PAS 1192 Part 3. p40 GSL Survey Results Update. p36 International BIM Survey. p10 Spotlight on: Emily Spink. 38th Edition

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1 @BIMgcs p10 Spotlight on: Emily Spink p36 International BIM Survey p40 GSL Survey Results Update 38th Edition WEEKLY NEWSLETTER March 12th, 2014 View this week s Round the parish news PAS 1192 Part 3 BIM and Asset Management PAS 1192 Part 3 Overview Read more This week s feature story

2 DEPARTMENTAL ENGAGEMENT AND SUPPORT OFFICER ACTIVITIES (1) Education Funding Agency and Training Richard Lane { Philip Isgar } { Adam Matthews } Defence Infrastructure Organisation (DIO) Richard Lane & Graeme Tappenden Richard and Graeme attended a BIM status meeting with DIO on 3rd March Richard attended a meeting with EFA Technical Advisors on 6th March to discuss EIR and BIM protocol documents Richard presented a Task Group update at Ecobuild DIOs strategy paper is complete and in review. Aim is to present it for internal approval in the next couple of months Nuclear Philip Isgar { Richard Lane } { Anne Kemp } Departmental Engagement and Support Officers Department of Health ProCure 21+ (P21+) Richard Lane & Howard Jeffrey Input to the Birchwood Nuclear Forum Steering on forthcoming activities for Attended a Major Projects Association event on Project Initiation. Presented BIM Nuclear Strategy at ICE - Nuclear 2014 Meeting with URS and NNL to look at the Sellafield Limited Early Adopter SMF Plant Meeting with NDA - CEO John Clarke, excellent directional input to the Nuclear Strategy Meeting with Sellafield Limited ICT resulting in an excellent pull back from them and input to Nuclear Strategy Meeting with NNL resulting in update to the Nuclear Strategy { John Lorimer } { Phil Jackson} { Graeme Tappenden } { Howard Jeffrey } Howard has been supporting Procure 21+ with BIM Strategy document and BIM Executive Summary/Guide preparation Richard attend the launch of the Procure 21+ standards initiative Repeatable Rooms on 25th February Richard and Terry Stocks met with key Department of Health stakeholders on 27th February to discuss status and next steps 2 3

3 CORE TEAM MEMBER ACTIVITIES (1) Mark Bew Task Group Chair Terry Stocks Director for Level 2 BIM HS2 Strategy Airbus/EADS R&D Centre Paris Level 3 Workshops 2&3 BIM4SME discussions BSi Roadmap development IET standards Met with Core Team to continue Level 2 discussions Various meetings, keeping good communication with Cabinet Office Attended the P21+ National Event Repeatable rooms & Standard Components Launch, London Good meetings with BIM leads from Environment Agency (EA), Defence (DIO) and Department of Health (DoH) General GSL update including GSL Stewardship Group Attended the BIM Steering Group, the last one to be chaired by Mark Bew Met with team at Brydenwood to get an in-depth update on COBie Attended the EA BIM Conference in Hammersmith. 4 5

4 CORE TEAM MEMBER ACTIVITIES (2) David Philp BIM Task Group BIM Core team meetings BIM Steering group Keynote and panel session at ICES BIM Conference Presented along with BIM4DC at the Data Centre World Expo Update meetings with Chris Mallett Cabinet Office PAS1192:3 launch planning Participated in L2 research interview BIM4 update meetings and calls Keynote and supporting UK businesses at Polish BIM conference at the British Embassy, Warsaw Various meeting at the British Polish Chamber of Commerce, planning future activities David Philp presents at BIM4Polski Conference Attended EA Technical Advisory BIM workshop Website and newsletter activities 6 7

