In the dynamic world of high-voltage substation and transmission line projects, challenges such as rising equipment costs, resource constraints, and increasing lead times are becoming the new normal. The workarounds many firms have tried since the pandemic (e.g., adding more and more contingency into project proposals in hopes of winning the project and then somehow finding a way to make it work) are not sustainable.

Even pre-pandemic complex engineering and construction projects repeatedly ran into the same roadblocks time and time again, with two of the most common issues being delays and cost overruns. Internationally, the average project pushes past its intended schedule by 42.7% and exceeds its original budget by 16.5% to 28%. i ii

Thankfully, there is a more efficient way to navigate these complexities.

Beta Engineering has begun exploring integrated approaches, instead of the typical siloed design and construction methodologies. Our process is based on a combination of Integrated Design and Construction (IDC) and Critical Chain Project Management (CCPM) – two powerful methodologies that, when used together, can revolutionize project management by preventing delays, saving costs, and ensuring successful project delivery.

What is Integrated Design & Construction (IDC)?

IDC means getting project stakeholders to the same table (real or virtual) to communicate in a language everyone can understand, using information everyone can see. Closely related to the Building Information Modeling (BIM) methodology used in other sectors, IDC uses advanced 3D modeling to create a detailed information model stored within a common data environment such as Autodesk Navisworks and Autodesk Revit.

This 3D approach allows teams to see and start working the design, instead of simply describing it. The 3D model can be further enhanced by incorporating more information, allowing project stake holders to see:

• What assignments each contractor is performing.
• Where they are at on their percent completion with each task.
• Where everyone is (or should be) at any point in the project calendar.

For more detail, including a step-by-step process flow, download the white paper.

IDC by itself is only a partial solution to modern project management challenges – as it’s less of a project management methodology and more of an effective approach to project modeling and design. To genuinely improve the project management process, IDC must be married to an actual project management system that can match its advances in project efficiency: thus, we’ve incorporated the critical chain approach described next.

Critical Chain Project Management (CCPM)

CCPM is an approach to project sequencing that determines the total duration of a project according to the longest sequence of dependencies between tasks. This yields the chain of events needed to reach project completion (see the red tasks in Figure 3, below).

CCPM diverges from the more traditional Critical Path Project Management approach that determines the total duration of a project according to the time required to execute the longest sequence of tasks. Unlike Critical Path, CCPM includes both logical and task dependencies to account for resource constraints and activity interdependencies (see figures below). Consequently, CCPM emphasizes managing resources, not just tasks, and the priority shifts onto the Critical Chain.

How CCPM addresses resource conflicts/constraints

How it works:

1. First, in the CCPM approach, project teams build out a charter of everything the team needs to accomplish in the project – including defining each person’s role and scope on the project – using commitment-based planning (the “relay race” described above). From there, the team can build out a schedule with commitments and resources.
2. Then, CCPM adds a critical new project element: the buffer. Instead of using per-task deadlines that have safety margins built-in (see Figure 5 in white paper), CCPM aggregates and adds extra safety time to the end of the project as a buffer between the expected time requirement of the full critical chain of tasks and the anticipated or targeted project delivery date.
3. Project managers then manage that delivery target as a commitment date. Once again, CCPM emphasizes task and resource priorities instead of due dates.

Bringing IDC and CCPM Together in One Methodology

1. First, project planners embed the commitment-based plan or schedule developed through the CCPM method into their 3D model hosted in Navisworks/Revit. Adding metadata like preliminary grading and the commitment-based schedule then creates a 4D model.
2. With a 4D model, they can sequence what will happen through a virtual animation. Additionally, the model exists only one time, unlike in a tool like AutoCAD, where users must draw it from scratch for every view or variation they want. It is simply updated as needed through the project’s lifespan.
3. This yields a single live model that everyone uses for reviews and commenting. Though it exists within a single space, users can make as many variations or branches as needed.
4. Any design or project changes are synced within Revit and back into Navisworks, which then syncs into the live IDC model (see Figure 9 in white paper), so that all stakeholders can see what has changed, and vice versa.
5. Project managers then review project status weekly and coordinate any changes or updates as appropriate with the Revit/Navisworks model. Any comments, changes, updates, etc. go back through the system into the source modeling program, where the designer can make the necessary revisions.

Cost & Time Savings Generated

Direct cost savings

Project: 230kv Radial Feed Station supporting Collection of Solar Feeders

With this project, the IDC/CCPM approach generated nearly $662K in true savings that Beta Engineering passed onto the customer through a reduction in site footprint.

Upon reviewing the site map, we realized there was a ditch or waterway running from the northwest corner down, cutting through the site. Building in a drainage path straight through the job site with the original site plan would have significantly increased costs and efforts.

Recognizing that, we condensed the yard as a more economic engineering option. That required shifting the 230kV station in space, reorienting vertically as opposed to horizontally. We re-worked the design so that all bus work was installed on a double-H frame. We used the IDC 4D modeling extensively here, tracing every turn that the cables would make as they follow the electrical path. That’s how we were able to collapse the site into a smaller space while ensuring all specifications and clearances could still be met, before we even reached 30% design.

Shortening project schedules

Project: 138kV Ring Bus supporting a Wind Farm connection into Utility

During this project, the added visibility and increased alignment between project stakeholders allowed us to make changes early enough to speed up the project schedule and reduce costs. Here, we replaced concrete foundations with anchor foundations, which are both less expensive and less time-consuming to install.

The customer agreed to this solution early in the project – at around 30% designed – when we were able to introduce the option via the IDC 4D model. We designed a model showing the anchor foundation construction versus traditional foundation construction. The 4D model made it possible to visually demonstrate the dramatic difference in duration and ease of installation.

In this case, the helical foundations took five days to build, whereas concrete would have taken six weeks. Altogether, the project only required 104 days to complete from shovel hitting the ground to energization, likely representing an overall 30% to 40% increase in time savings. Ease of installation reduced costs as well, saving an estimated $183K.

For more examples of IDC + CCPM in action, plus more detail about the above examples, download the white paper.

Conclusion

Individually, IDC and CCPM can each add enormous value to the project management process by directly addressing some of the core challenges that lead to delays and cost overruns, such as: a lack of a common vision, unaccounted scope changes, resource gaps or conflicts, and so on. Together, they create a single, credible source of all project schedules, obligations, scope, and designs.

While this combined approach may not work for all teams, it enables stakeholders to identify conflicts early and deliver projects on time and within budget. It may even deliver projects faster and/or directly return cost savings to the project owner, as our examples have illustrated.

At Beta Engineering, we’re committed to helping our clients navigate the complexities of their projects by continuously improving our methodologies. Our team is well versed in the IDC/CCPM methodology and we’re ready to revolutionize your projects. Contact us today – let’s turn your challenging project into a success story.

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i Prasad, KV & Vasugi, V. “Delays in construction projects: A review of causes, need & scope for further research.” Malaysian Construction Research Journal, Apr. 2018, https://www.researchgate.net/publication/325381206_Delays_in_construction_projects_A_review_of_causes_need_scope_for_further_research

ii Aljohani, Abdulelah; Ahiaga-Dagbui, Dominic; & Moore, David. “Construction Projects Cost Overrun: What Does the Literature Tell Us?” International Journal of Innovation, Management and Technology, Vol. 8, No. 2, Apr. 2017, http://www.ijimt.org/vol8/717-MP0022.pdf