ELSEVIER Automation in Construction 6 (1997) 51-57

Case study - Multiprofessional ’

Paul Davies Building Design Partnership, Manchester, UK

Abstract

IT is just a tool, but the most powerful one ever to be offered to us. This case study deals with the areas at which IT can be targeted within the Building Design Partnership. Firstly, should anything be done and if so, what criteria should be used

to choose the priorities? A SWOT analysis is one way way to identify goals. Strengths/weeknesses, opportunities/threats are the positive/nega-

tive pairs. We have to build our strength and perceive and take opportunities while at the same time countering weaknesses

and threats. It is a threat that the industry sets a moving target of IT capability without wanting to meet its cost. It is an opportunity

that only a few practices will be at the leading edge and that they will secure the key projects. IT could help us to overcome technical weaknesses and liability and reduce staff and premises costs. It could also increase our exposure to fixed capital costs in a cyclical business. IT could increase the success of integrated practice or it could make it easier for separate firms. We believe the likelihood is that IT will do as it has for financial services and favour the large, multi-national, well prepared

and technologically advanced firms. New services will emerge and become assential and will separate the ‘sheep from the goats.’

Keywords: SWOT analysis; CAD; Geographical information systems; Facilities management

1. Introduction

Building Design Partnership (BDP) as a practice

has always been prepared to invest in computing. Investment began in the early 1980s with the devel- opment of the Acropolis CAD system and continued,

covering all the functional classes of technical, in- frastructure and business. These categories are now covered by the umbrella of Information Technology (IT). IT is just a tool, but the most powerful one ever to be offered to us. This case study deals with areas

’ Discussion is open until November 1997 (please submit your

discussion paper to the Editor of Architecture and Engineering,

Y.E. Kalay).

within our practice at which IT can be targeted. But first, why should we do anything and what criteria should we use to choose our priorities?

A SWOT analysis is one way to identify goals. Strengths/Weaknesses, Opportunities/Threats are the positive and negative pairs. We have to build our

strength, and perceive and take opportunities while at the same time countering weaknesses and threats.

It is a threat that the industry sets a moving target

of IT capability without wanting to meet its cost. It is an opportunity that only a few practices will be at

the leading edge and that they will secure the key

projects. IT could help us to overcome technical weaknesses and liability and reduce staff and premises costs. It could also increase our exposure to

0926-5805/97/$17.00 Copyright 0 1997 Elsevier Science B.V. All rights reserved. PII SO926-5805(96)OC~181-1

52 P. Da&s/Automation in Construction 6 (1997) 51-57

fixed capital costs in a cyclical business. IT could increase the success of integrated practice or it could make it easier for separate l%ms. We believe the likelihood is that IT will do as it has for financial services and favour the large, the multi-national, well prepared and technologically advanced firms. New services will emerge and become essential and will separate the ‘sheep from the goats’.

2. CAD, associated applications and technical software

In the late 1980s and early 1990s CAD was primarily translated as Computer Aided Draughting. Our designs were provided to technicians and com- puter operators in the form of sketches and red lined drawings to be ‘input into the machine’. As project economics became more focused, the obvious ‘dou- ble handling’ that this created had to be eradicated.

A need to train our qualified designers was defined. To enable us to make further improvements, we must train all our designers and have a greater density of CAD workstations. We must translate CAD to mean

Computer Aided Design. CAD has become much more than an ‘electronic drawing board’. It is evolv- ing to be a fundamental core element of the design integration, costing and information management.

In 1990, BDP decided to cease the in-house de- velopment of its Acropolis CAD system. Of the many reasons for taking the action, the desire to return to core business was a prime motive. The practice chose to place its future CAD strategy on the two main packages in the marketplace, i.e. Auto-

Cad and Microstation. For overall integration pur- poses the PC was chosen as the general hardware platform.

The choice of which CAD system to use on which

occasion is still a little unclear. We have, however, been driven by client pressure, internal profession pressure (i.e. Autocad and its add-on applications are the Engineering CAD standard) and regional pressures (i.e. finding architects with Microstation expertise in Belfast is near impossible). The reality is that both systems are moving quickly towards the windows environment. Data exchange standards (e.g. STEP) are evolving; it will soon matter little in

which system the data is created (much like windows

based WP systems of today). The future direction of the major CAD packages

will be towards full object orientation. The perceived benefits that such systems will give to the design and construction process cannot be overstated. The inte- gration of 3D objects (components) possibly sup-

plied by manufacturers and data as specifications, generating full GA, detail drawings, 3D visualisa- tions and Bills of Quantities, will go some way to

reducing construction costs to the desired targets. The main barriers to the use of these systems will be our ability to reprocess our working methodologies

to embrace the technology and the flexibility of QA procedures to define design responsibility.