5 Government Soft Landings End of year update Government Soft Landings Events Presentations on Government Soft Landings, PAS 1192 Part 3 and the value of GSL in addressing the performance gap were delivered at the Ecobuild conference in the first week of March Closing the gap using GSL and improved asset information will be presented at the Crystal Clear conference on 24th March The main upcoming GSL event will be the formal launch of Government Soft Landings on 1st April 2014 at the QE11 Conference Centre. The formal launch of PAS 1192 Part 3 by BSi will follow on 10th April 2014 at the Grange Holborn Hotel. { Rob Manning } Ongoing work on tools associated with Government Soft Landings Implementation of Government Soft Landings(GSL) by the government departments In support of the departmental implementation there is a requirement for the ongoing development of tools to support the GSL process and approach; Addressing the legal, contractual and commercial implications associated with the implementation of GSL will continue during March and into the year 2014/15. Following discussions at a cross-industry working group, initial recommendations will be provided at the next GSL Stewardship Group. It is proposed that the initial recommendations could lead to the GSL Stewardship Group producing a standard procurement specification that departments will be able to use as the starting point for embedding GSL in their procurement. The Publicly Available Specification PAS 1192 Part 3 will be published in March The document provides a framework and approach to assist an asset operating organisation to build an asset information model. The PAS defines how the asset information model is to be tailored to provide the organisation specific data to inform asset management decisions in support of their organisational needs. Where the asset operating organisation requires new construction or refurbishment the PAS provides a framework and approach to integrate the data from a project information model into the asset information model. The PAS defines requirements for governance and for ongoing data management. The Ministry of Justice is embarking on creation of just such an asset information model based upon the PAS 1192 Part 3. In order to align the 2016 GSL mandate with a recognised standard, discussions are underway to align the principles and approach of GSL with an existing British Standard. This opportunity is of course subject to the availability of funding. Also subject to availability of funding, discussions are in progress to consider the development of a British Standard to address the requirements for performance evaluation or Post Occupancy Evaluation (POE) as it is known in the building sector. This would assist greatly with the challenging task of standardising the measures to be adopted by the construction/operation industry and in particular in defining the Social (Functionality and Effectiveness) measures which are a particular challenge. After 31st March 2014 the leadership of GSL implementation will be the responsibility of the GSL Stewardship Group comprising the Department GSL Leads. The members of the GSL Stewardship Group will continue to take forward GSL implementation within their respective departments. Each department will continue to report to the Cabinet Office and FM Board as they identify and confirm their GSL contacts, develop their implementation plan, identify measures being adopted, develop their procurement approach to GSL and develop their internal communication plan. As the GSL Leads move forward they will be looking increasingly at training needs, early adopter projects, the value of work impacted by GSL, case studies in progress and any benefits identified using their adopted measures. The departmental leads will be asked to move through the phase of implementing the GSL approach on early adopter projects to the next challenges of broader implementation within the department and the application of performance measures and collection of data for benchmarking. The Cabinet Office will increasingly look for case studies to provide evidence of benefits obtained because the department has users for whom a new asset performs as required, because of the reduction of wasted re-working of the asset after construction, because of the reduction of unnecessary scope and capital cost, because of the reduction of unnecessary operating cost and because of the reduced environmental impact and cost associated with achieving the targets set for bio-diversity, energy use, carbon dioxide emissions, water use and waste disposal. { Deborah Rowland } A team at the Institution of Civil Engineers will continue to work on editing GSL guidance and performance measures to align with the language of the many kinds of infrastructure development that are not buildings related. { Roy Evans } A GSL Learning Outcomes Framework has been prepared and as the GSL Stewardship Group 8 identifies their respective departmental training needs the civil service learning 9 organisation will be primed to respond to training requirements.

6 Newsletter, Newsletter, 32nd 33rd edition 38th edition Week ending February 8th 17th 12th December November INTERVIEW BIM: PEOPLE MATTERS 14 QUESTIONS WITH EMILY SPINK Emily Spink, Chair of BIM- 4DC discusses the BIM value proposition in the Data Centre arena, optimising performance beyond delivery and the talking BIM frog! 1 Emily, could we tell us a bit about your background? I graduated from Sussex University with a degree in Social Anthropology and South African History so I m not quite sure how I got here! My first proper 10 11

