Description
Key Learnings
- Discover challenges faced during the transition and how we overcame them to ensure a successful integration.
- Discover the benefits of ISO 19650 integration and the impact it has on information management, data governance, project coordination, and decisions.
- Discover the lessons learned during the transition from BIM 360 Next Gen to Autodesk Construction Cloud and understand how these lessons influenced decision making.
- Explore the broader implications and future prospects of Mercury's digital evolution.
Speakers
- NCNatasha Renwick-CurranNatasha Renwick brings over 23 years of experience in the construction industry to the table. Throughout her career, she spent two decades working on construction sites, gaining invaluable hands-on expertise. However, a few years ago, she transitioned to a role within our Group's support functions at our head office in Dublin. In her new role, one of her primary responsibilities was to develop and standardise our Common Data Environment (CDE). This experience allowed her to bridge the gap between the construction field and digital information management, a realm she has grown passionate about. In addition to her industry experience, she holds an MBA, which has further equipped her with the strategic thinking and leadership skills necessary to drive innovation and efficiency in construction projects. During the AU conference she looks forward to connecting and collaborating with fellow professionals who share her enthusiasm for the construction industry and its evolving digital landscape especially around digital information.
- Shannon BrownShannon is working as a BIM manager with Mercury and has been with Mercury for almost 10 years, working in a wide variety of construction projects all across Europe, ranging from Data Centre to Pharmaceutical to Semi-Conductor. Prior to this position I was in Architecture for over a decade. So involved in a wide range of construction projects for more than 20 years, where extensive experience has been gained across a wide variety of projects and disciplines. Currently BIM delivery on numerous projects throughout Europe. Over the last numbers of year has also been heavily involved in the implementation and rollout of the ISO19650 Standards throughout the entire company. Also prior to that, gaining accreditation for the PAS 1192 Standards for Mercury.
NATASHA RENWICK-CURRAN: You're all very welcome today to our talk. Our case study is about our journey through Autodesk platforms while incorporating ISO 19650. My name is Natasha. I'm in construction industry for over 23 years. And throughout my career, I spent two decades working in construction sites.
A few years ago, I transitioned to a role within Mercury's support functions at our head office in Dublin. And in my new role, one of my primary responsibilities was to develop and standardize our common data environment, bridging the gap between the construction field and digital management information.
SHANNON BROWN: Hi, everyone. My name is Shannon Brown. I'm a BIM manager in Mercury. I've been with Mercury for almost 10 years now, working on a fairly wide variety of construction projects all across Europe. Prior to that, I was in architecture for over a decade. So, realistically, I'm just now really giving away my age more, than anything. Go ahead, Natasha.
So, realistically, now, just a quick little bit of introduction to Mercury, just who we are and what we do. Mercury is one of the leading construction companies in Europe. We build and manage large, complex engineering and construction projects with some of the world's leading clients.
So we've been in operation for over 50 years and, currently, have a turnover of over 1.5 billion per year. The company has a wide range of various business units, also, covering a wide range of sectors, building construction sectors.
Then, finally, we currently have over 8,500 employees, and that would include about 5,500 subcontractors. So that gives you a bit of a scale of Mercury. And, currently, we're also working across 17 different countries in Europe, so fairly wide-ranging.
Just with regard to our people-- this is actually one of the more important slides of the presentation because people are actually what we drive and how we improve and inspire all our work. So, currently, Mercury ensure the benefits of diversity, equality, and inclusion are realized. With a workforce of over 8,500 employees, there's actually over 60 different nationalities included in that. And this actually gives a real good range of perspectives and experiences to us.
And along with all that, with a huge number of people, we have to invest in those people. So there's a lot of prioritization put on learning and development. At the moment, there's a graduate program in Mercury. And, currently, there's over-- 390 graduates completed that. And to do that, there's been over 110,000 hours of training provided.
