CoatingsPro Magazine

MAR 2018

CoatingsPro offers an in-depth look at coatings based on case studies, successful business operation, new products, industry news, and the safe and profitable use of coatings and equipment.

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28 MARCH 2018 COATINGSPROMAG.COM number of potential combinations and interactions is essentially boundless. ough anecdotal, when we combine the growth in materials with the growth in specialty crafts and engineering, how do we expect a construction project manager — whether architect, contractor, or "owner's rep" — to control the infor- mation needed in construction today? W hat happened to the information transfer? For most contracts, it is still ostensibly under the control of the architect; however, the number of participants, assemblies, and materials and a rushed schedule make efficient information transfer less and less possible. Let's look at the information f low in more detail. T he straight for ward linear f low of information assembly and dissemination from the beginning of design to bid has given way to an iterative loop of information. T hat loop added to the job by one consul- tant here, analyzed and commented upon by others, and modified and resubmitted by the consultant again for another iterative loop. T his has to happen as the amount of information is too deep for one pass through the system to handle it all. e loop has problems: Information required for the consul- tant to make good decisions may not be getting to the consultant from other consultants. is happens for a variety of reasons. One of the best could be stated as "I didn't know you needed to know that!" Or perhaps the informa- tion was conveyed, but because it was being developed at the same time as it was being transferred, the result was that: "som_ o_ the i_for_ _t_on was mis_ _ng." Needed but Ignored We all know that the specifications and the drawings are complementary. For more than 100 years, these have been the quality and quantity documen- tation for the construction of the project. As they evolve from volumes of drawings and a project manual to a Building Information Modeling (BIM) with associated databases, the locations, format, and access will also evolve. e need to know "what" and "of what quality goes where" will continue. e actions of the specifier — whether performed by a project architect, in-house specifier, or consul- tant — are more than just a cog in the engine of project documentation. e A lberti Group, in a 2014 study, said: "Found that there is a signifi- cant risk value in specifiers' work. In addition, we discovered that specifi- cations have the capacity to provide both cost and scheduling benefits for the owner, making the risk value proposition even more robust…" Architectural offices often discount the risk value that specifi- ers provide. In fact, as stated in the same study: "e research also showed that architects generally downplay the value of specifications. In fact, architects routinely squeeze the amount of time given to specifi- cations and reapportion fees to heavily favor design." As BIM becomes the de facto tool for defining the project from early inception through facility management, the organization and management of the product and the assembly information continue to evolve throughout the life of the project. So What Do We Do? We live in a highly iterative, incre- mentally delivered industry. Partial sets of finished documents start with demolition, early site work, footings and foundations, and on and on as the project progresses. And just when you think you're finished, the building owner begins the tenant improve- ments. A ll of these partial sets are " living" documents that have to be managed; field changes, requests for information (RFIs), and owner changes all affect the work in the field. Items still in design may also require work that has been "released " to be changed. e management of the information involved bridges the worlds of design and construction. is "Development and Operations (Dev-Ops) environ- ment needs a different portfolio and management technique." One solution is to identify an information manager (IM) on the project. He or she will be a necessary bridge between the office and the field with regard to specific concerns over products, assemblies, compatibility, sustainability, and other aspects of the ballooning information load that concerns product selection and use. ese will grow to include aspects often thought of as strictly in the general contractor's estimators or preconstruc- tion manager's purview (e.g., preferred trade contractor, preferred distributer, availability, and effect upon sched- ule). Of course, this will not happen overnight, and not every IM will act upon all of these issues. It is easy to imagine an IM within an architect's firm working closely with the BIM lead, selecting model components, families, and assemblies; building the keynote list of specifi- cation information; and placing that information in a traditional project manual, embedding it in the BIM or uploading it to a cloud-based database or another format all together. At the general contractor's office, the IM would begin work during pre-construction and wouldn't finish until the data is turned over to the building owner. e IM could and would exist in all delivery formats — from traditional Design-Bid-Build (one at the architect's office and one working with or as an estimator at the contrac- tor's office) to the most integrated of Integrated Project Delivery (IPD) efforts with an IM or IM team handling information throughout the construc- tion process. e introduction of a fully fledged IM also presumes this more " integrated " team, including design and construction and possibly the owner. Specifying Success

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