BIM TOOLBOX FOR SPECIALIST CONTRACTORS - … · delivering on a BIM project. BIM4FitOut was formed...

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BIM TOOLBOX FOR SPECIALIST CONTRACTORS

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Supported by

This project has been delivered with support from

CITB, which aims to ensure that the construction

industry has the right people, with the right skills, in

the right place, at the right time and is equipped to

meet the future skills demands of the industry.

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Second edition published October 2015

World copyright reserved

Copyright © 2015 Construction Industry

Training Board, published under licence by FIS

No part of this document may be reproduced

or transmitted in any form or by any means

electronic, chemical or mechanical, including

photocopying, any information storage or

retrieval system without licence or other

permission in writing from the copyright owner.

While every care has been taken to ensure

the accuracy of the details presented in this

document, we regret that FIS and CITB cannot

be held responsible for any errors or omissions

contained herein.


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Section A: A guide to BIM for specialist contractors

1 Foreword 62 An introduction to BIM 7

2.1 Benefits of BIM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

2.2 The Government Construction Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

2.3 What does BIM consist of?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2.4 BIM levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 2.4.1 BIM level 2 maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

3 Is BIM right for your organisation? 16 3.1 Collaboration across the industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

3.2 Engagement through the entire lifecycle of the building . . . . . . . . . . . . . .17

3.3 Collation and exchange of information in a common format . . . . . . . . . . .17

3.4 Shared 3D models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

3.5 Intelligent, structured databases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

4 Where to find guides and information 19 4.1 PAS 1192-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

4.2 What is COBie UK 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

4.3 Construction Industry Council (CIC) BIM protocol . . . . . . . . . . . . . . . . . . . .22

4.4 RIBA plan of work 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

4.5 Regional hubs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

4.6 Government’s ‘Soft Landings’ (GSL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

4.7 Other information sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

5 The business case for BIM adoption 24 5.1 Profitability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

5.2 Improved contract conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

5.3 Improved ways of working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

5.4 Questions to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 5.4.1 Why is BIM being considered? . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 5.4.2 What do you want BIM to achieve? . . . . . . . . . . . . . . . . . . . . . . . . .25 5.4.3 What are the costs? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

5.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Section B: Developing BIM capability

1 Introduction 29 1.2 The BIM process map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

2 Measuring BIM capability 31 2.1 Supplier BIM assessment form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

2.2 Supplier information technology assessment form . . . . . . . . . . . . . . . . . . . . . . 31

2.3 Supplier resource assessment form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

2.4 Supply chain capability summary form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

2.5 Demonstrating the organisations BIM capability . . . . . . . . . . . . . . . . . . . . . . . 32

3 Developing a BIM deployment plan 34 3.1 Business commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

3.2 Appointing a BIM manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

3.3 BIM vision and objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

3.4 Commitment to an information standard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

3.5 Process and software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 3.5.1 Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 3.5.2 Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

4 Delivering on a BIM project 39 4.1 Tendering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

4.2 What does a comprehensive EIR look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

4.3 Tendering - procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

4.4 Project delivery – post contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

4.5 Mobilisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

4.6 Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

4.7 File and layer naming conventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

4.8 Spatial co-ordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

4.9 Publication of information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

4.10 Handover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 4.10.1 Handover process between CapEx and OpEx . . . . . . . . . . . . . . . . . . . 56

5 Simplified BIM process map for specialist contractors 58

6 Glossary of terms and references 60

CONTENTS

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Integration of a commonly understood process across

the delivery team and supply chain is crucial if BIM is

to meet its full potential.

The construction process is built upon the thousands

of SME and micro businesses which carry out the

specialist installation of the component parts that go

to make up the very construction projects that are

discussed in all the BIM processes.

Many organisations will be surprised to find that the

processes that they currently have in place and the use

of free to use software means that working to BIM

level 2 is very achievable.

This ’toolbox‛ has been designed to enable a

specialist contractor to develop and deliver a BIM

implementation plan, through an understanding of the

key process documents that relate directly to the

activities of the sector, and by a page by page

explanation of what is required and how to deliver it.

Section A provides an introduction to BIM and

considers the business case for its adoption. Section B

looks at the development of BIM capability,

implementation of a BIM deployment plan and

delivering on a BIM project.

BIM4FitOut was formed by FIS to address the

impact of BIM on the fit out and finishes sector. A

Government BIM Task Group partner, the group aims

to ensure that the sector supply chain is ready for this

new way of working.

FOREWORDA1

“BIM is not the future it is now, a day to day reality. This is an opportunity to engage and develop the holistic collaborative approach that BIM generates and demonstrate its real benefits to the construction process and our customers.”MARK NORTON, BIM4FITOUT CHAIR

SPECIAL INTEREST GROUPAN

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Information is an integral part of any construction

project. Creating, communicating, using and managing

that information is critical. However, this can often be

complex and problematic. Consider the following in

relation to your organisation:

• How is information currently managed?

• How do you get adequate information from your

customers on time?

• Is it to the right level of detail?

• Are you confident that it doesn’t clash with

other trades?

• Can you be confident that your own information is

understood and used correctly?

• Do you issue it in a timely fashion so that your

recipients can use it properly?

• Have you ever been compelled to act on too little

information with consequences of time and money

further down the line?

Information managed badly can lead to waste,

inefficiency, reduced quality, programme issues and

ultimately disputes. We could all benefit from a process

for information to be produced more effectively and

more co-operatively so that it is of more use.

Furthermore, if we can harness the latest technologies

for visualising that information then we would have a

process where we could ‘virtually’ build our construction

projects. BIM aims to be that process.

Project information can be anything from a simple

sketch, a schedule, a programme, risk assessments and

method statements, a project quality plan, a simple 2D

CAD drawing to a sophisticated 3D representation of a

partition or ceiling system. All parties can contribute to

and enjoy the optimal use of information when it is

produced in a common format, at agreed times, and is

managed in an agreed manner from design to

completion, to handover and even to use of the finished

building. BIM then additionally becomes a force for

co-operation and teamwork – for collaboration that

produces the holy grail of integrated information.

AN INTRODUCTION TO BIM A2

“BIM allows the virtual design, construction and operation of a building by developing and testing a digital prototype in advance of its physical realisation, thus delivering greater cost certainty, eliminating error, improving programme duration and reducing risk.”PAUL MORRELL, GOVERNMENT’S FIRST CHIEF CONSTRUCTION ADVISOR

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Traditional design process

Ability to impact cost and functional capabilities

Preferred design process

Cost of design changes

AN INTRODUCTION TO BIMA2

2.1 BENEFITS OF BIM

Imagine the benefits to all parties, especially specialist

contractors, of a design being built virtually in a 3D

model, with that model containing all the building

components, and errors and clashes having been

removed before the site commences.

Figure 1 highlights the importance of getting the

design completed correctly before its physical

realisation. This sounds obvious, but often organisations

find themselves on curve 3, with design changes still

coming in during the hectic construction phase, which

leads to increased costs, as evidenced by curve 2,

which are not always recovered. Effective BIM adoption

makes the preferred design process of curve 4

achievable. One of the keys to making the most of this

potential is getting the supply chain involved as soon

as is appropriate. To minimise changes and maximise

design certainty then the participants who contribute

significantly to design, the specialist contractors, need

to be brought in much earlier. Something specialist

contractors have always advocated. The technology is

already there so it is more about culture. If embraced,

then the supply chain can play a more effective role –

bringing their specialist knowledge to bear in a more

comprehensive manner in, crucially, a truly collaborative

environment with a fully integrated project team. One

of the impacts of this is likely to be on the way that

projects will be procured.

BIM can bring benefits to any type of end user:

• 3D visualisations, eg access and egress, office

layouts, positioning of equipment

• Analysis and simulations, eg energy consumption and

people flows

Figure 1Original concept by Patrick MacLeamy, FAIA, CEO HOK© HOK Group, Inc. 2015 All rights reserved

Pre design4

2

3

1

1

Schematic design

Design development

Construction documentation

Procurement

Construction administration

Operation

Time

Effo

rt /

eff

ect

2

34

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• Optimal sequencing resulting in speedier delivery and

use of built assets earlier

• Plus assistance to phasing and funding

• Right first time build

• Reliable information for offsite manufacture

• Lean construction

• Just in time (JIT) inventory

• Long term information asset to inform

facilities management

• Informed planned and preventive maintenance.

Better information and a more co-operative

environment are essential for better construction,

irrespective of BIM. It is this context of collaborative

information driven design, construction and operation

that is behind Government’s BIM mandate.

There are also some obvious benefits for specialist

contractors that the use of 3D models and their

embedded data help to bring about including:

• Increased understanding of where each specialist fits

within the whole project therefore fostering greater

and more effective involvement

• More accurate information, on time, to allow

better decisions

• Early detection of potential waste, through

prototyping, allowing it to be minimised or

even eliminated

• More effective sequencing and programme certainty

• Improved co-ordination management.

And, of course, the customer gets a building that is

fit for purpose and can be effectively maintained.

2.2 THE GOVERNMENT CONSTRUCTION STRATEGY

The Government Construction Strategy was published

by the Cabinet office on 31 May 2011. The report

announced the Government’s intention to require

collaborative 3D BIM (with all project and asset

information, documentation and data being electronic)

on its projects by 2016.

If all central government building procurement

contracts must use BIM and government expenditure

accounts for some 40% of the industry, it is entirely

conceivable that such an initiative will have far greater

implications across the whole of construction. So for

specialist contractors it is probably not a question of

‘if’ they might use BIM but ‘when’. Consider the NBS’s

National BIM Survey completed in 2014 by nearly

1,000 design professionals:

“Essentially the UK Government has embarked with industry on a four year programme for sector modernisation with the key objective of reducing capital cost and the carbon burden from the construction and operation of the built environment by 20%. Central to these ambitions is the adoption of information rich Building Information Modelling (BIM) technologies, process[es] and collaborative behaviours that will unlock new, more efficient ways of working at all stages of the project life cycle.”WWW.BIMTASKGROUP.ORG

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AN INTRODUCTION TO BIM

• 80% thought that BIM was the future of

project information

• 54% are now using BIM (up from 13% in 2010)

• 80% said they would be using BIM in one year’s time

• 77% of users agreed BIM improves co-ordination of

construction documents

• 65% of users said it gave a competitive advantage.

There is clearly a technological aspect to BIM, but that

is being overtaken by looking at BIM from a ’people and

process‛ perspective rather than a technological one – a

process for better management of information. In this

document we will sometimes use the term BIM as a

technology, meaning BIM as a delivery tool for

information to connect. At other times BIM is being used

as an information management methodology, a process

with wider issues of working together.

In a wider industry debate, sometimes the term

’Building Information Modelling‛ is used, sometimes

’Building Information Management‛. The latter conveys

the importance of people and process in combination

with the technology – it is the people and processes

that get all of the information for a project into a

common location that can be

used by all parties. ’Building

Information Model‛ is also

used on projects, meaning the

actual model that is emerging

from the construction process

using BIM. The term ’building‛

in this context refers to any

construction project, so BIM

can equally apply to a bridge

or rail project, or even a

landscape project.

2.3 WHAT DOES BIM CONSIST OF?

While most people new to BIM immediately consider

issues of IT software and hardware, in his highly

regarded book ’BIM Demystified‛, Steve Race states

that, “In actual fact BIM is a state of mind”, by which he

means a set of principles that lead to a different way

of thinking, a co-operative mindset. Race further says

that the sophistication of technology is irrelevant as

technology alone cannot force a culture change. BIM

demands a new outlook on information management in

turn demanding better co-operative working. The whole

combination of consultants, main contractor and

specialist contractors need to consider new ways of

doing things, of sharing, communication and

documenting their information outputs. It would be

wrong however to suggest that a reliance and basic

understanding of what is called ’object technology‛ is

not also part of that mindset: a working knowledge,

appropriate to the organisation of how 3D information

is contained in objects and shared for the benefit of all.

However, it is not just about 3D object based

models. A BIM approach encompasses project

information from many sources:

• 2D Drawings in CAD or PDF format

• Digital non graphical information (specifications,

schedules, programmes, progress reports, cost

information) – non graphic information is equally

important in any system of information management

• Facility management and end user needs such as

instructions, warranties and replacement advice.

The BIM process provides bedrock information for

the project which the participants use and add to as

appropriate via agreed ‘information exchanges’.

Key concepts

Government requires collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016.

BIM is about people and process as well as technology.

