to find all needed expertise in one contractor or design firm. All of these factors are driving alternative delivery and financing models Alliances such as JVs and P3s help bring together expertise and spread the risk and in the case of P3s, take advantage of private investment. Seeing where we are today, to adapt and thrive in this environment, it is important to plan for what we see coming in the future. [CLICK]
- Norman: As you might expect, continued growth in project size and complexity is projected. In KPMG’s 10 Emerging Trends for 2015, Trends that will change the world of infrastructure over the next 5 years, KPMG identifies a key challenge as “Big complexities start to impede big projects” To note some drivers, the complexity sometimes comes from cross-border projects and sometimes by the specialized technical nature of the projects. We should also expect increased global adoption of P3s and I’ll share what we ae seeing around the world that supports this projection. In the US, President Obama announced the “Build American Transportation Investment Center,” part of an initiative to encourage public and private partners to work together on infrastructure projects. A few months later Obama’s proposed budget included Qualified Private Infrastructure Bonds (QPIBs) that make tax-free municipal debt available to projects with greater than 10 percent private involvement with fewer restrictions than before. Canada ranks second in the Nabarro Infrastructure Index of the world’s most attractive areas for infrastructure investment. Thanks to a standardized approach to delivering P3s, the Canadian market is regarded as one of the most stable in the world. According to a 2013 report by the Conference Board of Canada, 35 out of 42 projects reviewed by the board were completed on time or early. During the last decade, the population of the Middle East and North Africa (MENA) increased by 40 percent. According to the World Bank, the region needs to invest more than $100 billion a year to keep pace. More than 60 percent of respondents to a Price Waterhouse Cooper survey, “Delivering the Middle East’s Mega Projects,” said they expect their projects to be funded, at least in part, by the private sector. Observers have pointed out the need for new legal and regulatory frameworks to protect private investment. Moving on to Europe, in 2015, the European Commission formally adopted the “Juncker Plan,” which seeks to stimulate private sector investment via the new European Fund for Strategic Investment as well as a European Investment Advisory Hub. Africa is adding people faster than any other region in the world. Out of 1.1 billion Africans, half are of working age. By 2040, the labor force is expected to double. The African Development Bank estimates Africa needs to invest $93 billion a year in basic infrastructure to support its growth—26 percent more than what is currently available and this is in a region where there is already a great infrastructure gap. The Asian Development Bank (ADB) published a study emphasizing the need for private investment. “Public financiers like ADB must undergo a complete change of mindset and shift their focus from sovereign projects to PPPs.” But the slow development of P3s in Asia is due to lack of confidence in emerging regulatory frameworks, inconsistent risk allocation, and the need for a dependable pipeline of credible projects. As I mentioned earlier, KPMG identified the key trend of “Big complexities starting to impede big projects” The antidote to this is increased process standardization new project management processes including further adoption of neutral project-wide systems, which best support JVs and other alliances. In the McKinsey Global Institute report titled: “Infrastructure productivity: How to save $1 trillion a year.” The McKinsey consultants calculated that $400 billion a year could be saved by speeding up approval processes, investing more in early stage planning and design, and structuring contracts to encourage time and cost savings. All projections lead to an increasing # of projects being managed through alternative delivery and financing models for all of the reasons I’ve just talked about, so maybe today’s alternative delivery models will be tomorrows standard delivery models. [CLICK]
- Norman: A fact of life in the construction industry is that a majority of projects run into trouble. In response to a survey conducted by KPMG at the end of 2014, 53 percent of senior industry leaders said one or more of their projects had underperformed during the previous year. Of all the respondents’ projects, only 31 percent came within 10 percent of their budgets during the past three years and only 25 percent came within 10 percent of their original deadlines during the same time period. So let me dive into some of the specific challenges: - First is controlling documents on a massive scale. We all realize that large projects generate a lot of documents, but to really put it in perspective, just a medium sized hospital expansion generated over half a million documents. A new airport concourse generated over 1.7 million documents and an infrastructure mega project such as Dubai Metro generated over 6.4 million documents. In addition to the volume of documents, projects also have to deal with Complex communication across organizations and geographies. As the need for more specialized expertise is required and there is technology to support working remotely, it is increasingly common to have a project team that is spread across cities, countries and even continents and these team members need consistent and secure access to the latest project information. With new delivery models and dispersed risk, it is essential to manage and track decisions, actions and project impacts. With alliances and partnerships, project-wide rather than organization wide processes are needed to succeed. Because alternative delivery models are relatively new, there is not yet a wide base of experience or expertise to pull from. And, although our industry is very project centric, moving toward company-wide processes for alternative delivery model projects will increase efficiencies across their project portfolio and provide a competitive advantage. To show the magnitude of risk, I am just going to show you a quick snap shot of high profile projects which did have significant cost overruns. [CLICK]
