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INTEGRATED BUILDING DESIGN FOR PRODUCTION MANAGEMENT SYSTEM
Research and Development and Innovation
RITA CRISTINA FERREIRA
1. INTRODUCTION
This work presents the results of a research, development and innovation (R&D&I)
project that aimed at creating a Web Information System to support the development
of integrated building design for production. This project has been coordinated by the
director of a small building design firm, DWG Arquitetura e Sistemas, and has been
granted by the largest research council in Brazil (FAPESP - The State of São Paulo
Research Foundation), under a special program for technological innovation in small
businesses.
DWG was founded in March of 1994 and it was the first independent design office in
Brazil to specialise in masonry design for production using 3D models. The challenge
was to break with the traditional methods of producing drawings by linking product
information with the especification of production process at early stages of design
development. It was evident that the development of masonry production system
design plays a key role due to its myriad interfaces with other subsystems.
Additionally, the elaboration of masonry design required intense coordination across
the detail design phase and design coordination was incorporated within the scope of
the R&D&I project. Initial results of integrating masonry design and design
Integrated Building Design for Production Management System
2
coordination demonstrated increased efficiency in identifying and solving problems
related to interoperability, modularisation and technology.
Despite considerable gains from this integrated process were obtained, problems
related to the remote collaboration and coordination of the different design disciplines
emmerged. For example, a problem identified was concerned to communication
between independent firms responsible for each discipline causing lack of
information for decision making.. These problems were identified at earlier stages of
the R&D&I project causing the re-scope of the project. Addiotinaly, the development
of the design for production of a real construction project throughout the specification
and development of the system prototype led to the identification of unforseen
requirements (e.g. “following up construction”) that were incorporated within the final
scope.
The final system (namely Sistema π) was developed aiming at supporting the
management of design for production, adding automation processes to perform
remote (via web) collaborative work between multidisciplinary teams using 3D CAD.
The development process had four requirements validation processes and consisted
of consulting with different stakeholders groups.
The concept of the Integrated Building Design for Production Management System
(IBDPMS) was developed involving thirteen major construction companies. The
conceptualisation and development phases had a total duration of four years. The
development of the system took the advantage of a desacelaration of the brazilian
construction market and the lack of construction projects to get the attention of
Integrated Building Design for Production Management System
3
potential clients. At the same time, the constant emergence of new technologies for
design, provided stimulus to the development of the management system. Currently,
the results include a complete software specification and 40% of the functional
prototype.
2. RESEARCH AND DEVELOPMENT (R&D)
The research and development of the IBDPMS had three stages, consisting of:
idealisation, planning and conceptualisation (research) and development.
The first stage refered to the idealisation of the product and its presentation to
FAPESP (the research council). The idealisation evolved over years simultaneously
with the DWG business strategy focused on exploring this new market opportunity.
At a second stage, the conceptualisation consisted of identifying throughout
construction the emergence of design-related problems and propose ideas to
mitigate those problems. This conceptualisation was formalised in a business and
research plan that was focused on identifying the main market demands and
research and commercial opportunities for the Building Integrated Design for
Production.
The third stage was concentrated on the development and implementation of the
software prototype. This stage follwed guidance from the Rational Unified Process
(RUP) model for engineering software process managing, as well Unified Modeling
Language 2.1 (UML 2.1) (Booch, Rumbaugh and Jacobson, 2005) and Business
Integrated Building Design for Production Management System
4
Process Modeling Notation (BPMN) (White, 2004; Owen & Raj, 2003). The software
documentation was developed using Enterprise Architect® 7.0.
The RUP model is divided into 4 phases (Rational, 1998): inception, elaboration,
construction and transition. Troughout these phases, the process and activities are
oganised upon 8 disciplines: business modelling, requirements, analysis and design,
implementation test, deployment, configuration and change management, project
management and environment. In addition to phases and disciplines (two-
dimensional processes), RUP model considers time as a third dimension that reflects
the dynamic organisation of the process along time, called iteractions. Due to the
complexity of the RUP model its implmentation was partial and in conjunction with the
software agile development approach (Wikimedia, 2008; Rational, 1998).
