Reinventing Construction 1
REINVENTING CONSTRUCTION INNOVATING PROJECT DELIVERY IN THE MIDDLE EAST
JULY 2019
2 Reinventing Construction
PREFACE
A NEW APPROACH
The construction industry is populated by problem solvers From the architect to the engineer the civil engineering contractor to the building manager and the project direcshy
tor to the bricklayer the industry is full of professionals who are trained to respond to unique technical challenges in a safe and efficient way
So why then does the construction sector lag behind almost every other industry when it comes to embracing change and adopting the latest technology solutions
There are many factors contributing to the construction indusshytryrsquos apparent inability to adapt which we seek out in this report But it can perhaps be boiled down to two central problems The first is a lack of awareness of new technologies that might be availshyable A bigger problem however is a chronic failure to collaborate
From Dubairsquos Burj Khalifa to the Riyadh Metro the industryrsquos greatest achievements have been made possible when all parties on a project have worked together successfully Yet the construcshytion industry is characterised by technical and operational silos that are perennially unable to communicate with each other
Part of the problem stems from the adversarial nature of lowest-price-wins contracting Contractors win contracts at cut-throat prices and then enter a cycle of variation claims and disputes with their clients
Then there is the lack of collaborative processes with project parties running their own systems and paper trails Stakeholders in the value chain need to establish a more effective means of communicating with each other throughout the project lifecycle This will change as more technology solutions are created specifshyically to deal with industry challenges and we are already seeing transformation in the industry
This report looks at some of the technologies and tools that will deliver this transformation And it provides a useful guide to enabling and accelerating innovation in construction
Produced by Oracle Construction and Engineering together with MEED we hope that this report will serve as a useful docushyment for both those trying to implement change and companies that have already deployed innovation and recognise its benefits
Richard Thompson Editorial director MEED
Reinventing Construction 3
The industryrsquos greatest achievements have been possible when all parties on a project have worked together successfullyrdquo
4 Reinventing Construction
CONTENTS
06-08 FUTURE PROOFING Challenges facing project owners can be solved using innovation
10-11 PLANNING AHEAD Organisations need to plan for innovation well in advance to be successful
12-13 TEAMING UP Collaborative design and engineering will transform the future of projects
14-15 SHARING EXPERTISE Research centres and academia are pivotal for the construction sector
16-17 FUNDING PROJECTS How organisations can factor in financing for innovation
18-19 A NEW JOURNEY 5G is finding its way in the construction and engineering sector
20-21 VISUALS TALK Results from the Oracle 5G enterprise survey weave a positive tale
22-23 LEARNING Disaster recovery proshyjects impart key lessons in leveraging innovation
24-26 DATA-LED INTEL Project delivery benefits from advanced analytics and data intelligence
Reinventing Construction 5
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
2 Reinventing Construction
PREFACE
A NEW APPROACH
The construction industry is populated by problem solvers From the architect to the engineer the civil engineering contractor to the building manager and the project direcshy
tor to the bricklayer the industry is full of professionals who are trained to respond to unique technical challenges in a safe and efficient way
So why then does the construction sector lag behind almost every other industry when it comes to embracing change and adopting the latest technology solutions
There are many factors contributing to the construction indusshytryrsquos apparent inability to adapt which we seek out in this report But it can perhaps be boiled down to two central problems The first is a lack of awareness of new technologies that might be availshyable A bigger problem however is a chronic failure to collaborate
From Dubairsquos Burj Khalifa to the Riyadh Metro the industryrsquos greatest achievements have been made possible when all parties on a project have worked together successfully Yet the construcshytion industry is characterised by technical and operational silos that are perennially unable to communicate with each other
Part of the problem stems from the adversarial nature of lowest-price-wins contracting Contractors win contracts at cut-throat prices and then enter a cycle of variation claims and disputes with their clients
Then there is the lack of collaborative processes with project parties running their own systems and paper trails Stakeholders in the value chain need to establish a more effective means of communicating with each other throughout the project lifecycle This will change as more technology solutions are created specifshyically to deal with industry challenges and we are already seeing transformation in the industry
This report looks at some of the technologies and tools that will deliver this transformation And it provides a useful guide to enabling and accelerating innovation in construction
Produced by Oracle Construction and Engineering together with MEED we hope that this report will serve as a useful docushyment for both those trying to implement change and companies that have already deployed innovation and recognise its benefits
Richard Thompson Editorial director MEED
Reinventing Construction 3
The industryrsquos greatest achievements have been possible when all parties on a project have worked together successfullyrdquo
4 Reinventing Construction
CONTENTS
06-08 FUTURE PROOFING Challenges facing project owners can be solved using innovation
10-11 PLANNING AHEAD Organisations need to plan for innovation well in advance to be successful
12-13 TEAMING UP Collaborative design and engineering will transform the future of projects
14-15 SHARING EXPERTISE Research centres and academia are pivotal for the construction sector
16-17 FUNDING PROJECTS How organisations can factor in financing for innovation
18-19 A NEW JOURNEY 5G is finding its way in the construction and engineering sector
20-21 VISUALS TALK Results from the Oracle 5G enterprise survey weave a positive tale
22-23 LEARNING Disaster recovery proshyjects impart key lessons in leveraging innovation
24-26 DATA-LED INTEL Project delivery benefits from advanced analytics and data intelligence
Reinventing Construction 5
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
PREFACE
A NEW APPROACH
The construction industry is populated by problem solvers From the architect to the engineer the civil engineering contractor to the building manager and the project direcshy
tor to the bricklayer the industry is full of professionals who are trained to respond to unique technical challenges in a safe and efficient way
So why then does the construction sector lag behind almost every other industry when it comes to embracing change and adopting the latest technology solutions
There are many factors contributing to the construction indusshytryrsquos apparent inability to adapt which we seek out in this report But it can perhaps be boiled down to two central problems The first is a lack of awareness of new technologies that might be availshyable A bigger problem however is a chronic failure to collaborate
From Dubairsquos Burj Khalifa to the Riyadh Metro the industryrsquos greatest achievements have been made possible when all parties on a project have worked together successfully Yet the construcshytion industry is characterised by technical and operational silos that are perennially unable to communicate with each other
Part of the problem stems from the adversarial nature of lowest-price-wins contracting Contractors win contracts at cut-throat prices and then enter a cycle of variation claims and disputes with their clients
Then there is the lack of collaborative processes with project parties running their own systems and paper trails Stakeholders in the value chain need to establish a more effective means of communicating with each other throughout the project lifecycle This will change as more technology solutions are created specifshyically to deal with industry challenges and we are already seeing transformation in the industry