NATASHA RENWICK-CURRAN: So just to give you a quick overview of our case study-- I won't go into all the details, as you're aware what's already going to be included, and the full details can all be found online. And this will bring us straight into the beginning of our presentation and our problem. So let's start at the beginning back in 2017.
Mercury were using a total of 16 different software applications. So as you can imagine, these became quite chaotic. And there was a pressing need for a more effective method for organizing our platforms. So stage 1 was our BIM Classic implementation.
But before we implemented it, we went out to the field to providers, and we evaluated them on performance and functionality. The top-three performing softwares are identified as our potential partners. This slide-- it was at the beginning of our journey back in 2017. But if it was done today, it would look a lot different in relation to where BIM 360 is placed, showing the growth of BIM 360 and meeting the clients' needs.
SHANNON BROWN: Yeah, perfect. Thanks, Natasha. So that's the software. But the actual company structure here, now-- so as I mentioned, there was over 800,000 employees. So to make that workable, that's broken up into various business units.
Each of them are a different sector of construction, which these include the likes of healthcare, building services, facility management, technical services, various hyperscale and enterprise data center units, advanced tech and life sciences-- which includes semiconductor and the likes of battery construction, and then also pharma.
So when you have that many different business units, obviously, each of those are being fed by different clients. And, obviously, every client has a different EIR, which is a Exchange Information Requirement-- so how all the information is exchanged between the different parties, clients-- what they've done different ways.
On each of these jobs, we quite often can be either role, either a general contractor or a subcontractor. We're doing that on multiple projects-- different roles. And we've always had different CDs at this stage of the process. This was one of the problems that was just highlighted by Natasha. So either the client's CDEs were different, or even Mercury CDEs were different.
And, finally, we provided different services. So we were electrical contractor, mechanical, fire specialist contractor. So this also threw a different spanner into the woodwork.
So, from there, we had all the different business units. And every business unit had numbers of projects. So what that started to create was a lot of business units having a hell of a lot of projects. And every one of these projects started creating their own templates, their own SOPs, and using their own CDEs. So this was where all the variation came on the projects.
NATASHA RENWICK-CURRAN: So anyone experienced a project that started off feeling like this-- drowning in paperwork? Well, this is where our case study began. And as you can see here, we're using our CDEs, plural, which led to different folder structures, SOPs, templates for all different projects. And all of these led to reduced collaboration, difficulty in reporting and analytics, time wasted, compatibility issues, security risks, lack of centralized control data duplication, and data fragmentation.
So we've come to stage 2 of our project. So having the appropriate tools is only half the solution. Their efficiency is realized only through their accurate and proper applications. So the software, even though now established, and despite its availability, continued to pose challenges stemming from the absence of standardization, the nonmandatory methods that it was being used, and its incomplete integration throughout the entire company, which brings us to the how of our project.
SHANNON BROWN: OK. So I'm going to jump in there, too, Natasha. So just the how-- to, obviously, we started with this problem. We found out it's a silo structure. So all the business units had a silo feel with the projects.
So what we needed to do is to start to gather the information on the problem and find a way of creating a solution that will involve all the business units. So we really need to create a central point that would compile all the information on the project from the problem. And then, from that, we could start developing a solution.
So what we actually needed was a single source of truth. So we had all the business units. We had to find somewhere that could be fed-- all this information could be fed into a central location that had the ability to reach out to all the business units and actually compile all these issues, all these lessons learned from the problems that we were having, and get everyone working together for the one goal. So how could this actually be done?
NATASHA RENWICK-CURRAN: So to bridge everything together and have a single source of truth within the company, Digital Edge was created. So Digital Edge ensures our frontline people have the right technology to deliver real value to our clients.
So why was the Digital Edge created? It was to maintain Mercury's competitive edge by staying up to date on the latest technology and advancements and facilitating the active participation of our entire workplace. It serves as a foundational support system for unifying and ensuring coherence across our digital landscapes.
So who was part of the Digital Edge team? It's a group-level management and operation managers from project level, also. The value that it adds is it eliminates the silos approaches that Shannon spoke about earlier, resulting in enhanced project delivery, efficiency. It reduces costs and improves operational effectiveness.
