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Military Planning Lessons for Excellence in Large Project Construction BIM

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Description

Very large projects pose special risks and challenges. Studies show that 65% of projects that cost more than $1 billion fail to meet project objectives. This session will present a building information modeling (BIM) planning workflow for large projects adapted from the military process of operational mission planning. It will address the five critical analytical areas that military planners use to create integrated, coordinated, and comprehensive execution plans and common data environments (CDEs). Co-presented by a former military planner and a project manager, both with large-project experience, this session will show how analytical planning workflows successfully used by the military can reduce project risks and enhance project outcomes.

Key Learnings

  • Learn about the unique challenges of large projects.
  • Learn how to design BIM execution plans using a military-based, five-paragraph, analytical planning workflow.
  • Learn how to implement the analytical execution plan workflow within your organization.

Speaker

  • Philip Simon
    VDC Manager for Skanska USA Building, 15 total years as BIM manager. Have 33 years' construction experience, including as project manager, scheduler, estimator, and journeyman craft worker. Former US Army plans and operations officer, attack helicopter company commander, and aviator.
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      Transcript

      PHIL SIMON: Hello. My name is Phil Simon. I'm a virtual design and construction manager for Skanska USA Building. I've been doing that for about nine years for Skanska and for about five years before that, I grew up in the construction trades, and I've been a project manager and a scheduler. And before that, in a previous life, I was a military planner. I started out as an aviator, and I wound up being like this little guy on the lower right-hand corner, where I was planning tactical operations for the military. And there was a lot of training involved with getting it so that we could do that.

      And I think there are some lessons I've learned from both construction and military that helped me understand planning a little bit better. And I'd like to share that. And I think we can benefit from that in construction, particularly on very large projects. So the first thing I'd like to mention when we talk about what goes wrong is that I'm talking specifically about the contracting method known as CMGC, or Construction Management At Risk, which is where we're involved early in the pre-construction process, along with the design team.

      When we do design build projects, we push a lot of our BIM planning responsibilities off onto our design partners. So we share those responsibilities with design, bid, build or hard bid contracts. We don't really have BIM responsibilities because the owner's responsible for anything that is incomplete or in error in the plans or for any unforeseen conditions. So CMGC contracting is really our sweet spot. And that's what I'm talking about.

      So what's a large project? Well, if you look throughout the industry literature, usually, large projects are considered to be larger than $1 billion. And they are complex in some way that they interact with their environment in a complex way because it's a challenging environment or a large environment, or they have incredibly complex systems. And so I would like to talk about three particular projects. These are the examples, and we'll talk about them individually.

      So what does it mean for a project to fail? In this context, it means that there's a 25% or greater cost overrun, schedule overrun, or that the project does not do what the client intends it to do when contracted for the project after it's complete. So that's what I mean by failure. So we're talking about large projects and failures and how we can learn from military planning how to prevent them.

      Here's the punchline. 2/3 of large projects fail. They're incredibly complex. And so yet, that's still a surprising result to me. That shouldn't happen. So the first example-- so I'm going to go through three examples and obviously, 2/3 of projects fail. So I chose three examples so that we could get to projects that did have problems and then one project that didn't so we can analyze the differences in how we plan those projects to determine their success or failure.

      So the first example-- and one thing I do want to note is, I'm not trying to impugn the reputations of any of the contractors or designers who did these projects. These are incredibly large projects. And these are good contractors. These are good design teams. But large projects are complex, and we can learn from failures as well as successes.

      So the Big Dig in Boston was a massive infrastructure project which involved new roadways, new tunnels, new bridges throughout an incredibly congested urban area. So the complexities involved the project size, the different environments they had to work in. Some of the construction techniques, like tunneling, are extremely difficult. And another challenge that the contractor face is they were not integrated into the design very early. I think 95% was where they were integrated into the design, usually in the CM at-risk construction methodology, we like-- contracting methodology-- we like to be in there prior to 30% design being complete. That's ideal.

