PLC and AI Controllers (Artificial Intelligence) in Industrial Automation

 PLCs and AI Controllers (Artificial Intelligence) represent two distinct approaches to industrial process automation and control. Selecting the most suitable approach will depend on the user's current needs. While both aim to optimize processes, their capabilities, applications, and architectures have key differences, which are summarized below:

 1.       Core Functionality

·       PLCs:

- Traditional PLCs execute deterministic, rule-based logic (e.g., ladder logic) for tasks like conveyor control or motor sequencing. They excel in real-time reliability and safety-critical operations due to their predictable response times.

- Its response capacity is limited to scenarios foreseen in its programming, without autonomous adaptation to unscheduled changes.

·       AI Controllers:

- These systems leverage machine learning (ML), predictive analytics, and adaptive algorithms to optimize processes dynamically. They handle nonlinear systems (e.g., chemical processes) by adjusting real-time parameters based on sensor data.

 2. Decision-making and adaptability

 ·       PLCs:

- Work with pre-programmed logic and fixed sequences, executing repetitive tasks based on defined rules. For example, controlling the synchronization of an assembly line or activating emergency stops.

·       AI Controllers:

- Make autonomous decisions for unforeseen scenarios based on historical patterns, as well as on digital twins, improving efficiency and reducing downtime.

- Use machine learning algorithms to analyze data in real time and dynamically optimize processes without manual reprogramming.

Key algorithm references:

-. LSTM neural networks for compressor failure prediction, increasing accuracy in early detection

-. Distributed Machine Learning and Federated Learning for multi-plant predictive maintenance to reduce data transfer.

-. Q-learning adaptive control in adjusting control elements (e.g. pneumatic valves)

 3.       Handling complexity and non-linear processes

 ·       PLCs:

- Efficient in structured and repetitive processes, such as motor control or assembly line synchronization. Programs are based on standard languages ​​(ladder logic) and can integrate modules for specific tasks (e.g. PID control). (2)

- Limited in managing non-repetitive tasks or those that require continuous adjustments, such as polishing parts with dimensional variations.

·       AI Controllers:

- Capable of managing non-linear and dynamic systems. For example, in production lines where demand fluctuates, they automatically adjust routes using data from IoT sensors.

- Integrates digital twins to simulate scenarios and optimize processes before physically implementing them.

- Applies artificial vision for quality inspection, detecting defects in products with greater precision than traditional methods.

- Learn from data generated by IoT sensors, allowing production routes to be optimized or speeds to be adjusted according to demand.

 4.       Key Advantages 

PLCs	AI Controllers
Deterministic performance (critical for safety) (1), (2)	Adaptive decision-making (e.g., self-learning control loops) (3), (4)
Ease of programming (ladder logic) (1)	Predictive capabilities (e.g., maintenance, energy optimization) (3), (5)
Proven reliability in harsh environments (2)	Handling complex data (e.g., anomaly detection via computer vision) (3), (9)

 5.       Maintenance and resilience

 ·       PLCs:

- Requires scheduled maintenance and manual fault diagnosis. Its robustness makes it resistant to harsh environments (dust, vibrations), but it relies on human intervention to resolve unforeseen problems.

·       AI Controllers:

- Implement self-diagnosis, advanced predictive maintenance, and proactive correction. For example, AI systems that identify wear and tear on machines and schedule maintenance before failures occur. They automatically correct operating parameters, reducing the dependence on specialized technicians, as algorithms can "learn" from past operations and adjust parameters automatically. 

6.       Applications

 ·       PLCs:

 - Fixed automation tasks (e.g., conveyor belts, assembly lines).

