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REAL ESTATE BRAND BOOK 2017

Industry changes through digitalisation – what does this mean for us?
Marco Witte

Data – from big to smart
When we talk about the digital revolution today, it is no longer just about digital tools and the mundane collection and analysis of data. The transition from Big Data to Smart Data has triggered significant structural changes in all industries. Whereas the term "Big Data" has gained in importance in recent years due to rapidly growing data volumes, the mere possession of large amounts of data does not make for a competitive edge. What really matters – apart from the relevance and content of data – is the linking, structuring and utilisation of data. Essentially, in all areas of application, the goal is to use existing data volumes in such way that decisions can be taken at a reduced risk while optimising results as much as is possible. … read more

Industry changes through digitalisation – what does this mean for us?

Marco Witte

Data – from big to smart
When we talk about the digital revolution today, it is no longer just about digital tools and the mundane collection and analysis of data. The transition from Big Data to Smart Data has triggered significant structural changes in all industries. Whereas the term "Big Data" has gained in importance in recent years due to rapidly growing data volumes, the mere possession of large amounts of data does not make for a competitive edge. What really matters – apart from the relevance and content of data – is the linking, structuring and utilisation of data. Essentially, in all areas of application, the goal is to use existing data volumes in such way that decisions can be taken at a reduced risk while optimising results as much as is possible.

Shaping, forward planning, steering
It is particularly in the early lifecycle stages of real property that data are generated and collected. This involves information that will determine and shape the further lifecycle process over many more years to come. This is why we must consider this future aspect in our planning today and account for it appropriately. How will these data be read 20 years from now? What will the standard be then? And: what will our future cities look like, how will infrastructure change, and what will be the impact of e-mobility? What will be the trends we must keep an eye on? These are the questions that we must address, already today, when initiating a project, choosing a location and developing a product. In our capacity as project controller, we provide support for the owner right from the very early stages of the project, and continue to advise him all the way to the handover and subsequent operation, which is why we also believe that it is our responsibility to play a very strong role in the shaping, forward planning and steering of these processes. This also includes modifying working methods and reorganising teams.

BIM – understanding, evaluating, interpreting
BIM is a representative example of the industry's digitalisation. Why? Processes need to be rearranged, the way information is handled is different – and this changes fundamentally the working method and composition of our project teams. We see a greater degree of professionalisation and changes in the roles within the project team. For us, BIM management is quite clearly a controlling, steering task, but it requires a new skill set that differs from that of the traditional project controller. Not least, the BIM manager has to have engineering expertise, but, as a translator or facilitator of information, he must also be an information manager. After all, to create added value, one must be able to understand, evaluate and interpret data.

Embracing transparency
The processes are rendered more transparent by BIM; they are accelerated, but also require a large number of decisions at a much earlier point in time than we have been accustomed to so far. But we also notice nowadays that old thought patterns are not discarded and that processes still unfold along conservative lines. This is what we see as one of our tasks as project controller: making sure that commitments to data transparency are in fact put into practice and that conventional patterns are removed from the digitalised process. This is the only way for all stakeholders to benefit from this and for the digitalisation of planning, building and operating to result in an optimised process across all lifecycle stages of real property.

REAL ESTATE BRAND BOOK

August 10, 2017

Veränderungen der Branche durch Digitalisierung – was bedeutet das für uns?
Marco Witte

Data – von Big zu Smart
Wenn wir heute von digitaler Revolution sprechen, geht es längst nicht mehr um digitale Hilfsmittel und die reine Sammlung und Analyse von Daten. Wir sehen in allen Industrien deutliche Strukturveränderungen von Big Data zu Smart Data. Hat der Begriff Big Data in den letzten Jahren mit stark anwachsenden Datenmengen an Bedeutung gewonnen, so bringt allein der Besitz großer Datenmengen jedoch noch keinen Wettbewerbsvorteil mit sich. Was wirklich zählt – neben entsprechender Relevanz und Gehalt der Daten – ist, dass diese verknüpft, strukturiert und nutzbar gemacht werden. Im Prinzip geht es aber auf allen Anwendungsfeldern darum, vorhandene Datenmengen so zu nutzen, dass Entscheidungen mit verringertem Risiko getroffen werden können und ein möglichst optimales Ergebnis erzielt wird. … read more

