217:: Change the poor industry practice of producing information to individual standards and throwing it ‘over the wall’ to the next person in the supply chain who then reproduces their own information. Using an agreed standard for the project, spatially co-ordinated and high-quality 2D information will then be produced for the parties involved.
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Most construction projects are complex and involve co-ordination between many project participants both on- and off-site. As projects have increased in size and complexity, the number of participants involved in a single project has also increased. To improve collaboration between participants, the
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Its purpose was to support live construction project teams, as they collaborate to deliver projects, by helping them apply the appropriate technologies. It worked through a team of partners representing each stage of the project process, with the objective of improving project and business
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Avanti mobilised existing technologies to improve business performance by increasing the quality of information and predictability of outcomes and by reducing risk and waste. The core of the Avanti approach to a project's whole life cycle was based on team-working and access to a common
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Constructing
Excellence is developing a self-sustaining business to support roll out of the Avanti methodology to the UK construction industry. It will also draw on the results of other DTI-supported collaborative research such as
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152:) that had previously gained too little market penetration to have significant impact on the sector. The objective was to deliver improved project and business performance by using ICT to support collaborative working.
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meeting of 1910 which stated "Architectural information is invariably inaccurate, ambiguous and incomplete". By the 1940s, the impact of this was valued at an additional 10% to the construction cost. By 1994 the
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industry needs tools that work well, appropriate processes to implement them, and the right approach from the people involved. Tackling these points was at the heart of the Avanti action research programme.
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Learning from early projects, Avanti produced practical working documentation and tested the methods on live projects. This information supplemented the CPIC document
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suggested waste in the industry accounted for 25-30% of project costs. This figure is supported by earlier publications from the
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To reduce the risks involved in adopting new working methods, Avanti brought together areas of current best practice (such as
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authoring information in a common data environment and controlling the sharing of information in a multi-author environment
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with the support of most of the largest UK firms in the construction industry. Avanti also involved the
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Avanti focused on early access to all project information by all partners, on early involvement of the
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and addressed problems of incomplete, inaccurate and ambiguous information. Avanti guidance included:
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Early commitment offering up to 80% saving on implementation cost on medium size project.
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systems. Each live project captures the lessons learned and the benefits gained.
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guidance on ensuring the software chain supported the design and supply chains
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50-85% saving on effort spent receiving information and formatting for reuse.
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systems could revolutionise projects, provided they were used for more than
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in 2002 to formulate an approach to collaborative working in order to enable
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50% saving on time spent to assess tenders and award sub-contracts.
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60-80% saving on effort spent finding information and documents.
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to work together effectively. The project was promoted by the
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75–80% saving in effort to achieve design co-ordination.
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