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Middle-East BIM Report

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buildingSMARTInternational Alliance for Interoperability

An Authoritative Source of Innovative Solutions for the Built Environment

The Reality and The Way ForwardBIM in the Middle East 2011

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Organisations that recognise market trends and are open to the integration of new technology in their business process, are likely to succeed and become leaders in their field. I believe this report will assist in further establishing the BIM culture within the MENA region.

Laurie Voyer, CEO & Managing Director Al Habtoor Leighton Group

One of the key problems we face as an industry is to source the skills required to deploy BIM successfully. buildingSMART ME is taking the initiative with the current workforce. However, to meet skills requirements in the longer term academia must provide the core curricula, so that new entrants in the workforce have the necessary skills.

Dr. Imad Al Jamal, Vice Chairman UAE Contractors Association

If we are seriously looking to increase the usage of BIM in the market, we need to know the current status and the things that prevent take up. This survey is the starting point and from here industry can grow its understanding of the challenges and develop meaningful programmes to address them. Cheng Tai Fatt, Director Corporate Development Division Building & Construction Authority

BIM is a term that is increasingly being used in the region – but often without a real understanding of what it means. Building SMART ME are raising awareness, which is exactly what is needed.

Ramesh Tolani, Managing Director Al Rashid Investments

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North Africa and India as it is elsewhere. The challenge is to move quickly, using buildingSMART processes to positively impact on construction across the region.

Working together globally, it is possible to deliver faster, better, sustainable buildings at more affordable prices. buildingSMART International endorses the efforts of buildingSMART ME as it helps to drive forward the building industry in the Middle East, North Africa and India.

Patrick MacLeamy, FAIAChairman, buildingSMART International

BuildingSMART ME – Bringing ‘buildingSMART’ to the Middle East, North Africa and India.

BuildingSMART ME was launched in 2009 and is the 14th regional alliance of buildingSMART International.

buildingSMART International was founded in 1995 by a group of North American organisations. Originally known as the International Alliance for Interoperability, its goal was to build SMARTER and to revolutionise the entire building industry by transforming the way the various project participants - including architects, engineers, contractors, manufacturers and building owners/operators - communicate and share information.

Since then it has made significant progress. Groups all over the world are forming new buildingSMART regional alliances that are driving their local markets towards greater building efficiencies and innovations. Building Information Modelling software is beginning to streamline the design, construction, and operation processes. Teams are using the open international standards developed by buildingSMART for information exchange in projects worldwide.

However, today’s buildings still aren’t good enough. Unlike other major sectors of the world’s economy, the construction industry has failed to take full advantage of the opportunities provided by technology to achieve new efficiencies. Manufacturers, for example, can produce and ship their products much faster and less expensively than they could a decade ago. Meanwhile, construction methods have improved only marginally over the past century. If you look at photographs of buildings being built 100 years ago, you will find scenes remarkably similar to those we see now on construction sites.

Though local conditions place different demands on buildings, the need to develop better buildings knows no geographic boundaries. Today, this demand is as urgent in the fast-growing cities of the Middle East,

ForewordFO

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RDMiddle-East BIM Report

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Building Information Modelling offers significant benefits for construction projects and the project owners: faster

delivery, better quality control, increased certainty of cost, reduced risk, enhanced sustainable performance and greater efficiency.

What the Middle East construction sector shares with construction in other regions is the need to eliminate waste and inefficiency, improve productivity and quality, whilst adopting sustainable practices.

To be able to reap the rewards, there has to be investment. As the world emerges from recession, companies and clients are still reluctant to adopt changes. Many do not even know where to start with the change.

The decision to adopt BIM involves three areas: people, process and technology. Binding these three areas together is information; accurate, immediate and collaborative information. The key to successful BIM deployment is ensuring that this refined level of information is accessible to the entire project team throughout the life of the project.

Recognised as an industry authority and a successful ‘brand’, buildingSMART was identified as the vehicle to support and progress the adoption of BIM in the Middle East construction sector. Acknowledging the unique conditions of this market, buildingSMART ME was established to deliver innovative solutions.

Capitalising on the extensive experience and the vision of its founding team, buildingSMART ME went from concept stage to its successful launch in November 2009.

buildingSMART ME is working to integrate BIM into academic programmes, to secure government endorsement and to develop the standards, training and certification, that will result in a professionally qualified and skilled workforce, equipped to fully realize the benefits of BIM. Its role is to help deliver

improved policies, enhanced processes, trained people and overall a better way of working.

The pioneering BIM Support Bureau provides a delivery mechanism - bridging the gap between theory and practice and enabling businesses to benefit from interoperable process and technology.

Launched in February 2009, BIM Journal1 is an online newsletter, that draws on industry experts and BIM pioneers to demystify BIM and present it as a necessary and integral part of the design, construction and operation process.

buildingSMART ME undertook the first ever, Middle East BIM survey, earlier this year. The findings of that survey are presented in this report and are being used to help define strategic objectives for buildingSMART ME.

buildingSMART ME extends a special thanks to its survey sponsors - Premium Corporate Partner Tekla and Corporate Partners BIMES, Bentley and Oger International.

Tahir SharifFounding President, buildingSMART ME

Welcome


1 www.bimjournal.com

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TABLE OF

CONTENTSForewordWelcome

Executive SummaryBIM ExplainedBenefits of Building Information ModellingbuildingSMART and buildingSMART MEBIM JournalRationale for the BIM SurveySurvey FindingsExpert Commentary Market Overview Building Smart, Get Real with BIMBIM Learning CurveCase Study - Central Park TowerbuildingSMART ME Training and CertificationBIM in ‘Green’ ConstructionCase Study - King Abdullah University of Science andBIM for Green Energy AnalysisInterview – Green BIM at ArchitectusBIM for GIS and Master Planning – ‘Generation Lost’ and ‘Generation Found’Case Study - Dubai MallBIM for Facilities Management and OperationSmart GuideIntegrating BIM with Sales and MarketingConclusionsBIM Support BureauAcknowledgements

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Market OverviewWeathering the RecessionThe extensive Middle East and North Africa region is still home to one of the most vibrant construction markets in the world today. Its landscape has been transformed by unprecedented construction activity. Iconic structures, such as Palm Jumeirah3, Yas Island4, the Burj Al Arab5, The Pearl6 and the Burj Khalifa7, have courted much media attention as well as the interest of construction professionals worldwide.

However, the recent global economic crisis has undoubtedly impacted on the Middle East and North Africa. The collapse of oil prices from a peak of $147 a barrel in July 2008, to under $40 a barrel early in 2009 arguably triggered the slowdown. Since the third quarter of 2009, prices have stabilised at an average of around $75 a barrel.

At the latter end of 2008 the worsening financial crisis impacted severely on the construction sector. Speculative buyers were thwarted by the tightening of lending criteria. Within the region it was inevitable that Dubai’s real estate sector, a key driver of growth in the boom years, was hit very hard. High profile collapses and postponements made headlines and uncertainty prevailed. Globally, financial markets were shaken by events relating to Dubai World. Abu Dhabi’s rescue package in December 2009, restored confidence to some extent, but undoubtedly the ‘Dubai World’ situation has influenced investment thinking.

This report was commissioned to enable buildingSMART ME gain a better understanding of

the Middle East construction sector and subsequently to disseminate that knowledge to key industry participants. Building Information Modelling (including understanding of, capability and barriers to adoption), being the main focus of research activities.

The information obtained is being used by buildingSMART ME to develop and accredit buildingSMART standards and programmes that reflect the specific requirements of the Middle East region.

Primary research in the form of a BIM survey, was carried out between April and August 2010.

BIM in the Middle East 2011 – The Reality and the Way Forward The report profiles buildingSMART ME, explains BIM, overviews the market, provides expert commentary in the form of articles and case studies, presents the survey findings and puts forward conclusions that will inform future strategy.

A BUILDING INFORMATION MODEL: • Is an authoritative database of project information

• Can be a single model or a federation of models from all project participants

BUILDINGSMART ME is a not for profit, membership organisation that promotesinteroperability and helps businesses with implementation. It does this via accredited training programmes and the pioneering BIM Support Bureau2. The BSB bridges the gap between theory and practice. It enables businesses to benefit from interoperable process and technology from the outset.

BUILDING INFORMATION MODELLING IS A:

• process to digitally manage the design, construction and operation of a facility

• means of collaboration and communication for all project stakeholders

Moving ForwardKey projects have been announced and are in progress including:• Saudi Arabia - the $27 billion USD, King Abdullah Economic City in Rabigh• The $6.8 billion USD Expansion of Abu Dhabi Airport - Midfield Terminal Complex• Abu Dhabi - the $500 million USD, Presidential Palace in Al-Ras Al- Akhdar

What the recession has reinforced is the need for the region to work together for future prosperity. In construction, many commentators argue that the worst is now over. The announcement of new projects and the sign off of major developments seems to support this view. There are major schemes throughout the region, with Saudi Arabia emerging as a ‘hot-spot’.

Embracing ChangeNonetheless, things are not the same. The days of constant, rapidly rising property prices and disregard for sustainability have gone. There is now a need to eliminate waste and inefficiency, improve productivity and quality, whilst taking on board the requirements of new legislation for eco-friendly construction.

Even before the crisis the region’s governments were promoting strategies to facilitate economic progress. These included the ‘Dubai Strategic Plan 2015’ and ‘The Abu Dhabi Economic Vision 2030’.

Executive Summary

KEy PROJECTS HAVE BEEN ANNOUNCED AND ARE IN PROGRESS INCLUDING:

•Saudi Arabia - the $27 billion USD, King Abdullah Economic City in Rabigh

•The $6.8 billion USD Expansion of Abu Dhabi Airport - Midfield Terminal Complex

•Abu Dhabi - the $500 million USD, Presidential Palace in Al-Ras Al-Akhdar

Introduction

2 For further details refer to page 57.3 http://www.palmjumeirah.ae/about-palm-jumeirah.php4 http://www.yasisland.ae/en/visiting/welcome-to-yas-island/5 www.jumeirah.com/en/Hotels-and-Resorts/Destinations/Dubai/Burj-Al-Arab6 http://www.thepearlqatar.com/7 www.burjkhalifa.ae

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EXECUTIV

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The future success of the region and within it, specific sectors such as construction, will be facilitated if action9 is taken that includes:

• Raising competitiveness/ productivity• Improving the efficiency of the labour market • Developing relevant education/ training • Raising skill levels in the current and future workforce• Introducing new business processes/technologies • Embracing sustainability

Belief in BIMWithin the construction industry, Building Information Modelling (BIM) has been shown to facilitate reductions in waste and costs – positively impacting on profitability. However, the path to widespread adoption is littered with obstacles.

What is important is that key industry experts believe in BIM. This trust is reinforced by studies in other regions. A recent McGraw-Hill Construction survey found that ‘three-quarters of Western European BIM users (74%) report a positive perceived return on their overall investment in BIM, versus 63% of BIM users in North America’.

Getting BIM MandatedIn the region, the use of BIM is not yet mandated. Making BIM mandatory is seen to be the way forward by other countries.

BIM is already promoted by the Singapore Government. Government Agencies in the United States such as the GSA (General Services Administration), the U.S. Army Corps of Engineers, The United States Coast Guard, Department of Veterans Affairs and others along with several State Governments and quite a few corporations.

In Norway, the Government has adopted both BIM and buildingSMART as its preferred methodology for federal construction projects. There is also an agreement to use open BIM Standards between GSA, Danish Enterprise and Construction Authority (DECA) in Denmark, Senaatti-Kiinteisist in Finland, and Statsbygg in Norway.

In October 2010, Paul Morrell,10

the [UK] government’s chief construction adviser, [has] indicated that publically procured building projects will be required to adopt BIM.

Mandating openBIM is likely to happen first in organisations with large portfolios of facilities that they have responsibility for from inception onward, as they have the most to gain by understanding the cost of operations for the life of the facility.

Skills DeficitsThis manifests itself in both skills ‘gaps’ (lack of skills in existing workforce) and skills ‘shortages’ (problems recruiting suitably qualified staff).

Education – the integration of BIM into education programmes ensures that in the future new entrants into the workforce have the required skills, thus helping to alleviate skills shortages.

Globally things are already happening. For example, in the UK, the University of Salford is exploring

new avenues via its THINKlab. In the US Georgia Institute of Technology has included BIM as a key part of its curriculum for several years. Other well regarded universities who have already integrated BIM in their programmes include: Pennsylvania State University in the US and RMIT in Australia.

Standards - are needed by everyone involved in the construction industry to ensure delivery of consistent and high quality work.

Training & Certification – providing skills, proving competency and ensuring consistency.

The Role of buildingSMART MEAs an independent, not for profit membership organisation, buildingSMART ME is taking positive steps towards providing a solution to meet current skills requirements. These include:

• Helping to facilitate a link between industry and academia through its membership programmes. It is also working with academia to define a curriculum that can best serve market needs.• Developing a comprehensive programme to train and accredit individuals already working in key industry disciplines. • Providing a mechanism to deliver training programmes – the BIM Support Bureau.

buildingSMART ME also provides a forum for industry experts to meet, exchange ideas and ultimately, to drive the industry forward in the 21st Century.

Realising the VisionAlthough the region has not been immune to the exogenous shocks caused by global events, recovery is underway. By implementing BIM processes and technologies, a more efficient construction sector is ready to continue the transformation of the region’s landscape and meet the vision of its leaders.

It is now over a decade since the publication of ‘Rethinking Construction’8 - the renowned report by Sir John Egan.

The report highlighted the amount of waste in construction, stating that:

Recent studies in the USA, Scandinavia and the UK suggest that: • up to 30% of construction is rework • labour is used at only 40-60% of potential efficiency • at least 10% of materials are wasted

The message in the report was clear, that there was plenty of scope for improving efficiency and quality, simply by taking waste out of construction.

8 http://www.architecture.com/Files/RIBAHoldings/PolicyAndInternationalRelations/Policy/ PublicAffairs/RethinkingConstruction.pdf9 Janette Jellings Consultancy and Research10 http://www.building.co.uk/technical/morrell-calls-for-bim-on-public-projects/5006640.article

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The 2010 Middle East Building Information Modelling Marke Survey was undertaken by buildingSMART ME to assist in the planning and development of BIM programmes and infrastructure across the region. The survey findings provide unique insight into the current state of BIM usage, as well as providing valuable indicators of how the industry can prepare for and facilitate increased BIM activity.

The survey included respondents from key construction industry sectors operating in the United Arab Emirates (UAE), Saudi Arabia, Qatar, Oman, Bahrain, Kuwait and Jordan. The findings are reflective of the opinions of industry professionals with prior exposure to and/or experience with BIM.

The findings suggest that BIM penetration in the industry is moderate (around 25%) however the level of competency is underdeveloped compared to regions such as Western Europe and the US. Face to face interviews conducted as part of the survey process indicated that most firms engaged with BIM were in an ‘early adoption’ phase and were typically using BIM in its most basic capacity – as a tool for visualisation, coordination, drawing extraction and in a few cases, for construction planning.

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Survey FindingsDespite this inexperience, the recognition of the value of BIM is strong, with respondents identifying ‘reduction in design errors’ (66%), ‘improved quality control’ (64%) and ‘improved productivity’ (64%) as the primary benefits.

The survey uncovered concerns that the (lack of) availability of skilled staff and training may hinder the adoption of BIM in the future. Such concerns are supported by the findings on current capabilities and skills level. Of the respondents who had received BIM training, 46% indicated that they were self-taught. Those that were self-taught were less likely to be regular BIM users than that those with formal training (64% compared to 84% respectively).

There was a significant call for industry leaders to support the adoption of BIM, and provide expert guidance and infrastructure. Respondents wanted to see BIM mandated on projects (cited as the number one driver for future deployment) as well as the establishment of industry standards and certified training and implementation programmes.

Overall the findings represent a market that is optimistic and aware, but inexperienced in Building Information Modelling. Real benefits are recognised, but not necessarily seen as achievable (ROI was identified as one of the least recognised benefits). Concerns regarding the need for training and skilled staff are well-founded and there is a clear call to industry bodies and decision-makers to bridge the divide and lead the industry forward.

Governments, Owners and Developers are in a position to benefit most significantly from Building Information modelling, and at the same time accelerate the penetration into the market through the mandating of BIM in development approvals, certification processes, as well as in prequalification and tender documents.

BIM penetration in the industry is moderate (around 25%) however the level of competency is underdeveloped

Industry leaders to support the adoption of BIM, and provide expert guidance

Overall the findings represent a market that is optimistic and aware, but inexperienced in BIM

The lack of availability of skilled staff and training may hinder the adoption of BIM

Recognition of the value of BIM is strong

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BIM Usage CoMparIsonNumber of users as percentage of industry

respondent traInIng

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These conclusions reference the survey findings, whilst drawing from the extensive commentary, expert opinion and detailed case studies included in the report. The resulting analysis clearly indicates that the economic crisis of recent years has made ‘change’ imperative to the future prosperity of the Middle East construction industry.

International markets have already identified BIM as the principle catalyst of change and are now realising the benefits of BIM implementation. In the Middle East, the ‘boom years’ led to complacency. The current recession has proved to be a reality check and the race to ‘catch up’ has begun.

Conclusions

BIM IN THE MIDDLE EAST IS AT THE ‘EARLy ADOPTION’ STAGE

A quarter of respondents said that they used BIM in their operations. This is moderate usage compared to other regions where research11 indicates adoption levels of 49% (North America) and 36% (Western Europe).

Some users in the Middle East use BIM just as a tool for a specific purpose and not as an integrated process.

buildingSMART ME needs to ensure that the market understands that the most significant and real benefits of BIM are achieved when BIM is fully integrated.

MANDATING BIM WOULD RE-INFORCE INCREASING CALLS FOR BIM TO BE SPECIFIED FROM THE PREqUALIFICATION AND TENDER STAGE

Making BIM mandatory will ensure that BIM is a requirement from the outset, on all new projects. This will maximise benefits.

INDUSTRy WIDE STANDARDS AND ACCREDITATION WILL RAISE LEVELS OF CONFIDENCE IN BIM

Central to this is to have a formal way of measuring capability. Currently anyone can (and many do), state that they are a BIM ‘expert’. Recognised standards and associated accreditation will prevent individuals and organisations falsely claiming to be ‘specialists’. In addition, those who are less competent will necessarily become more skilled as they progress through the certification process.

INDUSTRy PROFESSIONALS DO NOT KNOW WHERE TO GO TO GET INFORMATION ON BIM TRAINING

A third of survey respondents cited ‘availability of training’ as an obstacle to BIM adoption.

buildingSMART ME provides information on training and certification as well as facilitating delivery via the BIM Support Bureau.

THERE IS A NEED TO INCREASE BIM SKILLS IN THE ExISTING WORKFORCE

The lack of availability of skilled staff was identified as the main obstacle to the adoption of BIM.