7 job was in Business Development for a fit-out Company in central London. After a few years working in the commercial office fit-out division I moved into the Data Centre and Education part of the business. Later working for a global construction Company, focusing on both the commercial fit-out and data centre sectors. I moved away from the contractor business into consultancy, to join ARC:MC Ltd who specialise in Data Centre architecture, BIM and structural engineering. 2 How was the move from Contractor to Consultant? I m really pleased I ve been able to work for both contractors and consultants! It s allowed me to understand all of the people, trades and disciplines it takes to build a job. I have been fortunate enough to meet thousands of really interesting people over the ten years I ve worked in the construction industry. As a sector it is always evolving and so are the people. 3 How are you involved in the BIM Process? ARC:MC Ltd is a small privately owned business specialising in DC Design. As a business we adopted BIM around two years ago. Paul Field joined the Company in 2012 to set up our ARC:BIM division. We now implement BIM on all of our Data Centre designs. Designing our projects using digital BIM tools gives us a clear advantage when it comes to spatial awareness, visualisations and design coordination on projects. 4 What benefits does your business see from using BIM? As designers one of the biggest benefits is better communication and general understanding of a project. As we design in 3D all members of a project team can see what a project is going to look like (even people like me who don t think in 2D). With a fully coordinated design earlier in the procurement process specialist trades are able to build off site, thus speeding up the program of works. BIM is a risk adverse way of working which means fewer errors on BIM4DC was formed to raise awareness of BIM in the Data Centre sector. We offer free impartial advice on all aspects of BIM to anyone in the Data Centre sector wanting to know more. site, so less design variations which ultimately protects our design fee. 5 How did you become Chair for BIM- 4DC? ARC:MC Ltd realised that only a limited number of contacts, partners and colleagues were using BIM and our designs weren t being utilised to their full potential. So my colleague Paul Field and I decided to help bring BIM to the attention of the Data Centre sector by forming BIM4DC with the assistance of David Philp from the BIM Task Group. We invited 8 individuals to help create the BIM4DC Committee, all with appropriate BIM experience to represent their different disciplines on a DC project; PM/QS, FM, MEP etc. 6 What is the objective for the BIM4DC Group? BIM4DC was formed to raise awareness of BIM in the Data Centre sector in line with the future 2016 legislation. We offer free impartial advice on all aspects of BIM to anyone in the Data Centre sector wanting to know more. The BIM process encompasses all parties involved in a Data Centre project and can have an extremely positive impact on levels of efficiency if pragmatically adopted. For those who are not aware of BIM but find themselves involved in a BIM project, the result can be costly. Our main objectives are to educate and support. 7 Why a BIM4 group specifically for Data Centres? In the UK, the Data Centre market in 2013 was valued at 9.2bn. I would anticipate this figure to increase by over 6% by 2016 to circa 9.8bn. This number maybe a surprise to quite a few people, particularly as most members of the public haven t heard of a data centre, but given the highly confidential nature of the buildings that is not unexpected. Data Centres are highly complex buildings which are business critical structures, therefore most Companies involved in the construction of Data Centres are specialists who focus purely in this area

8 The target of educating over 2 million people on BIM is achievable by us all working together and continuing to communicate with each other As a business we adopted BIM around two years ago. We now implement BIM on all of our Data Centre designs 8 What, in your view, is the biggest advantage to one of your clients for using BIM? 9 Have you seen an increase in the number of Data Centres being designed and built using BIM? Yes, a substantial increase! We are quite fortunate that most DC owners are forward thinking and understand the benefits of looking at news ways of working. The 2016 legislation has also been a factor in the adoption of BIM. A lot of our private clients have noted the key benefits that the Cabinet Office are aiming to achieve and have simply said we want that too! and who can blame them. 10 What has the response been when you speak to people about BIM? It s a mixed response! Any well-established industry also has strongly rooted traditions. The phase if it s not broken don t fix it is commonly heard in relation to changes in our industry. However, BIM represents a very positive change. I personally feel that every individual supplier, manufactures, contractor or designer will see a distinct benefit from using BIM. They just need to understand how! Fear that technology/software will replace human beings is also a big phobia towards BIM. With proper foresight people can utilise particular software to make them and their role more efficient rather than making their higher than the average office building. Using BIM to improve the management of a project during construction and then throughout its lifecycle of the The efficiency level at which a Data building is a VERY big tick in the box for Centre operates after the build is very Data Centre owners and operators. Efficiency has been a hot topic in DCs for important as the running costs of these buildings are so high. The amount of many years; hence why BIM4DC group energy used to run a DC is dramatically was formed! 14 15