      So the results were there were lots of delays, lots of overruns. And at the end, there was a partial tunnel collapse which resulted in a fatality. So the project cost five times as much as it was projected to cost. It took three times as long to build as it was projected to build. But it did wind up being a good project. It does serve the client's needs. But the project did fail in the sense it didn't make money and it didn't get done in time.

      The second project is probably the largest disaster here in the sense that there are no fatalities or anything. But after the fall of the Soviet Union and the reunification of Germany, the new German government wanted to have a Berlin airport that was large and efficient and combined three existing German airports in Berlin. And the other thing is their passenger traffic was increasing year over year over year. So they had a sequential expansion plan, and they needed to get this first terminal done. And then by the time they got it done, they would have more passengers. They would need a second terminal.

      And so they had a growth plan. Obviously, building an airport from scratch is complex. You have to build roadways and railroads out to it. Airports are inherently complex. They have lots of systems, like baggage systems, security systems, and systems to support aircraft. And in Germany, they-- in Berlin, they had the additional challenge of a complex political environment because the country had just been reunified. So two governments were becoming one government, so the bureaucracies were still scrambling to figure out who was going to do what and how communication and decisions had to be made. And the results, once again, constant delays, constant cost overruns, design issues, and then a failure to appreciate how all of these systems work together.

      At one point, after several years' construction, they decided they were going to try to partially open the airport. They thought that they could handle about 60% of the traffic that they were supposed to be able to handle. But what they didn't realize is that they couldn't operate any of the ticket counters. And that's critical. If you can't operate ticket counters, you can't process passengers, you can't fly airplanes, airport can't open. So they actually scheduled this opening without ticket counters, and it failed. And that was a result of basically fractured decision making, fractured project teams that weren't able to communicate with each other effectively.

      So the end result, project cost, three times what it was supposed to cost, went over double the construction schedule, and it did not meet the clients' needs because since it did not get done on time, their passenger traffic projections-- it wasn't able to handle the passenger traffic that was actually occurring by the time it was done, many years after it was supposed to be done. So this project was sort of a complete failure. It works. I mean, the airport works now, but at the time it opened, it was a complete failure.

      So a third example is-- this is our example. It's a two-phase project. Phase one has been completed, and it has been successful. It is a replacement of an airport terminal at Portland International Airport. And the complexities are-- well, first of all, it's a large project. It's systemically complex, like all airport projects. And the terminal is actually being built on top of the existing terminal. And the existing terminals' operations needed to be maintained throughout the project. So while construction is going on in the terminal, completely rebuilding it and increasing its size greatly, they had to maintain passenger traffic flow and aircraft operations throughout the construction.

      And then they had to coordinate around existing utilities. Since they were using the same building footprint, they had to make sure that they could thread all the new utility systems through old utility systems. And that was incredibly complex. But it was a successful project. It came in within the budget constraint, within the schedule constraint, and it does meet the clients' needs. So there were some lessons learned by this project team that these earlier project teams didn't have available because they're the ones who are providing the lessons. So I think a lot of this reflects how the military plans versus how we typically plan in construction. I think that there was some stuff done in the Portland airport that wasn't done in these other projects.

      So if we look at the causes of failure, try to figure out, well, what it is that we need to fix with these large projects, there's a constellation of issues here. And I've listed some, optimism, bias, decision-making errors, poor planning, all those things are certainly, present on many projects. And they can take a number of different forms-- we're just categorizing down a lot of different kinds of issues into some kind of a list. And I think I want to simplify that list even more.

      I look at it as having two basic nexuses. The first is failure to plan as a team. And particularly in the BIM world, we end up oftentimes, not being completely integrated into the project team. We kind do our own thing. The project team sees us as an aggravation. We have BIM responsibility of the contracts, so we have to have these temperamental, weird, BIM guys doing stuff. So we'll just let them do what they do.

      And then we, as BIM guys, are like, well, that's cool, good. We can sit here and we can play games in Revit and Navisworks and not be messed with and that's cool. But we really need-- I think we really need to look at ourselves as a part of the design team or a part of the construction team, rather. And the construction teams need to not be so siloed. We need, along with all of the other people on the project teams to help prevent siloing and make sure that information is shared and decisions are taken timely.

