LESSONS LEARNED

IKEA-2 JAKARTA GARDEN CITY

BAM INFRA (DMC) BIM MODELING

DATE
25 AUGUST 2019

1
TABLE OF CONTENTS
INTRODUCTION.....................................................................................................................................3
LESSONS LEARNED APPROACH................................................................................................................3
LESSONS LEARNED FROM THIS PROJECT....................................................................................................4
LESSONS LEARNED KNOWLEDGE BASE / DATABASE.....................................................................................6
LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS...............................................................................6
PROCESS IMPROVEMENT RECOMMENDATIONS...........................................................................................6

2
INTRODUCTION
The purpose of the lessons learned document for the BIM Modeling that BAM Decorient
engaged with BAM Infra (DMC) for the IKEA-2 Jakarta Garden City (IKEA-2)Project is to capture
the project’s lessons learned in a formal document for use by other project managers and
engineering managers on similar future projects. This document may be used as part of new
project planning for similar projects in order to determine what problems occurred and how
those problems were handled and may be avoided in the future. Additionally, this document
details what went well with the project and why, so that other project managers may capitalize
on these actions. Project managers and/or Engineering managers may also use this document
to determine who the project team members were in order to solicit feedback for planning their
projects in the future. This document will be formally communicated with the organization and
will become a part of the organizational assets and archives.

LESSONS LEARNED APPROACH

The lessons learned from the IKEA-2 Project are compiled from project journal entries
throughout the project lifecycle. Lessons learned were also be gathered from both realized and
unrealized risks in the project risk register as well as through interviews with project team
members and other stakeholder as necessary. The lessons learned from this project are to be
used as references for future projects and contain an adequate level of detail so that other
project managers may have enough information on which to help base their project plans. The
lessons learned in this document are categorized by project knowledge area. These knowledge
areas consist of: procurement management, risk management, integration management, quality
management, time management, cost management, scope management, human resource
management, and communications management. NOTE: some knowledge areas may not
contain lessons learned if none were documented throughout the project lifecycle.

LESSONS LEARNED FROM THIS PROJECT

The following chart lists the lessons learned for the IKEA-2 project. These lessons are
categorized by project knowledge area and descriptions, impacts, and recommendations are
provided for consideration on similar future new construction projects. It is important to note
that not only failures or shortcomings are included but successes as well.

3
Category Issue Name Problem/Success Impact Recommendation
Procurement Contract The EM/CM/QM was All requirements were EM/CM/QM must
Management Requirements not fully engaged in not included in the be fully engaged in
the contract process. initial contract award. all contract
A contract processes. This
modification was must be
required which added communicated to
an impact during the both PM and
project. contract personnel.
Contract The meeting minutes, All requirements were All MOM, formal
Requirements formal agreement, not included in the agreements,
delivery schedule, initial contract award. delivery schedule
during pre-award was Impact on deliverable must always be
not established during schedules. adhered.
contract process.
Human Manpower There was no During project The PM/OM should
Resources planning MANPOWER planning execution the delivery institute a quality
Management been provided by schedule was assessment on the
BAM Infra to support impacted and revised capability of BAM
the timeline delivery multiple times in the Infra during Pre-
schedule that BAM expense of BAM Deco. award then perform
Deco requires for BAM Infra also post-award
IKEA-2. explains during the monitoring with
meeting that they BAM Infra to ensure
can’t cope up with the that they deliver
current manpower what they promise
they have. during contract
Impact on project negotiation.
delivery from
Engineering to
Construction and
Quality of distributing
S.D. for site use and
Client submission.