 - Safety interlocks and emergency shutdowns. (1), (2)

·       AI Controllers:

- Predictive maintenance: Analyzing vibration or temperature trends to preempt failures. (3), (5)

- Process optimization: Dynamically adjusting parameters in chemical reactors for energy efficiency. (3), (4)

- Human-machine collaboration: NLP interfaces for voice-controlled adjustments. (2), (3)

7.        Technological Synergies

The future lies in hybrid systems combining PLCs with AI:

- Edge computing: PLCs process local data for low-latency control, while AI models run on edge devices for real-time analytics. (2), (6), (7)

- Digital twins: Virtual replicas simulate scenarios (e.g., equipment failure) to refine PLC logic and AI predictions. (2), (4)

- 5G/IIoT: High-speed connectivity enables distributed AI controllers to coordinate with PLCs across facilities. (6), (7) 

8.       Scalability and costs

 ·       PLCs:

- Moderate initial costs, ideal for specific applications. However, scaling functions require additional hardware (e.g., I/O modules) .

- Cost-effective in stable processes where investment in AI is not justified.

·       AI Controllers:

- Higher initial investment, but they offer scalability through software updates. For example, adding an optimization algorithm without changing hardware.

 9.       Challenges 

·       PLCs:

- Limited scalability and integration with modern IT systems (e.g., MES/ERP). (2)

- Inflexibility in adapting to dynamic processes. (2)

·       AI Controllers:

 - Data dependency: Requires high-quality, labeled datasets, which legacy systems often lack. (2), (3)

 - Cybersecurity risks: Increased attack surfaces due to interconnected systems. (8-7),

 - Skill gaps: Engineers need expertise in both PLC programming and ML tools. (3), (5)

- AI hallucinations due to insufficient model training, poor data retrieval, or other underlying deficiencies.

10.   Future Trends

• Autonomous factories: AI-driven PLCs will enable self-optimizing production lines with minimal human input.
• AI code generation: Tools like Gemini 2.0 Flash automate ladder logic creation, cutting programming time by 30%. (1)
• Ethical AI: Transparent decision-making frameworks to ensure accountability in autonomous systems. (2), (4)
• Sustainable automation: AI prioritizes energy efficiency and waste reduction (e.g., Gallium Nitride "GaN"-based components). (4), (5) 

11.   Conclusion

PLCs remain indispensable for deterministic tasks, while AI controllers unlock adaptability and predictive power. PLCs are ideal for harsh environments and critical applications that require stability and real-time responses and remain relevant in low-risk, critical applications. On the other hand, AI controllers revolutionize the industry with adaptability, predictive analytics, and the ability to manage complexity. The choice depends on factors such as the required flexibility, budget, and the need for integration with advanced technologies. Companies adopting hybrid systems will lead in efficiency, sustainability, and resilience.

 

References:

1. PLC Programming: Traditional vs AI -Which Wins?                             https://accautomation.ca/plc-programming-traditional-vs-ai-which-wins/         
2. Ai Plc Smart Industrial Zones.                                                                        https://zeroinstrument.com/ai-plc-smart-industrial-zones/
3. How AI can be applied to program PLCs in industrial automation.                 https://antomatix.com/how-ai-can-be-applied-to-program-plcs-in-industrial-automation/
4. From optimization to autonomy - Top five manufacturing automation trends for 2025 from OMRON.                                                                                                 https://industrial.omron.eu/en/news-discover/blog/from-optimization-to-autonomy-top-five-manufacturing-automation-trends-for-2025-from-omron
5. Industrial Automation Trends 2025.                                           https://www.piglerautomation.com/industrial-automation-trends-2025/
6. 8 Key Industrial Automation Trends in 2025.                              https://www.rockwellautomation.com/en-us/company/news/the-journal/8-key-industrial-automation-trends-in-2025.html
7. Top 10 Industrial Automation Trends in 2025.                                                             https://www.startus-insights.com/innovators-guide/industrial-automation-trends/
8. Top 10 Industrial Automation Trends to Watch in 2025.                https://industrialautomationco.com/blogs/news/top-10-industrial-automation-trends-to-watch-in-2025
9. The Future of Industrial Automation.               https://www.industrialautomationindia.in/articles/industrial-automation-trends-2025-ai-ml-smart-manufacturing          