3. Geographical information systems (GIS)

Public Utilities and Government departments have led the field in the use of these systems. A GIS holds information that is associated with graphic elements. Reference to a symbol on a screen can produce a

statement about its description, function, weight or any other attribute that has been recorded. There use is spreading in the public sector and is becoming

valuable and more available to our industry for background data on planning, environmental and infrastructure services.

GIS is a developing market. We are urging our town planning/landscape professions to explore GIS incrementally to gain experience before reaching the point where we can specify our needs and proce- dures.

4. Facilities management (FM)

FM refers to the extension of CAD data beyond the design office and into a form suitable to our clients for assisting with the management operation and maintenance of their new buildings. Some of our larger clients are undoubtedly operating or investi- gating such systems; however, there has been no real demand as yet for us to structure our design data to be in full accordance with our clients’ systems. As with GIS, we are preparing ourselves and gaining the

P. Dauies/Automation in Construction 6 (1997) 51-57 53

experience to provide, at the very least, our design teams and clients with advice on its use.

5. Technical analysis applications

The introduction of LANs and servers has helped with the data storage problems that these applica- tions caused, but not the computational speed prob-

lems. In the changing market place, however, we have become accustomed that each new PC we buy is more powerful in some way than the last (Fig. 1).

We must, therefore, have a policy whereby the high computational requirements are continually being overturned for the ‘latest machinery and the older

being pushed down the line to accommodate the more general applications.

The engineers’ desktop PCs could be provided with a low cost sketching tool such as Autocad LT or Microstation Powerdraft to enable our designers to carry out simple sketching for inclusion in reports

or brochures. We would also expect the sketching

program to have a sufficient level of data exchange

to be able to move files into our more mainstream CAD systems.

In the future the mechanical engineering profes- sions must be conscious of the available technical analysis software for such items as environmental design in relation to air conditioning against natural ventilation while considering energy conservation. These will be considerations with the design of all

our future buildings.

6. Documentation

BDP’s preferred software for text documentation is the Microsoft Office suite of programs. The provi-

sion of these programs has certainly improved the quality of our documentation but to date it has had little effect on efficiency. A high percentage of text data is not processed by its creator, but copy typed from hand written notes or marked-up tables. These documents are then passed backwards and forwards

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File TrrwLr

. ‘-4 I I CAD

1 F ih Trrwhr

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Fig. 1. The BDP offices and networks.

54 P. Davies /Automation in Construction 6 (19971 51-57

through a checking procedure until the final form is dispatched.

Major gains in productivity in this area will not be made until our technical staff have easier access to the general office programs and, more importantly, change their working methods to grasp the technol-

ogy. Microsoft produces major updates of its Office

software about once every 18 months. The new

versions generally have more functionality and inte- gration. They normally require more machine re-

sources and may not support some of the older printers. The implications of upgrading in a large

organisation such as ours can therefore be dramatic. The software must have been fully evaluated on the current hardware platforms and support staff (super- users) must be very familiar with the product before its implementation. Training programs must then be carefully managed along with installation to max- imise the potential benefits the new software may bring.

7. Electronic messaging

Electronic messaging will be part of the integrated approach to office automation. Access to mail ser- vices are planned for all members of BDP, either via their own machine or their secretary’s machine. In- vestigations are continuing relating to the wider is- sues of access to the Internet and network access to modems for low speed file transfer and electronic mail to outside organisations. Information Centre

access to on-line services should be assessed in parallel to see if use of these facilities by technical staff is becoming more appropriate.

8. Document image processing (DIP)

Document Image Processing is now starting to be used by client bodies in order to provide high speed access to job documentation. BDP will have to be able to respond equally to enquiries from clients and contractors if it is not to be left behind in the job paper chase and castigated for causing delays in issuing information. The practice must begin to as- sess how best DIP tools can be evaluated, structured

and deployed. The technology is not necessarily the problem, it is the definition of working methodolo- gies and finding the area to target the installation.

9. Electronic drawing management systems

All BDP’s offices use the conventional Dyeline Process for producing copies of drawings. The origi- nal drawings are most commonly plotted onto plain

paper or film at Al and A0 sizes. Film is the normal

medium from which to take dyeline copies. Some newer projects have realised that the exercise of plotting onto film, dyeline copying and storing in a drawing cabinet is time consuming and costly. They now choose to plot onto paper and use an external service to provide the copies along with two micro-

film aperture cards (for record purposes and future copying).

