BIM (incl. GSL) from an FM Perspective. Mike Packham, BIFM

Transcription

1 BIM (incl. GSL) from an FM Perspective Mike Packham, BIFM

2 Contents Setting the Scene Soft Landings The Benefits The Barriers Conclusions 2

3 Setting the Scene (1) 3

4 Setting the Scene (2) There is too much focus on the capital expenditure and not the operational expenditure. Key to the success of BIM is the collaboration between interested parties, and not the oftenarcane discussions on data sets and technology protocols. FM will only be weakest link in the BIM-chain if it is not involved. Deborah Rowlands (2013) 4

5 Setting the Scene (3) Ratio of Design / Construction to Maintenance / Operations 5

6 Soft Landings (1) GSL is mandated in 2016 with BIM Level 2 Objective to align construction and design of asset with operation and use 6

7 Soft Landings (2) The Golden Thread that pulls together the three key components of the workplace environment Organisation Operation Delivery 7

8 Soft Landings (3) Definition > Soft Landings is the process for graduated handover of a new or refurbished building, where a period of professional aftercare by the project team is a client requirement planned for and carried out from project inception onwards and for up to three years postcompletion 8

9 Soft Landings (4) Soft Landings versus GSL Triple bottom line Corporate Social Responsibility (CSR) Environmental Economic Social Impact on business profitability and policy Two aspects: Financial ( Hard benefits) Non-financial ( Soft benefits) 9

10 Soft Landings (5) Hard Benefits: Direct cost reduction through, for example, more efficient construction or manufacturing processes` Money saving measures e.g. reduced business travel Profit making activities e.g. selling surplus energy to the grid 10

11 Soft Landings (6) Soft Benefits: Increased productivity (through employee satisfaction) Competitive advantage (e.g. through opening up new markets) Brand strength (e.g. through community engagement) 11

12 The Benefits > Change of emphasis from the design/construction process to how well the built environment matches organisational requirement > Involvement at an early stage of building managers and end users allowing for early challenges of the practical implications of design concepts in terms of how they may impact upon ongoing maintenance and operational costs > Ensuring that full training, commissioning and handover is provided at an early stage, which reduces the cost of a protracted handover and means the building will reach optimal performance sooner. 12

13 The Barriers (1) Cost Value for Money 13

14 The Barriers (2) Cost (Kelly and Male, 1993) Declining influence on costs Extra processes cost N.B. Importance of integrated team effort (Design, Construction, FM, Finance etc.) 14

15 The Barriers (3) > Language / Culture > End Users/Occupiers > Design/Construction Team > Facilities Managers 15

16 The Barriers (4) Skills Financial Management Risk Quality Legal Issues Health & Safety Business Understanding Value Design/Construction Asset Management Procurement Sustainability Operational Issues Information Management 16

17 The Barriers (5) Big Data Planned Activity versus Reactive Activity versus Refurbishment / Modification 17

18 The Barriers (6) Data compatibility BIM?? IWMS CAFM CMMS 18

19 Conclusions (1) BIM and FM: Bridging the gap for Success (BIFM FM Leaders Forum 2012) > Continue to raise the profile of FM across the construction industry, demonstrating its value and how it can help deliver more effective buildings > Clarify what is meant by the lifetime value of buildings, particularly the fact that it includes operational as well as construction costs 19

20 Conclusions (2) > Keep pushing for the involvement of facilities managers at specification stage, where they would be in a position to work with designers on creating digital plans of work > Become involved in the development of standards, systems of classification and datasets, ensuring that the technology is developed in a way that is useful for FMs The BIM Toolkit Level-2 BIM > Ensure it is in a position to lead best practice for FM as the industry adapts to BIM. 20

21 Questions?

22 Connect with us > #Facilities Management > #FacMan > > LinkedIn > Join our group The British Institute for Facilities Management > Share updates 22

23 Government Soft Landings and the Future of FM Mike Packham, BIFM

24 Contents Definition RIBA Plan of Work Digital Plan of Work Practical Issues Soft Landings Champion of the Future What s Next? 24

25 Definition (1) > Soft Landings is the process for graduated handover of a new or refurbished building, where a period of professional aftercare by the project team is a client requirement planned for and carried out from project inception onwards and for up to three years postcompletion 25

26 Definition (2) The Role of FM in Projects If you want a building to be sustainable from design to demolition, that looks beautiful, is well made and delivers the operational service to its end users that it was conceived to do, you must engage all stakeholders throughout the process -Steve Owen FM180 26

27 RIBA Plan of Work (1) The RIBA Plan of Work 2013: acts across the full range of sectors and project sizes provides straightforward mapping for all forms of procurement integrates sustainable design processes maps Building Information Modelling (BIM) processes, and provides flexibility in relation to (town) planning procedures. (Source RIBA Digital Plan of Works 2013) 27

