As a consequence, many owners said they gave up on data integration.
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By and large, these manual methods of collecting and analyzing project data to produce meaningful metrics and actionable insights have been unsuccessful. IPA clients explained to us that legacy systems and processes are mostly manual, i.e., the project team records the data by hand (typically using a spreadsheet). Most project groups are only now developing a process through which data transfer between internal and external systems can be at least semi-automated. Many project professionals we spoke with said their owner organizations are trying to sort out the types of digitalization tools that fit or should fit into their delivery system. The sheer volume of information generated on projects and the lack of data-focused information management systems have been major roadblocks. But the same kinds of value-added data integration successes are uncommon in early phases of capital project planning and development. Aerial and other unmanned robotic systems can perform everything from equipment factory acceptance testing (FAT) to safety auditing and sensoring and surveillance for progress measurement. For instance, augmented reality (AR) allows for remote safety and Constructability Reviews, all from the comfort of the office. And why shouldn’t they?įigure 1: Asked if they were frustrated with the capital project data capabilities available to them, 80 percent of company representatives responded in the affirmative.Ī variety of new data-driven technologies have demonstrated value creation in other phases of a project’s lifecycle. Indeed, these project professionals generally expressed enthusiasm and excitement about the potential of transferring, exchanging, and storing their company’s capital project data using digital technologies. Most indicated that they are frustrated with their individual company’s current data capabilities ( Figure 1). Representatives from all project organizations we surveyed and interviewed responded that they were implementing some form of digitalization (or some digital technology to improve business*). For certain, there is no lack of interest and support for digitalization. We recently reached out to Independent Project Analysis (IPA) clients to understand why digitalization tools are so burdensome for projects organizations to implement. Fighting to realize the benefits of digitalization are owner organizations and project teams responsible for ensuring the competitiveness of capital investments. Artificial intelligence and machine learning technologies are advancing on a daily basis and promise to usher in revolutionary change. The proven benefits of more powerful design engineering tools, less expensive and multifunctional unmanned systems, and advanced plant troubleshooting capabilities are difficult to ignore. Companies in capital intensive industries are embracing digitalization and leveraging exciting new technologies to increase personnel and environmental safety, promote production efficiencies, attract fresh talent, and more.