Artificial Intelligence and Water Treatment Plants Design

Artificial Intelligence (AI) is transforming the design of water treatment plants by significantly improving efficiency, sustainability, and adaptability. Below is an analysis of AI's transformative role in this domain, supported by insights from recent research and industry advancements:

1. Predictive Modeling for Process Optimization  

 

AI algorithms, such as machine learning (ML) and artificial neural networks (ANN), enable predictive modeling to optimize treatment processes during design. These models analyze historical and real-time data to forecast water quality, chemical dosing requirements, and energy consumption. For example:  

- ANN models predict membrane fouling in membrane bioreactors (MBRs) by correlating inputs like pH, dissolved oxygen, and organic load rates with transmembrane pressure.  (1), (2)

- Hybrid models like ANN-GA (genetic algorithms) optimize chemical oxygen demand (COD) removal in anaerobic reactors, improving reactor performance during the design phase.  (1)

- Case studies demonstrate that AI-driven optimization can reduce energy use by 16% and chemical consumption by 18% in treatment plants. (3) 

 

 2. Digital Twins for Simulation and Scenario Testing  

 

AI-powered digital twins simulate entire treatment processes to test designs under dynamic conditions. These virtual replicas integrate IoT sensor data, SCADA systems, and ML models to:  

- Optimize chemical dosing and energy use in real-time.  (3), (4)

- Predict equipment failures and recommend maintenance schedules, reducing downtime by up to 30%.  (5)

- Enhance decision-making for infrastructure upgrades, such as adjusting pump operations based on demand forecasts.  (3)

For instance, Idrica’s Xylem Vue platform uses digital twins to create unified operational views, enabling utilities to simulate scenarios like extreme weather events or pollutant surges. (3) 

 

3. Energy and Resource Efficiency

 

AI-driven design prioritizes energy savings and resource utilization:  

- Predictive analytics adjust pump runtimes and filtration cycles to minimize energy consumption, which accounts for 30–40% of operational costs in water facilities. (5) 

- Renewable energy integration is streamlined using AI to balance energy generation (e.g., from biogas in anaerobic digesters) with treatment demands.  (6), (7)

- Startups like "Pipeline Organics" use AI to design 3D-printed bioelectrochemical systems that convert wastewater into electricity, reducing reliance on external power grids. (6) 

 

4. Real-Time Water Quality Monitoring Systems  

 

AI enhances the design of smart sensor networks for continuous water quality assessment:  

- ML models detect contaminants (e.g. heavy metals, pathogens) by analyzing data from IoT-enabled pH, turbidity, and conductivity sensors. (2), (7) 

- Platforms like "Pallon" deploy deep neural networks to inspect sewer infrastructure, identifying defects and predicting contamination risks during the design phase. (6)

- In Taiwan, AI predicts dissolved oxygen levels in reservoirs, ensuring compliance with effluent standards.  (4)

 

 5. Adaptive Infrastructure Design  

 

AI enables data-driven infrastructure planning to address future challenges:  

- Geospatial AI models forecast flood risks and optimize drainage systems, integrating climate change projections into plant layouts. (7) 

- 3D printing (additive manufacturing) uses AI to design corrosion-resistant pipe fittings and reactor components tailored to site-specific conditions. (6)

- Blockchain-AI frameworks improve data integrity in decentralized treatment systems, ensuring transparency in design parameters and regulatory compliance.  (8)

 

6. Challenges and Future Directions  

 

While AI offers significant benefits, challenges remain:  

- Data quality and standardization: Inconsistent sensor data or legacy system integration can hinder model accuracy.  (2), (3)

- Cost and expertise: Smaller utilities may lack resources to adopt advanced AI tools. (5)  

- Ethical considerations: Over-reliance on automation risks displacing human expertise without proper safeguards. (3) 

Future trends focus on autonomous AI systems capable of self-learning and adapting to emerging pollutants, as well as hybrid models combining AI with nanotechnology for advanced contaminant removal. (4), (6) 

 

7. Conclusion  

AI is redefining water treatment plant design by enabling smarter, more resilient systems. From predictive analytics to digital twins, these technologies optimize performance, reduce costs, and ensure compliance with sustainability goals. As adoption grows, collaboration between engineers, data scientists, and policymakers will be critical to overcoming barriers and scaling AI-driven solutions globally.

