The document discusses how digital transformation through Building Information Modeling (BIM) can improve project delivery in the construction industry. It outlines CCC's approach to implementing BIM, including establishing BIM authoring standards, linking project data like estimating, planning, and quality to the BIM model, and using the model and integrated project controls for work packaging, material planning, and project execution. CCC's methodology leverages BIM, work packaging, lean principles, and other digital tools to improve coordination, reduce costs and schedule, and enhance project controls.

1. DIGITALTRANSFORMATION
OFTHE CONSTRUCTION
INDUSTRY
Leveraging BIM for Effective Planning using Advanced
Work Packaging
Zuhair Haddad, CIO CCC
Chairman CCT

2. IT ISTIMETO BIM

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

4. MANUFACTURINGVS CONSTRUCTION

5. HOW?

6. “IFYOU CAN’T MEASURE IT ,
YOU CAN’T MANAGE IT”
- PETER DRUCKER -
DigitalTransformation of the
Construction Industry

7. DEFINITIONS: BIM
▪ BIM is often misunderstood and the focus has mainly been on the 3D
models and multi-discipline coordination of design information.
▪ The "I" in BIM is the real benefit but in the same time the biggest
challenge.
▪ CCC has used 3D/BIM based tools and linkages to build up its new
Integrated Project Control System.
▪ Below is the summary of methodology that helped us achieve our
objectives.

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

9. PROJECT DATA SETUP
▪ Linking with Estimation
▪ Quantify resource requirements per object: Labor, material and equipment
▪ Linking with Planning
▪ Determine when resources are needed and when
▪ Constructability review (4D)
▪ Linking to Document Management :
▪ Engineering status
▪ Required drawings & Specifications per work package.
▪ Linking with Materials Management
▪ Assure availability of material when needed
▪ Maintain traceability of utilized material

10. PROJECT DATA SETUP
▪ Linking with Quality System
▪ Quantify testing scope,
▪ Assure quality and fast delivery of project
▪ Manage punchlists.
▪ Verify progress
▪ Establish interfaces between trades
▪ Linking with O&M System (WIP)
▪ Help clients to identify requirements as early possible (LOD 500, IFC, COBie,
ISO15926, etc.)
▪ Assure clients smooth data handover.
▪ Link with IoT devices

11.  Reliant Pull-DrivenTechnique optimize supply chain rather than sub optimization
 Assure availability of resources before start of activity.
 Emphasize productivity through the full work chain vs. individual activities
 Prevent sub-optimization
 Partnering
 Proper ProjectWork Breakdown Structure
 Project/Area/Sub-Area/Fragnet/Activity/Object/Operation
 Integrated EPC schedule with Emphasis on Handover and Construction Activities.
(effective supply chain)
 3D model built withWBS in mind and used as primary scope management tool.
 Early on Cooperation with the Partners/ EDI definition.
 3 Month Look Ahead Schedule/ Material forward plan
 3 weeks Look Ahead Schedule
PROJECT CONTROL STRATEGY

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

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

14. PROJECT CONTROL SETUP - 3-MONTH CYCLE
▪ Define Work Front boundaries
▪ “Work Front” is the multi-disciplined project scope breakdown with a duration of
1 month.
▪ Inherit scope of work to complete the work front.
▪ Fragnet (with their disciplines) defined
▪ Inherit needed documents, material and crews needed to complete the
work
▪ FEL document created
▪ Material Forward Planning

15. PROJECT EXECUTION AND
CONTROLS
▪ Rate the readiness of work fronts based on Schedule, FEL and material
availability
▪ Move to site and finalize fragnet operations (weekly planning cycle)
▪ War room
▪ Lean Board
▪ Assign fragnets to objects

16. PROJECT EXECUTION AND
CONTROLS
▪ Issue work orders to crew foremen (and/or progress card)
▪ Daily coordination meetings
▪ Daily update of progress
▪ Collect site problems
▪ Collect actual timesheet data
▪ Control interface management
▪ Collect quality control forms and punch list
▪ Manage reporting cycles
▪ Weekly/Monthly progress report
▪ Earned value analysis
▪ System completion
▪ Subcontractor performance
▪ Billing and claim processing
▪ Etc.