So the purpose of all of this was to establish a standardized delivery approach, enhancing project execution and ensuring consistent databases, promoting a uniformity across various projects-- all of this, which resulted in an inspired collaboration, communication, and innovation of knowledge-sharing across our entire workforce.
How our Digital Edge Committee works, how the actual process works is it starts with the idea generated from research in the field, from our Digital Edge Committee, from our competitors, from business unit sessions-- this is important to learn from sites what they need from us-- our graduate program Young Minds and the next generation, internal competition, which gives our employees a platform to share and showcase their ideas and reward their hard work, and, of course, the supply chain.
So how these concepts work is the initial phase is where the concept is reviewed. A business case study is generated and is presented to the core Digital Edge team. And, if successful, the project plan is created. Then, in the execution phase, it gets deployed to the projects for testing and then scaled up across the company.
And the last phase looks at the value that it adds to the business and the handover process to the relevant department owners to drive and grow adoption. And you can see there in our hand over, BIM 360 and ISO 19650 has been handed over.
SHANNON BROWN: OK, that's great, Natasha. So what you can see now is we have this group, Digital Edge. And we were able to use them-- or they were able to then go to investigate the issue and the problem we've gone through, and what's the best way to move forward and solve the problem working with all the business units?
So Digital Edge came to a couple of decisions. Firstly, they made the call-- they created a project for ISO 19650, and this was chosen purely to help provide the processes that were required and along with all the documentation to help those processes work. The second project was the CDE. That project was selected to-- [INAUDIBLE] was chosen to select the CDE for the company, as this would provide the infrastructure to actually run all these processes for the ISO 19650.
And, finally, there was a third project selected, which was ACC. Now, this didn't actually come in till further along the case study. We've just included it here to show you there is a third decision made from the Digital Edge group. But we'll actually get into that later in the slides.
So we're going to just go through each of those, now. So, firstly, we're going to go through ISO 19650, and what is at the status? So the long game, the long and boring one-- it's an organization and digitization of information about buildings and civil engineering works, including Building Information Modeling, which is BIM.
So what does that actually mean? It really is providing a structure for the organization for all the digital information on a project. So, quite often, when people hear the word BIM, they just think of 3D model and then shut off there and leave it to the BIM team. But it's really important to understand that all this-- when it comes to BIM, the actual I is the important bit of it, which is for information.
And on a project-- a lot of the information that's on a project doesn't come in form of a 3D model. So it really does involve everyone. So, in essence, the ISO really is providing the building blocks and the structure that we're going to use to run a whole project efficiently. It's also going to set out the structure for all the projects going to be run in a standardized fashion.
Then a lot of people would hear the term ISO, and it really jumps out at the tender stage. So we can definitely go and get accreditation to try and win tenders. But this really isn't the stance we wanted to take here. What we wanted to do-- it was actually given this platform that we could use. So we were trying to get the certification which is actually going to provide us the solution to all our problems.
So why are we going to implement it? So, firstly, the first thing it does-- it really, clearly defines the scope for the client, the main contractor, and the subcontractors throughout all the different stages of the project. So this is critical because, if this isn't done, there's always going to be scope cuts down the line. And this is always going to lead to one party not getting what they want or additional costs.
Secondly, we want to standardize the structures for gathering, storing, and sharing the information. This is obviously fairly critical when it comes to the CDE, which is Natasha's bit of expertise here.
And, thirdly, it's a worldwide industry practice. So we're just trying to standardize workflows that's going to meet worldwide industry practices. We also just want to normalize workflows throughout the company, throughout the entire project life cycle. So the more regular it gets, the better, easier it is for us.
And that leads into probably the most important one is just improving mobilization for Mercury, so when we go from one project to the next, it speeds up Mercury workers changing between projects, improving the quality and the speed because, at the end of the day, if we can't do something quicker, then it's going to cost us money. But if we do something better, we're going to have a happier client. So they're both wins for us.
