Operation and maintenance

Clarification of relevant data for operation and maintenance

At Exigo, we advise on how to ensure good data at project completion. By clarifying what data is relevant for the subsequent operation and maintenance as soon as the initial phases, you have the opportunity to plan the collection of that data so that you can put it into play after the end of the project.

Good data, such as data extracts for areas, relocation inspections or conversions, data ensure accurate maintenance plans with operating economy and a positive cash flow for your building.

Operators are often unable to control the BIM models

At the end of the project, very few operators are able to check whether the BIM model has been updated to “as-built”, and whether the underlying data is correct and usable in relation to use in operation and maintenance. In addition, technical challenges usually arise when data from the BIM model must be transferred to the software platforms that the operator uses for operation and maintenance. The vast majority of data is stranded, at this stage, on a server archived for the “future”.

A lot of valuable information is therefore lost – or lies unused and takes up space on a server.

BIM-based operation and maintenance provide great savings

Information about the individual building parts’ operating manuals, information about the manufacturer, links to product pages, contracts, etc. can be connected to the building parts. This gives the client / operator an overview of when different building parts have been replaced and when they need to be replaced again.

In this way, both planning and estimating future maintenance tasks and replacements will be much easier to keep track of (e.g. in 5 years the woodwork will have to be oiled, in 10 years the windows will have to be replaced, etc.). In addition, information on m2 floor / walls / ceilings / windows etc. in connection with moving in and out of large housing associations, valuable information for use in connection with operation and relocation.

At Exigo, we have many satisfied customers who benefit greatly from our client advice.

Read what they say about us.

From BIM to FM (Facility Management)

At the end of the project, we can assure the client / operator that the “as-Built” models he is assigned contain relevant data for use in the operation.

Through effective data review, planning and development of standards, with the client’s perspective in mind, Exigo develops and implements plans and systematics that ensure life cycle value and ROI with BIM on all projects. We have an overview of the project as a whole – from cradle to grave, or from cradle to cradle. We assure you that the “as-Built” models you are assigned have relevant and correct data for use in operation.

“Planning the interface between construction and operation is a large and complex part of the schedule, which is often postponed until the last minute. But as I see it, that part of the planning is just as important, if not more important, as it is exactly staff and patient safety that is at stake here. That part of the planning must be coordinated and synchronized thoroughly with the construction’s other schedules, to ensure that all facilities are thoroughly tested before commissioning.”

Transfer to operation

The interface between the execution and subsequent delivery and commissioning

In recent years, construction has become more aware of the interface between the execution of the construction and the subsequent delivery and commissioning. For example, the concept of commissioning has been adopted from the shipping industry. This requires a proactive dialogue and quality management process with a focus on the project’s overall economy and the interaction of the installations.

Likewise, the danish construction magazine “Værdibyg” writes the following, in their manual for operation-oriented construction process, about commissioning and delivery; “This period is often very intense with a focus on errors and shortcomings, but good commissioning requires that resources are set aside for dialogue between the operating organization and the executives and that the needs of the users are met.”

In this connection, two aspects, in particular, give rise to consideration.

  • The contractor’s responsibility in connection with the construction phase ceases and the responsibility for ensuring further progress in the overall construction process thus lies solely with the owner.
  • The construction phase is completed and the owner must manage the project in the phase transition between the construction execution and operation.

These two aspects complicate the client’s task. The following elaborates on a few of the factors that come into play;

Assignment of responsibility in complex construction

The concept of complex construction includes that takeover is not just about receiving a key to ready-made and ready-to-run construction that can be operated from day one. Even if the starting point is an optimal construction where AB92 delivery takes place in complete accordance with the agreements, there will still be a large number of aspects / tasks that it is up to the client to handle, to ensure future progress.

Parts of these tasks can be managed by placing a commissioning process across the entire construction phase, which i.a. forms the framework for dialogue and quality management regarding the interaction and takeover of the installations. But obligations in connection with commissioning activities make up only a part of the total owner resource need, which means that the need can be difficult to adequately identify.

The client is often aware that there will be an increasing need for resources towards the submission deadline and occupancy. However, they are seldom able to map it and thus are not able to find and / or free up sufficient client resources to fulfil all the client’s obligations in connection with it. client deliveries.

They cover, among other things:

  • Obtaining relevant approvals (for example, for a hospital building, more than 15 different authority and function approvals must be obtained)
  • Planning and management of, among other things, accessibility, security, staff training, control of system deliveries, start-up of operation, implementation of new IT systems, cleaning, waste management, emergency procedure and much more.
  • Technical follow-up in connection with the commissioning process (including system deliveries)
  • relocation (both physical furniture and equipment as well as daily operations) from existing construction

Project management in the transition to operation

In addition to the above considerations, it is worth noting that this is project management in one of the project’s most important phase transitions. In phase transitions, the project management must e.g. complete and document the previous phase (including receiving the construction), handle delays and deviations, plan and initiate the next phase, and handle several other individual and recurring tasks. Regardless of how the construction project organization is set up, this phase transition will require the client to maintain a keen overview.

In addition, complex construction is a unique construction project that requires adaptation and therefore can not be solved / planned using off-the-shelf solutions. There is no complete checklist that contains a complete task overview for the client and in many cases, the exercise starts already by identifying / uncovering where the client’s resource need is.

With Exigo as the client’s consultant, we reach beyond the construction phase and cover the entire construction project from start to finish and can thus help the client get through, among other things, the project’s phase transitions effectively.

Exigo has assisted at DNV-Gødstrup

Michael Hyllegaard is satisfied with the result of the risk analysis and states:

“Now I have a really good overview of resources and the schedule. We have been in good time, which allows us to act on the analysis. Now we can break down that overview into sub-elements so that we can prepare a detailed time and resource management of client deliveries and commissioning. For me, it makes sense to continue working with the location-based planning method. It has been a really good experience to get Exigo to optimize schedules and resources on the project based on the location-based method. Exigo’s team is very talented. They know how to understand customers’ needs and deliver! ”

Michael Hyllegaard
Project manager – DNV Gødstrup

Operation and Maintenance Construction – We can help with the following

  • Preparation / quality assurance of client delivery plan
  • Detailed planning of client deliveries in connection with. commissioning activities
  • Client resource analysis, process and delivery description
  • Equipment planning, process and delivery description
    • Overview / equipment grouping
    • Quality assurance of equipment overview
    • Phase planning (assembly / moving in)
    • Location-based equipment plan
    • Tender and procurement planning
    • Follow-up / reporting (app)
    • Progress overview (BI dashboard)

We are also happy to help you

You are always welcome to call or write if you have questions.

Kristian Birch Pedersen, kbp@exigo.dk, +45 53 55 59 19