Report From the 1986 Workshop on Integrated Data Base Development for the Building Industry (1987) / Chapter Skim
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'DATA BASE IMPLICATIONS'
'DATA BASE IMPLICATIONS'
Pages 59-72
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From page 59... ...
The other 85 to 90 percent is spent on operation, maintenance, and periodic rehabilitation, and must be taken into account in terms of the benefits offered by the proposed IDB system.1 However, the benefits to be gained by the sharing of data and the access to a comprehensive data base in the operation and maintenance phase will not be apparent early in the use of any computer driven data base, including the proposed IDB. Experience has shown that the initial costs associated with the installation of computerized preventive maintenance systems (and facility management systems)
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From page 60... ...
PEAK -^* PRESENT STABLE START 1YEAR 2-3 YEARS TIME FIGURE 6-2 Schematic cost curve of resource requirements of computerbased operations and maintenance program.
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From page 61... ...
The possibility of "catching-up" and bringing even a part of poorly maintained and aging facilities up to acceptable standards of performance should recommend the initiation of pilot projects as test beds for the implementation of the IDB concept. Therefore, the IDB raises the true value of existing facilities in terms of the following: 1.
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From page 62... ...
In 1986, it is estimated that more than 674,000 commercial, institutional, and industrial buildings will be renovated. The relationship of the relatively small number of new buildings being constructed each year to the large, aging inventory of existing buildings explains why the total dollars spent in the renovation market are increasing faster than the total dollars spent on new construction.
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From page 63... ...
Steps that could be taken to ensure success during the transition phase to full implementation of the IDB include: 1. Articulate a clear rationale for selling the IDB concept by judicious dissemination of information, contact with potential clients, IDB demonstrations, and inclusion of all participants in the building process as potential IDB clients, 2.
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From page 64... ...
Assure peer group control in terms of impartial evaluation of test bed cases, including publication of results and communication with professional associations, 5. Monitor benefit and cost aspects of installed IDBs, both in terms of base line costs before and comparative cost levels after, including comparison of benefit/cost curves between users of the IDB.
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From page 65... ...
Drawing boards and desks will be replaced by electronic workstations; storage of hard copy project documentation might be eliminated; and the A/E community working with the IDB may be motivated to merge their resources. Job Profiles Within the professional services community, project architects and engineers will assume much of the lower staff level tasks, relying on automation relating to the IDB and associated hardware for the production of contract documents.
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From page 66... ...
Projects will be completed in less time than today by those firms using the IDB concept, forcing those not using the IDB to leave the field or to perform and concentrate on services other than design. Modify Design Services The use of the IDB could change how design professionals perform.
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From page 67... ...
Examples of the traditional printed data are published handbooks in tabular, graphic, or nomographic formats. Examples of electronic data bases are Masterspec, Electronic Sweet's Product Data, Dodge Cost Systems, Steel Beam Design Data, as well as other planned activities dealing with graphic details, building codes, and a variety of engineering data.
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From page 68... ...
Protection and pricing schemes must be arranged which might differ considerably from the publisher's traditional schemes. Traditional publishing treats revisions and updating of data lightly, often letting long periods go by before aged data are revised.
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From page 69... ...
Use of an IDB Test Bed During the transition phase, implementation should occur in a test bed which should be in an innovative environment and should include a group of similar new projects within a single federal agency (a single federal agency ideally would represent a continuous owner)
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From page 70... ...
, however, are inadequately addressed. The IDB, with project by project data input and multi-project logical combination and query capability, should address the needs of managers to answer questions such as the following: • Since the tenant has only nine months left on the lease, can we defer major repairs, thus avoiding unnecessary temporary relocation?
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From page 71... ...
Some of the risks could be exacerbated with the advent of the IDB; however, these risks must be weighed against the many benefits to be gained including lower costs for building construction and maintenance, improved communications between building owners and the building community, and improved capabilities for managing buildings. In summary, the effect of implementation of the IDB will be positive and a major improvement in the working environment of the entire building community.
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From page 72... ...
The existing prototype IDB demonstration project should be expanded to carry out facility management functions. Options for loading already available data, using facility management software, or developing suitable operation and maintenance applications should be considered.
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