NATASHA RENWICK-CURRAN: Thanks, Shannon. So did you know-- here's a fact for you. A recent study showed that Irish businesses are losing more than 21 minutes per day searching and trying to find documents. And this equates to 3.3 billion lost per year to businesses.
So this shows just the importance of having a structure within an organization. So what is CDE-- a Common Data Environment? It's a centralized digital platform that facilitates collaboration, data sharing, and information management for all stakeholders within the one platform. It enhances communication and enables version control, while ensuring a robust security for your data.
So why implement a CDE? Well, there's many reasons. It's endless. But here's a few of the more important ones. It reduces your risks. It can save time and decrease errors.
It's a centralized storage for your data. It gives you access and permission controls. Information is easily identified using metadata and attributes, APIs and software integration, and enables you to have version control of your documents. And it adds to your company's sustainability. Over to you.
SHANNON BROWN: OK. So that's what we've gone through there, the what and the why. So now, really, for the how. So this, realistically, is where all the hard work began. So how did we implement the ISO?
So the ISO really provided what. It didn't really provide how. It tells you how-- you need to get from A to B. Then it gives you a few steps that you need to take, but it really doesn't detail how this is getting done.
So to do this, firstly, we had to identify the areas of influence. Who's going to be affected by the ISO? What departments within Mercury are going to be affected? And this decision can't be made from a BIM manager. That wouldn't be effective at all. We have to reach out to the other departments and get their feedback.
And, finally, with that information, once we had that-- who was going to be affected-- we built the team to try and include them involving all the departments. So then, once we've built the team, we need to work out what we have to develop. What's our team building?
So the team worked out which documents we needed, what processes we needed. We identified these so we could develop these. This would include the structures for gathering and storing the information we discussed, which is just critical to the CDE. So that's why these two projects work so closely together. And it was really beneficial-- them going in tandem at the same time.
We had to identify which SOPs and also what training was provided. We'll go into the training in more detail later. But we had to create all these and roll them out. Once they were all rolled out and created, obviously, we have to test them.
So we tested them in smaller groups within the team, made sure we were happy with how they were working, made sure they were going to work as best we knew at that stage. And then, obviously, we had to deploy them out into a project or projects. We did a couple of projects with some of them.
And, finally, once they went out into projects, we had to get all the information back. We had to see what worked, what didn't work. Do we have to improve stuff? Do we have to rewrite stuff? So this was actually a big stage for us with the reviewing process.
NATASHA RENWICK-CURRAN: So how we implemented our CDE-- so we did a comprehensive and thorough assessment of our current folder structures and found so many folders were not being used, and the same information was being stored in many different folders and locations. We also did an analysis of BIM 360 and how it was being used.
Every business unit was using BIM 360 differently, including folder structure, which meant locating information in each project was in a different area. So this project was a marathon, not a sprint.
So how did we implement it? Well, nobody likes change. And introducing change within an organization is challenging. Technology-- it gets even more complex, and it was crucial for us to engage and involve employees to get their cooperation and their support.
So we sent out an anonymous survey to the company, and we looked at our current document management system and asked what the end users needed. And a clear theme emerged with four main areas. The first one was standardization. Every single project across the organization implements and uses the exact same document system.
SOPs-- Standard Operating Procedures-- so the information documented is uniform across all projects. Training-- training was also very important to implement. And they also realized that different people had various levels of knowledge of IT. So the training had to be catered for all the individuals. And then, of course, communication-- conducting a full company rollout and the importance of it coming from the top down.
Now, all of this helped to identify our needs. So how we implemented our CDE-- well, firstly, we created our CDE template, ensuring uniformity, consistency across the company. And this included Mercury-specific teams and an inherited permission matrix. So you can see that up there on the screen.