For specialist contractors it is probably not a question of ‘if’ they might use BIM but ‘when’.

A2

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SPECIALIST CONTRACTORS

BIMBuilding

InformationModel


BIM is not a single distinct product that can be

bought in. A BIM project is similarly not just one model

but more usually a series of models (such as

architectural, structural, integrated services) combined

(or federated) to provide the whole (see figure 2).

Figure 2 Federated model

MAIN CONTRACTOR

Facilities manager

Commissioning

Design teamData

Security

Architect

Structural engineer

M and E services

Logistics

Welfare

Project manager

Client

FABRICATORS MANUFACTURERS

A2

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Specialist contractors would provide information

on items such as partitions, ceilings, joinery etc which

would define what the items or objects are and where

they are located within the building. Such file based

collaboration is engendered by BIM processes and tools

which this document is concerned with and highlights

the view that BIM is as much a process as a

technology.

In that BIM process, information exchanges will be

required in areas that specialist contractors are

currently familiar with:

• Short and long term programming

• Costings

• Logistics, planning and co-ordination

• Product information and specification

• Manpower schedules

• H&S and environmental information

• O&M and asset management

• Demolition.

And increasingly some areas that specialist

contractors might not be used to but will become so,

appropriate to the product or service they provide:

• Visualisation through 3D modelling

• Clash detection via the same

• Analysis

• Simulation.

2.4 BIM LEVELS

As there are so many components and approaches to

BIM you will not be surprised that there are

established BIM maturity levels which currently range

from levels 0-3.

BIM levels are a series of steps that provide a

process of development from the status quo where

there is currently no formal process for collaborative

working for the delivery team that includes the supply

chain, to one that is a fully collaborative one working

within a 3D model where the project is constructed in

a virtual world before starting on site, and all the data

is exchanged at preset points in a structured and

digital format, that will ultimately allow the operator of

the finished project to manage the asset.

These steps are referred in levels from 0-5. They can

be used to measure the capability of an organisation

which is expressed as maturity.

These levels are still in development. NBS offers

regular updates on current development.

Key concepts

BIM level 2 consists of:

• 3D object based models

• 2D drawings in CAD or PDF format

• Digital non graphical information (specifications, schedules, programmes, progress reports, cost information)

• Structured data to allow the building operator to manage the building.

A2

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2.4.1 BIM level 2 maturityGovernment has been explicit in asking for BIM level

2. Essentially BIM level 2 maturity will be required on

all centrally procured UK Government projects by

2016. In fact there are large sections of the industry

that have already embraced BIM.

The fundamental principles for level 2 modelling,

to ultimately deliver a co-ordinated project

information model, are outlined in PAS 1192-2, one

of the key documents that has emerged from

Government’s initiative:

• Originators (or ‘BIM authors’) produce information

in models which they control, sourcing

information from other models where required

by way of reference, federation or direct

information exchange

• Employer’s information requirements (EIRs) are

clearly laid out at the project outset, as are key

decision points to which main contractors and their

supply chain (specialist contractors) respond to at

tender stage

• Evaluation (initially this could be through the pre

qualification questionnaire (PQQ)) of the approach,

capability and capacity of each supplier, and their

supply chain, to deliver the required information,

prior to contract award

• A BIM execution plan (BEP) shall be developed by

the supplier, (with contributions from specialists)

containing:

• Assigned roles, responsibilities and authorities

• Standards, methods and procedures

• A resourced master information delivery index,

aligned with the project programme.

• Provision of a single environment to store shared

asset data and information, accessible to all

individuals who are required to produce, use and

maintain it

• Application of the processes and procedures

outlined in the documents and standards (see table

1 over)

• Information models to be developed, for example,

using one of the following combinations of enabling

tools (see table 1).

“BIM level 2 maturity is file based collaboration and library management which produces a series of domain specific models prepared by different parties during the project lifecycle within the context of a common data environment (with the provision of a single environment to store shared data and information).”

WWW.BIMTASKGROUP.ORG

A2

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The definition of BIM level 2 maturity was originally

developed as part of the UK Government BIM

strategy in 2011 and will continue to evolve through

experience in the field. For example, project teams

working on public sector contracts will have to use

the NBS BIM Toolkit incorporating the digital plan

of work (see page 23) and the latest Uniclass (see

page 20). Projects will of course vary enormously in

the scope of information sharing and exchange, as

will the experience and capability required from

various specialists. The core principle for BIM level 2

maturity however will always be the shared use of

individuals’ project related data in a 3D format in a

common data environment.

Table 1 highlights the standards and tools which

combine to provide level 2 maturity in responding to a

project’s needs and which we will be looking at in detail.

Key concepts

BIM level 2 maturity requires:

• File based collaboration and library management

• Input by all parties during the project lifecycle

• Production of a series of domain specific models

• The context of a common data environment

• Provision of a single environment to store shared data and information.

A2

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ENABLING TOOLS Many software solutions in combination with many variable interoperable capabilities.

Design through manufacture and construction.

Discipline based production/analysis software.

File based collaboration and library management.

Available Under development To be developed

BSI standards and publicly available specifications

BS 1192:2007

BS 7000-4:1996A)

BS 8541-1:2012

BS 8541-2:2011

BS 8541-3:2012

BS 8541-4:2012

PAS 1192-2:2013

PAS 91:2012

PAS 1192-3

BS 1192-4

BS 1192-5

CPI / BSI documents

A standard framework and guide to BS 1192:2007

CPIx Protocol

Other documents Uniclass 2015 (see page 20 for a description of Uniclass). NBS created Uniclass 2015 under the Innovate funded project led by the BIM Task Group www.thenbs.com/uniclass

CIC Scope of Services for the Role of Information Management, First Edition, 2013

Early adopters‛ learning report

Institutional plans of work

CIC BIM Protocol, First Edition, 2013

Employers information requirements

Government Soft Landings (policy title tbc)

All the above documents will be available from the BIM Task Group website at www.bimtaskgroup.org

Table 1 Information modelling maturity level 2 from Building Information Modelling (BIM) Working Group Strategy Paper, originally published in March 2011


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IS BIM RIGHT FOR YOUR ORGANISATION?

The hypothesis behind Government’s BIM

mandate is that as a client it can derive significant

improvements in cost, value and carbon performance

through the use of open sharable asset information.

Therefore, when asking ‘is BIM right for your

organisation?’ you could equally ask ‘do you want to

adopt BIM for the benefit of the business, its

customers and the project teams with which it works?’

Looking at the key features of Government’s

definition of BIM, and bearing in mind three BIM

aspects of people, process and technology, what are

the implications for specialist contractors?

3.1 COLLABORATION ACROSS THE INDUSTRY

The construction industry cries out for more effective

collaboration. Some commentators argue that the old

adversarial ways that many specialists will have

experienced produce more waste than anything else in

the sense of conflicting contracts, blame, non-

collaboration, claims and disputes. Effective BIM

demands effective collaboration. This first point is key

and for much of the industry it could be difficult

because it involves changing a deeply ingrained culture.

Collaboration has distinct benefits and shared

obligations. Procurement and payment practices will

also become collaborative as BIM develops. As

specialist contractors we automatically believe that

better collaboration would be good for us but it is

obviously a two street. Specialist contractors, business

leaders and their people need to demonstrate a

willingness to understand the needs of others and

share all their expertise to the benefit of all parties to

the project.

“BIM is essentially value-creating collaboration through the entire life cycle of an asset, underpinned by the creation, collation and exchange of shared 3D models and intelligent, structured data attached to them.”


“True collaborative working requires mutual understanding and trust within the team.”


A3

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A3IS BIM RIGHT FOR YOUR ORGANISATION?

3.2 ENGAGEMENT THROUGH THE ENTIRE LIFECYCLE OF THE BUILDING

Specialists have always longed to be involved earlier in

projects so that their expertise can be brought to bear.

This is essential under a BIM process. Moreover,

specialists will be asked to really think about the

information they provide, from the outset, in terms of

its value to all other parties including of course the

ultimate end-user. The information provided to building

operators will be a key part of specialist contractors’

BIM offering.

3.3 COLLATION AND EXCHANGE OF INFORMATION IN A COMMON FORMAT

The information that specialist contractors provide will

need to follow the same process as all those working

on the project so that data can be tracked and found

through the life of the building. Consistent naming and

labelling conventions are fundamental to BIM efficiency

and success. The use of open, non proprietary

standards allows information to be exchanged easily.

A suitable process is described in BS 1192 which is

referred to in the level 2 maturity (see table 1). Many

projects already use this system (see section A5.4.3).

For specialist contractors, the work will be in collating

information from a variety of sources and putting it in

one place. In this respect BIM is not about buying

expensive hardware, software or training for

proprietary systems from software providers.

On the projects the organisation is currently working

on there will be a process for exchanging or issuing

information about products, build methods, progress

and co-ordination needs etc and you traditionally

exchange the likes of drawings, schedules and manuals

in a paper or electronic format. When a BIM process is

used, the information will be generated from the BIM

itself rather than preparing documents separately, and

the information exchange will be electronic and

according to agreed processes in what is called a

common data environment (a single source of

information for a given project and one of the key

aspects of BIM).

True collaboration requires “a deeper level of standardised process than has previously been experienced, if the information is to be produced and delivered in a consistent timely manner. The benefits of working in this way can include fewer delays and disputes within the team, better management of project risk and better understanding of where costs are being incurred.”


18

IS BIM RIGHT FOR YOUR ORGANISATION?

3.4 SHARED 3D MODELS

As well as a process for exchanging information, BIM

needs a method for storing and manipulating the

information. This usually involves the use of a three-

dimensional software representation of the building.

Specialist contractors provide information on items

such as partitions, ceilings, joinery etc which would

define what the items or objects are and where they

are located within the building. The other parties will do

the same in relation to their products and services so

that the BIM becomes a shared representation and

spatial database that defines the location and

attributes of all components.

3.5 INTELLIGENT, STRUCTURED DATABASES

3D models are the most evident feature of BIM, partly

because of the power of visualisations, but ending up

with structured data is perhaps the most important.

Much work has been done to define data structures for

all the components of construction and how they relate

to each other. In the BIM projects that specialist

contractors will find themselves involved with the main

requirement will be the provision of product data in a

standard electronic format known as COBie. This stands

for ‘Construction Operations Building information

exchange’, which is an open (non proprietary) standard.

For the UK Government there is a specific version

known as COBie. COBie files are often in the form of

tabular electronic worksheets (see section A4.2). It is

important to think of COBie as a way of presenting

information, not a request for new information.

The BIM process builds on a lot of things which the

organisation will already be doing in some form.

However, for most specialist contractors there will

need to be a process of education around BIM in order

to make the right decisions.

Key concepts

Working in BIM requires:

• A commitment to collaborative working

• The production of project ‘information’ with all other parties in mind

• Exchanging information in a common format

• Shared 3D models

• Contribution to structured databases.

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19

WHERE TO FIND GUIDES AND INFORMATION

Government’s declarations with regard to BIM in the

Construction Strategy have been described as ‘one of

the most profound initiatives for change in the

construction industry in modern times’. Beyond the

declarations, for practical application of the initiative

and to invite participation both a BIM Task Group and

BIM Regional Hubs were established, the former

working with Government on live projects in order to

demonstrate the benefits of BIM working.

Following on from the live projects, after sufficient

benefit was enjoyed in terms of cost and supplier

engagement, several documents were published to

provide the construction industry with a framework

within which BIM could be implemented. These

documents are listed in table 2.

4.1 PAS 1192-2

Arguably the most important of the BIM Task

Group documents is the PAS 1192-2, which provides

specific guidance for the information management

requirements associated with projects delivered

using BIM.

Its full title is PAS 1192-2:2013 ‘Specification for

information management for the capital/delivery

phase of construction projects using building

information modelling’. PAS stands for ’publicly

available specification‛ and a PAS strives to standardise

best practice (the PAS process enables a specification

to be rapidly developed in order to fulfil an immediate

need). This PAS builds on the existing code of practice

for the collaborative production of architectural,

engineering and construction information, defined

within BS 1192:2007.

PAS 1192-2 SUMMARY:

Compliance with the standard will be mandatory on all public sector jobs from 2016, as part of the Government’s overall BIM requirement. Peter Hansford, Government’s chief construction adviser, said the standard was the

“first of its kind anywhere in the world’ and would ‘ensure level two BIM can be adopted successfully.”

