Glasshouse pays off in the quality assurance of individual construction projects, but the jackpot lies in the opportunities across projects. That is why Danish Energy Management has initiated a national implementation of the software.
“The risk of forgetting components in a project is huge, and the contractors exploit this. We must avoid this altogether. Glasshouse is an important factor in avoiding errors in the project - and thereby avoiding extra bills and arbitrations” is how Peter Thorseng from Danish Energy Management explains the rationale for using Glasshouse.
The Copenhagen office's success with Glasshouse projects is now followed by implementation at Danish Energy Management’s offices in Aarhus and Sønderborg.
“We plan to implement a corporate standard for specifications, tenderlists and journals with Glasshouse - there is great potential for time savings, and it will give a standardised structure towards our partners” elaborates Peter Thorseng while emphasising the opportunity for storing specifications and sharing knowledge between team members across projects.
A bunch of software licenses provides little value in itself. That is why Danish Energy Management has emphasised a close cooperation with 3dbyggeri danmark, who distributes Glasshouse, about the implementation. The aim of the implementation support has partly been user education and ongoing support, and partly definition of new workflows that enable full exploitation of the potential time savings.
Brian Hurup-Feldby from Danish Energy Management elaborates that “Glasshouse has provided us with a different way of thinking when starting a project. What should the result be? Which documents do we need? How should it be structured?”. He experiences that the team is better prepared for the project planning because Glasshouse provides overview and nudges the users to pay attention to the right aspects of planning a construction project.
Eventough MOE has increased the efficiency of their construction project planning by almost 30% since 2003, they do not rest at their laurels. To stay competitive in a market characterised by increasing costs of construction and stagnating purchasing power, MOE expects to increase efficiency at similar rates within the next 15 years.
“We might as well practice now and be ahead of the trends” explains Per Beyer Christensen, operating manager at MOE. He finds that the majority of the increased efficiency can be explained by the implementation of BIM. Focus has been on enhancing the “I” in BIM as much as possible, and using the models for more than just drawing.
The continuous optimisation of the construction project planning at MOE is anchored in the large construction projects with time and buffer to test new initiatives. The expansion of Fisketorvet Copenhagen Mall is one of the projects where MOE tests new initiatives.
One initiative has been to upgrade 2D materials to 3D materials only by the use of software. Normally this is done manually by modellers at MOE. “This is the first step towards computer generated design” elaborates Per Beyer Christensen enthusiastically.
Another challenge at the Fisketorvet Copenhagen Mall project is the large number of specialist contracts which is expected to result in 150-200 tenders during the project lifetime. Per Beyer Christensen explains that “we neither have the money nor the time to manage these tenders with the traditional Excel methodologies - this means that we are forced to work smarter and optimise this part of the project”.
MOE has chosen the Glasshouse software to address this challenge and expects that the implementation of Glasshouse will result in a more smooth tender process executed with less manual hours and at higher quality.
By focusing on the time consuming specifications and tenderlists, Per Beyer Christensen expects to save two fulltime employees - of which one fulltime employee can be attributed to the efficiency achieved with Glasshouse.
The risk of forgetting components in a project is huge, and the contractors exploit this. We must avoid this altogether. Glasshouse is an important factor in avoiding errors in the project - and thereby avoiding extra bills and arbitrations.
Glasshouse provides us with a place to save specifications, but also a place where we can share knowledge and learn from each other.
We plan to implement a corporate standard for specifications, tenderlists and journals with Glasshouse - there is great potential for time savings, and it will give a standardised structure towards our partners.
Another challenge is the requirement of consistency across models, specifications and tenderlists - Glasshouse offers a great advantage in this quality assurance.
Glasshouse saves time by removing manual processes, but the quality assurance is the key benefit.
We have used Glasshouse to handle our BIM model in projects with requirements of amount-based tenders with great succes.
We experience a high professionalism and insight into our problems, and a super support.
The great advantage of Glasshouse is the link between components from the model and each individual specification. We use it for ongoing quality assurance. I definitely see the advantage of doing it like this, when it comes to 3D modelling.
Glasshouse provides overview.
We have become more aware of what to look for - and better at staying on top.
Glasshouse has provided us with a different way of thinking when starting a project. What should the result be? Which documents do we need? How should it be structured?
I see great potential for eliminating manual processes with Glasshouse. Glasshouse is an obvious opportunity for creating a corporate standard for starting projects.