And this allowed that when a person was allocated their team or teams, they would then automatically have the relevant access to the specific folders that they needed. This enabled more control around security, and it also helped the site setups. It also allowed each department to control their own folders within the CDE, as the teams are set up for discipline like quality, design, EHS, et cetera.
We set up a dedicated BIM 360 internal Mercury email, to offer support and to help with any queries. We set up an online project protocol. So all new projects that needed to be set up in BIM 360 had to go through this process, which enabled us to make sure that they were using the correct template and that the SOPs were in each project from the start.
A full suite of SOPs for BIM 360 and for our new processes was created, including best practices and how to use the platform in its full capacity. We created an ecosystem of dock controllers. We currently have more than 40 in our company. And the CDE is the dock controllers' main responsibility, which helps with consistency and governance.
And, of course, importantly communication training and workshops-- a very important step for enabling collaboration. And the comms were sent out in advance. Also, multiple workshops were held with each business unit. And we also did further training for different roles within each business unit, allowing a safer place to learn and gain and use valuable feedback-- for users to give their valued feedback. And this all was to mandate BIM 360 as our main CDE.
SHANNON BROWN: Yeah, that's perfect. Thanks, Natasha. So, realistically, now, we've just got to get into the solution. So our goal here throughout this whole process was having the right information in the right place at the right time. That is the goal.
So we obviously had our original company structure, the silo effect of project under one business unit. So we restructured it. So, basically, we had, now, Digital Edge, this group, working at the top level of Mercury, feeding the information down to the business units which then fed it down into the projects. Once it got fed into the projects, obviously, they had a little bit more requirement into the information for project-specific information. Natasha, if you want to--
NATASHA RENWICK-CURRAN: So now we have what we need. We have the information we need. We just need the platform. So in introducing BIM 360, it was a unified platform for all stakeholders.
It offered a comprehensive suite of tools and services that enabled collaboration, coordination, and data management throughout the entire life cycle of a construction project for all stakeholders and, importantly, for Mercury, ensuring ISO 19650 compliance.
SHANNON BROWN: Yeah. And that was a big win for us, that whole CDE. So, now, how do we standardize the ISO? So, firstly, we created the templates. We created the SOPs. So some of those would have been the BIM execution plan, the master information delivery plan, mobilization plan, which was new to the ISO-- it hadn't been done before, so it was important-- responsibility matrix, capability assessment. We had to assess all subcontractors for BIM capabilities. So all these things were standardized.
First, then, we got workflows. So we were using the CDE that Natasha would standardize. So we also standardized the workflows-- how documents were being approved, even just down to the naming of these review processes. So all that was done throughout the company for every project.
Naming conventions-- this one, Natasha should take the credit for. She spent a long time on this. But we went through, obviously, the naming convention to comply with ISOs. Obviously, clients could dictate that, as well, at times, but we redid all the naming conventions in the company, which didn't just sit with the projects. We did it as a group-wide thing, as well. So that was an enormous project for the company-- going through all the various departments.
And then the knowledge-sharing and information access-- obviously, we had to share all this information out and give them access to it. So we actually had Insights to do that, which was a controlled platform, so we were able to maintain and give access to that and manage all the information that was put up on there. And the last one there is, obviously, training. The training is just critical to everything we're talking about today, and we'll actually go into a bit more detail there in a bit.
NATASHA RENWICK-CURRAN: So, next, we are going to the implementation of our CDE. And our main focus were standardization and consistency, which created a more efficient and effective platform for everyone to share, view, and publish data, standardized folder structures and internal processes, which meant more consistency on methods and workflows.
And these changes improved speed for each worker and locate information easier, especially between projects because we would have a number of people on more than one project at a time. All of this resulted in improved project outcome and client satisfaction.
So Mercury's DNA-- so what we wanted to do was incorporate ISO 19650 and our CDE into Mercury's DNA. The standard provides a structured set of guidelines and best practices, while the CDE template serves as a practical implementation tool that aligns with ISO 19650.