PAS 1192-2 http://shop.bsigroup.com/Navigate-by/PAS/PAS-1192-22013

PAS 1192-3 http://shop.bsigroup.com/forms/PASs/PAS-1192-3

Government Soft Landings (GSL) www.bimtaskgroup.org/wp-content/uploads/2013/05/Government-Soft-Landings-Section-1-Introduction.pdf

COBie – defined in BS 1192-4 and is maintained by ‘buildingSmart’ www.bimtaskgroup.org/cobie-data-drops

CIC BIM Protocol www.bimtaskgroup.org/wp-content/uploads/2013/02/The-BIM-Protocol.pdf

RIBA Plan of Work 2013 www.ribaplanofwork.com/Download.aspx

Table 2Framework documents

A4

20


Information standards are fundamental to the

implementation and operation of the BIM process. It is

altogether more effective when a standard is adopted

for creating, using and maintaining information. This is

something that all specialist contractors can do

immediately with little cost and would in fact be the

first step along the road to BIM. BS 1192 is one of

many standards that aim to guide the management of

information in a communal environment. It is highly

likely that many specialists will be compliant with BS

1192 perhaps without realising it.

Classification systems are equally important, i.e.

a means of classifying and structuring information in

a BIM, such as Industry Foundation Classes (IFC) and

UNICLASS or Unified Classification for the

Construction Industry. This is a comprehensive tool

for organising library materials and product literature

and project information.

In keeping with the PAS’s exhortation of lean

principles and not wasting time and effort on anything

that doesn’t add value to the customer BS 1192:2007

promotes the avoidance of wasteful activities such as:

• Waiting and searching for information

• Over production of information with no defined use

• Over processing information, simply because the

technology can

• Any defects, caused by poor co-ordination across

the graphical and non graphical data set which

require rework.

PAS 1192-2 emphasises standards and the use of

IT in an environment of effective collaboration,

increased communication and with the end in mind,

ie use of the structured data in the operation of the

finished building. The PAS talks of creating an

information asset that is used, and reused,

throughout the design, construction and handover

process and is ultimately a thing of value to the

client. It is the agreed standards and methods, to

ensure the same form and quality that enables

information to be used and reused without change

or interpretation.

The PAS reaffirms Government’s aim of ‘BIM level

2 readiness’ by summarising the importance of:

• Clarity in relation to the EIRs

• Understanding everyone’s role in creating quality

project information

• Delivering and managing that information

• Understanding how the project software interacts.

The PAS makes it clear that all project information,

whether in BIM environments or in conventional data

formats should be shared using a single collaborative

or common data environment.

To be able to tender effectively the PAS advises

what needs to be demonstrated by project teams to

be BIM ready and specialist contractors need to be

able to play their part:

• An understanding of the EIRs at each stage of the

project and their strategic use – for specialists this

means being able to interpret the EIRs from the

tender document that steps down from the main

contractor (see section B4.2)

• Additional BIM training (if any) needed specific to

the project team (see section A5.4.3)

• Use of the BS 1192 standard for file naming

conventions

• Project software and exchange of information

capability

• Roles and responsibilities (see section B3.2)

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21


• How information will be managed and co-ordinated

and how clashes will be detected.

If successful at tender stage the items demonstrated

as part of the tender processes (as above) will need to

be confirmed and as with any other project the

specialist contractor will need to issue its own project-

relevant information, in all its forms. Collaborative

working is fundamental to BIM and the PAS sees this

as each task being carried out in a particular order for

the mutual benefit of all those involved.

4.2 WHAT IS COBie?

COBie is a means of sharing structured information

about new and existing facilities and can often simply

be adding to and transmitting a spread sheet. The key

element is to understand exactly what is required and

in what form, and ensuring that the correct data is

placed in the correct cell in the spread sheet.

The end user requires the delivery of COBie from

the lead designer and/or lead contractor to support

the timely delivery of information to support the

management of the building. The end user needs to

be explicit about the purposes for which the

information is required and about the timing and

content of any interim deliveries.

COBie allows the team to document its knowledge

about the building in both its spatial (floors, sectors,

zones) and physical (components, product types,

systems) aspects. Usually the information needed to

complete the COBie deliverable will be available

already; either produced via the BIM process or in

supporting reports, schedules and other materials

that specialist contractors would ordinarily prepare

Figure 3Level 1 ‘easy win’ drawing layout sheets and status codes

BS 1192:2007 PAS 1192-2:2013

BS 1192-4:2014 (COBie contact)

BS 1192-4:2014 (COBie facility)

BS 1192:2007 PAS 1192-2-2013

A4

22


for handover using an O&M manual.

Consistent with the BIM principle of standard

data there are COBie templates available which

benefit from the use of a common set of

construction objects, classifications and property

names. Manufacturers and suppliers can include

their detailed contact information and product

information. There are currently 700 template

sets available for general use. In particular,

Government’s BIM strategy includes, as a key

purpose for the handover documentation, product

data to support the specification/selection/

replacement process.

4.3 CONSTRUCTION INDUSTRY COUNCIL (CIC) BIM PROTOCOL

The BIM protocol is a supplementary legal agreement

that is incorporated into construction contracts by

means of a simple amendment. The protocol provides

a ‘contractual wrapper’ to the additional activities

which will take place on a project delivered using BIM.

It is a means of enforcing the obligation for suppliers

to provide specified BIM information at defined levels

of detail for the production of models as required

under Government’s BIM strategy. It adds

necessary additional protection for the producers of

information through the inclusion of BIM specific

licences which should prove an incentive. It also backs

up effective collaborative working by mandating the

role of the information manager and by including

provisions which will make the use of information

management standards such as PAS 1192-2 an

explicit contractual requirement.

If the employer ensures that all consultants and the

contractor are appointed on a common basis, are

working to deliver a common set of building

information models and are contractually required to

adopt common ways of working, then the employer will

make a great contribution to effective project working.

Similarly, the content of the appendices has to be

included in the EIRs prior to appointment.

The key principles of the application of the CIC

BIM protocol (from the BIM Task Group website) are

as follows:

• All parties that are responsible for the production of

building information models on behalf of the

employer should have the protocol incorporated into

their contract/appointment

• The same version of the protocol and appendices

should be incorporated into each contract

• The wording of the protocol should not be amended

• The protocol should detail all building information

models that are going to be produced by all parties

contracted to the employer on the project

• The appendices have to be completed with project

specific information for all projects – this should be

available from pre appointment documentation such

as the EIRs

• Changes to the protocol and its appendices should

be treated as variations to the contract.

The CIC BIM protocol appendices are the only

documents which need to be completed with specific

project details:

• Appendix 1 – model production and delivery table.

This must include references to all building

information models required by the employer at each

project stage.

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23


• Appendix 2 – information requirements. This details

the information management standards that will be

adopted on a project.

4.4 RIBA PLAN OF WORK 2013

The RIBA Plan of Work 2013 organises the process of

briefing, designing, constructing, maintaining, operating

and using building projects into a number of key stages.

It details the tasks and outputs required at each stage.

It is the first plan of work to mention BIM.

NBS has also published a ’digital toolkit‛ to allow

projects to be managed and give guidance to what

information is wanted and at what stage. This is known

as ’level of information‛ (LOI), and ’level of detail‛ (LOD).

See www.thenbs.com/bimtoolkit

4.5 REGIONAL HUBS

The Construction Industry Council (CIC) has

established BIM regional hubs in partnership with

Government’s BIM Task Group to raise awareness of

the benefits of BIM, facilitate the early adoption of

BIM processes and, through dissemination of the

programme at a local level, provide valuable feedback

to the BIM core team. The evidence points to the

regional hubs being busy so the enthusiasm across the

supply chain appears to be there.

4.6 GOVERNMENT’S ‘SOFT LANDINGS’ (GSL)

Specialists need to think about the value of the

information they provide to all other parties, including

the ultimate end user. GSL is a ‘clear, cost efficient

vision and strategy for managing the facilities’, with

specific plans to ‘meet the needs of the end users,

building managers, facilities managers and occupiers’.

4.7 OTHER INFORMATION SOURCES

Check the web. Government’s BIM Task Group has a

website with ’frequently asked questions‛ at

www.bimtaskgroup.org

The sites of other organisations such as BIM

Academy, a joint venture between a university and a

design organisation, aims to provide independent

advice, consultancy, training and research in BIM

www.bimacademy.ac.uk

For advice and links visit www.bimtalk.co.uk and

www.bimtaskgroup.org/bim4-communities

Key signposts for information

• BS 1192

• PAS 1192-2 / PAS 1192-3

• COBie

• CIC BIM protocol

• RIBA Plan of Work

• NBS BIM Toolkit

• Regional hubs

• Government Soft Landings

• www.bimtaskgroup.org

A4

24

THE BUSINESS CASE FOR BIM ADOPTION

SMEs, such as specialist contractors, are usually

more agile than larger businesses and therefore well

placed to take advantage of new initiatives. However,

the question of appropriate objectives and

implementation is a question for each organisation

according to its own position within the industry and

the construction process.

5.1 PROFITABILITY

It is hard to disagree that the following often quoted

advantages, for current and future use of BIM, will

contribute to profitability:

• Increased efficiency through quality information on

time, leading to build right first time and

manufacture right first time

• Reduced reworks through the elimination of

co-ordination errors

• Increased collaboration with project counterparts

• Clearer communication from and to customers

• More accurate costing

• Improved timescales for design and production

• Automated take off and scheduling.

There are other more general factors that could

seriously impact your business:

• Opening up of new markets due to BIM readiness

• An enhanced value proposition from working in a

co-operative team environment.

• The opportunity to work under collaborative

contracts.

5.2 IMPROVED CONTRACT CONDITIONS

BIM clauses are starting to appear in procurement

contracts and indeed the BIM protocol provides a

mechanism to encapsulate BIM fundamentals. BIM’s

need for a co-operative and collaborative environment

is therefore providing a push towards better forms

of contract.

Truly co-operative information management by the

project team is at odds with conventional contracts

where information is produced in isolation, often warily,

and the experience is generally adversarial rather than

collaborative. Such commercial arrangements are at

odds with BIM operation.

There are however very encouraging moves towards

more collaborative contracts with aspirations that are

more positive than many specialists have seen before.

For example:

• The Strategic Forum for Construction’s Integrated

Project Team (IPT) agreement states that parties

‘undertake not to make any claim against each other’

• The JCT Constructing Excellence (CE) form of

contract states that, “the overriding principle

guiding the purchaser and the supplier in the

operation of this contract is collaboration” –

working together “in good faith and in the spirit of

mutual trust and respect.”

The real advantages of BIM for all parties can be

realised under these agreements. The chance to

operate in an equitable environment, contrary to the

experience of a lot of specialist contractors, is a

powerful inducement to adopt a BIM approach.

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A5THE BUSINESS CASE FOR BIM ADOPTION

5.3 IMPROVED WAYS OF WORKING

Greater co-operation is at the very core of BIM and is

leading many industry participants to believe that a

better way of working will result. Similarly, BIM is

consistent with and may encourage more two stage

tendering, a procedure typically used to achieve an

early appointment of a contractor to a lump sum

contract. As well as fostering more equitable

commercial arrangements BIM may generally force a

more appreciative consideration of the supply chain.

5.4 QUESTIONS TO CONSIDER

Any specialist contractor can theoretically harness the

potential benefits of BIM – in the widest sense of a

fusion of people, process and technology – given the

will to do so. But the question is whether the business

can actually use BIM to realise these benefits, and over

what time period would it see returns on investment.

Deciding to seek BIM enablement to level 2 maturity

is a strategic decision and needs the same thought

processes as any other high level, business changing

undertaking. There are a number of questions an

organisation should consider:

• Why is BIM being considered?

• What do you want BIM to achieve?

• What are the costs?

• What will be the return on investment?

5.4.1 Why is BIM being considered?Is there an internal motivation? Are you more or less

convinced of the potential advantages? Can you see

the benefits accruing to your business?

Is there an external motivation? What are

customers asking for? Are customers urging you to

develop a BIM capability? Are BIM requirements

appearing in tenders? If so, how BIM ready are they?

What BIM ingredients are they using? Talk to your

main contractors and find out where a BIM capability

would position the organisation. What is the

appropriate level of BIM involvement for you (see

section B3). Main contractors are also feeling their

way, and some are obviously more advanced than

others, so respond appropriately.

