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Editor's Notes

1. Understand the information and data you require and identify whether this is being produced by others and could be bought as part of the transaction ¡­ it¡¯s one of the key reasons why the government strategy focuses on data.
2. It recognises that much of the problems faced during operations is due to poor information transfer at the end of a project and this data could easily have been asked for at the start of the project ¡­ we just haven¡¯t done so. But acquiring the data is all part of improving the decision making process. If we just have quick look at the overarching objective of the GCS ¡­
3. We¡¯ll see it is about reducing costs ¡­ come and listen to my talk at the London Constructing Excellence Club event on 12th May and I¡¯ll give you an update on whether these reductions have been achieved by the end of the parliament. However a fundamental part of the strategy is the implementation process and articulating how these savings could be achieved ¡­ Move SLIDE
4. The Government Construction Strategy highlights the poor management of data by the public sector and the first issue here is ¡­ how to better leverage the data the public sector requires principally to inform better decision making The strategy focuses on how to improve the public sector approach to buying effectively and minimising the inefficiencies within the process by Increasing standardisation Aggregating demand Ensuring early contractor involvement, including with those at lower levels within the supply chain And encouraging the creation of integrated project teams. It¡¯s not my intention to debate these points, just to highlight this is where the Government perceive the opportunities to exist Move SLIDE
5. Why do we need to get better a data management ¡­ well here is slide from BAM FM This shows the points at which data is transferred ¡­ ie at tender stage, handover and then with each change of FM provider ¡­ the grey blocks shows the gap in the transfer of data between the different parties ¡­ ie during construct the contractor is generating more information and this is not shared with the client until handover ¡­ Another example of this was shown last week at the RICS BIM Conference
6. Referring to the Concrete pour example and BAM¡¯s slide, this shows the pattern of poor data management in the traditional process and highlgihts te Governments view that we can improve the situation ¡­ As this shows BIM can make this better ¡­ can¡¯t it?
7. Yes , but ¡­ We talk about BIM in more detail, however there are
8. There is still a catch mind. Any ideas what it is? Its called decision density. BIM does not reduce the number of decisions that need to be made, even if the quality of information has increased. In fact the opposite could be true ¨C richer information usually leads to a greater number of decisions needing to be made. We never used to consider all the variables we do now ¨C mostly due to unconscious unawareness. I now know exactly how much sun comes through the window ¨C decisions become more binary, but there are more of them¡­ Stakeholder management and gateway process becomes more important ¨C we still depend on high numbers of decision making people. Information is richer, but their ability to make decisions ¨C the judgement aspect, imagination, extrapolation of concepts to form the envelope of a decision does not change. BIM cannot replace this ¨C it still needs managing by someone. All those decisions to be recorded, chased, reported, enacted. No Jeremy Kyle for me then ¨C because its not likely the Architect will do all that. The time aspect is still critical, as are all the constraints. I can make better decisions ¨C but I still have to make lots of them, in the right sequence, timeously. The project management role is effectively the same, but now the inputs and decisions arrive harder and faster. BIM changes the way the team works ¨C and crucially, when elevated from a pure 3d drafting tool, presents our clients with far more to think about.
9. Dhar and Stein (1997) define Intelligence Density (ID) as the amount of useful ¡°decision support information¡± that a decision maker gets from using a system for a certain amount of time. Alternately ID can be defined as the amount of time taken to get the essence of the underlying data from the output. This is done using the ¡°utility¡± concept, initially developed in decision theory and game theory (Lapin & Whisler, 2002). Numerical utility values, referred to as utilities (sometimes called utiles) express the true worth of information. These values are obtained by constructing a special utility function. Thus intelligence density can be defined more formally as follows: Utilities of decision making power gleaned (quality) Intelligence Density = ----------------------------------------------------------------- Units of analytic time spent by the decision maker Increasing the intelligence density of its data enables an organization to be more effective, productive, and flexible.
10. If you believe the matrix, the world is made up of data ¡­ are we in a game?
11. We¡¯re reliant on computers and information technology ¡­
12. It¡¯s important and valuable