This report looks at some of the technologies and tools that will deliver this transformation And it provides a useful guide to enabling and accelerating innovation in construction
Produced by Oracle Construction and Engineering together with MEED we hope that this report will serve as a useful docushyment for both those trying to implement change and companies that have already deployed innovation and recognise its benefits
Richard Thompson Editorial director MEED
Reinventing Construction 3
The industryrsquos greatest achievements have been possible when all parties on a project have worked together successfullyrdquo
4 Reinventing Construction
CONTENTS
06-08 FUTURE PROOFING Challenges facing project owners can be solved using innovation
10-11 PLANNING AHEAD Organisations need to plan for innovation well in advance to be successful
12-13 TEAMING UP Collaborative design and engineering will transform the future of projects
14-15 SHARING EXPERTISE Research centres and academia are pivotal for the construction sector
16-17 FUNDING PROJECTS How organisations can factor in financing for innovation
18-19 A NEW JOURNEY 5G is finding its way in the construction and engineering sector
20-21 VISUALS TALK Results from the Oracle 5G enterprise survey weave a positive tale
22-23 LEARNING Disaster recovery proshyjects impart key lessons in leveraging innovation
24-26 DATA-LED INTEL Project delivery benefits from advanced analytics and data intelligence
Reinventing Construction 5
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
The industryrsquos greatest achievements have been possible when all parties on a project have worked together successfullyrdquo
4 Reinventing Construction
CONTENTS
06-08 FUTURE PROOFING Challenges facing project owners can be solved using innovation
10-11 PLANNING AHEAD Organisations need to plan for innovation well in advance to be successful
12-13 TEAMING UP Collaborative design and engineering will transform the future of projects
14-15 SHARING EXPERTISE Research centres and academia are pivotal for the construction sector
16-17 FUNDING PROJECTS How organisations can factor in financing for innovation
18-19 A NEW JOURNEY 5G is finding its way in the construction and engineering sector
20-21 VISUALS TALK Results from the Oracle 5G enterprise survey weave a positive tale
22-23 LEARNING Disaster recovery proshyjects impart key lessons in leveraging innovation
24-26 DATA-LED INTEL Project delivery benefits from advanced analytics and data intelligence
Reinventing Construction 5
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
CONTENTS
06-08 FUTURE PROOFING Challenges facing project owners can be solved using innovation
10-11 PLANNING AHEAD Organisations need to plan for innovation well in advance to be successful
12-13 TEAMING UP Collaborative design and engineering will transform the future of projects
14-15 SHARING EXPERTISE Research centres and academia are pivotal for the construction sector
16-17 FUNDING PROJECTS How organisations can factor in financing for innovation
18-19 A NEW JOURNEY 5G is finding its way in the construction and engineering sector
20-21 VISUALS TALK Results from the Oracle 5G enterprise survey weave a positive tale
22-23 LEARNING Disaster recovery proshyjects impart key lessons in leveraging innovation
24-26 DATA-LED INTEL Project delivery benefits from advanced analytics and data intelligence
Reinventing Construction 5
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
OVERVIEW
TIME TO ENABLE DEFINITIVE
STEPS PAIRED WITH INNOVATION
CAN HELP BOOST PRODUCTIVITY
AND PERFORMANCE
IN THE CONSTRUCTION
SECTOR
With about $10tn spent on construcshytion-related goods and services every year construction is one of the worldrsquos biggest areas of economic activity
But it is not just its scale that makes construction important The industry plays a strategic role in supporting economic development and providing a stimulating environment for business to flourish
The sector is facing significant chalshylenges that are affecting the profitability of construction companies project owners and other delivery entities Mounting cash flow pressures margins eaten-up by increased competition and meagre labour-productivity growth over the past decades have all affected sustainability of the industry
Leaving aside the first two factors which are common in industries workshying in a capitalist market economy a lack of improvement in labour producshytivity is the primary reason why the global construction industry is seeing a reduction in the value added by its services of about $16tn a year accordshying to McKinsey Global Institute This loss of value is equivalent to the GDP of Canada or boosting global GDP by 2 per cent a year
The construction industry must become more proshyductive as the demand for construction is rising and tools such as digital techshynologies and new materials are increasingly available to improve efficiency and reliability
Challenges Labour productivity in conshystruction is defined as the value added by construction workers per hour of work
and its growth over time adjusted for inflation It matters because of the posishytive impact that it passes on to customshyers owners contractors and workers
It is possible to identify 10 core challenges that are contributing to low construction productivity as classified in figure 1
In the era of lsquoIndustry 40rsquo innovashytion is transformative and will become essential to increasing productivity in construction We believe innovation is the key to tackling most of the chalshylenges faced in the sector
Construction innovation can provide the critical factor for a companyrsquos long-term competitive strategy
To capture these benefits however a construction company needs to undershystand the means through which these innovations are implemented and the strategies it can employ to increase the effectiveness of these operations
The companies can follow different strategies based upon the nature of the innovation their capabilities resources and overall market strategy
Investment in research and develshyopment does not in itself guarantee success It is essential for companies to collaborate with other industry innovators to generate challenging and motivational activities to achieve the desired objectives
6 Reinventing Construction
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull FUTURE PROOFING
Figure 1 Ten challenges affecting productivity and performance in the construction sector
EXTERNAL FORCES
1 Increasing project and site complexities
2 Extensive regulation land fragmentation and the
cyclical nature of public investment
3 Informality and potential for corruption distorting
the market
INDUSTRY DYNAMICS
4 Construction is opaque and highly fragmented
5 Contractual structures and incentives are misaligned
6 Bespoke or suboptimal owner requirements
FIRM LEVEL OPERATIONAL FACTORS
7 Design processes and investment are inadequate
8 Poor project management and execution basics
9 Insufficiently skilled labour at frontline and supervisory levels
10 Underinvestment in digitisation and innovation
Defining the path Innovation in the construction sector can be boosted by the following five key factors 1 Clear business case for taking up the innovation 2 Clear path for overcoming compatishybility problems 3 Sufficient incentives to adopt the
innovation and coordinate with project stakeholders 4 Costs of acquisition must be amortised from a single project Innovation is 5 Measurable benefits
transformative The non-fulfillment of
these premises will create and will become obstacles when it comes to the implementation of essential to innovation enable theOther barriers include low contracting margins construction in-entrenched traditional attitudes and a shortage dustry to increaseof skilled workers
Improvements includ- productivityrdquoing lower costs as well as increased efficiency speed and safety have been seen in instances where innovation is deployed
For example the UKrsquos Mace Group was able to work at a much faster speed by using its rising factory method and higher safety standards on the East Village N08 project in London
The six-storey lsquojump factoryrsquo built around the tower created an indoor construction site ndash improving noise reducing safety risks and preventing environmental disturbance
Each floor was constructed in just one week while creating a safer working environment and increasing the use of prefabrication