9 role redundant. I m happy to report that by communicating to our colleagues and peers many are now adopting the process and experiencing the benefits first-hand. Personally I have BIM4 Communities meetings and BIM Hub events coming up which will no doubt prompt some new group initiatives. 11 Do you do much with the other BIM4 Communities groups? The BIM4 Communities get together frequently to discuss what each group is up to. Cross pollination of the communities helps to spread the word on BIM. For example, many of the data centre operators we deal with are now getting involved with the BIM4FM group. The target of educating over 2 million people on BIM is achievable by us all working together and continuing to communicate with each other. 13 When you aren t spreading the word on BIM, what do you do with your spare time? If Im not doing my day job or representing BIM4DC, I can usually be seen with a camera in my hand. I m a keen photographer. I am also very happy when I m on a boat, which I try and do at least a couple of times a year. Fortunately, ARC:MC has lots of keen sailors so we do some regular regattas. Saying that, my most frequent relaxation time is walking my dog Bagel. Preferably when it s sunny! 12 What does BIM4DC have coming up? There are a number of key events in the Data Centre calendar. We will have a member of the committee present at each of these, for example; DataCentres Europe, CITA Dublin. We have appeared in several speakers slots at DC specific events and will continue to do so. We are also looking at an educational event supported by the Data Centre Alliance in Q3 this year. 14 Can you tell us a joke? What did the BIM frog say to the other frog? Revit, Revit! (editor s note: other Frogs are available!) Sailing in the Solent 16 17

10 Newsletter, 37th 38th edition February 26th 12th 2014 Summit of Ben Nevis 18 19

11 PAS1192:3 Overview PAS 1192 Part 3 Overview PAS , Specification for information management for the operational phase of assets using building information modelling Level 2 in the capital/delivery phase of projects (see Figure 1). In contrast PAS 1192 Part 3 focuses on the operational phase of assets irrespective of whether these were commissioned through major works, acquired through transfer of ownership or already existed in an asset portfolio. The operational phase of an asset is deemed to commence at handover, but the requirements within PAS may also be helpful during major works. Like PAS , the PAS applies to all infrastructure assets. In addition, both PAS and PAS assume a certain level of knowledge regarding BIM and BS PAS makes extensive reference to the definitions and concepts in PAS All users of PAS are encouraged to obtain a copy of PAS , which is summarized on / and available as a free download. Rob Manning from the UK BIM Task Group adapts text from the document which is to be published in March 2014 Capital Project Information Permission to reproduce extracts from British Standards is granted by BSI Standards Limited (BSI). No other use of this material is permitted. British Standards can be obtained in PDF or hard copy formats from the BSI online shop: or by contacting BSI Customer Services for hard copies only: Tel: +44 (0) , cservices@bsigroup.com Thanks also to Technical Authors David Churcher and John Sands, to the Steering Group members and for diagrams from Graeme Tappenden. OVERVIEW 0.1 Construction Strategy In May 2011, the UK Government published the Construction Strategy aimed at reducing the cost of public sector assets by up to 20% by The strategy calls for a profound change in the relationship between public authorities and the construction industry to ensure the Government consistently gets a good deal and the country gets the social and economic infrastructure it needs for the long-term. This is reinforced by the industrial strategy Construction (2025), published in July Improved management of information is one of the approaches being adopted to help in achieving the strategic goals. PAS is a partner to PAS , which specified an information management process to support building information modelling (BIM) Figure 1: Capital Project Information 20 21