28 RIBA Plan of Work (2) 8 stages The process consist of: 0 Strategic Definition 1 Preparation and Brief 2 Concept Design 3 Developed Design 4 Technical Design 5 Construction 6 Handover and Close Out 7 In Use The Task bar or Themes are: 8 task bars 1 Core Objectives 2 Procurement 3 Programme 4 (Town) Planning 5 Key Support Tasks 6 Sustainability Checkpoints 7 Information Exchange 8 UK Government Information Exchange 28

29 RIBA Plan of Work (3) 29 Figure taken from PAS1192-2:2013 Copyright Mervyn Richards

30 Digital Plan of Work Stage 0 Strategy Stage1 Brief Stage 2 Concept Design Stage 3 Developed Design Stage 4 Technical Design Stage 5 Construction Stage 6 Handover & closeout Stage 7 In Use 30

31 Stage 0 Strategy Core Objective: Identify Client s Business Case and Strategic Brief and other project requirements. FM input should be from an advisory perspective The existing building (if a refurbishment) The FM strategy in support of the wider business aims Sustainability The ability of the current FM operation to support the new addition and suggestions for addressing those concerns 31

32 Stage1 Brief 32 Core Objective: Develop Project Objectives including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information Unless this is a new build, FM is most likely the custodian of the required information On a new build, there will be a whole host of information learned by FM over years of building operations that will be of value to the conceptual team Not all FM Managers are experienced project managers, designers or engineers however; there is much experience of all aspects of planning with the CRE and FM sector Sourcing people with this experience to advise and assist in planning will pay for itself quite quickly. This is also an appropriate time for some what ifs

33 Stage 2 Concept Design Core Objective: Prepare Concept Design, including outline proposals for structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief. Consider using FM at advisory level, this is the FM s bread and butter. FM here is beneficial but not essential Many of the discussions will relate to tables and calculations used as standard across the industries but, the cautionary note here is just because the book says it s correct, doesn t mean it s the best solution. 33

34 Stage 3 Developed Design Core Objective: Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specification, Cost Information and Project Strategies in accordance with Design Programme. FM should be given the opportunity to review and provide an FM Health check. This simply enables the operator s perspective to be taken into account. This is also a point where an information exchange takes place. It is therefore an ideal time for FM to review information that may be required later, i.e. during operation, and ensure that it will support the needs of the operator and, more importantly, the reports and measures to be provided to the building owner. 34

35 Stage 4 Technical Design Core Objective: Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and buildings services information, specialist subcontractor design and specifications, in accordance with Design Programme. As above this is another opportunity for FM Health check Although this would now be more likely to involve looking at compatibility and conflict between systems from an operator point of view. 35

36 Stage 5 Construction Core Objective: Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise At present, apart from cases where an existing building is being refurbished, an FM presence is often not considered or seen as a requirement until the handover period. FM (even if a temporary / consultancy position) should start to manage the lifecycle of the building from this point. There are number of reasons for this: The FM has the whole lifecycle in mind rather than looking to the handover date Most issues described as snagging are in fact errors or faults that have either been missed during clash detection or are not managed during construction Snagging can last up to 24 months in some cases past the handover date. This can cause legal and contractual issues out of all proportion to the actual issues. It costs more to rectify a problem once other elements of the program have been completed. 36

37 Stage 6 Handover & closeout Core Objective: Handover of building and conclusion of Building Contract. As this is traditionally where FM steps in, there should be no real changes. Hopefully, FM is more involved in the BIM process, this will be less like skydiving into a pond of alligators than it has in the past. At least BIM involvement should provide us with an inflatable and a paddle! An FM who has managed the building literally as it comes out of the ground will have a much richer understanding of it. The knowledge and experience gained during the construction phase will enable much better understanding and feel for the building. Couple this with an information system as part of the fabric of the building and you are streets ahead of a traditional FM who receives a building cold. 37

38 Stage 7 In Use Core Objective: Undertake In Use services in accordance with Schedule of Services. Post Occupancy Evaluation has been a core task of FM in new buildings of many years. The addition of this stage to the RIBA Plan of Works at least indicates that people are thinking that little bit further than the hand over date and understand the need to confirm that the building provides the services it was originally designed and build to do. 38

39 Practical Issues (1) Plan of Work Stage Activities to be undertaken Typical problems arising if this activity is not carried out Strategy Contributing to pre-briefing discussions Specifying a new building where refurbishment of an existing building would be appropriate Brief Inputting into strategic requirements relating to operational issues Giving advice on the requirements setting within the brief Ensuring that end users needs are incorporated into the planning process Inflexible building services that cannot cope with organisational churn Inappropriate standards for environmental policy Inadequate control provided at an individual level Concept and Definition Ensuring that any strategic facilities requirements have been incorporated into design Contributing to assessment of design Checking that the cost plan considers operation costs where this is required Inadequate plant room space leading to difficulties with services maintenance Eliminating design features or failing to install backup systems leafing to loss of business function A building that is too costly to maintain within the available resources 39