5.4.2 What do you want BIM to achieve? How would a BIM capability enhance the products and

services you provide? Do you manufacture? Do you

design? Will you need to develop your own BIM objects

or will you be using those developed by the

manufacturers and suppliers whose products you

install? Where are those manufacturers and suppliers

in their BIM development? You already engage with

them in jointly providing their products so what does

this additionally mean in relation to BIM? For those

specialist contractors who do not need to develop BIM

objects the route to some level of BIM capability may

be easier than it first appears. Manufacturers need to

think of the ease of use of their BIM objects for other

parties and their customers to increase your

attractiveness. A ready made database for your

products that can be used throughout the project

lifecycle will mean you are well placed.

5.4.3 What are the costs? Consideration of the first two questions will start to

give some indication of potential people, process and

26


technology implications which will impact cost. In all

three aspects, start with determining where the

organisation is now and before anything else

investigate the many options of getting into BIM that

do not need any significant financial outlay. What can

you build on? How well do your people currently engage

with the project teams with whom you work? How do

you currently manage your information? Do you use BS

1192 naming already for example? What is the CAD

expertise in your business? Have you experience of 3D

modelling? How big would the leap be from current

CAD experience and level of technology to a BIM

capability? You may already have all the information

you need; it might just need some ‘BIM treatment’.

A slow progression is worth considering, not least

because the industry’s BIM experience is evolving all

the time. The importance of information management

demands investment in its principles just as much as in

software expertise. Costs can be phased and controlled

with a slow but deliberate approach.

Information managementInformation management can be improved without

too much financial cost. Revamping current roles and

processes in relation to information management (see

section B3.2), and, for example, adopting the naming

conventions in BS 1192, will advance the organisation

down the path of BIM readiness without expenditure

on technology. BS 1192 and the classification systems

are not expensive to buy and learn.

Adoption of a BIM approach will likely result in a

change in methods but for some this may mean simple

consistency about information in CAD files. For others

it could mean an entirely different business procedure.

Everyone’s business is probably awash with product

and other information, lots of it probably very valuable

in terms of lessons learned and previous experience

and solutions. But how much is immediately retrievable,

legible and identifiable?

Managed information storage can make that

information’s use and reuse efficient and effective

with positive implications for capacity, competitiveness

and growth. It is then that your information becomes

a true asset. A very consistent information and

document management system is a great start to

developing BIM capability.

Guided by BS 1192 and Uniclass, for example,

information can be structured so that nothing is lost

and additions are constantly made making it a reusable

asset. For every pound/hour spent understanding

documents and implementing their provisions the

return would be much greater in the way the business

manages its information. Adding the conventions in the

documents to the functionality in any software

acquired would allow information to be extracted and

filtered whenever required without having to do

separate drawings. So you preserve information

produced early in your processes and ensure its

availability for future uses. This BIM approach applies

to non graphic information as well not just CAD details.

As your expertise in information management grows

then efficiencies boost your capacity and capability to

confidently take on more and bigger projects.

Technology There is no point buying technology until you really

know what is needed and also the cost will increase

with its capability so there is no point acquiring

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A5THE BUSINESS CASE FOR BIM ADOPTION

capability that is not needed. Some specialists will

not require BIM software to perform design activities,

they will need to view, check, understand and perhaps

manipulate information provided to them by their

main contractor or by their product suppliers. There

are products that allow this and even some free

BIM viewers. You will need to find out what your

suppliers and customers are using to check

compatibility (interoperability).

Some products allow information to be exchanged

between different BIM software applications, and

provide access to industry classification systems to

create data for sharing. At the other end of the scale it

could well be that in the first instance the only BIM

requirement you need is the ability to contribute data

to a COBie spreadsheet.

TrainingThose main contractors who engage heavily with BIM

offer training to bring their supply chain up to speed.

Some of the leading software suppliers have fully

functioning free trials which allow you to further

understand the level of technology that you may need.

Don’t limit your thoughts to just software training.

Information management training will give a more

encompassing stimulus to integrating BIM within the

business, and provide the potential for your information

to become a true asset. To this internal initiative you

can build further by going on your main contractor

courses and/or software vendor’s training.

It is not hard to conceive of the situation arising

whereby you promote your BIM readiness as part of

your proposition to potential customers, as early

adopters will enjoy a competitive advantage.

Return on investmentIn terms of how long it would be before any

investments start to pay off, there will clearly be a

time investment to match that of money (training, the

learning curve, revamping process). Spectacular returns

are being quoted by all kinds of users but each

experience will be different depending on what you

have decided you want BIM to do for you. There are

several case studies on the internet.

5.5 SUMMARY

Starting BIM can clearly be a daunting prospect but, in

summary, the move doesn’t have to occur overnight

and by starting slowly and deliberately, rapid progress

can be made in bitesize chunks which will have long

term value.

Going back to our idea of a common sense

progression, you could decide to try a BIM approach

as an internal management technique first, or as a

single project methodology with a good customer, or

a whole approach to your business because of your

position as a crucial member of your customer’s

supply chain. Which ingredients of BIM are you going

to adopt and how far are you going to go? It is clear

that it is not just about whose software do you want

to use – it is about integrating BIM principles into your

whole business.

A BIM approach will provide structure, consistency,

co-ordination and quality assurance whichever way you

go first and any of the choices will bring immediate

value. Over time, embracing a new system like BIM will

allow you to reconsider the way you do things. Focus

on the high value returns and how BIM could help

28


maximise those. In most cases this could be a

positive opportunity to grasp collaborative use of

shared information.

You know about your business so get to know

enough about BIM to make those initial decisions.

Know the time and cost dimensions to the way that

you choose, be it small baby steps or a wholehearted

jumping in at the deep end. Whichever way you go,

keep evaluating as your experience grows, the

industry’s BIM implementation evolves and your

customers’ requirements change.

“BIM will become the industry norm. The ability to exploit these opportunities offers firms a competitive advantage that smart ones cannot afford to miss.”

MARK NORTON, BIM4FITOUT CHAIR

Key questions to prepare a business case

Why am I considering BIM?

What do I want BIM to achieve for my business?

What does BIM mean to my business in terms of...

• People

• Process

• Technology?

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29

INTRODUCTION

This section of the BIM toolbox looks at the issues

surrounding development of BIM capability in your

organisation. It introduces the PAS 1192-2 processes,

looks at assessing BIM capability and what is required

to plan and develop delivery capability on BIM

enabled projects.

1.2 THE BIM PROCESS MAP

Included within PAS 1192-2 is an information delivery

cycle (see figure 4).

A BIM project commences at CapEx (capital

expenditure) start with the EIRs, the ’employer’s

information requirements‛ adding to the employer’s

requirements, leading to the ’BIM execution plan‛ (BEP).

Post contract, a ’master information delivery plan‛

(MIDP) defines how and when all parties will produce

and issue vital building information.

The ’common data environment‛ (CDE) is also shown

here, as is the seven work stages from the digital plan

of work. Information exchanges which all parties will

undertake in an agreed manner are the small green

balloons and these occur within the CDE format to

slowly build the information model – the ’project

information model‛ (PIM) turns into the ’asset

information model‛ (AIM) at handover as the building

enters its OpEx (operational expenditure) start.

Key concepts

• CapEx start

• Employer’s information requirements (EIRs)

• BIM execution plan (BEP)

• Master information delivery plan (MIDP)

• Common data environment (CDE)

• Digital plan of work

• Information exchanges

• Project information model (PIM)

B1

30

Figure 4PAS 1192-2 information delivery cycle

Information processLegend key Managment process

OPEX START

Asset information model (AIM)

Project information model (PIM)

Common data environment (CDE)

NeedExecutionDelivery ProcurementContract award

Mob

ilisa

tion

Ass

essm

ent

Mai

ntai

n, r

efur

bish

, end

of

life

or b

uild

CAPEX START

1

1

1

5

5

3

3

7

7

2

2

6

6

4

4

n

53 72 6

GRAPHICAL MODEL

HA

ND

OV

ER

NON GRAPHICAL DATA

DOCUMENTATION

4

Employer’s information requirements (EIR)

BIM execution plan (BEP)

Master information delivery plan (MIDP)

Strategy

SUPPLIERS’ INFORMATION EXCHANGE

Brief Build and commissionDefinition OperationConcept Handover

and closeoutDesign In use

EMPLOYER’S DECISION POINT

Maintenance and use (PAS 1192-3)

For details on suppliers‛ information exchanges and employer’s decision points see ‘CIC scope of services’.

B1

31

MEASURING BIM CAPABILITY

Government, as a construction industry client,

may now use BIM capability as a criterion for

prequalification, so can main contractors and this

position will inevitably be adopted by others.

PAS 91:2013, the prequalification standard, has

been updated to include questions concerning BIM

capability which will certainly be used for UK

Government procured projects for departments that

have commenced their implementation of the BIM

Strategy and highly likely by other clients.

There are four issues:

1 The ‘capability of working with a project using a

common data environment‛ as described in PAS

1192-2:2013 (see section B4 for a detailed look

at working with a project using a common

data environment).

2 The ability to demonstrate ‘documented policy,

systems and procedures to achieve BIM level 2

maturity’ as defined in Government’s BIM

Strategy (see section B3).

3 The ’capability of developing and delivering or

working to a BIM execution plan (BEP)’ as

described in PAS 1192-2:2013 (see section B4

for a ‘live’ example).

4 Demonstration of the existence of ‘arrangements

for training employees in BIM related skills’ and

that their capabilities are assessed (see section B3).

As well as the PAS 91 questions there are

assessment forms and processes described in

PAS 1192-2 which seek to determine ‘attitude’ and

‘approach’ to BIM over and above what we have just

looked at. Main contractors are compelled to use them

in relation to their supply chain.

2.1 SUPPLIER BIM ASSESSMENT FORM

Initially specialist contractors will need to complete a

supplier BIM assessment form to demonstrate

competence in and understanding of BIM and allow

comparison with competitors. This form will assess

‘gateway questions’ – the willingness to exchange data

and the quality of that data, understanding of analysis

methods on the project (as appropriate to the

business), previous BIM experience and current BIM

capability in order to gauge training and support needs.

2.2 SUPPLIER INFORMATION TECHNOLOGY ASSESSMENT FORM

The supplier IT assessment form, seeks demonstration

of an organisation‛s information exchange capability

and IT maturity, and highlights compatibility with the

project IT systems. What electronic data and

information is the organisation willing and able to

exchange? This can be stated generally in a BIM policy

(see section B3 for an example). Which software and IT

systems and procedures do you actually have? Are they

robust enough for the project needs? Are they

compatible with the project software – what is called

‘interoperability’ needs to be resolved as early as

possible. It will be the case that methods of

information sharing will need to be agreed and

committed to for the final BEP to be submitted.

B2

32


2.3 SUPPLIER RESOURCE ASSESSMENT FORM

Just as you are regularly asked about resources and

capacity in most tender processes the supplier

resource assessment form under a BIM project is used

for this purpose as part of the subcontract

procurement process.

2.4 SUPPLY CHAIN CAPABILITY SUMMARY FORM

The supply chain capability summary form allows for

easy comparison, by the main contractor, of bidders‛

overall capabilities.

All the forementioned forms can be accessed at:

www.cpic.org.uk/cpix/cpix-resource-assessment-form

Any plan to use BIM needs to address the

capabilities described and required by these methods

of assessing specialist contractors BIM capability.

2.5 DEMONSTRATING THE ORGANISATION’S BIM CAPABILITY

Being able to demonstrate your organisation’s BIM

capability and measure its BIM maturity will allow

you and others to understand where the business is

on its BIM implementation plan. The spider diagram in

figure 5 is an output from an online BIM capability

assessment tool. This was developed by the NAS and

is available at thefis.org/assets/Uploads/BIM/

Capability-Assesment-Tool.xlsx

Key indicators of BIM capability

Is the organisation willing and able to work in a common data environment?

Is it committed to appropriate BIM level 2 maturity?

Can it contribute to and deliver a BIM execution plan?

Does it have training arrangements in place for BIM related skills?

B2

33


Figure 5Typical output from an online BIM capability assessment tool

B2

34

DEVELOPING A BIM DEPLOYMENT PLAN

Once BIM adoption has been agreed then BIM

must become the norm. To make that happen it is

important to strive for the most practical and

pragmatic way of going about it. It is about determining

what is right for the organisation as there is no single

’one size fits all‛ approach. Remember it is about

technology and methodology forming an integrated

whole to be successful.

The ultimate aim of the deployment plan is the

ability to work under the information management

provisions of PAS 1192-2 on a live BIM project (see

section A4).

