www.thefis.org
BIM TOOLBOX FOR SPECIALIST CONTRACTORS
2
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.
3
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.
BIM TOOLBOX FOR SPECIALIST CONTRACTORS
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5
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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AN INTRODUCTION TO BIM A2
• 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
11
SPECIALIST CONTRACTORS
BIMBuilding
InformationModel
AN INTRODUCTION TO BIM
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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AN INTRODUCTION TO BIM
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
13
AN INTRODUCTION TO BIM
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
14
AN INTRODUCTION TO BIM
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
AN INTRODUCTION TO BIM A2
16
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.”
WWW.BIMTASKGROUP.ORG
“True collaborative working requires mutual understanding and trust within the team.”
WWW.BIMTASKGROUP.ORG
A3
17
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.”
WWW.BIMTASKGROUP.ORG
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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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
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WHERE TO FIND GUIDES AND INFORMATION
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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WHERE TO FIND GUIDES AND INFORMATION
• 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
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WHERE TO FIND GUIDES AND INFORMATION
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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WHERE TO FIND GUIDES AND INFORMATION
• 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
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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
THE BUSINESS CASE FOR BIM ADOPTION
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
THE BUSINESS CASE FOR BIM ADOPTION
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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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
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MEASURING BIM CAPABILITY
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
MEASURING BIM CAPABILITY
Figure 5Typical output from an online BIM capability assessment tool
B2
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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
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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
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DEVELOPING A BIM DEPLOYMENT PLAN
• 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
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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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DEVELOPING A BIM DEPLOYMENT PLAN
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
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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?
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B4DELIVERING ON A BIM PROJECT
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?
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B4 DELIVERING ON A BIM PROJECT
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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B4DELIVERING ON A BIM PROJECT
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.
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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
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B4DELIVERING ON A BIM PROJECT
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?
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PAS 1192-2 - WHAT AND HOW
Relevant PAS 1192-2 clauses Specialist contractor action
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.
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B4DELIVERING ON A BIM PROJECT
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?
PAS 1192-2 – WHAT AND HOW
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.
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B4 DELIVERING ON A BIM PROJECT
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
B4 DELIVERING ON A BIM PROJECT
• 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.
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B4DELIVERING ON A BIM PROJECT
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
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B4 DELIVERING ON A BIM PROJECT
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.
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B4DELIVERING ON A BIM PROJECT
– 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?
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B4 DELIVERING ON A BIM PROJECT
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
Relevant PAS 1192-2 clauses Specialist contractor action
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.
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B4 DELIVERING ON A BIM PROJECT
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.
PAS 1192-2 – WHAT AND HOW
Relevant PAS 1192-2 clauses Specialist contractor action
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
www.cpic.org.uk/cpix/cpix-bim-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.
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
www.cpic.org.uk/cpix/cpix-bim-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
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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
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