麦格劳希尔建设行业协同合作分析报告

1、Interoperabilityin the Construction Industry2007Interoperability IssueSponsorship provided byNorbert W. Young Jr., FAIA, President, McGraw-Hill ConstructionStephen A. Jones, Senior Director, Business Development, McGraw-Hill Construction Harvey M. Bernstein, F.ASCE, Vice President, Industry Analytic

2、s, Alliances and Strategic InitiativesUndeniably, the construction industry is in the midst of an unprecedented technological revolution.Due to the highly fragmented nature of our industry however, this sweechange is manifested inthousands of custom and commercial applications being deployed in unco

3、ordinated ways by tens of thousands of firms on over a million projects every year. To quote author William Gibson, “Thefuture is alWhile individuy here, its just not evenly distributed.”industry as a who are in their own right,even less tolerable beca grated project delivery whichproblems by sharin

4、g knowledge design, construction and operation more effectively for the overall benefit oto evolve to support this new way of doingThis McGraw-Hill Construction research study, (AIA), International Code Council (ICC), AssociConstruction Users Roundtable (CURT), Constructio Construction Management As

5、sociation of America (CMA (CSI), Society of Marketing Professional Services (SMPS),intended to capture a variety of perspectives on the current statu ity in the North American construction market and potential path serves both as a valuable snapshot of where we are today, and appreciating future pro

6、gress we will make for our industryhe icateols needNorbert W. Young Jr.te of Architects America (AGC),of America (COAA), n Specifications Institute buildingSMART Alliance, is nd importance of interoperabil- wards solutions. In this way it line for understanding andively together.Norbert Young is a r

7、egistered architect, with profession the Urban Land Institute, the Construction Speci Interoperability, whea trustee of the National Building Museum and is Architectural Foundation. He is also a member of over 50 major owners focused on providitry. Norbert is a Fellow of The American I Award from th

8、e AIA for outstanding ser Michel Award for Industry Advancemis very active in education-related high-school level program desi Additionally he serves on thof Architects, lliance for erves as ericanionStephen A. JonesSteve Jones leads McGraw-Hill Constructions initiatives in Building Information Ming

9、, Interoperability andIntegrated Project Delivery as well as develoalliance relationships with major corporations for technolo-gy and content. Before joining McGraw-Hill, Steve was a Vice President with Primavera Systems, the world's leading provider of project management software. Prior to that

10、, Steve spent 19 years in a variety of design and management roles with Architecture firms. Most recently he was a Principal and Board of Directors member with Burt Hill, one of the largest architectural/engineering firms in the world. Steve holds an MBA from Wharton and a BA from Johns Hopkins.Harv

11、ey Bernstein, Vice President, Industry Analytics, Alliances and Strategic Initiatives, F.ASCE, oversees McGraw-Hill Constructions Research and Analytics division. He has served as a member of former Secretary of State Colin Powells Advisory Committee on Leadership and Management. He currently serves

12、 as a mem- ber of the Princeton University Civil and Environmental Engineering Advisory Council, the Harvard Joint Center for Housing Policy Advisory Board and a visiting Professor with the University ofings School of Construction Management and Engineering in London, England, whe e also serves on t

13、heir Innovative Construction Research Center Advisory Board. He has written numerous papers and reports covering innovation, productivity, energy conservation and green building and co-authored the book Solving the Innovation Puzzle: Challenges Facing the Design and Construction Industry (ASCE Press

14、, 1996).Harvey M. Bernstein2Introduction2461012141618222426272830323334IntroductionWhat is Interoperability?Current Construction Industry Environment Interoperability Market SummaryDemand for InteroperabilityData Sharing Demand for InteroperabilitySoftware UsageDemand for InteroperabilityCost of Non

15、-Interoperability Driver of InteroperabilityBIM UsageDriver of InteroperabilityAutomated Code Checking Case Study: General MotorsPerspective of the Industry Perspective of Software CompaniesCase Study: United States Coast GuardPaths to a SolutionMethodologyResources & PartnersFront Cover Photo a

16、nd Image Credits:BIM Interoperability Helix image provided by Alan Edgar of FacilityGeneticsPhoto and BIM Images of Delaware County CommuCollege New Science, Technology, Engineering and Math Complex Provided by Burt Hill (CommuCollege, Project Manager: Scott Sullivan, Project Architect Tahisha Ander

17、son, Lead MMacIntosh, Peter Paton P.E.)er: Robert Manna, Structural Engineers: O'Donell Naccarato3Table of ContentsDefinitions of InteroperabilityInteroperability is viewed with both a narrow and broad perspective by the construction industry. From a purely technology-based view, interoperabilit

18、y is the ability to manage and communicate electronic product and project data among collaborating firms.However, many bu ld team members also see interoperability at a cultural level. Beyond the technology, interoperab lity is often defined as the ability to implement and manage collabora- tive rel

