Welcome to Stimulating BIM seminar series

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1 Welcome to Stimulating BIM seminar series April 24th 2013: Managing what BIM does not do. July 10th 2013: A New Meaning for Building Cost September 11th 2013: Inverting the Construction Supply Chain November 20th 2013: Can Interoperability work with People

2 Managing what BIM does not do Professor David Boyd Birmingham School of the Built Environment

3 We see great opportunities

4 BIM is Opportunity Fixing information problem Acting collaboratively See greater value of whole Design and construct more effectively and efficiently Deliver more than a building

5 BIM Hugh Advantages Object Information storage and access Geometric logic check Communication Visualisation Clash: rule based check of geometric logic Clash: rule based check of time and resource logic Simulation: what if models Generative? Meta-rules of design

6 Cynicism Avoidance Confusion Our current technological efforts are attempting to increase the rate of passing the buck

7 The reality of BIM needs to be managed People People People Do Job Information Technology Information Technology Information Technology Organisation Organisation Organisation

8 Our problem Implementing BIM Learning to Do it better Doing Job Learning to Make BIM work

9 BIM Opaque System Software Hardware Single Interoperable Organisation What do I learn What is the problem How do it make it work How do I know when I have it right

10 BIM Opaque System Software Hardware Single Interoperable Organisation What do I learn What is the problem How do I make it work How do I know when I have it right It does not reveal itself in a way that is understandable for users You can only use it as blackbox and trust it

11 Another problem Ideal BIM Potential BIM Aspiration Sales Pitch Somebody s Baby Real BIM About to happen Next version will resolve What can be done What can ever be done What should I do Who do I ask Who do I trust To be managed

12 So easy

13 PAS1192 complete view

14 Selling Overstatement!

15 Gartner s Hype Cycle

16 Sophisticated management to make BIM work People Do Job Developmental Reality Check Organisations BIM Technology

17 Managing to Make BIM work! People are different Organisations are different Tasks are different How do you make BIM work with these realities Information is different

18 Planning Procedures Quantities Reports Structuralist People are different Actions Sensing Qualities Solutions Adapter

19 Organisational Differences Professions IT, Client, Architect, PM, QS, Engineer, Contractor, Sub, FM Role Needs Battle For BIM Standing Maturity Style Contracts Rewards Risks Collaboration?

20 The world of different tasks Calculative Have been done before Have been determined and rationalised Have been procedurised Have been quantified Stable Judgement The uniqueness What doesn t work Contested Dynamic Complex too many variables

21 The world of different tasks Calculative Have been done before Have been determined and rationalised Have been procedurised Have been quantified Stable Structuralist Adapter Judgement The uniqueness What doesn t work Contested Dynamic Complex too many variables

22 BIM the wrong tool for some tasks Find more tasks that can have aspects undertaken by BIM These aspects become the task Solution finding the problem

23 Information view of project world Project World BIM bits BIM deals with well defined bits Interoperability BIM is a partial view If you spend all your time managing BIM, you don t manage project

24 Information different Purpose Planning Representations Design Visualisation Communicating Graphical Building Numerical Managing Text abstract Task Calculative judgement

25 It s Not Information we are after? get all the information you can we will think of a use for it later

26 BIM used differently = viewed differently Architect: Form, model for conceptual work Builder: Execution, programme, materials and costs Engineer: Functionality, model for analysis Experiential understanding is not encoded it needs to be interpreted Lack of trust in information from sources

27 When do we trust the data?

28 Manage what BIM does not do BIM Develop Models Manage Only Partial View Increase Scope Always check what not in focus Viewed differently by disciplines Not good for judgement Fixes detail too early Produce different representations Fuzzy representations Ensure time spent on poorly represented views Close parts of model Offline Not good for problem solving Not see social interaction of production Visual resolution stops thinking Fuzzy representations New tools last planner Use BIM for problem identification Then Off line Use BIM for discussion not control Ask for iterations or different solutions

29 Conclusions BIM works well: structuring, collating, communicating calculative information Partial View Avoid seduction of what might be Demand only appropriate modelling and information Needs sophisticated and active management 80% People, 20% Technology Manage what BIM cannot do Manage IT and processes to help people work Manage differences: people, organisations, tasks Organisational strategy to trust data

30 MSc Integrated Design and Construction Management Course at Birmingham City University Design and Construction Processes Business Management Organisations Organisations And People Supply Chain Integration People A critical and active approach to managing the new developments: IPD and BIM Do Job Technology Design for FM and Performance Strategic Delivery Project Building Information Modelling Management

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