 

References:

1. A Review on Applications of Artificial Intelligence in Wastewater Treatment. https://www.mdpi.com/2071-1050/15/18/13557
2. Water treatment and artificial intelligence techniques: a systematic literature review research. https://link.springer.com/article/10.1007/s11356-021-16471-0
3. How AI and digital twins are changing the paradigm in treatment plants. https://www.idrica.com/blog/how-ai-and-digital-twins-are-changing-the-paradigm-in-treatment-plants/
4. AI for Water Treatment. https://link.springer.com/chapter/10.1007/978-3-031-72014-7_3
5. AI for Water: 10 Ways AI is Changing the Water Industry.  https://www.dlt.com/blog/2025/01/06/ai-water-10-ways-ai-changing-water-industry
6. Wastewater Treatment Technology: 2025 & Beyond.                                         https://www.startus-insights.com/innovators-guide/wastewater-treatment-technology/
7. 10 Ways AI Is Being Used in Water Resource Management [2025].   https://digitaldefynd.com/IQ/ai-use-in-water-resource-management/
8. Blockchain-Orchestrated Intelligent Water Treatment Plant Profiling Framework to Enhance Human Life Expectancy. https://ieeexplore.ieee.org/document/10493118

Integrating AI Tools into Project Management: Strategies, Benefits, and Best Practices

 

Integrating AI into project management revolutionizes workflows, enables smarter decision-making, and enhances productivity. Below is an exploration of how to effectively implement AI tools, their benefits, challenges, and future trends, supported by insights from industry research and real-world examples.

 

1.     Key Benefits of AI Integration 

 

AI transforms project management by addressing traditional inefficiencies and introducing advanced capabilities:  

- Enhanced Decision-Making: AI analyzes historical and real-time data to predict risks, optimize timelines, and recommend actionable strategies. For example, predictive analytics tools forecast delays or budget overruns, allowing proactive adjustments.  

- Automation of Routine Tasks: Tools like Robotic Process Automation (RPA) handle repetitive tasks (e.g., scheduling, data entry), freeing teams for strategic work. Atlassian’s Jira automates status updates, reducing manual effort by 30%.  (5)

- Resource Optimization: AI matches skills to tasks, balances workloads, and predicts future staffing needs. Tesla’s AI-driven systems optimized production schedules, reducing downtime by 20%.  (1) (2)

- Risk Mitigation: AI identifies patterns in historical data to flag risks early. HSBC uses machine learning to detect fraudulent transactions in real-time.  (1) (2)

- Improved Collaboration: AI-powered dashboards (e.g., Monday.com) centralize updates and facilitate real-time communication across global teams.

- Enhanced web search: Web-based search engines powered by AI chatbots (e.g. Perplexity with DeepSeek-R1 or Open AI's o3-mini, via menu button, and Google with ChatGPT, via extension or plug-in) enhance search capabilities with conversational style providing follow-up questions, and source filters (e.g., academic or social media focus).  

2.     Types of AI Tools and Their Applications  

 

 

AI tools are categorized based on functionality, each addressing specific project needs:  

- Predictive Analytics: Forecasts outcomes (e.g., Microsoft Project with Azure AI predicts resource bottlenecks).  

- Generative AI: Creates content (e.g., DeepSeek and ChatGPT draft reports, while DALL-E generates visuals).  (6) (7). Also, models like OpenAI O1 and DeepSeek-R1 provide real-time search personalization and dynamically adapt search results based on user behavior, location, and device.