19、ationships among members of cross-disciplinary build teams that enables integrated project execution.These perspectives are interrelated and can be symbiotic. Interoperability of technology enables efficiency at a practiceDefinitions of BIMLike interoperability, Bu lding Information Ming (BIM) can b

20、edefined from both a technology and process point of view. TheNational Institute of Building Sciences (NIBS) in its National BIM Standard defines BIM as “a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for informatio

21、n about a facility form- ing a reliable basis for decisions during its lifecycle from incep- tion onward.” This database contains the physical and function- al characteristics of a structure composed of intelligent objects rather than lines, arcs, and text. BIM can render multiple views of data incl

22、uding 2D drawings, lists, text, 3D images, animation, as well as elements of time/scheduling (4D) and cost (5D).As noted above, BIM is also a way to share data throughout the entire lifecycle of the structure. This data can include the initiallevel. If all members of a build team canly exchangedata

23、across different applications and platforms, everydesign data; geospatial information; final and legal data;member of the team can better integrate the project delivery. Many firms are al y moving toward more collabo- rative teams, especially with the expanded use of design-assist and design-build o

24、n projects. As teams become more integrat- ed, they are increasingly demanding technology solutions that benefit those relationships.mechanical, electrical, and plumbing (MEP) layout; buildingproduct specifications, environmental and energy mingresults; and other information that can be used collabo

25、ratively byarchitect, engineer, contractor, and owner (AEC/O) profession- als during the project life cycle and by facilities managers after the project is completed.BIM and InteroperabilityInteroperability issues are gaining attention with increased use of BIM. In addition to using BIM to create 3D

26、 design, theseFactors Influencing the Use of BIMLess Time Drafting More Time Designing68%Owners Demanding It On Their Projectsms are a rich database of the physical and functional char-49%acteristics of a facility. In order to optimize the use of BIM, it is critical that much of this BIM data be sha

27、red between build team members. As a result, interoperability of technology is an important factor. Re-entering data from a BIM into another application or platform used by the build team creates wasteful and costly duplica- tion.The promise of improved interoperability ranks among the fac- tors tha

28、t have the greatest influence on the decision to use BIM (41%).Other key factors include: Owners demanding it (49%) BIMs ability to improve communicatio the build team (47%) The opportuBIMs Ability to Improve Communication withs/Others in Design and Construction ProcessParametric Modification of Des

29、igns With BIMOpportu43%Improved Interoperability41%Reduced Number/Need for Information Requests39%Improved Document Version Control38%Improved Budgeting/Cost Estimating Capabilities38%Opportuto Reduce Construction Time37%Clash Detection Capabilities of BIM Tools33%Reducing Insurance Claims Because o

30、f BIM31%Improved Scheduling Capabilities with BIM Tools26%Compliance Code Checking25%Safer Worksites Because of BIM19%Industry Use of Lean Construction Techniques Enhanced by BIM16%0%10%20%30%40%50%60%70%Source: McGraw-Hill Construction Research and Analytics, 20074What is Interoperability?Total AEC

31、/O Costs of Non-InteroperabilityGreater than 10%Costs Associated with Non-InteroperabilityThe lack of interoperability is driving up costs for the industry.2%Oage, about 3.1% of project costs are related toDont Know 6%Average=3.1%software non-interoperability. Nearly half of bu ld team members (48%)

32、 believe lack of interoperability adds less than 2% to costs, while 31% estimate it adds between 2% and 4% to costs. Thirteen percent report that non-interoperability costs between 5% and 10%, and 2% say non-interoperability adds more than 10% to costs. Engineers estimate non-interoperability has th

33、e highest impact, adding nearly 4% to costs, while owners estimate it adds 2.5%.5% to 10%13%Less than 2%48%2% to 4%31%Source: McGraw-Hill Construction Research and Analytics, 2007Time spent on overconon-interoperability is the primary driver ofDrivers of Non-Interoperability Costscosts. Manually re-

34、entering data from application to application ranks the highest at 69% with 75% of engineers reporting it as a primary cost.Manually Re-Entering Data From Applicationto Application69%This is true regardless of the type of software used, whether it is 2-Dimensional CAD, BIM, bidding software, or any

35、other application.Time spent using duplicate software (56%) and time lost to document version checking (46%) are also key cost drivers.Time Spent Using Duplicate Software56%Time Lost to Document Version Checking46%Increased Time Processing Requests for Information41%Money for Data Translators31%0%20

36、%40%60%80%Source: McGraw-Hill Construction Research and Analytics, 2007Benefits of InteroperabilityData SharingA large majority of the industry would benefit today from interopera- ble technology. Build team members frequently share data across software applications. Eight in ten report sharing a me

37、dium (41%) or high (38%) amount of data.Through interoperability, build teams can reduce waste, speed delivery and cut costs.Interoperability eliminates: Manual re-entry of data Duplication of business functions Continued reliance on paper-based information exchangeInteroperability benefits include:

