Location/Venue: MITEC

Date: 19-21 March 2019

Name of Event: Ecobuild Southeast Asia 2019

 

Ritz Carlton, Mega Kuningan, Jakarta

20 June 2019 | 0830- 1700 hrs


Bentley Systems invites you to join us for a day dedicated to helping you integrate digital context, digital workflows and digital components into your project lifecycle. Designed for information managers, BIM managers, digital managers and information technology executives to learn a framework for digital advancement.

Join Bhupinder Singh, Chief Product Officer, iTwin™ Services and discover how to leverage digital twins created within project delivery to become the performance digital twin for infrastructure asset performance. Optimize the reliability and performance of infrastructure assets, manufacturing and processing facilities, and resilience of cities, sites and buildings.

Program highlights include:

  • Understand how Bentley’s iTwin™ Services help organizations create, analyze and visualize digital twins of infrastructure projects and assets.
  • Realize the benefits of artificial intelligence (AI) and machine learning (ML).
  • Transform work processes to ensure standards and best practices are consistently applied across projects—increasing repeatability, scalability, quality, and predictability.

After the morning keynote session, choose to attend one of the parallel industry track:

Offshore Analytics

  • Feeling pressure to do more with less time? Learn about SACS, the offshore structural analysis software that streamlines your workflow with new collapse analysis, integrated structural analysis for pipes and risers, and specialty features for optimizing wind farm structures in the fastest, most accurate way.

Process Plant

  • The Process Plant  industry is an asset-intensive industry where the safe, reliable and efficient operation of facilities and assets is critical to company stakeholder value and profitability. This seminar will cover the latest developments from Bentley that are being used in this industry to engineer and construct both greenfield plants and modifications to existing brownfield plants, giving stakeholders full visibility across their CAPEX projects.

4D Planning

  • 4D Construction Planning and Scheduling is the new way to enable digital creation of the approved project delivery approach. It facilitated through the development of specific project plans and schedules that combine 3D data and time data into a single integrated model.
  • In other words, 4D puts the project plan into real context, requiring the deployment of a clearly specified 3D Construction Planning and Scheduling process together to improve the delivery team’s ability to identify, manage and remove the multiple and compounding instances of waste caused by errors, confusion, and inefficiency in the planning and execution of projects.

Road and Rail Transportation

  • With the back drop of growing urbanization, competition, and changing expectations of the travelling public driven by the rise of digital technologies, as a road or rail network owner-operator, consultant or contractor, you need a clear view of the opportunities, threats and challenges that lie ahead in the transportation industry.

We look forward to seeing you in Jakarta!


4D Construction Planning and Scheduling is the new way to enable digital creation of the approved project delivery approach. It facilitated through the development of specific project plans and schedules that combine 3D data and time data into a single integrated model.

In other words, 4D puts the project plan into real context, requiring the deployment of a clearly specified 3D Construction Planning and Scheduling process together to improve the delivery team’s ability to identify, manage and remove the multiple and compounding instances of waste caused by errors, confusion, and inefficiency in the planning and execution of projects.

OBJECTIVES

The focus and purpose of 4D Construction Planning and Scheduling is to enrich the planning and scheduling process to achieve improved communications and stakeholder participation. It enables the creation of a robust delivery approach that can be understood, validated and reliably implemented by the project delivery team.

Owners should insist on seeing a 4D Plan as part of the Contractor’s BIM Execution Plan and the 4D Plan needs to include more than just a series of animations. It also generates visual reporting of construction schedule through the entire life of the project, including jobsite status updates. Synchro 4D Planning tool provides Real-Time Advanced Graphic Simulations, Real-Time Collaboration, Dynamic Communications, Baseline-Actual Comparison, Lean/BIM Integration, Dynamic & Static Clash Detection and Optimize Delivery Approach. For owners, the bottom line is simple-without 4D they are missing a big opportunity to save time and money altogether.

EXAMPLE OF BENEFITS

  • Reduction in lost time in the project execution due to – Time lost in dealing with rework in the field caused by unplanned workspace clashes; Time lost in the field due to extra meetings convened to “talk through” the confusion in the schedule; Time lost in the field due to the occurrence of unplanned safety events that could have been avoided
  • Reduction in mistakes in the field caused by lack of needed information due to – Assuming a construction plan can be developed based solely on review of the design model; Assuming the initial schedule forecast is suciently accurate based on unverified/ unreview inputs; Assuming a construction sequence is flawless without a thorough review by all stakeholders of site logistics and temporary works
  • Reduction in the margins (cost avoidance) by removing unnecessary conservatism due to – Additional “float” in scheduled activities to account for “assumed delays”; Additional space allocated for activities to account for the possibility of congestion; Additional time for contractors to be on site

PROGRAMME

TARGET AUDIENCE

Planners, BIM Coordinator/ Specialist/ Manager, Project Manager/ Director/ Owner

SPEAKERS’ PROFILE

Andy Tiong Meng Jun

Andy Tiong Meng Jun is the Project Planning Management Consultant with PCSS Consultancy since December 2007. Being a certified Primavera Project Management Training Trainer, he has delivered training to various organizations, such as Malaysia LNG Sdn Bhd, Mcdermott (Sarawak) Sdn Bhd, Brunei Shell, Brunei LNG Sdn Bhd, Dammit Worley Parson (Brunei) Sdn Bhd, Labuan Shipyard Sdn Bhd, Brooke Dockyard Engineering Works & Construction, Petrokon Utama (Brunei) Sdn Bhd, Shapadu (Selangor) Sdn Bhd, Sapuracrest Petroleum Bhd, Shin Yang Sdn Bhd, Dayang Enterprise Sdn Bhd, Sahib (Brunei) Sdn Bhd and Adenin Works & Engineering (Brunei) Sdn Bhd, just to name a few.

