855 • From the Owner’s perspective, the implementation of the VDC methodology and its integration with Value Improving Practices (VIPs) enabled O&M user satisfaction to exceed 95%. • Basic and Detailed Engineering was delivered five days ahead of schedule (25/11/20 ≤ 30/11/20), with optimal use of 4D BIM through fabricability, constructability, and RAM analysis. • 96% of clashes and incompatibilities were identified and resolved early using the BIM model. Design reliability improved, achieving a PAC of 76%, and design variability was reduced by 26% through PPM. • The benefits of implementing VDC as a collaborative management methodology were confirmed. When integrated with VIPs and supported by 4D BIM, it enables a holistic and integrated project management approach throughout the asset lifecycle—clearly surpassing the benefits of implementing ICE, BIM, and PPM components in isolation. 7. RECOMMENDATIONS • Manage change effectively and understand the organisational culture of each company. • Begin VDC implementation with pilot projects and progressively scale up to more strategic and high-impact projects. • Incorporate the implementation of the VDC methodology—integrated with fabricability, constructability, and RAM (Reliability, Availability and Maintainability) analyses—into the knowledge management and governance framework of the Project Management Office (PMO) as part of VIPs. • Promote successful VDC and VIPs implementation case studies through international events, forums, and webinars to support innovation and digital transformation strategies within organizations. • Adopt collaborative contract models such as IPD, NEC, FIDIC, or alternatively EPC/M, once a culture of trust and collaboration has been established among stakeholders, to continue maximising asset value through VDC and VIPs implementation. ACKNOWLEDGEMENTS The author gratefully acknowledges Martin Fischer and Leonardo Richsmoller from Stanford University for inspiring a collaborative approach to project management through VDC and BIM. Special thanks are also extended to Víctor Gobitz (former CEO) and Juan Carlos Ortiz (Vice President of Operations) for their sponsorship and strategic support of this pilot project, which achieved international recognition and was also recognized at PERUMIN 36, enabling innovation in complex shutdown project environments. REFERENCES 1. Fischer, M. (2008). Reshaping the Life Cycle Process with Virtual Design and Construction Methods. Stanford, USA. 2. Kunz, J. & Fischer, M. (2012). Virtual Design and Construction: Themes, Case Studies, and Implementation Suggestions. Stanford, USA. 3. Succar, B. (2013). Building Information Modelling: Conceptual Constructs and Performance Improvement Tools. 4. PMI (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition. Chicago, USA. 5. Pulido, J. (2019). Critical Elements in Plant Shutdown Management. 6. Kunz, J. & Fischer, M. (2020). Virtual Design and Construction, Construction Management and Economics. DOI: 10.1080/01446193.2020.1714068. 7. Total Cost Management Framework, 2nd Edition, © AACE®, Chapter 11.5: Value Management and Value Improving Practices (VIPs). 8. 30R-03. Implementing Project Constructability.
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