- Natural Language Processing (NLP): IBM Watson Assistant transcribes meetings and summarizes action items.  (2) (7). AI models use NLP and machine learning (ML) for web searches to analyze context, not just keywords. For example, Google’s BERT algorithm interprets the nuances of queries, such as voice searches or ambiguous phrases, and delivers context-aware answers, and the AI ​​Chain of Thought (CoT) framework further refines search by breaking down complex queries into logical steps, ensuring the model addresses all facets of user intent.

- Robotic Process Automation (RPA): Automates workflows (e.g., UiPath handles approvals and data entry).  

 

3.     Implementation Strategies  

 

 

To integrate AI successfully, the following steps are suggested:

I. Assess Organizational Readiness:  

- Audit existing workflows to identify pain points (e.g., frequent delays).  

- Ensure data quality and infrastructure compatibility (e.g., APIs for seamless tool integration).  

II. Select Tools Aligned with Goals:  

- Prioritize tools that integrate with existing systems (e.g., Confluence for document automation).  

 Example: Smartsheet’s AI-driven scheduling reduced delays by 15% in construction projects. (2)  

III. Train Teams and Foster AI Adoption:  

- Provide hands-on training for tools like ChatGPT and Atlassian Intelligence.  

- Designate “AI champions” to drive cultural acceptance.  

IV. Monitor and Refine:  

- Use feedback loops to improve AI accuracy (e.g., updating models with new data).  

4.     Best Practices  

- Align AI with Strategic Goals: Focus on areas like risk management or resource allocation rather than adopting AI indiscriminately.  

- Start Small: Pilot AI for tasks like automated reporting before scaling to complex functions   

- Ensure Ethical Use: Maintain human oversight to address biases and ensure transparency   

- Leverage Hybrid Intelligence: Combine AI insights with human judgment for nuanced decisions (e.g., Siemens uses AI for scenario planning but relies on managers for final approvals).  (2) (4)

 

 5.     Challenges and Solutions  

- Data Quality Issues: Inaccurate data leads to flawed predictions. Solution: Implement governance policies and automated data audits.  

- Resistance to Change: Teams may distrust AI. Solution: Demonstrate value through pilot projects (e.g., AI-generated meeting summaries saving 5 hours/week).  (2) (4)

- Integration Complexity: Legacy systems may clash with AI tools. Solution: Use APIs for interoperability (e.g., Triskell Software integrates with ChatGPT).  (1) (6)

 

 6.     Future Trends  

- AI-Driven Virtual Assistants: By 2030, 80% of PM tasks will be AI-managed, with tools handling updates and stakeholder queries.  (1) (3)

- Real-Time Predictive Analytics: IoT integration will enable instant adjustments in supply chains or manufacturing.  

- Ethical AI Frameworks: Regulations will emerge to ensure fairness and accountability in automated decisions.  

 

7.     Case Studies  

- Tesla: AI reduced production downtime by predicting equipment failures, boosting output by 25%. (1)

- HSBC: Machine learning cut fraud detection time by 40%, saving millions annually.  (1)

- IBM: Watson’s NLP tools improved cross-team alignment in global projects.  (2)

 

 8.     Conclusion  

Integrating AI into project management requires strategic planning, tool selection, and cultural adaptation. By leveraging AI for automation, predictive insights, and resource optimization, organizations can achieve faster delivery, cost savings, and higher stakeholder satisfaction. As AI evolves, its role will shift from task automation to enabling strategic leadership, making human-AI collaboration indispensable. For further details, explore tools like Atlassian Intelligence or Triskell’s AI-PPM solutions.

References:

(1).  AI integration in project management: Transforming efficiency and decision-making https://ebsedu.org/blog/artificial-intelligence-ai-in-project-management.

(2).  Integrating AI with Project Management. https://amsconsulting.com/articles/integrating-ai-with-project-management.

(3).  How AI Will Transform Project Management. https://hbr.org/2023/02/how-ai-will-transform-project-management.

(4).  Maximizing Project Success: Integrating AI and Project Management. 

        https://pmtechww.com/integrating-ai-and-project-management-for-success

(5).  How to utilize AI for project management. https://www.atlassian.com/work-management/project-management/ai-project-management.