So to incorporate both into our DNA, the team attended a two-day certified ISO 19650 course. We then took this course, and tailored it to a Mercury-specific four-hour training course that focused more on our needs. We carried out an internal review to measure adoption, and this was also to help us to try and identify gaps so that we could actually give assistance where needed to the sites that needed it most.
And here's just an example of some of the reviews that we carried out. And you can see here, for example, a mobilization plan would be something that was a gap in our analysis.
We created an ecosystem of subject-matter experts, and it was established to further help with adoption and for our new starts and also to give assistance where needed. E-learning and SOPs for Mercury templates were created.
SHANNON BROWN: Yeah. OK, so to help go along and to really embed that into the DNA, as Natasha was just going through, basically, we created digital champions. And this was quite an important group of people. It helped ensure the success of the whole project's implementation of not just the ISO but also the CDE.
It consists of a group of fairly knowledgeable users that understood the ISO and the CDE. And they're based within the projects across all the business units. So, basically, it was going to help embed this bit of information throughout the whole project, across all the projects.
So they do a couple of things here-- so be able to enhance the employee engagement because they're part of the teams. They're not just hearing it from head office. They're hearing it from people within the project, themselves, which they're going to take more heed of.
Knowledge-sharing-- so these guys actually know the knowledge on the ground. So not only can they share what they know, they can help out where they might need training and push them in the right direction to get more training. And, also, problem-solving and support-- same thing, again.
Is there a problem? Are they not understand something? Where can they provide the support, or where can they go to get more support?
And, finally, these guys within the digital champion group, they could actually feedback back to Digital Edge. So where we lacking? What help did we need? And all this is very important just for the continuity and the engagement and bridging that gap between Digital Edge and the side teams.
NATASHA RENWICK-CURRAN: So this leads us to stage 3, and stage 3 is ACC implementation. So why we continued our partnership with Autodesk-- well, it was because they offered a comprehensive suite of tools and services, but it was also about collaboration with a trusted partner.
They understood our vision and our needs, and we work very closely with our success manager, Daniel Wilkinson. While they have all the tools-- Autodesk-- we continue not just because of the software solutions they provide but the partnership that they delivered over the years where we have worked together.
So just a quick recap on our transition roadmap so far. For ACC, we've done the testing and the evaluation internally. We've deployed it onto a project. We're currently looking at our feedback and our findings.
This next phase will be endpoint for data report delivery, which we'll get into further. Shannon will show us a bit more about that. And then 2024-- ACC company-wide rollout.
So just to give our ACC timeline journey-- it was very important that we started here from our lessons learned. So from previous rollouts, we learned from lack of testing on live environments and, also, really importantly, feedback from our end users. So we got training from Diatec, who's our European Autodesk partner, and, of course, from Autodesk, who gave us core team training for each module.
Then we created a team within each discipline, which they could then test their relevant modules within the system. And then we tested, tested, tested. So we did a systematic test, exploring each issues that we had in next gen and see if they were resolved in ACC. Our focus was, did it meet our requirements, and did it add value? And you can see here just a quick snippet of our reporting on all our testing, which we kept.
Feedback and collaboration-- we took all of our findings from all of this list. And we went back to Autodesk and Diatec, and we looked at the roadmaps, and we looked at resolutions and workarounds for any issues that we came across. And then we were ready to deploy.
So we deployed on a data center. It's worth over $250 million cost, and it's over a three-year period. We got continuous site feedback from them, so this has gone on throughout the project.
The main positive feedback was having the one platform-- it was the biggest win for our sites. And added functionality improved the overall experience. Then we got department feedback. So this is head office and group function supports.
So added functionality enhanced our business needs, such as Bridge, Schedule, and Build. And they found it more aesthetically pleasing for end users, which is great. We did have a little road bump where we're currently at. And it's our analytics and reporting. The team were unable to extract the data needed to complete group-level support. But Shannon's going to go into that in a slide or two in more detail.
So our next steps now is we're working closely with Autodesk to resolve the critical analytic issues. Then we're going to do loads more testing. And we're engaging all department stakeholders into the Digital Edge committee to get a final sign off on agreement for rollout.