The following items anticipate tendering and

delivering on BIM projects, as well as a more strategic

business response:

• Business commitment

• BIM manager (or team)

• BIM vision and objectives

• Commitment to information standards

• Training and implementation programme

• Process

• Software.

3.1 BUSINESS COMMITMENT

The first requirement for a business considering a BIM

approach is willingness to change and a willingness to

seriously investigate the advantages BIM has to offer.

Top management must lead the way but also know

what is required in terms of people, process and

technology. This will only come from becoming

educated about what BIM means to the organisation

and being consistent and thorough in its application.

A BIM policy statement (see figure 6) serves as both

a public declaration of intent and a guide for the

organisation to follow. Not only should this declaration

be known throughout the business so that everyone is

aware of it, it should also be readily available when

potential customers ask about the organisations

intentions in relation to BIM. The BIM policy should

make the commitment to level 2 readiness and to the

requirements of PAS 1192-2.

It should also state commitment to:

• BIM training and skills development as appropriate

• a phased, at least, integration of BIM principles into

current business processes

• a commitment to collaborative working within the

project teams and to realising the benefits of BIM

to all.

<Company name, address and date>

BIM POLICY STATEMENT

<Company name> is committed to the development of a BIM capability

appropriate to its products and services and the needs of its customers.

More specifically <company name> will develop capability to meet

Government’s strategy for BIM level 2 maturity, including internal

information management processes consistent with the requirement of

PAS 1192-2.

<Company name> will play its part fully in ensuring effective collaboration

within the project teams that it works.

A training programme has been instigated in order to incorporate BIM

principles into all relevant business processes and to develop the skills that

<company name> requires.

<Signed and dated by managing director>

Figure 6 Example BIM policy statement

B3

35

B3DEVELOPING A BIM DEPLOYMENT PLAN

Such commitments obviously need to be backed

up by a genuine belief in co-operative and

collaborative working.

Is collaboration and co-operation alive within your

business already? Do you have any current framework

agreements for example or joint ventures or partnering

arrangements? These are encouraging indicators for

what will be required under BIM projects as are more

internal initiatives such as staff teams working towards

agreed KPIs or towards agreed improvement objectives

that would form part of the organisations quality

management system.

3.2 APPOINTING A BIM MANAGER

Clarity of roles, responsibility and authority are

an essential aspect of effective information

management and will be embedded into customer

agreements on live projects. Roles will differ from

project to project, depending upon market sector,

project size and the supply chain tier the

organisation is positioned in. Key to the allocation

of roles, responsibility and authority is the

appropriateness and ability of the organisation

to be able to deliver in a BIM process.

Who is going to lead the transition to BIM within

your business? What is appropriate? Scale is key, what

is the size of your business? It could be more than one

person of course and there could be more BIM roles

than that of a ‘BIM manager’. People are always the

most important asset so whether you call him or her a

BIM champion or a BIM manager. The choice is crucial

and top management support must be taken as read.

Whether it is an individual or a team, BIM leader(s)

must be team players by instinct, which means that

they are willing to understand how others work so that

they can work better with them. They should also be

flexible, be open to implementing standards and

protocols and believers in collaboration. Are they

already methodical and disciplined in their own work?

They could have extensive experience of implementing

quality management systems for example and are

therefore willing advocates of the importance of

process for consistency and quality assurance. The

structured use of a common data environment (CDE)

requires strict discipline by all project participants,

compared with a more traditional approach. This is a

key feature when choosing BIM project teams. The

advantages of the BIM process can only be realised

with a commitment to operate in a disciplined and

consistent manner throughout a project.

Genuine knowledge of the organisations chosen

software and how its information structuring and

management capabilities can be manipulated to the

business’s advantage is essential.

The BIM manager will take responsibility for

developing the organisations BIM capability in a general

sense and also day to day responsibility for live BIM

projects encompassing the following issues (some of

which may require additional skills and support, again

according to scale):

• Liaison with internal and external members of

the project team, contract managers and the

customer’s contract/information manager, as well

as BIM managers from other project participants

and customer

• Information quality and checking against

design intent

36


• Information flows and exchanges within a common

data environment

• Information security

• Information structure

• Technology (managing software, hardware,

compatibility, communications, and being aware of

new capabilities)

• Agreed training and skills development including

collaborative working relationships

• General support to BIM team members.

3.3 BIM VISION AND OBJECTIVES

To a lesser or greater extent, change will be required.

This will involve the whole team who must be clear

about why change is taking place. Stated objectives of

what is trying to be achieved and by when are vitally

important. What is the ‘vision’? Either state how you

believe the implementation of BIM enhances and/or

alters the existing company vision, for example:

• To be the premier specialist contractor meeting

challenges through technology

• BIM adoption helps an organisation differentiate by

offering expanded services to clients

• BIM will enable us to compete for more projects as

the most BIM enabled contractor (in our sector).

An additional goal could be to gain level 2 maturity

by a certain date. As well as the BIM leaders what

does BIM mean for your site managers, your

commercial people, and your admin people? Be realistic.

Don’t put undue pressure on the business. Plan to do

just what is needed, in a phased manner, to perform in

a BIM environment and take it from there. What can

really be achieved in a given timescale? Are a series of

internal workshops attended by top management

required to steadily but surely progress BIM readiness?

Start at the earliest opportunity with some easy wins.

3.4 COMMITMENT TO AN INFORMATION STANDARD If the organisation does not already do so it should

commit to an ‘information standard’, or ‘CAD standard’

based on BS 1192 and a classification standard (speak

to your customers about what they use in your sector).

Remember that a classification system provides a

common terminology and structure to which all project

documents and information can be related. The use of

classification is required in information exchange and in

the COBie UK 2012 templates.

This will confirm a readiness and ability to conform

to a project’s arrangements for organising information,

as an agreed information standard is a key factor for a

successful BIM process. Both graphic (these represent

a product in 3D terms) and non graphic files (this is the

structured data, and may contain parametric rules to

allow the product to be manipulated) are the core of

BIM but a lack of co-ordination in folders, files and file

content structures would be a severe drag on

effectiveness. To use and reuse information, by all

parties to the maximum effect, needs a common

understanding of naming and structuring information,

especially when the idea is that any information can be

available at any time to all parties.

Engagement with BIM needs to be appropriate to

the business and the products and services it offers

and it is the same with the information needed from

the customer. Some specialist contractors will require

B3

37

B3DEVELOPING A BIM DEPLOYMENT PLAN

highly technical input others will require something

altogether simpler. In return, the information the

specialist contractor issues should be appropriate

to the needs of the project and the other parties to

the project.

3.5 PROCESS AND SOFTWARE

We have made the point previously that BIM is as

much about process as about software and we will

now look at those two areas.

3.5.1 Process At some point you will be asked to describe the

organisation‛s information management processes.

Asking the following questions will tease out what your

BIM process can do and what does project

collaboration actually mean to the organisation:

• What information is regularly provided on current

projects? Is it readily available or does it have to be

generated each time? Could it be standardised and a

library developed? Is it good enough to be effectively

‘exchanged’ with other parties and could they use it

reliably? Assuming you have sorted out appropriate

software (see section B3.5.2 overleaf) what needs

to be done to your information to allow it to go

forward in a BIM information exchange?

• Do you have a plan to develop all the information

you might need to exchange (from manufacturers?)

or will you have BIM authors?

• How will you review, check, and approve that

information, and by whom? Who is accountable for

its quality and status? Your BIM manager? Who

places it in a library for BIM use and reuse?

• Does the organisation have a change

management and design development process?

If the organisation does actually ‘design’ are

processes ISO 9001 complaint?

• Has information risk management been addressed –

backup, losing stuff, server failure, viruses, hacking,

information corruption – as well as providing

information late? Or too much or too little, or it

being done wrong?

• Does the organisation have a submittal process with

checks on what is being shared, who is advised that

it is being shared, and how it all gets co-ordinated

for a project’s defined data drops?

Detailed PAS 1192-2 processes are described in

section B4, but more generally, when it comes to a live

project you will want to know if the BIM is on a

customer’s server or, for example, located via a portal.

Are communications effective be they wifi, web, or

extranet? Do all parties have easy access? Can the

parties’ software exchange information effectively? Are

naming conventions finalised? Do trade/discipline

teams need to be created? What are the performance

monitoring arrangements? At some point, participants’

software packages need to be understood and

compatibility ensured. It is the same with collaborative

portals. Objects must be exchanged effectively. An

appropriate checklist could be generated for these

questions for each specialist contractor business.

The desired outcome is for all parties to know where

they fit and how and where they contribute throughout

the life of the project. A common understanding of

what the participants do and what is expected creates

the co-operative BIM environment and provides the

agreed project workflows, roles and responsibilities.

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3.5.2 Software Which combination of software is right for the

business? What level of ongoing software support is

needed? Information exchange capability is key so who

will you be exchanging information with? Main

contractors? Consultants? Manufacturers? Other

specialists in the collaborative project environment?

What sort of information will be created internally?

Will it only go as far as non graphic and 2D? Are you

one of the vast numbers of specialists who does not

manufacture anything but installs products and

systems by others? Talk to them and see how are they

getting on with BIM? Have you experience of their 3D

models, or structured data in product data sheets

(PDS)? Do they have processes to allow you access to

their developing object libraries? You will be used to

working very closely to your manufacturer suppliers

already, and you will be submitting their product

information in 2D form as a matter of routine, so what

additional software capability and process

understanding is required in a BIM environment in

terms of information exchange? What training can you

access from suppliers and software vendors? All this

needs to be built into your overall business training

programme and remember that an effective training

programme always includes an assessment of the

effectiveness of that training, just as PAS 91 (taking

its lead from ISO 9001) asks for.

Key requirements of a BIM deployment plan

Top management commitment to developing BIM capability

Declared BIM policy statement

A BIM vision and objectives for your business

Designated BIM manager plus supporting team as appropriate

Information standard

BIM training and implementation programme – processes and software

B3

39

B4DELIVERING ON A BIM PROJECT

This section expands on key items introduced in

section B1.2 when the BIM process map was

introduced.

The PAS discusses certain documents which will be

used for managing project information and these are

referred to as the Construction Project Information

eXchange (CPIx). There is a mixture of pre and post

contract documentation.

4.1 TENDERING

Specialist contractors are used to responding to

employer’s requirements and seeing them as part of

tender documents. For a BIM project these will include

an employer’s information requirements (EIRs). The

difference being that they also describe how

information is to be exchanged and also the

collaborative working requirements.

The PAS strongly advises employer’s to appoint an

individual or individuals with responsibility for including

the EIRs in the overall tender documents. The main

contractor will need to address the EIRs in its project

execution plan (PEP) to which all trades will need to

contribute to when appropriate (tier 1 contractors will

issue specific EIRs to tier 2 subcontractors). The issue

of EIRs is deemed the CapEx start (see section B1.2)

and starts the information delivery cycle which will

continue until the project is handed over.

The EIRs will also identify key decision points and

the information exchanges required to support those

decisions at various stages of the project. In this

respect EIRs are consistent with other tender

documents and standards such as the CIC Scope of

Services and Plans of Work. The intention is that the

EIRs will be clear and concise in relation to what is

required at particular stages and how much detail is

needed, keeping it to the minimum to be effective.

Specialist contractors may well be asked as to the

most efficient delivery of this information. Additional

detail will be given and required at the delivery stage.

Receipt of the EIRs allows the main contractor to

create its BIM execution plan (BEP). This will

demonstrate its BIM capability.

4.2 WHAT DOES A COMPREHENSIVE EIR LOOK LIKE?

Expect to see requirements or advice in relation to:

• Information management, including levels of detail,

suggested training, management of the information

exchange and modelling process, and management of

co-ordination (including compliance with specified

standards which will also be advised)

• Effective collaboration

• How BIM contributes to health and safety

management

• Project security and integrity

• Specific inclusions and exclusions from the

information models

• File constraints

• Pre construction surveys

• Software formats to be used

• The client’s strategic purpose for the information

provided in the models

• Roles and responsibilities especially for information

production at the defined project stages

• How bidders will be assessed.

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B4 DELIVERING ON A BIM PROJECT

4.3 TENDERING – PROCUREMENTThe pre contract BEP is for the main contractor to

demonstrate its overall BIM capability and that of its

supply chain to meet the EIRs. This allows the employer

to confirm its requirements are achievable and assess

various bidders.

