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A number of industries continuously progress advancing their design approaches based on the changing market constraints. Examples such as car, ship and airplane manufacturing industries utilize process setups and techniques, that differ significantly from the processes and techniques used by the traditional building industry. One important differen...
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... Each stage starts when the previous one is completed and therefore cannot represent iterative processes [13]. As a result, any design iterations may identify as rework and may have the potential to increase the costs and time of the project [14].Table 2: RIBA plan of work [12]. Moreover, conventional project management techniques such as CPM and PERT which are very common in construction practices do not have the ability to represent feedback and iteration in the projects, mostly, because they only allow one-way progression in the activity process [13]. ...
... Moreover, conventional project management techniques such as CPM and PERT which are very common in construction practices do not have the ability to represent feedback and iteration in the projects, mostly, because they only allow one-way progression in the activity process [13]. In an interview with 15 international building design practitioners, this process was found to be rigid and inflexible [14]. Implanting this stage to stage workflow increases the chance of discarding design alternatives at the early stage before their capacities are truly explored. ...
Architecture design practitioners typically generate and assess few design alternatives at the early stages of a project, before converging on a final design. Exploring design alternatives and understanding their impact on building energy performance leads to better performing building solutions. Therefore, any automatic process that gives the designer options to explore more alternatives and make decisions based on building performance would be of great benefit. If we look at the aerospace and automotive industries, they have developed multidisciplinary design optimization (MDO) methods, which are resulting in a significant reduction in the design cycle time and thus promoting more design iterations which then leads to improved product performance. MDO methods have been successfully applied in these industries, but their application to architecture practice has been comparatively modest. With the advent of BIM, however, it is now easier to facilitate the adoption of practices from other industries. This paper compares MDO processes in the Architecture, Aerospace and Automotive industries based upon data gathered on recent projects in each industry. It then reviews how iterative design and MDO process formalizes problem solving and coordination among groups working on the design of complex engineering systems. Finally, this paper investigates the feasibility of using BIM to facilitate an iterative design and MDO process which can result in the improvement in the number of design iterations of a building project
Modern workflows have shifted from linear processes to those that allow more feedbacks across the project timescale. The conventional project control methods such as work breakdown structure and critical path method are very common in the construction industry. However, these linear processes do not allow for iterations and are being criticised for being inflexible, not being completely suitable for managing complex projects and not having the capability to take into account the cyclical process mainly due to their one-way progression manner. Nevertheless, the adoption of building information modelling (BIM) has provided the necessary infrastructure for adopting new iterative workflows including Agile management in general and its specific methods such as Scrum and Kanban. This chapter will explore the suitability of nonlinear project management methods for construction projects and how digital construction can play an important role in implementing them. It will then argue how design and construction firms can benefit from implanting Agile management to transform the way buildings are being designed and constructed by demanding feedback from a wide range of backgrounds more frequently. Finally, it will discuss the industry needs to further explore disruptive methods, examine and test them to unlock the potential benefits of implementing them.
