cs500083 how to exceed project profit margins by
TRANSCRIPT
Page 1
CS500083How to Exceed Project Profit Margins by Leveraging Data & Workflows
Dane Pemberton BL Harbert
Esteban Corrales Autodesk
Description
Construction teams are faced with numerous challenges and under immense pressure to meet project budgets. Learn how teams streamline workflows, connect data, and leverage project insights to deliver complex projects while driving project profitability.
Speaker(s)
Dane Pemberton, US Group Construction Technology Manager, BL Harbert Dane is a graduate of Auburn University with a B.S. in Building Science. He spent over 10 years of his career hands-on in the field as a Project Manager. He transitioned to Construction Technology three years ago. He manages BL Harbert’s US Operations VDC/BIM, Scheduling & Planning and Operational Technology departments. Dane has a passion for making technology and difficult tasks required for our fast paced and complex construction projects, easier and valuable to teams in the field.
Esteban Corrales, Manager of Technical Solutions, Construction, Autodesk Esteban is Manager of Technical Sales at Autodesk, working with customers to understand, keep up to date, and explore Autodesk construction technology that could help in their existing and future workflows. As former Project manager for a large national construction firm, who has spent his career on Commercial and Industrial Renewable Energy projects, Esteban understands the pain points a company goes through on both a project and company level, and strives to find ways to help our customers achieve their project and business goals.
Learning Objectives
• Create efficient processes to eliminate bottlenecks
• Establish clear accountability across teams
• Connect workflows and data to cost activities
• Analyze data to proactively mitigate risk
Page 2
About BL Harbert
● BL Harbert’s extensive construction capabilities has a long and storied history dating back to 1949 when brothers John and Bill Harbert, along with Ed Dixon, founded the original Harbert Construction Company.
● At the core of BL Harbert’s success is a decentralized decision-making and management operating philosophy. This has led to the formation of two distinct operating groups: the U.S. Group and the International Group.
Page 3
Construction Profitability Traps
● There are several reasons why a project might be losing money.
● Some are clearer than others. Teams are consistently trying to figure out how they can do things better. How can they prevent having the same issues reoccurring on all their projects so they can make the margins they were expecting to make, to begin with.
● Because of this, most turn to technology.
BL Harbert’s Digital Journey to Improve Outcomes & Maximize Profitability
● Historically, technology was based on the needs of the people on the project. The project would call in the Geek Squad, set up a local network, and hit the ground running.
● They realized the downsides to that model, like information silos and creating multiple bottlenecks were affecting their productivity. And if productivity is affected, then efficiency is affected, and clearly, profit margins are affected.
● They knew they needed a change.
● They brought in a CIO to help align everyone and propel their technology into a more current infrastructure and established a group dedicated to operational technology usage.
Page 4
BL Harbert’s Technology Evaluation Approach:
● Took their time: analyzed the problems they needed to fix, what was important to them,and what their goals are.
● Methodical method to evaluation (EPLAN):o Establish your needs as an organizationo Prioritize what's truly important to your operations vs. just desireso List your long term goalso Access your business process objectivelyo Now go review solutions
● Focused on relationship building: Wanted to partner with a team that matched theirgoals.
Application Scorecard and Evaluation Template
Decision to Adopt Autodesk Construction Cloud ● Most products BL Harbert evaluated were great for today, but they also wanted to be
mindful of where they wanted to go in the future.
● Autodesk matched what BL Harbert needed long-term and feel like they are positionedcorrectly for the future, leveraging Autodesk construction cloud.
Four Pillars to Improving Outcomes & Maximize Profitability with Autodesk Construction Cloud
Page 5
Centralization
● It all starts with centralization. Having a central place for teams to organize, distribute,and share files is extremely valuable.
● For BL Harbert Autodesk Docs has solved the issues of mistakes being made becausepeople are working off of the wrong drawings, the wrong design, or the wrong specs. Allteam members now have access to the correct information in the office on theircomputer or in the field on their mobile device.
Document Management Workflow Guide
Standardization ● Standardization is all about creating a framework, not boxing your team members into
one way of doing things.
