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MPC Group’s use of Envision on its QCLNG contracts, over two years, has transformed into what the team has called an ‘open-book’ approach to contracting.
Over this period, with MPC Group being engaged directly with both QGC and CPB Contractors, MPC Group has continued to deliver a number of gas and water trunklines for the expanding QCLNG infrastructure – using Envision since 2015.
Envision has been the central project management system used by all three levels – client, contractor, subcontractor – creating a central point for delivery team collaboration.
The full suite of Envision’s features have been in play, with a focus on work planning, progress and cost capture, daily diary creation, change management, and ongoing productivity reporting.
Across the two trunklines, in the first year of use alone, Envision supported:
- 1,062 photos
- 1,414 user comments
- 2,236 progress entries
- 292,500 cost entries (labour and equipment)
- 842 reports (daily, weekly etc)
- 1,263 hours saved in reporting efficiency
All parties saw the same data, setting the foundation for a positive, proactive contracting relationship. Highlights from using Envision have included:
- Central data management
- Easy reporting compliance
- Transparent variations
- Step change in project management
- Continuous product improvement
A full case study on the project has just been launched and is available here.
Envision was used daily, across the majority of the Queensland Curtis LNG (QCLNG) project, as the single source of truth for making key decisions that affected project delivery, including schedule and cost.
QCLNG is the world’s first project to turn gas from coal seams into liquefied natural gas (LNG) and is one of Australia’s largest capital infrastructure projects.
A significant volume of construction works have been delivered by Thiess, including all 17 field compression stations (FCSs) and four central processing plants (CPPs).
Envision was deployed by the Thiess team as the primary construction management platform supporting 11 central and northern FCSs and three CPPs.
It helped the team tackle an ambitious delivery schedule, large geographic separation across a field the size of the United Kingdom (UK) and complex logistics.
Key achievements included:
- Fast-tracking the improvement cycle by an estimated one to two months
- Enabling labour productivity to be calculated for each facility and plotted against time, based on the effective project start date
- Supporting a massive 30-40 per cent improvement in labour productivity
- Showcasing relative improvement in construction time comparative across the 14 separate projects under management using Envision
Key success factors included:
- Top-down/bottom-up team engagement – Envision was actively driven by the senior management team, supported by the willingness for the team in the field to make it part of their every day practice.
- A central, consistent data repository – Envision became the central, single source of truth for data for all facilities, driving a central approach to measuring and managing the project and facilitating data presentation and reporting at a quality that could not otherwise be practically achieved
- A unified decision-making tool – Envision’s unique ability to generate consistent and reliable reports across all facilities enabled real-time decisions based on trends in key performance measures, giving key project stakeholders visibility in reporting and insight into performance and the work being delivered
- An instant information pipeline with unmatched forecasting capability – Envision eliminated information lag and reliance on other forms of documentation so leaders could understand the project’s performance, at a glance, at their convenience, without having to visit a site or wait for paper reports to come through
- A foundation for healthy competition – Envision allowed collaboration across various disciplines
- Live, anywhere, anytime oversight – Envision’s web-based, mobile interface meant that people could access data and reports from anywhere and the client could monitor the project from around the world.
Envision was implemented by a joint team of engineers from Thiess and Ennova, following a detailed implementation plan. To best address the sizeable project field and regions, a multi-pronged approach was used involving: – Two dedicated team members on-site in each of three regions to support the project controls team for the life of the project – In-house and remote strategic support to the central project controls team in the Brisbane project office – On-site, ‘live’ coaching via site walk-throughs with supervisors – Web-based support materials, ‘cheat sheets’ and other immediately-available resources.
Once deployed, the Thiess team played an active role in enhancing Envision to better address the needs of the project.
Late last year, in collaboration with Thiess and QGC, Ennova implemented Envision across 14 upstream compression facilities in Queensland – projects valued at around $2 billion. They all faced an ambitious delivery schedule, large geographic separation and complex logistics.
As the projects progressed, Envision focused the project team’s ability to measure and drive execution. Envision was used daily as the single-source-of-truth for making key decisions that affected project delivery, schedule and cost.
- Peak workforce – 3,200 people
- 5,000 planned Activities from a level 3 master program
- 192,000 individual tagged items
- 1,700 unplanned Events
The team collected more than 7,000 photographs linked to either Activities or Events, encouraging conversations including attracting more than 10,000 individual comments. Envision helped the team collaborate and share project information, building a collective brains trust that helped improve productivity.
With a large majority of labour time being captured within Envision, labour productivity could be calculated for each facility and plotted against time using the effective project start date.
With greater visibility around progress and real-time input directly from the field, the team was able to demonstrate an improvement in labour productivity of around 30% between the first and last facility.
Detailed progress information collected from Activity and tagged item progress provided insight into the relative schedule performance of the 14 different construction projects.
Referred to as ‘racing curves’, the normalised schedules highlight the relative improvement in construction time with the more recent projects being completed in significantly shorter periods.
The benefits for Thiess and QGC are seen in testimonials like these:
“Envision has provided accurate, real-time reporting that has enabled fast and effective decision-making that has led to measurable improvements in efficiency and productivity which have led to cost and schedule benefits on our project.”
Joe Dujmovic – Thiess, Project Director QCLNG Upstream Main Works Project
“This is the greatest access we’ve had to real-time, accurate performance information to enable quality, value-adding decision-making.”
Grant Puttergill – QGC, Project Controls Manager QCLNG Upstream Main Works Project
In the coming months, we will develop a detailed QCLNG case study and publish that on our website.
Downer EDi Engineering recently piloted Envision in the field on a $10 million construction project at Boyne Smelters in Gladstone. The project was the structural installation of a carbon bake furnace with approximately 14,000 pieces of steel pieces supplied by the client. Ennova worked closely with the Downer EDi team to implement Envision on the project.
Envision provided Downer EDi with a new and exciting way to work that enhanced the recording and communication across site and office locations in near real time. To find out more about the use of Envision on the project download our Case Study.