UK-based Kier Construction used offsite manufacturing techniques for its R7 proshyject in London The facade and composhynents such as precast concrete columns were created offsite delivering efficiency and speed and requiring less workers
California-based prefab builder Katerra connects building information modelling (BIM) tools and computationshyal design directly to its global supply chain infrastructure for ease of material ordering manufacturing tracking and delivery Middlemen are removed from the equation driving down costs
Reinventing Construction 7
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
ABOUT THE AUTHORS
Gurjit Singh (above) is the senior VP for real estate and Francesc Serras (below) is the senior developshyment manager for real estate strategy at Dubai World Trade Centre (DWTC)
The opinions expressed in the article belong solely to the authors and do not reflect the views of DWTC
Regulations The role of regulation in promoting innovation is pivotal to implementing best practices and improving potential productivity
Regulatory changes facilitate the shift in industry dynamics that enable firm-level levers and impact productivishyty improvements Seven areas can boost productivity 1 Regulation2 Collaboration and contracting3 Design and engineering4 Procurement and supply-chain management 5 On-site execution6 Technology7 Capability building
The construction industry can catch up with total economic productivity by acting on these seven areas According to the McKinsey Global Institute wideshyspread adoption of all seven could lead to productivity improvement of 50-60 per cent
Driving best practices Few people will be surprised by these levers for higher productivity However the industry has generally not impleshymented basic approaches and even when it has further opportunities arise to push for best practices
Reshape regulationExamples include Singaporersquos move to allow for cross-laminated timber for high-rise structures and Japanrsquos promoshytion of scale through land pooling
Rewire the contractual frameworkIntegrated project delivery helps build long-term partnerships Sufficient upshyfront investments in planning by comshybining all partiesrsquo input have been shown to raise productivity substantially
Rethink design and engineeringA push for repeatable design elements in projects that do not require bespoke
Mace used a lsquorising factoryrsquo for its N08 East Village project in the UK
solutions would boost productivity and save time
Align managementImprove procurement and supshyply-chain management through inter-net of things (IoT)
Asset managementImproved on-site execution through IoT with advanced analysis would enable the tracking of equipment and materials
DigitalisationInfuse digital technology new material advanced automation and support the use of building information modelling (BIM) systems
Reskill the workforceA good example is the apprenticeship programme run by Siemens in the UK
Based on the above it is imperative that the global construction industry addresses its productivity problems to futureproof itself
We believe this can be achieved by firstly investing in talent innovation and technology and secondly by working together with customers clishyents the workforce lenders and regushylators to ensure the primary objectives of all stakeholders are successfully achieved for every project
Phot
o co
urte
sy M
ace
Gro
up
8 Reinventing Construction
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
COMMENTCOMMENT
Where innovation does exist it is reshystricted to a few industries and is seen as largely lsquoimitative rather than radicalrsquo
In part this can be explained by the
GETTING READY TO INNOVATE recent emergence of many economies
ORGANISATIONAL READINESS AND
GOVERNMENT SUPPORT ARE
NECESSARY TO SUPPORT INNOVATION
IN THE MENA REGION
For many innovation has become an often-repeated buzzword It is viewed as the key to a more competitive econshyomy and a mantra to deliver consistent business results in challenging ecoshynomic conditions
Innovation can be both of those things but for that to happen we need to go beyond the veneer of simple ideas supported by glossy marketing and deliver on concepts that drive real and substantive change across have also stifled society place innovation in many and business organisations
It is still common lsquoQuickrsquo to see design and innovation construction teams The Middle in the region rely-East and North ing on paper-based Africa (Mena) documentation and region has a processes despite proud history much of the world of scientific shifting to electron-discovery and ic documentation innovation Labour remains across a range accessible and of subjects inexpensive in
Today the the region so the region includes economic incentive
in the region on the global stage Government policies and approaches
have focused on accelerating economic development and encouraging quick delivery rather than exploring the best long-term solutions
At the same time imitative innovashytion has proven to be less risky and more profitable for many private sector companies because research and develshyopment and professional development budgets could be put aside for later
Persistent habitual behaviours and ways of working
some of the wealthiest countries in the world and is home to cities that leapfrog existing technology and maturity cycles
For example Abu Dhabi has already announced a 10 kilometre-long Hyper-loop track due for completion in 2020 while other cities are considering its feasibility
Yet the region typically ranks low in global innovation surveys The highest ranked Mena nation is the UAE which holds the 38th place on the Global Innovation Index 2018
to embrace techshynology and new ways of working is not the same
But the challenges we face in the next cycle of development are very different Disruptive and radical inshynovation are the next step ndash and they require planning
Acting for change What are the organisational and govshyernmental policies processes and investments that will drive innovation How can we better support and sustain
10 Reinventing Construction
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull PLANNING AHEAD
disruptive innovation and growth across the region The solution is twofold
Firstly private sector companies must establish their organisational readiness to innovate This requires the involveshyment and cooperation of partners ndash both internal and external ndash and a leadership environment where all ideas are recognised respected and shared
Jacobs follows three simple steps to encourage innovative thinking and develop and embed innovation in the solutions we deliver for our clients
We use crowd-sourcing tools to actively seek out ideas from inside and outside our business that can help solve our clientsrsquo most pressing problems
Ideas are submitted to an internal innovation grants programme and progress is reported through a proven process for innovation project manageshyment to bring the idea to fruition and reduce inherent risk We actively seek out opportunities where we can work with a client to deploy the solution
We track progress and feedback from early stages supporting and dissemishynating learnings from the process and ensuring everyone understands the benefits and is aware of the solution
Government support Secondly ongoing support from Mena governments at a policy level and via practical initiatives will help private sector businesses gear up to innovate
Initiatives need to build on existing policy frameworks and other enabling features in the market such as the culture habit and knowledge of the organisation and its ability to access capital and funding Many governments have already started reforming laws on protecting intellectual property construction and finance ndash the lsquosoftwarersquo ndash and investing in
state-of-the-art research institutions and educational facilities ndash the lsquohardwarersquo
GCC leads the way The UAE government has steadily announced a set of reforms in the codes and standards across the real estate and construction industries starting with the introduction of an E-NOC system for permits better land registry and faster connectivity to essential utilities
More recently guidelines were introshyduced stating that by 2030 25 per cent of new buildings in Dubai must be 3D printed The use of building information modelling (BIM) has been mandated on all large construction projects These projects include buildings with more than 20 floors a built-up area largshyer than 200000 square feet or with unique features such as universities
