BIM 101

AN OVERVIEW FOR BEGINNERS

SAGAR UB
 Preface
Building Information Modelling (BIM), I heard this term two years back in one of my firms seminars.
The man presenting in his late 60s, white beard, blue eyes like most of British man of his age and of
course thick British accent which I adore. It was very basic introductory presentation on Building

Information Modelling and how its going to transform AEC (Architecture, Engineering and
construction) industry. The concept fascinated me; it is felt like AEC industry finally found the
solution to all its problems. No more heated coordination meeting, no more design changes at the last
moment, no more discovery of clashes after construction started and no more interdisciplinary

coordination headache. But at the same time its all sound too good to be true or become reality. After
the presentation I talked with the Presenter about my doubt that its just felt like heaven, too perfect
and so not really real. He said me nodded in agreement and said its up to us now to make heaven
real.
After that day, life moves as usual Project Deliveries, Coordination meetings, Client Meeting, last
minute design changes and so on, all very real, certainly not heaven. But this BIM refuse to escape my
mind, even in day today working I am thinking OK, we can do like that in BIM environment and it
will make our life less miserable. Days goes by and my BIM fever also going up. I started asking

question to my Colleagues, my immediate supervisor, my Project manager, but everybody has

different answer, which making me more and more curious.
I was perusing my graduation and time to submit my project and for that I have choose a topic and top
of my mind was BIM (Building Information Modelling). During research of my Project I realize that
there are so many literature online and offline about BIM and that also made me realize, how vast the
subject itself. But there was one major problem, all that material is scattered and everyone talking
about only one or two aspects of BIM. There are books from various publications, lots of blogs,
market reports and what not. But for beginner like me, I am looking for a complete and concise
overview of BIM. Not many details but as single book covering all essential aspects of BIM, which
will help to set my direction and give me sense of fulfilment knowledge about the subject. But I could

not found it.

Meanwhile I submitted my Graduation project on BIM Implementations Framework and Hurdles; its
got approved and appreciated. After that it made me think that there are so many beginners like me,

who are going to face the problems like me and might, lost their interest in subject. So here I am
writing this book for all those beginners, who has heard of BIM in some way or other but dont know
where to start.
This book is for all BIM enthusiast, Engineers, Contractors, Consultants, Designers, Owners and all

those are even remotely connected to AEC industry. I am not BIM expert or dont have many years
experience in the BIM area, but I am BIM enthusiast who is Woking in AEC industry form last seven
years and realise what correct implementation of BIM can do wonders.
In this book I have tried to cover most of the topic related to BIM in concise manner. As the subject
itself is vast multidisciplinary in nature, this book will act has path finder and help you have complete
glance over a subject in one sitting. This book is for all those beginners who share passion for the
subjects, but get blown away by vast and scattered information. I hope this book will help to spark an
interest in subject and will contribute to make BIM heaven a reality.
This is my first book and I will really appreciate your feedback and views to make this book better.

You write me on Sagar_UB09@yahoo.in

Best of Luck!
Sagar Ub October 2014
Content
Cover
Title Page

Preface
Chapter 1 What is BIM?
Chapter 2 BIM Types and Maturity Levels
Chapter 3 Why BIM?

Chapter 4 Discipline Specific BIM

Chapter 5 Common Myths about BIM
Chapter 6 Getting Started with BIM
Chapter 7 BIM Implementation Framework (Project Specific)
Chapter 8 Major Implementation Hurdles
Chapter 9 BIM Data Exchange Platforms
Chapter 10 BIM Personnel
Chapter 11 Future of BIM
Key terms

References
 Chapter 1: What is BIM?
With the UK government calling for the use of Building Information Modelling (BIM) in all its
construction projects by 2016, BIM become a buzz word in construction industry. Many construction
firms are now investing in BIM technologies during bidding, preconstruction, construction and post

construction. BIM exploits the potential in computer based modelling technologies to provide a new
way of designing buildings and managing design and construction processes.

In worldwide scenario there continues to be considerable comment about Building Information

Modelling (BIM). BIM is a way of approaching the design and documentation of project by utilising

3-D design, physical performance and other information regarding the entire life cycle of the building
in the construction information/building model. It is clear that the use of BIM is increasing. An NBS
survey of the construction industry conducted between December 2012 and February 2013 found that
39 percent of responding were using BIM, which does not sound a lot but it was up from 13 percept
in 2010.

What is BIM?

Building Information Modelling (BIM) is described as:

A digital representation of physical and functional characteristics of a facility. As such it serves as a

shared knowledge resource for information about a facility forming a reliable basis for decision
during its life cycle from inception onward

(As per National BIM Standard Unites States, 2010).

Building Information Modelling (BIM) is the process and practice of virtual design and construction
throughout its lifecycle. It is platform to share knowledge and communicate between projects
participants.
 Fig. Data Sharing in BIM

BIM is not just the latest release of CAD software; it is an entirely new way of looking at the design
and construction of building. Conventionally, a good deal of design and construction work is
document-based. Information is communicated and stored via a variety of drawings and reports that,
despite being stored and distributed in digital form, are essentially unstructured and thus of limited
use. Not only is this information unstructured, it I held in variety for forms and locations that are not

formally coordinated (information on individual building component, for example, are contained on
drawings, specification, bills of quantity, description, etc.). Such an approach has considerable
potential for data conflicts and redundancy as well as risks to data integrity and security. Conversely,
by providing an intelligent, digital structure of for project information and ultimately a means by
which the information can all be held centrally as single model- BIM opens up a wide range of
possibilities for improvements.

BIM is based on digital models of a building that store information about the project (relating to
architecture, engineering, construction and so on) in a way that enables it to be shared across and
between different design and construction discipline. Not only that, 3D dynamic modelling software
can be used to develop and manipulate these digital models to refine the design, and also to test and

validate its potential performance across a range of criteria, including build ability, energy

performance in-use, whole life cost etc. The potential for all key project information to be stored
and manipulated in computer is what sets BIM apart form more conventional approaches, and BIM-

based design solutions differ from their traditional counterparts in that they :

- are created and developed on digital databases which enable collaboration and effective data
exchange between different disciplines

- allow change to be managed through these databases, so that change in on part of the database are

reflected in (and coordinated through) changes in other parts; and

- capture and preserve information for re-use by all members for the design and construction team,
including facilities management (FM) and user operation and management.

A correctly assembled BIM is reliable, digital, three dimensional, virtual representation of the
project to be built, for use in design decision-making, in construction scheduling and planning, in
performance predictions and cost estimates.
 Chapter 2: BIM Types and Maturity Levels
After understanding basic idea and fundamentals behind the Building Information Modelling (BIM),
lets just move on to types of BIM and BIM maturity levels defined by governments.

Types of BIM

This classification of BIM is not standard or defined in any statutory document on the BIM. It is given
for the sake of better understanding for beginners who has just started to learn about it. Across AEC
industry organizations are trying to implement many elements of BIM in their current projects. Some

of them already do it without realizing. Even if you are working professional, this classification will
help you to locate where you are currently and where to go next

Lonely BIM:

Sometimes Building Information modelling is practiced internally within any of single organisation of
the project and not shared with rest of the organisation. This is referred to as Lonely BIM. For
example, an architectural firm may decide to design a Building Information Model and use it for
visualization and energy analysis. Architects firm even have an internal collaboration. However the
architect may decide to provide the drawings in two dimensions and restrict the Building Information

Model. This would hinder the participation of the construction manager unless he creates the new
model.