      And then failure of the imagination, I'm going to spend some time on this one because failure of the imagination means that we didn't think about all the different things that could mess our project up. So there's some quotes that mean something to me in terms of analyzing the causes of failures. Donald Rumsfeld, when he was planning the war in Iraq, a badly designed war, but he did say something that sounded ridiculous at the time, but I think everybody realizes now it's actually a pretty good quote. "There are no knowns, known unknowns, and unknown unknowns." He was dragged for that. He was ridiculed. He ridicled.

      But so the known knowns, that's our plan. That's the stuff that we know we're going to make happen. That's what the known knowns are. Those are the things that we plan for. The known unknowns are risks. Those are things that we know could go wrong, but we don't know if they're going to go wrong, but we know they could. And then there are unknown unknowns, which, those are the things, the risks out there that we aren't aware of.

      So our whole goal here is known unknowns we can handle. We can handle risk. OK, we need to plan for that. We can't handle risks that we can't see, unknown risks. So part of our goal here is to make unknown risks into known risks and then manageable risks. Now, NASA has a different approach than we typically take in construction. They say, "Never fly when there are known unknowns." Never fly when there are risks. We obviously can't do that. I mean, in construction, we have to build the building. We can't cancel the flight. We have to build the building. So we have to learn to deal with risk. We can't just avoid it using a more rigid or more rigorous planning approach. We have to be able to deal with risk and acknowledge that decisions have to be made in the future to deal with risks.

      "The most important failure was one of imagination," said the 9/11 Commission, when they reported about the Twin Towers falling. Nobody ever thought that there was a risk of people flying airplanes into those towers to take them down. Yeah, sure. I mean, they were designed to withstand, like, accidents, like somebody flying in fog and hitting the airplane. But nobody ever thought that there would be a coordinated attack like happened on 9/11. Obviously, that's something that we wish we had predicted. And so that, to me, is something that sobers me.

      Working on the Portland airport, I had nightmares about the Berlin-Brandenburg experience throughout that project. And I kept trying to think of all the things that could go wrong and going to school on that. So we need to use our imaginations in order to make all of these unknown risks into risks that we can [INAUDIBLE].

      All right, so how does the military plan then? I mean, what do they do differently? Well, they do mostly the same things that we're taught to do in the construction field. They start with mission analysis, which you have to figure out what your job is, what constitutes success, and visualize that success, and then figure out how to get their. Course of action analysis and development, you got to look at the different ways you can get the job done and then pick one and then develop that. We do that in both the civilian world and the military world.

      And then operations and support planning, we got to figure out how we're going to logistically support our project, how we're going to communicate and how we're going to make decisions. Those things are common between the military and construction. But something that I think that the military is a lot more sophisticated about is contingency planning, that is, they deal-- they look at risks and they see each little risk as they-- they plan for those a lot more. They don't just identify them. They develop contingency plans. They look at each risk is requiring an extra little project and some decisions have to be made as to when to implement that or whether to implement that plan. And that process, that contingency planning process, we call intelligence preparation of the battlefield. And it's based on the military axiom that no plan survives contact with the enemy.

      In the military, the way we think about it is, our project doesn't fail because we miss something. Our project fails because we have an enemy actively working against us that is trying to figure out how to make the project fail. I think it can be useful for us in the construction world to try to actively think about how we could sabotage our own projects if we wanted to. And that helps us appreciate some of the risks associated with those projects.

      So how do we plan BIM? I mean, so I mean, project managers and project teams I think largely work the same way the military does up to a point. I don't think they do as strong a job on the risk assessment and the risk mitigation, the contingency and decision planning, but BIM guys, we tend not to be involved in that process as much. We're sort of in our own little BIM world. And how we plan is when we need to do a BIM execution plan, we go look for a template. We go online and we go to any number of websites or textbooks, and we download a template. And those templates irritate me to death. They contain boilerplate language. They generally have a flat structure. They'll be 25 to 30 pages of fill-in-the-blank stuff.