Specialist contractors are expected to contribute to,

and commit to, the main contractor’s BEP. The

employer will have questions that need to be answered

by specialists and it is the responsibility of the main

contractor to see that EIRs and other information

cascades appropriately, via documented procedures,

through the supply chain. In another significant nod to

collaboration, the PAS at this point refers the main

contractor to BS 1100-1 Collaborative Working

Relationships. There is a clear opportunity here to

remove waste and improve efficiency and for

specialists to become engaged earlier than might have

traditionally been the case.

Furthermore the specialist contractor which has fully

considered its BIM vison and objectives (see section

B3) will be well placed to demonstrate its BIM

competence even if further project specific BIM

training might be required. If that does prove to be the

case then a specialist contractor with a demonstrable

training track record and an openness to undertake

further training as required may well differentiate itself.

Successful bidders at both main contractor and

specialist contractor level will resubmit their BEPs post

contract, confirming capabilities and crucially

commitment to the BEP – the main contractor making

that commitment on behalf of its whole supply chain

and summarising capabilities and responsibilities.

PAS 1192-2 – WHAT AND HOW

Relevant PAS 1192-2 clauses

Specialist contractor action

5.1.2 Information exchange and collaborative working requirements are described in the EIRs.

‘Information exchange’ and ‘collaborative working’ are addressed generally as part of the BIM deployment plan (see section B3) – now add specifics in relation to the project in hand.

5.2.1 EIRs are produced as part of a wider set of documentation for use during project procurement and shall typically be issued as part of the employer’s requirements or tender documentation.

Ensure the main contractor has cascaded the EIRs down in the tender documents; if not ask for them.

5.3 Contents of the employer’s information requirements (EIRs).

Check bullet list section B4.2 on previous page for completeness as to the EIRs you have received.

Key checks

Have the EIRs been received?

Has the organisation contributed to the BEP?

Does the team require any project specific BIM training?

41


The main contractor will also be required to submit a

master information delivery plan (MIDP) to which the

specialist contractors would have submitted task

information delivery plans (TIDPs).

The pre contract BEP needs to address everything

requested in the EIR plus some additional items:

• The project implementation plan (PIP)

• Project goals for collaboration and information

modelling

• Major project milestones consistent with the

project programme

• The strategy for delivering the project information

model (PIM) (eg the CIC schedule follows the plan

of work).

CPIx has an example BIM execution plan

www.cpic.org.uk/cpix/cpix-bim-execution-plan

A PIP also needs to be submitted, as part of the

initial BEP. This must include details of the main

contractor’s supply chain and its capabilities. At tender

stage the specialist contractor will need to contribute

to its customer’s PIP which will demonstrate its

information management capability (see PAS 91

questions in section B8).

Specialist contractors will need to submit details via

various forms (supplier BIM assessment form, supplier

resource assessment form, supply chain capability

summary form – see section B2) of their capabilities in

IT, information management and BIM resources. The

main contractor needs to confirm that capability to

deliver the BEP is in place.

Key checks

Can you commit to delivery of the BEP?

• Collaboration

• Information standards and modelling

• Milestones

• PIM strategy

Have you contributed to the relevant TIDPs?

Have you completed the various assessment forms?

42


PAS 1192-2 - WHAT AND HOW

Relevant PAS 1192-2 clauses Specialist contractor action

6.1.1 The employer shall request in the EIRs that bidders shall submit details of their approach to project information management, sufficient to demonstrate the supplier’s proposed approach, capability, capacity and competence to meet the EIRs.

The work done in the BIM deployment plan comes to the fore here. Demonstrate the organisations approach from its BIM policy and the information management processes, roles and training plans it has established.

6.1.4 This BEP shall be submitted by the supplier to the employer on behalf of the whole supply chain and shall include a summary of their capabilities and responsibilities.

Contribute appropriately to your customer’s BEP. Ensure you have it and understand where you fit.

6.1.5 Suppliers shall be responsible for the cascade of information through their supply chain.

In turn, take responsibility to ensure you have all the information you need.

6.2 Production of the pre-contract BEP The contents of the pre-contract BEP shall consist of everything requested in the EIR plus the following information:a) The PIP (see section B6.3)b) Project goals for collaboration and information modellingc) Major project milestones consistent with the project programme and PIM deliverable strategy (eg the CIC Schedule).

Study your customer’s BEP and ensure that you take the opportunity to demonstrate your organisations ability to fulfil its requirements.

6.3.2 The PIP shall include the supply chain capability summary form, incorporating:a) The supplier building information management assessment form(s)b) The supplier information technology assessment form(s)c) The supplier resource assessment form(s).

Complete the three forms identified here and discussed in section B2.

6.7 Supply chain capability summary formThe supply chain capability summary form shall be used to facilitate rapid comparison of the information within the team IT and resource assessment forms provided by each organisation. The form shall be completed by all appropriate organisations within the delivery team as part of the subcontract procurement process.

This form, mentioned on page 32 of this workbook with an example, will be used to assess your business. Make sure it is given sufficient attention to showcase your commitment to BIM and to demonstrate the capability that your BIM deployment plan is developing within the business.

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4.4 PROJECT DELIVERY – POST CONTRACT

Post contract, specialist contractors need to ensure

that information delivered to the main contractor is to

project standards as committed to and these are called

the employer information exchanges. In return they

expect that the main contractor shall deliver

information to them at agreed points during the project

and these are called the supply chain information

exchanges. The BEP needs to be confirmed post

contract. The EIRs need confirming as being addressed

but other items are included too:

Management:• Roles, responsibilities and authorities

• Major project milestones consistent with the

project programme

• Project information model deliverable strategy

(for example the CIC schedules)

• Survey strategy including the use of point clouds,

light detecting and ranging (LIDAR) or global

navigation satellite systems (GNSS)

• Existing legacy data use

• Approval of information

• PIM authorization process.

Planning and documentation• Revised PIP confirming the capability of the

supply chain

• Agreed project processes for collaboration and

information modelling

• Agreed matrix of responsibilities across the

supply chain

• TIDP

• MIDP

The standard method and procedure• The volume strategy – where necessitated by

technical limitations the project shall be broken into

volumes, and the strategy should be owned by the

highest level of the project management team

• PIM origin and orientation, which may also be

geograpically referenced using a specified projection

• File naming convention

• Layer naming convention, where used

• Agreed construction tolerances for all disciplines

• Drawing sheet templates

• Annotation, dimensions, abbreviations and symbols

• Attribute data.

The IT solutions• Software versions

• Exchange formats

• Process and data management systems.

The PAS compels a project induction meeting once

specialist contractors have been awarded a contract

which contains both opportunities and obligations for

the specialist.

The specialist contractor will need to confirm

resource availability and capability in relation to the

responsibility matrix which it inputted as part of the

EIRs. It will be able to identify, and commit to, training

and education needs, and; agree collaboration for

developing the MIDP, with reference to the team

members‛ TIDPs to which it will be contributing.

The MIDP manages the delivery of information

during the project and will highlight the information

deliverables such as models, drawings or renditions,

specifications, equipment schedules, room data sheets

and change management procedures.

44


Specialist contractors will need to play their part in

the TIDPs. These will manage the creation and sharing

of specialist’s information under various teams (eg

architectural or interiors). TIDP are submitted by each

task team working on the project to set out each

team’s responsibility for delivering information and

specialist contractors will be expected to contribute to

these as appropriate. All the TIDPs culminate in the

MIDP which ties up with the construction programme.

Commitments will need to be made as to:

• Milestones within each TIDP, aligned with the design

and construction programmes to produce the MIDP

• Responsibilities for each information deliverable

• How responsibility for the preparation of project

documents transfers from one team member

to another

• Required sequence of model preparation for any

work packages used in the project.

Similarly, a responsibility matrix will explain who

commits to what in the production of information or

models – which will have been sorted out in the BIM

deployment plan (see section B3).

The importance of the information manager is

stressed under the BIM protocol. A client is obliged to

appoint an information manager at all project stages.

The information manager has a role in facilitating the

management of the federated model and the

production of project outputs. The information manager

is also responsible for managing the operation,

standards and culture of the common data

environment. The information manager is not a

standalone role and is expected to shift from design

team to contractor prior to start on site. Specialist

contractors will find themselves liaising with their main

contractor’s information manager.

At the induction meeting, as many of the information

management roles will be identified and confirmed as

possible although clearly specialist contractors will join

at different times and this will be an evolving issue.

The PAS actually identifies a simple system for

addressing the various interactions between the parties

in terms of information – RACI indicators:

R The responsible party

A The authorising party

C The contributing parties

I The parties to be kept informed.

In a BIM process information management is part of

everyone’s job and all parties may find themselves

under differing RACI indicators at different times.

It is important that the specialist contractor obtains

all the information it needs at the project induction

meeting:

• Is it to be involved in the whole project life cycle or

just a discreet section of it?

• What information (and in what format) ie do you

expect to receive at the start of the project BIM

process? Is it enough? Have you conveyed your

needs to the customer?

• Are the naming and structuring conventions agreed

and understood?

• What outputs are expected from you? Are you clear?

What is your information going to be used for? Who

will generate it? Who is accountable for checking it

before it enters the BIM to ensure quality and

consistency? Importantly, who ensures only

necessary information is submitted? Who ensures its

timely and orderly issue in accordance with the

construction programme? Who considers its impact

45


on others and the whole project? Who inputs

information, extracts old information, and informs

other parties of the same for them to check

co-ordination? Who is responsible for status coding?

• Who are the individuals and/or roles and

responsibilities engaged? What are the agreed

constraints and decision points as the process

proceeds? Who manages these constraints? Who

confirms to other parties that the following issues

have been managed?

• Co-ordination hold points?

• Checking and sign-offs?

• Approvals by others?

• Change management?

• Updates?

• Once the project needs are understood, are the

organisation‛s internal information management

processes compatible with the project requirements

or do they need a tweak?

• What is the project’s change management process?

• Do you understand and accept the contractual

arrangements?

• What are the risk management arrangements?

Key checks

Have you attended the project induction and planning meeting?

Who is your customer’s information manager?

Is the information format understood and agreed?

Are the information exchanges understood and scheduled?

46


PAS 1192-2 - WHAT AND HOW


7.1 General NOTE 2 Post contract award, the purpose of the BEP is to facilitate the management of delivery on the project. This includes the contractual information exchange requirements set out in a BIM protocol alongside the wider project deliverables established by the contract.

Confirm your commitment to your customer’s BEP as this will now be part of the contract documents.

7.3 Production of the MIDP

7.3.1 Following contract award the PDM shall initiate a project induction meeting to: • Confirm resource availability and capability in relation to the responsibility matrix issued as part of the EIR • Identify training and education needs • Collaborate to develop the MIDP with reference to the team members’ TIDPs.

7.3.2 The MIDP shall be used by the PDM to manage the delivery of information during the project.

7.3.3 The MIDP shall list information deliverables for including, but not limited to, models, drawings or renditions, specifications, equipment schedules, room data sheets, and shall be managed via change control.

Have you been invited to the project induction meeting? If not, ask when it is. If one has not been arranged then ask for one.

Confirm the organisation’s project capability. Organise any additional project specific training, Meet the other parties to the project, including other specialists, with whom you will be collaborating.

You will also be able confirm the information that you will be expected to deliver and how it will be managed including change control.

7.4 TIDP

7.4.1 Each task team manager shall compile their own TIDP with milestones to convey the responsibility for delivery of each supplier’s information.

7.4.2 Milestones in TIDPs shall be aligned with design and construction programmes to produce the MIDP.

7.4.3 For each deliverable, the TIDPs shall be used to indicate the team member responsible.

7.4.4 The TIDPs shall be used to show how responsibility for the preparation of project document transfers from one team member to another.

The project induction meeting will also allow you to understand responsibilities for delivering information within your task team, including milestones aligned with the programme. Which of your team members is responsible, and at which junctures will your organisation assume responsibility so that appropriate sequencing can be established?

7.5.1.1 At the induction meeting as many of the information management roles shall be identified and confirmed as possible.

Identify your customer’s information manager and confirm the roles and responsibilities of your team.

47


4.5 MOBILISATION

Mobilisation is important because it provides the

opportunity for the project delivery team to make sure

that the information management solution works

before any design work is started. This includes making

sure that the necessary documents have been prepared

and agreed, the information management processes are

in place, the team has the appropriate skills and

competences, and that the technology supports and

enables the management of information according to

this PAS.