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

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

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

20. WP A contractual requirement
Client between
EP and C

21. AWARD

22. THANKYOU

23. OBJECT NAMING CONVENTION
To make a more effective use of the BIM in construction, the idea of Object based BIM was
introduced. A unified automated coding system was developed for the different disciplines
(Structural / Architectural / MEP).
We define an object as “The reasonably smallest portion of a building that reflects the logic of
construction, facilitates the transfer of work between the different crews and can be reported in
progress or QS (Quantity Surveying) reports”. For example a column, a beam, a room finish, a
diffuser, a fan, an electric socket…etc)
WS-03-CL-D-010-D-010

24. TYPICAL MODELING ACTIVITY
INDICATIVE SIMPLIFIED EXAMPLE OF QUANTITIES EXTRACTION
Column (Object)
Cost elements (in BOQ):
Concept of calculation:
• Reinforcement (kg)
(≈180 kg/m3 *Volume)
• Formwork (m2)
(tot. area of 4 vertical surf.)
• In-situ Concrete (m3)
(≈0.99 *Volume)

25. TYPICAL MODELING ACTIVITY
INDICATIVE SIMPLIFIED EXAMPLE OF BIM MODEL BUILD-UP
Column (Object) Cost elements (in BOQ)
Concept of calculation:
• Reinforcement (032000RN)
=V x 180 kg/m3 kg
• Formwork (031000FW)
= ∑ (ai x bi) m2
• In-situ Concrete (033000CR)
= 0.99 xV m3
bi
ai
All calculations adhere to specific
Quantity Surveying Standards

26. WBS
MTB
Pier 1 Pier 2
Basement Floor 1
MEP Structural
Concrete
Columns
Slab Zone
5.34
Rebar
Pour
Concrete
Curing
Level 1 – Project
Level 2 – Area
Level 3 – Subarea
Level 4 – Fragnet
Level 5 – Activity
Level 6 – Object
Level 7 - Operation

27. SCENARIO BROWSER

28. SCENARIO BROWSER – 3D

29. MATERIAL FORWARD PLANNING

30. MATERIAL FORWARD PLANNING
Type Required Ordered Shortage Shortage %
CAP 7.26 0.23 7.04 96.97%
ELBOW 1,429.99 659.94 770.04 53.85%
PIPE 14,111.54 13,119.38 992.15 7.03%
REDUCER 56.30 11.65 44.66 79.33%
TEE 295.63 146.29 149.31 50.51%

31. MATERIAL FORWARD PLANNING

32. MATERIAL FORWARD PLANNING
Type Required Ordered Shortage Shortage %
CAP 7.26 0.23 7.04 96.97%
ELBOW 1,429.99 659.94 770.04 53.85%
PIPE 14,111.54 13,119.38 992.15 7.03%
REDUCER 56.30 11.65 44.66 79.33%
TEE 295.63 146.29 149.31 50.51%

33. FRONT END LOADING – FEL
TEMPLATE

34. FRONT END LOADING – FEL
TEMPLATE

35. EDI

36. 39
SUBCONTRACTORSCOPE

37. ESTIMATE
Code Description Qty Unit Work Gr. Cost MH
03304 Cast-in-Situ Reinforced Concrete for Beams 1,367 M3 033040CR 257,013 13,255
03302 Cast-in-Situ Reinforced Concrete for Columns 3,071 M3 033020CR 594,960 29,777
03301 Cast-in-Situ Reinforced Concrete for Walls 4,758 M3 033010CR 908,152 46,134
03101 Formwork for Walls 14,549 M2 031010FW 770,630 112,394
03200 Steel Bar Reinforcement to Walls 826,976 KG 032003RN 911,808 95,216
Work Gr. Description Qty Unit Cost MH
033010CR Cast-in-Situ Reinforced Concrete for Walls 1.00 M3 190.87 9.70
Operation Description Qty Unit Cost MH
CURING Curing Concrete 1.00 M3 0.83 0.60
Operatio
n
Description Qty Unit Cost MH
CONR50 Structural Concrete RMC Grade 50 1.05 M3 133.63 0.00
CRPGCR Labor – Concrete Placing 8.00 HR 10.28 8.00
CURING Curing Concrete 1.00 M3 0.83 0.60
PLPCR Plant Placing Concrete 1.00 M3 46.13 1.10
Resource Description Qty Unit Cost MH
1501 Semi Skilled Labor 0.60 HR 0.53 0.60
233912 Water (for Concrete Curing) 0.60 M3 0.33 0.00
Resource Description Cat Rate Currency
1501 Semi Skilled Labor LAB 1.47 US$
233912 Water (for Concrete Curing) LOC 0.55 US$
1
2
3
RollupCalculationsgotEstimatingDirectCostandMH
OperationsWorkGroupsBOQDataResources
4