- Norman: We’ve all heard the stories or been involved with projects that have overrun the budget or schedule, or suffer from poor outcomes… Large or complex projects are even more likely to overrun…and the larger the project the larger the overrun. To bring things back to a positive note, let’s see how organizations are overcoming these challenges and delivering successful projects. [CLICK]
- Norman: Many folks, including Boston Consulting Group, have spoken about the importance of upfront process review and definition. This is best done on a company-wide basis to be a starting point for projects and for entering into alliances and defining project-wide processes as a newly formed organization. The next step is to map these processes to a central system which all project team members can easily and securely access and use. Selecting a system that provides neutrality and is not behind one organization’s firewall increases adoption and supports equitable alliances. Finally, use of a consistent system across projects reduces start up and training time and provides consistent advantages across projects. In my opinion, Aconex addresses the dramatic increase in the complexity of infrastructure projects and is now virtually a requirement for the success of complex and critical projects around the world. On that note, I would like to thank you for the opportunity to speak with you today. I will stay on the line for Q&A and now I am going to introduce Hans Hoppe from Parsons, who is intimately familiar with the challenges and opportunities associated with the large complex projects we have been talking about today. [CLICK]
- Norman: Hans is the Director of Project Risk for Parsons and in that role, takes a company – wide approach, defining and implementing standard processes and procedures to provide the best results for Parsons and their projects. Over to you Hans. Hans: Thank you Norman. It was great to hear what you’re seeing in the industry. Now, I am going to drill down a bit and share some of what we at Parsons are experiencing on our projects. First, I’ll give you a little about my background and how my education and experience led me to my current role, which combines business, technology and process. [CLICK]
- Hans: I would also like to share some background on Parsons. [CLICK]
- Hans: I have been fortunate to have the opportunity to work on many interesting high profile projects while at Parsons. [CLICK]
- Hans: From all of my experiences I have gathered best practices that I try to implement across the projects I work with. [CLICK]
- Hans: There is a lot to consider when mobilizing a large program and the upfront planning and set up impact the entire life of the project and the asset. When does the PM come on board – may have been part of pre-award contract negotiations, most of the time not. How does the PM set the program up for success within the first 15% of PoP? Knowing and understanding the contract and contractual relationships across the program is fundamental and forms the basis for information management (formal and informal) across the Program. I can’t overstate the importance of knowing and understanding your prime contract Understand the risks that were not avoided during contract negotiations and what are each entity’s roles and responsibilities? It is also essential to understand the contract packaging intent across the program What are the contractual relationships and how do they impact the basis of project processes? Ensure there is clear definition – you need formal relationships between functional links Reiterating one of Norman’s points, make sure to define and implement project-wide processes right at the beginning. So much time and knowledge is lost if you don’t do this. You have already heard a lot today about the increasing complexity of projects and the next two graphics show how that increased complexity impacts contractual relationships. We’ll start with a relatively simple model. [CLICK]
- Hans: In the past, more often than not, there was a relatively straightforward hierarchy and associated contractual relationships on projects, but as we have been talking about throughout this webinar, the increasing scale, complexity and funding has made the simplicity you see on the screen less and less common on projects. [CLICK]
- Hans: This is a more common model today and when you look at it like this, the importance of cross organization processes and systems, selected and implemented at the very beginning of project kick off, seems fairly obvious. It is just too risky to manage a project with complex contractual relationships using isolated systems. With that I’d like to share some of the key first steps I use to successfully mobilize a project. [CLICK]
