Vico in digital environment
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===Close procurement=== | ===Close procurement=== | ||
| + | [[File:Input.jpg|thump|center|200px]]'''Figure 1''': Project procurement management processes <ref name=PMBOK/>. | ||
==Applications== | ==Applications== | ||
Revision as of 17:48, 26 February 2018
Contents |
Abstract
In a project Management environment a tool is an aid that can help the project team to effectively manage different task or activities. These activities can be in some ways be related to some of the PMBOK subject groups; Integration, stakeholder, scope, recourses, time, cost, risk, quality and procurement.
Some tools have a computer software, in this case VICO is a construction-oriented software that can be used in a digital environment and can help the project manager to perform different task or activities in a construction project.
This article will describe how procurement can be undertaken in a digital environment compared with the traditional ways of procurement described in the PMBOK. How VICO as a digital tool can be used in the digital project environment aligned with PMBOK subject groups within procurement.
First a short introduction on the construction industry and how the industry are being digitalized, and why this has an effect on the way we are planning our construction projects. Then the big idea behind the theory of Project procurement management aligned with the PMBOK, and what the project manager should apply to ensure a good harmony between buyer and supplier. Afterwards the application on how this can be done by using computer software as VICO. At last the limitations with critical reflection will be done upon the topic.
Introduction
As the present situation is in the building industry, there is an ongoing tendency that the building project are getting more complex, this results in more detailed project descriptions from the building owner. This have created a big desire for trying and move the industry to a 100 % digital environment, where all buildings are constructed directly from the 3D model. I the light of the governments growth package from 2002 “vækst med Vilje”[1] was the construction industry on the agenda. The purpose was to create a higher productivity I the construction industry by moving towards a 100 % digital building environment.
But to be able to manage these highly complex building projects and building it 100 % digital from the 3D model, it is necessary for the project team to have a software tool that can help organize and manage the increased flow of information and degree of details.
When doing procurement on a building project. The contractor have to deliver a payment plan over the project. To do that the contractor traditionally sits down and calculate the amount of quantities within the different building task eg. A column. This will then be compare with the schedule to know when the building objects should be produced from the supplier and send to the construction site, to ensure that the object are delivered on time.
But as the payment plan and main schedule are made before the project are in the construction phase, this will often result in the payment plan and main schedule will be revised a certain number of times. In the construction industry project modifications is estimated to almost 10% [2]. of the total building cost. Therefore it is highly necessary that the project team have a tool that can help creating new procurement when there is a project modification.
Big idea
Project procurement management handles the different processes that are highly important for the organisation to conduct when buying products or services that are necessary to deliver the desired result. As shown in figure 1 project procurement management can be divided into four processes that ensure a good procurement management between the buyers and suppliers of the project. Each of the four processes have a number of inputs, tools and techniques and a output. This will be explained in the following.
Plan procurement
The first process in procurement management is the planning part. This process includes the documentation of different purchasing decision, the planned approach, and the beginning of identifying a number of possible suppliers.
As shown in figure XX, there is a number of inputs the manager has to include. This results in a number of outputs which helps the manager to achieve the desired outputs for the plan procurement. This is then used for the next process that helps the manager conducting the procurements.
Conduct procurement
Control procurement
Close procurement