      So they'll start out with describe the project. OK, who's in charge of the project? Who has what roles on the project? OK, what are the project goals? OK, let's go through a bunch of checklists. What BIM are we going to use? Are we going to do Spatial Coordination? Well, yeah, we always do spatial coordination. Are we going to do time lining? Are we going to do laser scanning? Are we going to do AR/VR, virtual reality? Are we going to use Spot the robot dog, drones?

      I don't know. How would we decide which boxes to fill in? and I think that's the thing that's missing. So these templates will give us all of these boxes, these things that we could use, these tools we could think about, but we don't have any rationale for using. We haven't gone through any kind of a process of figuring out what it is that we need to do basically, as a BIM team on the job. We don't even really think about that.

      So the project team has done their work. But we haven't done ours. We go through the checklist. We fill out the checklist, and then we wonder why nobody reads it. And then we end up in problems, and then we go back and we tell our trades, hey, we put this in the checklist. And the guys-- and the trades are like, hey, I never read it because it didn't mean a thing to me. So there's no guidance for project analysis in these checklists. They don't give us any way to write what it is that we're doing.

      It assumes that there's an underlying analysis which exists, but it doesn't really give us any guidance for that. Most of that guidance I think we can get from our project teams if we look at the PMBOK guide, the Project Management Institute's Guide, we can figure out those first three steps we talked about, the mission analysis and the course of action development, operations support planning.

      But we, as BIM guys, I mean, what is it we really do for a project team? We're there as risk reducers. We're visualizing things and analyzing things to try to reduce risks for the project. That's really the center of where we need to be. So we need to be good at that. I don't think we do the project planning part well enough. We need to be contingency planners. That's the way we need to be thinking so we get beyond the project planning to do contingency planning.

      So the lesson I learned is what we do in construction, is, I mean, how many people have heard this over and over again? Plan the work. Work to plan. Plan the work. Work to plan. In construction, I think we're very good at that as we develop a plan and stick to it.

      So we plan for success. We plan for the known knowns. Now, to be fair, project teams will also have a risk register. They'll look at the known unknowns. They'll develop risks. They'll identify. Whether they mitigate them or not, probably not. They're looking at them, but they don't really plan around them. What the military adds is a plan to deal with failure proactively.

      We know that there's somebody out there-- we know that our plan is not going to work because we have people out there, we call them the enemy in the military. We call it Murphy construction. It is actively working to sabotage our project. And decision cycles are continuous. We look at each of these risks as requiring a little plan of its own to mitigate.

      So we have our major project and then we have little contingency plans for these major risks as well. And those risks, those contingency plans have to be implemented or discarded based on whether the risks actually come to fruition. And we need to have some way of making those decisions and being aware that we need to make those decisions. So I think of it in terms of being represented by four principles.

      Think about the mission, not the tools. Plan backwards. Plan for problems and know when decisions need to be made. So think about the mission. First principle, Principle 1. In the military, the mission is a simple sentence that tells who, what, when, where, and why has to be done in order to have a successful project.

      Military, we call them battles, but they're projects. Limited duration, specific endpoint. So the way we get there is we analyze specified and implied tasks or things that we have to do to have a successful project. And so where, as BIM [INAUDIBLE], can we get those specified in [INAUDIBLE]. Well, project technical narratives will tell us what the project team expects from us.

      We read the technical narrative on a CMTC project is always written. It's written during pre-construction, and it explains-- it's a narrative explaining how the project team intends to build the project. We need to be familiar with that because it's going to tell us what they expect from us. It'll also tell us something about the risks they think they're facing, and we know what risks BIM is good at addressing, so it'll give us the things that we can incorporate into our BIM execution plan.

      So once we read that, we say, OK, well, what BIM task do we need to do in order to achieve that success? So that's how we-- I think, in my world-- that's how we derive our mission for a project that's BIM [INAUDIBLE]. Now, one little note here is that I mentioned derisively these checklists and using spot the robot dog or virtual reality. In 90% of projects, we don't need that.