This presents an opportunity for companies to increase the skill levels of their workforce in order to meet the ‘skills shortages’.

Clearly there is an immediate need to provide quality training to the industry.

GOVERNMENT ENDORSEMENT WILL ENABLE THE INDUSTRy TO BENEFIT FROM THE GLOBAL BIM REVOLUTION

Widespread adoption of BIM will only be achieved if a powerful industry voice, led by government, endorses and supports BIM processes and technologies.

RECRUITING THOSE WITH RELEVANT BIM SKILLS IS PROBLEMATIC

Given the overall lack of ‘BIM’ skills it is vital that relevant, standardised training and certification is available and accessible.

buildingSMART ME offers programmes that can meet this requirement and can provide support for companies seeking resources.

ENSURING THAT BIM IS AN INTEGRAL PART OF EDUCATIONAL PROGRAMMES WILL ENSURE THAT NEW ENTRANTS TO THE WORKFORCE HAVE RELEVANT SKILLS

A continuous supply of newly qualified BIM professionals, will ‘future proof’ the industry.

THERE IS A STRONG AWARENESS OF THE VALUE OF BIM IN THE REGION

The survey indicated a strong awareness of the value of BIM in the region. Among the most recognised benefits were ‘Improved Quality Control’, ‘Reduction In Design Errors’ and ‘Improved Productivity.’

Clearly, industry perceives that there are significant benefits inherent in using BIM.

EXECUTIV

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11 The Business Value of BIM in Europe – McGraw Hill Construction 2010


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BIM Explained

With this object intelligence, the Building Information Model can produce meaningful and accurate Bills of Quantity that can in turn be used to inform cost and schedule, thereby integrating estimators, cost managers and planners into the process.

Models can be created in two ways:

1. By taking data from existing 2D CAD system drawings, creating a geometric model and adding the object intelligence (either manually or more commonly, from a library of pre-defined objects in the BIM software’s database). This is usual during early adoption enabling the new process to run in parallel with existing methods.

2. By creating the design directly in the BIM software. This removes the need for re-modelling and therefore is a faster process and is usual when the process and technology skills have been fully adopted.

The BIM process – a collaborative environmentTo optimise use of BIM technology it is necessary to deploy the process. It is absolutely critical to understand this as in the construction industry, traditional methods use technology in isolation, while the BIM process uses technology in collaboration.

In a collaborative environment, all stakeholders in the construction process including Owner/Developer, Project Managers, Consultants, Contractors, Sub-contractors and Facilities Management, have access to the same design, cost and scheduling information at the same time.

This situation requires a different business and thought process because disciplines are brought together earlier to share information and work practices. Although this can create some disruption during initial adoption, the benefits significantly outweigh this.

The Building Information ModelAt the heart of the BIM process is the 3D Building Information Model and this is created by advanced software tools. Unlike the simple lines and curves associated with traditional 2D CAD systems, BIM software technology introduces intelligence into the design. As well as being described by dimensions and locations, objects also have data attached relating to materials and compositions. In simple terms, in a Building Information Model, every object knows what it is, where it is, how big it is and what it is made of.

Through aforementioned collaboration in the business process, the key elements of design, that is, Architectural, Structural and MEPF, (Mechanical/Electrical/Plumbing/Fire protection), are integrated into a single Building Information Model enabling all design data to be assembled in one space rather than via the 100s or 1000s of drawings associated with the traditional process.

Distinction must be made between a Building Information Model and a more simplistic 3D model containing purely geometric data without the associated object intelligence.

Building Information Modelling is a business process supported by technology. Without the technology the BIM process cannot

work and without the process the BIM technology has limited value. BIM is currently used by professionals worldwide on all building types from the simplest warehouse to complex new buildings.

BIM: The process of creating and using digital models for design, construction and/or operations of projects.

A Building Information Model:

• Is more than 3D representation, it is an authoritative database of project information• Can be a single model or a federation of models from all project participants

A Building Information Model:

• Is more than 3D representation, it is an authoritative database of project information• Can be a single model or a federation of models from all project participants

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Benefits of Building Information ModellingThe meaning of BIM

While Building Information Modelling (BIM) started out as a visualisation tool, it has quickly become the focus of business

transformation in the entire facilities industry. Sadly the name is not a very good descriptor for what is being accomplished. The ‘B’ could refer more appropriately to the entire ‘Built Environment’ and the ‘M’ could also mean and is sometimes referred to as ‘Management’. However, it is the ‘I’ for ‘Information’, that is really the key that links everything together and makes BIM the catalyst for and facilitator for change. Changing the name at this point would only serve to confuse further our forward progress.

Benefitting from BIMIt is apparent that the primary initial beneficiary of BIM is the contractor and sub-contractor. They are able to take advantage of the exactness of a model to pre-fabricate more efficiently and safely in a controlled environment where they can have the necessary tools, jigs and testing equipment readily available. They can also manage the product life cycle and waste stream more efficiently getting the most out of raw materials. With detailed model based scheduling in place one can deliver pre-tested systems and sub-systems with ‘just in time’ accuracy. Job site tasks then become more assembly oriented than construction in many aspects. This approach takes into account all the ‘Lean Construction’ opportunities.

This improvement is possible when a complete and accurate model is first created and the goal is to create the exact replica of the model in the field.

Assuming this is the case, then many other benefits will be possible. The most likely next benefit will come from using the model for commissioning of the facility to ensure that it functions as designed. Once this is accomplished then continuous commissioning can be put in place and used throughout the life of the facility to ensure it continues to operate as the day it opened for its entire life.

Having an exact model of the facility and ensuring it is the information source of record for any changes by maintaining it as part of the way you do business will be of significant value to the owner and facility manager. Preventative maintenance can be scheduled and coordinated and critical spare parts ordered so they are available when needed to minimise any failures of equipment over time is possible.

Green BIMToday there is a lot of talk about sustainability; however, we still have no life-cycle costing tools that can help us make decisions about which material or product to use for the best life cycle return on investment. It can be argued that this issue is largely political since the manufacturers who make less sustainable products will fight to keep that condition the norm. There is still room for many more ‘green’ opportunities once BIM is fully endorsed.

The planner and designer are also significant players, although while there are many break-even benefits available today to them, the future holds far more opportunity. The specialists that make up our planning and design community today operate very often in silos with minimal communication between parties. While this is beginning to change and information handoffs are more common, the future will see analysis that is far more multi-functional.

Where instead of each stakeholder performing their own analysis and making decisions based on that analysis, the entire facility can be analysed and optimised as a whole. Much like the entire structural system is now analysed using finite element analysis, where in the past each column and beam was analysed independently. Testing of this capability has only just begun with the AECOO-1 Testbed which looked at the impact of manipulating the exterior skin of a building and then, in near real time seeing the impact of those decisions on initial cost and energy usage. There are plans to expand greatly that capability in the future taking into account many other aspects of the facility such as achieving net zero energy use and reducing the carbon footprint.

Cost of

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Source: Building information Modeling - A Strategic implementation Guide

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The key elements of success are:

1. Coordinate and plan with all parties before you start2. Ensure all parties have life cycle view (design for life) – involve them early and often3. Build the model, then build to the model4. Detailed data can be summarised - the reverse is not possible 5. Enter data one time then improve and refine over life time6. Build data sustainability into business process – keep data current7. Use international standards and cloud storage to ensure long term accessibility8. Use information assurance and metadata to build trust – know data sources and users9. Contract for data - good contracts make good projects 10. Ensure data is externally accessible, yet protected

With these core principles in both strategic planning and operational efforts, success is certain.

Change to succeedTransformation of any industry is made up of three equally important factors, the technology, which is probably the easier piece to manage, then culture and politics. These are clearly much harder issues with which to deal. The culture includes the age old, ‘that is not the way we have always done it’ mentality. It is necessary to show leadership and innovation to overcome cultural issues. At a recent international conference Patrick MacLeamy, CEO of HOK, was asked how his organisation effected the transformation to embrace a buildingSMART strategy, his response was that he had stated that: ‘Our corporate vision is going to embrace BIM, if you don’t share that same vision then I suggest you look for another place to work’.

It takes leadership from the top to get everyone on board with a new approach. On the political front, many laws and regulations do not encourage transformation. These include activities such as political lobbying for certain products, laws requiring hard copy drawings be submitted for local approvals and code compliance to wet signatures on the drawings. Certainly, there are going to be winners and losers in any change. This was true of buggy whip salespersons with the advent of the automobile and it was true of floppy disk sales as we moved to CD-ROM, DVD and memory sticks. So shall it be as we make substantive change in the facilities industry, but change will come just as it has come to many other industries.

The cost of change is also identified as an impediment. If facilities are looked at more holistically, one should not ask ‘how much does it cost to change’, but ‘what does it cost us not to change’. The current non-value added effort in our business processes is excessive and owners are starting to take notice as they write checks for change orders. Collective elimination of that waste should be everyone’s primary mission. Change will come more quickly as more practitioners understand what is at stake and embrace the transformation. We are already beginning to see profound improvements occurring in some companies, but change is not yet wide spread. We are yet early on this transformation journey. Those who embrace change and are innovative will be the most successful.

Dana K. “Deke” Smith, FAIA Executive DirectorbuildingSMART alliance

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buildingSMART and buildingSMART ME buildingSMART

BuildingSMART is a not for profit international organisation managed by its members,

representing businesses across the whole spectrum of construction. buildingSMART is delivered via ‘regional alliances’, also known as ‘chapters’, each representing a country or a group of countries.

Every alliance promotes interoperability. Interoperability is the dynamic and seamless exchange of information, from design through to facilities management. Building Information Modelling (BIM) is the process, Industry Foundation Class (IFC) is the interoperable technology.

buildingSMART InternationalbuildingSMART International is the governing body responsible for maintaining diligent global operations. It develops and implements international standards to address the need for seamless interoperability between the numerous technologies currently used in the construction industry.

The primary benefits of these standards are reduction in costs, delivery time and a positive environmental impact, as well as improving communication, productivity and quality. It enables the building industry to take more and better decisions earlier in the life cycle of a built facility.

buildingSMART ensures that construction industry professionals are knowledgeable about a built facility before it is built and throughout its entire life cycle, quickly, reliably and efficiently.buildingSMART does not generate profits to satisfy shareholders, there are none. However, to deliver its operations, programmes and support the development of interoperability technology and standards, it does incur costs.

Operations are mainly funded by membership subscriptions and sponsorships (event/project/programme specific or by donations).

Organisations also support by giving ‘benefit in kind’, for example, by providing people, technologies or facilities.

buildingSMART ME is the regional alliance covering the Middle East, North Africa and India. Launched in 2009, it is now well established, with a growing membership. buildingSMART ME’s success would not have been possible without the efforts of its members.Objectives of buildingSMART METhe overall long term objectives and vision of buildingSMART ME mirror those of buildingSMART International – that is: ‘Adoption of buildingSMART as the standard method world-wide for smart, sustainable construction throughout the entire life cycle of a facility’. In the short to medium term there are a number of focused objectives:

• Surveying the Construction Sector - finding out how widespread the use of BIM is and what the level of understanding of BIM is in the region.• Raising Awareness - of buildingSMART and in particular BIM.• Showing Direction – as a neutral body, guiding businesses through necessary change.• Involving Businesses – success is dependent on the support of key stakeholders - government, academia, owner/developer, contractors and consultants. • Gaining Commitment - for buildingSMART ME to succeed requires belief and determination that it can make a difference.• Providing Education – ensuring that training is available to meet skills needs.• Developing Standards – appropriate to regional needs.• Providing a Support Mechanism for Implementation – BIM Support Bureau

buildingSMART ME does not just promote interoperability, it can also help businesses with implementation. It does this via accredited training programmes and the pioneering BIM Support Bureau12. The BSB bridges the gap between theory and practice. It enables businesses to benefit from interoperable process and technology from the outset.

IFC

The Industry Foundation Classes data model is a neutral and open specification that is not controlled by a single vendor or group of vendors. It is an object oriented file format with a data model developed by buildingSMART to facilitate interoperability in the building industry, and is a commonly used format of BIM.

BUILDINGSMART - MISSION

buildingSMART’s mission is to bring about coordinated change to improve productivity, efficiency and sustainability in the construction and facilities management industry.

It will do this by promoting, adapting and improving open standards for interoperability in the global building and facilities management industry.

buildingSMART services a global network of customers and suppliers who are keen to become more innovative and to work more smartly and sustainably.

IFD

International Framework for Dictionaries (IFD) in its simplest form is a mechanism that allows for creation of multilingual dictionaries or ontologies. IFD Library is one of the core components of the buildingSMART technology.

IDM

The Information Delivery Manual captures (and progressively integrates) business process whilst at the same time providing detailed specifications of the information that a user fulfilling a particular role would need to provide at a particular point within a project.

12 For further details refer to page 57.

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BIM Journal

For the construction industry at large Building Information Modelling may appear to be a recent development; seemingly untested

and unknown. The truth is, however, that BIM, under one name or another, has been innovated, implemented, and continuously developed over the past three decades. Experts in Building Information Modelling are spread across the globe, and we are now witnessing the emergence of BIM projects of all types and sizes, in all parts of the world.

Building Information Modelling covers a broad scope, with applications in design, analysis, coordination, cost estimation, construction planning, digital fabrication, operation and so much more. BIM practitioners are breaking new ground in many areas. The developments are often encouraging, and always fascinating.

BIM Journal is a monthly online publication that draws on the experts to demystify BIM and present it as a necessary and integral part of the design, construction and operation process.

BIM Journal presents a global perspective with a regional focus. It seeks to deliver information that is unbiased, current and relevant to industry professionals in the Middle East. The journal covers emerging trends, new developments and showcases exemplar projects from around the world.

Established in February 2009, BIM Journal has a readership base of 1000, and has over 7000 visited pages per month. The journal is considered to be an authoritative BIM resource. Themes have included Basic BIM Concepts, Green Construction, Integrated Project Delivery, BIM Based Quantity Surveying, Contracts, Interoperability and Training & Certification. All issues are freely available on the website.

The website is now expanding its functions to become a hub of information exchange for the Middle East BIM movement. ‘The BIM Hub’ will form a portal of industry information including opinion posts, discussion forums and an ‘Ask an Expert’ sections - where BIM users can post their queries. As a BIM bulletin board for the industry, the site will display important announcements, upcoming BIM-related tenders, awarded projects, recent appointments and positions available.

BIM Journal has an open call for articles and case studies. More information can be requested by email [email protected].

BIM Journal is an essential resource for BIM projects and a recommended read for those involved with all aspects of BIM including clients, governments, project managers, surveyors, design teams, contractors, supply chain members and those operating buildings. BIM Journal concisely summarizes aspects of BIM theory, technology, process and integration. Early issues of BIM Journal include introductions to BIM, later issues include actual case studies which are informative and inspiring. I look forward to reading future issues and returning to earlier issues as a valuable source of BIM reference.

Miles Walker, Corporate BIM Coordinator, Design Division, KEO International Consultants – Kuwait

The BIM Journal ME provides a venue for educating people to the opportunities, benefits, and sometimes the limitations of Building Information Modeling. It also provides case studies showing new best practices in this fast growing field. The Middle East is a unique place where advanced construction methods and projects are being undertaken with high quality materials and standards. I would like to see the BIM Journal also showing best practice in BIM from the ME to the world.

Charles Eastman, Professor, Colleges of Architecture and Computing – and Director, Digital Building Laboratory, Georgia Institute of Technology

“

“

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The BIM Journal is a vehicle that is used to develop and highlight the extensive and indisputable opportunities presented by BIM in our industry. It is the medium by which we inform and enhance the knowledge of our members and disseminate the awareness of BIM capabilities throughout our industry. This journal is structured to cater for the various needs of knowledge from management through to expert, intermediate and basic users. The BIMJournal is the showcase of our buildingSMART ME organization and the cement that bonds the members together.

Gerard Couturier, Branch Director, Oger International Abu Dhabi

www.bimjournal.com

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BIM JO

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Following its launch in November 2009, buildingSMART ME needed to get a better understanding of the Middle East construction market, in particular relating to BIM – understanding, capability and barriers to adoption.

The only way to achieve this was to undertake primary research and hence earlier this year, the first Middle East BIM Survey was undertaken by buildingSMART ME.

The survey findings will enable buildingSMART ME to provide pertinent information to decision makers in both government and industry. Then working together, a medium to long term strategy will be developed, to encourage, train, facilitate and measure BIM implementation.

In the future, further BIM surveys will be undertaken to measure progress and to refine strategy.

The principal raison d’être of buildingSMART ME is to provide support for the Middle East construction sector as it moves forward with

the adoption of Building Information Modelling.

Bringing a new brand to a market is never easy and establishing buildingSMART ME was no exception. Fortunately ‘buildingSMART’ though unfamiliar in the region, is well regarded globally, which eased the process.

It now seems almost impossible that back in early 2009 few people in the region had even heard of buildingSMART, with even less knowing what the organisation was about.

buildingSMART ME is now firmly established in the minds of most senior operatives involved in construction. This has been achieved by the combined efforts of the buildingSMART ME founding team and its members. buildingSMART ME has also actively been promoting BIM, OpenBIM and the innovative buildingSMART ME business process.

buildingSMART ME works with all construction professionals, including governments, owners, contractors, vendors, consultants and academia. In order to advance BIM within the region, buildingSMART ME is partnering with members to develop a supportive structure that will include advisory services, training/certification programmes and international standards, adapted to meet regional requirements.

buildingSMART ME thanks its sponsors, without whom the survey would not have been possible.

Rationale for the BIM Survey

BIM Survey

BetterUnderstandingof BIM in the

Region

Middle-East BIM Reportw

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Company TypesSurvey participants were invited from all sectors of the industry including Owners, Operators, Governments, Contractors, Consultants and Suppliers. Overall there was strong industry coverage, and many of the respondents identified themselves as serving multiple industry sectors. The highest areas of respondent activity were consulting (43%) and contracting (36%) services. Suppliers, Developers and Owners each accounted for between 8-10% of the total respondent activities.

This is a fair breakdown of the market as fas as BIM usage is concerned as Consultants and Contractor are typically the most active BIM users (based on other regional studies).

Survey FindingsRaymond Issa Ph.D., J.D., P.E., F.ASCE

SURVEY FIN

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The 2010 Middle East Building Information Modelling Market Survey was undertaken by buildingSMART ME to assist in the planning and development of BIM programmes and infrastructure across the region. The survey findings provide unique insight into the current state of BIM usage, as well as providing valuable indicators of how the industry can prepare for and facilitate increased BIM activity.

The survey findings are presented in the following sections.

Survey Respondents • An outline of the survey coverage by region and respondent demographic. • Breakdown of the industry coverage by company type and size.

