The OST BMW Freimann office building in Munich

During the realisation of the project, PORR was confronted with clear ideas and specifications from the client right from the start. As the architect's design exceeded the budget by EUR 10 million, PORR Design & Engineering was commissioned after service phase 2 to use value engineering to identify optimisation potential in order to stay within the budget. The successful completion of this challenging task not only secured the general planning contract, but also led to PORR being awarded the contract to construct the office building. In the role of general planner, the task from service phase 3 onwards was to adhere strictly to the time and cost frame. In order to achieve the best possible result within the specified costs, PORR opted for a design-to-budget approach in the design planning. All trades involved in the project were required to realise the project goals within the costs approved by BMW.

The tight schedule meant that the design and planning application phases had to be reversed. The submission of the building application was brought forward on the basis of the preliminary design planning. The design planning was carried out in parallel and for the most part subsequently. This meant that the changes incorporated in the design phase had to be approved in the course of a building permit application.

An additional requirement of the client was to realise the building project as far as possible in modular construction using prefabricated system elements. This included the use of prefabricated concrete parts for ceilings, walls, façade elements and stairs, as well as prefabricated shafts with prefabricated building services installations.

In the BMW Freimann project, PORR has put into practice what is no more than a nice theory in many other construction projects: the new BMW complex is a genuine joint project. The client, as well as PORR and its partner subcontractors, work closely together in the form of a partnering model from planning to turnkey realisation.

realisation. They also contribute their specific knowledge, experience and expertise. Contrary to widespread fears, this partnering model does not replace any of the project participants, but rather optimises their cooperation. In this way, project participants become project partners.

An essential part of a collaborative construction project is integral planning, the simultaneous involvement of all the specialist disciplines involved in the planning process. An essential element is the early involvement of all necessary experts in the planning team and their simultaneous and coordinated processing of the planning tasks. The project planning for the Freimann project was also carried out jointly with all the specialist groups involved on the basis of this concept. The close teamwork between PDE, PORR Major Projects, PORR Germany's Munich branch as well as the contractors of the most important trades such as technical building equipment (TBE), façade, interior construction and building automation was crucial. Project managers from all of these specialist groups were involved in the planning from the outset through their active participation in the planning process, regular attendance at planning meetings and the preparation of planning-relevant documents. This meant that the expertise of the trades carrying out the work was already incorporated into the design planning and subsequently into the implementation planning.

The building is subject to BMW's own assessment system for sustainable construction, which is similar to the requirements of the international LEED label and the German DGNB standard. From the outset, PDE focussed on environmentally friendly planning, particularly with regard to the choice of materials, water and energy supply. The integration of sustainability aspects such as user comfort, material ecology and regionality follows the "Sustainable Building" reference system defined by PORR.

Thanks to the partnering model and the integral planning approach, the trades carrying out the work were involved in the planning right from the start of the project. This meant that the requirements defined by the client could be realised within the specified cost and time frame.

By applying Lean principles in project management, PDE ensured that construction began in June 2017 as requested by the client.