      I mean, there are going to be some where we do, but we need to know the difference. Don't let the tools drive the plan. Don't let the technology drive what you want to put into your plan. The mission should drive the tools that we use. Only do those things that you have to do. In the military, we call that economy of force, and that is that we don't waste resources on secondary efforts.

      We designate the main effort. We decide what it is that we really need to do, and we put all of our efforts into that. And that's something that we need to do in construction too. And too often in the BIM world, I think we try to be a technology showcase. We don't need to do that. If we need the technology, we need the technology. We're not going to let the technology drive what we do.

      Principle two, we're going to plan backwards. Now, everybody plans backwards. Everybody is taught to do this. We start at the end state, the result that we need and work our way back. So what needs to be done before we finish. Well, we need step five to be done. OK. OK.

      Well, what do we need to do in order to do step five? Well, step four has to be done. So we work back to where we are now and we develop a backwards plan. And that's how all planning is. So we have a project schedule that does that for us already, but we need to be aware of how that project schedule affects the need for our activities.

      So the way we do that, we're once again looking for specified and implied tasks. So we have project specifications that tell us what our deliverables are, those things that we have to produce as BIM people. And then we have the project schedule hopefully tells us when we have to deliver. Now the project schedule may not include BIM activities, or we as BIM managers may be asked to develop BIM activities for the schedule.

      So we have to know how long our BIM activities take, and then we need to integrate them into the schedule so that our tasks are complete. We can't let the duration required for BIM activities drive the schedule. We have to drive our BIM effort based-- we have to determine how we're going to do BIM based on the requirements of the schedule.

      When we talk about specified and applied tasks, so the specified tasks, those things are deliverables that we're told. The project team or the specification tells us we have to do these things. But there are other things that we might be able to do based on, say, the project goals. We look at the risks and the project team, when they identify risks, we might look at that and say, well, this risk, if I did some laser scanning, I could reduce that risk. So let me run some numbers and see if I can save the project money by reducing that risk.

      So in that case, we would have an implied task to do this laser scan because it's going to save the project money. That is, it has an internal rate of return, so it'll make the project money to do that. So those are the kinds of things we're looking for when we're planning backwards. And one last thing I'd say about planning backwards is that when we do construction schedules, we look at activities.

      We have construction activities. We're going to do framing, then we're going to do roughing, then we're going to do drywall, then we're going to do painting. Those are activities that take time. If you study lean, they will tell you that the most important thing to think about is the end states of each activity, because the end state of an activity needs to enable the next activity to occur. It needs to be complete and high enough quality the next activity can occur.

      So when we look at end states of activities, what we're seeing is we're seeing risks. So if the framing activity finishes but it's not right, it's not done properly, that's a risk. So what do we do to mitigate that risk? We look at that framing to see if it's done properly. So we're concerned with the end state.

      And you're going to see in risk management, there's a recurring theme that what we need to do is we need to look at those end states, and we need to put eyes on those activities. We need to do some quality checks. I'll talk a little bit more about that in a second, to find out whether we have risks that are becoming real.

      So principle three, plan for problems. So obviously, I think the whole preaching that I'm doing to the choir here, the sermon is we have to plan for problems. So look at it as if you're trying to sabotage the project, well, how would you figure out how to sabotage the project? What information would you need so that you could figure out how to mess the project up and keep it from being successful? We look at the project critical path schedule.

      If anybody doesn't know what the critical path is, in a construction schedule, the critical path is the sequence of activities from start of the project to beginning of the project that's continuous, whereas one activity must be done before the next activity can start that creates the longest time duration between project beginning and project end. That's the critical path.

      And the thing to know about the critical path is if any activity on the critical path gets delayed, then the project gets delayed. There is no recovering from that. You are going to deliver this project late. So when we're starting to look for risks, we want to look at every activity on the critical path and look at the end state on that activity and make sure that.

      We're checking as a project team, not as the BIM guys, the project team that we're checking the end state of each activity to make sure that it's complete when we say it's complete so that our project can continue without delay. A lot of those things have BIM implications because things like ordering air handlers, and installing steel and stuff like that depends on our coordination. So we need to be looking at that critical path to see what things could go wrong and plan our BIM activities backwards from that.

