We were engaged to work on the first of multiple data centres, outside the UK, designed to be packed full of cutting-edge technology, making them some of the most advanced, efficient and sustainable data centres in the world. They feature the latest server, storage and network designs. The first centre is powered by 100 per cent renewable energy, making good use of the country’s abundant wind resources.

Our engagement was focused on supporting the project team to exceed customer expectations, setting the goal of having “best in class” project control and communication facilities while improving productivity and reducing programme durations.

The target was to not only deliver the current data centre on time, but to make significant improvements in lead time throughout the design, construction and commissioning phases for the next build. Along with this was the focus on capturing and transferring best practice solutions to actively transfer to other sister projects across Europe.

Over a 14 month period we facilitated a range of activities with different teams across the project, including:

• Designing and running a number of visual systems to co-ordinate the operation and control aspects of the construction, office fit out and commissioning phases. The inclusion of collaborative planning techniques and emerging BIM technology was key to the control room processes developed.
• Conducting a number of work studies to analyse processes affecting the critical path. Deploying lean tools and problem solving techniques to reduce the actual time taken and to achieve or improve on original delivery targets. These included activities to improve supplier deliveries and site logistics.
• Running a structured series of trials to redesign part of the fit out process in order to reduce the safety risk from working at height and the time taken.
• Leading an Improvement Workshop to challenge the team to further reduce the construction lead times for new data centres.
• Exposing Modular Solutions that improve safety and boost productivity and quality.
• Delivering lean tool training modules to upskill selected personnel to ensure future improvement work is internally supported.
• Developing a Knowledge Management Platform to capture and transfer best practices and lessons learned across each campus.

Over a 14 month period we facilitated a range of activities with different teams across the project, including:

• Designing and running a number of visual systems to co-ordinate the operation and control aspects of the construction, office fit out and commissioning phases. The inclusion of collaborative planning techniques and emerging BIM technology was key to the control room processes developed.
• Conducting a number of work studies to analyse processes affecting the critical path. Deploying lean tools and problem solving techniques to reduce the actual time taken and to achieve or improve on original delivery targets. These included activities to improve supplier deliveries and site logistics.
• Running a structured series of trials to redesign part of the fit out process in order to reduce the safety risk from working at height and the time taken.
• Leading an Improvement Workshop to challenge the team to further reduce the construction lead times for new data centres.
• Exposing Modular Solutions that improve safety and boost productivity and quality.
• Delivering lean tool training modules to upskill selected personnel to ensure future improvement work is internally supported.
• Developing a Knowledge Management Platform to capture and transfer best practices and lessons learned across each campus.

• Percentage Planned Complete (PPC) results went from 50% to 78%. The team have targeted further improvements to raise this over 80% and also to adapt the system to include design documentation.
• The programme is now 15% shorter than the original planned time and all trades are actively working together to develop an improved construction solution and committing to the new target programme.
• In addition the team have identified the potential to further reduce the programme by another 12%.

The background

We were engaged to work on the first of multiple data centres, outside the UK, designed to be packed full of cutting-edge technology, making them some of the most advanced, efficient and sustainable data centres in the world. They feature the latest server, storage and network designs. The first centre is powered by 100 per cent renewable energy, making good use of the country’s abundant wind resources.

Our engagement was focused on supporting the project team to exceed customer expectations, setting the goal of having “best in class” project control and communication facilities while improving productivity and reducing programme durations.

The target was to not only deliver the current data centre on time, but to make significant improvements in lead time throughout the design, construction and commissioning phases for the next build. Along with this was the focus on capturing and transferring best practice solutions to actively transfer to other sister projects across Europe.

The challenge

Over a 14 month period we facilitated a range of activities with different teams across the project, including:

• Designing and running a number of visual systems to co-ordinate the operation and control aspects of the construction, office fit out and commissioning phases. The inclusion of collaborative planning techniques and emerging BIM technology was key to the control room processes developed.
• Conducting a number of work studies to analyse processes affecting the critical path. Deploying lean tools and problem solving techniques to reduce the actual time taken and to achieve or improve on original delivery targets. These included activities to improve supplier deliveries and site logistics.
• Running a structured series of trials to redesign part of the fit out process in order to reduce the safety risk from working at height and the time taken.
• Leading an Improvement Workshop to challenge the team to further reduce the construction lead times for new data centres.
• Exposing Modular Solutions that improve safety and boost productivity and quality.
• Delivering lean tool training modules to upskill selected personnel to ensure future improvement work is internally supported.
• Developing a Knowledge Management Platform to capture and transfer best practices and lessons learned across each campus.

The solution

Over a 14 month period we facilitated a range of activities with different teams across the project, including:

• Designing and running a number of visual systems to co-ordinate the operation and control aspects of the construction, office fit out and commissioning phases. The inclusion of collaborative planning techniques and emerging BIM technology was key to the control room processes developed.
• Conducting a number of work studies to analyse processes affecting the critical path. Deploying lean tools and problem solving techniques to reduce the actual time taken and to achieve or improve on original delivery targets. These included activities to improve supplier deliveries and site logistics.
• Running a structured series of trials to redesign part of the fit out process in order to reduce the safety risk from working at height and the time taken.
• Leading an Improvement Workshop to challenge the team to further reduce the construction lead times for new data centres.
• Exposing Modular Solutions that improve safety and boost productivity and quality.
• Delivering lean tool training modules to upskill selected personnel to ensure future improvement work is internally supported.
• Developing a Knowledge Management Platform to capture and transfer best practices and lessons learned across each campus.

The results

• Percentage Planned Complete (PPC) results went from 50% to 78%. The team have targeted further improvements to raise this over 80% and also to adapt the system to include design documentation.
• The programme is now 15% shorter than the original planned time and all trades are actively working together to develop an improved construction solution and committing to the new target programme.
• In addition the team have identified the potential to further reduce the programme by another 12%.