We define the requirements for infrastructure.
Powerful, accurate, modular
when and where
In brief: our core competence
I Complex construction projects demand clearly defined responsibilities, binding information flow, reliable communication structures, and excellent documentation. From planning via construction to the life cycle of an utility.
Gobar actively advises developers and plans, develops, and designs the necessary powerful communication- and information-structures.
II All object data has to be made available universally, intelligently, independently of context, and media-free.
Gobar develops standardised and individual structures for perfect and customised data management and combines information and data flow, reliably.
III A loss of data is unacceptable! At the same time, however, the data management systems of various contract partners may utilise IT-systems and media which may be incompatible with each other.
Gobar develops and uses dynamic, flexible, and platform independent methods and solutions that guarantee top levels of information- and data-security – Open Standards.
We benefit from countless years of project experience. This enables us to advise and support our clients knowledgeably, actively, and constructively in all aspects of complex construction project management.
Because we know that the realisation is only as good as the plans.
The sharing of knowledge.
We do our homework before we meet with our clients. Gobar is a member of numerous boards and steering committees – World-wide.
Our goal, on the one hand, is the extensive standardisation of communication in construction and the development of even more powerful solutions to harness these standardised structures technologically for day-to-day practice.
Here, compliance with the legal requirements of BIM is as important as the specific requirements and policies of the respective EU member states.
It is of the utmost importance to utilise Open Standards between the various contractual partners that communicate information and project requirements uniformly and as accessibly as possible. This is the only way to avoid misunderstandings in project collaboration, reduce non-conformity costs and ensure the on-time and on-budget completion of a project.
Gobar Consulting Group plays a decisive role in the development and implementation of Open Standard methods.
- Information management
- Process optimisation for complex construction projects
- Preparation of specifications or information supply specifications
- Standardisation of communication structures and information flows
- Development and implementation of open standards
- Project management
- Strategy consulting
- Rijkswaterstaat (Dutch Road and Waterway administration): A20 Moordrecht Interchange
- Rijkswaterstaat: N61 Hoek – Schoondijke
- Rijkswaterstaat: SAA DBFM contract A1-A6
- Rijkswaterstaat: SAA Contractor
- Province of Zeeland: Reconstruction of the Sloeweg
- Rijkswaterstaat: MOBZ Phase 3 and 4. modernisation, object operation Zeeland
- Rijkswaterstaat: Queen sluice (Koninginnesluis) and Munt Bridge near Utrecht / Nieuwegein
- Rijkswaterstaat: Sheet piling Amsterdam-Rhine canal
- Province of Gelderland: contract management. Redesign of the provincial central building
- Municipality of Amsterdam: Rode loper. Renovation of traffic- and water-ways Damrak/Rokin
- Amsterdam: Renovation IJtunnel
- Municipality of Amsterdam (GVB): MVP4 Subway project
- Province of Gelderland: Soil remediation project Ascot, Meteren and Vorden
- Waternet: riverbed restoration and remediation, de Vecht
- Province of Gelderland: OV-Cluster Oost (contracts transport companies rail/bus)
The Ministry of Transport demanded the clear definition of communication responsibilities for all project members with respect to the construction company. Authorities involved in this project were: Rijkswaterstraat, the Province of Zuid Holland and the municipality of Zuidplas.
For the contract negotiations with the construction company, the authorities were linked to the communication structure of Rijkswaterstraat and the negotiations were supported, digitally.
Over several months, various research groups worked on describing the structures and processes for motorway project SAA A1-A6 in flowcharts. In spite of this, an overview and a sensible, clear, and simple structure was missing.
The analysis of the various flowcharts allowed the creation of a clear contract structure that corresponded to the project. Based on this structure, the project manager was able to define the project responsibilities of client and contractor.
This focused mainly on the internal allocation of tasks and responsibilities for the following processes:
- Transfer of asset data (as-built data of roads, tunnels, tunnels etc.)
- Risk management
- Communication- and stakeholder-management
- Project management
Inspections (verification, validation) and performance measurement
Drafting of a suitable, one-page communication structure. Creation of process descriptions and coordination with expert consultants in various workshops. Advice on which processes offer suitable support for the processes.
Digital contract-management support.
Creation of a communication structure, digital information model, and implementation of the digital contract management application within a month – inclusive of three coordination sessions with all project participants.