- Hans: First, it is imperative to have the appropriate skilled personnel on board. In addition to the functional roles to support design and construction, you need positions like a Document Control Professional (information gatekeeper) on board right at the beginning. It is also important to implement specific processes and tools such as: Risk/Issue Register Action Item Register Process for risk mitigation and issue resolution Joint Calendar (across organizational boundaries) – keep in mind realities like conference room resources being limited Start establishing a weekly/monthly program cadence to minimize ad-hoc communication Cross organization information Management System Internal Document Control (working documents) Program Wide Document Repository (Repository of Records) Formal / Informal Correspondence Avoid MS Outlook Now let’s look more specifically at putting these plans and procedure in place across the organizations on a project. [CLICK]
- Hans: On any project, for information, reviews and approvals to flow properly, all appropriate parties must be on board and following the project-wide process. To set up a project to run efficiently, you want to make sure you are looking at: overall project management, project controls, information and document management, and of course, design and construction management. And make sure all players have consistent, secure access to the systems used to manage these critical processes. I do understand that although projects need project-wide plans and procedures to succeed, as companies, we still do need our internal processes as well. [CLICK]
- Hans: As you can see, there is plenty of overlap from the last slide and I wanted to point out the importance of using a system that is built to be used for both internal and cross organization work. This is actually how we use Aconex, since each organization has its own internal space and nothing is shared cross organizationally unless it is transmitted to folks in other organizations. Now I’d like to share some lessons learned from my experience. [CLICK]
- Hans: Each project has its challenges and here are a few issues which we have run into. Having the owner insist on hard copy wet signatures can be a sizable cost and can add $M+ to the contract, just in paper costs alone. With improved systems that support digital signatures and time stamps, it is worth trying to move to the digital systems. Next, I have been on projects where there are no contractual relationships between PMC and other organizations and this leads to delays due to inefficient communication and lack of clarity on roles and responsibilities. I have also experienced delays and errors from not having a program wide document repository. This is essential and needed right at the beginning, at project kick off. The last issue I want to point out is implementing an Information management tool but either selecting one without appropriate controls or not setting it up appropriately to reflect your project processes and controls. When this happens, the system can become a dumping ground for uncontrolled documentation With the same content but duplicate document numbers Or the configuration baseline becomes impossible And of course these issues cause errors, rework and disputes As I do have a cross project role, I try to take these lessons learned and apply them to all of the projects I work with. [CLICK]
- Hans: We have been able to address many of the issues noted on the last slide. First of all, as systems are improving and being more widely accepted, we can demonstrate to owners how electronic signatures can meet their standards and how tools like Aconex can provide time stamps and clear approval records. With cross organization relationships, as there are often no formal written contracts between the PMC and other organizations, it is critical to define and document those relationships and responsibilities. A program wide document repository seems pretty basic and it really is a must have, even more so with complex projects made up of alliances. This has become part of our standard project mobilization. And to wrap up, make sure to select an information management tool with appropriate control and set it up appropriately to support your entire project team. Before I turn the webinar over to Steve Wilson, I’d like to share a few results Parsons has achieved using Aconex. [CLICK]
- Hans: As I mentioned on an earlier slide, make sure you have skilled people on board with the right experience and expertise. There is no reason to re invent the wheel. Use proven processes and tools and implement them to best support your project. I do feel that Aconex is one of the best tools on the market to automate specific aspects of the most complex programs and they are always further developing their solutions. The accessibility of information is really a necessity for us on a daily basis and one story I want to share is that we were able to access documentation to invalidate a claim within 24 hours. It is difficult to put a hard value on that, but we all know how important it is. With that I will turn the webinar over to Steve Wilson from Aconex. Thank you for allowing me to speak to you today. I’ll stay online for Q&A. [CLICK]
- Steve: Thank you very much Hans for sharing your experiences. It’s great to hear from someone who is working on infrastructure and alternative delivery projects on a regular basis and benefitting from use of the Aconex system. My name is Steve Wilson and I am a Regional Operations Manager for Aconex in the UK, supporting our customers and their adoption of Aconex. I am extremely excited to talk to you today and show you a live demonstration of Aconex and how our customers are leveraging our solution to better manage and deliver their projects. [CLICK]