Social BIM:

Social BIM is a more collaborative approach that enables the sharing of the model between the
engineer, architects, construction manager and sub-contractors. At the BIM meetings, the construction
manager and the sub-contractors can provide their expert construction knowledge to the design team.
Moreover, the construction manager can use the Building Information Model to generate
constructability report, coordinate plan, schedule and cost estimate. After collaboration efforts such
as MEP coordination among the contractors, engineers and architects are completed, speciality

contactors can then use the information to prefabricate products

Intimate BIM:

Intimate BIM is realized when the construction manager, design team and owner contractually share

risk and rewards. This is made possible through BIM-enable integrated project delivery. Intimate
BIM utilize fully integrated collaborative project model covering all key design disciplines and
based on IFC compliant data exchange standards and protocols. This is type of BIM is the ultimate
aim for every organization across AEC industry. To realize full potential of BIM, its capabilities and

its wide variety of benefits to all stake holders, intimate BIM is the way to go.

BIM can also be classified as Partial BIM (same as Social and Lonely BIM) and Full BIM (Same as
Intimate BIM).

BIM Maturity Levels

After looking at types of BIM we realized that current BIM practice lies in a fairly wide band
between Lonely BIM to Full BIM. Because the range of practice is quite wide, its very difficult to
assess BIM adoption across Organizations. To get a better understanding of what BIM adoption

means and how to get the most out of it it is helpful to have simple model that captures different
levels of sophistication or maturity in the use of BIM. The model shown here is a simplified version
of one taken form recent BIM reports to the UK Government.
 Fig. BIM Maturity Levels

The definitions of different maturity level in this scheme are as follows:

LEVEL 0: Unmanaged CAD, usually in 2D format, with paper (or electronic paper e.g. pdf files) as

the main data exchange mechanism

LEVEL 1: Managed CAD in 2D or 3D format with a collaboration tool (extranet) providing a

common data environment, possible also using some standard data structures and format

LEVE 2: Managed 3D environment held in separate discipline BIM models and tools with attached

data. Data exchange is mainly on the basis of proprietary exchange formats. This approach may
include 4D programme date and 5D cost data.

LEVEL 3: Fully open process with a single project model and data integration and exchange using

IFC standards, the process is managed by collaborative model server.

No comprehensive assessment of current or recent activities across AEC industry in terms of this
model is done. But according to statistics published by various BIM groups and organization across

the globe, it is safe to say that relatively small numbers of practitioners are operating at Level 2,

others are most likely to be at Level 1 at best, with most at Level 0.

As per National BIM Report 2013 NBS, most of the organization are rapidly marching towards

Level 2 BIM. Level 2 signifies a major step on the Path of Full or Intimate BIM. AS per recent UK
Government report on BIM, it is recommended that all AEC organization should be capable of
operating at least at Level 2 by 2016. At this level it will be very useful to see what does Level 2
BIM really means.

Current BIM practice at this level varies on the participants involved; the system and software
applications used; the scale and complexity of the project; and other factors. But it typically involves:

- A project strategy or plan that provides for information sharing between all key
design/construction disciplines via BIM, including exchange formats and procedures.

- A baseline 3D model of the Building, by the architects/lead designer and distributed to other
design/construction disciplines for them to create their own models. This baseline or reference model
is updated during the design process with input from other disciplines to represent key points in
design development.

- Separate 3D (and nD) models for each key design/construction discipline, based on baseline
model but developed by each discipline using their own specific software and modelling tools; and
used to update the baseline model at key points in design development.

- Information exchange via proprietary file formats, which are file structures developed by
individual software vendors that are enable other vendors software to read and write their files (for
example, Autodesks DXF format).

- Design co-ordination via face to face (or video-conferencing) meetings of key disciplines in the
design and construction team, structured around each disciplines contribution to the central baseline
or reference model.

In time, as experience in BIM increases and more sophisticated technology become deployed, the

baseline model of the project that supports real time and concurrent input by different disciplines.
This is what working at Level 3 will involve, which will see in as we go further.
 Chapter 3: Why BIM?
In previous chapter we stumbled upon something called 4D, 5D and nD. Before going into the
benefits and potential of BIM, lets just understand what this concept means. When we do accurate
3D modelling and simulations of site and site conditions are made with traditional project delivery

approach, its called 3D BIM. When we add Scheduling and Project Phasing simulation dimension to
3D BIM, its called 4D BIM. When we add Real time Cost planning and estimation dimension to 4D
BIM, its called 5D BIM. When we add sustainability concepts like energy analysis or LEED tracking
to 5D BIM, its called 6D BIM. 7D BIM includes facility management applications and we can club

that in 6D BIM. Lets see each dimension in details.

BIM Dimensions

We are all familiar with concept of 3D design, but with BIM we have the power to bring 4D, 5D and
even 6D designs, these are called BIM Dimensions Lets just discuss in more detail.

3D Model

- Model walkthrough

These provide a great visualisation tool enabling designers and contractors to work together to

identify and resolve problems with the help of the model before walking on site.

- Clash Detection

Traditionally design drawings must be coordinated to assure that different building systems do not
clash and can actually be constructed in the allowed space. Accordingly, most clashes are identified
when the contractor receives the design drawing and everyone is on-site and working. With clashes
being detected so late, delay is caused and decisions need to be made very quickly in order to
provide a solution. BIM enables potential problems to be identified early in the design phase and
resolved before construction begins.
- Project visualisation

Simple schedule simulation can show the owner how the building will look like as construction

progresses. This provides a very useful and successful marketing tool for all those involved in a
project. Contractors can also use project visualisation to understand how the building will come

together.

- Virtual mock-up models

Often on large projects the owner will request physical mock-up models so they can visualise, better

understand and make decisions about the aesthetics and the functionality of the part of the project.
BIM modelling enables virtual mock-ups to be made and tested for a fraction of the cost.

- Prefabrication

The level of construction information in a BIM model means that prefabrication can be utilised with
greater assurance that prefabricated components will fit once on-site. As a result, more construction
work can be performed offsite, cost efficiently, in controlled factory conditions and then efficiently
installed.

4D Time

- Construction Planning and Management

BIM models provide a means of verifying site logistics and yard operation by including tools to
visually depict the space utilisation of the job site throughout a projects construction. The model can
include temporary components such as cranes, Lorries and fencing. Traffic access routes for lorries,
cranes, lifts and other large items can also be incorporated into model as part of the logistics plan,
Tools can further be used to enhance the planning and monitoring of health and safety precautions
needed on-site as the project progress.

- Schedule Visualisation
By watching the schedule visualisation, project members will able to make sound decisions based

upon multiple sources of accurate real-time information. Within the BIM model a chart can be used to

show the critical path and visually show the dependency of some sequence on others. As design is
changed, advance BIM models will be able to automatically identify those changes that will affect the

critical path and indicate what there corresponding impact will be on the overall delivery of the
project.