      Another thing that we can look at is the project risk register. On large projects, the project team will keep a risk register where they list all the things they think that could mess the project up. And typically, it's pretty boilerplate. Some project teams do a really good job of this, some don't. But in all cases, we don't spend a lot of time developing contingency plans for those risks. And that's one thing as a BIM manager, I would encourage you to do as a BIM manager is to look at that risk register plus your own risks that you've identified and develop contingency plans.

      So we talked about laser scanning before, maybe as being a mitigation. We find that there's something on the project, the existing conditions aren't what they were represented to be. So now we need to know where everything is. So now we need to do some laser scanning so that we can say order air handlers. So we can look at the schedule. We know when the air handlers need to be ordered.

      So we know when we would need to have all of this laser scanning done. Of course, it takes time to get the laser scanning because it wasn't part of our original plan. So now we have to contract for it and get the laser scanners out there to do it so that's going to take some time. So that is going to create a need to look at that particular risk at the time before the time we would have to make the decision to do the laser scanning to avoid delaying the project.

      So we've now developed, when we're looking at the risk register, this little plan for laser scan. You know, how long it takes. That's really all we need to do with it. We just we need to have that identified. So your experience, your imagination, very critical. And the information you can get from your trade partners is invaluable in identifying risks because you all have been through these projects before, and your trade partners, particularly have probably been through larger projects, more projects than you have, because that's just the nature of trade contracting is they work on more jobs than we in the general contracting world do.

      So they're going to be able to help us identify risks. And then, like I said, we need to develop a contingency plan for each risk. At the very least, identify the mitigation that you would take. What would you do? Laser scan. How long would it take to get the laser scanning? How much would it cost? Six weeks, $30,000. At least have that much as your contingency planning. You'll see where we're going with that.

      All right, so plan for decision. This is where we're going with that. Is that we need to be able to present decision makers with information and appropriate point in time. So there's a rule in contracting where if you contract with somebody, you have an obligation to mitigate everybody's risks. So if you're a contractor on a job, and you see a problem that maybe you need additional money because there's an unforeseen condition that you have to deal with, you can't just do that.

      You can't just say, well, I'm going to go deal with that and then charge the owner for it. You have to go to the owner first and ask them if they want this to be done. Because the owner might have some other idea that costs them less money or they might say what, don't build that part of the building. We're just going to save the money. The soil is too unstable there. It's not worth the money to mitigate, so we're going to chop the building in half. I mean, you have to give them the opportunity to manage their own risk.

      And as BIM people, support people, we have to give project managers the opportunity to manage their own initiative. So if we identify a risk to a project, we need to be able to tell the project manager in time so that we can implement our little contingency plan so that he can make that decision in time to avoid project delay or unnecessary project delay. So this is where we get into intelligence preparation on the battlefield that we call IPB, which is how we develop a method for implementing those risk mitigations.

      So far we've developed a plan, we've identified risks, we've developed contingency plans to deal with those risks. So now we need to develop a method for implementing those contingency plans because not all of them are going to get implemented. We're not going to have every risk on every job come to reality. So the first thing we need to know is how do we know if one of our risks is occurring.

      So there's going to be some kind of indicator that we look for that lets us know that something is going wrong on the project. So when we identify a risk, we should identify some kind of an indicator saying, well, we need to look at this, and we need to look at it at this time. Because we know from the construction schedule when that problem would emerge. So we need to figure out a way to monitor that indicator.

      So we can write down that we have a risk. We can write down that there's an indicator of that risk. But if we don't make a plan to actually check it and say, OK, now at this point in the project, we need to have somebody go out and do a QC check and put eyes on that indicator to see if this risk is real, or if this risk is something we're not going to have to deal with. So we have to have an indicator and we have to have a plan for putting eyes on that indicator.

