Asiya Ali (individual)
Netherlands

The goal for me was always to reduce cost overruns in construction projects that were avoidable. Unfortunately, most projects struggle because the various parties can't even work together. So the focus is always on collaboration which can only happen when there is respect, understanding and inclusiveness.

About

I am a one-person company. I get hired to strategically implement BIM on projects and/or help organisations on a business-level development strategies for digital transformation. I also mentor graduates and am setting up a learning course for subcontractors.

Company size: Individual
Sector: Civil engineering, Roadways/Highways, Rail & Groundworks
Technology: Building information modelling (BIM);Additive manufacturing (3D printing);Drones;3D scanning

Digital initiative

The goal is to improve the overall efficiency of the project delivery time. Therefore, the implementation of technologies needed to be implemented in such a way that saved time and cost while sustaining a competitive advantage over its other uses. I develop and oversee strategies where the technologies are used to produce measurable benefits in projects. This includes but is not limited to developing nearer management techniques and new KPI's when projects include technologies. On a business-level, the technologies are measured against their uniqueness and their rent-creation capabilities. This encourages fair competition on integrated contracts that is not led by prices. This also meant that I took on the tasks of solution architect introducing business objectives that related to these newer emerging ones that the technologies created.

The last project was €650 million+ DBMF Infrastructure construction project. Within one year, I had developed the workflow for BIM that enforced all of the above. It was just my manager (who dealt with corporate engagement side) and myself (who focused on the project implementation side). It also worked well with other systems and technologies. At the end of the year, over 60% of project members were active users versus the 2% the year before.

Relevant construction projects

The projects I have worked on ranged from DBB, DBB negotiated, Integrated contracts and DB/DBFM. While most of the implementation of BIM and digitization was best measured when my clients were contractors. What better way to test a theory than by executing it on a project with real life consequences.

Experienced benefits of digitalisation

Development of measurements of success that focused on quality; better negotiations on contracts; higher collaborative activities and engagement; it identified parties whose behaviours were harmful to the delivery of the projects. Behaviours such as lack of transparency, overcharging, misrepresentation and lack of competency.

As the processes developed were not software dependent, the integrated workflows worked even when there were lack of resources and budget cuts.

The workflow ended up becoming the official document of information exchange in the execution phase of the project. Meaning that I was able to demonstrate the implementation of BIM beyond "design" and "3D". So a lot of bias was removed from it.

Also, the BIM workflow helped partners achieve the level 2 certification BIM-ISO19650 norm.

Tips for effective implementation

Strategic misrepresentation; excessive bias; lack of competencies; lack of collaboration; overcharging. To best overcome these, the BIM workflow I had developed became part of the official quality assessment criteria. This improved the optimisation of deliverables to my team without it being considered "extra work".