(6).  AI for Project and Portfolio Management: tools, use cases and examples of Chat GPT prompts.  https://triskellsoftware.com/blog/ai-project-management/

(7).  8 AI best practices to improve your project management.    https://www.atlassian.com/blog/artificial-intelligence/ai-best-practices

THE INTERTWINED WORK TEAMS

The current challenges in project execution demand highly skilled and interconnected teams. Members of these teams must possess essential technical expertise, including knowledge of technical theory, proficiency in simulation software, and 3D modeling. Additionally, they should demonstrate strong interpersonal skills, such as being communicative, resilient, collaborative, flexible, empathetic, positive attitude, and accountable. Such teams operate cohesively and work together effectively. The internal dynamics of these teams are characterized by the following traits:

·     They are very in tune with their peers, possessing a thorough understanding of the capabilities and limitations of the entire team.

·  They are open and communicative with each other, displaying minimal dispersion in their performance. All peers are oriented towards what is truly important.

·       They all have full confidence in each other's abilities.

·     They are capable of simultaneously executing different dependent activities with minimal rework, this is effective concurrence.

·        They are prone to staying connected, and each individual's opinion is considered.

·        The team members can collectively understand the tasks they are involved in.

·        They can collectively encode, store, and retrieve the team's information.

·      They can promptly share and understand incoming and outgoing information and knowledge as a team.

·       They can distribute and take on entry tasks within the team without needing a leader to assign them.

A team that works according to the traits described before could be called an Intertwined Work Team. This group works fully aligned and synchronized as a single entity to achieve its objectives. They are fully transparent, accountable, and committed to the team's purpose.

An Intertwined Work Team is a tightly cohesive group that demonstrates high levels of group cognition, allowing its members to work closely and seamlessly with one another. This enables the group to operate at optimal levels of effectiveness and efficiency.

To activate an Intertwined Work Team, each of the potential members must first be identified. Then, the members should be brought together as a group, and trained to promote and instill in them the values of group collaboration. Finally, they should be trained to work interconnectedly, which will allow the full integration required.

Following are some key cognitive approaches that need to be promoted and instilled in the team to enhance group cognition:

ü  The Team Mental Model

The Team Mental Model approach is based on the concept that a team with shared beliefs and ideas will have a common understanding of tasks and expectations. This facilitates team information processing, task coordination, and effective communication, even in stressful situations, leading to better performance, cooperation, and higher-quality outcomes.

ü  The Team Transactive Memory

The Team Transactive Memory is a mechanism by which a work team collectively encodes, stores, and retrieves knowledge. While the Team Mental Model or TMM refers to shared knowledge and understanding, the Team Transactive Memory or TTM refers to the distribution of knowledge within the team.

ü   Identifying the Essential

A team that operates similarly, prioritizing what is truly important and eliminating the unnecessary, reduces time wastage on non-essential shared activities. This minimizes intellectual inefficiencies within the team, leading to improved concurrent performance.

ü  Fostering the Interactive Creativity

A team that fosters interactive creativity among its members achieves effective team cohesion, leading to better problem-solving for specific client needs. Collaborative solutions progress synchronously, with each team member making meaningful contributions. This interactive approach maximizes concurrent work within the team.

Once a team has been formed based on a shared Team Mental Model and the ability to apply Team Transactive Memory, identify the essentials in any input received, and also foster interactive creativity among them, the team begins training to establish a fully interconnected way of working. This training is based on the belief that a highly cohesive way of working can be instilled and trained by focusing on the Team Mental Model and Team Transactive Memory.

Team training utilizes simulation-based learning to replicate and enhance real-life experiences through guided ones, applying the TMM and TTM concepts. As a result, the development of shared understanding, the identification and reinforcement of communication patterns, and the identification of the team's knowledge network when necessary are promoted.