In addition to these approaches for software engineering, investigations were
conducted about new information models for construction, such as Building
Information Modeling (BIM) (Autodesk, 2005; Howard & Björk, 2007). The
investigations were focused on identifying trends in construction related to software
development. The investigation led to the realisation of a series of workshops with IT
and constructions experts (e.g. the AIA group, DWG clients). These workshops
resulted in the formation of the BIM research group at the University of São Paulo.
Furthermore, the research and development was carried out in a concurrent
engineerging (CE) fashion (Prasad, 1996; Laufer, 1997).
In regards to the IBDPMS, the second stage included the inception phase and the
elaboration and construction phases of RUP model. To increase the iteractions,
stakeholders were involved throughout four requirements validations. The
Integrated Building Design for Production Management System
5
stakeholders involved were: a customer (investor and constructor contractor);
Architectural, Engineering and Construction (AEC) professionals; IT professionals as
independent consultants and suppliers - namely, from software development firms;
Independent AEC consultants; and academic researchers. The R&D team was also
supported by external consultants/advisors for information technology, civil law,
construction production, construction management, knowledge management,
construction safety and health management in construction, human resourch
management and economy.
The first validation occurred in a workshop day with customer’s representatives, the
consultants, researchers and other invited professionals. This workshop included an
extensive discussion about the Information System and an application of a JAD (Joint
Application Development) session. Thourghout the workshop, the scope of the
management system was clarified and the IT team began to align it to the business
modeling. Also the initial requirement analysis was performed.
The other three validations considered the participation of different stakeholders’
representatives and they happened as requirements and solution were getting
mature. Surveys with AEC and IT professionals and academic researchers were
used as a complementary method for requirements capture. The outputs of the
inception phase included the final software specifications, the definition of a clear
technological and business strategy (including a risk analysis), and a development
programme considering the constraints related to to the development of the software
in a short-term basis (as per the business strategy).
Integrated Building Design for Production Management System
6
3. THE MANAGEMENT SYSTEM - SISTEMA pppp
The proposed management system, namely “Sistema p”, was designed to manage
distributed design for production knowledge, involving product designers (architects
and engineers responsible for product conception), contractors and sub-constractors
and specialist designers for production that are part of the DWG Arquitetura e
Systemas team. Figure 3.1 shows a diagram of the Sistema p and the different
stakeholders (actors).
Figure 3.1 – View of Sistema PI
This system was conceptualised to manage those decisions that can be seen
through the utilisation of 3D models, such as how the scaffolding would be
strategically positioned, considering the walls and the structure, for external
Integrated Building Design for Production Management System
7
rendering. The system has functionalities to capture the communication between
designers, contractors and constructors.
It was critical to this system to design an attractive interface for stimulating actors
participation and increasing the management system effectiveness. During the
system development, part of the research was dedicated to investigate web systems
usability. In this respect, technologies such as Silverlight® from Microsoft© were
tested. Testing such technologies included their application with stakeholders and
potential clients and users.
Figure 3.2 shows an example of the time management functionality. The schedule is
obtained from the interactive process model. A set of different colours and symbology
were tryied aiming to improve the system interface. The green circles indicate
finished activities; the grey circles indicate activitivies that have not been done yet,
and the major circle in yellow and red indicate the activity currently been undertaken.
Below the circles, the date for completion and a short description of the activity been
undertaken are shown. At the upper left corner, the name of the responsible for
completing each activity is highlighted.
Integrated Building Design for Production Management System
8
Figure 3.2 – An example of time management functionality using Silverlight®.
4. R&D RESULTS
The second phase of the R&D program was concluded in August 2008. The main
output of this phase was the software prototype. Additional outputs of this phase
include a pilot integrated building design for production; an information hierarquical
classification; a process map for the Integrated Building Design for Production; and
proofs of concept for the management system. These are futher described in the
following sections.
