General Construction Management

At the beginning of a successful project, there is always a clearly defined objective, linked to our clients' core business, even before the design phase. Our project managers are there to help the client determine exactly what they want to achieve.

Drees & Sommer analyses the client's ideas on how to develop or optimise their business from the outsider’s point of view. Our strategic process consulting is intended to help our clients make the right decisions. This is also supported by our profitability analyses, which are based on technical market data, business strategies, operating strategies and real estate data.

Set objectives quickly

Early decisions often have a significant impact on the quality of a construction project, whether in terms of profitability, environmental impact or architectural quality. Above all, we ensure that our clients can optimise their internal processes. To this end, we work with them to analyse their needs and set the corresponding objectives for the construction project.

We then establish the project volume and convert it into time, space and functionality. Using a surface model, we determine the gross surfaces and the cubic capacity from which our experts calculate the costs. If the return is in line with the client's expectations, we then work with the selected architect or organise an architectural or investor competition. We prefer direct channels and quick decisions. We believe that this is the key to success.

Provide a sound organisation

If a complex project has to be organised and controlled in the best possible way, and for the long term, we recommend the creation of a fixed-term entity, a sort of virtual company with dedicated premises, an organisation chart, decision-making structures, and efficient and responsive teams. The structures are then streamlined and known to all. It is made clear from the outset which skills are needed and which tasks must be carried out.

Communicating well

Only projects with good public reception can develop a positive image, anticipate possible disruptions and thus save time and money. However, many construction projects involve changes that are not readily accepted. This results in a need for information that a communication strategy combined with site marketing must be able to anticipate quickly. A prerequisite for this is the development of a comprehensive communication concept. Drees & Sommer has the know-how to support its clients in this endeavour.

The first thing that comes to mind during the design stage is the technical drawings and the calculation of the architects' and engineers' fees. However, it is also a communication stage. The rule: Forget the traditional design processes! 
 

Managing data and information exchange using the project communication management system

Large projects often bring together several architects, future users, more than 50 design offices and almost 200 service providers around the project manager.
How do you ensure good communication between all these players without leading to instant chaos?
In the past, a multitude of plans and files had to be sent. Countless time-consuming coordination meetings had to be organised. And yet, there were many mistakes and the amount of paper involved was immense.

Drees & Sommer took an important step several years ago by implementing a project communication management system (PKM): without the centralised communication and data collection platform PKM, project communication would still be a disorganised and labour-intense process of keeping information and documents up-to-date. PKM has established digital design an indispensable tool. In projects where we use it, all partners are contractually committed to using our platform. That way we are able to minimise duplication, for example by representing the different responsibilities of the project partners in the user manager.

PKM allows for more precise control of the design process. The quality of the design increases and deadlines are shortened. In addition, the tool enables the continuous exchange of information to be managed throughout the design and construction process. It serves as a document management system, technical specifications and project archive. PKM is a good example of Lean Management.

Smoother processes with Building Information Modelling

Another important leverage for Lean design systems is the complete digital modelling of a construction. This is offered by Building Information Modelling (BIM).

Using BIM, an exact digital reproduction of the object being designed is created. This is done down to the smallest detail, which contributes to a smoother process, as designers only use the information that is absolutely necessary for their work. For example, a structural engineer will only retrieve data relating to the structural elements. BIM thus allows very targeted, minimal interventions on the precise technical aspects that each participant needs.

Using BIM, the 3D representation of all building elements makes it easy to identify and avoid possible collisions, for example between pipes. In addition, BIM makes it possible to take into account building physics data and specific costs. BIM serves as a detailed catalogue of certain predefined building elements such as walls, pillars, doors or windows. Finally, Target Value Design allows a ranking that allows cheaper and less technical elements to be replaced versus complex and expensive ones.

In contrast to more traditional design methods, BIM-based design makes the early stages of the project particularly intense, as a global digital model of the project will be created at an early stage. This has the advantage that initial simulations and calculations can be carried out at an early stage. The different options available at this stage can be compared in depth. This investment saves valuable time in the later design phases and leads to a higher quality of design.