● Standardizing specific processes like RFIs, safety and quality checks, punch lists, etc.,increases efficiency and allows the company to create a standard for the type of datathey're capturing.
Library/Forms/Project Templates o BL Harbert leveraged Autodesk Build’s Library/Forms/Project Template
functionality to create a company wide resource center so they can quickly andeasily push/pull standard forms into projects across the board.
o Sample JSA Form
Page 6
Account Admin & Standardization Workflow Guide Chapter
Accountability & Visibility ● By standardizing processes and setting standards for what you expect from each
participant, clear accountability is inevitable.
● And by centralizing the management of everything in one platform visibility is achievable.
● With clear accountability and visibility teams know what needs to get done. There areless delays and teams can actually concentrate on the task at hand.
Live Dashboards o With BL Harbert’s Sr. Project Leaders/Executives assigned to multiple projects
have found the dashboards in Autodesk Build to be extremely helpful in reducingaudit times.
o They have a single spot where they can go to find the status of items that’sconsistent across all projects.
o They know exactly what they're looking at, they can easily dive in for more detail.
Page 7
Data & Analytics o Autodesk Build has strong analytics and reporting tools both in project and
across projects to allow teams to further mitigate risk by becoming more proactive.
o Not only can teams look at what has happened in the past. But they can start to understand the items before they happen, giving teams the ability to know of mistakes that are coming, avoid them appropriately and allow for schedule and budget to continue to be, and allow for schedule and budget to continue to be a success.
o For example, the RFI risk factor card utilizes our built- in AI/Machine Learning capability to analyze and identify high-risk RFIs and classifies root causes. Helping teams identify the RFIs that pose the greatest risk.
Page 8
Data & Predictive Analytics workflow guide chapter
Connected Data & Workflows ● Connectivity is key.
● A construction technology tool is only a true platform when it connects workflows between the different stakeholders in a project lifecycle. If it doesn't do that, then it's just a collection of point solutions. Autodesk Build does it.
● Autodesk Build’s 3rd party integrations also allow you to bring specific technology inside the platform, from partner cards for dashboards, to the Data connector and API's.
References o BL Harbert has found the reference functionality to be extremely helpful in
streamlining workflows and connecting data. o Issues you can reference photos, files, RFIs, and assets. o Forms you can reference photos, issues, files, forms, and assets. o RFIs you can reference potential change orders, files, sheets, and
photos. o Submittals you can reference assets, files, form, issues, potential change
orders, photos, RFIs, and sheets. o Meeting minutes you can reference files, sheets, RFI, submittals, issues,
photos, and potential change orders. o Assets you can reference files, forms, issues, photos, sheets, and
submittals. o With the reference functionality across Autodesk Build teams have access to the
context needed to make more informed decisions quiker and the ability to easily recall why a decision was made with the ability to refence the audit trail.
Page 9
Cost Management o It is extremely important to have consistency, especially when managing costs on
a project. o Before BL Harbert used Cost Management they managed cost activities in
several different places. A Excel spreadsheet to manage projections, calculations off to the side on a sheet of paper, invoices in a different system so they would have to try to backtrack and figure out where cost went or what something got coded where.
o With Autodesk everything is centralized and all the data is connected. BL Harbert built an integration between Autodesk Buld and their ERP system to further connect aspects together. With a few clicks in the system they can drill down into specifics, they don't have to print out a dozen reports and enter in a different job number to then go and pull an Excel file.
o This is one of the biggest efficiency gains in and of itself that they have seen.