Integrated Building Design for Production Management System
9
4.1. Pilot integrated building design for production
Simultaneously to the system development, a pilot integrated building design for
production was developed. The pilot study included masonry design, external
rendering and pumbling systems. All building systems and subsystems were
modelled using 3D CAD, that allowed the R&D team collect information for mapping
the management system.
The pilot design was contracted by the main contractor (one of the largest
construction company in the country - Construtora Cyrela SA). During the design
development, 30 professionals of design firms, contractors and constructors were
interviewed. These interviews were used to identify requirements that would increase
the added value of the system (for example, the willing to pay price for offering the
management and design service). Further details about these interviews can be
found at Ferreira (2007).
The selected pilot project is located in a high density urban area of São Paulo, Brazil
occupied high rise residential buildings. The pilot project consisted of a residential
building, with 32 floors above ground level and two basement floors. The building has
54 standard apartments (Figure 4.1), 2 duplex apartments and approximately 17.500
m2 of constructed area.
Integrated Building Design for Production Management System
10
Figure 4.1 – Standard apartment.
Figure 4.2 represents part of 3D model with masonry, struture and pumpling kits.
Figure 4.3 and Figure 4.4 show details of a pumbling kits set and part of
documentation of pumbling kit for assembly, including items identification according
to industry supplier. Finally, Figure 4.5 represents a view of the structure, masonry
and scaffolding for external rendering in a single 3D model.
Integrated Building Design for Production Management System
11
Figure 4.2 – 3D model detail shows masonry, part of structure and pumbling kits.
Figure 4.3 – Detail of a pumbling kits set for assembly.
Integrated Building Design for Production Management System
12
Figure 4.4 – Documentation of pumbling kit for assembly, including items identification
according to industry supplier.
Integrated Building Design for Production Management System
13
Figure 4.5 – A view of structure, masonry and scaffolding for external rendering execution.
4.2. Information hierarchical classification
Throughout the R&D a hierarquical classification to identify the level of detailing of
the building was proposed. This classification was tested in the integrated building
design for masonry production with 3D CAD. This classification and practical
examples of its implementation was tested through a workshp with a steering group
formed by academics and practitioners.
Integrated Building Design for Production Management System
14
Figure 4.6 shows the hierarquical classification according to the main knowledge
areas (i.e. space organization, stability and utilities), followed by disciplines, systems,
subsystems, components and elements. This classification provided to R&D team a
clear vision about the level of detailing for production.
Figure 4.6 – Building information hierarquical classification.
In this hierarchical framework, three knowledge areas were considered: spacial
organisation, stability and utility. These knowledge areas supports the organisation of
the different levels of detail and divides design according to product design and
desing for production.
This hierarquical model can be compared to that used in Systems Engineering
described by Laudeur, Bocquet e Auzet (2003), resulting from the Simon concepts
Integrated Building Design for Production Management System
15
(1981 apud Lauder; Bocquet; Auzet, 2003). The use of this taxonomy allowed to
model with precision and flexibility the building subsystems and its interfaces.
The management system uses this hierarquical classification for many functions,
including those related to communication, decision making, import/export from/to 3D
CAD models etc.
4.3. Process mapping
The process mapping for each subsystem was obtained using a table containing
entry data and its outputs (Tzortzopoulos, 1999). This table was implemented into the
IBDMS and allowed to identify the interfaces between systems/subsystems and its
components/elements. The process is also divided in phases, that will be used to
control the design evolution by the management system. Table 4.1 presents an
example of the process mapping table for masonry design for production and Table
4.2 for masonry and external rendering integrated design for production.