In Saudi Arabia the MiSK Foundation has been set up to inspire learning and leadership values in Saudi youth to
ABOUT THE AUTHORhelp deliver the kingdomrsquos Vision 2030 across the four main pillars of educashytion media culture and technology Manosh De is The long list of local and international the Middle East
lead for urbaninitiatives will serve as a conduit for planning andideas coming into the region intelligent sys-
The region is already blessed with tems and globalbrave leaders who have the vision and lead for national commitment to change With the right and regional
developmenttime space and support from govern-strategies forments the private sector too can bring the buildings
its best game to the region by investing infrastructure in local centres of excellence to pro- and advanced mote a new experimental mindset and facilities division
at Jacobsculture to service the markets
Reinventing Construction 11
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
SOLUTION
COORDINATING MODEL DESIGN
THE ORACLE ACONEX MODEL COORDINATION
CLOUD SOLUTION ALLOWS A
WIDER TEAM TO MANAGE
BIM ON COMPLEX BESPOKE
PROJECTS IN A COLLABORATIVE ENVIRONMENT
Building information modelling (BIM) is an increasingly important component of construction project delivery but is currently limited by a lack of collaborashytion reliance on multiple applications and missing integrations
Model management While open and transparent collaboshyration has become a well-known and addressed topic in construction and engineering projects over the past two decades model management on BIM projects has been the domain of specialshyists using proprietary modelling tools
The wider project team has been unshyable to easily participate in the design and coordination process as the BIM design information has been disconshynected from them and dispersed across different systems
Most importantly the critical model coordination process suffers from a lack of flow across the applications landscape due to the following
Design issue resolution is spread across multiple systems which impact cost and administration
Lack of integration with authoring and validation tools leads to errors and further cost
Scattered data leads to poor overview and control on status of the coordination process
Unreliable progress reports and audit records impact qualishyty and control
Slow progress and decision-making based on assumptions are the direct result of disconnected teams working with separated data and little to no transparency Information spread over different systems creates multiple vershysions of the truth leading to a lack of clarity errors and disputes ndash all impactshying cost quality and schedule This is not a basis for leveraging insights to improve and optimise processes
The Oracle Aconex Model Coordishynation Cloud Service eliminates these challenges by enabling construction design and project professionals to collaboratively manage BIM models across the entire project team in a true common data environment (CDE) Organisations can reduce the risk of errors and accelerate project success by ensuring each team member has access to accurate up-to-date models
All in one place A sophisticated model server forms the centre of the Oracle Aconex CDE integrating with most common authorshying and model checking tools Thereshyfore no additional management tools for issues and clashes are required
The entire project team benefits from the interoperability of Open BIM standshy
12 Reinventing Construction
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull TEAMING UP
The Oracle Aconex Model Coordination cloud service eliminates the difficulties associated with BIM collaboration
ards and can interact with models and participate in the BIM processes
ldquoIssues with model management means projects go over budget run over schedule and end up with a higher total cost of ownership for the clientrdquo says Multiplexrsquos digital manager Davide Gatti
ldquoAs part of the early access pro-gramme for Oracle Aconex Model Coorshydination it was great to experience how Oracle has solved these challengesrdquo
With Oracle Aconex Model Coordishynation organisations can eliminate the need for various point solutions in fashyvour of project-wide BIM participation that drives productivity with faster proshycesses and cycle times enables a single source of truth for project information and delivers a fully connected data set at handover for asset operation
Improved visibility The solution enhances Oracle Aconexrsquos existing CDE capabilities which are built around Open BIM standards (eg IFC 4 and BCF 21) and leverage a cloud-based full model server to enable efficient secure and comprehensive model management at all stages of the project lifecycle
The Oracle Aconex CDE which is based on ISO 19650 and DIN SPEC 91391 definitions provides neutrality security and data interoperability By enabling model management in this environment Oracle Aconex allows greater visibility coordination and proshyductivity across people and processes including enabling comprehensive mod-el-based issue and clash management
ldquoWith Oracle Aconex Model Coordishynation wersquore making the whole model management process as seamless and easy as possiblerdquo says Oracle Construcshytion and Engineeringrsquos director of new products BIM and innovation Frank Weiss ldquoBy integrating authoring and validation applications to the cloud usshyers donrsquot need to upload and download their issues and clashes anymorerdquo
Weiss adds that there is much noise and confusion around BIM and CDEs most of which is driven by misinformation in the market about what each term means
He says ldquoEverybody on a BIM project should work with the best available tool for their discipline Therefore open forshymats are critical for interoperability and the use of a true CDE is key to efficient and effective model managementrdquo
Reinventing Construction 13
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
RESEARCH GOES TO MARKET
INNOVATION AND ENTREPRENEURSHIP
RESEARCH CENTRES AND
CONSTRUCTION COMPANIES
WILL BENEFIT BY BRINGING PROTOTYPES TO THE REAL
WORLD
As a field engineer at Turner Construcshytion I realised that inconsistencies in daily construction reporting can expose construction management and general contractor companies to a varishyety of risks
Subcontractors frequently fell behind with paper-based submissions Superinshytendents were forced to chase subconshytractors for information that was genershyally insufficient to complete a useful and actionable daily construction report
It was around this time that people started using 2-3 mega pixel consumshyer grade cameras The applications of building information modelling (BIM) for pre-construction cost estimation and constructability reviews were just emerging I was intrigued by the potenshytial of how comparing images and videshyos to BIM connected to schedule could help visually document and measure work in progress
It was then that I decided to focus my PhD dissertation and academic research at both the University of Illinois at Urbana-Champaign (UIUC) and Virginia Tech on the interface of construction management and computer vision Reshyconstructrsquos visual 3D command centre for construction projects emerged from this work
State of innovation The engineering and construction culture has dramatically changed over the past 10 years Since 2008 wersquove seen a change in the generation of people who are working at construction sites
Technology readiness has drashymatically improved especially in terms of how we model simulate and share project data as well
as how we capture information from job sites including using the internet of things Companies are witnessing a change in this generation because technologies have improved and the price point is lower This is where the opportunities are emerging
Assessing processes Over the past five to six years numershyous companies have decided to invest in establishing central research and development or innovation divisions
Companies want to ensure there is an internal process that can measure how new technologies fit into their processshyes and workflows and assess value It is the return on investment that matters at the end of the day
These technology assessments offer an opportunity for companies to either map them into existing processes or standardise new processes across their projects