When Project Management, PKM and BIM complement each other

The quality of the management of a construction project depends on the reliability of the information. Building Information Modelling provides access to this information. Thus, well-trained project managers can play the role of Lean coordinators and co-ordinate the collaboration between engineers, fine-tune the progress of the project and adapt the delivery of the plan according to the material requirements of the site, which then operates on a just-in-time basis.

Moreover, BIM offers the possibility to simulate different design and cost scenarios to the Project Management. Together with PKM, BIM contributes to a Lean design system that has huge advantages and promotes even more efficient Project Management. On the other hand, BIM requires specialised Project Management in order to be fully effective.

Another Project Management accelerator is to bring the teams together in a Big Room equipped with BIM technology. Working interdisciplinary and based on Target Value Design, they design a virtual version of the building within the imposed budget. Necessary changes, such as those required by the client, can be integrated into this model without difficulty.

A leaner statement of work

BIM design also makes it possible to simplify the statement of work. By systematically adding information about the properties of certain objects, types and details to the digital drawings and by linking them to the individual parts and functional areas, the statement of work is made easier. Furthermore, this information is then used for the allocation of assembly areas, logistics and delivery planning of the construction site. 
 

As long as all project participants have used Building Information Modelling and have validated its content, the specifications contain a minimum of errors. However, for some construction trades, particularly in the finishing phases, it is necessary to ask the executing companies to provide their own proposals for optimising quality and finishings in order to limit costs.

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Project Management poses the challenge of keeping control of a multitude of interventions spread throughout the construction phase. It is estimated that these could be reduced by 20-30% in many construction projects. 

In concrete terms, this means :

• Postponing the start of the construction site to better organise it
• Reduce storage space to a minimum
• Set higher production targets than in traditional construction sites

 Lean Construction - a story of pace

With Lean Construction, the experts at Drees & Sommer apply the proven Lean Management model to construction projects and building sites. By focusing on the flow of information and material logistics, for example, it is possible to stabilise and even accelerate processes. In order to avoid waste, waiting times, correction of defects, low or high stocks, each work step is precisely prepared.

As with Lean Management, the principle of cadence plays a decisive role. This gives each company involved a specific time window which, depending on the complexity of the work, ranges from two to four days. During this time, the companies are guaranteed to work without being disturbed by others. The necessary materials and plans are made available to them in such a way that the various participants do not interfere with each other. On the construction site, the Lean Management team works closely with the Site Management and the contractors. This ensures that all trades are quickly integrated into the project. The resulting close and peaceful cooperation helps to stabilise the construction process and to save costs.

Drees & Sommer's project managers and process consultants ensure that the method is integrated by everyone on the construction site. They provide project managers and Site Management with a powerful process management tool that optimally combines the strategic project vision (top-down) with the operational know-how of the site (bottom-up).

Integrated process design

First, the Project Management team draws up a classic schedule based on proven values. It then examines the entire process from a Lean Construction perspective and points out weaknesses and risks, including those related to permit procedures and possible appeals, as well as problems related to the constructability of land, traffic and transport. Once all these points have been assessed, a project schedule is drawn up in consultation with all the design areas. The experts at Drees & Sommer develop the most suitable schedule for the construction site, which results in a highly precise execution concept.

For large projects, we recommend breaking them down into smaller projects. This segmentation makes it possible to go into great detail about the tasks to be carried out. Each project is then managed by a dedicated management team. In the final stage, the teams work on a logistical concept.

All of this work helps to determine the progress of the project over the next four months, and sometimes eight months. Lean Managers cover the entire supply chain and ensure that every step, from design to production to the supply chain, is met by delivering the necessary information and materials to the site on time.

Design boards: preparing the production schedule visually

On the site, the most visible tool of Lean Construction Management is a planning board. Updated daily, it shows the production schedule over a four-week period. The Site Management and the executing companies actively use it as a steering tool. The schedule enables detailed and stable work planning. It shows overlaps on the construction site, dependencies and processes.

The maps in the table represent each intervention of a company on a given day, in a given area. Some maps, however, make it easy to see critical points or missing information. At a glance, it is possible to identify the number of problems that need to be resolved in order to return to a smooth flow of work or, on the contrary, to see that the work has been well prepared. The daily updating of the production schedule on the construction site contributes to its high stability and reliability.