Table 4.1 - Entry-Process-Output table for masonry design for production
PHASE DATA ENTRY PROCESS OUTPUT
Init
ial
Technological selection for masonry
Architecture studies
Structure studies
MEP studies
Horizontal and vertical masonry modulation
Compatibility analysis between architecture, structure and MEP designs
Delivery documentation
Structural dimensioning directives
Architectural dimensioning directives
MEP directives for designing
Compatibility report
Integrated Building Design for Production Management System
16
PHASE DATA ENTRY PROCESS OUTPUT D
evelo
pm
en
t Previous phase approval
Architectural design
Structural design
MEP design
MEP 3D models (if available)
Wall 3D modelling
MEP 3D models (if not available from designer)
Interference analysis
Delivery documentation
Compatibility report
Walls 3D models
Walls location and distribution plans
Masonry vertical distribution scheme
Walls front views
Fin
ish
Previous phase approval
Coordination analysis
Architectural design reviewed
Structural design reviewed
MEP design reviewed
MEP 3D models reviewed
Critical analysis
Masonry production design revision
Delivery documentation closing
Walls 3D models reviewed
MEP location plans on structure
Masonry vertical distribution scheme
Walls location and distribution plans
Walls front views
Quantity report
Table 4.2 - Entry-Process-Output table for masonry and cladding integrated design for
production.
Integrated Building Design for Production Management System
17
PHASE DATA ENTRT PROCESS OUTPUT
Init
ial
Technological selection for masonry and external rendering
Architecture studies
Structure studies
MEP studies
Horizontal and vertical masonry modulation
Compatibility analysis between architecture, structure and MEP designs
Technological analysis for integrating masonry and external rendering
Delivery documentation
Compatibility report
Structural dimensioning directives
MEP directives for designing
Architectural dimensioning directives
Develo
pm
en
t
Previous phase approval
Architectural design
Structural design
MEP design
MEP 3D models (if available)
Wall 3D modelling
External rendering 3D modelling
MEP 3D models (if not available from designer)
Interference analysis
Delivery documentation
Compatibility report
Walls 3D models
External rendering 3D models
Walls location and distribution plans
Masonry vertical distribution scheme
Walls front views
External rendering execution plans
Fin
ish
Previous phase approval
Coordination analysis
Architectural design reviewed
Structural design reviewed
MEP design reviewed
MEP 3D models reviewed
Critical analysis
Masonry design for production revision
External rendering design for production revision
Delivery documentation closing
Walls 3D models reviewed
MEP location plans on structure
Masonry vertical distribution scheme
Walls location and distribution plans reviewed
Walls front views reviewed
External rendering execution plans reviewed
Quantity report
Integrated Building Design for Production Management System
18
4.4. System requirements identification from a pilot design
The identification of requirements for the development of the integrated bulding
design for production was done by several means including a real case where the
R&D team participated throughout the design development and coordination and
followed the use of the design for production on site.
An example of requirement identified by this mean occurred when it was necessary
to make a decision about the technology for the provision of hot water whilst the
plumbing design for production was been elaborated. An earlier decision (perfectly
registred in quality documentation) was made towards the adoption of copper for the
hot water system. However the construction management team decided to change
the material and the information did not immediately reached to the design for
production team.
This event had enabled R&D team to identify the functionality details for “Technology
selection”. This functionality was designed to support decisions approvals by the
contractor and or subcontractor throughout many short cycles, specificated in the
business process diagram (Figure 4.7).
When a decision is registred (what), many other data are included, as when it was
decided and who decided and if the decion maked have authority for making
decisions. The system automaticaly prevents changes to be made by non autorised
groups. To change a decision, the system will start an automatic notification for all
involved with it. A decision has a time to occur. It can not be later or earlier. So the
Integrated Building Design for Production Management System
19
Sistema p can be configured to control the time for decisions and to notify all that
need to know about it.
The process for “Solution Search and Decision Making” is the most important and
was considered by the R&D team the core of the management system. It is possible
to see that all complementary processes (Figure 4.7) are driven by the “Solution
Search and Decision Making” process. This assumption was validated through the
real design for production. Wrong decisions have generated additional costs and/or
time for project.
Integrated Building Design for Production Management System
20
BPMN Integrated Building Design for Production Management Syst...