August 10, 2017

Veränderungen der Branche durch Digitalisierung – was bedeutet das für uns?
Marco Witte

Data – von Big zu Smart
Wenn wir heute von digitaler Revolution sprechen, geht es längst nicht mehr um digitale Hilfsmittel und die reine Sammlung und Analyse von Daten. Wir sehen in allen Industrien deutliche Strukturveränderungen von Big Data zu Smart Data. Hat der Begriff Big Data in den letzten Jahren mit stark anwachsenden Datenmengen an Bedeutung gewonnen, so bringt allein der Besitz großer Datenmengen jedoch noch keinen Wettbewerbsvorteil mit sich. Was wirklich zählt – neben entsprechender Relevanz und Gehalt der Daten – ist, dass diese verknüpft, strukturiert und nutzbar gemacht werden. Im Prinzip geht es aber auf allen Anwendungsfeldern darum, vorhandene Datenmengen so zu nutzen, dass Entscheidungen mit verringertem Risiko getroffen werden können und ein möglichst optimales Ergebnis erzielt wird.

Gestalten, vordenken, lenken
Vor allem in den frühen Lebenszyklusphasen einer Immobilie werden Daten produziert und gesammelt. Das sind Informationen, die den weiteren Lebenszyklusprozess über weitere viele Jahre wesentlich beeinflussen. Deshalb müssen wir heute schon in der Planungsphase diesen Zukunftsfaktor betrachten und in unsere Überlegungen einbeziehen. Wie werden diese Daten in 20 Jahren gelesen? Was wird Standard sein? Aber auch: Wie werden unsere Städte zukünftig gestaltet sein, wie verändert sich Infrastruktur, welche Auswirkungen hat E-Mobilität? Welche Trends haben wir zu beachten? Diese Fragen haben wir uns bereits heute bei der Projektinitiierung, der Standortwahl und Produktentwicklung zu stellen. Da wir als Projektsteuerer den Bauherrn bereits in den sehr frühen Projektphasen begleiten und schließlich bis zur Übergabe und dem weiteren Betrieb beraten, sehen wir es auch als unsere Aufgabe an, diese Prozesse sehr stark mitzugestalten, vorzudenken und die Gestaltung dieser zu lenken. Dazu gehört auch, Arbeits-weisen zu ändern, Teams neu aufzustellen.

BIM – verstehen, auswerten, interpretieren
BIM steht dabei exemplarisch für die Digitalisierung der Branche. Warum? Prozesse müssen umgestellt werden, der Umgang mit Informationen ist ein anderer – und das verändert ganz entscheidend die Arbeitsweise und die Zusammenstellung unserer Projektteams. Wir sehen einen höheren Professionalisierungsgrad und eine Veränderung der Rollen im Projektteam. BIM-Management betrachten wir dabei klar als Steuerungsaufgabe, aber die Rolle benötigt ein neues, ein anderes Skill-Set als die des herkömmlichen Projektsteuerers. Nicht zuletzt muss der BIM-Manager einerseits über eine ingenieurtechnische Expertise verfügen, andererseits ist er auch – als Übersetzer von Informationen – Informationsmanager. Denn nur wird die Daten versteht, auswerten und interpretieren kann, kann Mehrwert schaffen.

Gelebte Transparenz
Die Prozesse werden durch BIM transparenter, sie werden beschleunigt, erfordern aber auch eine Vielzahl von Entscheidungen zu einem deutlich früheren Zeitpunkt, als wir es bisher gewohnt waren. Wir beobachten allerdings derzeit noch, dass in alte Denkstrukturen zurückgefallen wird und Prozesse noch konservativ ablaufen. Hier sehen wir als Projektsteuerer eine unserer Aufgaben: Wir müssen dahin lenken, dass die proklamierte Transparenz der Daten auch gelebt wird, dass nicht innerhalb des digitalisierten Prozesses in konventionelle Muster zurückgefallen wird. Nur so werden alle Akteure davon profitieren und die Digitalisierung des Planens, Bauens und Betreibens zu einer Prozessoptimierung in allen Lebenszyklusphasen der Immobilie führen.