Page 10
Additional Resources
● BL Harbert’s website
● Autodesk Build workflow guides
● Application Scorecard and Evaluation Template
● Sample JSA Form
B. L. HARBERT INTERNATIONAL, LLC.
Job Safety Analysis
Company Name: ______________________
Competent Person: ____________________
Project: ___________________________
Date: __________ Time: _________
Area: ________________________________
Emergency #: 911
Job Description:
List Each Person(s) on Job:
At-Risk / New Employees (Green Hats):
IDENTIFY POTENTIAL HAZARDS ( X )
ENVIRONMENTAL
__________ Airborne, Particles / Flying Debris
__________ Cave In
__________ Congested Area / High Traffic
__________ Defective Tools / Twisting-Kickback
__________ Dropping Tools / Materials to Lower Level
__________ Electrical Shock / Burn
__________ Fire
__________ Heat Stress
__________ Heavy Objects
__________ Hot / Cold Surfaces or Material (Sparks, Slag)
__________ Improper Ventilation
__________ Inadequate Lighting
__________ Insufficient Rigging or Equipment
__________ Hole Openings in Walking, Working Surfaces
__________ High Noise Level
__________ Moving Machinery
__________ Overhead / Floor Obstructions, Interferences
__________ Poor Access / Egress
__________ Poor Housekeeping / Trash Disposal
__________ Sharp Edges / Objects
__________ Slippery Surfaces / Water, Ice, Mud, Oil, Grease
__________ Weather Conditions / Temperature
__________ Other ___________________________
BODY
__________ Abrasions / Cuts / Lacerations / Punctures
__________ Awkward Position
__________ Falls Same Level
__________ Falls over 6’
__________ Arc Flash / Burn
__________ Impalement – Rebar, Protruding Steel, Nails
__________ Material Handling / Manual Lifting
__________ Overexertion
__________ Overhead Work
__________ Pinch Points – Caught In, On or Between Object
__________ Repetitive Motions
__________ Slip / Trip Potential
__________ Sprains / Strains
__________ Struck Against
__________ Struck By – Falling Objects, Equipment
__________ Other ___________________________
CHEMICAL / HAZARDOUS SUBSTANCE
__________ Chemical Burn Skin / Eyes
__________ Flammable
__________ Absorption
__________ Ingestion
__________ Inhalation
__________ Skin Contamination
__________ Other ____________________________
PROJECT PREPARATION / PERMITS
1. Discuss injuries, accidents & near misses -
yesterday.
2. Permit Issued? What type?
Hot Work Crane
Excavation Confined Space
Scaffold Electrical Hot Work
Line Break Grating Removal
2. Safety training complete for employees?
3. Project scope of work understood?
4. Proper safety equipment on job site?
5. Oxygen Levels / Flammability checked?
6. CSP Reviewed / Personnel Trained /
Attendant duties understood?
7. Lockout required? Location?
8. All valves / switches/disconnects in
proper position, tagged and locked?
(# of locks ___ )
9. Lockout / Tagout communicated with
others in area?
10. Proper tools / equipment for
project?
11. Overhead work with barricade / sign?
12. Reviewed SDS for any hazardous
substances that might be present?
Emer Procedure?
13. Rigging/Critical Lift plan
completed?
COMPLETION REVIEW
1. Work area cleaned up?
2. All locks and tags removed?
3. Permits turned in?
4. Barricades removed or in place?
5. Job Task Complete?
6. Job status communicated to General
Contractor?
7. All tools and equipment returned
and / or locked away?
8. Any reported injuries or Safety
Incidents today? If yes, explain.
Supervisor Signature:____________________
GENERAL SAFETY & HEALTH
_________ First Aid, CPR, AED – Trained Person in Crew
_________ First Aid Supplies Readily Available
_________ SDS Sheets Reviewed & Accessible
_________ Housekeeping & Regular Trash Disposal
_________ Work Area Inspected by Competent Person
EMERGENCY / EQUIPMENT LOCATION
_________ Evacuation Route / Shelter Location / Assem Area
_________ Emergency Number / Alarm / Contact Person
_________ Safety Showers / Eye Wash Station
_________ Fire Extinguishers
_________ Spill Kits / Secondary Containment
SELF PROTECTION – PPE
