Build it twice - first digitally, then physically!

The fact is the bigger and more complex the project is and the more participants with differing interests are involved in decision-making, the more difficult it is to manage a project effectively. But such projects can still be managed successfully. The key thing is to take action during the consulting, planning, construction and operation phases.

In short, it’s about
 • Professional preparation
 • BIM-coordinated planning
 • Process-oriented construction 
   in accordance with LCM principles
 • Efficient operation

What do BIM and LCM mean?

Building Information Modeling (BIM) is a digital and object-oriented planning process in which all planners are networked. The 2D/3D planning is linked via a database with information such as the room book, quantities, descriptions of elements and, as a result, the associated costs. With the support of a BIM coordinator, project managers can significantly improve quality, efficiency and schedule certainty for the principal.

In Lean Construction Management (LCM), Drees & Sommer project managers apply the manufacturing industry’s successful model of lean management to construction projects and building sites. This includes, for example, planning every work step precisely. This avoids types of waste such as delays, defect elimination and excessive or inadequate inventories. Construction time can sometimes be reduced by 20 to 30 percent while at the same time reducing costs and increasing quality.

Consulting: Optimally prepared

As a result of strategic process consulting and advice on project definition and organization, our customers receive a clear and consensual goal definition in the project preparation phase. As a result, the project is characterized by clear decision-making structures and competencies and project strategy is based on a realistic business case.

Planning and construction: Three ways to achieve the goal

Project management is the conventional and highly successful method for managing projects. As the task involves representing the principal, it requires a high level of knowledge and experience, and is more controlling-oriented. Essentially, the responsibility lies with the principal. In the case of very large or complex projects, successful coordination of the interfaces always represents a huge challenge.

Lean Construction Management undertakes stringent management and coordination via the planning content and is supported by a BIM coordinator. LCM makes sense for complex, very large and architecturally demanding projects. The Lean Construction Manager assumes more responsibility than the pure project manager. Total fees are higher, but this is more than offset by the added value for investors and operators.

The process for General Construction Management (GCM) with BIM adopts the same principle as Lean Construction Management. But here the manager also undertakes planning and monitoring tasks at the latest from HOAI phase 5 – but preferably right from the outset – with involvement of the architects. He acts as a BIM planner. GCM is an alternative to the general contractor model, but uses individual contract awards. The success of the project is guaranteed by a bonus/penalty agreement.

Operating: Lean processes, low cost

Preparation for operation focuses on commissioning and acceptance, Facility Management Consulting as well as user & tenant management. Benefits include a reduction of operating and life-cycle costs, high cost transparency and clear cost assignment, efficient processes, short fitout times and fast move-in. It also results in certainty regarding the handover deadline for the tenants and a transparent overview of risks and alternative courses of action. Last but not least, it is easier to make a claim if guaranteed project features are not delivered.