38、 Increased speed of overall project delivery Reduced infrastructure vulnerability Greater reliab lity of information through the lifecycle Expanded markets for companies Decreased supply-chain communication costs Improved to value customersTotal AEC/O Frequency of Data SharingLow 21%High 38%Medium 4

39、1%Source: McGraw-Hill Construction Research and Analytics, 20075ProductivityProductivity levels within the construction industry have been a source of intense debate in recent years. As construction values have risen to recordhigh levels, productivity within the industry has come under scrutiny. Pau

40、l Teicholz, Ph.D., of Stanford University suggests that while overall industrial productivity has significantly increased in the United States, construction industry productivity is on the decline. Teicholtz claims that while total non-farm productivity more than doubled between 1964 and 2004, const

41、ruction productivity dropped by nearly 20% during that time.Impact of Interoperability on ProductivityAssociated with concerns about productivity, owners and industry groups are troubled by the level of waste resulting from a lack of interoperability. The industry generally perceives lack of interop

42、erability as an impediment to improving productivity.The National Institute of Standards and Technology (NIST,) set off alarms about the issue in 2004, estimat- ing that lack of interoperab lity costs the U.S. capital facilities marketincluding commercial, institutional and industrialfacil- ities $1

43、5.6 b llion per year. On a global basis, that would equal more than $60 billion. The study estimated that between 0.86% and 1.24% of construction spending is directly related to inadequate interoperability. Owners bore nearly two-thirds of those costs. (Gallaher, OConnor, Dettbarn, Jr., and Gilday,

44、“Cost Analysis of Inadequate Interoperability in the U.S. CapitalHowever, industry observers, including authors of this report, have argued that the Teicholz study is misleading because it uses labor as the sole measure of productivity. Several factors can influence construction productivity, such a

45、s the skill base of the workforce; size, scope and type of project; and site conditions and other environmental factors. Meanwhile, the construction industry is creating more complex structures in less time and with higher quality than ever before. (Bernstein, “Measuring Productivity: A Path to Impr

46、oving Performance in the Design and Construction Industry”).Faies Industry,” NIST 2004, pp. 6-16-3).The industry perceives that the problem is much greater thanthe NIST study suggests. Oage, build team memsurveyed for this report estimate that about 3% of project costs are related to software non-in

47、teroperab lity. Within todays$1.2 trillion U.S. construction market, which represents all construction sectors, such an estimate would equate to $36 billion in annual waste. In the $4.6 trillion global market, that would extrapolate to $138 billion.Constant $ of Contracts/Workhours of Hourly Workers

48、 Sources: U.S. Dept. of Commerce, Bureau of Labor Statistics250.00%200.00%150.00%100.00%50.00%0.00%196419681972197619801984198819921996200020046Construction Productivity Index Non Farm Productivity IndexCurrent Construction Industry EnviGlobal Construction Output (2006)Total: $4.6 trillionRussia$90

49、billionCanada$156 billionEastern Europe$73 billionMiddle East$37 billionWestern Europe$1.4 trillionAsia$1 trillionUnited States$1.2 trillionNorth Africa$28 billionIndia$81 billionMalaysia$12 billionAfrica$70 billionSouth America$101 billionAustralia/ New Zealand$82 billionSouth Africa$15 billionSour

50、ce: University ofdata: Asia Construct, EuroConstruct and national statistics(All figures are in U.S. Dollars and use January 2007 exchange rates)Key Players There are several key players who generate large amounts of data that need to be shared among bu ld team members during a projects lifecycle. W

51、ithin the dynamic, continual exchange of information on a typical project, one team members data will often affect the work of the entire team, requiring constant updating of facts, figures and analyses.ArchitectsContractors Generate data related to the physical and functional Generate data related

52、to scheduling, building product characteristics of a facilitys design.qu ties, cost estimating and project management. Plans and drawings are often updated throughout the Establish and update schedules and costs information project lifecycle, reflecting changes in budget, schedulethat can affect the

53、 design of a project.and design elements. Three-quarters shaigh to moderate levels of data. Nine out of ten shaigh to moderate levels of data. See software incompatibility as the biggest obstacle See software incompatib lity as the biggest obstacleto data sharing.to data sharing. Estimate that lack

54、of interoperab lity contributes 2.9% Estimate that lack of interoperability contr butes 3.3%to project costs. to project costs.OwnersEngineers Need regularly updated data about budgets and schedules Generate data related to the design of a facilitysas it is adjusted throughout the project lifecycle.

55、systems and analysis of its characteristics. Require data related to operations and maintenance of Data from analysis can often lead to changes in design,a facility for use after a project is completed.affecting schedule and budgets. Seven out of ten shaigh to moderate levels of data. Data from bu lding systems, such as mechanical, electrical See software incompatibility as the biggest obstacle and plumbing, are used to detect potential spatialto data erferences between systems that could lead to costly Estimate that lack of interoperab lity contributes