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UK Government Building Information Modelling (BIM) Strategy PowerPoint Presentation
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UK Government Building Information Modelling (BIM) Strategy

UK Government Building Information Modelling (BIM) Strategy

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UK Government Building Information Modelling (BIM) Strategy

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  1. UK Government Building Information Modelling (BIM) Strategy J MARTIN Executive Director, BCIS COBRA, Las Vegas, 11-13 September 2012

  2. BIM is integral to the Construction Strategy BIM Strategy published June 2011 Also: Low carbon strategy Infrastructure strategy

  3. Strategy recommendations Recommendations • Supply side responsible for infrastructure • Client contract requirements must be clear • Client must use the information it requires • Investment will be required but technology does not need to be complex • Changes should be in small steps • Target is ‘level 2’ of the maturity model in five years

  4. Government’s Hypothesis for BIM Government as a client can derive significant improvements in cost, value and carbon performance through the use of open sharable asset information Process Culture BIM Industry Push Client Pull Technology

  5. Enabling the Government BIM Strategy Government will pull BIM adoption by: • Encouraging BIM use on publicly funded projects • Setting consistent information requirements across the programme • Specifying and collecting data from the BIM model • Using the data to improve performance

  6. Enabling the Government BIM Strategy Industry will push BIM competence • Creating an infrastructure of standards, guidance and training • Focusing industry on defined targets for benefits realisation • Removing blockers to adoption • Raising the trailing edge to a minimum level of BIM performance

  7. The strategy is based on key principles Strategy • Setting the requirement – don’t force the market • Taking incremental steps – keep it simple to start • Leaving complexity where it belongs – in the supply chain • Only asking for information if it will be used…….and committing to use it • Preparing for the leading edge…..but focusing effort on the trailing edge

  8. Push Pull Industry responsibility Investment in standards Incentive for investment Defined workload Clear targets Client utilisation New Build Civil Engineering Infrastructure Refurbishment Enabling the Government BIM Strategy

  9. Valuable • Understandable • General • Non Proprietary • Competitive • Open • Verifiable • Compliant • Implementable • 5 Year Programme Strategy application Test of the value of BIM are that it should be:

  10. The Strategy applies to all projects • Buildings • Infrastructure • Refurbishment • The Strategy will only succeed if: • Benefits realised • General adoption • Gains to supply chain Strategy application Strategy application.

  11. Supply side responsibilities Supply side responsible for infrastructure • The client will define the data that is required from the BIM • Leaving complexity where it belongs – in the supply chain • Define a none proprietary means for exchanging information - COBie

  12. Enabling the Government BIM Strategy

  13. Target Target for all projects to deliver information at the level 2 of the maturity model within five years. Managed 3D environment held in separate discipline ‘BIM’ tools with attached data. Commercial data managed by an ERP. (‘Enterprise Resource Planning’ software) Integration on the basis of proprietary interfaces or bespoke middleware could be regarded as ‘pBIM’ (proprietary). The approach may utilise 4D programme data and 5D cost elements as well as feed operational systems.

  14. Challenge for the QS ‘The effective adoption of BIM technologies by cost consultants and planners has been slow to date, and should this situation remain, then cost and programme services will not benefit from the productivity and speed of response that a settled BIM process can offer. This is not to say that the adoption of BIM will not be without its challenges, but that the professions cannot afford to be outside of the BIM loop.’

  15. Challenge for the QS ‘Methods of measurement and duties may need to be reviewed to ensure that the appropriate information is produced so that measurement can be automated to a greater degree…Measurement will be accelerated but discretionary skills will still be necessary.’ ‘Clients should expect ‘QS’s and Project Managers to be familiar with BIM and actively develop ways in which processes can be made more cost effective and value adding’

  16. COBie Construction Operations Building information exchange (COBie) • COBie is a means of sharing, predominantly non-graphical, data about a facility. It was developed in America and will need to be adapted for use in the UK and in Infrastructure. It is a non-proprietary format based on a spreadsheet so it can be managed by organisations of any size at any level of IT capability but can be linked to other systems and software. • COBie transfers information to owner/occupier to manage their assets efficiently. It documents the asset in 16 linked spreadsheets. • COBie will be adopted as the standard means of reporting data from a BIM. Reporting at specific stages is referred to as a ‘COBie data drop’.

  17. COBie

  18. COBie drops

  19. COBie drops

  20. The BIM Strategy will deliver significant benefit

  21. The delivery process

  22. Challenge to the Institutions Need for training and education to support: • Awareness • Provide guidance and toolkits • Technical skills • Non-technical, ancillary skills • Accreditation • Review and benchmarking • Post project evaluation

  23. Challenge to the Institutions Influences the standards: • For measurement • Floor area • Area of spaces • Functional quantities • Element quantities • Procurement measurement • Assets • Classification • Functions • Assets

  24. Elemental Classification • Dialog between BCIS and the BIS implementation team about classification of costs and measurement rules to be adopted in the data drops. • In many cases a budget expressed as an elemental cost model before the BIM is set up. • Therefore as the model is developed it needs to support the measurement required to report costs against the budget in an elemental form. • For the QS to reap the efficiency benefits from the BIM process measurement rules and cost reporting requirements need to form part of the client’s ‘Employers Information Requirement’ for BIM.

  25. Stanford University Up to 40% elimination of unbudgeted change A saving of up to 10% of the contract value through clash detection Up to 7% reduction in project time Holder Construction $90k cost of BIM Identification of 590 M+E clashes Savings of $800k Empirical Evidence of Return on Investment

  26. Story so far Government pilot studies with integrated project team work in a BIM environment Some private clients demanding project BIM Proliferation of ‘lonely BIM ‘ tools Lack of trust of information in other peoples BIM

  27. Strategy recommendations Recommendations – within 5 years: • Supply side responsible for infrastructure • Client contract requirements must be clear • Client must use the information it requires • Investment will be required but technology does not need to be complex • Changes should be in small steps • Target is ‘level 2’ of the maturity model in five years

  28. Caveat The key principle is that the industry will respond to the opportunity created by the Government… we should anticipate some inertia… Never underestimate the power of inertia!

  29. The Government BIM Strategy Thanks: Simon Rawlinson, EC Harris LLP Mark Bew, Engineering Construction Strategies Ltd Nick Nisbet, AEC3 Thanks UNCLASSIFIED 10/08/2014

  30. Questions

  31. UK Government Building Information Modelling (BIM) Strategy J MARTIN Executive Director, BCIS COBRA, Las Vegas, 11-13 September 2012