Digital Construction (electrical)

term introduced first in PAS 1192 and updated in ISO 19650 framework, it depicts the process of specifying and delivery of project and asset information

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forms a framework that supports informed and consistent decision making by project teams, at each work stage, helping to deliver agreed and reliable information.

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Exchange Information Requirements (EIR) term introduced by BS EN 19650 replace the PAS 1192 term Employer Information Requirements (EIR) on all projects where BS EN ISO 19650 compliance is required.

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The term introduced by ISO 19650 typically describes the Tier 1 Main Contractor.

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breakdown structure to help plan the production of information

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schedule of information containers and delivery dates, for a specific task team

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An MPDT its old PAS 1192 term, the MPDT defines who produces what, when and to what level of detail.

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In the context of project management, the resources refer to optimizing the use of resources for successful project execution and the management of resources in the project. [1]

Therefore, the bid response shall include a schedule for delivery and operational phases and include all resources required. The planning process of such a schedule will most likely reveal the prospective construction sequencing issues and have a potential to impact the design decisions, which shall take into consideration the long-term investment, including the management cost.

The single owner-operator project can increase the benefit contained within the asset information model (AIM), where the project delivery and operation phases are treated at the same level of importance in terms of expenditure.

Such condition incentives the whole project team to recognize the extended benefits, and supports understanding the significance of comprehensive Exchange Information Requirements (EIR).

A qualified delivery team shall use their expertise to help the client achieve the full potential of their investment by introducing efficient project implementation workflow right at the tender response stage as depicted in Figure 1

Figure 1 – Project Implementation [2]

The workflow shown in Figure 1 is used by KPM a unified international architectural practice during the tender bid response to help establish EIRs and choice of effective information exchange management process.

The term “resource” generally implies the type of assets on which project managers and companies depend to deliver products and services. A project’s resource planning includes different types of resources, and the company needs to work effectively, from employees, materials and equipment, financial assets or even brand equity. [3]

The goal of resource management is to use resources as efficiently as possible, not only for the benefit of the prospective delivery team but also for their employees and appointed party.

G1C responding to tender invitation shall determine the resource requirements for each project early. A project schedule sometimes referred to as a programme plays a crucial part in the resource management process, starting from planning and allocating the right resources to the right tasks and at the right time. [4]

The bid response must consider the skills required for each project task and whether there is a need to plan additional training or employ specialist experts.

This step can be quantitative or qualitative the use of resource forecasting techniques and tools, including project management software, can help create an optimized resource plan. G1C shall also consider the learning plan with core parts of the project implementation strategy within their tender response. It is beneficial to align with the organisational goals of both the appointing party and the delivery team.

The critical parts of the learning plan should consider the following:

  • How to assess task teams and individual employees current skillset?
  • Identification of skills needed for the delivery and operational phase?
  • Will learning be delivered when required or by default, what is the decision mechanism?
  • How the knowledge is shared among the Project Team, is it easily accessible?
  • Is there a mechanism for lessons learned?


The knowledge feedback loop depicted in Figure 2 is an example of the workflow at the organisational level that should be implemented to benefit the project and individual organisations.

Figure 2 – A knowledge Feedback loop

The need for capturing lessons learned included in clause 5.87.2 of the BS EN ISO 19650-2: 2018 suggest that the lessons learned should be carried out in collaboration with each lead appointed party and the appointing party during the project and recorded in a suitable knowledge store, for reuse in the future. [6]

[1]      L. Milk, “20 Best Resource Management Tools for Your Business,” Scoro. (accessed Jan. 16, 2021).

[2]      M. Coyne, “BIM in Operation,” 2020-21 PDE4302 Operational BIM Management Week 14 – Module 3 – 20th Jan 2021, Jan. 2021.

[3]      A. Rastogi, “Key Principles Of Resource Management |Project Management.” (accessed Jan. 16, 2021).

[4]    L. Curtis, “Project Resource Management Tools and Techniques | MPUG,” Mar. 30, 2020. (accessed Jan. 16, 2021).

[5]      M. Coyne, “BIM in Operation,” 2020-21 PDE4302 Operational BIM Management Week 14 – Module 3 – 20th Jan 2021, Jan. 2021.

[6]    British Standards Institution, BS EN ISO 19650‑2:2018. BSI, 2018.

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