• The agreed BEP, and any subsequent changes, shall

be communicated to all members of the project

delivery team

• The selected software, IT systems and

infrastructure, including the CDE, shall be procured,

implemented and tested and interoperability

established

• The training and education needs of all members of

the project delivery team who are involved in the

production, analysis and review of the PIM shall be

assessed and appropriate action taken, with

particular reference to the subsections of the BEP:

management, planning and documentation

• The standard method and procedure, and the

IT solutions (as opposed to traditional practices)

that relate to project information flow – including

submittals, approvals, production of shop and

field drawings, certification, valuation and

interim payment.

Key checks

BEP finalised and agreed?

Interoperability established and tested?


Relevant PAS 1192-2 clauses How

8.1 The agreed BEP, and any subsequent changes, shall be communicated to all members of the project delivery team.

The BEP is an evolving document – make sure you have the latest version prior to commencement.

8.2 The selected software, IT systems and infrastructure, including the CDE, shall be procured, implemented and tested.

Has this been done? Have you been trained in the use of the proposed CDE and tested the information exchanges with your IT systems?

8.3 The training and education needs of all members of the project delivery team who are involved in the production, analysis and review of the PIM shall be assessed and appropriate action taken, with particular reference to the subsections of the BEP: management, planning and documentation; the standard method and procedure; and the IT solutions.

Have you completed any required project specific training? If not, ensure it is planned promptly.

48


4.6 DELIVERY

The main contractor will be progressively developing

the PIM, in accordance with the MIDP and all its

graphical and non-graphical documents, throughout the

delivery stage from brief to handover. See figure 7 to

view how the PIM develops. This will be delivered to

the employer through a series of information

exchanges as defined within, for example, the CIC

Scope of Services or Plan of Work, at key points to

coincide with the employer’s decision making processes

(which will have been defined by the EIRs and

formalised by the CIC BIM protocol). The design intent

model will pass, as contractually agreed, to the

construction team, including the specialist contractors,

and a virtual construction model develops.

For BIM level 2 maturity the PIM is likely to

comprise of a set of federated building information

models, along with the projects non graphical data and

supporting documentation.

This is where the PAS describes the managed

business processes that need to be executed to enable

the delivery of the defined data to the employer. The

exact definition of the nature of the deliveries will be

defined in the plan of work chosen

A complete BIM level 2 project requires specialist

contractors to deliver information as:

• Native (product proprietary) file formats

• COBie UK 2012

• Read only PDF.

From the outset a CDE must be committed to and

its requirements followed – the PAS is absolutely

explicit on this. See figure 7 for a process map of the

CDE environment in which the PIM evolves.

Accurate, appropriate and unambiguous

information in a common data environment is

fundamental to the whole information delivery

process. The CDE is used to enable the process of

creating, sharing and issuing production information

to be consistent so that it is managed and delivered

in a lean and timely manner. This is another key

example of the collaboration that is at the heart

of BIM.

The CDE includes:

• Ownership of information remains with the

originator, although it is shared and reused, only

the originator shall change it – the specialist

contractor will either create and therefore own

the information or it will use it to inform and check

its own service to the project

• Shared information reduces the time and cost in

producing co-ordinated information

• Any number of documents can be generated from

different combinations of model files

• If the procedures for sharing information are

consistently used by the design teams, spatial

co-ordination is a byproduct of using the CDE

processes, and will deliver production information

that is right first time to the benefit of all –

especially finishing trades

• Information can subsequently be used for

construction planning, estimating, cost

planning, facilities management and other

downstream activities

• The CDE provides the ability to produce traditional

drawings or documents from combined inputs of all

project parties, and gives greater control over

revisions and versions

49

B4

Work in progressWork in progress

Work in progressWork in progress

AU

THO

RIS

ED

AP

PR

OV

ED

AP

PR

OV

ED

VER

IFIE

D

SPEC

IALI

ST

AP

PO

INTM

ENT

AUTHORISED

ACCEPTED

DELIVERING ON A BIM PROJECT

Figure 7Process map for the CDE

OPEX START

Client shared area

Client shared area

Client shared area

VERIFIED AND VALIDATED

Build, rebuild, refurbish or demolish and maintenance

CAPEX START

6

14

3

2

5

Verified design data shared with the

project team: ongoing design

development

Project history maintained for

knowledge and legal requirements.

Repository of the project information for

non asset portfolio employers.

DOCUMENT AND DATA MANAGEMENT REPOSITORY

CAPE

XPA

S 11

92-2

BS 1192:2007 Employer’s information

requirements (EIR)

Information exchange 7

Information exchange 1, 2, 3 and 6

Work in progress

Non verified design data used by inhouse

design team only

PROFESSIONAL DESIGN TASK TEAM

SUITABILITY ??

SUITABILITY ??

VERSION ??

Work in progress

Specialist design teams, fabricators, manufacture and

installation.Drafts; development

concepts; minor versions.

SPECIALIST SUPPLIERS TEAM

SUITABILITY ??

VERSION ?? REVISION ??

Shared

Client shared area

Co-ordination and validated design

output for use by the total project team. Production

information suitable for tender or construction.

SUITABILITY ??

REVISION ??

Published documentation

Archive

ACCEPTED5

50


• The structured use of a CDE requires strict discipline

by all project participants, compared with a more

traditional approach. This is a key feature when

choosing the project teams, as the BIM process

can only be realised with a commitment to

operate in a disciplined and consistent manner

throughout a project.

ExampleHow work progresses through the CDE via ‘gates‛ or

sign off procedures, that allow information to pass

between the sections. This should be outlined in the

EIR and BEP and checks are made constantly to

ensure compliance with the EIR deliverables and

plan language questions.

Approval gate 1The work in progress (WIP) section of the CDE holds

unapproved information for all parties. To pass through

the approval gate 1 the information provided by the

specialist contractor will need to go through a check,

review and approval process that will include:

• Model suitability check in the early stages when the

nature of information and its exchange was agreed

and will be validated by your customer’s information

or task manager

• Standard method and procdure (SMP) check

• Technical content check

• COBie completeness check

• Drawings extract checks along with any additional

documentation that is shared as a co-ordinated

package of information

• Approval by the task team manager (main

contractor contact)

Approval gate 1 represents the transition to ’shared‛,

where the information is checked, reviewed and

approved by the lead designer. The ‘shared’ section of

the CDE shall be used to hold information which has

been approved for sharing with other organisations to

use as reference material for their own design

development. When all design has been completed, the

information shall be placed for authorisation in the

client shared area.

Authorised gate 2To pass through the authorised gate 2 the information

in the client shared area shall be authorised by the

employer or the employer’s representative. This

represents the transition to verified gate 3

Verified gate 3‘Published documentation’, as constructed information

shall be checked and verified in the ‘published’ section

to allow transition through the verified gate 3 which

represents the transition to ‘archive’, used to record all

progress as each project milestone is met, a record of

all transaction and change orders to provide an audit

trail in the event of a dispute.

Approved Gate 4For specialist contractors, unapproved information is

held in an additional WIP section of the CDE (left hand

side of the document and date management repository).

Again, approved gate 4 represents the transition to

‘shared’ where the information is checked, reviewed and

approved by the main contractor and the designers who

have responsibility for ensuring compliance to the design,

using the same approval checks as gate 1.

51


For specialist contractors who manufacture

themselves or place orders for manufactured items

through their own supply chain, there will be an agreed

‘change of ownership’ procedure for the information

and objects that specialist contractors introduce to

replace the original designer’s intent such that the

resulting graphical models can be used for fabrication,

manufacture and installation. As before the principle of

not altering anyone else’s information holds, specialist

teams do not alter the models produced by the

professional designers: they build new models defining

the ‘virtual construction model’ (VCM). In the PIM only

the objects representing those elements or products

that are to be actually constructed by the specialist

contractors shall be included.

Accepted gate 5The accepted gate 5 is for verified information

delivered as an asset information model for use in

operation of the facility.

The PAS highlights status codes, which are used in

connection with the gateways in the CDE and are not

related to version numbering, the levels of detail or the

stages in the plan of work. All specialist contractors

and designers shall use the same processes and status

as for the professional design development and

co-ordination procedures, the status codes are shown

in table 3.

WORK IN PROGRESS (WIP)

S0 Initial status or WIP: Master document index of file identifiers uploaded into the extranet.

SHARED

S1 Issued for co-ordination: The file is available to be ’shared‛ and used by other disciplines as a background for their information.

S2 Issued for information

S3 Issued for internal review and comment

S4 Issued for construction approval

S5 Issued for manufacture

S6 Issued for PIM authorisation (information exchanges 1-3)

S7 Issued for AIM authorisation (information exchange 6)

D1 Issued for costing

D2 Issued for tender

D3 Issued for contractor design

D4 Issued for manufacture/procurement

AM As maintained

PUBLISHED DOCUMENTATION

A Issued for construction

B Partially signed off: For construction with minor comments from the client. All minor comments should be indicated by the insertion of a cloud and a statement of ’in abeyance‛ until the comment is resolved then resubmitted for full authorisation.

AB As built handover documentation, PDF, native models, COBie, etc.

Table 3 Status codes in the CDE

52


4.7 FILE AND LAYER NAMING CONVENTIONS

File and layer naming conventions are extended from

those defined in BS 1192:2007, which means the

standard file types to be used in naming files shall be

extended to include file type ‘CR’ for a clash rendition,

and file type ‘IE’ for information exchange files which

would include COBie UK 2012.

For example (from PAS 1192-2):

The standard file types for drawings and models and

for documents are shown at www.bimtaskgroup.org.

Any additional file types required for a particular

project shall be defined and agreed at the start of the

project and registered in the EIR and BEP. All other

aspects of file naming shall be as defined in BS 1192:

2007. Further explanation can be found in section 6.1

of Building Information Modelling – A Standard

Framework and Guide to BS 1192 (Richards, 2010)

which explains why understanding naming conventions

can be the first step on the BIM journey.

4.8 SPATIAL CO-ORDINATION

Without perhaps calling it spatial co-ordination,

specialist contractors have always played their part in

co-ordination with other trades, mostly M&E. Spatial

co-ordination has always been a key aspect of the

delivery process, BIM provides the added advantage of

powerful technology to assist the process.

Each specialist contractor, as part of task teams,

owns its own WIP information and checks and review

these with its task team manager before issuing the

information and model(s) to the ‘shared’ part of the

CDE. Clash checking is carried out during design, with

particular focus on hard clashes and construction

tolerances. Checks can also be made for health and

safety issues (for example trip hazards from low-level

pipework). If a clash is detected which cannot be

resolved by the task team interface manager then the

lead designer shall be involved in the discussion to

reach agreement and make the necessary changes to

the models. Once the lead designer is satisfied that

clashes have been resolved, the CAD and technical

checks have been completed and the COBie UK 2012

files and drawings in PDF have been extracted then all

information shall be ‘shared’.

Revision numbering and version control shall be kept

in step between any model and its related information,

whenever either the model or the information is change

SH-CA-00-LG1-CR-A-00001

SH Project location

CA Two character originator code

00 Indicates the file covers more than one volume

LG1 Indicates the file relates to the lower ground floor level 1

CR Indicates the file is a clash rendition

A Indicates the discipline that created the drawing

is an architect

00001 Unique number when file type and discipline are added

SH-CA-00-LG1-IE-A-00001

IE The difference in this code is ‘IE’ and this indicates the file is an information exchange, for example COBie.

53


– just as is the case now with 2D drawings (see also

BS 1192:2007). Specialist design, manufacturing and

fabrication models shall be reviewed for clashes in the

same way.

Clash avoidance and checking shall continue during

the construction process as the models are updated

with as constructed information and checked against

the construction tolerances specified in the contract.

This is to see if the as built items are as defined, in

terms of size and position, that would normally be

carried out continuously on projects as specialist

contractors are well used to.

4.9 PUBLICATION OF INFORMATION

The employer or the employer’s representative signs

off the information and requests publication as will be

documented in the EIR and BEP and cascaded to the

specialist contractors by the main contractor. Task

team managers change the status of their team’s

signed off information, update the revision and issue

the information and model(s) to ‘published’.

Information shall be issued according to the

process above in a digital format. This will be defined

in the EIR.

If the specialist contractor is purely providing a

product and no design, then it may simply be asked to

provide structured data in the form of an object or in a

simple excel spread sheet known as a PDS.

The level of detail and level of information required

may differ depending on the specialist contractors

involvement in the project, i.e. if it is part of a design

team, and at what stage the data is required. See table

4 overleaf.

Key checks

Are you familiar with the workings of the project’s common data environment?