BIM Adoption and Usage• BIM users within the region, and comparisons to other international markets. • Usage by company type. Level of BIM experience.

BIM Awareness• Most recognised benefits of BIM to users and non-users. • Comparison of users to non-users as technology adopters

Drivers and Obstacles• Most identified drivers and obstacles to the adoption of BIM. • Assessment of market perceptions towards BIM.

BIM Skills and Training • Assessment of the type and extent of training undertaken by current BIM users. • Identified areas for improvement.

Sustainability• Relationship of BIM and sustainability• Adoption of sustainability practices for users and non-users.

Conclusions • Summary of key findings from the survey. • Indications towards supporting increased and enhanced BIM activity in the region.

Methodology• Explanation of the methodology for data collection, analysis and presentation.• Overview of respondent participation.

Areas of OperationThe survey sought an even distribution of respondents from across the region. Most respondents indicated operations in multiple locations within the GCC and Jordan. There was a noticeable concentration of respondents operating in the UAE (77%), Saudi Arabia, (41%) and Qatar, (35%), with Oman, Bahrain, Kuwait, being 22%, 19% and 18% respectively. Jordan had the lowest representation, accounting for only 7% of respondents. This distribution is largely proportionate to the areas of high construction activity (ie. with increased activity in the UAE, Saudi and Qatar) and can therefore be considered a reasonable reflection of the market.

Introduction Survey Respondents

Gulf Cooperation Council (GCC) is a political and economic union involving the six Arab states of the Persian Gulf; Saudi Arabia, Kuwait, Bahrain, Qatar, the United Arab Emirates and Oman.

respondents areas oF operatIon

77% 41% 35% 22% 19% 18% 7%

UAE KSA Qatar Oman Bahrain Kuwait Jordan

regIonaL CoVerage

respondent By CoMpany type

%43

19

10

Contractor

Consultant

FM Government

Owner

Developer

Supplier

Other

34

36

89


Operations: an underutilised market sectorOwners and Facilities Managers, accounting for 8% and 3% of respondents respectively, have the greatest area of influence in, and benefit from, the BIM process, and should be encouraged to take a leading role in BIM activities.

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13 McGraw Hill Construction Smart Market Reports: Building Information Modeling (BIM): Transforming Design and Construction to Achieve Greater Industry Productiv-ity,2008; and The Business Value of BIM in Europe: Getting Building Information Modeling to the Bottom Line in the United Kingdom, France and Germany, 2010.

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Consultant and Contractor TypeAs a further breakdown of respondent profile, the survey identified key service areas for both consultants and contractors. The best represented consultant services were Consulting Engineering (66%), Project Management Services, (44%), and Architectural Services (42%). Construction Management (26%) and Cost Consulting (15%) were also well represented.

Of the Contractor respondents, 51% were engaged in general contracting for buildings, 42% were engaged in structural contracting, and 32% were engaged in general contracting for infrastructure. MEP contracting was offered by 28% of the Contractor respondents, and erection contracting services offered by just 11%.

Company SizeSurvey responses were received by companies of all sizes, however there was a predominance of large to very large sized companies. Fifty-six per cent of the respondent companies had 200 or more employees. Although this may seem disproportionate on a global scale, it is fairly representative of regional operations.

BIM usage in the GCC region and Jordon is moderate, however the level of competency is basic compared to other leading markets. Around 25% of respondent firms indicated that they used BIM in their operations. BIM usage in Western Europe and the US and is estimated at 36% and 49% respectively13. Most significantly, BIM usage was typically confined to the most basic functionalities, suggesting an industry that is to some extent inexperienced in the application of Building Information Modelling.

BIM Adoption and Usage

GC - Buildings 51%

Structural 42%

GC - Infrastructure 32%

MEP 28%

Erectors 11%

ConsULtant type

ContraCtor By dIsCIpLIne

Engineer 66%

PM 44%

Architect 42%

CM 26%

Cost 15%

respondent CoMpany sIze

%29

22

Large

Very Large

Small

Medium

22

27

25%

GCC & Jordan

36%

Western Europe

49%

United States

BIM Usage CoMparIsonNumber of users as percentage of industry

Company sizes definitions vary from country to country. For the purposes of this survey company size was defined as:

1-49 employees - Small 50-199 employees - Medium 200-999 employees - Large 1000+ employees - Very Large

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Industry PenetrationOf the initial survey respondents, 21% were not familiar with Building Information Modelling and were unable to complete the full survey14. Fifty-four per cent identified themselves as non-BIM users (although in some cases they had BIM exposure and even training) and just 25% were self-defined BIM users.

BIM CompetencyDespite having moderate penetration, the level of BIM competency in the region is quite low. Face to face interviews conducted as part of the survey process indicated that most firms engaged with BIM were at a ‘beginner’ level, typically deploying BIM for visualisation, 3D coordination and 2D drawing extraction. The majority of organisations had not established strategic plans or execution processes, and consequently were ill-equipped when it came to deploying more advanced BIM processes.

User ProfileConsultant and Contractors accounted for the highest number of BIM users, around two-thirds of all user respondents, however they were not the highest by percentage. Within their own sector, Developers recorded the highest percentage of BIM users (40% of all developer respondents).

14 The initial number of applicable respondents was 347, however as 74 (21%) of these were unable to complete the survey, the core findings are based on the remaining 273 respondents. This approach is discussed further in the methodology.

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BIM Usage By CoMpany type

39

23

35

40

42

17

44

7

61

77

65

60

58

83

56

93

Consultants

Contractors

Others

Developers

Gov.

Owners

Facility Mgr

Suppliers

Yes%

No%

%21

Non-users

BIM unknown BIM Users

25

54

BIM Usage In gCC & Jordan


Developers Lead BIM AdoptionForty per cent of Developer respondents are using BIM, the highest percentage by any company type. Developers, Project Managers and Owners are increasingly demanding BIM processes on their projects. This is in part influenced by the high usage among Design Architects and Lead Consultants, often operating from the US or Europe, where BIM is a more established processes in project design.

BIM CoMpetenCy deFInItIon BIM competency can be difficult to measure and is typically reflective of multiple factors, such as type of functionalities deployed, and the proficiency and complexity with which they are carried out. For the purposes of this survey BIM competency was measured by functionality, as indicated in the table below.

Beginner - Visualisation- 3D Coordination- 2D Drawing extraction

- Scheduling & BoQs- Cost Estimation- Construction Planning

- Performance Analysis- Construction Management- Facilities Management

Competency Level Example BIM Functions

Intermediate

Advanced

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Experience of BIM UsersA significant proportion of BIM user respondents (40%) had deployed BIM on five or more projects, indicating a healthy level of BIM experience. There was still a large number of companies in the testing phase, with 13% of BIM-User respondents having deployed BIM on a single project, and 19% having only undertaken pilot projects.

By company type, Consultants had deployed BIM with the highest frequency, with 58% of Consultants that had used BIM doing so on five or more projects. Contractors were the next most experienced BIM users, with 32% having deployed BIM on five or more projects, and 49% having deployed BIM on two-to-four projects.

BIM Usage by Company SizeBIM usage is highest among medium to large sized companies. Of the respondents that used BIM, 56% were from large to very large sized companies (with 200 or more employees).

The remaining 44% of user respondents were evenly split between medium (50-199 employees) and small (1-49 employees) companies. The predominance of large organisations can be partly attributed to the fact that construction companies in the regional are typically of a larger size, compared to elsewhere in the world. However it may also be suggestive that large organisations more readily adopt new technologies.

ContraCtor BIM experIenCe

3%

15%

49%

32%

pilot projects

1 project

2-4 projects

>5 projects

ConsULtant BIM experIenCe

3%

17%

22%

58%

pilot projects

1 project

2-4 projects

>5 projects

BIM Usage By CoMpany sIze

%25

22

Large

Very Large

Small

Medium

22

31

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BIM User experIenCe

Only for pilot projects

19%

13%

23%

40%

1 project

2-4 projects

>5 projects

Consultant Expert UsersConsultants are the most experienced BIM users, according to the survey findings. Thirty-nine per cent of Consultant respondents were BIM users, and of these, 58% had undertaken 5 or more BIM projects

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BIM AwarenessThere is strong awareness in the region of BIM and its value to the construction industry. Seventy-nine per cent of the initial survey respondents indicated awareness of and/or exposure to Building Information Modelling. Within the BIM users respondents there was strong recognition of the real value of BIM, with ‘reduction in design errors’ (66%), ‘improved quality control’ (64%) and ‘improved productivity’ (64%) being the most agreed upon benefits. This level of recognition was fairly consistent across all company types, indicating general agreement on the perceived benefits of BIM by all respondents.

BeneFIts to BIM Users

Others

Increased ROI

Improved site logistics and…

Fewer RFIs

Reduction in waste materials

Reduction in costs

Reduction in wasted time

Less rework

Improved communication

Reduction in detailing errors

Improved quantity take-offs

Improved quality control

Improved Productivity

Reduction in design errors

21%

26%

29%

33%

34%

34%

43%

48%

48%

52%

53%

64%

64%

66%

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perCIeVed BeneFIts to non-Users

12%

13%

22%

30%

30%

31%

32%

33%

36%

38%

38%

40%

44%

47%

47%

Others

Increased ROI

Improved site logistics and equipment planning2

Improved quantity take-offs

Reduction in waste & materials

Fewer RFIs

Less rework

Reduction in costs

Improved communication

Reduction in detailing errors

Improved quality control

Reduction in waste & time

Reduction in design errors

Easier coordination of project personnel

Improved productivity

Perceived Benefits to Non-UsersThe perceived benefits to non-users were largely consistent with those of the BIM users, however with less certainty. The top four perceived benefits were ‘improved productivity’ (47%), ‘easier coordination (47%) ‘reduction in design errors’ (44%) and ‘reduction in waste and time’ (40%). Interestingly, among the least recognised benefits for users and non-users alike are ‘reduction in cost’, ‘fewer RFI’s’ and ‘increased ROI’.

Typically these latter benefits are realised by more experienced BIM users. In the United States, for example, 63% of BIM users reported a positive perceived return on their overall investment in BIM16. In Western European the percentage was 74% of BIM users.17

Findings in the US further reported a dramatic contrast between the perceptions of expert and beginner users. Eighty-two percent of expert

users in the US recorded a positive impact of BIM on the company’s practices, compared to just 20% of beginners.

The findings of this survey are therefore consistent with the perceptions of a less mature market, and further suggest that although the region appears optimistic about the value of BIM, many are not yet convinced of the correlation to direct financial return.

Informed but InexperiencedIn regards to perceived benefits, the Middle East findings are largely aligned with responses from more mature markets, such as Western Europe and the US.15 Although the level of BIM operation in the region may be low, there is a good understanding of the real value of BIM - promising a strong base from which to progress future capabilities

15 McGraw Hill Construction Smart Market Reports: Building Information Modeling (BIM): Transforming Design and Construction to Achieve Greater Industry Productivity, 2008; and The Business Value of BIM in Europe: Getting Building Information Modeling to the Bottom Line in the United Kingdom, France and Germany, 2010.

16 McGraw Hill Construction Smart Market Report Building Information Modeling (BIM): Transforming Design and Construction to Achieve Greater Industry Productivity, 2008.

17 McGraw Hill Construction Smart Market Report The Business Value of BIM in Europe: Getting Building Information Modeling to the Bottom Line in the United Kingdom, France and Germany, 2010.

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Leaders & LaggardsBuilding Information Modelling is more likely to be adopted by forwarding thinking and innovative organisations. Ninety-three per cent of BIM user respondents classified their organisations as Early Majority, Early Adopters or Innovators in reference to adopting new technologies. This is in notable contrast to the non BIM user respondents firm, 35% of whom classified themselves as Late Adopters or Laggards.

Drivers and ObstaclesMandating BIM on projects is the strongest driver of BIM adoption. Fifty-nine per cent of the respondents, across all categories, agreed that if BIM were mandated on projects they would be more likely to use BIM. Other perceived drivers were ‘availability of industry standards’ (57%) and availability of skilled professionals (56%).

Why do companies not use BIM?Of the non-users, 62% cited ‘Not having been asked’ as a reason by for not using BIM. The two next most frequently cited reasons were ‘don’t know anyone who uses BIM’ (43%) and ‘Interested in BIM, but don’t know how’ (41%). These responses indicate a certain amount of apathy in the market, and a reliance on industry leaders to drive the transition to BIM.

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BIM drIVers aCCordIng to aLL respondents

10%

28%

30%

32%

38%

56%

57%

59%

Other

Accreditation process

Availability of accredited trainers

Facility to incorporate sustainabilityrequirements

Buy-in from all trades

Availability of skilled professionals

Availability of industry Standards

Mandated for project

reasons For not UsIng BIM

13%

15%

16%

17%

19%

23%

27%

41%

43%

62%

It seems complicated

Unable to locate appropriate expertise

Not able to identify any benefit

Are testing BIM internally, but not yet used it on l ive project

It is too expensive

Other (please specify)

Interested in using BIM and plan to start using it soon

Interested in using BIM, but don't know where to start

Don't know anyone who uses BIM

Have not been asked to use BIM

non-Users as teCHnoLogy adopters

InnovatorsEarly

adopters Earlymajority Late

adopters Laggard

14%19%

32%

28%

7%

BIM Users as teCHnoLogy adopters

InnovatorsEarly

adopters Early majorityLate adopters

Laggard

40%

29%

24%

7%

0%

Push for BIMMuch of the industry appears to be waiting for a tipping point to nudge them into BIM operation. A significant 62% of non-BIM user respondents identified ‘having not been asked to’ as a reason why their company had not adopted BIM. This relates to the 59% of respondents (including BIM-users) who agreed that mandating projects would make their company more likely to use BIM in the future.

If the industry is serious about BIM adoption, the push must come from top down. Governments, regulatory bodies and policy-makers can accelerate the adoption of BIM by establishing BIM requirements in tender and prequalification documents, and possibly even as part of planning approval, as has been done in the US and Singapore .

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BIM ObstaclesThe main perceived obstacles to the adoption of BIM for users and non-users alike were ‘availabilityof skilled staff’ (51%), ‘cost of software’ (48%), cost of implementation (34%) and availability of training (34%). This was consistent across all organisation types.

Costs issues are predictable concerns for companies seeking to deploy new processes andtechnologies, and will only be overcome if an organisation recognises the return on investmenteither in terms of increased productivity or added value. As indicated previously, ROI was not a widely recognised benefit of BIM.

Availability of skilled staff and availability of training is of concern, but are to be expected in anemerging BIM market. These issues link directly to the drivers identified earlier, where 56% of respondents said availability of skilled professionals would make them more likely to use BIM in the future.

BIM Skills and TrainingThe survey highlighted a lack of professionally trained BIM users. Forty-six per cent of respondentsindicated that they had some sort of BIM training, however of these, the largest group was selftaught(46%). Thirty-one per cent indicated that they were put through training by their company, and only 23% had training from a college or reseller.

This low level of formal training correlates to the general lack of BIM expertise and competency in the region. Organisations intending to achieve more complex BIM process in the future would need to invest in accredited training andimplementation programmes.

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MaIn oBstaCLes to tHe adoptIon oF BIM

9%

9%

15%

18%

18%

25%

25%

28%

30%

34%

34%

48%

51%

BIM has not been proven

Competitors don't use BIM

Affordability

Other

Lack of buy-in from other trades

Cost of hardware upgrades

Disruption to current process

Availability of standards

Senior management buy-in

Availability of training

Cost of Implementation

Cost of software

Availability of skilled staff

respondent traInIng

%46

company-trained

self-taught reseller-trainedinstitute-trained

14

9

31

Providing BIM infrastructureMandating BIM projects will not by itself elevate the industry to more advanced levels of operation. There is a demand for the right BIM infrastructure to be in place.

Industry standards together with recognised training and certification programmes can provide significant support to BIM implementation and deployment. As the region is behind in BIM adoption and seemingly eager to deploy BIM with great immediacy on complex and large scale projects, there is an even greater requirement for industry guidance and regulation.

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Respondents that were formally trained were more likely to be BIM users. Less than half (45%) of‘self-taught’ respondents considered themselves regular BIM users, compared to nearly three-quarters (70%) of formally trained respondents.

Self-training is typically focussed on the operation of specific tools. BIM, however, is fundamentally a process, and demands expertise in both the technology and the strategies of deployment. This approach can really only be addressed in customised training and implementation programmes.

SustainabilitySustainability is more strongly associated with BIM users than non-BIM users. Over three-quarters(81%) of BIM users indicated that they had implemented, or were in the process of implementing, sustainability within their organisation, while 62% of non BIM respondents indicated the same.

By company type, consultant respondents were the most progressive in implementing sustainability policies (48%), followed by developers (45%) and contractors (35%). This is consistent with other markets, where consultants are leading the push towards sustainability. The high number of Contractors and Developers indicates that the Middle East construction industry is already embracing this change. As BIM is further integrated into operations, one would hope to seesustainable practices being increasingly adopted by Owners and Facilities Managers.

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IMpLeMentIng sUstaInaBILIty poLICIes – CoMpany type

Government

Owner

Developer

Contractors

Consultants

FM

Suppliers

Others

YES

NO

IN THE PROCESS OF

27%

32%

45%

35%

48%

30%

21%

24%

45%

53%

30%

33%

27%

20%

32%

50%

27%

16%

25%

33%

25%

50%

47%

26%

IMpLeMentIng sUstaInaBILIty poLICIes – BIM Users and non-Users

51%

32%

19%

38%

30%

30%

BIM User

Non-Bim user

YES

NO

In the process

type oF traInIng - BIM Users and non-Users

reseller-trained

institute-trained

company-trained

self-taught

Percentage of total trained BIM User

Percentage of total trained Not BIM

User10%

4%

8%

25%21%

5%

23%

4%

BIM and SustainabilityIncreasingly, those involved with sustainable design and construction are finding that Building Information Modelling is making green outcomes more achievable. BIM supports sustainable developments in design - through BIM integrated energy analysis and other performance assessments – construction - through developing lean construction methodologies and helping to reduce wastage – and operation - through utilising BIM content for facilities management activities, such as maintenance scheduling and equipment inventories.

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Survey Conclusions

The region is behind in adoption of BIM as compared to the USA and Western European construction industries. However there is a good interest and awareness in the region to learn and adopt BIM. This interest and awareness is hampered by the lack of proper information, training, accreditation and support from developers and governments. In the USA, for example, the Federal government has mandated BIM on all its buildings and it is also in the process of developing BIM for its existing buildings.

