Assembling A Collaborative Team - Other - Page 103
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Chapter overview
Effective processes and protocols are essential if a project is to be successful.
The increased use of digital technologies for producing design and other Project
Information and the diverse means of communicating that can be adopted on a
project require clarity on these subjects at an early stage if communication is be
effective. This chapter considers these issues and some of the Common Standards
that might be referred to as part of a shift towards ‘plug and play’ processes.
The scope of and need for project protocols and processes will depend on the size
and complexity of a project and the number of organisations involved. However,
even on a small project a Project Execution Plan can be a useful document and
can be used to corral contact information, the project organogram, communication
protocols or other information that may be of use to the client and the project team.
On a BIM project the Project Execution Plan is an essential document. BIM enables
faster and more complex design processes. However, these can be only be effective
if software, hardware, communication protocols, data exchange formats and
other subjects have been considered properly. Put another way, by considering
the subjects set out in the second part of this chapter, the collaborative project
team will be more effective at Stage 2. Aligned with the WHAT documents, the
Project Execution Plan provides the perfect platform for the launch of an effective
design period and to assist in the day-to-day running of a project.
Most practices tend to use their internal processes to deal with the HOW aspects.
These may be comprehensive and well developed, having evolved over the years.
Larger practices are likely to have these processes incorporated within their
independently audited Integrated Management System (IMS). BIM requires
greater consideration of the project team’s processes rather than those of an
individual practice or organisation. These can be harnessed more effectively
by the project team when Common Standards and working methods are used,
particularly for improving communication and minimising compatibility and
interoperability issues. At present, because many practices move frequently
from project to project, and from one design team and/or project team to
another, the challenges associated with agreeing working protocols and
methods at the start of a project cannot be underestimated.
Using Common Standards does not negate the work that any practice has put
into developing their own processes but it can make working with other practices
significantly easier.
This chapter splits into two parts: the first looks at emerging Common Standards
that might be considered by a practice or project, with the second part considering
what a Project Execution Plan might contain, leaving the judgment on the actual
standards and contents to the individual practice or project team.
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