For details on the type of training described above, refer to "Developing Team Cognition: A Role for Simulation" by Fernandez, Shah, Rosenman, Kozlowski, Parker, and Grand, published in Simulation in Healthcare: Journal of the Society for Simulation in Healthcare, April 2017.

Intertwined Work Teams - Application of the Team Mental Model and Team Transactive Memory

Current Engineering Trends for the Execution of Capital Projects

It is increasingly common to hear from contractors and business specialists highlight the cost reduction achieved during the execution of capital projects by implementing, at least, one of the following approaches on project execution:

• Engineering, Procurement and Construction execution based on Advanced Work Packaging (AWP).
• Implementation of High-Value Engineering Centers (HVEC).
• Application of 4D Planning and Scheduling (4D-P&S).
• Application of Building Information Modeling (BIM).

A summary of the key characteristics of each approach is given below:

Advanced Work Packaging (AWP):

Engineering, Procurement and Construction execution based on the AWP means the sequential packetization of engineering deliverables so that the flow of this project information responds to the needs of the field construction, this in the form of predefined and sequentially programmed Construction Work Packages (CWP), that result in specific Installation Work Packages (IWP) of short execution periods.

In short, AWP is a construction-driven process that adopts the philosophy of “beginning with the end in mind.” The work packaging and constraint management process removes the guesswork from executing at the workface by tightly defining the scope of all work involved, and by ensuring that all things necessary for execution are in place.

Studies indicate that, under AWP scheme, capital projects have shown field productivity increases of up to 25% and reduction in total project costs by up to 10%.

Reference:

• Construction Industry Institute. Knowledge Base. No. RT-272: “Enhanced Work Packaging: Design through WorkFace Execution” (Best Practice). Volume 3: Case studies and expert interviews as a supplement to aid effective implementation.

 High-Value Engineering Centers (HVEC):

Implementation of High-Value Engineering Centers means activating the remote participation of well-trained engineers working at engineering centers in developing countries such as Mexico, Indonesia, Venezuela, India, Africa, called High-Value Engineering Centers (HVEC), which allows obtaining highly qualified engineering teams at a low cost.

4D Planning and Scheduling (4D-P&S):

4D Planning and Scheduling means the linking of a 3D digital model with time or schedule-related information to create animated sequences that show a structure’s components being built up, including both permanent and temporary works. 

4D-P&S allows visualizing the project as sequential tasks planned in a model to create simulation, and also allows changing the tasks and dependencies to optimize and validate efficiently the sequence of activities. From this, you can evaluate whether the project is constructible as planned and also visualize the effects of the schedule on the model, and compare planned dates against actual dates. Costs can also be assigned to tasks to track the cost of a project throughout its schedule. Also, for instance, 4D-P&S visualization may allow scheduling a crane placement during the construction phase, improving its performance and thus avoinding any possible interference.

Building Information Modeling (BIM):

The BIM approach means that all project stakeholders (e.g., architects, engineers, contractors, owner, etc.) actively collaborate to create a complete virtual model of the project. It enables the virtual information of the model to be handed from the design team to the main contractor and subcontractors and then on to the owner/operator; so that each stakeholder adds specific data, comments or constrains to the single shared model. This greater collaboration between stakeholders takes full advantage of the potential cost reduction opportunities. Also, the BIM approach focuses on the concept that different components of a model “know” what they are supposed to do, so as the 3D model is altered, these types of components self-adjust in logical ways.

Studies indicate that the application of BIM brings reducing costs (up to 40% of unbudgeted change orders eliminated), improving the accuracy and speed of cost estimates (up to 80% reduction in time taken to generate cost estimate and cost estimation accuracy within 3%), increasing clashes/interferences prevention (up to 10% of the contract value is saved by detecting clashes), and shortening execution time (up to 7% reduction in project time) 

References:

• German, P. 2012. Evaluation of training needs for Building Information Modeling (BIM). ProQuest, UMI Dissertation Publishing.
• Gilligan, B.; Kunz, J. 2007. VDC Use in 2007: significant value, dramatic growth, and apparent business opportunity (CIFE technical reports) [online], [cited 11 December 2010].
• Azhar, S.; Abid, N.; Mok, J.; Leung, B. 2008. Building information modeling (BIM): a new paradigm for visual interactive modeling and simulation for construction projects, in Proc. of the 1th International Conference on Construction in Developing Countries (ICCIDC–I), 4–5 August 2008, Karachi, Pakistan, 435–446.
• Nisbet, N.; Dinesen, B. 2010. Constructing the business case: Building Information Modeling. British Standards Institution and BuildingSMART, UK.