However the real challenge is that ndash similar to tech companies and unishyversity research teams ndash the innovation teams are not directly involved in conshystruction projects
Innovation teams must introduce new ideas and concepts to their project teams and get buy-in Hence for some companies adopting and adapting technology may become a two-step process as opposed to a direct process
Due to dramatic improvements in technology there is a rise in funding and startups The concepts of digitisshying job sites and industrialisation have also matured
14 Reinventing Construction
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull SHARING EXPERTISE
New opportunities have emerged There is a possibility of bridging the gap in terms of what the industry wants ndash processes and products that work ndash versus what academics typically work on theories methods and software hardware prototypes
Fostering a culture My mission in academia is to devise problem-driven research and explore scientific solutions to problems that matter I work with startups and adshyvanced technology companies to transshylate the research into processes and products that the industry can ultimateshyly use This process is easy to explain but very difficult to implement
At universities we receive funding from numerous national and local agencies ndash including the National Science Foundation which has funded most of my work ndash to drive research that contributes to the body of knowlshyedge in construction
We use this as an opportunity to develshyop scientific concepts that are typically transformed into prototypes We work closely with the construction industry and listen to what their biggest pain points are that we need to focus on
However academic research typically stops at publications and developing prototypes Because of this we donrsquot go the extra mile of transforming that prototype into solutions that a conshystruction company can use Universities traditionally donrsquot support the transition of prototypes into a product or process However now that startups are adding excitement to our academic research university leadership at our campuses are beginning to support this transition
At UIUC our leadership recognised this opportunity early on I was selectshyed in the first cohort of faculty entreshypreneurship fellows at the University of Illinois College of Engineering to transform our software prototype into products that can add value to the conshystruction industry
A prototype is great because it proves the conshycept and value
But construction comshypanies should really intershyact with products because they have the potential to scale and be standardised across projects
There must be a viable business case when asshysessing and testing a new solution before opportushynities sustain and grow
Startups are the best way to bridge between what the industry and academia both wantrdquo
across the organisation In my opinion startups are the best
way to bridge between what the indusshytry and academia both want Numerous academic colleagues are interested in transforming their research into indusshytry solutions through startups
However this means that somebody must fund it and these transitions come at a cost that is driven by venshyture capital firms
Close partnerships In the next few years academia ndash parshyticularly in construction informatics ndash will focus more on educating our students to develop internal entrepreshyneurial skill sets
This will include new ideas on mashychine learning artificial intelligence etc and how this technology can address pain points in the industry
Interested students can gain a better understanding of industry pain points through conventional construction enshygineering and management education They can also grasp new opportunities through data-driven courses
Students will be well-equipped to establish business models with an acashydemic background in entrepreneurship They can transform ideas and concepts from the classroom and research lab into new industry-grade solutions
Indeed this is the right time and space for innovation and entrepreneurshyship in construction
ABOUT THE AUTHOR
Dr Mani Golparvar is the COO and co-founder of US-based Reconstruct
Reinventing Construction 15
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
COMMENT
in productivity of just 1 per cent could result in savings of $100bn a year forPAYING FOR the construction industry
Owners also have a role to play in fosshytering innovation in the sector Projects INNOVATION
PUSHING NEW SOLUTIONS ON FUTURE PROJECTS
REQUIRES BOTH CLIENTS AND
CONTRACTORS TO HAVE A
HEALTHY APPETITE FOR TECHNOLOGY
Dubai is a place that is big on world records and lsquofirst of a kindrsquo
Islands in the sea shaped as a palm tree flying taxis hyperloop technoloshygy autonomous vehicles ndash Dubai has a track record of pushing boundaries for the art of the possible
Given this appetite for biggest tallest and best particularly in the field of conshystruction it is perhaps no surprise that as I look out of my office window I can see the worldrsquos first entirely 3D printed building In Dubai the future is now
Construction methods have not changed a great deal in decades But as we are seeing in other industries not even constructionrsquos traditionalists are immune to the forces of digital disrupshytion Innovation is impending (and in some cases it is already here) but in an industry where margins are so tight are contractors ready for it Moreover who should pay for the cost of disruption
Leading the way It can be reasonably argued that conshytractors should lead the way when it comes to new technology ndash incorporatshying innovative solutions during the bid process when pricing a project and then delivering on these good ideas throughshyout construction
However lsquofirst of its kindrsquo innovation often comes with a development cost or heightened risk that adds to the price But without any additional incentives the price-driven thin-margin nature of the industry ultimately discourages innovative thinking
Irrespective of market dynamics failing to invest in solutions that could boost productivity is ultimately counshyter-productive For example the World Economic Forum estimates that a rise
are constructed for the benefit of users whether end consumers for commercial assets or the general public for governshyment assets
Owners need to look ahead and anticshyipate the needs of their users in the fushyture ndash which should create an incentive to break this cycle of innovation stasis
Taking charge lsquoLow bidrsquo is not always the best model Far better to pay now and save later where possible rather than lag behind regulatory change or the fickle needs of an increasingly agile customer
While this is easier said than done our 3D printing example shows that the technology is there and can be used to create savings by compressing the supply chain
More than just a trophy structure down the street from my office Dubai has set a target that 25 per cent of buildings will be 3D printed by 2030
The city of Eindhoven in the Nethershylands has opened the worldrsquos first 3D printing factory for houses
Innovations in modular construction are creating significant efficiencies ndash in China a construction company that builds offsite and then ships to the end destination recently built a 57-storey modular building in just 19 days
These are prime examples of how easy it can be to get left behind in the construction sector
But the conflict of thin margins and the time it takes for innovation to be proven remains real It will take bold investors to test the waters Or forshyward-thinking owners who value this innovation Or both
It is here that government can help Policies such as Dubairsquos goal for 3D printing are examples of how governshyment can encourage change
16 Reinventing Construction
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull FUNDING PROJECTS
It will take bold investors to test the waters Or forward-thinking owners who value this innovation Or bothrdquo
While government is rightly cautious in its spending it can and should be willing to pay the little bit extra to furshyther their policy objectives for construcshytion ndash be it improved user experience environmental sustainability or simply longer-term efficiency
Data from these projects should be collected collated and published where possible to demonstrate how these innovations add value and drive the sector forward
