1. Delivering on the Vision of FIAPP

2. Delivering on the Vision of FIAPP
Ric Jackson
Director
The FIATECH Consortium
CII Annual Conference
San Francisco, California
August 8-9, 2001

3. “None of us is as smart as all of us.”
FIATECH is…
Owners, operators, contractors, suppliers working together to accelerate the realization of FIAPP
Research, development, deployment
Full time staff to manage projects aggressively
“None of us is as smart as all of us.”

4. FIATECH will... Document industry needs and priorities
Develop a common industry vision for FIAPP
Develop roadmaps to achieve that vision
Develop projects to follow the roadmaps
Obtain leverage funding to accelerate progress
And thereby…

5. …accelerate the realization of FIAPP for the industry

6. Current FIATECH Members
Abbott Labs
ABB Lummus Global
AEA Technology Engineering Software
ASD International
Air Products and Chemicals
Army Corps of Engineers
Aspen Technology
BASF Corporation
B E & K
Bechtel
Bentley Systems
Burns and Roe Enterprises
Cadcentre
Citadon
Clark, Richardson & Biskup
Cyra Technologies
Daratech
Day & Zimmermann International
Dick Corporation
The Dow Chemical Company
Dow Corning
E.I. DuPont de Nemours
ePlantData
FileNET
Fluor
General Motors
Impress Software
Industria
INOVx
Intergraph
IRC/NRC Canada
Jacobs Engineering Group
Lean Construction Institute
Lyondell Chemical
Matrix One
Merck & Co.
Millennium Inorganic Chemicals
NASA
NIST Building & Fire Research Lab
Parsons Energy & Chemicals
Primavera Systems
Reality Capture Technologies
Rohm and Haas Company
SAP America
S&B Engineering
Virginia Tech
H. B. Zachry Company
FIATECH momentum continues to build

7. First FIATECH Projects
Life Cycle Data Management
eBusiness for Capital Facilities
Capital Projects Technology Roadmap
3-D Laser Scanning
Digital As-built Documentation
Public/Private Technology Partnerships
In Your Face Computing for Construction, Operation, and Maintenance
Economic Impact of Imperfect Interoperability
Restructuring the Project Delivery Process
Smart Chips for Construction Materials and Equipment

8. Life Cycle Data Management
Challenge
Accelerate the development of an integrated plant asset information system
Approach
Define technology requirements, business drivers
Validate with owners, operators, contractors, suppliers
Document business case for LCDM
Research, develop, deploy, prototype plant information repository using vendor-neutral, open software architecture

9. LCDM Project Task Forces
Benefits Cases and Measures
(What are the Opportunities worth and how do we prove it)
Engineering Re-use
(Value and Impact on Work Processes and Deliverables)
Understanding Operations/
Maintenance Requirements
(Value and Impact on Work
Processes and Deliverables)
Future
Development
Areas
Information Map/EPC Deliverables
(What Information is required? In what form?)
Information Requirements Definition

10. eBusiness for Capital Facilities
Challenge
Optimize business processes and open information exchange for Capital Facilities stakeholders through application of Internet and information technologies
Approach
Deliver industry framework, guidelines, XML extensible mark-up language) specs for information sharing across eBusiness applications for EPCOM
Initial work focus on transactions for configurable equipment

11. Ease of eCommerce Use Office Environment Purchases
MRO Tools and Consumables
Bulks and Commodities
Catalog-specified Equip. & Materials
Configurable & Engineered Equip.
Trade Services and Contracts
EPC/O&M Services and Contracts
(Based on case studies from CII PT 172: Improving Construction Supply Chain Performance)
EASY
HARD

12. e-Business for Capital Facilities Project Roadmap
6. Report on EPCOM Lack of Interoperability Cost Analysis
5. Sponsor Development of XML Schemas or Extensions to Bridge Gaps
4. RoadMap for eBusiness Development and Deployment
3c. XML Gap Analysis
3b. Assessment of XML Initiatives
3a. FIAPP Requirements for XML
2. Analysis of Equipment EPCOM Processes
EPCOM: Engineer, Procure, Construct, Operate, Maintain
1. Information Repository on Relevant Initiatives Q1 Q2 Q3 Q4 Q5 Q6

13. Economic Impact of Imperfect Interoperability
Challenge
Convince public and private decision-makers of the importance of increased investment in integration and automation in the capital projects industry
Approach
Perform thorough economic analysis of imperfect interoperability of data exchange in capital projects
“450,000 Data Exchanges Per Year”
“as much as 50% of their time dealing with poor data files”
Imperfect interoperability costs US automobile suppliers $1B/yr!

14. Public/Private Technology Partnerships
Challenge
Identify, commercialize, deploy existing capital projects-related technologies from govt. labs
Approach
Form teams to identify ripe techs, determine and implement effective path to commercialization
Technologies
Smart Chips
Cybernetic Buildings
Spatial Data Acquisition
Construction Process Simulation
Digital As-Builts

15. Digital-As-Built Documentation
Challenge
Accelerate deployment of tools to capture as-built conditions digitally and deliver data models for use during O&M
Approach
Develop user requirements for accurate, intelligent digital models interoperable with commercial CAD, GIS, CMMS, and CAFM systems
Demonstrate with pilot projects

16. The Power of Digital “As-Builts” Hyatt Regency, Kansas City, July 17, 1981
Courtesy John D. Osteraas, Exponent

17. 3-D Laser Scanning Challenge
Accelerate development of tools to capture 3-D digital conditions of construction projects and integrate into life-cycle data
Approach
Define requirements for integration of LADAR images into digital models
Define performance characteristics for classes of applications
point clouds
2D / 3D CAD
Integrated modeling
Source: RCT

18. Smart Chips for Construction Materials and Equipment
Challenge
Accelerate deployment of chips to collect, store and feedback operation and life cycle data: hours in operation, starts and stops, internal heat and moisture conditions, vibration data
Approach
Develop requirements for solutions specific to construction projects
Provide test beds for those solutions

19. Future Plant Maintenance Mechanic?
Heads-up display
“Personal”
Computer
Plant location
sensors
Courtesy of: Steve Lorenz, DuPont

20. Future Plant
Maintenance
Mechanic …
…its closer than you think!!

21. In Your Face Computing for Construction, Operation, and Maintenance
Challenge
Facilitate work practice and culture changeover from paper-based to electronic process by utilizing high resolution displays to access information in drawings, 3D models, and photographs for plant O&M
Approach
Define business value
Report on state of technology
Report on needs requirements to suppliers
Identify commercially viable solutions
Test prototypes in actual maintenance setting

22. Restructuring the Project Delivery Process
Challenge
Projects evermore complex, uncertain, and pressed for speed
Need a project-based production system to maximize value and minimize waste in this setting.
Approach
Use lean production techniques to create new opportunities for integration and automation so as to avoid “computerizing the cow path.”
Source: Lean Construction Institute

23. Capital Projects Technology Roadmap
Challenge
Create and maintain a technology roadmap for the capital projects industry to guide technology investment in RD&D
Approach
Develop functional model of asset creation, operation, maintenance
Describe current technological SOA
Develop a clear technological vision
Develop a detailed technolgy roadmap
Define technology goals and requirements
Develop a database of current R&D projects
Develop a ranked list of technology initiatives and projects
Update roadmap and database annually

24. "If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them!”
Henry David Thoreau

25. Thank you