North America Building Technology Buying Processes and Bid Spec Process Evaluation, 2017

North America Building Technology Buying Processes and Bid Spec Process Evaluation, 2017

Adopting a Traditional Approach Rather than a Collaborative Approach to Project Management is the Main Reason for Sub-par Project Efficiency

RELEASE DATE
31-Aug-2018
REGION
North America
Research Code: K2CE-01-00-00-00
SKU: EN01089-NA-CR_22270

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Description

This research service offers in-depth understanding of the practices, challenges, process influencers, and opportunities pertaining to intelligent building (IB) design and implementation. The concept of IBDI processes was examined from the perspectives of building owners, occupants, vendors, service providers, and industry associations. It was found that the lack of efficient design and communication among the key stakeholders was the major challenge encountered by companies during the design and implementation of IB. Adopting a traditional approach rather than a collaborative approach to project management is the main reason for sub-par project efficiency and limited technology advancements. Traditional design and implementation processes are inadequate to meet the needs of dynamic entities such as IBs. It was noticed that only 30 percent of respondents followed best practices during the implementation of the project. Therefore, to improve the design and implementation processes, traditional silo-based approaches need to be abandoned in favor of a strategic and holistic view of the projects, beyond first costs. An integrated approach will help dissolve the barriers that isolate the design and implementation stages by bringing together all participants and their various knowledge and skills.

In addition to that, it was seen that architects, design and build contractors, and technology consultants are the top three partners that influence the design specifications. The level of influence of these three is higher in new construction activities than renovation and retrofit projects. In terms of technology, lighting and HVAC is anticipated to be the leading technologies for future renovations, tenant fit outs, and new installations.


Research Highlights

The key focus areas of the project include the following: 

  • Evaluating the benefits of adopting proper design and implementation practices
  • Understanding various design processes currently in use and the ways to improve their adoption
  • Addressing issues and challenges stated by value chain participants and determining ways to mitigate them
  • Determining opportunities for collaborations and partnerships to resolve common challenges

Key Conclusions

The study presents the importance and implications of adopting the best design practices and implementation methods that could increase the adoption of the IB technologies and services. Frost & Sullivan hopes these findings will encourage vendors and service providers to consider incorporating IB design elements and implementation measures to create buildings that serve the holistic needs of occupants.

RESEARCH: INFOGRAPHIC

This infographic presents a brief overview of the research, and highlights the key topics discussed in it.
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Table of Contents

Research Objectives

Research Methodology

Profile of Respondents—Country and Firm Size

Profile of Respondents—Type of Organization

Profile of Respondents—Job Titles

Summary of Key Findings

Drivers of IB Technology Adoption

Drivers of IB Technology Adoption (continued)

Drivers of IB Technology Adoption (continued)

Drivers of IB Technology Adoption (continued)

Top 10 Positive Outcomes of IB Projects

IB Project Experience—Overall Outcome

IB Project Experience—Overall Outcome (continued)

IB Project Experience—Overall Outcome (continued)

IB Project Experience—Overall Outcome (continued)

IB Project Experience—Overall Outcome (continued)

IB Project Experience—Overall Outcome (continued)

Reasons for IB Project Success

Top 5 Negative Practices and Outcomes of IB Projects

IB Project Experience—Negative Practices and Outcomes

IB Project Experience—Negative Practices and Outcomes (continued)

IB Project Experience—Negative Practices and Outcomes (continued)

Reasons for Sub-optimal IB Project Outcome

Reasons for Sub-optimal IB Project Outcome (continued)

Reasons for Sub-optimal IB Project Outcome (continued)

Reasons for Sub-optimal IB Project Outcome (continued)

Top Positive and Negative IB Design Practices and Outcomes

IB Project Experience—IB Design Practices and Outcomes

IB Project Experience—IB Design Practices and Outcomes (continued)

IB Project Experience—IB Design Practices and Outcomes (continued)

Other Positive and Negative IB Project Practices and Outcomes

IB Project Experience—Other Practices and Outcomes

IB Project Experience—Other Practices and Outcomes (continued)

IB Project Experience—Other Practices and Outcomes (continued)

Top 10 IB Design and Implementation Practices

Perceived Value of Design and Implementation Practices

Perceived Value of Design and Implementation Practices (continued)

Perceived Value of Design and Implementation Practices (continued)

Perceived Value of Design and Implementation Practices (continued)

Perceived Value of Design and Implementation Practices (continued)

Perceived Value of Design and Implementation Practices (continued)

IB Best Practice Orientation Segments

IB Best Practice Orientation Segments (continued)

Summary of Key Differences between IB Best Practice Segments

Summary of Key Differences between Owners and IBDI Project Partners

Sectors and Industries

Number of IB Design Projects—Last Two Years

Expected Trend in the Number of IB Projects

Involvement in Various Building Project Phases

Involvement in Various Building Project Phases (continued)

Involvement in Various Building Project Phases (continued)

Project Type and Region

Profile of Projects—Types of Technologies: Past and Future

Profile of Projects—Types of Technologies: Past and Future (continued)

