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Strategic Management of University Real Estate supported by BIM

P5 Presentation. Strategic Management of University Real Estate supported by BIM. An application to the real estate of the Greek University A.U.Th . George Tzovlas|4118014. Developments in Time . Late 2009 Greek Debt Crisis. May 2011 Reduced State Funding for A.U.Th . January 2012

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Strategic Management of University Real Estate supported by BIM

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  1. P5 Presentation Strategic Management of University Real Estate supported by BIM An application to the real estate of the Greek UniversityA.U.Th. George Tzovlas|4118014

  2. Developments in Time Late 2009 Greek Debt Crisis May 2011 Reduced State Funding for A.U.Th. January 2012 Research Begins October 2012 A.U.Th. to buy new building? November 2012 A.U.Th. Campus Facilities Closed

  3. Research Proposal | Problem Statement Need for a new Transparent, Rational and Coherent approach • Proactive management • Optimally support A.U.Th.’s objectives • Conscious & evidence based • Task’s Complexity requires valid information

  4. Research Proposal | Research Question In which ways the decision making for A.U.Th. real estate can further be professionalized?

  5. Research | Theoretical Framework Examine 4 CREM Perspectives In Different Levels External environment Organization RE Portfolio Building Object

  6. Research | Theoretical Framework 4 CREM Perspectives In Different Levels 4 Management tasks In time

  7. Four Management Tasks Task2. Evaluate KPIs Benchmarking Define F Match Task1. Assess Assessment on KPIs Identify C Mismatch Task3. Explore External Influences Internal Strategies Task4. Act Through a Project

  8. Case Study | Analysis Aristotle University of Thessaloniki Thessaloniki CBD A.U.Th. Campus

  9. Case Study | Analysis Aristotle University of Thessaloniki Educational Facilities: 300.000m2 UFA 20% Vacant 43% -20€/m2 80% +60€/m2 Rented 57% Endowments: 9.000m2 LFA

  10. Case Study | Analysis Aristotle University of Thessaloniki | Assessment AUTh AUTh

  11. Case Study | Analysis Aristotle University of Thessaloniki | Assessment AUTh AUTh NL HEI NL HEI

  12. Case Study | Analysis Aristotle University of Thessaloniki | Assessment A.U.Th. Budget 2004-2011 (min. Euro) -65%

  13. Case Study | Analysis Aristotle University of Thessaloniki | Evaluation

  14. Case Study | Analysis Aristotle University of Thessaloniki | Evaluation • 1. Off Campus Rented space 10x more expensive

  15. Case Study | Analysis Aristotle University of Thessaloniki | Evaluation • 1. Off Campus Rented space 10x more expensive • Reduce Office Space • (+48% in average)

  16. Case Study | Analysis Aristotle University of Thessaloniki | Evaluation • 1. Off Campus Rented space 10x more expensive • Reduce Office Space • (+48% in average) • Increase Educational Space • (-52% in average)

  17. Synthesis | Project Definition Select Goal:Cost-efficiency € Where? On-campus? Off-campus? Outcome Test Feasibility m2 U & F What? U&Fin the appropriate physical setting

  18. Synthesis | Project’s Concept Align Match Goal:Cost-efficiency € Project’s Business Case Valid Information for Decision Making m2 U & F Project’s Design Brief

  19. Synthesis | Process Framework Strategic level CRE Portfolio Selected Project Current Goal CREM Cost Efficiency Design Brief BIM Connect Design LCC criterion Realization Building in Use Selected Design Operational level

  20. Synthesis | End Prodcut Pre A Design of a 7 step Process • 4 Preliminary Steps: PreA - C • CREM decision in step D • Alignment in step E • Realization in step F A B D C E F

  21. End Product | Step by Step Step A t -4 A.U.Th. Strategists & Decision Makers E&F Pre A Input • External Environment • A.U.Th. Database KPIs Decisions • A.U.Th. Performance • CRE Performance Output • A.U.Th. Goals • CRE Strategy AV • By Forecasting • Strategic Management Based on Evidence

  22. End Product | Step by Step A.U.Th. Organizational Performance Profitability KPIs | CRE Value € A.U.Th. CREPerformance Demand Oriented Rent to partners Network Today Decide Forecast + € -% € m2 Market Orientation - m2 Supply Oriented Sell Residual m2 Virtual

  23. End Product | Step by Step Step B t -3 Project’s Business Case A Input • A.U.Th. Goals • Budget • Core Business Activities • Users Decisions • Project Current Performance • Financial model • Functions & Users Output • Future Financial Model, Feasibility • Future Functions & Users, towards a strategic Model, C/N/V AV • Rationalization • Transparency • Professionalization C