But, all engineering approaches above-mentioned have their risks of deviation from the goals set.

Namely:

1.      Some potential risks of the AWP approach:

·      The AWP approach basically addresses Engineering Work Packages (EWP), Construction Work Packages (CWP), and Installation Work Packages (IWP). Therefore, Procurement Work Packages (PWP) must be well aligned with the respective CWP and IWP to avoid the lack of material or equipment in the field. Here, procurement manager monitoring is crucial.

·        Lack of clear AWP implementation strategy.

·        Lack of appropriate stakeholder support for the AWP.

·        Lack of identifying the key personnel required for supporting AWP.

·    Inadequate sizing of the Installation Work Packages (IWP) and also an inadequate estimate of the respective execution times.

·        Inadequate Installation Work Packages sequence.

·        Potential redundancy in the IWP contingencies.

·    Potential loss of the benefit of economies of scale in the acquisition of materials and equipment for the IWP.

2.      Some potential risks of the HVEC approach:

·        Inadequate communication between the Project Main Office (PMO) and the HVEC.

·        Lack of adequate supervision within the HVEC and by the PMO.

·      Transfer of incomplete work packages from the PMO to the HVEC, without an adequate definition of the split of work between both parties.

·        Lack of accountability within the HVEC.

·    Staff turnover in the HVEC with the consequent loss of personnel already trained and committed to the project.

·   Redundancy between PMO and HVEC in the use of expensive special software. That means a lack of integration between both parties about the efficient use of software licenses that could be shared.

·   Lack of integration between the IT groups of PMO and HVEC to achieve optimal communication between their servers.

·        Lack of an adequate execution plan shared between the PMO and the HVEC.

·        Inadequate planning of the HVEC activities within the PMO’s master plan.

3.      Some potential risks of the 4D Planning and Scheduling approach:

·        Project size could be a decisive factor for 4D-P&S applicability.

·       At the beginning of the project, the implementation of 4D-P&S may take longer time than other planning and programming approaches.

·        Planning and Scheduling with too many details that could reduce accuracy.

·        Increased exposure to the planning fallacy (for example, increased optimism bias, lack of proper unpacking of tasks, etc.)

4.      Some potential risk of the BIM approach:

·        At the beginning of the project, if there are no references to start modeling, BIM modeling could take longer than other CAD modeling and negatively impact productivity. But it should be noted that in the final phases of the project, BIM provides better performance for the extraction of 2D drawings, better model rendering, and expedite the exchange of model information with the client.

·        BIM upfront cost of modeling could be higher than CAD.

·        Project size could be a decisive factor for BIM applicability.

Therefore, it is recommended to evaluate each approach in light of its risks and to identify how to apply them and whether they are viable or not.

Next Steps Ahead:

• Fully integration among AWP, HVEC, 4D-P&S, and BIM.
• Tearing down the barriers, not written but widely accepted, as a result of fears of the Project Main Office management about the potential risks to which the HVEC would expose them during project execution.

Namely:

ü  No more than 30% of the engineering deliverables would be allocated to HVEC.

ü All key activities and deliverables must be kept within the execution of the Project Main Office.

• Tearing down the paradigm that states that non-BIM 3D modeling approaches (e.g., CADWorx, Smartplant, PDS, etc.) should be used for the design of piping/mechanical and electrical assemblies for industrial plants, while BIM should be used exclusively in the design and construction of commercial and office buildings.