Profile of Projects—Types of Technologies Included

Profile of Projects—Types of Technologies Included (continued)

Profile of Projects—Types of Technologies Included (continued)

Profile of Projects—Types of Technologies Included (continued)

Profile of Projects—Types of Technologies to be Included in the Next Two Years

Profile of Projects—Types of Technologies to be Included in the Next Two Years (continued)

Profile of Projects—Types of Technologies to be Included in the Next Two Years (continued)

Profile of Projects—Types of Technologies to be Included in the Next Two Years (continued)

Most Problematic or Challenging Technologies to Implement

Most Problematic or Challenging Technologies to Implement (continued)

Most Problematic or Challenging Technologies to Implement (continued)

Most Problematic or Challenging Technologies to Implement (continued)

Most Problematic or Challenging Technologies to Implement (continued)

Most Problematic or Challenging Technologies to Implement (continued)

Why Technologies are Difficult to Implement

Why Technologies are Difficult to Implement (continued)

Why Technologies are Difficult to Implement (continued)

Why Technologies are Difficult to Implement (continued)

Why Technologies are Difficult to Implement (continued)

Why Technologies are Difficult to Implement (continued)

Why Technologies are Difficult to Implement (continued)

Measures to Prevent IB Technology Implementation Problems

Measures to Prevent IB Technology Implementation Problems (continued)

Measures to Prevent IB Technology Implementation Problems (continued)

Measures to Prevent IB Technology Implementation Problems (continued)

Technology Implementation Aspects

Technology Implementation Aspects (continued)

Technology Implementation Aspects (continued)

Involvement of Parties in IB Specification Development

Involvement of Parties in IB Specification Development (continued)

Involvement of Parties in IB Specification Development (continued)

Influence of Parties in the Specification of IB Solutions

Influence of Parties in the Specification of IB Solutions (continued)

Influence of Parties in the Specification of IB Solutions (continued)

Perceived Trends in the Influence of Parties in New Construction

Perceived Trends in the Influence of Parties in Major Renovations

Perceived Trends in the Influence of Parties in Fit Outs and Retrofits

Building Certifications that are Considered Important

Building Certifications that are Considered Important (continued)

Building Certifications that are Considered Important (continued)

End-Customer Education on IB Design/ Implementation—Some Methods and Topics

End-Customer Education on IB Design/ Implementation—Some Methods and Topics (continued)

End-Customer Education on IB Design/ Implementation—Some Methods and Topics (continued)

End-Customer Education on IB Design/ Implementation—Some Methods and Topics (continued)

IB Best Practice Orientation Segments

Drivers of IB Technology Adoption

IB Project Experience—Overall Outcome

IB Project Experience—Overall Outcome (continued)

IB Project Experience—Negative Practices and Outcomes

IB Project Experience—IB Design Practices and Outcomes

IB Project Experience—Other Practices and Outcomes

Profile of Projects—Types of Technologies Included

Profile of Projects—Types of Technologies Included (continued)

Most Problematic or Challenging Technologies to Implement

Most Problematic or Challenging Technologies to Implement (continued)

Perceived Value of Design and Implementation Practices

Perceived Value of Design and Implementation Practices (continued)

Legal Disclaimer

List of Exhibits

List of Exhibits (continued)

List of Exhibits (continued)

List of Exhibits (continued)

The Frost & Sullivan Story

Value Proposition—Future of Your Company & Career

Global Perspective

Industry Convergence

360º Research Perspective

Implementation Excellence

Our Blue Ocean Strategy

Related Research
This research service offers in-depth understanding of the practices, challenges, process influencers, and opportunities pertaining to intelligent building (IB) design and implementation. The concept of IBDI processes was examined from the perspectives of building owners, occupants, vendors, service providers, and industry associations. It was found that the lack of efficient design and communication among the key stakeholders was the major challenge encountered by companies during the design and implementation of IB. Adopting a traditional approach rather than a collaborative approach to project management is the main reason for sub-par project efficiency and limited technology advancements. Traditional design and implementation processes are inadequate to meet the needs of dynamic entities such as IBs. It was noticed that only 30 percent of respondents followed best practices during the implementation of the project. Therefore, to improve the design and implementation processes, traditional silo-based approaches need to be abandoned in favor of a strategic and holistic view of the projects, beyond first costs. An integrated approach will help dissolve the barriers that isolate the design and implementation stages by bringing together all participants and their various knowledge and skills. In addition to that, it was seen that architects, design and build contractors, and technology consultants are the top three partners that influence the design specifications. The level of influence of these three is higher in new construction activities than renovation and retrofit projects. In terms of technology, lighting and HVAC is anticipated to be the leading technologies for future renovations, tenant fit outs, and new installations.--BEGIN PROMO--

Research Highlights

The key focus areas of the project include the following: 

  • Evaluating the benefits of adopting proper design and implementation practices
  • Understand
More Information
No Index No
Podcast No
Author Pratik Paul
Industries Environment
WIP Number K2CE-01-00-00-00
Is Prebook No
GPS Codes 9343-A4,GETE