1 Speaker Name
Business processes supported
by BIM Methodology:
scheduling and progress monitoring Prof. Nashwan Dawood Teesside University, UK [email protected]
2
Scheduling and Monitoring Processes
• Scheduling: what, when, by whom, how, what-if, etc
• WBS is the standard for scheduling practices. Network analysis, bar-chat and LoB are typical techniques
• To update schedules, monitoring of construction activities will be conducted on weekly or monthly intervals.
• New paradigm of integrating WBS with PBS for 4D planning.
Whole schedule
3
Scheduling Systems
4
Issues with traditional scheduling
4
Site
congestions
Crowded
areas
Access
blockage
Build Design
CAD Design Drawings
Plan/Tender
Project
Schedule
5
Concept of 4D Scheduling
• Integration of BIM (mainly 3D models) and schedules (4D)
• Shows progress of construction activities at any time.
• Visualisation of construction products through time.
• Site Logistics.
5
6 4
D s
ched
ulin
g
4D and construction processes
• Initiation
• Preliminary
• Design and developments
• Detailed design
• Contracts and planning
• Production
• Commissioning
• Operation
Sequence of tasks
7
Integration processes
BIM
3D models Schedule
Integration of 3D And schedule
4D software
Process
8
BIM & 4D Scheduling
• Schedule analysis (constructability, spatial constraints, complex sequences, what-if)
• Schedule Review (planned vs actual)
• Communication and marketing (main contractor with client, main contractor with subcontractors)
• Subcontractors coordination on site/work-flow planning
• Track Construction progress.
9 Speaker Name
Building Information Modelling 4D planning examples
video 4D_preview_03.mp4
10
Schedules Analysis, process conflict
10
Key Finished In progress Workspace Conflict
(A) Work progress Visualisation
Steel Beam and
In-situ Ground
Slab
Visualisation
11
Schedule Analysis
11 Key Finished In progress Workspace Conflict
Steel Beam and
In-situ Ground
Slab Space
Conflicts
(C) Workspace conflicts Visualisation
12
Schedule analysis; execution space congestions
12
Critical Space Spatial Overload
Spatial Slack
13
Monitoring
13
14
Value of 4D planning
52%
60%
62%
65%
70%
80%
82%
92%
94%
0 % 10 % 2 0 % 3 0 % 4 0 % 50 % 6 0 % 70 % 8 0 % 9 0 % 10 0 %
%
Qualit y
Product ivit y
Team Perf o rmance
C lient Sat isf act ion
Planning Ef f iciency
C ost
C ommunicat ion
Saf et y
T imeAnalysis of 3 Major projects (combined value of £400 million)
Development of Measurement methodology for KPIs
Progress monitoring and data anlysis
7%
15
Value
15
16
Research projects in the coming 10 years: automated and flexible visual scheduling.
BIM
Extension of BIM
(ground models,
KB Rules about Work methods
and temp activities
17
Conclusions
• BIM has had very limited use in scheduling processes
• 4D has been taken up with contracting organisation but as visual tool.
• 4D has the potential to be developed to cover the control processes and utilised at work-face.
• New paradigm for utilising BIM for scheduling has been presented.