38. WORK FRONT BOUNDARIES

39. WORK FRONTS
AGGREGATION

40. 14
Logical Work Front Definition
Steel Structure – Module wise
 Electrical Trench – Entire Trench as one WF
5270-01-RPR-01A-WF01 6321-01-ECT-02A-WF01
WORK FRONT - MECHANICAL

41. 44
TYPICAL ROOMS

42. FIRST FEL DEPARTMENT IN CCC
45

43. FRONT END LOADING – FEL
TEMPLATE

44. Buildingthesequenceofworkasa Fragnet per room type.Thesequenceofworkrelyon:
Lean Principles
SEQUENCEOFWORKS (FINISHING & MEP SYSTEMS
WITHIN ROOMS)
47

45. WAR ROOM

46. C3D’S LEAN BOARD

47. Work
Orders
Open
Fronts
S-Curve
Sequence
of work
Crew
Capacity
Quantities
GENERATION OFWORK ORDERS

48. DIGITAL PEN BASED FORMWORK ORDER

49. DIGITAL PEN BASED FORMWORK ORDER

50. JOB CARD

51. C3D 4D REPORTS - CONCRETE

52. C3D 4D REPORTS - FORMWORK

53. RAISING AFI

54. AFI FORM

55. PUNCH LIST

56. FRAGNET

57. PACKAGE PROGRESS COLORIZATION

58. SPOOLS INSIDEA SINGLE PACKAGE

59. IDENTIFYING ERECTABLE SPOOLS
Package
released
for piping
Spool
Erected
Spools in Lay
down ready
for erection

60. C3DCOREOPENINGANDSYSTEM INTERFACE
ThecoreopeningsforMEPsystemareclassified,sized
(inmillimeters)andtaggedforeachsystem.Eachcore
isidentifiedwithaTagnameasshowninthefigure
above.
Opening Tag:
OPEN-L09-A2-R9156-
MECH#1
1. RAD: Return Air Duct
TAG: RAD-L09-A2-HVAC-
R9156-250×250
2. SAD: Supply Air Duct
TAG: SAD-L09-A2-HVAC-
R9156-250×250
Opening Tag:
OPEN-L09-A2-R9159-
MECH#1
1. SP: Sanitary Pipe
TAG: SP-L09-A2-DRAIN-
R9159-Ø50
2. FP: Fire Pipe
TAG: FP-L09-A2-FF-R9159-
Ø32
Opening Tag:
OPEN-L09-A2-R9159-MECH#2
SAD: Supply Air Duct
TAG: SAD-L09-A2-HVAC-R9159-350×250
Opening Tag:
OPEN-L09-A2-R9156-
MECH#2
1. CHWR: Chilled Water
Return
TAG: CHWR-L09-A2-HVAC-
R9156-Ø25
2. CHWS: Chilled Water
Supply
TAG: CHWS-L09-A2-HVAC-
R9156-Ø32
3. HWS: Hot Water Supply
TAG: HWS-L09-A2-HVAC-
R9156-Ø25
4. HWR: Hot Water Return
TAG: HWR-L09-A2-HVAC-
R9156-Ø15
63

61. C3D PROGRESSCOLORIZATION BY SYSTEM
C3Dcolorizationmethodcanvisualizetheactualprogresspercentageoneach system.
64

62. EVCALCULATIONS
C3d Cost loading
Percentage Completion
per Each Activity
Total Cost & Man_Hours
per Activity
Total EarnedValue for Activity
EV per ADAC L6 & L7
Activities are sorted per ADAC
L6 & L7
X

63. WEEKLY BUDGETEDCOST PROGRESS REPORT
66

64. 67
WEEKLYTHREEWEEKS LOOK-AHEAD REPORT

65. BILLING

67. ATLAS (QC & HANDOVER FORMS)
SAMPLE