This will make it easier for others to learn and adopt similar methods
How can this be done At EY we have found that some of our public sector clients are now allowing proposals that include a lsquoplusrsquo option which goes beyond the standard specishyfication of the bid and offers innovative (and usually more expensive) add-ons
Governments can then take a view as to whether they want these extras and balance the outcomes against the costs collecting data to demonstrate their ultimate worth that can then be shared
They can also drive change through regulation or targets that will encourage or attract the sort of contractors with a desire to innovate and encourage ownshyers to take the necessary leaps to these new platforms
Dubairsquos 3D printing strategy is a great example where the expectation is to reshyduce labour materials transport time carbon footprint and costs
Sharing risk Better client-contractor relationships can also provide industry-wide benefit If the responsibility of innovation was shared and agreed up-front it would ensure fair distribution of risk thus increasing the appetite for innovation
This could include contracts that dicshytate risk and cost-sharing for innovation on a project thus improving trust on both sides that leads to bolder decisions and better outcomes for the consumer
Finally governments can encourage research and development (RampD) on such solutions making them cheaper and easier to deploy
Governments can either invest in RampD themselves or alternatively provide tax breaks to those that do as the British government attempted in its Construction Sector Deal in 2018
Construction is one of the last industries to be truly disrupted by technology but that wait cannot last forever Contractors will have to invest and owners must be willing to pay for these innovations
And as always government can play a role ndash both as a matter of policy as well as an asset owner
Innovation will soon be mandatory not a luxury Business as usual will leave industry players behind ndash they will end up as houses built on sand If they donrsquot embrace disruption when the rains come and the winds blow they will fall
ABOUT THE AUTHOR
Brad Watson is EYrsquos globshyal leader for infrastructure in government and real estate and leads the Mena infrastructure advisory team
Reinventing Construction 17
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
COMMENT
CONNECTING THE ECOSYSTEM
5G SERVICES WILL
TRANSFORM GLOBAL
NETWORKS ndash AND IT HOLDS
THE SAME PROMISE FOR
CONSTRUCTION
Buzz is growing around 5G and the imshypact it can have For construction the prospect of 5G is creating excitement and anticipation but to appreciate the opportunity for the industry it is imporshytant to understand what it is and what it offers as a technology
Essentially 5G is about speed reliashybility and capacity It is the next genershyation of mobile broadband promising higher bandwidth speeds negligible latency and scalability
The promise of 5G is that it will bring in around 10 to 100 times faster speeds with a very low latency which could be anywhere from one to 10 milliseconds It is also believed to provide up to 10 to 100 times more capacity than our curshyrent long-term evolution networks
From a business sense 5G will be an enabler Better connectivity will obvishyously be good for businesses particushylarly in terms of data collection capture and analysisevaluation But with 5G much of this can happen in real time which means decisions can be made more quickly and issues addressed before they worsen
In the real world A recent study by Oracle Communicashytions titled lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo surveyed 265 key decision makers from both business and IT-focused roles More than 80 per cent of respondents believed that 5G will increase employee productivity reduce costs enhance customer experishyence and improve business agility
Around 30 per cent of business respondents and 24 per cent of IT respondents felt that real-time asset or process monitoring was a key benefit of 5G networks
Overall 84 per cent of respondents felt that 5G networks will be transformshyative and will have a lasting impact on the way their companies do business But does 5G have the same potential for the construction industry
5G for construction The speed latency and scalability of 5G will help construction and engineering businesses in three ways
Enhanced mobile broadband Providing high speed and capacity will allow fast access to data-intensive cloud applications and enable multiple users to interact with each other in real time from anywhere
Mission-critical operations Providing low latency and high reliashybility will increase the ability to have reliable information available immedishyately to understand what is happening on-site in real time This is essential for a complex and constantly evolving envishyronment such as a construction site
Massive machine-type communications This will provide highly scalable and geographic coverage to help with inishytiatives such as smart cities where the number of nodes will be considerably
18 Reinventing Construction
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull A NEW JOURNEY
higher than on a normal project asset monitoring both on and offsite as well as health monitoring
Imagine a construction site where all workers vehicles drones devices and assets can be equipped with sensors as well as 4K or 8K camera feeds providshying visual information about a site as it happens or an asset production as it takes place offsite
The data collected from those senshysors coupled with real-time analysis using artificial intelligence will be able to improve productivity safety and compliance on and offsite as well as identify potential issues that can be dealt with immediately
This visual data will also continually evolve the project model to take acshycount of what it looks like at that exact point in time
Comparing that to information about how the model has evolved coupled with how assets are progressing in offsite production could increase productivity by reducing downtime as well as provide predictions for potential scheduling and production issues and how to deal with them
Enterprises are cautious when it comes to cost and near-term benefits 56
Feel that 5G is too early in its
development to begin making
business plans
56 State that 5G will be too costly to
implement in the near term
97 95 84 Are aware of Have begun Feel that 5G
5G networking strategic networks will be technologies planning transformative
or vendor and have a assessment lasting impact
on the way their companies do
business
There are however important conshysiderations around 5G for construction and engineering particularly in terms of standardisation and security
Some construction businesses are sitting on huge amounts of data across their portfolio but do not have standshyardised processes in place to measure analyse or understand the data 5G and deployment of sensors will just add to that data issue Standardising processes across a portfolio ensures governance control and visibility
With the ability to capture and share more construction site data security will certainly be a consideration The aim of 5G is for higher security and how it is going to be implemented will be clear in time 5G is a very important part of the network and is expected to be more secure than what we have today
A learning curve There are many unknowns with new technology and 5G is no different There will undoubtedly be discoveries made along the way There will be ways in which 5G can be used in the future that we have not even imagined yet and that is why we are only really scratching at the surface of the opportunity today
We believe 5G is going to help us improve productivity safety and compliance for construction and enshygineering thanks to fast reliable and scalable connectivity This will enable even greater productivity and better data management yielding the insights needed to accelerate the drive to conshytinuous improvement
Enterprises are overshywhelmingly aware of 5G network technology and its benefits to their businesses
Source lsquo5G Smart Ecoshysystems Are Transformshying Are You Readyrsquo by Oracle Communications
ABOUT THE AUTHOR
Burcin Kaplanoglu is the executive director and inshynovation officer at Oracle Conshystruction and Engineering
Reinventing Construction 19
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