Governments in the region need to encourage the industry to adapt BIM by making it mandatory on their projects so that they can benefit from the global BIM revolution. Governments as lifelong owners of their buildings stand to benefit the most from BIM as a Facilities Management tool through the lifecycle of their building

The survey results have also indicated that the industry perceives that there are very significant benefits derived from using the BIM process. The perceived benefits are consistent with the ‘realised benefits’ of more experienced users in, for example, Western Europe18. Indeed, market leaders in the region have already used, or are using, BIM in their major projects, while mid to small companies are lagging behind due to lack of guidance.

The level of BIM competency is also lagging, with the majority of users only engaging the most basicoperations. The industry must seek to raise general capabilities through the implementation of standards, and regulated training and certification programmes.

With a high level of Owner and Contractor involvement in the region, one would expect to see a future emphasis on more rewarding BIM applications, such as in Construction Management and Facility Operations.

One of the most frequently cited reasons for not adapting BIM is the lack of available skilled BIMresources. Educational institutions should be encouraged to be at the forefront of the process to meet this need by revamping their curricula and integrating BIM across the construction disciplines.

Survey MethodologyThe buildingSMART Middle East BIM Survey was undertaken to assess the understanding, perceptions and usage patterns of BIM software among knowledgeable users in key player segments. 347 applicable responses were received between 21st April and 15th August 2010. Ofthese, 74 respondents were unable to fully complete the survey due to a lack of knowledge andunderstanding of the concepts of Building Information Modelling.

This initial figure of 347 is includedonly to reflect the number of BIM Users compared to non-user respondents. All other areas of thesurvey findings are based on the 273 completed responses, and are thus reflective of the perceptions of individuals who are, to some extent, knowledgeable of Building Information Modelling.

The survey scope area was restricted to respondents operating in Jordon and the Gulf CooperationCouncil (GCC) countries of Saudi Arabia, Kuwait, Bahrain, Qatar, the United Arab Emirates and Oman.

It should be noted that in many cases the survey allowed for respondents to select multipleresponses. This is true of ‘region of operation’ as well as ‘business type’. For these reason, the 273respondents are considered representative of 117 consultants, 97 contractors, 27 suppliers, 25developers, 23 owners, 12 government employees, 9 facility managers and 52 respondents whoclassified themselves as Other. A total of figure of 362.

Among the 97 respondents who identified themselves as contractors, 49 (51%) were engaged in commercial general contracting, 49 (51%) were engaged in industrial general contracting, 41 (42%)were engaged in structural contracting, 31 (32%) were engaged in infrastructure general contracting, 27 (28%) were engaged in MEP contracting and 11 (11%) were erection contractors.

Out the 117 consultants responding to the survey, 77 (66%) provided consulting engineering services, 51 (54%) provided architecture services, 49 (42%) provided project management services, 30 (26%) provided construction management services, and 18 (15%) provided cost consultingservices.

The sampling size and techniques used in this study conform to accepted industry researchstandards expected to produce results with high degree of confidence and low margin of error. The total sample size (273) used in this study benchmarks at a 95% confidence interval with a margin of error of less than 5%.

SURVEY FIN

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18 McGraw Hill Construction Smart Market Report The Business Value of BIM in Europe: Getting Building Information Modeling to the Bottom Line in the United Kingdom, France and Germany, 2010.

The industry must seek to raise general capabilities

Governments in the region need to encourage the industry to adapt BIM

Educational institutions should be encouraged to be at the forefront

The region is behind in the adoption of BIM

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BIM in the Middle East 2011Expert Commentary

Stephen A JonesSenior Director

McGraw-Hill Construction

McGraw-Hill Construction

The current state of BIM adoption and implementation in the Middle East is reminiscent of

the status in North America in 2007, when McGraw-Hill conducted its first research into the topic. Similarities include:

■ The leading role of Consultants in adopting BIM

■ Most users were not measuring ROI

■ Most users had not developed strategic plans or formal execution processes for how to implement BIM in their companies

■ Larger companies were the most common users

■ ‘Not Being Asked’ is the leading reason for non-Users

Some of the key differences between the research in the US and this Middle East study include:

■ The strong percentage (40%) of Developers that have been identified as BIM users in the Middle East. Although it is thought that Owners of all kinds will be the ultimate drivers of BIM adoption in their markets, the McGraw-Hill 2007 study showed very little adoption by owners.

■ Top BIM benefits in the Middle East are identified as Reduction in Design Errors and Improved Productivity, whereas in the North American study, Reduced Conflicts During Construction and Improved Collective Understanding of Design Intent garnered the most votes.

Looking to the future, McGraw-Hill has developed the forecast below for BIM adoption and implementation in North America. The 2007, 2009 and forecasted 2011 figures are derived from the BIM SmartMarket Report surveys. The 2014 estimate was extrapolated by extending the adoption and implementation rates to their logical levels. It is reasonable to expect that the BIM adoption and implementation in the Middle East will follow this general trend, perhaps lagging by 2-3 years, but certainly growing steadily especially as other areas of the global economy (Asia, Latin America, Europe, India) adopt in parallel. Improving the process of delivering capital facilities is a high priority for everyone in our industry. As BIM success stories multiply and are shared across the world, we will move forward together.

“Organisations that recognise market trends and are open to the integration of new technology in their business process, are likely to succeed and become leaders in their field. I believe this report will assist in further establishing the BIM culture within the MENA region.” Laurie Voyer, CEO & Managing Director Al Habtoor Leighton Group

“One of the key problems we face as an industry is to source the skills required to deploy BIM successfully. buildingSMART ME is taking the initiative with the current workforce. However, to meet skills requirements in the longer term academia must provide the core curricula, so that new entrants in the workforce have the necessary skills.”

Dr. Imad Al Jamal, Vice Chairman UAE Contractors Association

“If we are seriously looking to increase the usage of BIM in the market, we need to know the current status and the things that prevent take up. This survey is the starting point and from here industry can grow its understanding of the challenges and develop meaningful programmes to address them.” Cheng Tai Fatt, Director Corporate Development Division Building & Construction Authority

INDUSTRy COMMENTARy

“BIM is a term that is increasingly being used in the region – but often without a real understanding of what it means. Building SMART ME are raising awareness, which is exactly what is needed.”

Ramesh Tolani, Managing Director Al Rashid Investments

ADOPTION (% of Users doing some amount projects with BIM)

IMPLEMENTATION(Average % of Users’ projects being done in BIM)

PENETRATION(% of total projects involving BIM)

2007 (SmartMarket Report findings and estimate)

2009(SmartMarket Report findings)

2011(SmartMarket re-spondent forecast)

2014(Estimate)

28%

10%

<3%

48%

35%

17%

70%

55%

38%

80%

90%

72%

Construction sequence of Solar Tower - Jeddah, Saudi Arabia MEP services for KACWC Tower - Dammam, Saudi Arabia

Company Pro�leOger International is an internationally recognised Architecture and Engineering company with integrated capabilities in Building Information Modelling (BIM). Drawing on a heritage of 50 years of operation, including 35 years in the GCC, and with specialist divisions of Engineering Services, Project Management, Sustainability, Intelligent Buildings, Building Management Systems and Building Information Modelling, Oger International has been involved in some of the world’s most prestigious construction projects within both the public and private sectors.

BIM DivisionThe Oger International BIM Division has several years of experience in implementing BIM projects around the world. With pro�ciencies in many of the leading BIM software, Oger International is actively pioneering BIM processes and deployment. This is supported by strong partnerships with BIM-operative subconsultants and subcontractors.

Areas of expertise• Complex architecture and facade modelling• Structural engineering• MEP design and coordination• Sustainability and green building certification

Oger International Abu Dhabi P.O.Box 61576, Abu Dhabi, UAE - Tel. +971 2 635 9777 - Fax +971 2 681 1309 - Email [email protected]

O f f i c e s : UA E – S a u d i A r a b i a – L e b a n o n – I n d i a - M o r o c c o – P h i l i p p i n e s – Tu n i s i a – Fr a n c eISO Certi�ed 9001 (2008) + ISO 14001 (2004) - US Green Building Council - Emirates Green Building Council

Corporate Member

BIM Project Management- Strategy and process development - Defining BIM requirements - Multi-disciplinary coordination - Managing BIM processes and workflows- RFI and DCR reporting and tracking

Construction Management- Site logistics and construction sequencing- BIM-to-field deployment and supervision- Onsite verification- Production of As-Built models

Model Production and Utilisation- Architecture, Structure and MEP models- Engineering analysis- Building performance simulation- LEED and Estidama certi�cation- Shop drawing production and digital fabrication- Operation and facilities management

Auditing & Quality Assurance- Integrity checking of third-party models- Reviewing structural analyses and MEP system design - Auditing energy models for green building certi�cation

BIM Services

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Market Overview

The extensive Middle East and North Africa region is still home to one of the most vibrant

construction markets in the world today. Its landscape has been transformed by unprecedented construction activity. Iconic structures, such as Palm Jumeirah24, Yas Island25, the Burj Al Arab26, The Pearl27 and the Burj Khalifa28, have courted much media attention as well as the interest of construction professionals worldwide.

However, the recent global economic crisis has undoubtedly impacted on the Middle East and North Africa. The collapse of oil prices from a peak of $147 a barrel in July 2008, to under $40 a barrel early in 2009 arguably triggered the slowdown. Since the third quarter of 2009, prices have stabilised at an average of around $75 a barrel.

At the latter end of 2008 the worsening financial crisis impacted severely on the construction sector. Speculative buyers were thwarted by the tightening of lending criteria. Within the region it was inevitable that Dubai’s real estate sector, a key driver of growth in the boom years, was hit very hard. High profile collapses and postponements made headlines and uncertainty prevailed. Globally, financial markets were shaken by events relating to Dubai World. Abu Dhabi’s rescue package in December 2009, restored confidence to some extent, but undoubtedly the ‘Dubai World’ situation has influenced investment thinking.

The number of construction projects awarded in the UAE fell markedly in 2009.

In spite of this, the Middle East and Africa would seem to have escaped the worst of the recession. The chart illustrates how GDP continued to grow in 2009 and how the region is forecast to peak earlier, before converging with world levels.

Within the region there are of course variations. Kuwait and the UAE suffered percentage falls in GDP in 2009. Qatar’s growing liquefied natural gas capacity, kept GDP growth above 8% even in 2009. Qatar30 is the world’s leading LNG exporter.

Moving ForwardWhat the recession has reinforced is the need for the region to work together for future prosperity. In construction, many commentators argue that the worst is now over. The announcement of new projects and the sign off of major developments seems to support this view. There are major schemes throughout the region, with Saudi Arabia emerging as a ‘hot-spot’.

Weathering the RecessionIn 2008 20%21 of Abu Dhabi’s employed population was employed in construction.

In the UK22 and the US23, the comparative figure is around 7%.

Middle East and North Africa

GDP (current US$)$1,059,430,000,000

Population, total330,892,543

GNI20per capita, (current US$)$3,594

Uae ConstrUCtIon proJeCts awarded

2005 2006 2007 2008 2009

50,000

40,000

30,000

20,000

10,000

Source: MEED Projects ConstrUCtIon proJeCts awarded saUdI araBIa

35,000

30,000

25,000

20,000

15,000

10,000

5,000

2005 2006 2007 2008 2009

Source: MEED Projects

Egypt

Jordan

Kuwait

Qatar

KSA

UAE2007 2008 2009 2010 2011 2012 2013

30

25

20

15

10

-10

5

0

-5

Source: IMF, World Economic Outlook Database, October 2010

World

2007 2008 2009 2010 2011 2012 2013

Middle East & North AfricaG7

8

6

4

2

0

-2

-4

Source: IMF, World Economic Outlook Database, October 2010

In Saudi Arabia, the $27 billion USD King Abdullah Economic City31 in Rabigh. A world class fully integrated economic city of 168 million square metres. Located off the Red Sea north of Jeddah. Comprising a modern world-class Seaport, Industrial District, Financial Island, Education Zone, Resorts and Residential Area.

19 http://data.worldbank.org/region/middle-east-and-north-africa 200920 Atlas method - http://data.worldbank.org/indicator/NY.GNP.ATLS.CD21 Source: Statistics Centre Abu Dhabi – Department of Planning and Economy22 www.ons.gov.uk23 http://www.builderonline.com/construction-trends/construction-industry-employed-11- million-people-in-2007.aspx24 http://www.palmjumeirah.ae/about-palm-jumeirah.php25 http://www.yasisland.ae/en/visiting/welcome-to-yas-island/26 www.jumeirah.com/en/Hotels-and-Resorts/Destinations/Dubai/Burj-Al-Arab 27 http://www.thepearlqatar.com/28 www.burjkhalifa.ae 29 OPEC Monthly Oil Market Report October 201030 http://www.eia.doe.gov31 http://www.oecd.org/dataoecd/30/24/38906206.pdf

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32 Janette Jellings Consultancy and Research33 The Business Value of BIM in Europe 2010 – McGraw Hill Construction34 http://www.building.co.uk/technical/morrell-calls-for-bim-on-public-projects/5006640 article35 http://www.constructionweekonline.com/projects-911-presidential-palace-in-al-ras al-akhdar/36 http://www.constructionweekonline.com/projects-993-construction-of-5000-villas-in- eastern-province/ 37 http://www.constructionweekonline.com/projects-770-expansion-of-abu-dhabi-airport- -midfield-terminal-complex/38 http://www.constructionweekonline.com/projects-918-la-hoya-bay-development/39 http://www.constructionweekonline.com/projects-490-the_louvre_abu_dhabi/

Beginning in 2010, Saadiyat Island Development - The $1 billion USD, Louvre Abu Dhabi,39 with a total built up area of the museum is 24,000 m2, is part of an agreement between Abu Dhabi and the French government. Artwork from around the world will be showcased at the museum.

The $680 million USD, La Hoya Bay38 Development in Ras Al Khaimah is already underway. The development will include 288 apartments. The apartments will vary in size from 50 to 187 square metres, all with a splendid view of the natural scenery.

Construction of 5,000 Villas in Eastern Province36, costing $1.35 billion USD, is set to start in Saudi Arabia in 2010. The project calls for construction of 5,000 Villas and site preparation in Eastern Province.

The $6.8 billion USD Expansion of Abu Dhabi Airport - Midfield Terminal Complex35 started in 2009. The new terminal complex will be capable of handling 20 million passengers a year. The complex will initially have more than 45 gates, and will eventually expand to more than 58 gates to cope with anticipated growth.

In Abu Dhabi, the $500 million USD, Presidential Palace37 in Al-Ras Al-Akhdar project, is set to begin in 2010, with completion in 2015. The Palace will exceed 160,000m2 of built area and will contain several VIP wings, several buildings and accommodations for staff and military. The palace will be used by the UAE federal government.

Embracing ChangeNonetheless, things are not the same. The days of constant, rapidly rising property prices and disregard for sustainability have gone. There is now a need to eliminate waste and inefficiency, improve productivity and quality, whilst taking on board the requirements of new legislation for eco-friendly construction.

Even before the crisis the region’s governments were promoting strategies to facilitate economic progress. These included the ‘Dubai Strategic Plan 2015’ and ‘The Abu Dhabi Economic Vision 2030’.

The future success of the region and within it, specific sectors such as construction, will be facilitated if action32 is taken that includes:

• Raising competitiveness/ productivity• Improving the efficiency of the labour market • Developing relevant education/ training • Raising skill levels in the current and future workforce• Introducing new business processes/technologies • Embracing sustainability

Belief in BIMWithin the construction industry, Building Information Modelling (BIM), has been shown to facilitate reductions in waste and costs – positively impacting on profitability. However, the path to widespread adoption is littered with obstacles.

What is important is that key industry experts believe in BIM. This trust is reinforced by studies in other regions. A recent McGraw Hill33 Construction survey found that ‘three-quarters of Western European BIM users (74%) report a positive perceived return on their overall investment in BIM, versus 63% of BIM users in North America’.

Getting BIM MandatedIn the region, the use of BIM is not yet mandated. Making BIM mandatory is seen to be the way forward by other countries. The BIM survey reveals that the main reason why companies do not

use BIM is that they have not been asked to do so. Respondents also indicated that the thing that would make their company most likely to use BIM in the future, was if it was mandated for the project.

BIM is already promoted by the Singapore Government. Government Agencies in the United States such as the GSA (General Services Administration), the U.S. Army Corps of Engineers, The United States Coast Guard, Department of Veterans Affairs and others along with several State Governments and quite a few corporations.

In Norway, the Government has adopted both BIM and buildingSMART as its preferred methodology for federal construction projects. There is also an agreement to use open BIM Standards between GSA, Danish Enterprise and Construction Authority (DECA) in Denmark, Senaatti-Kiinteisist in Finland, and Statsbygg in Norway.

In October 2010, Paul Morrell34, the [UK] government’s chief construction adviser, [has] indicated that publically procured building projects will be required to adopt BIM.

Mandating openBIM is likely to happen first in organisations with large portfolios of facilities that they are responsible for from inception. This is because they have the most to gain by understanding the cost of operations for the life of the facility.

Skills DeficitsThis manifests itself in both skills ‘gaps’ (lack of skills in existing workforce) and skills ‘shortages’ (problems recruiting suitably qualified staff).

These shortfalls are evidenced in the buildingSMART ME 2010 BIM Survey. The main obstacle to the adoption of BIM was the [lack of] availability of skilled staff.

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Middle-East BIM ReportM

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Education The integration of BIM into education programmes ensures that in the future new entrants into the workforce have the required skills, thus h elping to alleviate skills shortages.

Globally things are already happening. For example, in the UK, the University of Salford40 is exploring new avenues via its THINKlab.41 In the US Georgia Institute of Technology42 has included BIM as a key part of its curriculum for several years.

In October 2009, the Computer Integrated Construction Research Program of Pennsylvania State University in the US, officially released a ‘BIM Project Execution Planning Guide43’. The guide provides a practical manual that can be used by project teams for designing their BIM strategy and developing a BIM Project Execution Plan at the early stages of a project.

In Australia, BIM is an integral part of many university courses, including RMIT44 in Melbourne, the University of Technology45 in Sydney and the University of New South Wales.46

Regionally, the American University in Dubai47 (AUD), began teaching BIM in the Autumn of 2009 as a requirement of its professional Architecture Programme.

Professor Raymond Issa, of the University of Florida, ran a BIM workshop and dinner in October 2010, at the American University of Sharjah. Key academics from the American University of Sharjah, Alhosn University, Zyed University, Abu Dhabi University and the American University in Dubai, together with people from industry, including government, project managers, developers and consultants; discussed ideas on how to progress the integration of BIM into educational programmes.

StandardsNeeded by everyone involved in the construction industry to ensure delivery of consistent and high quality work.

Training and CertificationProviding skills, proving competency and ensuring consistency.

In terms of BIM training, more survey respondents taught themselves, than received formal training from their companies.