As an alternative to dyeline, there are now many examples amongst of plain paper copying. In essence, all drawings are generated on white paper and photo-

copied. This is held up as both cheaper and quicker. It is also a dry process that requires no ‘environmen-

tally unfriendly’ chemicals. The primary function of BDP’s reprographic de-

partment is to provide an efficient service to the project teams and, therefore, our clients. A high level of service is being provided but, because of the shifts in technology and a greater dependence on plain paper and colour copying, the service is being pro-

vided almost entirely by external reprographic bu- reaux at a very high cost. There must now be a debate as to whether we should rein in the external printing by investing capital into newer reprographic

technology and more staff or completely outsource our printing services.

BDP has developed and now operates several versions of a computer based drawing register sys- tem. At the inception of a project the design work- load is often expressed as a list of drawings. The way in which these drawings develop over time is a useful measure of progress. From inception onwards, and particularly where external consultants are con- cerned, it is vital to record how, when and to whom design information is distributed. There is also an onus on each organisation to check design informa- tion in a reasonable time.

P. Davies/Automation in Construction 6 (1997) 51-57 55

Redlining software is important in recording the

comments made on drawings at each stage. There are many problems with review software. The current software can only handle ‘flat file’ formats, i.e., raster or CAD image with no reference files. It does not allow turning on and off layers, scanned images

are still monochrome and two drawings cannot be viewed at one time. Added to these technical diffi- culties there are cultural issues such as our senior

architects and engmeers, who generally manage checking procedures, are not computer literate and would have difficulty reviewing an A0 drawing on a

20” monitor. The other issue is that QA systems are still paper based.

The distribution and management of design infor-

mation are essentially administrative tasks and could be undertaken outside the job team. A sophisticated, time based document register system will be needed to record this flow of information and to analyse who is defaulting. The attraction of this capability has not escaped some of our recent clients nor

external Project Management Consultants and Man- agement Contractors. As jobs get more complex, procurement faster and litigation more common, we

must become more aware of the benefits of this technology.

10. Corporate financial databases

The practice is in the process of replacing most of its corporate databases. These products will become accessible over our local area network (LAN) through connection to our wide area network (WAN). The only requirements for access will be the correct securities and, at minimum, the use of a 386 Win-

dows PC. The general corporate forms and reports we have been using over the years will no doubt be replicated and improved, however, our working methods at office llevel will be completely over- hauled.

We will be expected to input information locally, such as time sheets and expenses weekly, perhaps even daily into the central system.

As the corporate mformation becomes more intel- ligent and accessible there will be a growing demand for regular and ad-hoc reports for particular local requirements. Many of our partners and job man-

agers are already accustomed to running their own

local management information systems, just to check the regular monthly Job Costing System reports. This is obviously inefficient, but for this to occur success- fully on our new systems we will need certain, locally based individuals with an in-depth knowledge of our central system. Access to the up to date corporate information will be made using a proposed Executive Information System, giving the ability to

download data into spreadsheets, etc. for local ma- nipulation. This will obviously affect future training strategies and budgets.

11. Corporate marketing databases

A marketing system database allows the build up of information on client contacts within an organisa- tion by a variety of criteria including person, posi- tion, function, location, BDP prime and subsidiary contacts and projects. Such a database would hold an historical base of successful and unsuccessful oppor-

tunities, ensuring maximum feedback of information. BDP has a very complex relationship with external organisations that has to be maintained. The systems that are currently in use corporately do not provide

all of the functions required for the practice to market itself effectively and will ultimately need replacing.

12. Local marketing databases.

Local marketing databases have been put to lim- ited use in the offices in recent times. Access to

on-line property research databases that gives up to the minute information on new buildings, companies involved in construction development along with ‘sector-and-stock’ analysis have proved useful. In- formation such as known contacts in the companies involved, can be extracted from these systems for cross-referencing against our contacts register, high- lighting any potential opportunities to be followed up. Provision of these facilities in the office can only be enhanced by the installation of the more flexible broad band communications and possible future con- nections to the Internet and ‘super highways’.

56 P. Davies/Automation in Construction 6 (1997) 51-57

13. Infrastructure and telecommunications

13.1. Local area networks

As the IT industry moves towards Open Systems

and the independence of applications from the under-

lying operating systems and computer hardware, the requirement for an IT infrastructure designed to pro- vide a flexible and scalable platform for application

grows. We have had Local Area Networks in our offices

for CAD workstations and for business PCs for many years. These networks were originally kept separate, but we have recently combined the cabling to accommodate both platforms. The LAN geogra- phy has generally evolved through group and user demand and not through any strategic view for struc-

tured cabling. The result of this being that we have cabling criss-crossing in our ducts and areas of the building devoid of LAN outlets. If we were to follow

a future office layout strategy of perimeter workspaces and central circulation we would pro- pose the procurement of perimeter cabling in ducting which feeds towards the centre with surface cables.

1

! 111: : :

I ___i _____ j__ ______________ l __--__ * e-e.

1-t

fi: I :

8’ t I I .*LT

m-w +_____; ______________+__--_ +___.