Heuer Expert Dialogue on process and cost management

November 9, 2015

Communication among equals right from the start
Marco Witte

The investment climate in Germany is good, and demand for construction projects remains unchanged. However, real estate projects, whether it be new construction or refurbishment, office or residential space, are becoming more and more complex, multi-faceted and interconnected as a result of innovative technology, more stringent demands on building equipment or new legislation, such as on energy efficiency. This growing complexity and the multitude of interfaces make it ever more difficult for those involved in projects and construction to make and realise precise plans for time frames and budgets, not to mention quality criteria. This makes projects more susceptible to risk. In light of the growing demands on buildings today, how can complex and efficient projects be realised? Do we need new concepts so as to render construction processes and project developments as efficient as possible?
read more

November 9, 2015

Communication among equals right from the start
Marco Witte

The investment climate in Germany is good, and demand for building remains unchanged. However, real estate projects, whether it be new construction or refurbishment, office or residential space, are becoming more and more complex, multi-faceted and interconnected as a result of innovative technology, more stringent demands on building equipment or new legislation, such as on energy efficiency. This growing complexity and the multitude of interfaces make it ever more difficult for those involved in projects and construction to make and realise precise plans for time frames and budgets, not to mention quality criteria. This makes projects more susceptible to risk.

In light of the growing demands on buildings today, how can complex and efficient projects be realised?Do we need new concepts so as to render construction processes and project developments as efficient as possible? Efficiency, functionality and stability represent only one side of the equation. Timeliness, innovation and individuality, the other. It is therefore clear that we must work together in developing concepts to reconcile the technically feasible with the economically meaningful.

In doing this, it is important to set the right course early on in a project.Ideally, the project team should be in place at a very early stage so as to discuss and then define jointly, and among equals, the essential planning parameters and possible alternatives. Unfortunately, the reality is often quite different. Quite often, project team members within a company are chosen based on whether the project tasks happen to fit into the schedule of the prospective member. Time is a criterion, no doubt, but certainly not the only one to ensure the success – the effectiveness and efficiency – of the project. And the proof is in plain view: problems in construction can often be traced back to planning errors. Small errors in the preliminary or design planning, in the tender process, in sampling or in building specifications may seem marginal at first. But at the end of the day, they can be costly and annoying. The same is true if a design is constantly changed during the course of the project. If we have reached, supposedly, the end of the design process, but still continue to discuss fundamental issues, or if we as project controllers find e.g. that – contrary opinions notwithstanding – there has never been any thorough coordination between the architect and MEP planner, we are left with only two options: we must 'accept and live with' the facts as they stand, or we must start a desperate and expensive search for a solution. Most of these problems could be avoided through an early definition of the building and communication across all levels of the planning process.

To this one, another, more profound problem must often be added: ever decreasing development times force us to depart from and ignore the linear sequence of work phases. The lack of proper specification of the required construction targets in early project phases is also a result of this. Intensive communication, absolute transparency and detailed documentation must be the order of the day right from the start. But this also requires the necessary will on the part of all those involved in the construction and planning processes. This is what we must and should aim for in order to be able to continue to realise demanding and efficient projects in the future.

HEUER Expert Dialogue on process and cost management, 25 November 2015.
The programme is available for download.

Hotelbau (trade journal)

June 4, 2015

Green Building certificates: A major run?

The article, issue May/June 2015, featuring an interview with Thomas Schilling, head of the Frankfurt/Main office, can be downloaded to the right.

 

 

June 4, 2015

Green Building certificates: A major run?

The article, issue May/June 2015, featuring an interview with Thomas Schilling, head of the Frankfurt/Main office, can be downloaded to the right.

 

 

Immobilienmanager/haufe.de/Property Magazine/Deal Magazin

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