847 c) Major Gaps Between Current and Required Performance A diagnostic of similar past projects during the Basic and Detailed Engineering stages revealed siloed work practices, with isolated meetings between project teams and users or designers, and no collaboration or alignment with Project and Client objectives. There was also a lack of training in BIM/PPM and ICE. d) Main Challenges in Achieving the Objectives Managing change within a mining sector where projects are not considered part of the organisation’s core business. Securing the participation of a potential Construction Contractor in ICE sessions for both Basic and Detailed Engineering, in order to enhance the performance of VDC objectives. Finally, leading and transferring the Owner’s knowledge to the PMO to generate organisational assets such as the EIR, BEP, training plans, among others. e) Key Stakeholders Involved Owner (SMEB Projects), User (SMEB O&M), Basic and Detailed Engineering Designer, C130 Crusher Supplier, Construction Contractor, etc. 3. OBJECTIVES • General Objective: To propose the application of the VDC collaborative management methodology in Plant Shutdown projects and its integration with selected AACCE Value Improving Practices (VIPs) to maximise success and value in project delivery. • Specific Objectives: To evaluate how each component of the VDC methodology (BIM, ICE, PPM) and VIPs contributes to O&M user satisfaction and optimises project planning through 4D BIM. Hypothesis The application of the VDC collaborative management methodology from the early design stages, with an integrated approach combining its components and techniques such as constructability, manufacturability, and maintainability analysis, maximises value in the delivery of plant shutdown projects. Theoretical Framework Virtual Design and Construction (VDC) is a collaborative project management methodology that focuses on modelling the process, organisation, and product in relation to a construction project. Fischer and Kunz define it as “the use of multi-disciplinary performance models in design and construction projects, including the product (the facility), the organisation of the design–construction–operation team, and the work processes, to support business objectives” (Fischer & Kunz, 2004). Regarding the components of VDC, specific tools and definitions are associated with each one. For product modelling, Building Information Modelling (BIM) software and technologies are used. For construction processes, the concepts of Project Production Management (PPM) are applied. To integrate the project team and foster collaboration, Integrated Concurrent Engineering (ICE) sessions are conducted with the involvement of all relevant stakeholders. This management approach includes the specification of both Client (Owner) and project objectives and defines performance through metrics to measure alignment and outcomes. All these elements are presented within the VDC Framework (see Figure 2).
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