  24. End Product | Step by Step Functional Assessment • Frequency rate - FR • hrs Used/hrs Available • Occupancy rate -Occ • Users/UFA x hrs Used • Define Space Utilization • FR x Occ Financial Assessment • Assess Book versus Market Values • Assess Cost of Ownership • Feasibility Studies

  25. End Product | Step by Step Step C t -2 Building Object Assessment B Input • Strategic information from the Project’s business Case Decisions • Costs/Benefits, Quality • Future Site & Location • Availability of Building Information Output • First BIM Model • Integrated Building Information • Strategic & Operational AV • Integrated & Valid Management Info • Increased Transparency D

  26. End Product | Step by Step Building Object Assessment • Site Qualities • Infrastructure , Accessibility, Parking • Building Object Qualities • Spatial Configuration – Distances & Relations • Technical Condition – Maintenance Costs • Energy Consumption – Operating Costs

  27. End Product | Step by Step Step D t -1 CREM Verification A Input • A.U.Th. RE Strategy • Integrated Valid Project Information (BIM) AV • Increased Forecasting Capacity • Proactive & Strategic • Transparent Decision Making on • Valid Information Decisions • CREM decision for the specific Project • Adapt top-down • RE Strategy or • bottom-up • Project specifications? Output • A.U.Th. Wish-list for the project, as input for the Design Brief. • Stimulation of Decision Making C

  28. End Product | Step by Step D Step E&F t 0 & t+1 From Strategy to Implementation Input • A.U.Th. Wish-list Decisions • Project Formation • Design Evaluation • Design Development • Project’s LCC / Performance • Contractor Selection Output • Design Brief • Selected Project Design • Realized Project • Related Info in BIM (+) AV • From Strategy to Implementation and back • Management Information for CREM t +2

  29. End Product | Step by Step Design Brief Development • Define Criteria & Conditions for the Design • Distance of X from Y • -Classroom depth from façade • -Classroom door from staircase • Design & Construction • Generate Feedback Information • Evaluate % success – BIM 4D minimizes risk

  30. Research | Conclusions Answer to the Research Question • A.U.Th. CREM can further be professionalized • Proactive , thus Strategic • Decisions based on Valid Information • Through a Transparent Process • Evolution of A.U.Th.’s CREM in time?

  31. Research | Recommendations Past Present Short-Term Mid-Term Long-Term CREM Incremental Reactive Assessment, Consolidation & Restructuring CREM CRE Collection On-Campus Off-Campus Control Risks ? Reduce Costs Support User’s Activities CREM RE portfolio Analysis, Need to Act on the Problem Prepare Project Controller Analytical, Transparency Task Manager

  32. Research | Recommendations Past Present Short-Term Mid-Term Long-Term CREM Incremental Reactive Consolidation Restructuring Act on the Problem CREM CRE Collection On-Campus Off-Campus Control Risks Reduce Costs Support Activities ? Reduce Footprint Operate the Process Project: School of Journalism CREM Analysis Project Preparation Deal Maker Problem Solving Standardization Controller Task Manager

  33. Conclusions | Evolution Past Present Short-Term Long-Term Mid-Term CREM Incremental Reactive Consolidation Restructuring Act on the Problem Forecasting Strategic Decision Making CREM CRE Collection On-Campus Off-Campus Control Risks Reduce Costs Support Activities Reduce Footprint Increase RE Value Increase Flexibility Increase Satisfaction Improve Quality CREM Analysis Project Preparation Project Generated Info In BIM BIM database Entrepreneur Match Market Options Deal Maker Controller Task Manager

  34. Research | Recommendations Present Short-Term Long-Term Future Mid-Term CREM Consolidation Restructuring Act on the Problem Forecasting Str. Dec. Making Business Strategists CREM Control Risks Reduce Costs Support Activities Increase (+) RE Value Flexibility Satisfaction Quality Reduce (-) Footprint Network Stimulate Innovation Stimulate Collaboration CREM Analysis Project Preparation Project Generated Info In BIM BIM Database Virtual Entrepreneur Support Image Deal Maker Controller Support Culture

  35. Research | Recommendations CREM • Rational & Proactive • Prevention of unforeseen “Corrections” Campus Management • Sensitivity & Responsibility • Transparency

  36. Research | Recommendations Time Awareness Decide and Act before it is too late

  37. The End Thank you

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