The Role of buildingSMART MEAs an independent, not for profit membership organisation, buildingSMART ME is taking positive steps towards providing a solution to meet current skills requirements. These include:

• Helping to facilitate a link between industry and academia through its membership programmes. It is also working with academia to define a curriculum that can best serve market needs.• Developing a comprehensive programme to train and accredit individuals already working in key industry disciplines. • Providing a mechanism to deliver training programmes – the BIM Support Bureau48.

buildingSMART ME also provides a forum for industry experts to meet, exchange ideas and ultimately, to drive the industry forward in the 21st Century.

Realising the VisionAlthough the region has not been immune to the exogenous shocks caused by global events, recovery is underway. By implementing BIM processes and technologies, a more efficient construction sector is ready to continue the transformation of the region’s landscape and meet the vision of its leaders.

40 http://www.sobe.salford.ac.uk/sobe/courses/undergraduate-programmes41 http://www.thinklab.salford.ac.uk/42 http://www.gatech.edu/43 http://www.nibs.org/index.php/bsa/newsevents/news/Entry/bimprojectexecutionplaningguide44 hhttp://www.rmit.com.au/browse;ID=cv6p4hywtsh2145 http://www.handbook.uts.edu.au/subjects/details/16212.html46 http://www.handbook.unsw.edu.au/undergraduate/courses/2010/BENV2421.html47 http://www.aud.edu/48 http://www.bsame.org/index.php?option=com_content&view=article&id=89&Itemid=11149 http://www.architecture.com/Files/RIBAHoldings/PolicyAndInternationalRelations/Policy/ PublicAffairs/RethinkingConstruction.pdf

It is now over a decade since the publication of ‘Rethinking Construction’49 - the renowned report by Sir John Egan.

The report highlighted the amount of waste in construction, stating that:

Recent studies in the USA, Scandinavia and the UK suggest that: • up to 30% of construction is rework • labour is used at only 40-60% of potential efficiency • at least 10% of materials are wasted

The message in the report was clear, that there was plenty of scope for improving efficiency and quality, simply by taking waste out of construction.

Standarts

Education

Training &Certi�cation

SKILLED BIM PROFESSIONALS

Building Smart, Get Real with BIMThe Future of Open Standards Driven Collaboration

change, the cultural shift in how we collaborate is the challenge. Creating a greener built environment cannot be solved by traditional methods or tools. It requires collaboration and communication at an unprecedented level.

Low Carbon CollaborationInformation and communication are scarce resources that need to be harnessed. Conserving fuel is an obvious sustainable approach that promotes lower carbon footprint. Poor communication and access to that message leads to wasting physical resources. Conserving, collaborating and gathering information wisely is: Low Carbon Collaboration, which can improve communication that can manage scarcity.

Better forecasting, faster iterations, the ability to see results (good and bad), more reflection time, more design time, more simulations and more scenario planning before any construction begins, all fosters reduced risk and more value creation. Scarcity is screaming for this change now.

This is going to be an interesting ride. Join us and build smarter. Support buildingSMART and demand open standards exchanges from all solutions.

Kimon Onuma, FAIAONUMA, Inc.

BIM – Not Just a Faster Horse

BIM is not just a faster horse. It is a whole new animal. To release BIM’s full

potential, the dots need to be connected. New technologies, changing mindsets, scarcity of resources and contracting global economies are aligning -- creating this collaborative BIM environment. Those willing to accept this challenge will be transforming the building industry in ways that are exponentially larger than Henry Ford’s contribution to the automotive industry.

Wide Open BIMThe Internet has changed everything, including the building industry. The open standards of the Internet have cultivated communities like the 500 million Facebook members who collaborate in real-time. Slow-motion collaboration with static paper or file-based exchanges are not the workflow of the Facebook generation. Conventional collaborative processes using BIM are becoming rapidly antiquated.

Sharing BIM with open standards based IFC is imperative. In addition to IFCs, there is a need for simplified XML based exchanges such as BIMxml.org. We are deluged with building data. Harnessing and retrieving data for various consumers is paramount -- those who need the whole BIM, and those who want a subset. These processes are in practice. BIMxml has successfully been used in BIMStorms to share BIM data in real-time through the web.

’If I’d asked my customers what they wanted they would have said a faster horse.’

Henry Ford

buildingSmart is defining a future simplified IFC XML that will also address this immediate need to collaborate.

Location, Location, Location BIM, BIM, BIMLocation is everything. Layering maps with restaurant locations, real-time weather, real-time airline, bus and train schedules on a computer or phone is now commonplace. What if the building industry took location functionality and merged it with BIM? Imagine BIM and Geographic Information Systems (GIS) in a simple environment providing real-time building and GIS data.

For the most part, BIM today is mostly focused on the single use of supporting one building project at a time. Yet, BIM is overflowing with information. This information, web enabled and location driven, brings collaboration to a new level. Imagine every element in a building having an X, Y and Z location -- while also having latitude, longitude and altitude data to properly locate it on the globe.

BIMStorms - Cloud Computing BIMBIMStorms are built on a foundation of BIM, GIS, cloud computing, open standards, and real-time multi-user collaboration. BIMStorm is proof that a stunning amount of collaboration and change is possible today with many tools. What matters is how data is exchanged and the process. Technology is not the barrier to

BIMStorms are web based, real-time collaboration events driven by buildingSMART standards. Thousands have participated in BIMStorms using many tools to communicate and solve the complex problems of the built environment.


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BIM Learning Curve

Building Information Modelling (BIM) is newly emerging in the Middle East market and we are

poised to see a dramatic increase in BIM usage as organisations seek to harness the competitive advantage and stay ahead of the game. The implementation of BIM is neither simple nor straight-forward and the effect of BIM can penetrate to the core of business practices prompting change in the tools deployed, the skills required and the processes of operation and delivery. For many firms the issue becomes one of managing change more than developing specific skill sets.

Studies have been done in more mature markets, such as Europe and the US, to identify the perceived barriers to implementing BIM, and how these can be addressed. Among the most commonly voiced concerns are the following:

• Drop in productivity during the transition period • Poor Return on Investment • Disrupted workflows

ProductivityThe transition to a new technology or work process is often reflected in a short-term drop in productivity. A 2003 web survey on BIM cited an average productivity loss of 25-50% for organisations during the initial training period of BIM tools50.

However the reality is that an initial slump in efficiency is offset by long-term productivity gains, and with an effective implementation and training programme this downtime can be controlled and minimised.

In the same web survey, respondents noted that it took an average of 3-4 months to return to previous levels of production with BIM based tools. As BIM processes and proficiencies increased respondents measured gains in productivity of over 50% (more than half respondents) and even up to 100% (close to 20% of respondents).

Return on InvestmentReturn on Investment (ROI) is an essential factor in assessing the impact of adopting new business practices, but can be difficult to track. In 2008 McGraw-Hill Construction published a survey report on the usage of Building Information Modelling in the US market. The Smart Market Report, entitled Building Information

Modelling: Transforming Design and Construction to Achieve Greater Industry Productivity51, reported that companies who were actively tracking BIM return on investment recorded ROIs as high as 300 to 500%.Some of the most important aspects of BIM ROI being measured by firms included:

• Improved project outcomes such as fewer RFIs and field coordination problems (79%) • Better communication because of 3D visualisation (79%) • Positive impact on winning projects (66%)

Disrupted WorkflowA common resistance to transitioning to BIM is the fear of change, specifically the disruption of existing workflows. BIM will most certainly affect workflows. In the 2003 web survey, 83% of respondents reported that their design process had changed as a result of using BIM. Generally speaking the processes that are disrupted are inefficient, and quite often these workflows are likely to be identified as those that a company is seeking to change through the deployment of BIM.

Mark BaldwinBIM Implementation ManagerOger International Abu Dhabi

50 Autodesk conducted a web survey in November 2003 seeking information about how firms have implemented and are using Autodesk BIM tools, with the intent to investi gate the ROI on BIM tool implementation. Over a hundred responses were received.

51 McGraw-Hill Construction conducted the 2008 Building Information Modeling Study to assess the understanding, perceptions and usage patterns of BIM software among knowledgeable users in key player segments. The research in this report was conducted through a survey of 82 architects, 101 engineers, 80 contractors, and 39 owners (total sample size of 302) between June 18th and August 8th, 2008.

PRO

DU

CTI

VIT

Y

0 %

100 %

200 %

IMPLEMENTATION PERIOD ( MONTHS )

1 3 6 9 12

Productivity can increase by 50-100%, with ROI as high as 500%

Productivity losses can be 25-50% for organisations during the initial training period of BIM tools

BIM LearnIng CUrVe

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Middle-East BIM ReportBIM

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Organisations at the beginning of a transition to BIM are likely to perceive more disruptions and fewer benefits than those that are more advanced in BIM usage. The 2008 BIM Smart Market Report highlighted that the positive impact of BIM on a company’s practice was experienced by the vast majority of experts (82%), but few beginners (20%).

The BIM Smart Market Report further noted that expert users were three times more likely than beginners to say BIM had had a dramatic impact on their internal processes, and four times more likely to say it had had a dramatic impact on their external processes.

This is can be partly attributed to the initial productivity dip of a learning cycle. However it is also reflective of the fact that many organisations only gradually come to realise the interdependency of technology (ie. software) and process (workflows). It can be ineffective and at times counter-productive to impose a new technology on an existing process, or vice versa. In the deployment of BIM, tools and processes ought to be integrated and introduced concurrently.Transitions are least disruptive when adequate preparations have been made.

With a comprehensive implementation strategy and an effective training programme one can ensure that the appropriate processes are in place, the right tools and support infrastructure have been selected, that the effects of productivity drops and workflow disruptions are minimised, and that productivity is maximised.

A strategy for BIM ImplementationSuccessfully implemented BIM can activate changes in an organisation’s practices that have a lasting effect on the way future activities are performed. Effective and comprehensive implementation can prompt

restructuring of delivery workflows (process) operational skills (people) and deployment of tools (technology). In this respect BIM goes to the core of business practices and has an intricate and far-reaching effect.

However the extent to which these benefits are realised is dependent on the effectiveness of the process implemented, the suitability of the tools deployed and the capability of those that use them. It is the function of an implementation strategy to integrate these three areas (process, tools and people) in the most effective way; best aligned to the operations of the organisation.

A successful implementation strategy should seek to maximise productivity and minimise disruption in the following ways:

Reference information

A number of organisations have developed protocols and templates to assist in implementation processes. Two valuable resources are:

• The Pennsylvania State University BIM Project Execution Planning Guide www.engr.psu.edu/ae/ cic/BIMEx/• buildingSMART ME BIM Training & Certification Programme www.bsame.org

Maximising productivity

• establish clear objectives • develop appropriate processes that are aligned to the organisation’s vision and capabilities • ensure that suitable tools have been selected (best in class, fit for purpose) • provide customised training (tools integrated with processes)

Minimising disruption

• ensure that objectives are realistic and achievable in the short-term • anticipate potential disruptions to workflows and rework them in advance • integrate processdevelopment and technology training, and progress them concurrently • stage implementation appropriately (don’t seek to achieve complex BIM operations to early)

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Case Study: Central Park Tower

Although by Middle East Standards the Central Park Tower in Broomfield

Colorado is not the largest project, it provides excellent examples of measurable return on investment (ROI).

This case study reports how general contractor, The Weitz Company, combined Integrated Project Delivery (IPD) process to streamline the delivery of the entire structural system and maximise the use of data/deliverables that could be extracted from the fully coordinated building information models.

A Vision of InnovationAt the Weitz Company, deployment and use of Virtual Design Construction (VDC) and Building Information Modelling (BIM) is part of a corporate driven strategy of process innovation. This strategy is built upon owner-driven value creation, the minimisation of waste and effective cost/schedule control, using lean project management in combination with BIM technology.

Weitz initially committed to company-wide use of VDC/BIM in June 2007. Their initial implementation activities represented the standard use cases for BIM in construction, including coordination between the steel and mechanical sub-contractor’s existing 3D models for conflict detection. Early attempts to springboard past design coordination, in the 3D environment, revealed a variety of constraints,

(for example, late arrival of information, inconsistency between models and drawing integrity, as well as the duplication of work between 3D and 2D environments).

These early efforts led the Weitz VDC–BIM team to make difficult decisions, such as abandoning various design/construction models and reverting back to traditional means and methods to continue work. As Chris Allen manager of VDC & Operational Excellence, explained:

‘Initially the technology was deployed without an inherent process understanding’.

In an effort to align their deployment of VDC-BIM with actual construction process, Weitz further identified opportunities that would yield greater benefits than the standard use cases for BIM in construction. This investigation led them to examine several areas that would yield immediate tangible benefits to both new and existing projects. The primary criteria were to reduce both cost and risk in operations, together with optimising schedule - without compromising quality.

Project OverviewLocation – Broomfield, Colorado Area – 305,331 square feet Pursuing LEED Gold CertificationHeight – 11 stories with 1 level below gradeBelow Grade Parking Level: Precast horizontal system to CIP pilasters

Quantities

• 2,849 cubic yards concrete• 358 tons reinforcing steel• 1,400 tons structural steel• 2,470 shop drawing sheets, 47 erection• 150,000 square feet exterior wall panels

The Delivery ModelProject delivery can be broadly summarised under two primary activities – Cast in Place (CIP) concrete and Structural and Miscellaneous Steel, including Glass Fibre Reinforced Polymer (GFRP) Exterior Panels.

Beyond simply establishing a corporate vision, Weitz seized the opportunity at Central Park Tower to streamline the delivery of the entire structural system and maximize the use of data and deliverables that could be extracted out of fully coordinated building information models. Doing this paved the way for Weitz to effectively mitigate the risk associated with the structure by ensuring design-to-construction coordination, maximising off-site fabrication, and facilitating ahead-of-schedule performance of the trades on site.

The delivery model was Construction Management (CM) at risk (as defined in the previous articles of this issue), incorporating IPD as a process perspective.

Owner

Architect Contractor O/C/A

CM at Risk Integrated Project Delivery

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BIM technology was deployed over the lifecycle of the project to perform and inform the following critical activities:

• Design – Modelling of the entire structure including the exterior GFRP • Coordination - Designed and modelled all concrete embed plates for attachment of steel and precast• Detailing – plus full Constructability analysis• Fabrication – The model produced embed and formwork layout plus Grade Beam Rebar Shop Drawings • Erection/Place Work – Including comprehensive lift drawings• Project results and benefits

By adopting the aforementioned delivery model and process, the project realised significant benefits, some of which are summarised as follows:

Case Study: C

entral Park Tower

Progressing the model from design to constructionStructural Consultants Incorporated (SCI) was hired by Weitz to provide the design, drawings and modelling for both the structural and miscellaneous steel package and the exterior skin. Their scope went beyond design interpretation and constructability review to more effectively increase the benefits provided to the project.

SCI served as the IPD Structural Engineer. The diagrams below show how the structural relationship network for the project changed from the traditional and illustrate the inclusion of an IPD Structural Engineer and Structural Design/Build Subcontractor. From a social standpoint, these team members were created to assist Weitz in bridging the critical gaps between the Architect and Engineer of record and the fabrication/construction teams.

The Virtual Design and Construction ProcessWith the delivery model and structural relationship network in place, the project was able to effectively undertake a VDC-BIM deployment.

Using a fully co-ordinated building information model as a point of focus facilitates the VDC process and enables key project stakeholders (Owner/Developer, Design and Contractors) to share the same information at the same time in both a virtual and live environment.

This in turn enabled the benefits of the process to be fully realised. The key benefits can be summarised as follows:

• Earlier involvement in project – commitments made at Schematic Design phase• Overlapping of design and construction activities• An accurate structural model maintained throughout design/ construction phases• Extracted supplementary structural drawings from the structural model

1. Cast in PlaceComprehensive lift drawings were crucial to achieve the required quality, productivity and performance of the cast. The model delivered drawings for individual concrete pours to aid field crews. Details provided included pour dimensions, concrete mix and volumes, placing equipment requirements, formwork considerations, finishing work, and location/quantity of the required embed, conduit and reinforcement material.

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This enabled easy adaptation of the programme to meet user requirements.

In standard construction projects, the number of embedded items (for example, lifts and stairs) in concrete pours can total thousands, while the number of reinforcing steel members is in the order of tens of thousands. The use of a single building information model facilitated accurate coordination of embeds and reinforcements realising tremendous benefits in comparison to the traditional error prone and fragmented process.

The results confirmed the benefits. There were practically no approval comments required from the EOR (Engineer of Record), the construction schedule was reduced by two weeks, 26.1% reduction of reinforcing materials (actual versus budget), waste of reinforcement materials estimated at 0.07% - and ZERO RFIs.

2. Structural and Miscellaneous SteelSCI were responsible for design and detailing of structural steel superstructure and participated in design team meetings from the earliest phase. The structural model was designed for constructability and GRFP compatibility.

From the model it was possible to extract all supplementary contract documents and a detailed calculated data package similar to that summarised above for CIP.There was continuous coordination of steel, CIP concrete, precast and GFRP panels. Structural and Mechanical/Plumbing models were coordinated at end of Design

Development and then at two weekly intervals.

Timely correction of the model at all stages facilitated detailing work and resulted in a reduction of detailing hours from 1,600 to 1,050 (planned versus actual).

To support fabrication, there was a concurrent design/detailing process allowing seamless interaction between the construction and shop drawings. This advanced the fabrication start date by five weeks (56%) and the initial steel delivery time by eight weeks (50%)

All of this work impacted on the erection phase which produced only two RFIs and ZERO change orders in erection cost.

3. GRFP Exterior panelsDesign, fabrication and erection of the GRFP panels were all enhanced by the interoperable BIM process.

The GRFP panel outline was modelled for coordination with the structural frame and this identified many conflicts that could be corrected before the design was handed over to the fabricator.

The model included x.y.z target coordinates for bracket locations of the GFRP panel connections to the structure. The automatically extracted erection drawings and survey data were interoperable with a total station to enable accurate placement on site.

Project ROIThe efficiency and value generated by the delivery model and process and interoperability of the technologies deployed were summarised by Weitz as follows:

CIP:• Two weeks off schedule• 21.6% of materials savings =$104,306• RFI Savings (compared to a similar project completed 12 months earlier) = $97,549 - $161,549

Steel:• Eight weeks off schedule• $49,000 reduction in detailing costs• $250,000 materials savings• Two RFI + ZERO Change Orders

In total – 10 weeks off the schedule and >$500,000 reduction in costs.

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From Emirates Towers to Wembley Stadium, Dubai Marina to Sydney Wharf, Brookfield Multiplex has developed, built and managed

a significant number of iconic buildings that dominate the skylines of major cities around the world. Since establishing the construction

operation in the Middle East region, the company has built a reputation for fast delivery times and high-quality standards through working

on some of the most prestigious and challenging projects in the region. With this ability to deliver coupled with the company’s expertise

across the entire property cycle, Brookfield Multiplex continues to expand across the Middle East and North Africa, India and Asia.

