BIM Management – A Strategic Approach

1. BIM Management –A Strategic Approach Rodd Perey

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

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

4. Some Guidance

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

31. Execution Model publication cycle coordinated with project programme

32. Publication Cycle

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

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

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

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

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

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