|
| Interaction | No. | Problems in SEC |
|
| I-E | 1 | Various returns of the projects to architecture |
| 2 | Delay in return of plans from architecture, protested by the SEC |
| 3 | No notification or specification of changes in plans from architecture |
| 4 | Inefficient communication channels with architecture |
| 5 | Few direct coordination meetings with architecture |
| 6 | Lack of initial coordination (defining channels, means for working, and feedback) in early architecture-engineering interactions |
| 7 | Differences in modeling criteria between architecture and SEC |
| 8 | Delays in deliveries due to questioning of calculations based on differences in design criteria between project review offices |
| 9 | Projects returned to the SEC due to doubts/errors identified during the construction phase |
| 10 | Postdelivery changes to total costs of bulk work (reduced costs) |
|
| 1-E/I-I | 11 | Loss of information from central source (architect, client) when passing across the desks of senior engineers, coordinators, up to the executing project engineer |
| 12 | There is no logbook/record of project modifications |
| 13 | Presence of downtime in projects |
|
| I-I | 14 | The exchange of information between the engineer-designing draftsman is “manual” (handwritten plans, verbal indications, etc.) |
| 15 | Large number of reworks by the designing draftsman due to recurring changes |
| 16 | Errors in final structural plans |
| 17 | Excessive work for designing draftsmen because of large amount of detail in the projects |
| 18 | Redrawing of architectural plans to structural plans |
| 19 | Changes in analysis models (partial or global) due to project modifications |
| 20 | Identification of errors and/or omissions in near-completed projects |
| 21 | Low internal control of ongoing activities and projects |
| 22 | Decreased efficiency due to multiple jobs performed in parallel by one professional |
| 23 | Excessive rework by the project engineer |
| 24 | Large number of spreadsheets (excel, etc.) that make the design process slow and cumbersome |
| 25 | Many projects with similar deadlines as all clients want their projects to be completed quickly (everyone needs theirs “yesterday”) |
|