Implementing solutions to ensure clients maintain a distinct competitive advantage by continually delivering successful project, he is also able to provide a range of professional project management systems and services to ensure client projects are managed successfully throughout the entire project life cycle, reducing the risk of project costs and schedule overruns.

Other professional skills include establishing a PMO into client organization, making it an integral part of client’s organizational culture; developed project management processes and procedures; project management auditing; project planning, monitoring and scheduling services; holding a project planning workshop and conducting work scooping/site visit to verify scope and identify any potential operational problem.

He is also involved in RUBY Petronas (Vietnam) FPSO PLEM construction project – producing Project Master Schedule & Manpower Loading for various projects during tender stage; assisting respective Sub-contractor to compile and generate their work master schedule for PLEM project; directing and co-ordinating planning and scheduling activities; scheduling and schedule performance monitoring (daily manpower reports and productivity performance reports); attends weekly meeting; close monitoring on CPM and assisting Project Manager on critical activities & issues; and creating a standard threshold for project schedule.

April 2019

Construction companies began adopting CPM in the late 1950s and early 1960s. Critical Path Method (CPM) is project modelling technique developed in the late 1950s. By the late 1970’s and early 1980s, the personal computer made CPM affordable and accessible to the masses; so how has construction performance fared since CPM became the standard for construction planning and scheduling? For years, we have all seen the numbers and charts put up for debate showing no evidence that the original hopes and excitement of CPM is living up to its original expectation.

In construction, the CPM model is based on the input of individuals who use personal experience and historic project performance to inform their work. People must read 2D design documents showing what the project looks like first at the start (existing conditions) and what the finished project will be on completion.

To be clear, the construction delivery approach, the field operations plan, is created from the imagination of a person(s) who is required to envision the activities, duration, and dependencies of the specific project from seeing the existing conditions at the start and the construction design for the completed project at the end. Once created, they can review the delivery approach with others using the Gantt chart or network diagram.


It will never going to be enough to improve construction performance if CPM alone. Project today are more likely to end in a dispute or claim rather than be completed on time or on budget, lawyers love the baseline versus actual CPM artefacts to help sort out the mess. CPM should remain part of the foundation for planning, scheduling and the controls systems required for managing construction operations and it will continue to be required for the foreseeable future.

How can we improve performance?

Start by recognizing that 3D design changes everything and drives complexity, and for at least 60 years all engineering lead industries have known it. BIM is organised and structured by 3D spatial model. Today, many construction projects utilize 3D models for the final integrated product design’s spatial coordination to avoid fabricating and installing any component in the wrong location before production operations begin.

When it comes to 4D, the industry falsely led to believe that creating a schedule by reading 2D drawings and keyboarding into the legacy CPM software and then linking the CPM to the 3D model is right. SYNCHRO Software is doing 4D. Creating construction operations directly from 3D model at any level of 3D model detail is where 4D is the best. The critical path network and 2D documents are the derivative, they are outputs of 4D. 4D leads construction companies’s workflow and has envolved their construction management processes into the modern digital age.

January 2019

WHAT IS RISK?

According to English Oxfords, risk is ubiquitous. In other words, risk can be defined as the potential events that might occur in the project throughout its implementation phase. Thus, it requires strategies to migrate the consequences of the potential risks occurring. Effective strategies for risk enables project team to identify your project’s strength, weaknesses, opportunities and threats Hence, as project control team for Pan Borneo Package project, PCSS manage the risk by using Risk Management Workshop which following the process that has been suggested by PMBOK Fifth Edition. The objectives are:

  • Determine the current mitigation strategies for effectiveness and;
  • Determine possible reassessments should the mitigation be deemed not to be effective
  • Re-assess the identified risks for changes to the probability and consequence factors
  • Identify any new risks

Projects by definition is about to bring the changes and ofcourse, every change that we made has a risk. Therefore, every project that we implemented, we need to manage the potential risk.

RISK MANAGEMENT PROCESS

Risk Identification

The risk identification process will be executed through a workshop environment as this allows brainstorming across all stakeholders. The workshop will be very structured to allow the identification of the potential risk events by following the Work Breakdown Structure (WBS) as means of maintaining systematic focus on the project deliverables.

Risk Analysis

Grey literature (or grey literature) are materials and research produced by organizations outside of the traditional commercial or academic publishing and distribution channels. Common grey literature publication types include reports, working papers, government documents, white papers and evaluations.

Risk Action

This is also known as risk response actions. After calculating the possible outcomes you need to decide how to respond to each risk. While small risks may not affect your project at all and may not be worthy of spending time on those, leaving matters completely unattended isn’t a wise decision.

Risk Monitoring

The risk monitoring is to monitor the individual risks contained therein and update the register on a period basis and/or as new risks surface. It’s often very important to analyze and address serious risks as soon as they arise, immediately applying the appropriate risk response plan.

Risk Control

Then, it has to be controlled. This is the final process of risk management and defines which approach is more appropriate to deal with the individual risks identified in the risk register. The four basic approaches discussed:

  • Risk Avoidance – an informed decision not to engage in the activity that could give rise to the risk
  • Risk Reduction – involve methods that reduce the severity of the loss or the likelihood of the loss from occuring
  • Risk Retention – involve accepting the loss from occurs
  • Risk Transfer – involve transferring the risk to a third party such as an insurance contract
  • Various departments within the organisation