What are the current situation and existing problems of data governance in engineering construction industry?

What are the current situation and existing problems of data governance in engineering construction industry?

(Summary description) What are the current situation and existing problems of data governance in engineering construction industry?

What are the current situation and existing problems of data governance in engineering construction industry?

(Summary description) What are the current situation and existing problems of data governance in engineering construction industry?



1. What are the current situation and existing problems of data governance in engineering construction industry?

2. What are the characteristics of data management in the construction industry?

3. What work has Puyuan done in the process of data governance in the construction industry, and the role of Puyuan in this process?

4. What are the common and urgent needs of enterprises in the implementation of data governance?

5. What value does it bring to the enterprise?

6. Issues needing attention in the implementation of data governance

1、 What are the current situation and existing problems of data governance in engineering construction industry?

The data governance of the engineering construction industry should start from the informatization of the industry. The informatization of the construction industry can be divided into three stages since the 1990s:

The first stage from 1990 to 2000 is characterized by stand-alone application, mainly the popularization of CAD. The change is the design stage from traditional manual drawing to time-saving, labor-saving and more accurate computer drawing.

The second stage, from 2000 to 10 years, is mainly characterized by some professional application systems in all links of the whole construction field, which mainly solve the problems of management, coordination and construction in the project. From the characteristics of this stage, we can see that a large number of professional systems will produce a large amount of business data, which is isolated and scattered. It is a process from nothing. Most enterprise informatization has just experienced the transition period from the initial stage to the control stage to the integration stage after dissemination. Therefore, even if there are problems in the data, the priority is not high.

The third stage is 10 years to date. This stage is to use BIM Technology as the carrier to make a horizontal connection between technology and management informatization around the informatization of construction projects. At this stage, the state has also issued a series of policies and guidance, which has played a very key role in the informatization construction of the whole industry.

Among them, the guidance on promoting the application of building information model is the application and promotion of BIM. The focus is to shift the information center from information-based auxiliary management to horizontal connection around construction project construction and operation services, which shows that most enterprises in the whole industry have entered the integration stage, at least on the road, Business is supported by data at the bottom. At this stage, there are many product and solution companies focusing on data governance, because from the perspective of enterprise information construction model, the enterprise goes through the integration stage is the data management stage. Many people may think that I haven't done well in integration yet, and data management is still early, but it's not, In the integration stage, the emphasis is on the connection, rather than individual entities fighting alone. Therefore, at this stage, we should start the overall information planning. How to open up our future system, how to apply data, how to use data as support, which businesses have bottlenecks, which are restricted, and which need to be solved through the data level? That solves these problems, and the business breaks through the restrictions, that is, we mean enabling or optimizing the business through data governance.

Another standard, evaluation standard for informatization of construction enterprises, may not be understood by many people, because the special qualification evaluation of construction general contracting enterprises in 2007-17 included relevant requirements for enterprise internal informatization. This standard defined the general scope and direction of business and technical informatization, such as the informatization degree of business operation and production, A complete set of technical evaluation systems such as data management, data integration and application integration level were put forward in 11 years. From the point of time, the standard was put forward very early. In fact, this shows a problem. The informatization level of the construction industry is lagging behind that of other industries, not because the technology is not advanced enough and the concept is not advanced enough, The reason why it is big but not strong is due to many reasons, including the industry characteristics of the construction industry itself, the historical reasons for the evolution of informatization, the team of professionals, the degree of technology and business integration and so on.

In this case, if enterprises want to take data as the core and give full play to the value of data assets in enterprise digital transformation, the main problems come from three aspects:

1. There is a shortage of informatization talents in construction enterprises. In previous years, many domestic enterprises lack professional informatization management talents, or lack full-time informatization departments, or weak informatization management ability, resulting in the shortage of informatization talents in the industry. In addition, there are similarities and great differences in the way of thinking between informatization and building construction. The similarities are that both focus on project management and operation services in the implementation process, but people in the engineering field often pay more attention to deterministic things. For example, with the progress of construction, the construction results can be seen by the naked eye, The process of informatization and digitization pays more attention to the more abstract data and technology, resulting in the situation that those who understand technology do not understand business and those who understand business do not understand technology, To better promote the data governance and digital transformation of enterprises, a group of professional informatization talents are needed as a bridge to connect business and data, so as to provide capability support for enterprise data management.

2. The industry business characteristics cause the data to be layered, fragmented and independent. At the same time, the common standards of industry management are difficult to be abstract and unified, resulting in that the construction industry cannot be highly standardized like the manufacturing industry, and the overall standardization degree of the industry is low. In the process of practice, it is often difficult for business data to communicate across systems and business domains, data to circulate, and business optimization, Even forced standardization for data governance, standardization for standardization, divorced from the realistic foundation, also deviated from the goal of informatization. In the process of practice, we need to find an appropriate balance between the two.

3. It is difficult to quantify the value of informatization, and it is more difficult to reflect the value of data governance. In the process of informatization, the achievements of management process informatization, data service and communication efficiency improvement are often difficult to quantify, resulting in low recognition of the role of informatization by the enterprise leadership and great difficulty in promotion. It should be continuously optimized in combination with specific business scenarios during the construction process, Reflect the data value through the quantification of business problems.

2、 What are the characteristics of data management in construction industry?

Business data is generated by relying on business processes. To understand the characteristics of data management, we must first start with the business characteristics. The two obvious points that distinguish the characteristics of the construction industry from the manufacturing industry are discreteness and singleness. The production objects, tools and locations of engineering projects are scattered, and each project is personalized and independent. Housing construction The construction of bridges and highways should be adjusted to local conditions.

The other two characteristics are mobility and sudden. For example, the personnel flow at the construction site is very frequent. The problem of wage arrears of migrant workers, which is the focus of the state in various places, is very difficult. In fact, part of the reason is that the personnel flow of migrant workers is very frequent. The same person is still at construction site a today and will go to construction site B tomorrow, which will cause great trouble for the settlement of personnel working hours; For example, some building materials and equipment in engineering construction are also flowing. During the construction process, the project is also very vulnerable to external random events, such as the impact of geographical environment, weather, unexpected events caused by human negligence and so on.

The business data generated based on such business characteristics has the characteristics of large quantity, complexity and diversity, isolated faults and manual reporting. Generally, the construction cycle of construction projects is long, and a project often generates several T data, involving all aspects of project management, including materials, peripheral materials, contracts, costs, equipment, safety, quality and other data with different caliber, At the same time, a large number of data gaps are distributed in various projects. During operation and management decision-making, some data can only be summarized in the form of manual reporting, resulting in invisible, uncontrollable and unavailable data.

In the past project implementation, we encountered that the data standards of single project - unit project - divisional project - subdivisional project in the work breakdown structure are not unified, the decomposition granularity of each project is different, and the subdivisional project is misplaced, resulting in the failure to reflect the real situation in cost management, such as cost and output value management, Managers can't reflect which road and bridge these output values and costs come from through data, which is very unfavorable to the fine management of enterprises. Due to the multiple management sequences and staggered definition of data caliber of each department, each department builds its own system and manages its own data, resulting in a lot of repeated construction and waste of resources.



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