100 offices

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1,000’s of iconic projects & properties worldwide

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www.brookfieldmultiplex.com

BUILDING ON GLOBAL STRENGTHS.

BMX Ad 1022 FA.indd 1 8/9/10 2:50 PM

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buildingSMART ME Training & CertificationA Strategy for BIM ImplementationBuilding Information Modelling represents a decisive shift to more effective business operations; reflected in streamlined processes, better coordination, reduction of errors and general increased productivity. However simply adopting BIM tools does not by itself make these benefits immediately achievable. The transition to BIM can be, for some, laborious and hard-won. Deploying new technologies into old processes, or vice versa, can be ineffective and at times counterproductive.

Transitioning to BIM demands a reworking of processes that go to the core of business operations. The question then becomes how an organisation can get the greatest benefit from BIM without disrupting the workflow.

It is interesting to see, as indicated in the findings of the recently conducted buildingSMART Middle East BIM Market Survey, that there is already a strong awareness of the benefits of BIM in the construction industry here in the Middle East. The survey findings indicate that the most recognised benefits for BIM-Users and Non-Users alike are ‘Improved Quality Control’, ‘Reduction in Design Errors’ and ‘Improved Productivity’. Nevertheless, ‘Return on Investment’ (ROI) was ranked as the lowest perceived benefit. This suggests that although the market recognises the benefits of BIM there is still concern in actualising the benefits as real ROI.

This is a well-founded concern, as poor training or badly executed BIM implementation can lead to ineffective and at times, counterproductive practices.

Different users have very different needs for BIM functionality. For example, the requirements of an architect are very different to those of an owner; or the requirements of a sustainability consultant differ from those of a facilities manager. Furthermore, the type of activities that can be performed would change depending on the phase of the project. buildingSMART defines twenty-four different BIM functions that can be applied to a project during design, construction and operation.

BIM for your BusinessbuildingSMART ME provides BIM training and certification programmes that can help an organisation identify what are the most beneficial BIM functions for their business and how these can be best implemented.

buildingSMART ME certification establishes a benchmark for individual and organisation BIM competency that aims to be become a standard for the industry.

‘A rigorously planned and executed training and implementation strategy is a powerful tool to maximise returns and ensure a swift and successful transition to BIM.’

Gerard CouturierBranch Director Oger International, Abu Dhabi

•Existing Conditions Modelling •Site Analysis •Programming•Design Authoring •Design Reviews •Code Validation •Design Coordination

•Energy Analysis•Structural Analysis•Lighting Analysis •3D Building System Analysis •Mechanical Analysis Other Eng. Analysis•LEED Evaluation

•Site Utilisation Planning•Construction System Design•Phase Planning (4DModeling)•3D Control and Planning•Cost Estimation •Digital Fabrication

•Record Modelling•Space Management/Tracking•Maintenance Scheduling•Disaster Planning•Asset Management

DESIGN ANALySIS CONSTRUCTION OPERATION

Clearly not all functions are applicable to all BIM users, or all project phases. It is therefore critical that a potential user properly understands all available BIM functions and correctly identifies those that are applicable to their area of operation.

BIM FUnCtIons

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Middle-East BIM Reportbuild

ingSMA

RT ME Training &

Certification

buildingSMART ME Organisation CertificationbuildingSMART ME ‘Organisation Certification’ provides independent, third-party verification that an organisation meets the highest BIM / OpenBIM performance standards. An organisation will receive a certification rating on the application of specific BIM uses within a project environment. A BIM Organisation Certification is an assessment of the application of BIM processes in a live project environment and across company wide systems and processes. The certification process is comprised of four distinct activities:

1. Undertaking Organisation/Individual Capability Assessment This phase assesses the current conditions and determines the scope and objectives against which the certification will be assessed.

2. Development of BIM Implementation/Execution Plan This phase will determine the strategy against which the certification will be assessed.

3. Auditing the Implementation ProcessThis is the primary assessment period. An organisation’s certification level will be largely dependent on their ability to deploy BIM on a live project.

buildingSMART auditors will assess and re-score implementation progress on a live project and as measured against the ‘Execution Plan’.

4. Final Assessment & CertificationBased on the outputs of the previous activity buildingSMART ME will certify the organisation’s BIM process to the established National Institute for Building Standards (NIBS) and the company (people) capability maturity model standards52. On completion of the ‘Organisation Certification Process’ the organisation will receive a summary report of the assessment process and a buildingSMART ME ‘Organisation BIM Certificate’ stating the level of BIM capability achieved.

buildingSMART ME Individual Training & CertificationbuildingSMART ME ‘Individual Training and Certification’ provides a progressive training programme in the concepts of BIM/OpenBIM practices and principles applied to specific BIM functionalities. Individuals can obtain progressive levels of professional certification within specific industry and discipline sectors.

Course Structure

• Level 1 is a general introductory seminar to introduce all project staff to the basic concepts of BIM, Open BIM and IFC interoperability.

• Level 2 explores the essential processes of the application of BIM for specific sectors (Owner, Contractor, Engineer etc...). This is also an overview style session. Covering relevant modules for each discipline to lay groundwork for more specific training.

• Level 3 comprises a series of essential training modules. Each module relates to a distinct BIM function (one of the twenty-four tabled on the previous page) customised to the relevant sector.

• Level 4 progresses the specific training modules (as per level 3) to an advanced level.


52 http://www.buildingsmartalliance.org/client/assets/files/bsa/BIM_CMM_v1.9.xls

Introduction to specific BIM process concept and tools

relevant to end user requirements

ESSENTIALS

Extending the vision of BIM concepts and tools

relevant to end users requirements and looking to future developments in

the AEC industry

ADVANCED

TECHNOLOGYPEOPLE

Overview and Introduction to

Building Information

Modeling and how BIM

solutions can be employed to improve design and construction

processes and result

1

Explore the essential

processes of BIM for your

specific discipline. This

session will identify

modules for more specific

training

2

PROCESSAfter Introducing basic concepts of BIM we will move on to describing the procedural changes that BIM will bring about to specific disciplines. The first session is an overview of BIM potential for a specific discipline, also

looking at existing processes to adapt to BIM PROCESSES.BIM processes and tools will be addressed further in the Essentials’ and

‘Advanced’ breakdown sessions. These sessions will enable practitioners to progress from beginner to expert.

This component will be covered by applicable

software vendor training courses that are specific to the version and usage of the BIM tools. By this

stage the end users should have a thorough understanding of BIM

and its relevance to the tools being utilized

BIM for Owners/

End users (inc FM)

BIM for Designers

BIM for Professionals

Engineers, Consultants,

QA etc

BIM for Main

Contractors

BIM for Fabricators

and Installers

3 4

A need for standardsIndustry standards can provide a framework in which an organisation can structure their BIM deployment and can establish a benchmark against which the level of operation (both current and desired), can be measured. This helps ensure that an organisation has the ability to achieve a maximum level of BIM usage and that that level can be accurately measured against industry norms.

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Mark BaldwinBIM Implementation

Manager Oger International Abu Dhabi

Jourdan younisSustainability ManagerOger International Abu

Dhabi

BIM in ‘Green’ Construction

Principals of Environmentally Sustainable Design (ESD)

• Siting & design optimisation • Structure design efficiency • Energy efficiency • Water efficiency • Appropriate material selection • Indoor environmental quality enhancement • Operations and maintenance optimisation • Waste reduction

Sustainable design has gained increasing presence in the construction industry in recent

years. Parallel to this we have also witnessed the emergence of BIM as a new mechanism of project delivery. Industry innovators are seeking to unite these two emerging areas to meet common objectives of integrated project processes, efficient construction practices, and sustainable outcomes. This area of innovation is often refereed to as Green BIM.

Towards sustainability in the Middle EastGreen building has perhaps not gained the prominence here in the Middle East as it has in other parts of the world. However, in the last few years there has been a significant change of focus, with some Middle Eastern Governments promoting the adoption of international sustainability standards and, in some cases, forming new legislation.In 2008 Dubai enacted a Green Buildings Directive to encourage the adoption of international green building specifications. In September 2010 the Abu Dhabi Urban Planning Council brought into effect the first requirements for their Estidama Pearl Rating System; a green building rating system that is integrated with local building code requirements.

The shift in policy has been reinforced by major initiatives that have established benchmarks for sustainability in the region. King Abdullah University of Science and Technology (KAUST), in Saudi Arabia, is the Kingdom’s first LEED (Leadership in Energy and Enviromental Design) certified project, and the largest LEED Platinum project in the world. KUAST has set an agenda to drive innovation in science and technology and to support world-class research in areas such as energy and the environment. The United Arab Emirates too, received world-wide attention with the unveiling of plans for the development of the world’s first carbon-neutral city, Masdar, in Abu Dhabi. The Masdar Institute of Science and Technology, a graduate level institution focused on

advanced energy and sustainable technologies, opened to students in September 2009, with the first facility opened on campus in September 2010.

Building on this regional momentum there is an opportunity for significant developments in sustainability and perhaps a more decisive shift towards Green BIM.

A case for Green BIMBIM is often credited for achieving more effective construction practices, through the reduction of errors, increased productivity, condensed programmes, lean construction, reduced waste and minimised operating costs. In short BIM makes construction more sustainable.

At the same time, green building project teams are increasingly discovering how BIM tools can help them achieve more sustainable outcomes. These tools provide immediate insight into how design decisions impact building performance. BIM also encourages an integrated design and construction process - a critical strategy for making projects greener. Because of the way BIM facilitates green design, construction and sustainable outcomes, the growth of green building as an accepted, widespread practice is helping to accelerate BIM adoption.

Concepts of BIM and application to green buildingThe underlying premise of BIM is that the information model forms the authoritative source of project data. All project members have the ability to access this information (drawing from, and contributing to) to perform their specific duties. Thus, for example, when an energy consultant performs an energy analysis, they can be confident that they are basing the assessment on the most current information available. Furthermore, the data from the analysis is fed back into the BIM, contributing to the richness of the model, and becoming available to all other project parties. The BIM is thereby continuously evolved and progressed.


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Simultaneous multidisciplinary assessments are a more complex set of operations that can assess how changes in one discipline affect the performance of other interrelated disciplines. These can be powerful tools for evaluating design options, for example, how an architectural design change affects the energy performance of the building. Such assessments can also be tied to cost-based parameters, to compare the initial construction cost of a specific design alternative against the changes of operational cost, as reflected in the energy performance of the building.

Construction The application of Green BIM within the construction phase of the project is an area of great value. Green BIM activities may include developing lean construction methods, controlling site logistics, monitoring material selection (such as recycle content) and minimising waste. In addition, there is a range of other benefits that, although

not explicitly recognised in rating systems such as LEED or Estidama, contribute to the sustainability of the project, and overall better practices. These include enhanced Health and Safety measures, reduction in errors and defects, and improved material stewardship.

OperationThe BIM can further be progressed as a lifecycle tool during the operational phase of the facility. In this application it is possible to capitalise on the latent data of the BIM to monitor building performance and verify against established design criteria. The BIM can also be used to predict how the building would perform under changed conditions, such as future alterations or to simulate disaster scenarios. Furthermore, facilities management tools can be linked to the BIM database for asset management, access and maintenance, and first response (eg fire-fighting) support.

The value of this process can be summarised as follows:

1. accessibility of information; a single source for all primary project data that can be accessed by all project participants.2. continuity of processes; progressing the model (rather than duplicating the information by different parties) translates to greater accuracy of content and efficiency in information transfer. 3. data richness; increased information content (from all disciplines) allows for more refined levels of analysis.

The advantages of this methodology in sustainable design are extensive. Green building analysis relies on accuracy and immediacy of information for real-time design testing. In the BIM environment, the sustainable designer has the ability to access the complete project data to undertake comprehensive analyses and make informed decisions. Furthermore, ‘Green BIM’ functions are not restricted to the design phase, but can be progressed during construction and operation of the facility.

DesignBuilding performance analysis is the most common form of Green BIM operation. It refers to a broad range of activities that measure the design of the facility against performance-based criteria. Typical performance analyses include modelling heat loadings, energy consumption, performing lighting analysis, shading and glare studies, acoustic analysis, optimising HVAC Design and modelling Computational Fluid Dynamics (the simulation of dynamics such as air movement).

To perform such activities, the model must be embedded with performance data (such as U-value or shading coefficients) specific to the nominated materials. Calculations can then be run on the model simulating real world parameters, like solar gain and heat convection, against the material properties. Such analyses produce highly accurate data than can be outputted as spread sheets, isoplethic mapping, or animated simulations.


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Integration with green building rating schemesThe lynchpin of green building and BIM is Integrated Project Delivery (IPD). As developments in BIM expand into the field of sustainable design and construction, there is a counter move from green building certifying authorities to embrace BIM through integrated project practices.

In the UAE, Abu Dhabi’s Pearls Rating System is seeking to streamline the sustainability process through the Estidama Integrated Development Process (EIDP), which encourages design coordination at the early stages of the project. EIDP identifies Mandatory Credits, forming part of the development codes, which require all projects to carry out a number of analyses before the design process is permitted to begin. These analyses include solar and contextual analyses, Energy efficiency design strategies including preliminary energy modelling, water budgeting, simple material strategies, and an analysis of potential for habitat connectivity. The EIDP requirements go further to mandate the creation of an integrated Design Team and the development of an implementation Strategy for effective transition. This is really setting a new benchmark for unifying the areas of sustainability, Building Information Modelling and Integrated Project Delivery (IPD).

The United States Green Building Council (USGBC) too, has for some time been developing the integration of BIM with the LEED rating system. The LEED Reference Guide for Green Building Design & Construction 2009 Edition identifies specific credit points that can be more readily assessed with specific building performance analysis software.

The integration of Green BIM will be further progressed with plans to update LEED Online software to allow BIM’s to feed project data directly into the USGBC database. This development recognises the huge amount of latent information held within the BIM. It facilitates the logical progression of the BIM from the original source of design data to the ultimate mechanism of verification.

The future is greenGreen BIM emerged as a logical integration of green building objectives with Building Information Modelling processes. Sustainability is increasingly becoming a desirable outcome for the construction industry, and BIM makes sustainable outcome more achievable. BIM and ‘green design’ share common objectives of increasing efficiency through early collaboration, immediacy and accuracy of information, design assessment and promoting continuity throughout the project life.

As regional governments push the green agenda and forward thinking organisations seek to differentiate themselves with ‘green credentials’, we will witness an increase in the adoption of Green BIM practices. For many practitioners the move to Green BIM will not be merely a response to changed market demands, but a recognition of the real commercial value that is offered.

The benefits of this process in the design and construction process include the adoption of more efficient processes, leaner construction methods and overall increased productivity. For owners and operators the value can be even greater. Green BIM affords a mechanism to accurately predict the performance and operational costs of a facility prior to construction, thereby ensuring that the most cost-effective outcomes are delivered. During operation the BIM can be deployed to evaluate ‘what-if’ scenarios such as facility expansion or renovation, equipment upgrades or changed usage patterns.


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Green Building Certification

Green building certification refers to the process of verifying the environmental sustainability of a built facility based on predefined ESD criteria (refer to Principals of Environmentally Sustainable Design (ESD) on page 39).

Among the more recognised green building rating schemes are:

LEED - USABREEAM - UKGreen Star - AustraliaEstidama - UAE

Green building certification is typically undertaken on a voluntary basis.

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Case Study - KAUSTKing Abdullah University of Science and Technology

A BIM approachBuilding Information Modelling was deployed by the Architects, HOK, from an early design stage. At the peak of the documentation phase, there were around 950 project members (from the client - Saudi Aramco; the Architects –HOK; and Main Consultant - Oger International) operating from over 20 geographically dispersed locations in Europe, the US and Saudi Arabia. The timeframe for the project was incredibly condensed; just two and a half years from concept through to completion. The multi-office design team relied on BIM to meet the schedule. HOK acknowledged that the decision to use BIM was risky for one reason: their existing resources were primarily CAD-based.

At that time in 2007, HOK had deployed BIM with success on a handful of large projects, however were still in an early adoption phase. As the KAUST project transitioned from schematic design to design development, the decision was made to develop the architectural and structural components in BIM.

“If the 3-D building model is done efficiently and accurately, the plans, sections, and elevations practically take care of themselves, which is a huge time-saver,” explains Lyle Hodgin, who was the senior project architect for the KAUST team in HOK’s St. Louis office. “(BIM) enabled us to meet the schedule for KAUST, which would not even have been conceivable with a traditional drawing tool.”

During construction, BIM was deployed by the Turnkey Consultant, Oger International, with even greater depth. At the height of construction more than 20,000 workers were on site. Specific areas of the project that were identified as highly complex and critical to the architectural intent of the project were targeted with a high level of BIM engagement. One such area, and a key feature of the sustainable design, was the Solar Towers.

King Abdullah University of Science and Technology is a graduate-level research

university that opened for its first academic year in September 2009 as the Kingdom’s first LEED certified project and the largest LEED Platinum project in the world. The project was delivered in record time - twenty-seven months from concept to phase one delivery - and demonstrated an exceptional level of BIM engagement.

Located near the Red Sea, this international university excels in scientific research, with an agenda to drive innovation in science and technology and to support world-class research in areas such as energy and the environment. The campus consists of 26 Academic and Administration Buildings, including laboratories, an auditorium, a theatre, common facilities, and a conference center.

Key Green Features of KAUST

• Alternative campus transport reduces CO2 emissions.

• Solar towers create passive airflow to courtyard areas.

• 4,134m2 of solar thermal panels for hot water production.

• 16,567m2 of photovoltaic arrays will produce 4 megawatts of renewable energy.

• Energy efficient measures reduce energy costs by 24.5%.

• Highly efficient MEP systems reduce the overall energy demand of the campus.

• Water efficient appliances reduce potable water use by 40.9%.

• 20% of total building materials manufactured using recycled content.

• 99.7% of wood FSC certified.• 37.8% of building materials

comprised of locally-sourced content.

• More than 79% of all construction waste was recycled and diverted from landfill.

• 100% of wastewater is treated onsite and meets 100% of campus’ irrigation needs.

• Natural habitat preserved and protected.


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Project Information

Name: King Abdulla University of Science and Technology (KAUST)Location: Thuwal, Saudi ArabiaClient: Saudi AramcoArchitect: HOKMain Contractor: Saudi Oger Ltd.Turnkey Consultant: Oger International Project Size: 475,000m2Construction Cost: €3.5 BillionCommencement: July 2007First Phase Delivery: September 2009LEED Certification: Platinum

LEED in Construction

Oger International was responsible for the execution of LEED requirements during construction. This involved the monumental task of coordinating and training the 20,000 on-site workers to follow LEED requirements for construction waste management, erosion control, indoor air quality management and commissioning.

