Presented by CCC's CIO /CCT's Chairman, Zuhair Haddad, on 23 May 2016 at the BIM and Lean Construction Conference 2016.

1. Dubai, UAE
23 and 24th of May 2016
www.bimconference.me

2. MAKE BIMWORK FORYOU
Zuhair Haddad, CIO
CCC

3. ANCIENT CHINESE CURSE
“MayYou Live in interesting time”
…we are really living in interesting times!

4. MAYYOU LIVE IN INTERESTINGTIME

5. GOVERNMENTS ARE ASKING FOR BIM

7. IT ISTIMETO BIM

8. DUBAI DECREES BIM –
WHY?
• Improve project delivery in terms of
quality
• Enhance coordination and collaboration
between stakeholders throughout the
project life-cycle
• Reduce time and cost
• Standardize requirements and specs
• Facilitate generation of BOQs
• Improve pricing accuracy
Ref: Circular 196/2014, 207/2015

9. MANUFACTURINGVS CONSTRUCTION

10. TECHNOLOGY CAN HELP MEETTHE
CHALLENGE
Promising Innovations:
▪ BIM
▪ As-built laser scanning,
photogrammetry
▪ Drones
▪ IoT
▪ Augmented Reality
▪ 3D Printing
▪ Robotics
▪ Modular construction
▪ AI & Construction simulation
Processes:
▪ AdvancedWorkface Packaging
▪ Lean Construction
▪ BPM
▪ BIM-based project control

11. OUR FOCUSTHISYEAR’S CONFERENCE
• BIM Based Project Control
• Advanced Work Packaging
• Lean Construction

12. DEFINITIONS: BIM
▪ BIM is often misunderstood and the focus has mainly been on the 3D
models and multi-discipline coordination of design information. The "I"
in BIM is the real benefit but in the same time the biggest challenge.
▪ At CCC, our BIM-centric work processes have helped us achieve various
organizational, execution and collaboration improvement which led to
better performing project delivery.

13. DEFINITIONS: BIM
▪ BIM is often misunderstood and the focus has mainly been on the 3D
models and multi-discipline coordination of design information. The "I"
in BIM is the real benefit but in the same time the biggest challenge.
▪ At CCC, our BIM-centric work processes have helped us achieve various
organizational, execution and collaboration improvement which led to
better performing project delivery.

14. BIM AUTHORING – CCC APPROACH
▪ Developed BIM authoring standards to meet contractor
requirements
▪ Established Centers of excellent in Dubai, Cairo, Ramallah
and Athens
▪ StandardWBS: Object Level and progress steps level
▪ Comprehensive EDI with clients, A/E’s and Subcontractors
▪ Developed best practices for scope / change management

15. LINKINGWITH PROJECT CONTROL
▪ Linking with Estimation
▪ Quantify resource requirements per object: Labor, material and
equipment
▪ Linking with Planning
▪ Determine when resources are needed
▪ Constructability review (4D)
▪ Linking to Document Management :
▪ Engineering status
▪ Required drawings & Specifications per work package.
▪ Linking with ERP/Material Management

16. LINKINGWITH PROJECT CONTROL
▪ Linking with Quality System
▪ Quantify testing scope,
▪ Assure quality and fast delivery of project
▪ Manage punchlists.
▪ Verify progress
▪ Establish interfaces between trades
▪ Linking with O&M System (WIP)
▪ Help clients to identify requirements as early possible
▪ Assure clients smooth data handover.

17. BIM HELP US ORGANIZE ANDVISUALIZE
INFORMATION IN A STRUCTURED
APPROACH
WBS
Drawing
Libraries
BIM Universe

18. OUTPUT FROM BIM Material
WBS
Drawing
Libraries
BOQ
Schedule
Progress
BIM Universe

19. BIM APPLICATION IN CONSTRUCTION
Concrete
Reinforcing
Bars
Formwork
Cladding / Surface finish
Stages Required
to Finish Column
Quantification and BOQs

20. ADVANCEDWORK PACKAGING &
WORKFACE PLANNING (AWP/WFP)
▪ Typically, drawings and materials are late causing delays and claims. We
wanted a collaborative way to assure their on-time availability.
▪ In CCC, we define a “Work Front”, it is the multi-disciplined project scope
breakdown with a duration of 1 month. We subdivide the work front into work
packages by crew (including subs).
▪ We define a fragnet as a sequence of operations needed to complete a
workfront.
▪ Front End Loading (FEL) establishes a team of workface planners who have
construction experience. Their role is to identify the required engineering,
procurement and construction resources to complete each work front. A
work front cannot start until most resources are secured.
▪ Planning & progress measurement are based on work fronts
▪ BIM is a key enabler for AWP/WFP.

21. LEAN CONSTRUCTION
▪ We needed to optimize site work processes.
▪ Lean construction is an adaption of Lean manufacturing and production
principles which aims to improve the construction process primarily through
minimizing waste and maximizing value (Bryde, 2012).
▪ Lean construction subdivides the work into collection of typical workflows by
different crews.
▪ Concentration is on preventing sub-optimization
▪ Lean methodology transfers the detailed planning to the site foremen
through collaborative weekly meetings.
▪ Lean transfers ownership of detailed planning to site staff.
▪ This greatly enhances the confidence in weekly planning.

22. BIM- AWP - LEAN
The AWP Effect
NegativeImpact
Dependence on
other discipline and
activities.
Lean Effect
Laminar flow of Work
Minimize idle time
Optimize crew usage
Minimize Buffers

23. IN CONCLUSION
▪ It is a journey to leverage BIM, but it is not hard (Sunway case)
▪ Commitment from top management and buy-in by all players is a must
▪ CCC built it’s own hybrid solution based on international best practices
▪ Open issues:
▪ Owners leadership & role
▪ O&M handover requirements from construction
▪ Imposition vs integration of software tools
FINAL WORDS: TO SUCCEED YOU NEED COLLABORATION,
STRUCTURED DATA AND PLANNING

24. THANKYOU