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9 September 2014 BIM Essentials & Case Studies Richard Lane Departmental Support / Training Development Officer UK BIM Task Group
9 September 2014
BIM Essentials & Case StudiesRichard LaneDepartmental Support / Training Development OfficerUK BIM Task Group
IntroductionRichard Lane• Project Management• Consulting• Change Management• Education & Training• Technology
Background
• Lack of Clear Communication of Client Needs• Incorrect Assumptions or Miscommunication within
the Supply Chain• Rework / Recreation of Data• Inability for Project Participants to ‘Speak the Same
Language’• Poor or No Information Management• Limited Reuse or Standardisation
BackgroundGovernment Construction Strategy
2.32 Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016
15‐20% cost and carbon reduction on all centrally procured government construction projects within the current parliament
BackgroundHelping deliver the objectives of the Government Construction Strategy and the requirement to strengthen the public sector’s capability in BIM implementation
Brings together expertise from industry, government, public sector, institutes and academia.
Background
2012 2013 2014 2015
Data – Manual Checking Data – Digital Checking
Discovery, Mobilise & Test L2 Model
EmbeddingBIM/GSL in Depts
MOJ 100%BIM &2# Pilots / Dept
All Govt departmentshave published
BIM/GSLStrategies andRoadmaps and
forward pipelines
All Government
Departments 100%Level 2
BIM / GSL Enabled
Accelerate DeptPilot Delivery
BIM/GSL ,Benefits Realisation
2016 Legacy –Digital Built Britain
Outcom
es
Background
What is BIM?Building a consistent, collaborative industry, with clear and open communication
Information of high‐quality is procured to support business outcomes
Modelling the design increases efficiency, enabling simulation & analysis
What is BIM?Soft Skills
TechnologyProcess
OrganisationalChange
BIM creates a compelling event to review your business processes and policies. This often enables benefits to be unlocked which are not exclusively related to BIM
• BIM can be combined effectively with other changes
• If your policies and process are in conflict with BIM, you won’t unlock the benefits
Key Lessons
How?• Identify key drivers and business challenges• Focus on Level 2!!!!• Consider the value of ‘compounding change’• Volunteer / participate in the community• Research• Seek advice from multiple sources
Starting Out
How?
How?
bsiCIC
What is BIM?Core Level 2 BIM Components
BIM Protocol
PAS 1192‐2:2013
PAS 1192‐3:2014
BS 1192‐4:2014
GovernmentSoft LandingsSoft
Landings
TSBDigital Plan Of Works
dPOW
ClassificationSystem
Classification BS 1192‐4
What is BIM?
Which comes first?
What is BIM?PAS1192‐2 2013 What Information do I need & in what format?
Can my supply chain deliver it?
What Information do I know & want?
Who delivers what and when?
Information Exchanges
Client Decisions
Hand
over
Positive Whole Life Outcomes
Design Construct Operate
Information grows >>
Capital Project Information
Start thePoject
Contracted Information
Exchange Points
What is BIM?Asset Management (using PAS 55)
PAS1192‐2:2013
What is BIM?
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2
2
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1
3
3
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4
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BRIEF CONCEPT DESIGN DEFINITION BUILD & COMMISSION
HANDOVER & CLOSEOUT
DESIGNER CONTRACTOR
Asset Information Model
Supply Side Project Information Model Supply Side Asset
Information ModelSupply Side Project Information Model
Whole Life InformationPAS1192‐3 2014
Supply Chain
Contract LineInformation Exchanges
Decision Points
ISO 55000 and PAS 55 drive
Asset Management
Information Exchange Points& Decision Points DO NOT always
alignWhole Life
Client Side Asset Information Model
What is BIM?
PAS 1192‐3 Asset
PAS 1192‐2Project
ModelsRequirements
Essential components to develop the models
• Initiation• Discovery• Process• Commercial• Technical• Training & Communications• Project Interventions
Methodology
“Dealing with people is probably the biggest problem you face, especially if you are in business. Yes, and that is also true if you are a housewife, architect or engineer.”
Dale Carnegie
Secure an executive sponsorAppoint a BIM ChampionAlign objectives and potential benefits with organisational strategy & goalsEstablish an appropriate project organisation
Influencing to secure commitment
How?Initiation
How?• Start small and iterate rapidly if possible• Don’t “reinvent the wheel”• BIM experience and capability is currently at the individual level, not organisational
• Ensure you gain an understanding of the BIM capability of the entire tendering supply chain – not just Tier 1
Building Capability
How?• Create the conditions for collaboration, set the tone, remove barriers
• Involve project participants early, including the contractor, end user and operator
• Establish the process, policies and technology for receiving, checking and leveraging data
Project Engagement
How?• Prioritise capital exit and lifecycle cost over entry cost
• BIM doesn’t result in bad design or guarantee good design
• Savings and incremental value will vary from project to project and are not guaranteed
• Benefits will increase over time, through project experience and by applying BIM to whole estate and asset lifecycle
Benefits Realisation
When defining your information requirements consider key strategic purposes for information
– Strategic Estates Management– Asset Lifecycle Management– Project Selection & Assurance– Stakeholder Engagement– Achieving Defined Outcomes– Gateway Progression / Approvals
Key Lessons