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Solar TowersThe two Solar Towers are an iconic part of the architectural design and are a key feature of the sustainable operations of the project. The towers are a modern interpretation of the wind tower, and use the sun and prevailing winds to create a passive pressure difference and continuous breeze along the shaded courtyards. This contributes to maintaining temperate conditions in the exterior courtyard, allowing occupants to feel comfortable for more than 75 percent of the year.

The Solar Towers are each 75m tall and are constructed of a diagrid steel and concrete framing system with external glass cladding. The design requirements of the framing were stringent, with only minor tolerances permitted. Oger International produced and managed a detailed Building Information Model that was used for the design, coordination, construction sequencing, fabrication and erection of the Solar Towers.

Design Review - 3D PrototypingThe BIM was initially used for design review through digital visualisations and 3D prototyping. Data was fed directly from the BIM to a Rapid Prototyping Machining (RPM) for the automated production of scale models. These were used to verify the design and develop modifications. Detail visualisations were also used to examine connections points and asses constructability.

Construction SequencingThe project Team further developed the BIM to assess the erection and progression of temporary works. This was a complex logistical undertaking. The temporary works included the installation of a movable platform that would scale up the Tower with the progress of construction. Construction simulations were produced and thoroughly scrutinised to ensure that the temporary works would not interfere with the craning of framing elements or their installation.

Digital FabricationSteel elements were manufactured from shop drawings extracted directly from the BIM. The BIM was also deployed to produce fibreglass formwork to cast in-situ concrete elements. A high level of precision was required for these as they were, in many cases, cast around the steel connection members, with additional steel imbeds.

The model was developed to a level of detail that included all fixing details and even individual bolts. Precise quantities of elements could thus be extracted for both permanent and temporary works, enabling an accurate estimation of construction cost.

Onsite Installation.Onsite, the BIM had a further critical function as a QA/QC tool. As each prefabricated element arrived on site it was measured and cross referenced against dimensions from the BIM. Where any deviations were found, the element was rejected and returned to the fabricator. The BIM was also used for determining setting-out points from the complex 3D geometry.

“Having the Building Information Model on site during construction gave us an accurate and interactive 3D reference at our fingertips,” says Michel Sendra Oger International‘s Methods Project Manager on KAUST. “This became an invaluable tool for quality assurance, virtually eliminating onsite errors.”

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The BIM Construction Process

ConstrUCtIon seQUenCIng dwg generatIon3d prototypIng

onsIte FaBrICatIonConstrUCtIon

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Case Study - KA

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“When we consider Building Information Modelling at the level deployed in KAUST we can really begin to speak about the ‘digitalisation of the construction industry’, in much the same way as we have seen in aerospace and automotive industries”, says Edoardo Luzzatto-Giuliani, Business Development Director from Oger International’s Department of Information Systems. “BIM is opening up a new era in the AEC industry, and will have far reaching affects in construction planning, cost estimation and risk management of our future projects.”

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BIM for Green Energy Analysis

Noah EckhouseVice President of the

Building Performance GroupBentley Systems

There are many advantages of utilising three-dimensional Building Information Modelling

on a construction project, but perhaps one of the most compelling is the ability to perform building energy analysis throughout the design. Whether you’re driven by compliance issues (in the UK or Europe), certification issues (like LEED in the US or India), or just plain-old financial motivation, energy analysis can gain a substantial benefit from BIM. While it is popular to describe a building as being green, in reality a truly high performing ‘green’ building requires a lot of detailed analysis and careful consideration of many parameters.

For new building projects, current best practices are to ‘harvest’ the building geometry from the BIM model. Typically using gbXML (and hopefully additional analytics to validate the geometry import), the model moves from BIM data to a closed-volume energy model ready for attribution and simulation. From there a designer can perform early stage energy analysis to analyse building massing, orientation and glazing. Results can be viewed and contemplated in terms of energy, carbon and cost.

In later stages of a design, the energy model requires significantly more detailed information to accurately represent the final building design. Data such as wall fabric; doors, windows and roofs; HVAC and renewable energy systems must all be incorporated into the model to accurately assess the building.

This information can be used to allow designers and engineers to explore sophisticated ‘what if’ scenarios. For example, a team could evaluate the benefit of super-insulating a southern wall versus investing in more expensive triple-pane low-e windows. Or the benefits of a two pipe fan coil system over a four pipe approach. This workflow is equally effective for retrofit work, as well. The existing building can be modelled and various retrofit options considered.

Today’s designers, engineers and energy analysts typically work in a very heterogeneous environment. Thus they need to carefully choose software tools that allow them the flexibility to move between products such as: Revit, ArchiCAD, SketchUp, Tekla Structures, Bentley Architecture AECOsim Energy Simulator, EnergyPlus and other gbXML-capable programs. Round-trip gbXML is the next step, allowing for the following long-desired workflow:

Picture a fully BIM-enabled workflow on a midsize office building: The designer works with the energy modeller to export a preliminary massing model created with BIM. Via gbXML exchange, the massing model is evaluated for energy consumption. Glazing changes are made to the energy model, which update and inform the BIM model.

As the design matures, other key building components are added to the BIM model, including curtain wall exteriors, a two story atria and solar panels on the roof. These changes again move from the BIM model to the energy model, and further tweaking is made until the design reaches the owner’s goal of 35% energy reduction.

tHIs saMpLe workFLow trULy reCognIses tHe power oF BIM and Mep/energy ModeLLIng tHroUgHoUt tHe desIgn proCess.

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Interview – Green BIM at ArchitectusHow has BIM helped you to achieve better results on recent building projects? A recent example, and one that illustrates our use of BIM for sustainable design practices, is ‘1 Bligh Street’, in Sydney, which is aiming to set an Australian benchmark for its use of Building Information Modelling as well as achieving Australia’s highest sustainability rating, 6-star Green Star (a LEED platinum equivalent). The project was quite challenging because of the high ‘green’ agenda and the complex geometry of the double-skin elliptical façade.

We established BIM processes to share models with multi-disciplinary teams for structural analysis, MEP integration and to assess the building’s sustainability performance. It was quite a complex process; at its peak we were handling thirty-five separate trade models that had to be collaboratively managed. We were responsible for integrating and reviewing these models, and tracking coordination issues. Another important aspect of the BIM process is that the ‘as-built’ model will be handed over to the client at the completion of the project for ongoing facilities management, so the information that is built into the model is really critical for its future use.

What are some of the key ‘green’ features of 1 Bligh Street, and how did BIM help achieve them? One of the major aspects of the building’s design is the double-skin façade which combines various shading and ventilation techniques and stack-effect airflow to dramatically reduce energy usage. It is the first of its kind in Australia, and is estimated to reduce CO2 emissions by 42%. Other green features include: black water recycling; solar cooling system - which reducing main power requirements by a further 25%; water efficient fittings; rainwater harvesting; fire system water reuse; and use of materials with high recycled content.

The BIM was brought into a number of specialist applications to obtain feedback on the building’s performance. This included using Computational Fluid Dynamics software to simulate the air change effectiveness in passively heated and

cooled spaces, as well as simulating perimeter cooling load variation to optimise the air conditioning. We also performed daylighting and glare analyses. The performance testing was extensive and was undertaken at progressive stages in the design process.

How do you envision future usesof BIM?I feel that BIM is driving real transformation in the building industry. It is an excellent platform for collaboration across design teams and geographies, and I can envision more permanent and structured arrangements for collaboration and project delivery – especially for international projects in locations like India, China or the Middle East where economic or cultural uncertainties tend to drive up project risk.

You also have offices in Kuwait and Qatar. How do you see BIM adoption in these markets?We have experienced tremendous enthusiasm towards Building Information Modelling in this region. The market is receptive to the concepts of BIM and eager to realise the benefits. Obviously there have been impacts of the global financial crisis and owners are seeking to streamline processes, developing more efficient construction practices and generally improve buildings performance. I believe there is a huge opportunity for BIM to have a real impact here. It really is a win-win for all parties concerned.

Rodd Perey, Design Technology Manager for Architectus, discusses

with buildingSMART ME how Architectus is expanding its use of BIM in sustainable projects for design optimisation and performance analysis, and integrating processes with multi-disciplinary teams.

Why is BIM valuable to architectural firms such as yours?One of the most valuable aspects of BIM is the ability to make good design decisions. For example, I can develop a preliminary schematic design in just a few days that still has all the performance metrics a client wants to know; metrics like efficiency of net rentable to gross floor areas or allocation of parking spaces. We can also run preliminary analyses to determine performance criteria such as heat loadings, and shading requirements. Using BIM we have hard data from the earliest phase of schematic design. This prevents us from going down the wrong path and ensures that the project is meeting the design requirements, the building program and the client’s expectations.

How does the use of BIM help in sustainable building design?The challenge of sustainable design is to prove to the client (and the local certification bodies) that a building can achieve the performance objectives before it is built. This means we must accurately predict the behaviour of the building and its affect on the environment prior to construction. This is done through the use of digital simulations.

Performance simulations can actually inform the design process, with analysis data being fed back into the BIM to prompt design changes. Unlike a traditional CAD model, building information modelling offers the level of detail necessary for such in-depth analyses - and this detail is ‘built-in’ to the model during the normal course of building design. There’s almost no specialised, redundant modelling work that needs to be done. BIM is therefore essential for cost-effective sustainable building design.

Rodd PereyGroup Design

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into a higher value of design in the next ten years, providing the opportunity to become ‘Generation Found’.How do you ensure that your firmis one that employs and attracts members of ‘Generation Found’? By viewing technology just not as a production tool, but as a digital asset and value added process. Integrating technologies that are traditionally seen as ‘outside’ our traditional design and construction processes, such as Geospatial (GIS), Gaming and Hollywood special effects are making this possible.

Spatial Intelligence : Geospatial DataIn the same way that Geographic Information Systems (GIS) technology changed the way we interact with the world, the possibility of gaining a much deeper understanding of assets has become a reality through the advent of spatial analysis. By ‘seeing’ their data in a 3D environment, users visually navigate layers of real-time, real world data, analysing systems and creating a better, clearer picture of their world.

Although there are a number of definitions, one school of thought is that the concept of 5D derives from the traditional description of an asset, starting with the First Dimension (1D) being program data, the Second Dimension (2D) being the graphic representation of the program, the Third Dimension (3D) being the geometric representation of an asset (commonly known as BIM - Building Information Model), the Fourth Dimension (4D) being time scheduling or sequencing of events, and the Fifth Dimension (5D) being all data associated to the 3D model and asset.

The value of 5D is that:• Data integration keeps everything up to date • Graphical interface allows for intuitive understanding of complex data

BIM for GIS and Master Planning ‘Generation Lost’ and ‘Generation Found’

The past twenty years has been a traumatic experience for design and construction

professionals. Learning new tools, such as CAD, have brought new values, new revenues and new processes to design and the business of constructing buildings.

As we grow from using CAD as an ‘electronic pencil’ to using it as the basic form of business and communication, an entire generation of professionals has been caught in a purgatory between old and new. The past practice of ‘storytelling’ from one generation to another has been lost as the tools of one generation are fundamentally different from the tools of the next generation, leaving only the most progressive firms as the ones who have successfully bridged this gap.

This fast move into technology has created an entire group of design and construction professionals that are known as ‘Generation Lost’. The technology tsunami of the 1990s and early 2000s has developed an entire generation of professionals who are at a distinct disadvantage moving into the next 10 years from previous generations.

But there is hope on the horizon that this next generation of design and construction leaders will move forward in great ways. Technology being used as a communication medium rather than a computing tool will break into the creative side of design professionals, creating easier to use tools, new materials, new methods and new processes that will create a more efficient, effective and more aesthetically pleasing built environment.

The movement to holistic design will be a reality due to the integration of Information Technology, Building Technology and creative financial resources. And the design professionals of ‘Generation Lost’ will find the creative boundaries of time, money and resources integrated

• Information integration reduces risks • Quickly analyse alternatives for more informed decision making• Data tracking and auditing for accuracy and assurance • Integrated process allows greater control over an assets data and information

Currently all this information regarding an asset is available, but it resides in different, separate applications, databases, file servers, filing systems etc. This information is currently difficult to access, and as a result difficult to apply.

Michael Jansen, AIACEO,

Screampoint

Paul Doherty, AIASenior Vice President,

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Middle-East BIM ReportBIM

for GIS and

Master Planning

However, technology does exist that allows you to efficiently access and powerfully apply your 5D data in a SMART way by using existing tools. These solutions not only provide easy, intuitive access to key asset data, but can also provide you with ways to monitor and view your information like never before.

One such offering comprises a bundle of core, industry standard Key Performance Indicator (KPI) applications for monitoring asset needs, such as:

Construction Progress:• Progress Indicator (depicted by Milestones)• Percentage (%) Complete (Actual vs. Planned)• Construction Status• Completion Date (Actual vs. Planned)

Financial Performance:• Disbursement (Committed + Forecast/Budget)• Actual Cost (Committed + Forecast/Budget)• Trend Line Analysis (Progress + Cash Flow)• Gross Development Profit• Development Margin• Maximum Debt Exposure• Loan To Value (LTV)• Facility Management (FM)/ Operational Cost (Actual/Budget)

Property Value:• Delivery and Condition• Default in Delivery Time Extensions (Variation)• Progressive Development / Occupancy

Facility Management/Operations:• Energy Costs (Actual/Estimated)• Work Orders/Repairs (CMMS) (Actual/Estimated)• Life Cycle/Sustainability (Actual/ Estimated)• Carbon Rating (Actual /Estimated)

By collecting, connecting and communicating the 5D information of assets and providing valuable, practical measures in an easy to use, intuitive environment, these solutions can empower you to make more informed decisions for your assets, your city and your world.

Screampint solution for Shanghai, China

Screampint solution for Shanghai, China

Screampint solution for San Francisco, California

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Case Study - Dubai MallUnited Arab Emirates

This case study looks at how The Consolidated Contractors Company

(CCC) achieved cost savings by integrating BIM technology with QS control and management.

The ProjectThe Dubai Mall is the largest retail development in the world. It offers an astounding number of stores and scope of amenities.

The overall construction cost of $1.3 billion comprises over 12 million square feet total area, with leasable retail space in excess of nine million square feet. The Mall offers a host of entertainment options, including an Olympic sized skating rink and a 10 million litre indoor aquarium. At peak times over 50,000 customers are anticipated, totalling over 30 million visitors annually.

The Dubai Mall is part of the $20 billion iconic mega-project ‘Downtown Burj Dubai Development’, a truly inspirational concept in urban design incorporating the tallest building in the world, creating unprecedented prestige and scale to the overall project. The main structural element of the mall was concrete, around 600,000 cubic metres in total.

The contractor responsible for structure was Athens based CCC. It was formed in 1952 by three talented young entrepreneurs

who joined forces to create one of the first modern Arab construction companies.

With over half a century of continuous growth, CCC has risen to become one of the world’s largest construction companies - with over 150,000 employees and annual revenues of $4 billion.

CCC operates a management style based on mutual trust with clients and respect for the communities in which they operate. As CCC’s Mission Statement states:

‘We are committed to providing reliable, amicable, and professional service to our valuable clients, and to being supportive to local businesses and social activities, friendly to the environment as well as being proactive in the socio-economic environments within which we operate.’

The ProblemArticles one and two in this issue, describe in detail the particular problems associated with traditional methods in quantity surveying and how BIM technology can address those problems. The sheer size of the Dubai Mall meant that such problems would have huge implications on costs and delivery time of the project.

Using traditional methods, the actual numbers were staggering:

• The Mall comprised 32 buildings, each on average requiring 360 valuation sheets in Microsoft Excel. • Each set of valuation sheets required, on average, a 1,000 page bill of quantities report. • Every document must be accurate and in a strictly approved format. • New revisions in the design or a field changes had to be reflected in a revised QS package.• For contractor payment, a current set of reports was required every month throughout the three year construction phase.

• There were 32,000 spreadsheet pages every month – 1,152,000 over the duration of the project.

With a traditional manual process, the risk of errors was huge and would require a full time team of 25 quantity surveyors on site to undertake the work – in total 75 man years of effort.

The buoyancy of the regional construction market during the project lifecycle meant that there was massive demand for experienced contracting and engineering resources. This had resulted in both a considerable increase in the cost of QS specialists and significant difficulty in actually finding them. In order to succeed CCC needed innovation in the QS process.

The SolutionCCC decided that the innovation route to take was to automate the process by utilising BIM.

The first part of the process was to develop a workflow to implement the QS system to accommodate the multiple cycles of drawings - issue, approval and revision.

A team of eight 3D modellers created the BIM model from existing 2D documents of the structural design.

As MS Office programmes were being used to create documentation, a visual basic applications programmer was employed to develop the required

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‘The Dubai Mall is setting a new dimension in modern engineering as well as in the roll out of innovative retail and leisure elements… it will be the region’s premier shopping and entertainment destination for residents, and a major attraction for Dubai’s tourists.’

Jim Badour, CEO, Emaar Malls Group

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tools and utilities to communicate with the system, incorporating all the business rules and methods of measurement boundaries.

With the integration of the BIM/QS communication protocols completed, a senior and a junior BIM engineer received intensive training in using the system efficiently to deliver the QS reports and valuation sheets. This team then ran the utilities against the constantly changing BIM model to automatically generate the QS report.

The ResultsMany benefits of using BIM and automated QS were realised.

Not only would it have been difficult, if not impossible, to find the required number of quantity surveyors for traditional delivery, but also the human error factor was removed by use of the automated tool, contributing to an overall improvement in quality.

The up to date BIM model also helped visualise complex areas of the project, co-ordinating activities and reducing potential site errors.

In actual monetary terms, the productivity benefits were significant.

Instead of the initial requirement using traditional methodology - sourcing and deploying 25 full time on site quantity surveyors – CCC was able to use two onsite BIM engineers to produce the QS reports.

In addition there was the team of eight 3D modellers to model and revise the whole structural system of the project, resulting in an overall reduction of 15 staff.

The actual time saved by automating the quantity surveying task was over 700 man-months, which translated to an improved efficiency of 86% and an overall saving of $7 Million.

Material take-off services were completed with complete accuracy allowing the construction team to purchase exactly the quantity of concrete needed – no more, no less. This eliminated the need for a normal material contingency, thereby reducing waste by 5% and saving $3 million in wasted concrete.

In total, CCC saved $10 million by adopting the integrated and automated BIM/QS process.

A final thought...A 5% material saving on 600,000 cubic metres of concrete equates to 30,000 cubic metres. Depending on the method of calculation, the actual figures may vary, but it takes a lot of CO2 to produce one cubic metre of concrete and even more to transport it – the saving is the equivalent of around 500,000 gallons of petrol - which probably equates to around 1000 less cars on Dubai’s roads in any given year.

