Entry Level - Learning Content
2. Information Management
2.1 Traditional Information Flow
Background
Historically, building was done under the supervision of a small team who would oversee the entire design and construction process. Buildings were often still being designed as they were constructed, and there was not the formal separation of roles that exists today. Because of that, design information tended to be kept closely in the hands of a small number of people, with limited sharing. Over time, as roles within the building sector began to be formalized, the nature of information exchange began to be formalized as well, especially in terms of how information was passed from one stakeholder to another. This traditional view of information flow is still largely present, along with the flaws it introduces (though new ways of working break down some of the issues)
Traditional Flow of Information
As a built asset moves through its life-cycle, information is traditionally passed from one phase to another through formal handover mechanisms. The content of these handovers is illustrated at a conceptual level in Figure 3.
Figure 3: Key project handover milestones (source: Powerslides.com)
Leading into the planning phases, owners/operators provide requirement documents. These are typically text documents that contain a description of all the planned uses of the built asset and provide the design intent and site information if known. At the end of the planning phase, the designers provide one or more conceptual designs for approval. These conceptual designs are often artist renderings or models that show the key elements of the future asset, but are lacking details that make them constructible.
In the design phase, professionals use their expertise and specialized software to create and refine design models. Historically, the design information was presented as two-dimensional drawings and tables of information. Even if the drawings were generated by model-based software, the delivery documents were physically produced and required interpretation by subsequent users.
During construction, professionals use the design documents and models to procure, manufacture, and assemble the built asset. In the case where there is a perceived ambiguity in the design documents, or when circumstances dictate that part of the design cannot be built, the constructors must communicate with the design team to receive a clarification. In most cases, this involves a formal process, and can happen many times during a project. The team also generates a record of construction. Even if there is no deviation from the design drawings, they will need to provide as-built information to the owner. For example, this might include procurement dates and serial numbers of equipment.
The owner/operator will receive a set of “as-built” drawings of the finished asset that they can use for future maintenance and repair. Increasingly, owners will also request a digital model that contains links to the as-built information. This information is updated throughout the operation phase. When the asset reaches end-of life, the information can be used to determine if there is any material or equipment that requires special handling (due to value or risk), and plans can be made for deconstruction.
Project Participants
Participants in projects are generally divided into two categories, depending on whether they are approving work or not (this also usually falls along the lines of who is initiating and paying for the project). While these roles have existed for centuries, the information management perspectives are changing, and new technologies and approaches are being standardized to describe how information is created, shared, and approved. That the owner of a built asset has been the ultimate decision maker has been well understood, but how those decisions are made and what information is required to make them is becoming standardized.
One of the most significant changes from a process perspective is the increased use of the terms Appointing Parties and Appointed Parties instead of owner, designer, client, etc. The Appointing Party is the receiver of information concerning works, goods or services. The Appointing Party may often be known as the client, owner, and/or operator. The Appointed Party is a provider of information concerning works, goods, or services. As an example, they might be a service provider, an engineer, or a contractor.
The Appointing Party has the responsibility for specifying what information needs to be delivered to them and the Appointed Party is responsible for explaining how they will provide this information.
2.2 Digitalization
Moving away from paper/email/spreadsheet
The built industry sector still largely relies on analog and/or custom processes and workflows. Many of these are prone to error which are often not discovered until much later. Changes to the project to address these errors can be slow and costly, and risks requiring further changes and change orders. Specialists also often work in silos, and their work can conflict with the work of others.
Much of the information of record from these workflows is stored as printed pages, even if it was generated through software. Communication is commonly done through email, and calculations are made through custom spreadsheets. Whilst each of these are improvements over older ways of working, they introduce new types of error and still leave significant room for improvement.
For example, paper printouts from digital sources may be cleaner and easier to interpret than older methods which were handwritten and drawn, but they must still be stored and searched, and measurements must be taken manually. While paper records can easily outlast a built asset, if they are not stored properly they may easily be lost or destroyed, especially in the event of a catastrophe.
Spreadsheets allow more accurate calculations, and can be easily modified by end users as desired. Their adoption has greatly reduced the number and scope of pure calculation errors, but they still rely on accurate information being entered. Furthermore, spreadsheets are often made for a custom purpose and are not well documented or maintained which makes it difficult, if not impossible, to build standardized processes around them.
Email communication is similarly an improvement over mail and phone-based communication. It is quicker and provides a record for future use. But it is still a peer-to-peer method, and not well suited to archiving or exchanging significant project level data.
2.3 Digitalization in the Built Asset Industry
A goal of digitalization in the built asset industry isn’t just to record, store, and exchange information digitally, it is also to add context to that information. A window might be drawn as a set of joined rectangles, and labeled with appropriate dimensions, but the person who receives that will still have to interpret what it means. From context, they are likely to assume it is a window, but they may also interpret as a set of doors, a floor plan, or the layout for a garden.
Figure 5: Example of the relationship between a drawing (Geometry) and an Object
By adding the context that the intended object is a window, and that the two dimensions represent height and width, it allows the recipient to unambiguously understand what is intended.
Modern design software allows all aspects of a built asset to be represented this way, where the given objects will have their attributes as well as their relationship to other objects. For example, a window must be placed in relation to a wall or a door, as it cannot exist by itself in space. If the associated wall is moved, the window will automatically move with it. In addition, the collection of all the objects (called the model) can be easily used to determine other information, such as the number of windows of a certain type, or the total size of all south facing windows.
This allows for better decision making, and more rapid access to information across the project.
2.4 Digital Documentation
As a built asset is constructed and operated, stakeholders can refer to the model, as well as measure progress or changes compared to it. When major components are procured and installed, the serial numbers of components can be added to the corresponding object in the model, and operations manuals can be linked. Maintenance activities can be recorded indicating what work was done when and by whom.
Digital documentation progresses throughout the design, construction and asset management stages of a project and acts as a progressive deliverable to the Appointing Party. In the event of a dispute over what was done on a project, the model record can be used as an important source of information that can protect all parties in the dispute.
For refurbishment projects, digital documentation acts as an initial record and a reference for the work to be done. As more projects are produced digitally the more participants will start with better quality information.
2.5 Mobile Tools and Access to Information
Another improvement facilitated by digital processes is the potential for significantly better access to information on demand. The increase in remote work teams and flexible conditions means that not all parties are likely to be in the same location for the majority of decisions. Being able to remotely access information, design decisions, and search for alternate solutions to problems means that work can be done faster and more accurately whilst reducing stress.
One core technology is the use of a Common Data Environment (CDE), where participants can access and share information through a secure cloud. Many software packages used within the design, construction, and operations fields now access and store data within a CDE and have apps that can be accessed through smart phones and tablets. This allows end users to access and update information on an as needed basis, greatly streamlining processes and reducing information loss.
Module 2 - 10-point summary (key learnings)
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