5D Cost

- Quantity Take-offs

To determine project construction cost and requirements, contractors traditionally perform material
take-offs manually, a process fraught with the potential for error. With BIM, the model includes
information, such as material quantities and costs, size and area estimates and productivity
projections. As changes are made, estimating information automatically adjusts, allowing greater
contractor productivity.

- Real Time Cost Estimating

In a BIM model cost data can be added to each object enabling the model to automatically calculate a

rough estimate of material costs. This provides a valuable tool for designers, enabling them to
conduct value engineering. However, it should be noted that overall project pricing would still
require the expertise of cost estimator.

6D Facilities Management

- Life Cycle Management

Where a model is created by the designer and updated throughout the construction phase, it will have
the capacity to become am as built model, which also can be turned over to the owner. The model
will be able to contain all of the specifications, operation and maintenance (O&M) manuals and
warranty information, useful for future maintenance.

- Data Capture

Sensors can feed and record data relevant to the operation phase of a building, enabling BIM to be
used to model and evaluate energy efficiency, monitoring a buildings life cycle costs and optimise its

cost efficiency. It also enables the owner to evaluate the cost-effectiveness of any proposed upgrades.

Potential Benefits of BIM

From the above discussion we can easily realise what types of benefits can be derived by application

of BIM. The benefits of BIM derive fundamentally from the way in which all parties to the project
can both contribute to project data models and draw information from them. BIM has the potential to
improve many functions, from checking compliance with building regulations, through design, cost
estimating, work scheduling, fabrication and construction, through to operations, FM and even
decommissioning and demolition. Significant benefits are claimed for BIM, particularly when
working in a genuinely collaborative way using a single digital model of the project (towards what is
being called Full BIM). Full BIM is a collaborative platform where owners,
Designers/Engineers, Contractors and Subcontractors and facility managers come together to reap
the benefits; lets just classify potential benefits of BIM at each stage of the project.

Pre-construction Benefits (Mainly to Owner)

- Concept, Feasibility and Design Benefits

Before owners engage an architect, it is necessary to determine whether a building of a given size,
quality level, and desired program requirements can be built within a given cost and time budget, i.e.
can give building meet the financial requirements of an owner. If these questions can be answered
with relatively certainty, owners can then proceed with the expectation that their goals are
achievable. Finding out that particular design is significantly over budget after considerable amount
of time and effort has been expended is wasteful. An approximate (or macro) building model built
into and linked to a cost database can be of tremendous value and assistance to an owner.

- Increased Building Performance and Quality

Developing a schematic model prior to generating a detailed building model allows for more careful

evaluation of the proposed scheme to determine whether it meets the buildings functional and
sustainable requirements. Early evaluation of design alternatives using analysis/simulation tools
increases the overall quality of building.

Design benefits (Mainly for Architects and Engineers)

- Earlier and More Accurate Visualisation of a Design

The 3D model generated by the BIM software is designed directly rather than generated from multiple
2D views. It can be used to visualize the design at any stage of the process with expectations that it
will be dimensionally consistent in every view.

- Automatic Low-Level Corrections When Changes are made to Design

If the objects used in the design are controlled by parametric rule that ensure proper alignment, then
the 3D model will be constructible. This reduces the users need to manage design changes.

- Generate Accurate and Consistent 2D Drawings at any Stage of the Design

Accurate and consistent drawings can be extracted for any set of objects or specified view of the
project. This significantly reduces the amount of time and number of errors associated with generating
construction drawings for all design disciplines. When changes to the design are required, fully
consistent drawings can be generated as soon as the design modifications are entered.

- Earlier Collaboration of Multiple Design Disciplines

BIM Technology facilitates simultaneous work by multiple design disciplines. While collaboration
with drawings is also possible, it is inherently more difficult and time consuming than working with
one or more coordinated 3D models in which change-control can be well managed. Thus shortens the

design tome and significantly reduces design errors and omissions. It also gives earlier insight into

design problems and present opportunities for a design to be continuously improved. This is much
more cost effective than waiting until a design is nearly complete and then applying value engineering

only after the major design decisions have been made.

- Easily Check against the Design Intent

BIM Provides earlier 3D visualizations and quantifies the area of spaces and other material
quantities, allowing for earlier and more accurate cost estimates. For technical building (labs,

hospital, etc.), the design intent is often defined quantitatively, and this allow a building model to be
used to check for these requirements. For qualitative requirements (this space should be near another,
etc.), the 3D model can support automatic evaluations.

- Extract Cost Estimates during the Design Stage

At any stage of the design, BIM technology can extract an accurate bill of quantities and spaces that
can be used for cost estimation. In the early stages of a design, cost estimates are based primarily on
the unit cost per square foot. AS the design progresses, more detailed quantities are available and can
be used for more accurate and detailed cost estimates. It is possible to keep all parties aware of the

cost implications associated with a given design before its progresses to the level of detailing
required for construction bids. At the final stage of design, an estimate based on the quantities for all
the objects contained within the model allows for the preparation of more accurate final coat
estimate. As a result, it is possible to make better informed design decision regarding costs using
BIM rather than a paper-based system.

- Improve Energy Efficiency and Sustainability

Linking the building model to energy analysis tools allow evaluation of energy use during the early
design phase. This is not possible using traditional 2D tools which require that a separate energy
analysis be performed are end of the design process thus reducing the opportunities for modification

that could improve the buildings energy performance. The capability to link the building model to

various types of analysis tools provides many opportunities to improve building quality.

Construction and Fabrication Benefits (Mainly to Contractors and Sub-Contractors)

- Synchronize Design and Construction Planning

Construction planning using 4D CAD requires linking a construction plan the 3D objects in a design,
so that it is possible to simulate the construction process and show what the building and site would

look like at any point in time. This graphic simulation provides considerable insight into how the
building will be constructed day-to-day and reveals sources of potential problems and opportunities
for possible improvements (site, crew and equipment, space conflicts, safety problems etc.). This
type of analysis is not available from paper bid document. It does, however, provide added benefit if
the model includes temporary construction objects such as shoring, scaffolding, cranes and other
major equipment so that these objects can be linked to schedule activities and reflected in the desired
construction plan.

- Discover Design Errors and Omissions before Construction (Clash Detection)

Because the virtual 3D building model is the source for all 2D and 3D drawings, design errors
caused by inconsistent 2D drawings are eliminated. In addition, because systems from all disciplines
can be brought together and compared, multi-system interfaces are easily checked both systematically
(for hard and soft clashes) and visually (for other kind of errors). Conflicts are identified before they
are detected in the field. Coordination among participating designers and contractors is enhanced and
errors of omission are significantly reduced. This speed up the construction process, reduces costs,
minimizes the likelihood of legal disputes, and provides a smoother process for the entire project
team.

- React Quickly to Design or Site Problems

The impact of a suggested design change can be entered into the building and changes to the other

objects in the design will automatically update. Some updates will be made automatically based on

the established parametric rules. Additional cross system updates can be checked and updated
visually. The consequences of the change can be accurately reflected in the model and all subsequent

views of it. In addition, design changes can be resolved more quickly in a BIM system because
modifications can be shared, visualized, estimated, and resolved without the use of time-consuming
paper transitions. Updating in this manner is extremely error-prone in paper-based systems.