- Steve: First I’d like to cover a few overview points of Aconex. Aconex has been in business for over 15 years with 40 offices around the world, projects in over 70 countries with over 1 trillion in project value on Aconex. Aconex efficiently manages all the project related Information & Process Management on your projects. Things like Documents, Mail, Cost, 2D drawing files & Building Information Model or BIM files. Aconex is a Cloud based solution that requires no hardware or software installation requirements and has security standards beyond the industry standards. We have free native Mobile applications for your iOS or Android devices, enabling you to have access to all of your project information whether you’re in the office or on the project site. Aconex is purposely built for the Engineering & Construction industry, that’s all we do so the user interface is very intuitive to how the industry works. Project Managers tend to be our biggest supporters because they know they always have access to their project data to make sure the project runs smoothly. Aconex is a Project-wide solution meant to support the entire project team from the Owner thru the lifecycle to the Operations and Maintenance team for management of the asset. [CLICK]
- Steve: Here’s a good example of the various processes that Aconex helps manage throughout a project. Unlike point solutions Aconex provides you with a project wide solution with visibility into your project throughout the entire project lifecycle. And as you see in the title of this slide, Aconex is a neutral system. What this means is that in the multi organization structure of construction projects, each organization has secure control over their own data. This is important on every project and essential on projects delivered by organizations who have formed partnerships or alliances. We’ll see what our neutral structure looks like in the next couple of slides as well as in the product demonstration. [CLICK]
- Steve: We do emphasize the importance of neutrality and project-wide access and this slide shows a bit more on that topic. Since all construction projects have many organizations who need to manage and control their own data AND they also need to share and communicate with the other organizations who make up the project team, Aconex was built from the beginning to support this structure. So, as I mentioned, each organization has equal secure access and control over their own information AND the ability to easily share information within Aconex by transmitting it to another or multiple other team members, within or outside of their organization. There are no lead organizations or project administrators that need to grant each organization permissions. [CLICK]
- Steve: We have found across the board, that adoption of Aconex on projects is very high. In addition to Aconex being a mature and proven solution specific to the AEC industry, every organization on a project gains value from both internal collaboration and cross organization workflows, so it just makes sense for folks to use Aconex and they do. [CLICK]
- Steve: As both Norman and Hans mentioned, part of improving project processes and procedures is looking project-wide and another way is looking across projects, to gain those efficiencies across all of your projects. This broad look will help all of your projects to mobilize and move forward more quickly and efficiently. Now I’d like to show you how you can manage many of your key processes using Aconex. [CLICK]
- Steve: In the time we have today, I’ll give you a brief overview, then walk you through how folks use Aconex everyday to manage the ongoing communication and information flow on their projects. Design – build same system for full cycle and if JV across both players. Manage ongoing change. Joint venture as an organization and each component org Audit and accountability for P3. Link processes back to examples in slides Seeing the system from 2 org views Show neutrality and security (screen shot of a workflow across multiple lead contractors?) For overview: highlight each organization having their own secure space and being able to easily share. Also the ability to set up the JV or other alliance as its own entity. In the product overview: In mail, please highlight how great it is that a full audit trail is created. There are no file type or size limitations and notifications come into your regular email. In workflows, please highlight how wonderful it is that you can easily drag and drop to create and customize workflows as simple or as complex as your project requires. On the directory please point out the project and global directory and the benefit of being able to access all of your projects from one log in. Reports are of great value when creating weekly and monthly reports, with all of the info you need at your finger tips. And you can easily adjust your settings to best meet your needs…. Just bear with me for one minute while I move from PowerPoint to the Aconex system. Andrew, make Steve a presenter {Demonstration} [CLICK]
- Steve: I’d like to wrap up with this brief summary… At a high level, one common challenge is seamlessly collaborating across organizations. Parsons and many other leaders in the industry have solved this challenge by implementing a secure, neutral project-wide systems such as Aconex. Another challenge is providing adequate visibility to the owner, which can be solved by implementing a system that the owner can access, making it easy to transmit updates and reports to the owner within the same system you use for your day to day project workflows and communication. Also, particularly with infrastructure projects, complying with government regulations can add significant administration to a project. Implementing a solution that is flexible and configurable enough to manage and automate your specific processes and deliverable can save immense time and administrative costs. Thank you for the opportunity to present to you today. I will turn the webinar back to Janet Poses for a wrap up and Q&A. [CLICK]