40 Practical Issues (2) Plan of Work Stage Activities to be undertaken Typical problems arising if this activity is not carried out Design Reviewing the design and ensuring that functionality has not been compromised Reviewing the design and ensuring that operating costs meet financial criteria Checking design limitations Roof mounted plant space with inadequate walkway access Equipment that is difficult or costly to replace Over complex design resulting in under performance Build and Commission Ensuring that the chosen tenders comply with key requirements Ensuring that the commissioning procedures are appropriate Witnessing that commissioning has been properly carried out Introducing unsuitable alternative solutions Under-performing services resulting in occupant discomfort Excessive energy costs Handover and Close Out Ensuring that handover documentation is adequate and complete Ensuring that facilities staff and end users have been instructed in using facilities Misunderstanding of building operation leading to energy waste and occupant discomfort Operation and End Life Ensuring that post- handover services are in place (e.g. post handover commissioning) Obtaining information on building performance; ensuring that feedback is given to the design ream and appropriate follow up action is taken 40

41 The Soft Landings Champion of the Future Negotiator Administrator Politician Warrior Motivator Actor Confessor Tactician Lawyer 41

42 What s Next (1) Soft Landings Task Group Drawn from a range of Service, Software providers, Consultants and Academics Paul Thomas Robertson Facilities Management Laura Zitver & Peter Brogan BIFM Greg Kemp ARUP Hugh Henderson Mace Macro Jackie Furey Baker Stuart Jacqueline Walpole FSI Jason Clark UBS Mike Packham BWA Roy Whitaker Leeds Met University Stephen Beadle FES 42

43 What s Next (2) Extract from BSRIA Soft Landings Framework Stage Action Purpose Initiator Participants Scope of duties Environmental and energy logging To clarify responsibilities and the scope of energy logging and Facilities management Design team Constructor Review and agree routine for future logging. P1 review review Integrate with the requirements if the Building Logbook P2 P3 P4 P5 Building readiness programme Commissioning records check Building services maintenance contract Training programme Stage 3 worksheet example: Pre-handover To ensure coordination to site activities, and witnessing by the designer and / or client representative Constructor Design team, Client, Constructor, User representative, Facilities manager To verify adequacy of records Facilities manager Design team, Constructor, Facilities manager To ensure there are no gaps in support, post-handover To ensure adequately trained operation and maintenance staff are in place, pre-handover Facilities manager Facilities manager Design team, Constructor, facilities manager Facilities manager, Building services, Maintenance contractor Provide updated subprogramme in good time ahead of any commissioning start Include evaluation and decision points in design programme Agree subjects, target(s) and appropriate measurement methods Agree decision makers and criteria to sign-off P6 BMS interface demonstration To demonstrate operation and fine-tuning of systems Design team Design team, Construction User representative, Facilities manager, Building services, Maintenance contractor Decide form of incentive. Agree targets and define measurements criteria 43

44 What s Next (3) The BIFM Soft Landings Guide > Shown against both the RIBA and Soft Landings stages > Each stage has a list of activities and tasks for the FM to consider > Is a useful checklist of activities not a replacement for the knowledge and experience a good FM will bring to a project > Allows for the FM joining a project after start > Builds on the work already published > Open source for further development > Sign-post to further reading 44

45 What s next (4) The BIFM Soft Landings Guide Each of the 8 stages has a number of themes: > Health Safety & Environment > People > Process > Procurement > Space > Technical The themes are colour coded on each stage to support understanding the flow of work 45

46 What s next (5) Example lines from RIBA stage 5 Construction People Process Procurement Space Technical Plan the training as part of the building commissioning in Handover and Close Out Review the 'As Constructed' Information Procure FM operations service provider Space planning and move management planning Review and comment on contractor technical submittals, drawings and samples See BRSIA Guide Seasonal Commissioning BG 44/2013 This is a document check of the construction information about installed assets. Where specialist equipment is fitted this allows time to set up maintenance contracts and to book training on the equipment with the installation team Procurement of the FM operations provider in order they are in place to participate in handover process (if not already completed as part of Stage 4 Technical Design) BIFM Good Practice Guide - Procurement BIFM Good Practice Guide - Space Planning & Management Check against the FM design guide issues in Stage 0 Strategic Definition 46

47 What s next (6) Development BIFM will edit, design and publish the document in consultation with other professional bodies such as RIBA and BSRIA Beta type product needs user testing and feedback It is not a refined and perfect product it is a starting point for further, more detailed guidance moving forwards on this subject 47

48 Connect with us > #Facilities Management > #FacMan > > LinkedIn > Join our group The British Institute for Facilities Management > Share updates 48