Fig. 2. Network distribution in BDP’s London office.

Each floor will have its own LAN hardware in the form of hubs connecting directly via a backbone architecture to the WAN datacomms hardware (Fig.

2). The integration of LANs and WAN combined

with multi-use equipment will ultimately provide an IT infrastructure that will allow all users (subject to security) access to most of the IT resources in the

practice. It is important to note that the proposed kilostream lines between offices will not be suffi- cient to provide a dynamic access of large files such

as CAD over the WAN but only accommodates file transfer between the LANs. To facilitate this would mean upgrading our existing kilostream links to

megastream.

14. Desktop and network operating systems

Over the last couple of years Microsoft has been

developing 32 bit desktop and network operating systems, namely Windows NT and Windows 95 for the desktop and NT Advanced Server as a network operating system. Novell has responded with its own Netware version 4.

As BDP’s application software is moving more towards the PC Windows environment (i.e., Mi- crosoft office, Microstation is already Windows NT compatible and Autocad V12 can run under Win- dows 3.1 with V13 allegedly compatible with Win- dows NT), it would be sensible to look towards these

systems for the desktop. Their impact on the best of our current PC hardware could be substantial on

memory and processing resources. The future of network operating systems gives us

a direct choice between Netware version 4.0 and Windows NT Advanced Server. It is becoming clear that if we wish to move towards client server tech- nology NT would appear favourite, otherwise Novell is probably the leader in the file and print services arena. The practice is carefully evaluating the merits of both systems for their effect on our current and future hardware and application software.

15. Server strategy and disaster recovery

We are moving through a period of change from our clustered Unix servers (workstations) servicing a

P. Davies/Automation in Construction 6 (1997) 51-57 57

relatively small number of users on a single applica- tion (i.e. CAD) to a single computer serving up to 200 users with a variety of applications. This has, very quickly, led to high levels of operational depen- dence on a relative:ly small number of low cost machines. We now have serious concerns as to the

levels of in-built redundancy on the file servers. Our current maintenance contracts cover us for hardware repair, however in reality, response, diagnosis, part

delivery and repair can take some time to complete. Needless to say the effect on our workload of such a breakdown without sufficient levels of redundancy,

could prove catastrophic.

and software. For efficient usage, standards for all these must be in place.

17. Desk top and video conferencing

In order to reduce the potential downtime of PC servers that are in process critical locations, it is possible to mirror the server with a slave or standby that can be switched into use should the master develop a major fault. Downtime would then be

reduced to minutes.

Desktop conferencing (DTC) allows people to access the same PC file over LAN or WAN. A desktop conference connects to others in two ways:

on the telephone over standard voice lines, and by shared data screens over LAN or WAN. The confer- ence can be one-to-one or with up to eight people.

The conference facilities allow data to be used at either end using mouse, keyboard or light pen in a common application, and on white board for sketch- ing or manipulation of stored image. For example, members of a project design team in London and Frankfurt could look at the same document, make comments on it and amend it during a telephone conversation.

16. ISDN dial up

There are increasing demands on our offices for

transfer of digital dal:a. This is currently being pro- vided by using floppy disks or digital tapes. In the past this has, on very large, long term projects, been provided using modems and kilostream links. The use of floppy disks is becoming very arduous be- cause of the length of time taken to compress the

data and load onto the media. Modems are adequate when it comes to small amounts of data but prove too unstable and costly (call charges) for large trans-

fers (10 Mb plus). ‘The high speed modems now entering the market place could prove to be worth-

while solutions. Kilostream links are ‘point-to-point’ leased lines (1 year min) but the costs for installation and rental are high and are only cost effective where regular exchange is required on a large scale, long term project.

DTC is a Windows based application and runs over Novell LANs and Kilostream/ISDN WANs. It

is available on most of our current, and all of our future hardware. DTC could eliminate misunder- standings and would have savings in travel, mail and

fax whilst shortening the lines of communication. Video conferencing is similar to DTC except

communication is made by video. The video could be a remote video or a pre-recorded video with sound/commentary. An engineer could sit at a PC in the office, watch a video of the site and make comments on progress or problems friendly atmo- sphere.

18. Conclusion

BDP’s priorities should be in creating an IT cul- ture where new mono- and multidisciplinary method- ologies can provide improvements in productivity and quality of integrated design within the changing context of the construction industry.

Clients are becorning very aware of the time If BDP gets the people and working methods savings possible from high speed digital file transfer elements of its IT framework right, allied to its

during all phases of their projects. The installations ongoing commitment to investment in technology, it of ISDN dial up facilities will greatly improve ser- will be successful in its primary objective of the vices in this area. A disadvantage is compatibility of implementation of Information Technology by different manufacturers’ communications, hardware achieving more for less.