      Now we have already developed a little contingency plan that takes a certain amount of time. So we have a time now when we need to look at the indicator and we know how long it takes to implement a response so that creates a planned decision point. So we know that our project manager or us, if it's our responsibility, it was probably a project manager has to make a decision at a certain point in time based on our input, based on our inspection of some kind of an indicator and determining that, OK, we have a risk or it's becoming a problem and that creates a decision point.

      We have to present that to the project manager. So that has to be part of our contingency plan, is that we actually present that decision to the project manager so that we can implement our contingency plan. This is the part, this page, this principle four right here is what I don't think we do well in the construction world, and particularly in the BIM world, which I find incredibly sad. Because as BIM people, risk reduction is really what we do.

      We're not technology demonstrators. We're not temperamental people who go in an office and do stuff by ourselves. We are there to help the project team manage risk and reduce risk. All right, so how do we implement this? The implementation part is actually pretty easy. Obviously, you know my disdain for checklists. Not that they're not useful. Checklists are useful, but they should follow a plan as opposed to be a substitute for planning.

      So the way to implement this is obviously not going to be very checklisty. So the takeaways I'm getting from what we could learn from military planning. So we have to plan for failures as well as successes, and that's not something we do really strongly in construction. Rather than planning to work and working to plan, we also need to think about what could go wrong with the project in much greater detail and do it more proactively in the sense that we actually develop plans to deal with that. And we develop decision templates so we know when we need to implement those plans or not implement those plans.

      We need to use our imaginations more so that we turn those unknown unknowns into known unknowns. That is, risks which we now can handle. So the strategies for doing this obviously not very checklisty are more a matter of how you look at things and those extra questions you ask yourself and ask trade contractors. So mission and risk analysis is something we talked about how to do that. And we need to do a better job of that, particularly as BIM guys.

      Trade partner onboarding. This is something rather than just telling our trades, OK, here's the project coordinates, here's the project naming convention. We got meetings on Thursday. Is we should also be asking them, as well as telling them, asking them what their experiences are on these projects, asking them why do they go wrong and what do you see that I'm doing-- what am I missing that you've seen before?

      So onboarding is not just a matter of us telling them what to do. It's a matter of us bringing them into our plan and getting their input, helping us to manage risk. BIM execution plan development is a little bit different when you do it this way. Rather than using a checklist, I like to write a narrative. On a very large project, $1 billion project like this, I like to write like a two page, three page execution plan.

      It's a narrative. It's an executive summary. It's something that everybody will read. And basically it follows a five paragraph format, which I'll include in the handout, which is the format the military uses. Which we describe the project, we call it the situation, define the mission, which is our interpretation of what the project team needs us to do. Then execution, which is we explain our basic procedures, and then service and support, which is how we're going to support them, what software we need. That's where you get into the checklist.

      And then the fifth paragraph is, in the military, we call it command and signal. I just think of it as communication and support. How we prevent ourselves from siloing ourselves from the project.

      Continuous decision cycles. We need to be thinking all throughout the project and reminding ourselves that we have these little contingency plans. We need to go back and look at these indicators that we had decided represented risks. And when we do that, we need to present our project managers with the opportunities to make decisions so that they can mitigate any risk, any damage to the project. That's a continuous process.

      We have to review. The BIM execution plan has to be a living document. It has to be integrated into the project execution plan. I actually had a project executive tell me one time on a reasonably large project that the BIM execution plan should not be part of the project execution plan. It was just its own thing off by itself. It was unbelievable to me.

      It's like, yeah, OK, so we're going to fracture the project team, and what we're doing is we're going to pay all this money to have BIM people on job, but we're not going to monitor what they do. We're not going to integrate what they do into the project team's efforts. Because we have to because the project says the specifications say we have to use BIM. What a waste of money.

      So I think by using these five strategies, and if you're interested in how I construct the execution plan based on the military's five paragraph operations order, this pretty much covers it. I've covered it here, but in the handout you can find the five paragraphs.

      All right, so that's really all I have. I think that that fourth part of military planning, the part of planning for risks and actually doing contingency plans and actually creating decision points and making sure that we're integrated as a project team is very critical. It's a lesson we've learned from the military, and I appreciate you all listening. Thank you very much.

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