Scope Cross BAM Infra did not BAM Deco have to BAM Deco should
Management reference complete the concrete rely on 2D IFC have review the
outline and model of drawings from capability of BAM
all pits following IFC internal and come-up Infra in handling
reference from a proper submission multi information
4
 Structural and the of RFI to client. Impact coming from trade
Architectural. BAM 2 weeks on IFC drawings. No
Infra Team leader engineering schedule. people no go!
lacks experience in
handling multi-
discipline project
which require cross
referencing of trade
drawings.
Model files BAM Infra have used All models should be BAM Deco not to
integration ALLPLAN for 3D transferable and engage a service
and Modelling, and then exported .ifc to allow company that is not
exportability to AUTOCAD for for integration via aligned with the BIM
drafting Shop drawing
BIM360 by BAM Deco. interface platform to
which does not allowImpact on uploading, avoid double work.
exportability to REVIT
BAM Deco have
from BAM Deco for produced its own
the Model Integration
structural model.
for Collaboration and
Time taken 2 weeks to
BIM. model B2 and B1.
Scope Creep Client continuously The PM did not have a The PM must have
adding to the project
plan for addressing an approval process
scope throughout thescope creep and for any proposed
project lifecycle. allowed some scope changes and
requirements to be communicate this
added until the process to all
sponsor stopped it. stakeholders.
Overall project delay
of 3 weeks was the
result.
Quality Shop drawing Delivery output Disruption on reading Always plan quality
Management quality output presentation was not shop drawings on site standards and
formalized by BAM both QAQC and allowances into the
Infra during pre-award Construction. Many project plan. Always
and even post award. misinterpretations listen to the End-
Instead it focused on happen, BAM Deco user rather than
its own policy rather have to reprint and horse riding on
than what the End- resize all BAM Infra’s Policy. This helps,
user requirement. drawings before disruption, avoid
distributing to delays and cost
5
 Construction and overruns.
QAQC for use.
None BAM Infra produced BAM Deco have to BAM Deco have
readable shop none readable shop incurred time to read presented the
drawing for drawing for BBS. and do part-print of appropriate cope
rebar BBS to ensure that and scale during
Construction have RFQ stage, however
readable BBS for BAM Infra disregard
production and and establish its
procurement. own policy.

BAM Deco should

have not engaged
such service
provider does not
listen to end-user.
Risk Shop drawing A risk was identified Impact was minimal Always consider
Management delivery that there is potential because the EM external impacts on
submission to delay in receiving included potential the project cost and
BAM Deco. shop drawing from delays into the schedule. This must
BAM Infra on time. delivery project be continuous
schedule and planned throughout the
This was a success mitigation plan. PM project lifecycle.
because it was has introduced new
identified early and service company to
planned for descoping mitigate further
for next level. delays (Archetype).
Variation Potential
claims

LESSONS LEARNED KNOWLEDGE BASE / DATABASE

The lessons learned for the IKE-2 Project will be contained in the organizational lessons learned
knowledge base maintained by the head office (HO). This information will be cataloged under
the project’s year (2019) and the type of project (New Commercial Building Construction) for
future reference. This information will be valuable for any project manager or engineering
manager assigned to a new construction project who plans to engage service BIM Modelling
contract in the future.

6
LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS

The IKEA-2 Project utilized several lessons learned from past projects:

1. The addition of a risk associated with planning cost and schedule based on external
dependencies (i.e. shop drawing approvals) was determined during the planning process
by consulting the lessons learned from the expansion project from 2019.
2. The planning of acceptable quality standards was based on lessons learned from the
Startup Site Construction Project of 2019. By planning for quality standards, the project
team was able to avoid schedule and cost overruns by clearly communicating acceptable
quality standards to all contractors involved with the project.

PROCESS IMPROVEMENT RECOMMENDATIONS

As indicated in the lessons learned chart above, the IKEA-2 Project did not have a process for
reviewing and approving requested changes in requirements or project scope. Not only is this a
lesson learned for similar future projects; but the organization must ensure that all project
managers are aware of the need for this process to be included in the planning of all future
projects. Therefore, it is recommended that prior to work beginning on any new project, the
project manager must brief the project sponsor on the process for requesting and approving
changes to project scope.