_________ Hi-Visibility Apparel / Vest
_________ Gloves - Cloth / Leather / Kevlar
_________ Rubber Gloves / Rubber Boots
_________ Steel Toe Boots
_________ Safety Glasses / Side Shields
_________ Mono Goggles
_________ Face Shield
_________ Fresh Air / Ventilation
_________ Ear Protection - Plugs / Muffs / Both
_________ Hard Hat
_________ Safety Harness
_________ Burning Goggles
_________ Welding Hood / Jacket / Sleeves
_________ Long Sleeve Shirt
_________ Respiratory Protection
_________ Other___________________________________
FALL PROTECTION
_________ Operations Planned Ahead -------100% Protection
_________ Full Body Harness, Shock Abs. Lanyard / Twin
_________ 5,000 LB. Anchor Point / Anchor Strap
_________ Lifeline / Retractable, Horizontal, Vertical
_________ Beam Glider / Rope Grab
_________ Guardrails / Handrails
_________ Holes—Covered—Secured—Marked
_________ Openings-Lower Levels-----Properly Guarded
_________ Other____________________________________
IDENTIFY HAZARD CONTROL METHODS
SCAFFOLDS
__________ Competent Person on Site / Fall Protection
__________ Bracing, Pins, Base Plates, Mud Sills, Handrails
__________ Decking, Toe boards, Screening, Barricades
__________ Tied In, Level, Plumb, Wheels Locked
__________ Safe Access –On / Off --- Ladder Secure
__________ Scaffold Complete – Inspected- Tagged-Signed
LADDERS
__________ Inspection – Fall Protection Use
__________ Secured, Proper Angle, Overlap, Non Skid Feet
__________ Firm Base, Fully Open, No Material on Steps
__________ No Standing – Top Two Steps / No Sitting on Top
TOOLS
__________ Inspection / Maintenance / Qualifications
__________ Safety Devices – Guards / Handles
__________ Body Positioning, Balance, Footing
__________ Grounding – Ground Fault Protection
MATERIAL HANDLING & STORAGE
__________ Material Properly Stored / Stacked / Secured
__________ Proper Manual Lifting
__________ Proper Rigging / Lifting Equipment
CRANES / FORKLIFTS / AERIAL LIFT / MECH. EQUIP
__________ Operator Trained / Documented / Seatbelt Worn
__________ Equipment Inspected & Documented
__________ Operation Manual / Load Capacity Posted
__________ Power Line Clearance / Barricades
__________ Fire Extinguisher / Inspected
__________ Outriggers Used
__________ Taglines – Signal Person Used / Qualified
__________ Overhead Work Identified ---Barricades / Signs
__________ Fall Protection / Anchor Point Used
RIGGING / SIGNAL PERSON
__________ Competent-Qualified Person / ID Vest
__________ Maintained / Capacity Tags / Not Overloaded
__________ Safety Latches / Shackles / Rigging Inspected
__________ No Unattended Loads / Barricades / Tagline
_
FIRE PREVENTION & PROTECTION
_________ Fire Watch – Trained & Posted
_________ Extinguishers – Charged / Accessible / Adequate
_________ Area Inspected & Combustibles Removed
_________ Fireproof Blankets
_________ Approved Tanks & Containers
_________ Proper Storage & Signage Posted
_________ Other__________________________________
WELDING & CUTTING
_________ Inspection of Cables / Connectors / Hoses
_________ Cylinders Upright / Secured / Caps in Place
_________ Grounding / Terminal Covers
_________ Shields in Place
_________ Ventilation ---- Air Monitored
_________ Fire Protection / Permit / Ext. / Fire Watch / Etc.
ELECTRICAL
_________ Cords – Tools Inspected
_________ Ground Fault Protection - GFCI
_________ Temporary Lighting – Inspected ---Guarded
_________ “Danger – Energized” - Signage Posted
_________ Lockout / Tagout
_________ Other__________________________________
CONCRETE
_________ Rebar Impalement Protection
_________ Removal of Protruding Nail from Forms
_________ Barricades in Place
________ Slip / Trip Hazards Removed
SPILL PREVENTION MEASURES
1. Review potential for a spill.
2. Is containment needed?
HAVE THE FOLLOWING ITEMS BEEN REVIEWED?
1. Re-check line identification.
2. Lines drained and purged.
3. Checked for low points.
4. Close drains and vents when finished.
5. Special transfer procedures.
CREW SIGN OFF ---- All Potential Hazards / Exposures Have Been Identified – Communicated to Work Crew – Control / Elimination Measures Identified and In Place.