20 Reinventing Construction
5G TRANSFORMATION A survey published in January 2019 by Oracle found that more than 75 per cent of businesses globally consider 5G to be critical to their business objectives
Believe 5G is critical to
their business objectives
60 per cent are undertaking a strategic review 35 per cent are evaluating venshydor solutions while 5 per cent say it is too early to plan
Prefer specific vendor types for solution components suggesting a necessary
ecosystem for 5G solutions
Agree that communication service providers are necessary for successful
deployment of 5G network-enabled solutions
Aware of 5G benefits
MORE DEVICE CONNECTIONS
5G EVALUATION PLANNING
+75
97
50
67
UP TO
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
Reinventing Construction 21
Ranked extreme reliability or low latency as the number one 5G benefit for the top
5G-enabled solutions
Feel that new 5G-enabled services will be transformative
to their customers
LOW LATENCY
68
60
GREATER DATA SPEED
NEARLY
Source lsquo5G Smart Ecosystems Are Transforming Are You Readyrsquo by Oracle Communications
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
CASE STUDY
rebuild following natural disasters Can everyday projects learn from these SEEKING NEW
Mott MacDonaldrsquos technical principal Saurabh Bhandari has been involved in multiple urgent emergency and criti-WAYS TO WORK
DISASTERshyREBUILD
OPERATIONS IMPART
EVERYDAY LESSONS ON
SCHEDULING AND COMPLIANCE FOR
ENGINEERING AND CONSTRUCTION
PROJECTS
One thing engineering and construction (EampC) organisations and their customshyers could really benefit from is to learn lessons from past experiences ndash whethshyer those experiences are their own or anotherrsquos However the industry is not always great at looking inwards and there is a perception that each new proshyject is fresh and completely different
EampC started to look around at how other industries such as manufacturing learn from the past and are embracing new techniques and technologies but although that is growing it is not as widespread across EampC and the owner community as perhaps it should be So why donrsquot we look back at what we have done to perfect what wersquore about to do
Does it come down to not having the right information from prior projects to be able to gauge anything of value Is it the manual approach to certain aspects of a project that is hindering us from capturing everything
Or could it be because the fragmentshyed nature of developments with teams spread far and wide prevents a full view of the project
Whatever the reasons we are starting to see EampC organisations and larger owners using technology to capture a true picture of projects by using a comshymon data environment (CDE)
Coupled with this innovative busishynesses are starting to appreciate commonalities between projects as they look for ways to either perfect andor automate processes
Disaster recovery What about looking at completely different situations and taking lessons from those A case in point is the way we manage infrastructure recovery and
cal programmes of recovery work He has adopted some important lessons from the infrastructure rebuild works after Storm Desmond in the UK and Ireland Storm Sandy in the US and the Nepal earthquake
ldquoRebuilding after natural disasters is very different to building an office nuclear plant or an airportrdquo says Bhandari ldquoThe scale is often larger and complex due to the impact on multiple resources at the same time ndash be that water energy supplies or roads
ldquoThere is also obviously an expedishyency required in post-disaster rebuild that is more onerous than in a typical project developmentrdquo says Bhandari ldquoMost importantly each decision that is made or not made in the recovery effort has a significant humanitarian impactrdquo
Mott MacDonald has been involved in the recovery efforts for many natural disasters both in the UK and overseas including some of the rebuild projects after the UK floods of 2015
Rebuilding lives In the aftermath of Storm Desmond Cumbria County Council faced a hershyculean task to rebuild its shattered inshyfrastructure Almost 8000 homes were flooded and the storm also impacted 2000 businesses more than 600 farms and 300 kilometres of carriageways
Nearly 800 bridges were damaged Several stone-built river crossings some of which had stood for hundreds of years were swept away
In the stormrsquos aftermath businesses and livelihoods were badly affected and there was an urgent need to restore vishytal road links reconnect cut-off commushynities and get the county moving again as soon as possible
Given the scale and severity of the devastation Cumbria County Council
22 Reinventing Construction
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull LEARNING
County Council is one of the first public authorities in the UK to benefit from a GIS tool with this capability
Bhandari talks about how specific awareness of the network impact of decisions is key and having a broad picture provides actionable insight to ensure issues do not escalate It is about bringing believable decision data together to paint the true picture of what is happening This is reciprocated across most projects
Defragmenting Disaster-rebuild operations often involve multiple parties ranging from the government to emergency servicshyes and community groups and within
required support and increased capacshyity to plan and manage the recovery It joined forces with Mott MacDonald to deliver what would become known as the four-year pound1236m infrastructure recovery programme (IRP)
A huge number of individual works were needed ndash more than 1200 in total ranging from patch repairs to full reconstruction of highways slopes retaining walls and structures culverts and bridges
Other challenges included building temporary structures restoring listed bridges of historical importance dealshying with the expanse and remote terrain of Englandrsquos third-largest county and restricting in-river construction activshyities to just 15 weeks of the year (in keeping with legislation to safeguard fish passage)
Alternative techniques One of the many areas of innovation was the use of geographic information system (GIS)-based planning
Mott MacDonaldrsquos cloud-based GIS asset management system GiGi brings together multiple data sources ndash includshying surveys and inspections on-land ownership river levels and temporary traffic regulation orders ndash to aid co-opshyeration and communication Cumbria
those groups are multiple stakeholders ndash all requiring up-to-date information ndash so transparency and auditability is also very important Bhandari points out that governance across everyday projects also involves fragmented teams working from the same information again echoing challenges that many project teams face
ldquoIf we boil down the issues and outcomes from urgent situations there are many lessons that could be adoptshyed across all projectsrdquo says Bhandari ldquoWhether it is maintaining fiduciary oversight or work scheduling from the planning perspective Integrating differshyent IT tools into a common knowledge platform can be a key enabler to creatshying a productive common data environshyment It is just that for a post-disaster rebuild the impacts are visible at a larger scalerdquo
Post-disaster rebuild is just one type of case EampC could learn from The industry needs to be more connected to what has happened before and what is happening around it We also need to be prepared to not just capture data but also to share it across projects and the industry The more examples we have to learn from the better the approach we will be able to take across future projects leading to higher-quality outcomes
Saurabh Bhandari is a technical principal at Mott MacDonald
Reinventing Construction 23
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
COMMENT
A NEW WAY FOR PROJECT DELIVERY
The network basics The simplest and earliest network ndash which is a frequently cited example ndash is the telephone network or fax machine
The first telephone network was probably the hardest sell because the value of the network increased disproshyportionately as more telephones were sold and used
The Metcalfersquos Law (named after Robert Metcalfe co-founder of the ethshyernet) attempts to quantify that value The law states that the value of the netshywork increases by n2 ndash with n referring to the number of nodes