12 The discipline of asset management allows organizations to optimize the whole life cost of managing portfolios of assets which can be complex and varied in nature, distributed over extensive geographical areas and may be subjected to differing demand/utilization requirements. Integrating the management of information across the longer term activity of asset management with the shorter term activity of asset construction should deliver real savings across a portfolio of assets. These come about in a variety of ways, including: Reduced costs as a result of the automated transfer of accurate, complete and unambiguous information at asset handover and during transfer of operation from one service provider to another; Better awareness of the operational and maintenance needs of assets; Better decisions regarding operation and maintenance expenditure based on actual asset performance and status; Better availability of dynamic measurement and condition-sensing information enabling poor energy performance, faults and impending failure to be identified; Better organizational and strategic planning from more complete and accurate asset information, for example in the development of the health and safety file required by the Construction (Design and Management) Regulations[1]; 1) Available from [LINK] Better information quality as a result of automation enabling an increased amount of verification. It is up to each organization to decide for itself how and when to apply PAS to existing asset information, especially when a new project delivers a Project Information Model (PIM) as defined in PAS Asset Management 1. Despite similarities in the nature of the assets being managed, there are differences in approach between the asset management and facilities management disciplines. Both have generated their own standards or specifications and both have evolved their own language of preferred and defined terms. In their own ways, facilities management and asset management are concerned with managing the key assets of an organization at optimal whole life cost. These activities extend to the infrastructure and buildings needed by the organization and cover physical, organizational and people related requirements. In facilities management this distinction is often made through the terms hard FM and soft FM. This PAS concentrates on physical-related requirements and so, for clarity of intent, the terms asset and asset management are used in this document to reflect this emphasis. 2. The management of portfolios of assets will typically involve an almost continuous cycle of assets being created, operated, maintained/overhauled and then decommissioned or demolished prior to more asset creation activities. The PAS is fundamentally about the availability, integrity and transfer of data and information during the operational phase of an asset s life. Where assets are subject to a capital/delivery phase this means there is a link with those information management processes defined in PAS There are still instances where organizations treat capital and operational expenditure separately and these practices present challenges to the strategic and holistic management of assets, as existing asset information should inform major works. However, the draft publication of the framework for the digital Plan of Work (see Figure 2) should start to change this custom and practice, as it includes a stage for strategic planning at the property or asset portfolio level and a stage for feedback and learning from a completed project. This mirrors the strategic asset management system and life cycle approach contained within PAS 55-1 and BS ISO It is important that the handovers between discrete time-limited project work and ongoing management operations, and vice versa, are properly designed and implemented. UK Government Digital Plan of Work Figure 2: UK Government Digital Plan of Work 22 23

13 3. PAS cross-references with other existing standards concerned with the management of assets, with the procurement of asset-related services and asset management services, and with the organization of information related to asset management. In particular, this PAS is closely related to the BS ISO series of standards and their UK antecedents PAS 55-1 and PAS These asset management standards provide one overarching framework for the adoption and implementation of PAS and PAS The relationship between these specifications and the concept of asset management is illustrated in Figure3, with organizational and asset management shown around the interlocking requirements of PAS and PAS As such, PAS should be implemented within a management system that sets out requirements for policy, strategy, planning, implementation, organizational structure, people and IT systems in order to optimize the management of an organization s assets. Although the BS ISO series has been published, PAS 55 had not been withdrawn at the time of writing. PAS refers to BS ISO for general issues regarding asset management and to PAS 55 where the additional detail in PAS 55 is relevant. 4. Where a suitable business case may exist, PAS provides a mechanism for existing assets to enter the PAS management process without relying on a project information model (PIM) from a capital/delivery project managed using the PAS process. There are three different entry points to the information management processes set out in PAS and PAS , and these are cross-referenced to the plan of work stage numbers shown in green ovals in Figure 3: 1) Stage 7 and n Operation and End of Life PAS information management in response to a trigger-related event (e.g. minor works); Organizational and Asset Management 2) Stage 6 - Handover and Close-out PAS information management in response to a capital/delivery project that has followed PAS ; 3) Stage 0 - Strategy PAS information management in response to a major works trigger-related event Figure 3: Relationship between asset management, PAS and PAS An obvious difference between PAS and this PAS is the more flexible sequence of activities throughout the asset life cycle. Whereas PAS is able to follow a clear and well-understood sequence, commonly defined by project stages, PAS applies across a mixture of planned and unplanned events in the life of an asset that can happen in any order between the points of asset handover and asset disposal. The information delivery cycle shown in PAS , Figure 4, has therefore been adapted to convey these non-sequential triggers, each of which will have their own implications for the information management process, and this is shown in Figure