People at the heart of the site

In combination with BIM, Lean Construction Management links the reality of the construction site to the virtual design. The global analysis of the processes and their design allows the extraction of data that is integrated into the BIM model. In this way, construction data can be monitored in real time, simulations can be carried out, and potential bottlenecks and execution problems can be identified and resolved at an early stage. In addition, the stability of the design and its close link to the execution ensures that materials are available on site at the right time and in the right quantity within a four-week timeframe.

But beyond all the tools, the determining factor in the success of a project is the human factor. During the course of the project, a harmony must be established between all those involved. The closer they are to what is going on, the more they see the building site coming out of the ground, smell the concrete, hear the saws turning, the more everyone identifies with the project: this is what makes it possible to establish the most obvious link between the virtual design and the reality of the construction. In particular, we encourage the exchange between young engineers who bring the latest creative advances with the experience of older players in the building industry. Together in the same work teams, they make important decisions.

On site, the Lean Managers work closely with the site management and the contractors. This means that all trades are involved in the project from the very beginning. The resulting close cooperation stabilises the progress of the project and increases the chances of achieving potential time and cost savings together.

In the context of Project Management, BIM is also there to eliminate defects in execution and facilitate the commissioning of a building. The technology supports the use of data throughout the building's life cycle, from design to dismantling.

This is where the huge potential of BIM lies. If the design and construction data are used consistently afterwards, the collection of information for the operation of a building is no longer so complex and error-prone. It is therefore an indispensable ally in the optimal operation of a building.

Defect management: listening to the user

Defects are the main reason why the delivery of a construction site or the commissioning of a building rarely happens on time. However, efficient management of the defect clearance phase and a transparent reporting system are the key to smooth commissioning and successful handover of a building to its user.

Through rigorous defect management throughout the construction process, defects can be eliminated in a shorter time and the post-move-in inconvenience phase reduced to a minimum. Here again, BIM offers valuable assistance to Project Management by providing a precise location of defects and making available the necessary specifications for corrections.

Commissioning management as the basis for operations

Commissioning is the basis for the smooth operation of the building and is an important contribution to the optimisation of its technical functionality. When the building is handed over, Drees & Sommer takes on the task of adapting the various technical components of the building to each other and setting their parameters before use.

Commissioning Management needs to be taken into account as early as the design phase, especially with regard to documentation. In this case, BIM perfectly complements our expertise, as it is able to assimilate data throughout the design process, from the tender to the execution phase. 

Determining the cruising speed of a building

The operation of a building should serve the growth of revenues and the maintenance of property value. In consultation with building owners and investors, our experts therefore develop facility management concepts that can be used in tenders for future partners. With the help of special interfaces implemented in BIM technology, it is possible to continue collecting data throughout the entire service life of the building.

The signing of contracts between owners, investors and tenants is often threatened by the risk of delays and cost overruns. The successful letting of offices, accommodation or event spaces therefore requires early attention to tenancy and usage management. Ideally, this should be implemented during the construction phase rather than during the finishing phase when the complexity of the project can increase very quickly.

Lean Construction throughout the project increases customer satisfaction

The clients we have supported with Lean Construction Management primarily emphasise the reliability of processes and costs. The stability of a project's progress is up to twice as high as with conventional design and construction methods. This avoids costly penalties and emergency interventions. In general, deadlines are reduced, as are costs. And the quality of the work corresponds to the expectations.

A condition for this result is that the Project Manager actively accompanies this process and provides a larger Project Management budget. However, the return on investment pays off in any case.

Maximum security

Our General Construction Management (GCM) guarantees maximum security, as we take care of the entire course of the construction project. We have many success stories using our methods.

GCM is a combination of Project Management, design services and site management, all in one package.

With Lean Construction methods, we ensure that the design and construction processes run smoothly. In combination with BIM management, GCM enables to achieve cost-effective design and construction processes quickly.

We build up our design teams very quickly and integrate the architect as a partner in the GCM team. Thus, our clients have only one contact person for the entire project. We offer all-in-one services and ensure that any obstacles are eliminated.