BIM Essentials & Case Studies Richard Lane Departmental Support / Training Development Officer UK BIM Task Group. 9 September 2014

Transcription

1 BIM Essentials & Case Studies Richard Lane Departmental Support / Training Development Officer UK BIM Task Group 9 September 2014

2 Introduction Richard Lane Project Management Consulting Change Management Education & Training Technology

3 Lack of Clear Communication of Client Needs Incorrect Assumptions or Miscommunication within the Supply Chain Rework / Recreation of Data Inability for Project Participants to Speak the Same Language Poor or No Information Management Limited Reuse or Standardisation Background

4 Background Government Construction Strategy 15 20% cost and carbon reduction on all centrally procured government construction projects within the current parliament 2.32 Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016

5 Background Helping deliver the objectives of the Government Construction Strategy and the requirement to strengthen the public sector s capability in BIM implementation Brings together expertise from industry, government, public sector, institutes and academia.

6 Background MOJ 100%BIM & 2# Pilots / Dept All Govt departments have published BIM/GSL Strategies and Roadmaps and forward pipelines All Government Departments 100% Level 2 BIM / GSL Enabled 2016 Legacy Digital Built Britain Outcomes Discovery, Mobilise & Test L2 Model Embedding Accelerate Dept 2014 BIM/GSL in Depts 2015 Pilot Delivery BIM/GSL, Benefits Realisation Data Manual Checking Data Digital Checking

7 Background

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9 What is BIM? Building a consistent, collaborative industry, with clear and open communication Information of high quality is procured to support business outcomes Modelling the design increases efficiency, enabling simulation & analysis

10 What is BIM? Organisational Change Soft Skills Process Technology

11 Key Lessons BIM creates a compelling event to review your business processes and policies. This often enables benefits to be unlocked which are not exclusively related to BIM BIM can be combined effectively with other changes If your policies and process are in conflict with BIM, you won t unlock the benefits

12 Starting Out How? Identify key drivers and business challenges Focus on Level 2!!!! Consider the value of compounding change Volunteer / participate in the community Research Seek advice from multiple sources

13 How?

14 How?

15 What is BIM? Core Level 2 BIM Components CIC BIM Protocol Government Soft Landings Soft Landings bsi PAS :2013 PAS :2014 dpow Digital Plan Of Works TSB Classification BS Classification System BS :2014

16 What is BIM? Which comes first?

17 What is BIM? PAS Capital Project Information Can my supply chain deliver it? What Information do I need & in what format? Who delivers what and when? Information grows >> What Information do I know & want? Start the Poject Design Construct Operate Information Exchanges Client Decisions Contracted Information Exchange Points Handover Positive Whole Life Outcomes

18 What is BIM? Asset Management (using PAS 55) PAS1192 2:2013

19 What is BIM? PAS Whole Life Information ISO and PAS 55 drive Asset Management Decision Points Whole Life Client Side Asset Information Model Asset Information Model Information Exchange Points & Decision Points DO NOT always align Information 0 Exchanges BUILD & HANDOVER & BRIEF CONCEPT DESIGN DEFINITION COMMISSION CLOSEOUT DESIGNER CONTRACTOR Contract Line Supply Chain Supply Side Project Information Model Supply Side Asset Information Model Supply Side Project Information Model

20 What is BIM? Essential components to develop the models Requirements Models PAS Asset PAS Project

21 Methodology Initiation Discovery Process Commercial Technical Training & Communications Project Interventions

22 Dealing with people is probably the biggest problem you face, especially if you are in business. Yes, and that is also true if you are a housewife, architect or engineer. Dale Carnegie

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24 InitiationHow? Secure an executive sponsor Appoint a BIM Champion Align objectives and potential benefits with organisational strategy & goals Establish an appropriate project organisation Influencing to secure commitment

25 Building Capability How? Start small and iterate rapidly if possible Don t reinvent the wheel BIM experience and capability is currently at the individual level, not organisational Ensure you gain an understanding of the BIM capability of the entire tendering supply chain not just Tier 1

26 Project Engagement How? Create the conditions for collaboration, set the tone, remove barriers Involve project participants early, including the contractor, end user and operator Establish the process, policies and technology for receiving, checking and leveraging data

27 Benefits Realisation How? Prioritise capital exit and lifecycle cost over entry cost BIM doesn t result in bad design or guarantee good design Savings and incremental value will vary from project to project and are not guaranteed Benefits will increase over time, through project experience and by applying BIM to whole estate and asset lifecycle

28 Key Lessons When defining your information requirements consider key strategic purposes for information Strategic Estates Management Asset Lifecycle Management Project Selection & Assurance Stakeholder Engagement Achieving Defined Outcomes Gateway Progression / Approvals

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