14 PAS Information delivery cycle amended for asset management NOTE 1 The Execution and Delivery boxes in the outer management process are described in PAS NOTE 2 Figure 4 is adapted from the information delivery cycle developed for PAS , but operational information may be used to inform the early stages of a project, e.g. Plan of Work stages 0 to 2. Figure 4: PAS Information delivery cycle amended for asset management 26 27

15 6. PAS and PAS both support what has become known as BIM Level 2, in response to the Government s Construction Strategy published in In addition, collaboration at BIM Level 2 is file-based as opposed to paper-based (BIM Level 0) or through integrated web services (envisaged as BIM Level 3 at the time of writing). 0.3 The relationship between project and asset information The place of project information In the asset lifecycle is shown in Figure 5 PAS extends the information management concepts covered in PAS It sets out the need for information requirements and for an information model that is focused on the operational phase of an asset or portfolio of assets. The relationship between the key requirements of PAS and this PAS is shown in Figure 6. Essential components to develop the model Whole Life Information Figure 5 Whole Life Information Figure 6: Essential components to develop the model 28 29

16 PAS 1192 Part 3 is a companion to Part 2 and reminds us that we design and construct to enable the successful operation of assets that support society - Peter Hansford Chief Construction Adviser The purpose of the Asset Information Model (AIM) is to be the single source of approved and validated information related to the asset(s). This includes data and geometry describing the asset(s) and the spaces and items associated with it, data about the performance of the asset(s), supporting information about the asset(s) such as specifications, operation & maintenance manuals, and health and safety information. This PAS is flexible in allowing data and information to be stored within a discrete information model, or to be accessed via links to existing information systems. The work of identifying what the organization needs to know (OIR) and what information (AIR) will provide the answers and where it will come from is a major task for the organization. 0.4 Overarching requirements for BIM Level 2 asset information management Asset information management should take place within the context of an asset management system, including the preparation of plans, organizational information requirements and plain language questions, see Figure 6. The following overarching requirements for an asset information management process suitable for Level 2 have been adapted from BS ISO a) The roles and responsibilities for information management have to be considered; b) The processes, procedures and activities for information management have to be considered and specified; c) The risks related to information management have to be considered, including the impact of quality, availability and management of information on organizational decision making; d) The exchange of information with stakeholders has to be considered, including the requirements for information quality, information attributes, method of exchange and the timing of information exchange. These principles are reflected in the requirements of this PAS to reinforce the importance of asset information in asset management. 0.5 Overview of PAS content The PAS specifies the information management requirements of the operating phase of assets in four different ways. a) It specifies the information management processes by which data and information is specified through organizational and asset information requirements, is put into and retrieved from the Asset Information Model (AIM), and is passed on to or used with existing enterprise systems, where appropriate, to support the organizational information requirements (OIR). b) NOTE Links and cross-references between the AIM and existing enterprise systems should be used instead of duplicating data or information. c) It specifies a federated model that contains the data and information required by the AIM and explains its relationship to the PIM that is defined in PAS d) It specifies the nature and types of data and information to be used in information exchange and within the AIM. Wherever possible, this is done through cross-reference to existing standards. e) It gives two examples of the detailed processes for implementing the BS 1192 common data environment, for different asset-related activities. In addition, it suggests how high-level responsibilities may be allocated to the various stakeholders participating in the information management processes, while recognizing that these responsibilities will be definitively specified in contracts or works orders. The way these responsibilities are allocated to individuals or organizations will depend on the complexity of the asset or portfolio and the asset management system of the organization. It is not the intention of the PAS to create new positions in the asset management team. However it may be necessary for organizations to undertake a gap analysis to assess existing skills against the requirements defined within the PAS. The content of an asset information model and the precise structure of the model are matters for the individual organisation. PAS 1192 Part 3 sets out to specify the requirements that should be considered in developing the model