Middle-East BIM ReportC

ase Study - KAUST

This automatic process of producing 32,000 QS reports was undertaken monthly.......................or as frequently as the project required.

Q u i c k T i m e “ a n d a d e c o m p r e s s o r

a r e n e e d e d t o s e e t h i s p i c t u r e .

Q u i c k T i m e “ a n d a d e c o m p r e s s o r

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Beyond Information Modelling (BIM) for Facilities Management and Operation

A lot has been said about the value of BIM during the phases of design, fabrication,

and construction, however the conversation rarely continues beyond the point of project hand-over. Operations are the longest and most costly phase of a project, typically accounting for between 80-90% of the entire projects cost. The value of the BIM is therefore potentially many times greater in operations than any other phase of the projects life. This article examines how BIM can be deployed to benefit Facilities Management and Operation (FMO).

Streamlined information transferThe initial benefit of BIM to facilities management can be realised in the streamlined hand-over of project information. In the course of developing a Building Information Model an extensive amount of project data is collated, coordinated and embedded in the model. Depending on the complexity of the model, this data can range from the general - such as room space definition, and quantities of materials or surface areas - to highly specialised data - such as performance parameters and equipment specifications. Effectively transferring this information to Facility Managers and Operators at the time of project completion can translate into significant cost savings.

A correctly deployed BIM process ensures that information is accurately and comprehensively transferred between parties at each phase of the project. If this is progressed into operation, the facilities manager will be delivered a comprehensive record of the projects design, construction and as-built information. The value of BIM content to FMOThe level of information accessible in the BIM environment hugely surpasses anything possible in the traditional process. There are three aspects to this: 1) quality and accuracy of data 2) level of data content, and 3) interoperability.

A correctly deployed BIM process ensures that information is accurately and comprehensively transferred between parties at each phase of the project.

1) quality and accuracy of dataFMO inherited problemsWith the traditional design and construction process many coordination issues are not recognised until construction is underway. Typically these issues are resolved on site without the changes being reflected back into the documentation. When the as-built documentation is delivered to the owners and operators the information is very often either deficient or plagued with errors. This may result in the facilities manager being unable to rely on the information provided, and consequently much time is spent verifying and reproducing the given data.

Design

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Emad ShamaTechnical Manager

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As a demonstration of this one can, for example, query the properties of an item in a model - let us say an air handling unit - to instantly access data such as performance specifications, maintenance scheduling, or even link to the manufactures webpage for ordering of replacement parts.

3) Interoperability The Open BIM process facilitates the interoperation of distinct trade models – with their associated non-geometric data – which may have been authored in various software. The final model handed over at project completion is a federated model comprising the different discipline models in a non-proprietary exchange format, such as IFC (Industry Foundation Classes). Typically IFC as-built models are non-editable to ensure that they are a reliable source of data and visual representation, however the metadata attached to every object can be used and reused for FM purposes.

The increase in the adoption of Open BIM formats – such as IFC - as a means to interoperate between different tools has made BIM an even more attractive tool for FM. It is also seen as a competitive edge for

Passing BIM benefits to FMOThe BIM process enables issues to be identified and corrected at an early stage, and therefore reduces the chance of problems from earlier phases of the project (either in poor documentation or construction inefficiencies) being inherited by the facilities managers. BIM also addresses many of the problems in FMO related to communication and documentation mismanagement. It achieves this by providing a single source of data for all trades - merging the geometric and non-geometric data in that single source, and thereby reducing errors to a much more manageable level.

2) Level of data contentAs a Building Information Model is developed from project conception to completion the level of data content, and the accuracy of that information, is continuously enriched. At the end of the project the as-built model would contain an extensive amount of data about the facility. Further data sources can be linked to the model increase the information content.

Various tools are currently available to enable bi-directional associations between geometric and non-geometric data. Non-geometric data may include embedded object properties (such as unit cost, thermal or acoustic properties, fire rating etc...) or external data such as specifications, maintenance manuals, RFI data, URLs and other reference sources. The interoperation between these various sources provides highly refined databases that significantly increase immediacy and accuracy of information.

contractors who can now offer a data-rich model at the end of a project as an added-value to their clients. The as-built model becomes the warehouse of project information.

It retains all the project data as a record of the design and construction process and can be directly referenced into FM applications to perform ongoing facilities management activities (maintenance scheduling, inventory tracking, space management etc…). At any stage the record model can be ‘reactivated’ for future facility development - renovations or future expansions.

BIM will gradually take the FMO sector through a transition from paper-based/multiple-sources of information process to a model-based/single-source of information way of operating.

IFC to promote interoperability across different disciplines and platforms

The customizable metadata attached to every object can be used and reused for FM activities

Various tools are currently available to enable bi-directional associations between geometric and non-geometric data.

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SMART GUIDE Shortlist : Meet : Assess : Rate : Test

Leif GranholmTechnical Director buildingSMART ME

Software selection is an important consideration in any BIM implementation

plan. Tools ought to be selected in concert with the development of processes strategies - not prior to. It is all too often that one hears of an organisation that has enthusiastically purchased a ‘BIM tool’ in the hope that it will single-handedly ensure a swift transition to BIM operations. The truth of the matter is, even with thorough training, deploying ill-selected tools can have a detrimental effect on one’s productivity, and one’s ability to achieve the necessary outputs.

So what are some of the key considerations in selecting the right tools for the job?

1. Identify the role and phase of operation of the BIM user.2. Understand the available BIM functions, and identify what are applicable to your business operations. 3. Identify the key user requirements for the potential BIM tools.

Role and phase of operationAt the outset, the BIM user ought to identify the role and phase of operation that they are likely to be engaged in. Recognise that BIM functions, and the tools deployed to achieve them, vary depending on the operator’s role and the phase of the project at which they are engaged. For example, a mechanical engineer in design phase may well have different requirement for an MEP authoring tool than, say, a fabricator during construction would have for the same tool. It may also be useful to consider the type of projects that one is typically engaged in; for example, a hospital has very different requirements to a private dwelling. Furthermore, the complexity of the geometry may have a bearing on the final tools selected.

BIM FunctionsThe next step is to identify the intended area of application. buildingSMART defines twenty-four different BIM functions that can be applied to a project during design, construction and operation. Typically a BIM tool will have application in multiple areas, for example, a Design Authoring tool may also do Design Coordination, and possibly even Analysis. So specifying eight different functions may only require three individual tools.

User RequirementsThe final step in this process is to identify the key performance requirements of the specific tools. It is worth bearing in mind that it is often not merely a question of if these capabilities exist, but rather how well the tool performs in achieving these. These are really qualitative criteria. Some example requirements may be:

a. ability to perform the desired function.b. ability to perform related functions (eg. can a design authoring tool do clash detection?)c. ability to manage multiple iterations and recognises changes.d. output capabilities and interoperability of output format (eg models, drawings, analysis, spread sheets).e. multi-user collaboration.f. Interoperability with other applications.g. Ease of use, and responsiveness of GUI (Graphical User Interface)

Selecting the right tool forthe jobOnce these initial parameters have been determined, one is in a position to start evaluating software. buildingSMART has developed a ‘SMART Guide’ to assist in this process. The guide comprises a scorecard that allows the user to rate the candidate tool against set criteria. Each BIM function has its own matrix, and the criteria vary depending on user requirements (ie whether the user is an owner, a subcontractors etc…). At the end of the evaluation the user can determine whether the final score meets the benchmark for their specific requirements, and thereby assess whether the nominated application is the right tool for the job.

key roLes & pHase oF ConstrUCtIon

Owner

Concept Design Documentation Construction Operation

Project Manager

BIM Manager

Design Team

Main Contractor

Sub-Contractor

Facilities Manager

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Middle-East BIM ReportSM

ART G

UIDEWhy SMART?

The SMART process is based on five main actions.

Shortlist vendors that have passed preliminary criteria such as presence in the region, accredited by buildingSMART ME etc.

Meet shortlisted vendors to better understand their offering and how it might fulfil part of all of your needs.

Assess every vendor’s tool by involving technical staff and using the SMART Guide.

Rate each relevant feature by asking the right questions. Questions and a scorecard are provided in the SMART Guide.

Test selected tool with technical staff before making the final decision.

teCHnoLogy MatrIx54

BIM Functions P/O P/M D/T M/C BM S/C FC F/M C/A P/O P/M D/T M/C BM S/C FC F/M C/A P/O P/M D/T BM S/C FC F/M C/A

User-friendly GUICoeherent user interface

API availableMultiprocessor support"Macro" support

Coverage of predefined basic object types relevant to application (arch, struc, mep, …)User defined object typesUser defined attributes for pre- and user defined object typesRelations between objectsAdequate support for geometries

Multi-user supportViewer moduleQuery functions (dimensions, areas, volumes weights, etc.)

Automatic document production from modelDocument management, approvalsReports generation

Clash detection (with management)Support for digital collaboration (OpenBIM collaboration format)Reference model support

IFC SupportIndustry standard format (dwg, dgn…) support

Database access

Schedule creationAnimation of schedulesConstruction sequencingRFI

Data back-upDisaster recovery procedure

Vendor presence in the region

High Complexity ProjectLow Complexity Project Medium Complexity Project

Interface

Technology development and productivity increase

Modelling

Information sharing (native)

Document production

Collaboration

Interoperability

Project Management

Redundancy

Accredited by builidngSMART ME

MembershipMember of buildingSMART ME

Accreditation

Support

54 ©buildingSMART ME

David JellingsOperations Director buildingSMART ME

Integrating BIM with Sales and Marketing

Why involve Sales and Marketing Firstly, when a business is considering adopting BIM, the departments usually tasked with presenting the business case are design and engineering - to a lesser degree estimating, planning and project management. However, the decision is invariably a commercial one and involves the board or at least department heads that include sales and marketing.

The most obvious way to succeed is to win buy in from all. Sales and marketing also tend to have their own budgets and to win their support and hence have access to a share of those funds, can tip the balance in favour of adoption.

Secondly, BIM brings benefits to the sales and marketing process. Despite the numerous advantages of BIM to the construction process, they count for nothing if a business cannot win orders. It is therefore important to identify how BIM can increase the likelihood of successful bids.

Benefits to MarketingMarketing promotes a company name and image to the wider market resulting in it becoming known and more attractive to the prospective client base.

Interest in and understanding of BIM is rising globally and the Middle East region is no exception. Requests for proposals are increasingly requesting BIM as an important element of the project – not just for the obvious benefits of efficiency, but as a means of meeting the demands of safety and sustainability.

BIM is beneficial to sales and marketing because it increases the likelihood of a successful bid. Because this is not widely understood, sales and marketing is often forgotten or neglected as part of a BIM deployment. However, the very essence of a Building Information Modelling process is that it facilitates integration of all disciplines within a construction business. This article summarises how BIM can be applied to sales/marketing and introduces key benefits.

A business for which BIM is an integral part of its presentations and literature, is more likely to be noticed (by those who specify BIM) and hence is likely to receive more RFPs.

Benefits to SalesWhen presenting a bid, clear communication of capability and cost is essential. The visual impact of a model is obvious, but if the model created for this purpose is a BIM, it is possible to demonstrate capability and cost in a totally different way from traditional means.

The obvious benefits of walk/fly through are complemented by the ability to demonstrate sustainable design, cost of key elements and the sequence in which they will be constructed, co-ordination of trades, ‘what if’ scenarios, plus site logistics and temporary works – especially how these can impact on safety.

These are just a few examples of how incorporating BIM as part of the bidding process can better place a business for successful sales. As the adoption of BIM

increases, more bids will be presented in this way. Not only will taking this approach enhance the chance of success, in the future it will feature in every winning proposal.

‘Many projects will not consider a potential contractor unless there are clear safety and sustainability policies embedded in the proposal. In addition to many other benefits, BIM facilitates communication of such activities and therefore increases the odds of a successful submission’.

Graeme Dunn, Executive General Manager, Associated Businesses and Group Services, Al Habtoor Leighton Group


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Middle-East BIM ReportC

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Conclusions

These conclusions reference the survey findings, whilst drawing from the extensive commentary,

expert opinion and detailed case studies included in the report. The resulting analysis clearly indicates that the economic crisis of recent years has made ‘change’ imperative to the future prosperity of the Middle East construction industry.

International markets have already identified BIM as the principle catalyst of change and are now realising the benefits of BIM implementation. In the Middle East, the ‘boom years’ led to complacency. The current recession has proved to be a reality check and the race to ‘catch up’ has begun.

government endorsement will enable the industry to benefit from the global BIM revolution

Widespread adoption of BIM will only be achieved if a powerful industry voice, led by government, endorses and supports BIM processes and technologies.

Industry professionals do not know where to go to get information on BIM training

A third of survey respondents cited ‘availability of training’ as an obstacle to BIM adoption.

buildingSMART ME provides information on training and certification as well as facilitating delivery via the BIM Support Bureau.

recruiting those with relevant BIM skills is problematic

Given the overall lack of ‘BIM’ skills it is vital that relevant, standardised training and certification is available and accessible.

buildingSMART ME offers programmes that can meet this requirement and can provide support for companies seeking resources.

Industry wide standards and accreditation will raise levels of confidence in BIM

Central to this is to have a formal way of measuring capability. Currently anyone can (and many do), state that they are a BIM ‘expert’. Recognised standards and associated accreditation will prevent individuals and organisations falsely claiming to be ‘specialists’. In addition, those who are less competent will necessarily become more skilled as they progress through the certification process.

BIM in the Middle east is at the ‘early adoption’ stage

A quarter of respondents said that they used BIM in their operations. This is moderate usage compared to other regions where research53 indicates adoption levels of 49% (North America) and 36% (Western Europe).

Some users in the Middle East use BIM just as a tool for a specific purpose and not as an integrated process.

buildingSMART ME needs to ensure that the market understands that the most significant and real benefits of BIM are achieved when BIM is fully integrated.

There is a strong awareness of the value of BIM in the region

The survey indicated a strong awareness of the value of BIM in the region. Among the most recognised benefits were ‘Improved Quality Control’, ‘Reduction In Design Errors’ and ‘Improved Productivity.’

Clearly, industry perceives that there are significant benefits inherent in using BIM.

Mandating BIM would rein-force increasing calls for BIM to be specified from the pre-qualification and tender stage

Making BIM mandatory will ensure that BIM is a requirement from the outset, on all new projects. This will maximise benefits.

There is a need to increase BIM skills in the existing workforce

The lack of availability of skilled staff was identified as the main obstacle to the adoption of BIM.

This presents an opportunity for companies to increase the skill levels of their workforce in order to meet the ‘skills shortages’.

Clearly there is an immediate need to provide quality training to the industry.

Ensuring that BIM is an inte-gral part of educational pro-grammes will safeguard that new entrants to the workforce have relevant skills

A continuous supply of newly qualified BIM professionals, will ‘future proof’ the industry.


53 The Business Value of BIM in Europe – McGraw Hill Construction 2010

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The BIM Support Bureau (BSB) has been established to bridge the gap between theory and practice and enable businesses to benefit from interoperable process and technology.

HOW IT WORKS

The BSB an independent network of construction professionals, skilled in all aspects of interoperability and BIM - both technology and business process. All BSB specialists are accredited by buildingSMART ME to provide and deliver expert services.

If a member organisation needs specific advice or help, the BSB can provide a list of members appropriately accredited. The member can then approach those organisations in a normal commercial way.

Experts are available to advise or to work closely with a business to deliver practical solutions and services including:

■ Assessment and benchmarking of current business process and technology.

■ Development planning/implementation for business improvement based on best practice buildingSMART certified training programmes for individuals.

■ BIM scope definition and BIM specification writing.

■ Quality assurance and auditing services. ■ buildingSMART accreditation programmes

to achieve businesses standards Integrated Project Management (IPM) and Integrated Project Delivery (IPD).

■ Business specific services such as modelling, integrated cost and programme planning (4D/5D), LEED, integrated FM, site/supply chain logistics, project management/ commissioning and collaborative platforms.

■ buildingSMART ME members receive preferential rates from the BSB, but services are available to everyone.

DIRECT SERVICE DELIVERy

For some activities, buildingSMART ME will deploy and charge for expert services in its own name. These include:

■ Certification of process and external delivery ■ Early identification of business and training

needs ■ Help in identifying best in class strategies and

business planning ■ Development of bespoke training materials

and advisory services (for example, setting up internal BIM teams, document review and accompanied visits)

MEMBERSHIP BENEFITS

buildingSMART ME membership is based on an annual fee paid by the member. Members are entitled to:

• An initial assessment of their requirements• Access to member only information and

forums• Access to internationally recognised

standards• Support in identifying how these standards

can best be implemented• Preferential rates at buildingSMART ME

conferences and seminars• Access to buildingSMART ME business

network

BIM Support Bureau

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Acknowledgements

This report has been made possible due to the contributions of many individuals and organisations. buildingSMART ME would like in a particular to thank:

Mark Baldwin Cedric CarrMohamad ChammouPaul DohertyNishakar DubeyNoah EckhouseDan FrawleyLeif GranholmSaleh Hamed Rami HammoudRaymond IssaSabri IsmailMichael JansenDavid JellingsJanette JellingsStephen A JonesKimon OnumaMcGraw-Hill ConstructionPatrick MacleamyOmar Hassan MoutlakAbdelrahman MuneerEmad ShamaTahir SharifDeke SmithJourdan Younis

You may not copy, reproduce or distribute any part of this report without the prior written consent of buildingSMART ME. Copyright© 2011, buildingSMART ME, ALL RIGHTS RESERVED

Premium Corporate Sponsor Details:

Tekla ME 305, Canon Building No.9Dubai Internet City P.O. Box 500103 DubaiUnited Arab EmiratesPhone: +971 4 391 5640 Fax: +971 4 391 6799 www.tekla.com

Abdelrahman MuneerMarketing [email protected]

Corporate Sponsors’ Details:

Bentley Systems ME Tel.: +971 4 3312666 Fax: +971 4 3312802P.O. Box: 28149, Dubai, U.A.E.www.bentley.com/BuildSMART-ME

Hassan MalkiIndustry Sales Director; [email protected]

BIMES Unit 2207-Tower A, Business Central Towers,Dubai Internet City, Dubai, UAEPhone: +971 4 428 1317www.bimengineering.com/

Diyane KoseogluProduct Manager [email protected]

Oger International Abu DhabiP.O. Box 61576, Abu Dhabi, UAE Tel. +971 2 635 9777 Fax +971 2 681 1309 www.ogerinternational.com

Mark BaldwinBIM Implementation [email protected]

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Supporters & Contributors:

Premium Corporate Partner:

Corporate Partners:

Construction Community Partner: Market Intelligence Partner:

BIMESEngineering Solutions

SERVING THE REGION’S BUSINESS SINCE 19849 4

Jordan Engineers Association


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