So
luti
on
an
d d
ec
isio
n m
ak
ing
«L
an
e»
Ph
.4 -
Sit
e i
mp
lan
tati
on
«L
an
e»
Ph
.3 -
De
ve
lop
me
nt
«L
an
e»
Ph
.2 -
Se
tup
an
d s
pe
cif
ica
tio
n
«L
an
e»
Ph
.1 -
In
itia
lis
ati
on
«L
an
e»
«BusinessProcess»Ph1.1 Systeminitialisation
«BusinessProcess»Ph.2.1- Env ironment
setting up
«BusinessProcess»Ph.2.2 Design planning
«BusinessProcess»Ph.3.2 Documentation
«BusinessProcess»Ph.4.1 Construction
follow-up
«BusinessProcess»Ph.2.3 Technological
selection
END
«BusinessProcess»Ph.3.1 Collaborativ e
prototyping
START
«BusinessProcess»Solution search and
decision making
Are there
problems?
Are there
problems? Are there
problems?
Is it necessary to review
technological selection
and or standards?
N
Y
N
Y
N
Y
N
Y
Figure 4.7 – Business process diagram for Integrated Building Design for Production
Management System.
Integrated Building Design for Production Management System
21
5. SOFTWARE (SYSTEM) DEVELOPMENT
The software development was based on an iteractive approach that considered a
dynamic requirements identification process. At very early stages of the
development, usability tests were conducted and the visual identity for the systems
and a prototype were developed simultaneously with systems specification.
The results were used throughout the second validation that involved AEC designers,
IT professionals and academic researchers. This procedure was repeated three
times with an IT consultant and the outputs were:
� a navigable prototype system, containg a mock up web site that expressed the
information workflow;
� an executable prototype system for some selected funcionalities;
� a second executable prototype system for a group of functionalities.
5.1. Business Process Model
Business process management is considered critical for developing sucessful new
products and services (Miers, 2007), creating a business commitement to the project.
During software development and using a Computer Aided Software Engineering
(CASE) tool, it is possible to create a model of business process.
Integrated Building Design for Production Management System
22
The business process for the IBDPMS was modeled based on Business Process
Modeling Notation (BPMN) standard, using Enterprise Architect® 7.0. The business
was divided into 5 process groups as follow:
� Initialization – includes some processes to configure the system;
� Setup and Specification – includes “Environment settings and standards” for
design, “Design planning” and “Technology selection” for modelling and
detailing contracted systems;
� Development – includes control tools for “Collaborative prototyping” (3D
modeling) and “Documentation” for using at the construction site;
� Construction site implantation – includes processes for “Construction site
follow-up”;
� Solution and decision making – includes processes for “Solution searching and
decision making” to identified problems during design.
5.2. Actors
The development of the Integrated Building Design for Production led to the
identificaton of new “actors”. These actors were called “Integrated Design for
Production Manager”, “Integrator” and “Design Integrator”. Two other types of
actors were also identified from business model and requirements. There were
grouped into external and internal actors. External actors were “Constructor’s
Design Coordinator”, “Product Designer” and “Construction Manager”. From the
Integrated Building Design for Production Management System
23
DWG side, the internal actors were “Integrated Design for Production Manager”,
“Integrator” and “Design Integrator”.
By using UML (Unified Modeling Language), it was possible to identify generic
relationships between the actors (Figure 5.1). In this respect, all actors were
generalised as “User”. “Technical Specialist” is the generalisation of “Constructor’s
Design Coordinator”, “Product Designer” and “Internal Specialist”. Likewise,
“Internal Specialist” is the generalisation of “Integrator” and “Design Integrator”.
The definition of each category of actors and their roles and responsibilities as
presented in the following (Figure 5.1):
Integrated Building Design for Production Management System
24
uc Actors
EXTERNAL
Constructor's Design
CoordinatorInternal Specialist
Technical Specialist
Integrated Design for
Production Manager
Construction Manager
Integrator
Product Designer
User
Design Integrator
Figure 5.1 - Building Integrated Design for Production Management System’s actors.