- Use Design Model as Basis for Fabricated Components

If the design model is transferred to a BIM fabrication tool and detailed to the level of fabrication
objects (shop model), it will contain an accurate representation of the building objects for fabrication
and construction. Because components are already defined in 3D, their automated fabrication using
numerical control machinery is facilitated. Such automation is standard practice today in steel
fabrication and some sheet metal work. It has been used successfully in the precast components,
fenestration and glass fabrication. This allows vendors world-wide to elaborate on the model, to
develop details needed for fabrication and to maintain links that reflects the design intent. This
facilitates offsite fabrication and reduces cost and construction time. The accuracy of BIM also

allows larger components of the design to be fabricated offsite than would normally be attempted
using 2D drawings, due to the likely need for onsite changes (rework) and the inability to predict
exact dimensions until other items are constructed in the field.

- Better Implementation and Lean Construction Techniques

Lean construction techniques require careful coordination between the general contractor and subs to
ensure that work can be performed when the appropriate resources are available onsite. This
mimeses wasted efforts and reduces the need for onsite material inventories. Because BIM provides
an accurate model of the design and material resources required each segment of the work, it
provides the basis for improved planning and scheduling of sub-contractors and helps to ensure just-
in-time arrival of people, equipment, and materials. This reduces cost and allows for better

collaboration at the job site.

- Synchronize Procurement with Design and Construction

The complete building model provides accurate quantities for all (or most, depending upon level of
3D modelling) of the materials and objects contained within design. These quantities, specification,
and properties can be used to procure materials from product vendors and subcontractors (such as
precast concrete slab).

Post Construction Benefits (Mainly to Facility Managers and Owners)

- Better manage and Operate Facilities

The building model provides a source of information (graphics and specifications) for all systems
used in a building. Previous analyses used to determine mechanical equipment, control systems, and
other purchases can be provided to the owner, as a means for verifying the design decisions once the
building is in use. This information can be used to check that all systems work properly after the
building is completed.

- Integrate with Facility Operation and Management Systems

A building model that has been updated will all changes made during construction provides an
accurate source of information about the as-built spaces and systems and provides a useful starting
point for managing and operating the building. A building information model supports monitoring of
real-time control systems, provides a natural interface of sensors and remote operating management
of facilities.

Of course these are the mare few benefits of using Full BIM and there is many more, some of which
are difficult to state at this moment. As BIM is an evolving technology there are so many unseen
benefits both in terms of quality and quantity will be seen in near future. While going over the
potential benefits of BIM, you will realise technology and softwares play very vital role. In next

chapter will elaborate on various BIM enable technologies and softwares available across the

market with major technology players.

 Chapter 4: Discipline Specific BIM
In previous chapter we have seen BIM benefits at each project stage. In this chapter we will see what
BIM means for each stakeholder involved in the project. We will also elaborate on technologies
available in market and are used by each stakeholder. Its been tried to keep this chapter as brief and

to the point as possible, as explaining BIM for each discipline involved in the project will require
separate chapter for each or separate book for that matter. You will also find various simplified
figures in this chapter to help you to understand better.

Fig. Typical Organization of the Project

BIM for Owners and Facility Managers

Owners can use a building information model to:

- Increase building value though BIM-based energy design analysis to improve overall building
performance

- Shorten project schedule from approval to completion by using building model to coordinate and
prefabricate design with reduced filed labour time

- Obtain reliable and accurate cost estimates through automatic quantity take-off from the - building
model, providing feedback earlier in a project when decision will have the greatest impact
- Assure program compliance through on going analysis of the building model against owner and

local code requirements

- Produce market-ready facilities by reducing time between procurement decisions and actual
construction, allowing for the selection of the latest technologies or trend finishes

- Optimize facility management and maintenance by using the as-built building information model as
the database for rooms, spaces and equipment

BIM Application Areas for owners

- Cost Reliability and Management

Owners can manage cost with BIM application to provide:

- More reliable estimates early in the process with conceptual BIM estimating

- Faster, better detailed and more accurate estimates with BIM quantity take-off tool

- Time to Market: Schedule management

BIM provides variety of applications to respond to the following time to market needs:

- Reduce time to market through the use of parametric models

- Reduce schedule duration with 3D coordination and prefabrication

- Reduce schedule-related risk with BIM-based planning

- Quickly respond to unforeseen field conditions with 4D coordinated BIM Model

- Complexity of Building Infrastructure and Building Environment

BIM tools and processes can support owners efforts to coordinate the increasingly complex building
infrastructure and regulatory process by:

- Coordinating infrastructure through fully-integrated 3D models of MEP, architectural, and structural

systems

- Producing higher quality and maintainable infrastructure through interactive review of coordinated
model

- Confronting to codes and requirements through BIM-based automatic code-checking

- Preventing litigations through collaborative creation and sign-off building information model

- Sustainability

The green building trend is leading many owners to consider the energy efficiency of their facilities

and the overall environment impact of their projects. Sustainable building is good business practice
and can lead to greater marketability of a facility. From the owners perspective, BIM processes can
help:

- Reduce energy consumption through energy analysis

- Improve operational productivity with model creation and simulation tools

- Overcoming Labour Shortage, Education and Language Barriers

Owners face global and local market issues. All projects must meet local approval and typically rely

on local resource to perform onsite activities. Many projects integrate global resources, particularly
for international work; and many industrialized countries are experiencing a growing shortage of
skilled workers. BIM-based delivery of a project can potentially mitigate the impact of these trends
by:

- Maximizing labour efficiency through BIM design linked with pre-fabrication and field planning

- Educating the project team through interactive BIM reviews

- Design Assessment

Owners can with their design team to use a building information model to:
- Improve program compliance through BIM spatial analyses

- Receive more valuable input from project stakeholder through visual simulation

- Rapidly reconfigure and explore design scenarios

- Simulate facility operations

- Facility and Information Asset Management

Owners who view the total lifecycle ownership of their projects can use a building model

strategically and effectively to:

- Quickly populate a facility management database

- Manage facility assets with BIM asset management tools

- Rapidly evaluate the impact of retrofit or maintenance work on the facility

BIM tools guide for Owners and Facility Managers

BIM for Architects and Engineers

Building Information Modelling can be considered as epochal transition in design practice. Unlike
CADD, which primarily automates aspects of traditional drawing production, BIM is as paradigm

shift. BIM integration with analysis and simulation and improving the quality of design, especially in
early stages, provide value to openers equivalent or even greater than any savings in construction
cost; design quality is long lasting, offering benefits over the life of a building.

BIM use in Design Processes

The two technological foundation of Building Information Modelling, Parametric design tools and
interoperability, offer many process improvements and information enhancements within traditional
design practices. These benefits span all phases of design. Some of the potential uses and benefits of
BIM have yet to be conceived, but several tracks of development have evolved for enough to
demonstrate significant payoffs. Here, we consider the role and process of design from four of those

viewpoints which apply in varying degrees to different projects, depending on their level of

information development.

- Concept Design and Preliminary Analyses

Major decisions regarding the value, performance and cost of building are made during concept
design. Thus the potential benefits that design firms can offer to clients will increasingly focus on the
differentiating services thy can offer within the concept design phase. There are different easy to use
tools available for different concept design areas.

