Friday, November 9, 2012

Stopping (STUPID)X aka Avoiding the Classic Pitfalls



Ralph Montague, a principal with ArcDox out of Ireland posted a link on the CITA BIM Group's Linked in page today citing a white paper by Oracle that identifies six common project pitfalls.

Ralph summarized the paper as follows:

In summary, they outline six key factors, highlighting the biggest and most common failure culprits, and the pitfalls to avoid:

1 - Alignment (of leadership, objectives, assigned resources etc).
2 - Proactive Risk Management (as opposed to reactive risk management, identifying and mitigating risks before the fact).
3 - Performance Measurement (standardized methods of tracking performance, with appropriate and timely corrective/remedial action).
4 - Project Scope Definition and Management (getting a clear understanding of the scope and sign-off upfront, with managed change control).
5 - Critical Project Communication (to all stakeholders, particularly regarding critical issues, before these impact costs, timelines and scope, or become significant or irreversible).
6 - Methodology Usage (project execution and processes).

Here's a link to the Oracle White Paper for those interested in reading it.

The paper struck me as another example of the clarity with which we see the problems we face in the built industry.  It's not like these issues sneak up on us.  But we continue to use the same old failed procurement and delivery models that utterly fail to address these issues.

Below is a slightly revised version of the comment I posted in response to Ralph's lament that we seem to expect failure on projects.

The expectation of failure Ralph laments takes root LONG before the "project team" arrives on the scene. In the built industry our antiquated procurement laws, regulations and processes bake expectations of failure into the the cake at the outset. At Collaborative Construction we subject those EPIC FAILS to an integrated procurement program known as IPP in 3D.

Arming integrated teams with a rational BIM enabled procurement process is, thus, the first best step.

Next, in the project phase, its important to utilize integrated project delivery (IPD in 3D) another BIM enabled tool box. In this phase Collaboratively negotiated legal agreements positively and significantly impact the six common pitfalls listed in the Oracle White Paper.

Specifically, an IPD Facilitation:

1) Seeks to align the interests of the members of the integrated team;
2) Actively and aggressively tackles risk management issues;
3) Ties team compensation to agreed performance metrics;
4) Clearly defines the rights duties and responsibilities of the various stakeholders vis-a-vi project scope and project management;
5) Includes a communications protocol that addresses every mode of communication on the project; and
6) Binds the stakeholders to a common and effective project delivery methodology known as IPD.

It's almost as integrated agreements were created with these pitfalls in mind heh?

When IPP and IPD are executed properly in the procurement and delivery stages owners receive a fully functional integrated (BIM)X that empowers the owner to make intelligent, effective and timely decisions in operations and maintenance. In Collaborative Construction's world we call this integrated operations and maintenance, or IOM in 3D.

In short, when (BIM)x enabled teams deliver IPP, IPD and IOM the pitfalls identified in the Oracle White Paper become a series of opportunities whereby those teams distinguish themselves from the competition, win more work and have more success.

Somebody really ought to start a company that helps make that happen in the built industry heh?

Welcome to the Collaborative Revolution!

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV



Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446
JamesLSalmon@gmailcom


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