Are your internal processes for creating, checking and sharing information in place?

Is the information you intend to exchange consistent in all respects with the project standards?

• Format

• Naming conventions

• Timings

What is the organisations role with regard to spatial co-ordination?

Are the approval gates clearly understood?

Are your processes to inform other parties of the status of information in place?

54


STAGE LEVEL OF DETAIL REQUIRED LEVEL OF INFORMATION

1 No requirement. Concept/sketch stage so no products are included.

2 Graphical representation of element, dimensionally inaccurate.

Provide an outline description of the deliverable.

3 Visual information to provide developed principles of the design to a greater level of detail. Developed co-ordination between all professions. Visual development showing co-ordination for general size and primary relationships between different elements of the construction. Can form a brief for a specialist contractor or fabricator to progress with their technical design, fabrication and installation. This would be expected to include critical dimensional co-ordination, performance requirements and qualities.

Provide information relevant to the specific performance of the deliverable. Information to specify the completion (cleaning, testing, spares, training etc) of the deliverable should also be provided in the associated specification.

4 Visual information to provide fixed principles of the design supporting procurement. Developed co-ordination between all professions. Visual representations showing co-ordination for general size and relationships between different elements of the construction. Graphical representation of system, dimensionally accurate indicating primary performance characteristics. Graphical information represented may alter dependant on visual information to be produced, eg scope of work drawings, setting out, floor loading etc. Typical / installation details separately produced linked to model element and adjacent constructions.

Provide information relevant to the specific child products of the deliverable to allow suitable products from manufacturers to be selected. Information covering the completion and execution of the deliverable and its child products should also be provided.

5 Visual information to provide full information to support construction / installation. Developed co-ordination between all professions. Visual representations showing final co-ordination for size and relationships between different elements of the construction. Graphical representation of system, dimensionally accurate indicating primary performance characteristics and sufficient information to support installation. Typical / installation details separately produced linked to model element and adjacent constructions.

Provide information relevant to the specific child products of the deliverable to allow for purchasing. Information covering the completion and execution of the deliverable and its child products should also be provided.

6 Provide the information specific to the installed deliverable that is required for operation and maintenance. Information covering the detailed maintenance should also be provided in the associated PDF manuals.

Table 4An example of the level of information and level of detail for ceilings

55

B4DELIVERING ON A BIM PROJECTPAS 1192-2 - WHAT AND HOW


9.1.1 The PIM shall be progressively developed and delivered to the employer through a series of information exchanges, at key points to coincide with the employer’s decision making processes as defined by the EIRs and the CIC BIM Protocol (2013).

Make sure you know in complete detail the information exchanges and key points; ensure these are integrated into the organisations own internal programme to guarantee meeting your contractual requirements.

9.1.2 The PIM shall be developed in accordance with the MIDP. Know how your information delivery coincides with the overall project programme.

9.1.3 The PIM shall consist of graphical data and non graphical data documents as defined in the MIDP.

A reminder that BIM is also about your non-graphical documents as well.

9.1.6 The process of creation, sharing and issuing of production information shall be consistent so that information is managed and delivered in a lean and timely manner. The CDE shall be used to enable this process.

The CDE processes (which you will have absorbed from any training, testing and the project induction meeting) need to align to the organisations internal processes for the project.

9.2.3 Status codes in the CDE (data definitions for the CDE). The specialist contractors and designers shall use the same processes and status as for the professional design development and co-ordination procedures

Make sure your team knows the status codes and the responsibilities that follow.

9.3 File and layer naming conventions.9.3.1 General file and layer naming conventions shall be extended from those defined in BS 1192: 2007

BS 1192 naming conventions should be second nature by now following your BIM deployment plan.

9.4.2 Each task team shall take ownership of their own WIP information and model(s) and check and review these with their task team manager before issuing the information and model(s) to the SHARED part of the CDE. 9.4.3 If a clash is detected which cannot be resolved by the task team interface manager then the lead designer shall be involved in the discussion to reach agreement and make the necessary changes to the models.

Are your checking procedures robust? You need to take responsibility for information you issue at various stages within the CDE. What role do you play in clash detection and subsequent actions?

9.4.5 Revision numbering and version control shall be kept in step between any model and its related information, whenever either the model or the information is changed.

Are your internal disciplines in relation to revision and version control complete and aligned to the project needs?

9.5.2 Each task team manager shall change the status of their team’s signed off information, update the revision and issue the information and model(s) to the PUBLISHED part of the CDE.

Who is responsible for the final sign off into PUBLISHED?

9.8.2 The level of model definition required in a model at an information exchange shall be defined in the EIR and the CIC BIM Protocol (2013).

Should be already understood by now and adhered to from the outset.

9.9.6 Handover and close outAt the handover and close out stage all necessary information about the product shall be included in the handover document. The as constructed model shall represent the as-constructed project in content and dimensional accuracy.

Are you clear about what is required at handover? See section B4.10 overleaf.

9.10 Classification Again the projects classification system should be understood and in use.

56


4.10 HANDOVER

Guidance on the use and maintenance of the asset

information model (AIM as opposed to PIM) is

documented in PAS 1192-2-3. This is from the OpEx

start icon on the BIM process map in section B1.2.

The data generated during the delivery phase’s

described above together with the commissioning

information will form the majority of the information to

be handed over at completion.

COBie UK 2012 is the recommended format for

information exchange (if extra information is required,

then these should be defined in the EIRs at project

commencement) and is for holding and transmitting

data to support the delivery and operation of a facility.

It should be noted that most of the data required by

COBie UK 2012 is probably already being delivered by

specialist contractors in unstructured form on non BIM

projects. It gives the opportunity to input critical data

just once, allowing it to be used again (one of the

cornerstones of BIM) in many ways and by many

different parties. See the BIM Task Group website

www.bimtaskgroup.org/cobie-uk-2012

4.10.1 Handover process between CapEx and OpExFormal handover processes are documented in the

EIR and again these will be incorporated in the

contract documentation.



10.2 Handover. The EIRs shall define the structure process and content information to be exchanged.

A thorough study of the EIRs will allow you to commence compiling handover documents at the earliest appropriate moment. Is the structure process understood from the training and induction meeting?

57

B4

58

SIMPLIFIED BIM PROCESS MAP FOR SPECIALIST CONTRACTORS

Figure 8

EIRs Design

Clients define their information

requirements

Design in BIM

Data shown as generic information

Specialist contractors should have this

information in BIM ready format as

appropriate (see section B3.5.1)

Assets to capture eg ceilings

Technical information of each asset eg tiles,

lights, performance

B5

59

MAIN CONTRACTOR

SPECIALIST CONTRACTORS Handover

Provides the CDE

BIM execution plan

BIM model

Information manager

Specialists to understand:

Standards

Expectations

Key interfaces

Contractual requirements

Agree deliverables at project induction

meeting

Drawings

Specs

Objects and models

BIM data

PDT

Excel

COBie

O&M

Drawings

B5

60

GLOSSARY OF TERMS AND REFERENCES

AIM Asset information model

www.bimtaskgroup.org/wp-content/

uploads/2014/09/The-Asset-Information-Model-

using-BIM.pdf

BEPBIM execution plan


BS 1192The British Standard that establishes the methodology

for managing the production, distribution and quality of

construction information.

CDECommon data environment

www.designingbuildings.co.uk/wiki/Common_data_

environment_CDE

CIC BIM protocolConstruction Industry Council

www.cic.org.uk/publications

COBieConstruction Operations Building information exchange,

which is an open (non proprietary) standard. For the UK

Government there is a version known as COBie UK

2012. COBie files are often in the form of tabular

electronic worksheets. COBie is a way of presenting

information, not a request for new information.

www.bimtaskgroup.org/wp-content/

uploads/2013/06/Digital_Library_COBie-Explained-

Jaimie-Johnston.pdf

CPIcConstruction Project Information committee, which is

responsible for providing best practice guidance on the

content, form and preparation of ‘construction

production information’ (CPI), and making sure this best

practice is disseminated throughout the UK

construction industry.

CPI Uniclass (unified)www.cpic.org.uk/uniclass

CPIxConstruction Project Information exchange

www.cpic.org.uk/cpix

EIREmployer’s information requirements describe how

information is to be exchanged and also the

collaborative working requirements.

www.bimtaskgroup.org/bim-eirs

GNSSGlobal navigation satellite systems

www.nottingham.ac.uk/grace/documents/resources/

glossariestutorials/globalnavigationsatellitesystems.

pdf

IPTIntegrated project team

www.designingbuildings.co.uk/wiki/Integrated_project_

team

B6

61

B6GLOSSARY OF TERMS AND REFERENCES

LIDARLight detecting and ranging

www.lidar-uk.com

MIDPMaster information delivery plan, to which the

specialist contractors would have submitted task

information delivery plans (TIDP).

www.bimexcellence.com/dictionary/master-

information-delivery-plan

PASPublicly available standard

www.shop.bsigroup.com/navigate-by/pas

PAS 91:2013Provides a set of questions to be asked by buyers of

potential suppliers to enable prequalification for

construction projects.

www.shop.bsigroup.com/Navigate-by/PAS/PAS-91-

2013

PDSProduct/project data sheets created from PDTs that

provide structured data about the object, usually found

in O&M manuals.

PDTProduct data templates

www.cibse.org/knowledge/bim-building-information-

modelling/product-data-templates#What%20are%20

Product%20Data%20Templates

PEPProject execution plan


PIMProject information model

www.designingbuildings.co.uk/wiki/Project_

information_model_PIM

PIPProject implementation plan

www.designingbuildings.co.uk/wiki/Project_

implementation_plan_for_construction_projects

RACI indicatorsR the responsible party; A the authorising party; C the

contributing parties; I the parties to be kept informed.

www.managementstudyguide.com/raci-matrix.htm

Supplier BIM assessment formwww.cpic.org.uk/cpix/cpix-supplier-it-assessment-form

TIDPTask information delivery plans

www.designingbuildings.co.uk/wiki/Task_information_

delivery_plan_TIDP

62

GLOSSARY OF TERMS AND REFERENCES

DEFINITIONS

BIM Talk glossary of termshttp://bimtalk.co.uk/bim_glossary:start

NBS 20 key termswww.thenbs.com/topics/bim/articles/the-20-key-bim-

terms-you-need-to-know.asp

Bond Bryan BIM acronymshttp://bimblog.bondbryan.com/wp-content/

uploads/2015/01/30001-BIM-acronyms1.pdf

REFERENCE DOCUMENTS

PAS 1192-2http://shop.bsigroup.com/Navigate-by/PAS/PAS-

1192-22013

PAS 1192-3http://shop.bsigroup.com/forms/PASs/PAS-1192-3

Government Soft Landings (GSL)www.bimtaskgroup.org/wp-content/

uploads/2013/05/Government-Soft-Landings-Section-

1-Introduction.pdf

COBiewww.bimtaskgroup.org/cobie-uk-2012

CIC BIM protocolwww.bimtaskgroup.org/wp-content/

uploads/2013/02/The-BIM-Protocol.pdf

RIBA plan of work 2013www.ribaplanofwork.com/Download.aspx

B6

63

FIS would like to extend its thanks to those FIS members and other professionals and specialists who gave generously of their valuable time and expertise to make this publication possible.

FIS has grown over the past 50 years to become the

leading trade association for the finishes and interiors

sector of the construction industry. Representing

companies involved in the manufacture, supply and

installation of all aspects of finishes, interior fit outs

and refurbishment, we work on behalf of our

membership to raise awareness and increase the

influence of the sector. We help members to make the

most of opportunities through advice, training,

technical support and dialogue with Government and

other bodies.

Quality and integrity lie at the heart of FIS’s

philosophy, our focus is on developing sector skills,

driving technical competence and building our

community. Each member is expected to act with the

utmost integrity, and to exercise the highest standards

of business practice and workmanship. At the same

time, the Association seeks to continually raise,

maintain and ensure the perpetuation of standards in

order to remain a source of quality membership.

FIS membership is not automatic and applicants are

subject to strict vetting procedures on application, as

well as ongoing vetting. In the case of contractors, this

includes inspection of recent contracts to assess

workmanship standards.

www.thefis.org

ACKNOWLEDGEMENTS

FISOlton Bridge245 Warwick RoadSolihullWest MidlandsB92 7AH

+44(0)121 707 [email protected]


BIM TOOLBOX FOR SPECIALIST CONTRACTORS - … · delivering on a BIM project. BIM4FitOut was formed...

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