Concept design tools must balance the need to support the intuitive and creative thinking process
when a basic design scheme is first being defined and explored with the ability to provide fast
assessment and feedback based on variety of simulation and analysis tools, allowing more informed
decision.

- Building System Design and Analysis / Simulation

As design proceeds past the conceptual stage, systems require detailed specification. Mechanical
system need sizing and structural systems must be engineered. These tasks are usually undertaken

through collaboration with engineering specialists, internal or external to the organization. Effective
collaboration among these activities provides an area of market differentiation.

In this part there are various Analysis and simulation tools along with Cost estimation tools and
collaboration tools used. Refer table for details.

- Construction Level Building Models

Designers can approach the development of construction-level model in at least two different ways:

- As traditionally conceived, the building model is detailed design expressing the intent of the
designer and the client. In this view, the contractors are expected to develop their own independent
construction model and documents.

- As a partially detailed model to be further detailed for use in all aspects of construction, planning

and fabrication. In this view, the design model is the starting point for elaboration by the construction
team.

Various tools required in this area are listed in table.

- Design Construction Integration

Benefits of integration:

- Early identification of long lead time items and shortening of procurement schedule.

- Value engineering as design proceeds with continuous cost estimates and schedules, so that trade-
offs are integrated fully into deign rather than after-the-fact in the form of amputations.

- Early exploration and setting of design constraints related to construction issues.

- Facilitating identification of the interaction between erection sequences and design details and
reducing erection issues early on.

- Reducing the differences between the construction models developed by designers and the

manufacturing models needed by fabricators, thus eliminating unnecessary steps and shortening the
overall design/production process.

- Significantly shortened cycle times for fabrication detailing, reducing the efforts required for design
intent review and consistency errors.

BIM Tool Guide for Architects, Engineers and Designers

BIM for Construction Industry

Typical BIM applications in Construction Industry are as follows:

- Clash detection

- Quantity take-off and cost estimating

- Construction analysis and planning

- Integration with cost and schedule control and other management functions

- Offsite fabrication

- Verification, guidance and tracking of construction activities

Information Contactors want from BIM

- Detailed building information contained in an accurate 3D model that provides graphic views of a

buildings components comparable to that shown in typical construction drawings and with the ability
to extract quantity and component property information.

- Temporary components to represent equipment, formwork and other temporary components that are

critical to the sequencing and planning of the project.

- Specification information associated with each building component with links to textual

specifications for every component that the contractor must purchase or construct.

- Analysis data related to performance levels and project requirements such as structural loads,

connection reactions and maximum expected moments and shear, heating and cooling loads for
tonnage of HVAC systems, targeted luminance levels, etc. This data is for fabrication and MEP
detailing.

- Design and construction status of each component to track and validate the progress of components

relative to design, procurement, installation and testing. This data is added to the model by the
contractor

BIM Tool Guide for Contractors and Construction Managers

Process flow for a project, where the architects and other designers and subcontractors use 3D modelling tools
and contribute to a shared 3D model:

Conceptual diagram of BIM quantity take-off and estimating process:

BIM for Subcontractors and Fabricators

Subcontractors and fabricators perform a very wide range of specialized tasks in construction. The
Benefits of a BIM Process for Subcontractors / Fabricators:

- More efficient Marketing and Tendering

- Reduced Production Cycle-Times

- Reduced Design Coordination Errors

- Lower Engineering and Detailing Costs

- Increased Use of Automated Manufacturing Technologies

- Increased Pre-assembly and Prefabrication

- Better Control, Supply Chain Management and Lifecycle Maintenance

BIM Tool Guide for Subcontractors and Fabricators

 Chapter 5: Common Myths About BIM
In previous chapter we have seen discipline wise as well as project stage wise benefits of the BIM.
There are so much technological advance is happening around the world towards BIM. Some of the
major players like Autodesk and Bentley have developed special BIM software suits (Autodesk BIM

960 degree and Bentley AECOsim Design Suit) to tap into this this BIM mania and get maximum out
of it. However, BIM is still an evolving technology and AEC industry has started to get its head
around it. The true benefits of the BIM are yet to realise and also BIM has to pass hard test of time to
prove its worth. Having said that, there are many organisation myths about BIM running around the

industry. This is because sheer lack of knowledge or made up as an excuse for refuse to change
traditional set methods. Whatever the reason may be, some of the common myths have been explained
here just too have prior heads up before going any further.

Myth 1 BIM is new software

This most common myth across the industry. Any new person or organisation trying to get familiar
with BIM, comes with a prejudice that its must be some sort of new software , which might automate
some procedures and help to reduce their work in some way or other.

Well BIM is not software, rather its entire new way of working which literally transforms the
traditional project delivery methods. Some gets confused as 3D is inherent part of the BIM, so its
new software. Yes it utilises new technologies and softwares, but it essentially as new way of
working. Unlike AutoCAD back in days which had just automated traditional drafting techniques,
BIM applies for entire project delivery right from concept to construction to all the way to operation
and demolition.

Myth 2 BIM is expensive

Another myth about BIM is that this technology is very expensive. It is true that upfront cost required
for BIM adoption is somewhat higher than that of the traditional construction process. However,
several BIM benefits can make up for that loss fairly quickly.

The BIM model enables architects and engineers to create a 3D prototype of a building before the

actual construction process starts, thus helping to reduce costs by detecting clashes and potential risks
well in time. In general, some initial costs associated with BIM implementation include cost of

buying hardware and software, cost required for training employees and administrative costs. But
then, these costs are common to the implementation of any new technology. BIM adoption offers
benefits like helping reduce costs in the long run. According to recent surveys of some of the agencies
like buildingSMART and NBS BIM survey more than 60% of the respondents said they are

experienced cost reduction within two years of implementing BIM.

Myth 3 BIM adoption affects productivity

Like any change adoption, switching to BIM may cause some productivity losses during the initial
implementation phase. Contrary to common misconception, however, BIM adoption does not incur
any long-term productivity losses. In fact effective BIM implementation enables a company to
improve their long-term productivity, as well as maximize return on investments (RoI).

According to recent BIM survey by buildingSMART, NBS BIM and according to McGraw Hill
Construction SmartMarket Reports, around 85% BIM experts said that they noticed a positive impact

of BIM adoption on their company productivity.

Myth 4 BIM benefits the owner only

Some construction professional believe that BIM benefits are limited to owners. In other words, they
claim that BIM implementation does not benefit engineers, contractors, designers and other associated
with constriction project. This is another big misconception. Contrary to this, the effective use of BIM
helps all team members derive several benefits, including getting an income hike.

For example, the use of BIM enables a designer to create high-value designs by allowing them to
analyse and visualise a design more clearly than ever before. Contractors, on the other hand, can
communicate and collaborative with engineers and sub-contractors more efficiently, so as to avoid

mistakes and reworks. Builders can execute a construction process with more accuracy and much

faster than with traditional methods. In fact, the use of BIM makes the whole construction process
more efficient and accurate. With improved efficiency, the construction team is likely to earn more

revenue. Thus, engineer, architects, contractors, subcontractors and everyone associated with the
construction process are likely to get benefits.

