1. BIM Management – A Strategic Approach
Rodd Perey

2. 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

3. 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

4. Some Guidance

5. 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!

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. 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

17. 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

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

19. 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

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

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

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

23. 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

24. 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

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

28. 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

29. 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

30. 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

31. Execution
Model publication cycle coordinated with project programme

32. Publication Cycle

33. 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

34. Execution Clash detection and model review
Clash report analysis and prioritisation

36. 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.

37. 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

38. Track performance

39. 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

40. 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

41. 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