_______________________________ _______________________________ _______________________________ _______________________________ _______________________________
_______________________________ _______________________________ _______________________________ _______________________________ _______________________________
Cost per User (per yr) based on 300Bases on Projected ARV 0f $450mQuoted Annual Revune Basis PointsImplementation Cost (one-time)Integration Annual CostImplementation Cost (internal)
Annual Total Cost (per yr)Security Compliant (FEDRAMP'd)Ease of Use 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Training/Support Offerd by Supplier
Comments
Budgets 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Projections 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Quantity Tracking 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Owner Billings (Revenue) 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Subcontractor Billings 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Drawing Updates 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Solicit Pricing 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Develop and Submit Proposals 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Owner Change Order 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Subcontractor Change Orders 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Communication to the Field 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Production Tracking 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Manpower Projections 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Personnel Changes 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Quantity Reporting 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Procurement Log 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Purchase Order Requsisitons 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Purchase Order 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Delivery Tracking 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Quanitity Reporting 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Contract Documents 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Document Updates and Revisions 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Submittals 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4RFI's 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Photo Tracking 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Transmittals 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4As-Built's 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Models (BIM) 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Test Reports 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Inspections 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Defeciency Tracking 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Water Intrusion 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Punchlist 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Safety Compliance/Recordkeeping 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Safety Training 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Safety Observations and Reporting 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Safety Planning 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
File Storage 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Contract Drafting and Routing 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Record Keeping 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Time Keeping 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Personnel Changes 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Invoicing 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Activity Logs 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Project Schedule 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Planning 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
YES / NO
0
0
4
13
15
5
No
12
30
0
Safety Management
Office Management
Scheduling and Planning
Manpower Management
Purchasing and Material Management
Document Control
Quality Control
-$
7
0
CURRENT
12
YES / NO YES / NOYES / NO
Short-listed Systems Prospective Systems
15
11
12 11
46
17
6
9
19
10
5
General
TOTAL SCORE (out of 184) 56 129 093
YES / NO
17
24
4
Change Management
Cost Control
YES / NO
0 0
YES / NO YES / NO
0
YES / NO
10
0
Description
Cost per User (per yr) provide the anticipated cost per user based on XXX usersImplementation Cost the lump sum implimatation costTotal Cost (per yr) provide the overall system(s) total cost per year with implimnetation deprciatedCompliant with NIST/FedRampEase of Use 1 2 3 4Training Offered by Supplier
Budgets 1 2 3 4Projections 1 2 3 4Quantity Tracking 1 2 3 4Owner Billings (Revenue) 1 2 3 4Subcontractor Billings 1 2 3 4
Drawing Updates 1 2 3 4Solicit Pricing 1 2 3 4Develop and Submit Proposals 1 2 3 4Owner Change Order 1 2 3 4Subcontractor Change Orders 1 2 3 4Communication to the Field 1 2 3 4
Production Tracking 1 2 3 4Manpower Projections 1 2 3 4Personnel Changes 1 2 3 4Quantity Reporting 1 2 3 4
Procurement Log 1 2 3 4Purchase Order Requisitions 1 2 3 4Purchase Order 1 2 3 4Delivery Tracking 1 2 3 4Quantity Reporting 1 2 3 4
Contract Documents 1 2 3 4Document Updates and Revisions 1 2 3 4Submittals 1 2 3 4RFI's 1 2 3 4Photo Tracking 1 2 3 4Transmittals 1 2 3 4As-Built's 1 2 3 4Models (BIM) 1 2 3 4
Test Reports 1 2 3 4Inspections 1 2 3 4Deficiency Tracking 1 2 3 4Water Intrusion 1 2 3 4Punchlist 1 2 3 4
Safety Compliance/Recordkeeping 1 2 3 4Safety Training 1 2 3 4Safety Observations and Reporting 1 2 3 4Safety Planning 1 2 3 4
File Storage 1 2 3 4Contract Drafting and Routing 1 2 3 4Record Keeping 1 2 3 4Time Keeping 1 2 3 4Personnel Changes 1 2 3 4Invoicing 1 2 3 4Activity Logs 1 2 3 4
Project Schedule 1 2 3 4Planning 1 2 3 4
Scheduling and Planning
TOTAL SCORE 0
Document Control
Quality Control
Office Management
Safety Management
Change Management
Purchasing and Material Management
Manpower Management
YES / NO
Cost Control
General