BIM Management – A Strategic Approach Rodd Perey

The Issue BIM has proven value in: Lowering costs Lowering risks Improving quality Reducing time to design and construct Providing a platform for facilities management Yet few projects are realising the benefits to the degree possible

BIM Can Deliver More! Commitment is lacking at all levels BIM deliverables are not identified Roles and Responsibilities are not defined and referenced in contracts The approach to delivery is ad hoc Various ‘BIM’ roles, often at cross-purposes Few of the known benefits of BIM are actually delivered No performance metrics for BIM: The benefits of BIM are hidden and BIM as a valuable process is undermined

Some Guidance

The Strategic Approach Set Goals and Objectives for BIM delivery Identify potential problems and limitations Create a Strategy for Success (that will deliver the BIM objectives and deal with problems and limitations) Enjoy the time, cost, quality and risk benefits of BIM!

Goals and Objectives Know your Client and their needs and capacity Understand the breadth of what is possible with BIM Workshop with the Project Team for their insight into opportunities and issues Document the agreed Goals (broad) and Objectives (specific) for the Project Identify priorities amongst the Goals and Objectives Establish team-wide commitment to goals and methods

Goals and Objectives Design Phase Goals and Objectives Optimise performance: Brief verification Performance simulation and analysis Design optimisation Code compliance checking BCA Accessibility Streamline approvals

Goals and Objectives Cost Estimation Direct from BIM Progressive managed move from area to elemental analysis Optioneering Bill of Quantities Reliable Documentation Specification tied to BIM Documentation integrity

Goals and Objectives Construction Phase Goals and Objectives IPD like collaborative process Early subcontractor engagement and design optimisation Adopt and Build Strategy Early subcontractor engagement Avoid double-up of effort between consultants and subcontractors

Goals and Objectives Construction Phase Goals and Objectives Construction Optimisation Construction logistics & Sequencing Fabrication models and the ‘shop model’ Design for off-site fabrication and assembly Site set‐out from BIM, by all subcontractors

Goals and Objectives Cut, thread and tag off-site Just-in-time delivery Demolition and waste management RFI reduction Re-work reduction CSA reduction Measuring the value of BIM OH&S improvement flow-on effects Cranage, hoardings and temporary structures

Goals and Objectives Coordination and Optimisation Clash detection Coordination with an automated agenda Tracking coordination issues

Goals and Objectives Cost Management Value Management Cash flow and progress payment management Manage cost as an integral part of the design process Improvement in costing precision with managed progression from zonal and area rates-based analysis to elemental analysis

Goals and Objectives Facilities Management As-built model   Facilities Management As-built model Asset management model combining information from BIM and non‐BIM sources Operations and Maintenance manual integration with BIM Integration with BMS database Compliance reporting BMS operation through BIM based ‘dashboard’ Integrated portfolio management Performance Verification

Tasks and Information Identify tasks related to delivery of each objective Identify the information requirements to deliver objectives Identify roles and responsibilities related to delivery of each objective Understand the project timeline Determine project team capabilities Establish team commitment to the identified deliverables

Solutions to Problems & Limitations Scope and Contractual Issues Workflow Issues Change Management Issues Technological Issues

Scope and Contractual Issues BIM to be included in scope from the start of the project Tasks necessary to delivery of goals and objectives must be included BIM to be included in the contractual relationships IP & PI issues IPD, co-location and other methods of delivery Legal advancements are required

Workflow Issues Different uses for the BIM Workflow synchronisation Process optimisation throughout the project team

Change Management Issues Ability of organisations to absorb change to processes Skills acquisition Attitudinal change

Technological Issues Software limitations Interoperability issues Structuring of BIM information Standards & protocols Information exchange

Strategy for Success Developed with consultation and expertise, and from experience BIM Execution Plan BIM Manual Bring the Team Together Publication Cycle Coordination Meetings Training, Secondments

BIM Execution Plan “The BIM Execution Plan is the key, from the contractors point of view, to getting value from the BIM: Systems and processes implemented at design commencement determine success on site.” Paul Nunn, National BIM Leader, Theiss Constructions

BIM Execution Plan Captures the Strategy Agreed goals and objectives Tasks and information requirements

BIM Execution Plan Captures the Strategy Agreed goals and objectives Tasks and information requirements Roles and responsibilities Methods for dealing with problems and limitations Aligns BIM tasks with the project programme Aligns BIM Strategy with industry initiatives such as AMCA’s BIM-MEPAUS, or developing BIM standards Create a structure for the use of BIM, with standards and protocols

BIM Manual Detailed information for use by modellers and those using the technology hands-on Product specific and detailed procedures Information Exchange process Structure for the model database information Detailed model usage guidelines Team communication workflow structure Protocols for consultant / subcontractor submissions Interoperability exchanges Advice on IT hardware and software requirements

Bring the Team Together Workshops keep the team focussed on the goals and objectives Introduce new players such as subcontractors to the BIM environment Provide feedback on new issues and possible improved processes Communication Channels Skills development and training methods

Execution Model publication cycle coordinated with project programme

Publication Cycle

Publication Cycle Keeps BIM aligned with the project program Provides a rigor to the delivery and quality of information and design development Identifies stragglers Allows assessment of the health of the design and delivery process

Execution Clash detection and model review Clash report analysis and prioritisation

Execution Prioritised clash notification to affected parties Coordination with an automated agenda Design/coordination meeting attendance and model navigation Coordination issues with Clash Status Matrix: Current status of clashes: resolved, outstanding, on-hold Clashes by discipline against discipline Clashes by building zone.

What Revit is, what its potential is, how we use it, and how you can use it.   How Fallback positions Revit Shells Transitional techniques Training – In-house training with pockets of expertise. In-house training keeps skills relevant, reinforces house style. Disseminates in house technique, makes areas problems obvious Learn skill and judgement. Have staff understand the rules. Identify areas of poor understanding. Always have a solution. Videoconference Getting large number of users up to expert level Remember that Revit is experienced as much as learned through standard training techniques. Element types have subtle differences that reflect building logic, documentation conventions, and the limitations of the software at present. Do some things another way. Manage expectations. Don’t expect graphics to match your existing standards without both doing some work and accepting some compromises. Needs a champion, needs someone senior to learn to a high skill level. I found Management Level best. Others have had problems with support. Large firm disadvantage Not backing the project Not backing the implementation Fussiness impatience and deadlines Not training Short course that only give part of the jigsaw. Revloution will not be easy. It will be necessary. Adapt as change to CAD When Now Use Norbrik example Lower cost and time Developing skills in the window of opportunity Developing content, building in quality standards Expanding opportunities for integration: With consultants With client organizations Expanded business provision extra information sharing savings Learn and gain content from every project

Track performance

Coordination Meetings Deal with clash and other identified issues Automated issue (clash and other) listing provides meeting agenda Meeting can be subdivided Deal with the huge number of issues Make BIM integral to the process Replace shop drawings Shift focus from 2D paper drawings

Training and Secondments Often necessary for change management Provide both training and additional resources at critical times Deal with recalcitrance Make delivery possible for all parties, necessary to provide complete BIM

Conclusion BIM is capable of delivering reduced time, cost and risk at better quality across a range of project activities if it is managed in a strategic way Identify the outcomes Identify the issues that may prevent successful delivery Plan a strategy for success