17 An example of an Asset Information Model Figure 7: Complete Asset Information Model with Governance Provisions 32 33

18 0.6 Scope The PAS specifies requirements for information management to achieve building information modelling (BIM) Level 2 in relation to the operation and maintenance of assets (buildings and infrastructure). It covers the data transfer processes to: a) create an asset information model (AIM) for an existing asset or portfolio of assets; b) exchange asset information with a project information model (PIM); 0.7 Target Users The PAS is for use by organizations and individuals responsible for the operation, maintenance and strategic management of assets. It is of use to individuals involved in transferring data from the PIM to an AIM utilized by the organization. In addition, it is of use to individuals involved in exchanging data throughout the life of an asset. NOTE An organization may apply this PAS without necessarily needing to use BIM Level 2. However, an organization required to apply BIM Level 2 to the operational phase of an asset should apply this PAS. Download your free copy of PAS c) record information relating to the disposal, decommissioning or demolition of an asset; d) use the AIM to support organizational requirements; e) revise the AIM as the asset changes; and f) hold the AIM as a resource for the organization. View a presentation Information for Asset Operation [LINK] [LINK] Or contact BSI Customer Services: The PAS does not cover data content as this is to be defined by each individual client in their organizational information requirements (OIR) and Asset Information requirements (AIR) but does cross-refer to broad headings and documents which define data content. Tel: cservices@bsigroup.com [LINK] 34 35

19 INTERNATIONAL BIM APPRAISAL Newsletter, 38th edition February 12th 2014 NBS International BIM Report 2013 by: Dr Stephen Hamil, NBS As the construction industry becomes increasingly global, we thought it was important to see what other countries are doing with regards to BIM. This recently published report is the first time NBS has researched BIM attitudes and adoption from an international angle. The report pulls together BIM trends from Finland, New Zealand and Canada based on asking the same questions in each country. As members of the International Construction Information Society ( NBS have worked with other partner organisations to put this survey together. The intention is to do the same each year with the number of countries growing. Adrian Malleson Head of Research, Analysis and Forecasting at NBS said, As the construction industry becomes increasingly global, we thought it was important to see what other countries are doing with regards to BIM. If this year s results are taken as indicative of the international picture, it s clear that there is still some way to go to reach a universally understood approach to BIM and common standards. Where BIM is being used, the focus is still very much on design and construction, with use as an operational and management tool for buildings lagging behind. We plan to carry out this survey annually to track international progress and will aim to expand it over time to include more countries. A number of findings are shown on the following page: If this year s results are taken as indicative of the international picture, it s clear that there is still some way to go to reach a universally understood approach to BIM and common standards. Where BIM is being used, the focus is still very much on design and construction, with use as an operational and management tool for buildings lagging behind. We plan to carry out this survey annually to track international progress and will aim to expand it over time to include more countries. - Adrian Malleson Head of Research, Analysis and Forecasting at NBS 36 37

20 Full report [LINK] NBS are in the process of putting together their fourth annual national BIM report for the UK, the findings of this will be available in the next few weeks. [LINK] 38 39

21 GSL SURVEY Government Soft Landings Survey Results Update As part of our Ecobuild presentation we undertook a GSL survey that mirrored one undertaken at the Government Construction Summit in July This was completed by a range of visitors that included suppliers, clients and consultants

22 Awareness of GSL and a policy to support it demonstrated a higher knowledge of GSL 25% than the previous survey (10%). This time 40% of people were aware of the policy but wanted more information, this is the same as previously. (Chart 1) 54% of respondents said that they knew who their GSL Champion was, improving significantly on the previous score of 19%. This year the majority (60%) of respondents said that the Champion should come from the FM side; last year 64% of those who responded to this said the role should reflect the FM side. The majority of people had not engaged a GSL Champion on a project (20%) indicating that maybe they had not started projects with GSL. If they were engaging a GSL Champion the most popular stage to do this would be at Stage 0 - Strategy (50%), or Stage 1 - Brief (20%). In the Government Construction Summit survey this was 35% for Stage 0 and 0% for Stage 1, the next most popular was the Design Stage 20%. (Chart 2) Half of respondents had experienced a hard and a soft landing

23 YOUR CONTRIBUTION We re Listening! We d love to hear from you. To help us tailor the newsletter content for you let us tell your BIM story, hear your suggestions for articles, your forthcoming events, pictures or indeed any feedback or questions on the programme. Additionally don t forget our blog section on the task group website; we would be delighted to receive your contribution. Contact us info@bimtaskgroup.org Monika Orzeszak, Deputy Editor