Myth 5 BIM is just a sales pitch

This is another misconception about BIM. BIM is not as sales talk, although its help the marketing
team, but its a practical process with proven benefits. BIM has become an integral part of the many
projects. There are major drive from many owners and investors to adopt BIM in their upcoming
ventures.

Myth 6 BIM requires specialized, dedicated resources

BIM dont require any specialized resources, existing staff can implement BIM.BIM does not have to
be hard. Technology advances have streamlined workflows and dramatically improved the way
information is shared between the office and the field. One example is the BIM One Box Nova

MS50 MusltiStation, a high precision total station that allows field teams to capture high-resolution
point cloud data without requiring registration or post-processing. New software is making it easier
than ever to take the data from the model into the field for more accurate layout, and to bring field
data back into the model so that it accurately reflects real-world conditions. And there are simple
ways to get started in BIMfor example, moving from manual to robotic total stations is a good first
step for many firms.

Some of the companies that have been the most successful in BIM are those that have relied on their
existing project managers and project engineers to integrate BIM into their processes.

Myth 7 - Traditional processes are good enough.

BIM is transforming construction. When CAD was first introduced to the market 30 years ago, it took

a while for professionals to accept the dramatic improvement over drafting by hand. Today, CAD is

seen as the standard; why change to 3D? However, firms that dont adopt BIM will miss out on
opportunities as BIM becomes more widespread. The companies that are able to show exactly how

the building was constructed and bring more transparency to the process will increasingly win the
bids.

These are some of the few myths, there are many more myths and confusion as how to change
workflow to accommodate BIM, What type of organization changes needed to implement BIM and

even how to proceed with BIM. Well BIM is real, and its here to stay so as we proceed in next
chapter we will see organization level BIM planning and assessment tools.
 Chapter 6: Getting started with BIM
In previous chapter we have seen wide variety of BIM myths around the industry. Most of the
organisations (small or big) find it difficult to proceed with BIM application across the industry.
Some of the organisations jump straight into the BIM mania without proper planning and strategy. It is

good to have organization level BIM execution plan, well documented and assess. Before that
organisation level BIM maturity assessment should be carried out. BIM implementation plan utilises
management concept of Strategic Management. This chapter helps you to different steps to
implement organisation level BIM. This is just a general guideline and can be varied form firm to

firm. So lets just get started with BIM.

BIM Planning Elements:

Organisation level BIM implementation starts with Strategic Planning. Before going any further lets
just see what strategic planning means. Strategic Planning is a process dedicated towards the
preparation for achieving an organization set of goals by making informed decision through a well
deliberated direction. Strategic planning focuses in an organizations internal capabilities and its
performance in the external environment. This requires as assessment of the organization including
mission and objectives, organizational resources and competencies, the market forces, technological

drivers and other factors that influence the design of strategic approaches towards the end results.

Strategic planning for Building Information Modelling (BIM) is the application of the strategic
planning processes and tools for implementing and integrating BIM within an organization. The
planning sets a foundation for adoption and integration strategy for BIM within and organizational
functional processes. A systematic and planned approach to BIM will guide the organization to
seamlessly integrate BIM with minimal risks.
 Fig. Organization Level BIM planning elements

Step 1 Strategy

Strategic planning of BIM in the organization level has following key features or benefits:

- Clearly understanding the purpose and mission of the organization

- Consistently defining organizational goals and BIM objectives for the organization which align with
its mission in a given time frame.

- Effectively allocating organizational resources in key BIM competency and priorities.

- Providing a benchmark form which progress in each of the competency categories can be measured

at milestones to assess transitions.

- Promoting a teamwork and broader perspective for planning with multiple opinions form different
individuals within an organization for rationalized decision making.

Like any new process, BIM implementation within an organization has a learning curve associated
with it. This is of importance for organizations with relatively low or no experience with BIM as lack
of familiarity can carry some risks for implantation. The first thing an organization has to be to form
BIM Planning Committee.

BIM Planning Committee:

A BIM planning committee includes BIM Champion or Champions at its core. A BIM champion is

person who is technically skilled and motivated to guide an organization to improve their processes

by pushing adoption, managing resistance to change and ensuring implementation of a new technology
or process. Apart from the champion, the planning committee should include individuals who have a

background knowledge of and experience with BIM. In cases where the organization is incapable of
building a planning committee with BIM experience, a consultant experienced with BIM could be
hired to assist the planning committee for the duration of the strategic planning. When assembling the
BIM planning committee, thought should be given to involving personnel with specific

responsibilities and capabilities including:

- An individual who can champion the planning within the organization.

- Decision makers who have authority to grant access to resources (time, funding personnel, and
support infrastructure) required by the team.

- Individuals who might be directly affected by the adoption or change

- Motivated individuals who might be directly affected by the adoption or change.

- Implementers of the BIM process, and

- Individuals to monitor progress and manage change.

Step 2 BIM Uses

The next step in Organization level BIM implementation is assessing current BIM uses and current
BIM Maturity Index of the organization. For this purpose Organization BIM Assessment Profile
template can be developed.
The above given template is just for understanding and can be varied form one organization to

another. The profile provides a basic description for each of the maturity levels identified within the
planning elements. The level of Maturity begins with zero (0), which represents non-existence or non-
use of that element within the organization and goes through the level five (5) in which the planning
element is optimized. Bu using the assessment profile, the organization can quickly document those
elements that are non-existent and those are existent along with their respective level of maturity.

Once the organization has conducted an internal assessment of its current status, the BIM planning
committee then establishes a desired level of maturity for each of the planning element. The inherent
capabilities of an organization, its experience and knowledge, and readiness for change are some of
the competencies that have to be considered when targeting maturities.

Step 3 Process:

After successfully assessing organization level BIM maturity and establishing desired level of
maturity, in this step BIM Implementation processes and transition process form current to targeted

BIM maturity are devised. A typical action plan for organization implementation process should
document details the following:

- Mission and vision of the organization

- Organizational goals and BIM objectives

- BIM organizational planning elements to be addressed

- Expected results for planning elements with time frames and schedules

- Roles and responsibilities for the implementation period

- Communication structure and channel

- Documentation procedure

- Technological and financial resources for the duration of the planning procedure

- Midcourse risk management procedure and

- Feedback loop.

Once the planning committee has documented their strategy, the organization will benefit from
developing a Roadmap

BIM Roadmap

Road mapping is the process of displaying the integration of strategic changes in the business process.
A roadmap quickly communicates the key components of the organization strategic plan in a simple
graphical representation. For organizations road mapping their BIM strategy, it is important to

understand the type of information to be displayed and the steps involved in developing a roadmap.

The categories defined for developing a BIM organization strategic roadmap include:

- Planning elements including BIM Uses

- A time frame

- Current status of the organization with BIM (Where are they now?)

- End state of the organization with BIM (Where they want to be?) and

- Intermediate stages or milestones required to be achieved (How to get there?)

- BIM uses that will be used internally within the organization.

Roadmaps are used as a tool to plan, visualize and implement a strategy. There are number of types
and differ in use based typology.