- Janet: Thank you Steve both for the overview and the demonstration. It was great to see how folks are using Aconex to manage their project processes. Before we move on to Q&A, I’d like to share a few drivers for Aconex selection. Here are a few examples of Alternative delivery model projects. When Tutor Perini – Dragados created the JV Seattle Tunnel partners to deliver the Route 99 tunnel under Seattle, they understood that they needed a project-side solution to manage information and communication across their multi country JV with over 580 vendors. When OHL and FCC joined forces to deliver the complex Toronto-York Spadina Subway Extension to tight schedule deadlines, they identified the need for a central system to manage cross organization review cycles to maintain their aggressive schedule. And when Impregilo-TERNA teamed up on the high profile Greek Cultural Center with the goal of attaining Platinum LEED certification, this multi country JV looked for a cross organization solution to help them succeed. [CLICK]
- Janet: Government regulations and requirements can also be key drivers for projects implementing project-wide management solutions. Here are a few examples. The Victorian State Government had a tight deadline to finish these new schools. With no wiggle room in the schedule, they knew they needed a proven central system to efficiently manage the cross organization information, communication and approvals to get the schools finished before the start of the new school year. City of Las Vegas and Newland Communities were managing a very complicated $6 billion project and were required to handover the complete project data to City of Las Vegas as part of handover. Understanding the need to begin tracking and compiling data across the entire project, from the very beginning, Aconex was selected. British Columbia’s Vernon Jubilee Hospital is a P3 project with very stringent information sharing rules. To adhere to these rules and have the audit trail to track this adherence, Graham implemented Aconex on this project. I’ll share a few results our clients have achieved then move on to Q&A. [CLICK]
- Janet: I think this slide speaks for itself. The bottom line is that the scale and complexity of today’s projects require robust systems built to manage them and the results achieved, like reducing review cycles from hours down to minutes, are compelling. [CLICK]
- Janet: Here is just a bit more information about Aconex as a company. We’ve delivered more projects than any other platform, connecting teams on more than one trillion dollars in project value. We’ve packaged this experience working on the world’s largest projects into industry solutions and best practices so you can get started, fast. We provide project-wide training & support for all participants in your project community to guarantee everyone’s success. Aconex has best in class security and performance, trusted by global industry leaders and backed by ISO Certification. We just have time for a few questions. Please use the questions function on your Go To Webinar control panel and if we don’t get to your questions during this session, we will definitely respond offline. It looks like this first question is for Hans with Parsons. Q: We currently use Navisworks. Can you talk about how Navisworks can be used with a central platform like Aconex? A: (SV) Great question. Aconex Connected BIM supports Navisworks in the workflow. For example... Clash detection reports that are generated in Navisworks can be published to Aconex Connected BIM where they can be assigned and sent to project participants for resolution, creating a full record of the activity. (JP) Thank you Sean. I see a couple here for you John. First, Q: Is there any install requirement to use your BIM tool? A: (JB) No, Aconex Connected BIM doesn’t require any installation. It is fully accessible online. (JP) Thank you John. Also, Q: What are the model size constraints of the Aconex BIM tool and what design tools do you support? A: (JB) Like the Aconex platform, we do not have file size constraints and currently have customers utilizing models in the range of 700MB to 1.2GB. Also, Aconex supports any design tools that can create a industry standard IFC file. (JP) Great. This next one is for Matt. Q: Many of the projects talked about on this webinar are quite large. We manage a portfolio of medium sized projects. Have you seen BIM be cost effective for organizations like ours? A: (MA) Absolutely. Irrespective of the size of the project, the approach to the BIM process generally remains the same with a goal to optimize efficiency and improve visibility into projects. So whether you’re a designer, an engineer, a builder or even an owner/operator, BIM will provide a foundation for your business to work smarter, more efficiently and more cost effectively. (JP) Thank you. This next question is also for you. Q: Have you had any clients that are owners? What is the value of BIM to the owner? A: (MA) Also a great question and a topic which is widely discussed in the industry. Yes we have several client owners and they are implementing BIM within their organizations and requesting BIM on new developments. There are numerous benefits to them: They can sign off design proposals more swiftly, they have the comfort that BIM will improve quality; and with reduced on-site errors should deliver projects on budget and on time and even more safely. And following handover, ultimately BIM provides them with better access to information on their facilities and gives them enhanced 3D visibility to plan maintenance and operational activity. (JP)Thank you. Here is another one for John. Q: Can you explain how we can use Aconex with Revit? After Q&A at 3 till the hour (JP) Thank you. I am afraid we are out of time. If we did not answer your question, we will be sure to get back to you offline. [CLICK]