The formula contains multiple vershysions However the idea remains that the network value increases over time as more users came onboard
Construction project networks We have the makings of a similar netshywork with thousands of people collaboshyrating across organisations working on delivering a construction project
Collaboration activities become the link that connects these nodes ndash in much the same way as telephone conshynections link to users These networks
Figure 1 Construction project network in Australia Figure 2 Nodes are colour-coded for easy visualisation of areas of delay
CREATING DATA MAPS OF PROJECT NETWORKS CAN BUILD
AN EFFECTIVE VIEW OF THE ECOSYSTEM TO ENSURE
SMOOTHER END RESULTS
Clients often ask us ldquoDoes collaborashytion actually workrdquo and ldquoWhat kind of value do I get from collaboratingrdquo
These questions may seem abstract but most people intuitively know there is value in project collaboration
The answer lies at the intersection of mathematics and social sciences using social network analysis the process of investigating social structures by using networks and graphs theory
So how can the construction industry leverage the benefits of proshyject collaboration
24 Reinventing Construction
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
bull DATA-LED INTEL
Figure 3 When done correctly network maps show which areas require urgent action
build over time and exhibit patterns These patterns can help people undershystand not only how projects are delivshyered but also offer many additional insights that might otherwise not be immediately apparent
For example the graph in figure 1 is the project network in Australia The dots (nodes) represent organisations and the lines (links) represent the flow of information Requests for inforshymation variations change requests transmittals design reviews etc are all flowing across these networks
In fact in 2018 over 375 terabytes of data flowed across this network in Australia alone Visualising a construcshytion project network in this way has many benefits
1 Owners and contractors can see collaboration in action Witnessing the flow of information in the network graph in figure 1 highlights just how important collaboration is The only reason it is even possible to visualshyise the network is because it is all capshytured on a single platform Otherwise
this flow of information would have been distributed across various systems and tools in the project ecosystem
Clients regularly ask us to create these network maps for their organishysation They are often surprised at the network they have either created or are part of Networks are often used to
Reinforce the return on investment from collaboration platforms This data clearly shows the scale of the problem The data also reflects the issues associated with managing the information flows across disparate systems used by contractors owners engineers consultants etc in the abshysence of a collaboration system
Build the business case for digitisashytion initiatives internally The network maps show the possibilishyties of ldquowhat nextrdquo and ldquowhat elserdquo
Usually these business cases lead to pilot programmes that incorporate some of the data to further digitise and streamline work processes or integrate existing data sources
Select partners and vendors as part of their next project The visualisation can be colour-coded to reflect where the ldquoweakest and slowestrdquo links are in their network
Clients often find visualisation as an easy way to consume and assimilate partner performance as opposed to tables in Microsoft Excel because the data can be aggregated across many of their projects
Start conversations on Big Data and artificial intelligence These visualisations provide the ideal creative prompt for water cooler conshyversations about how data can be truly transformative for the industry The power of data often excites us the most because the opportunities to leverage this information are endless
Reinventing Construction 25
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
START OF PROJECT LATER IN THE SAME PROJECT
Figure 4 Delay in flow of architectural information at the start of the project affects the engineering and construction in later stages of the project
ABOUT THE AUTHOR
Karthik Venshykatasubramanian is the vice president of data science and analytics at Oracle Conshystruction and Engineering
2 Networks often show patterns that can be used to make changes en masse Regional project networks and bigger companies form their own mini-netshyworks because they are involved in numerous big projects Making changes within these large organisations ndash usualshyly made by owners or contractors ndash can help propagate changes faster throughshyout a region
Understanding the key nodes that follow the 80-20 rule ndash where a few organisations direct the bulk of the information flow ndash can have a valuable ripple effect on productivity improveshyments when multi-organisational proshycesses are streamlined
3 Network maps reflect areas of delay very quickly While it might sound obvious netshyworks allow us to visualise congestion easily The ldquoinformation highwayrdquo (links connecting the nodes) quickshyly tells a story when nodes are colshyour-coded to understand areas of delay
Professionals can rapidly assess where the delay is and where proactive action might help
Not all delays are created equal although the traditional approach of looking at what is outstanding and overdue is useful When ldquocodshy
edrdquo correctly network maps show which delays are of concern and need pre-emptive action
4 Understanding delays early can prevent issues in the future Network maps continue to tell the story when pre-emptive action is not taken and the impact cascades downstream
As depicted in figure 4 early delays in the flow of architectural informashytion later started bleeding into engishyneering links
Clearly the early delay in the flow of architectural information is now causshying issues in engineering and construcshytion Picking this up early will help to potentially alleviate some of the issues in the future
Conclusion Collaboration has always been regardshyed as quintessential to project delivery Visualising networks help show the lsquowhyrsquo Many of the ideas in this article are just the tip of the iceberg
All aspects of a full-blown social network analysis can be applied to construction project networks to learn review and adapt
The first step an organisation needs to take is to ask the question ldquoWhat does my network look likerdquo
26 Reinventing Construction
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
Reinventing Construction 27
ABOUT MEED
MEED has been integral to delivering business inshyformation news intellishygence and analysis on the Middle East economies and activities for over 60 years Attracting a key senshyior management audience through its content and activities MEED is a meshydia brand publication and data business that covers a spectrum of services which inform engage connect and ultimately support our subscribers and partners in their business developshyment and strategic growth
Recently acquired by GlobalData Plc MEED is now part of one of the largshyest data and insights solution providers in the world with the capacity to build global communities for our clients
Our purpose is to supshyport the regionrsquos compashynies make better and more timely decisions through our innovative data solushytions and grow through our comprehensive and world-class marketing solutions
To find out more email infomeedcom
ABOUT ORACLE
The Oracle Cloud offers a complete suite of integrated applications for sales sershyvice marketing human resources finance supply chain and manufacturing plus highly automated and secure generation 2 infrashystructure featuring the Orshyacle Autonomous Database
For more information about Oracle please visit us at wwworaclecom
ABOUT ORACLE CONSTRUCTION AND ENGINEERING
Asset owners and project leaders rely on Oracle Conshystruction and Engineering solutions for the visibilishyty and control connectshyed supply chain and data security needed to drive performance and mitigate risk across their processes projects and organisation
Our scalable cloud solushytions enable digital transshyformation for teams that plan build and operate critical assets improving efficiency collaboration and control across the proshyject lifecycle
To find out more visit wwworaclecomconstruction -and-engineering
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