Step 4 Information

After road mapping BIM implementation strategy, next essential step is assessing information need
for BIM implementation across the organization. The most comprehensive way to determine

information needs is from interviews of key stakeholders in each working group. To determine the
information needs for the working group or organization, four primary questions should be addressed:

- What building elements or other information (e.g. rooms and zones) is tracked and what additional
formation would be beneficial to track?

- What information is beneficial to be displayed graphically, in addition to the facility data?

- What is the level of development necessary for each element of the Model to receive the benefit?

- What are the level of development or facility data about the building elements that need to be
documented, including those that are currently tracked and those that would be beneficial to be
tracked?

To transfer information seamlessly form one application to another, information must be categorized

according to model element standard. To answer these questions for each operating unit, they should
use an element breakdown structure. There are several different model element breakdown structures

that can be used depending upon the granularity the organization wishes to document.

Determine Model Needs:

Once a model element breakdown structure has been selected for the organization, the model needs of

each facility element for each working group should be determined. This can be accomplished by
stepping through each element of the facility data and determining if a visualization of that element
would be beneficial to the working group.

Determine Level of Development (LOD):

If a model element has been determined to be valuable to the working group, the working group then
determine what Level of Development (LOD) is necessary to achieve the benefit for that specific
model element. The Level of Development describes the level of completeness to which a Model
Element developed. There are several ways that Level of Development can be documented. The most

widely used form is defined in the model progression specification of AIA E202. The following table
shows an example of the Level of Development Descriptions.
One item the Level of Development does not specify is the Facility Data needed about each facility
element. The facility data attributes and properties should be specified about each element.
Sometimes it may be possible that an element is not modelled but needs to have facility data
documented for it.

After both model needs and facility data needs have been determined for each operating unit, they
should be complied into single list of information needs for the organization. This can be
accomplished by selecting the highest Level of Development for each model element and by

compiling the facility data elements. When compiling facility data elements, the implementation
should ensure that no property is duplicated through using multiple terms for the same property. Once
all the information needs are complied, they are used as a central structure for all the model and
facility data information need throughout the organization.

Step 5 Infrastructure

The infrastructure needs should consider the BIM Uses, processes and information needs of the
organization. The infrastructure needs of an organization should include software, hardware and
physical spaces.
Software:

Selecting the proper software is one of the critical factors to successful BIM implementation within

the organization. There are many factors that should be considered when selecting software. Of these,
it is important to always ask Does the software meet the needs. Before purchasing and evaluating

software, an organization should know the purpose they are trying to accomplish with the
implementation of that software. In this case, what BIM use does this software support and how well
does it support it.

Factors to consider when selecting software system:

Hardware:

Not having the proper hardware to support the software systems can lead to challenge and frustration
when implementing and integrating BIM within the organization. It is essential that the organization
understands the hardware specifications of the computers in which BIM Models are created. Also it
is important that hardware supports the BIM Uses specified by organization.

Physical Spaces:

The organization needs to consider how the end-users will interact with the data. This includes both
the device and physical space. Three workstations types need to be considered are mobile, fixed and

collaborative, each of which has its own benefits and drawbacks.

Mobile Workstation

If the end-user is mobile, it may be possible to access information via. A smart phone, slate or tablet

devises. A number of software vendors supply mobile version that can seamlessly access the data and
ability to update information in the location in which the task is being performed.

Fixed / Semi-Fixed Workstations

If the end-user does not change location often, consider a desktop computer. If there are occasions
that the end-user has to relocate but can work at a desk consider a laptop computer. In either case, a
personal computer usually offers the user more processing power and higher functionality of
software. When selecting a computer the most critical specifications are the processor speed, the
amount of RAM and the graphics card. Additionally a large format display or multiple monitors may
also allow for productivity improvements.

Collaborative Workstations

Additionally, how the end-user interacts with each other must be consider when determine

infrastructure needs. It may be valuable to develop collaborative spaces to allow for interacting with
data in larger group. First, the organization should consider the necessary of this space or if they have
space that could be converted into a more collaborative environment. If the organization decides to
proceed with the development of new collaborative environment, they should consider a number of
items. Firstly, the number of people the space should support, remembering that anything much larger
than 20 persons should be a presentation space rather than a collaborative workspace. Secondly, the
display should be considered. Based on the size of the space, the number of people it supports and the
primary purpose of the space, the display can be selected. Consider items such as large HDTVs,
interactive displays and large format projection, remembering that in any case resolution of the
display is important. Also, do not discount the importance of the furniture.

Step 6 BIM Personnel

Having the proper personnel is one of the most critical factors to successful implementation and
integration of BIM. When considering personnel, the BIM Implementation Team should consider the

organizational structure, the different roles and responsibilities, the training and education and how to
manage change within the organization.

One of the first questions to answer when planning for implementation is How is BIM going to be

supported within the organization? There are several options answering this question.

One option for how BIM is supported by the organization is hiring an outside consultant to handle the
integration of BIM. This option is beneficial for those organizations that have little experience with
BIM. However, it will require the consultant to learn about the processes of that organization to be
most effective.

The second option is to put the responsibilities of integrating BIM on those who will be implementing
BIM themselves. The benefit of this option is that these personnel have the most experience of their
own processes. Several drawbacks of this approach are that they may need a fresh approach to their

processes to receive the most benefit from BIM and they need to be allocated enough time to plan and
implement BIM with the working group. This is difficult if they maintain the same roles and
responsibilities.

A third option is to hire or develop an internal BIM personnel or team. With this option, the personnel
should have a better understanding of the organizations processes; however there will be expenses
with educating and training of the team.

The best option may be a hybrid if the options. In the initial stages a consultant may be hired to assist
in the development of strategic BIM Plan. From there, a BIM Planning Team can be established. The
BIM Planning Team should consist of each of the option including: BIM Champion(s), Management
BIM Advocate and Operating Unit BIM Leads. This cross-functional leadership team needs to consist

of members that are willing to learn to think outside traditional methods of operation. Additionally,

while the committee members do not have to be the most senior members of the operating unit, they
will have to speak for the needs of the entire unit and share the thoughts of the BIM Planning

Committee with their operating unit.

With a BIM Implementation Team established, the roles and responsibilities of each member of the
team should be established and documented. This includes requirements and deliverables for each of
the individual in the team. There are various BIM personnel and their hierarchy; we will discuss that

in detail in separate chapter called BIM Personnel

There are many different strategies related to both educating and training personnel about Building
Information Modelling. Education is critical to helping an organization better understand BIM, and
also the organizations purpose of using BIM. It is important that an organization develops a
consistent educating program for the staff about the true capabilities of BIM; to educate the staff, but
not oversell the capabilities of BIM.

An organization needs to determine what is important to convey through the various education
mediums. A few examples of these items include:

- What is Building Information Modelling and how can BIM be use?

- What is the organizations purpose for BIM including mission statement and the Strategic BIM Plan?

- How BIM impacts their role and responsibilities and their processes.

- What are the organizational lessons learned and the resources available?

There are several different methods for education. These can include both items created internally
and the use of external resources. Some of these methods include classes, webinars, videos, books,
papers, and knowledge sharing resources. There are plenty of education resources available. Open
resources can be used before the organization spends the efforts to create their own propriety

education resources.