Project rollout plan-- ACC will be the most significant project to roll out across the group in 2024 for Mercury. And the rollout will incorporate all lessons learned from our previous projects within this space. And our target dates are there-- at the end of this year to have everything ready to go and 2024 to have ACC rolled out on all new projects.
SHANNON BROWN: OK, so we're just going to jump back to something that Natasha mentioned there-- just [INAUDIBLE] the feedback from the departments, so just this little road bump that we hit. So this is pretty important for Mercury. The data analytics team for Mercury-- they actually do an overall report for the company. They actually combine all the reporting progress on all the projects into one, single file and report out to management, so it's very important, this work.
So we hit a bit of a road bump how the data is extracted out of ACC. It's not working the same way as it did for next gen, so they're working with Autodesk and Diatec, at the moment, just to try and solve this problem. But it's one of the only issues that we found, one of the big ones for us.
So it's definitely something we need. And one of the main reasons is we use this report to report out on quality, health and safety, and deliver all those KPIs at a high level. So it is pretty important for Mercury.
One of the other things the site teams have also come back with is automation and the flow for that. We use this to combine the digital information of the ISO and the CDE-- what's required here. So it combines MIDP with the CDE platforms, which is both the client CDE and our CDE at BIM 360.
And we are actually-- through automation, site are now doing that to track everything. We combine them all into a Power BI. So that's something that actually is working really well for us, at the moment. And it's refreshed and used all the time.
One other department is obviously BIM Department. It's quite critical for us, especially for me. So we've tested this. We've been using BIM on next gen very well for a long period of time. So, obviously, when a new platform comes in, we're always concerned that it'll work as well. When something's working well, you want to make sure it continues to work well.
We've tested. We've gone through design collaboration, model coordination. It all works very similarly. We're very happy with it. Clash detection, our SOPs-- we've created SOPs that work for both. So that's something we'll continue to work the same ways in the same methods.
Model federation-- we're using it the exact same way. We're using Design Collaboration for all federation. We're trying to automate that. We're still working on improving those processes all the time as technology improves.
And, lastly, the 3D model health checks-- that's actually a big one for us as a GC and as a subcontractor, but, more importantly, as a GC-- just checking all models as they come in. We have systems in place, and with ACC, they continue to work as they did previously.
So just in conclusion, now, so just going through the Mercury journey-- so this is the company information management restructure. So, obviously, this is the restructure, now. We were able to reconfigure this so information flowed from the top down. It wasn't being created at the bottom and then filtered up. It was the other way around.
So the Digital Edge group created and managed all the CDEs, SOPs, and templates. And they get fed to the business units and then down into the projects. And, at project level, they're able to manipulate the project-specific requirements.
Then Autodesk journey-- so stage 1-- that was BIM 360 classic. So that was implemented at the start, realistically, because of field because that's how we did all our commissioning. And we rolled that out, and that worked well on projects for us.
Then stage 2 moved into next gen. So within next gen, we started off with Natasha with problems, but then we standardizing it. We mandated it. We started getting all the training in place, and that's been working well for us.
And, now, we're into stage 3, which is ACC. So we've done the full platform testing, now, and it's on live projects. We're in the process of implementation across everywhere of all projects going forward. But that'll happen at some stage next year. We're still in the test project stage, now. Natasha.
NATASHA RENWICK-CURRAN: So this slide can give you just an overview of our active users. And, as you can see, it's tripled in the numbers in over three years. The blue is Mercury, and the external users are in red.
So for key takeaways today, our aim was to share our digital journey from multiple platforms and softwares to BIM 360, while incorporating ISO 19650. This included standardization, implementation, our suite of documents, training and education, lessons learned, and our continuous, ongoing improvements. It's a journey, not a solution. I'd just like to say, thank you, on behalf of myself and Shannon.
SHANNON BROWN: Thanks very much. Cheers.
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