The “Constructor’s Design Coordinator” and the “Product Designer” roles refer to
traditional professionals in the design team of building construction, such as the
architect, the electrical designer and structural designer. The “Integrated Design for
Production Manager” is responsible for the system’s general administration. The
“Integrator” acts as the technical coordinator for the integrated design and is
responsible for promoting integration between the product design (conceptual
design) and the design for production (construction).
Integrated Building Design for Production Management System
25
5.3. Requirements
Requirements in the integrated building design for production system are divided into
functional and non-functional. The non-functional requirements refer to system’s
quality involving some constraints, quality attributes and goals and quality of service
requirements and non-behavioral requirements (such as usability, testability,
maintainability, extensibility and scalability).. The functional requirements are those
related to general funcionalities identified from business process and reviewed by
use cases detailing (such as technical details, data manipulation and processing and
other specific functionality). In total, 14 functional requirements were identified and
organised in five groups, as shown in Erro! Fonte de referência não encontrada..
Table 5.1 – Groups and functional requirements of Sistema p.
Group Function requirements
1. Initialization Begining integrated design
2. Setup Setting up design environment
Defining technology scope
Planning and controling design
3. Development Disposing initial information
Detailing integrated design
Searching for solution and decision making
Validating evolutional stages
Generating documentation
Getting final validation
Integrated Building Design for Production Management System
26
4. Implantation Following up construction
Evaluating design changes
5. Mobile device access Accessing system using mobile devices
5.4. Use Cases
In parallel to the business process modelling and requirements specification, it was
identified and detailed the use cases for developing the system. The use cases were
grouped into five packages:
1. Managing Design and Standards
2. Developing design
3. Searching and communicating
4. Integrating CAD with Management System
5. Accessing system by mobile devices.
In total, 89 use cases were identified for the management system and those were
detailed throughout software development, using concurrent engineering and
software agile development approaches. One example of a use case is the markup
function implemented into AutoCAD® as a command (Figure 5.2). Figure 5.3 shows
the use cases from “Integrating CAD with Management System” package for markup
functions implementation.
Integrated Building Design for Production Management System
27
Figure 5.2 – Example of markup command into AutoCAD®.
The above example of a markup command in AutoCAD® displays a screen for the
designer to describe the problem identified during the design process. The data is
exported afterward to the IBDPMS and disseminated to others for discussion and
decision making.
Integrated Building Design for Production Management System
28
Figure 5.3 – Use cases from “Integrating CAD with Management System” package, for
markup functions implementation.
6. FINAL REMARKS
The integrated design for production was identified as a building construction market
demand. In Brazil, this demand has considerably increased as investments in the
construction sector are constinuously rising. The applies to the demand for more
effective and efficient production quality control.
Throughout the development of the system, it was identified that there is professional
gap to support the decisions that involves architectural design, construction
technology and the management of construction on site. The Integrated Building
Design for Production Management System was design to aid decision making
Integrated Building Design for Production Management System
29
during designing for production. Simultaneously, it pulls key decisions from product
designs at early stages, because these are entry data to the elaboration of the design
for production.
The emergence of new design technologies, such as BIM, were considered at earlier
stages of this R&D programme and the Sistema π is been adapted/integrated with
such technologies, therefore. setting an upgrade for the system.
Finaly, additional issues emerged throughout the the development process. Firstly, it
was identifyied that the system brings transparency to the decision making process.
However, in some circumstances transparency is not desied. For instance, the fact
that the software registers all the transaction can inhibit the use of the system. Some
of the designers prefer not having the problems and mistakes registered in a data
base. Finaly, in regards to the role of the integrator: although the system
communicates with all designers, there is a need for a mediator when the solution for
a trade-off is not obvious. That means a third part is necessary to bring a more
holistic view of the design to support decision making. It is the same when it comes to
establish deadlines for the delivery of the decisions.
ACKNOWLEDGEMENTS
The author thanks to FAPESP – Fundação de Amparo à Pesquisa do Estado de São
Paulo for supporting this research through grant n. 01/13304-0 and to the design
offices and contractor, Construtora Cyrela SA, which participated on the integrated
building pilot design for production.
Integrated Building Design for Production Management System
30
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