When I first implemented Workface Planning (WFP) in a construction project back in 2007, the project I was working on witnessed progress of 8.2% / month for 5 consecutive months, compared to 6.1% which was the best project progress previously registered by the contractor I was working for. Almost double the work earned for the same period! This was achieved because of meticulous preparation on all fronts: from scheduling to materials planning, to having the right drawings ready and the right people on site. 

Today project managers might ask what sort of benefits can be achieved with teams working remotely and with low visibility on what’s being executed on site. In this article, I will share with you what I am currently doing with a major contractor in the Americas.

The Project, the Process and the Tools:

The project design was made by subcontracting multiple firms to do the 2D drawings (structural, architectural, MEP). The PM needed a way to ensure there were no clashes or issues with the design and contracted a team of Revit designers to create 3D models out of the 2D drawings. This is where the first issues started. A lot of models and versions were being passed around between the project design team, subcontractors and the owner staff with little trackability. Document control was needed more urgently than document management.

Second of all, as suppliers were being contacted, several designs were being introduced…and several new clashes appeared as shop drawings and models were received. A lot of meetings between project management and suppliers were wasted on clearing clashes. Since this process typically runs parallel with construction, unaddressed clashes can cause major cost overruns. 

However, since everyone was working from home with minimal site activities, the PM firm had a chance to clear these discrepancies before the start of construction. The Revit models were amended and populated with useful attributes like work breakdown structure (WBS), member marks, bill of quantity, 2D drawing and revision referencing. All this was done resulting in BIM models more suitable and ready for construction. Communication between the various stakeholders and suppliers was done using BIM 360 Docs transmittals. The BIM models were uploaded to BlackSmithSoft for BIM with a link to their supporting 2D drawings and other documents (information requests, site queries, specification changes, etc.). 

Several cloud applications were used to manage this process and support the operation:

  • Online Meetings, Conferencing, VOIP: Google Meet, GoToMeeting and 3CX.
  • Messaging: Slack.
  • Email and Calendar: GSuite and BIM 360 docs (for transmittals).
  • 2D drawing viewing, annotations and marking, commenting, etc.: BIM 360 Docs.
  • 3D Model viewing: BlackSmithSoft for BIM (Query, colorized) with BIM 360 Docs (General)
  • Schedule (high-level and detail-level): BlackSmithSoft for BIM
  • Budgeting and Cost: E-Builder (High-level), BlackSmithSoft for BIM (Detail-level).
  • Request for Information: PlanGrid.
  • Reports and Dashboards: BlackSmithSoft for BIM (create, view and distribute) with BIM 360 Docs (for archiving with revision history)
  • Constraints management and readiness: BlackSmithSoft for BIM with BIM 360 Docs (issues tracking)
  • Progress and site team weekly assignment: BlackSmithSoft for BIM 
  • Payment application: BlackSmithSoft for BIM.

With these technologies and processes in place, all stakeholders had access to the most current project data, in an organized and accessible manner. And when site work eventually resumes, the progress and efficiency number will be something to observe, because I believe they will be exceptionally high….TO BE CONTINUED!