BIM training mostly includes specific process or software system. Before any training takes place, a
training strategy should be established. The training strategy should include what to train on; who

needs what training and what are the methods to achieve the necessary training.

BIM Implementation in organization is very vast topic with many aspects. There are so many aspects
which needs to further elaborate and discussed. This is just overall glance at much deeper and
multidiscipline topic. Reader can further study each topic inn details as per his/her requirements.
 Chapter 7: BIM Implementation Framework (Project Specific)
In previous chapter we have seen detailed plan about How to implement BIM in organization. In this
chapter we see how we can apply BIM in particular project. To successfully implement BIM, a
project team must perform detailed and comprehensive planning. A well-documented BIM Project

Execution Plan will ensure that all parties are clearly aware of the opportunities and responsibilities
associated with the incorporation of BIM into the project workflow.

The use of BIM throughout the project cycle can be represented as:

The BIM Implementation Framework has following major categories:

Project Initiation:

To start the Project using BIM and using IPD (Integrated Project Delivery) its necessary to define

Core Collaborative Team, Project Objectives, project Phases, and overall communication plan
throughout the projects phase.

Project Description:

Enter key information about the project below. Include the project name, owners project number,
address, project description and areas of the project that will and will not be modelled.
Core Collaboration Team

Projects Core Collaboration Team ideally should include at least one person from each stakeholder

involved in the project, such as the owner, architect, contractor, subcontractor, sub consultants,
supplier and trade contractors. This team is responsible for:

- Completing BIM Deployment Plan

- Creating the document management file folder structure and permission levels in the collaborative
project management system

- Enforcing the action plan set out in this document throughout design and construction of the project

List the Core Collaboration Team members for Project:

It is better to develop detailed Project initiation workflow at the start of the project. A simplified
diagram of project initiation workflow is given for guidance.
Project Goals and Objectives

Using collaborative project management and BIM technologies on projects can offer tangible as well
as intangible benefits. Below, list the objectives of using BIM and collaborative project management
technology and processes of the project. It is necessary to set a timeframe against each objective. The
first row shows and example.
 Collaborative
Process mapping

To get the most out of collaborative project management and BIM initiative during project, it is

essential to invest a bit of time up front to map out planned collaboration among the team members at
each phase of the project.

Here is sample collaboration plan for three different delivery methods namely Integrated Project
Delivery, Design-Build Project and Design-Bid-Build project Delivery.

Definition for each project delivery method:

Integrated project Delivery:

This Method calls for integration at the onset of a project, and utilizing up-to-date technology to foster

flexibility and successful project outcomes. This method collaboratively harnesses the talents and
insights of all participants, fosters a great degree of communication and promotes intense
collaboration among the project team.

Design-Build Project Delivery:

With this method, one entity performs both architectural/engineering and construction under a single
contract. The design-builder warrants to the contracting agency that it will produce documents that are
complete and free of errors.

Design-Bid-Build Project Delivery:

With this method, documents are fully developed by a designer paid by the owner before bidding by

multiple contractors. This method limits a contractors ability to use BIM to its full potential as a

coordinated tool.

Integrated Project Delivery (IPD)

Design-Build Project Delivery

Design Bid Build Project Delivery
Foe ready reference and better understanding a side by side comparison of all three delivery
approaches is given in simplified diagram below:
Modelling Plan

To help the project run more efficiently and cost-effectively during every phase, it is necessary to do
as much planning as possible. Decide which models will be created during the different phases of the

project and who will be responsible for updating models and distributing them. Content and format of
models should be predetermined as much as possible.

Model Manager

Each party owner, architect, contractor or sub consultant responsible for contributing modelling
content should assign a model manager to the project. Each model manager has a number of
responsibilities that include but are not limited to:

- Transferring model content from one party to another

- Validating the level of detail and controls as defined for each project phase
- Validating modelling content during each phase

- Combining or linking multiple models

- Participating in design review and model coordination sessions

- Communicating issues back to internal and cross-company teams

- Keeping file naming accurate

- Managing version control

- Properly storing models in the collaborative project management system

List the model manager for the project in the table below:

Planned Models

During the course of the project, the project team may generate multiple models. Typically the

architect and any sub consultants generate a Design Intent model to depict the design intent of the
building, while the contractor and any subcontractors generate a Construction model to simulate
construction and analyse the constructability of the project. The construction team should provide
input for the Design Intent model, while the design team should provide input for the Constriction
model.

Even when the team is committed to using integrated project delivery (IPD) methods, it is sometimes
necessary to create separate models due to contractual obligations, risk factors, and the functional
intent of each model. For example, the Design Intent modelused to depict the design intentmay
not include information on the means and method or sequencing of construction. Other models may be
created specifically for certain types of analysis, such as energy consumption or safety. These

Analysis models are usually spinoffs of either the Design Intent model or the Construction model.

In the table below, outline the models that will be created for the project. List the model name, model
content, project phase at which the model will be delivered, the models authoring company, and the

model authoring tool to be used. For models that will not be used or created in the project, just leave
the row blank; add rows for any model types you anticipate a need for that are not already listed. The
first row offers an example:

Model Components

As an aid to usability during later phases of your project, specify what the content, level of detail, and
file naming structure of your models should look like.

Modelling Object Properties

The level of property information in the modelling objects and assemblies depends on the type of

analysis to be performed on the model.

Modelling Level of Detail (LOD)

A detailed Level of Detail (LOD) Analysis is perform to identify which components will be
modelled by whom, the level of detail and during which project phase or milestones they will be
modelled. The LOD is broken down into four levels: L1, L2, L3 and CD. In L1, the model will
indicate basic shapes that represent approximate size, shape and orientation of objects. These objects
may be in 2D or 3D. In L2, the model will include object assemblies with approximate size, shape,

orientation and object data. In L3, the model will include data-rich assemblies with actual size,
shape, and orientation. In CD (Construction Document), the model will include. We have discussed
LOD in previous chapter also.

Contract Document Deliverable Requirements

Two-dimensional paper drawings or documents may be generated from certain models to fulfil
contract document deliverable requirements. Certain models will be used for analysis purposes only
and will not be included as part of the contract document deliverable requirements.

For easy understanding below is simplified diagram for BIM Modelling Plan
Detailed modelling Plan

For each phase of the project, the project team should create a detailed modelling plan, which should
include modelling objectives, models included, and the roles and responsibilities of model
contributors. Model objectives and model manager roles and responsibilities by phase are outlined
below:

Conceptualization/Conceptual Design

Objectives: Provide initial design based on conceptual parameters established by the owner, ensure
that code and zoning requirements meet project objectives, and establish a 3D reference point of
model coordination.

Model Roles: A model may or may not take shape during the Conceptualization/Conceptual Design
phase. If a model is created, its role will be to depict the visual concept and general layout of the
project.

Responsibilities: The architects designated model manager will establish a baseline model to be
used as the basis for other models. During the Conceptualization phase, model managers from all

parties will establish modelling standards and guidelines.

Criteria Design/Schematic Design

Objectives: Provide spatial design based on input from the Conceptualization/Conceptual Design

phase; provide initial design for building system and attributes including architectural, structural, and
MEP; identify initial coordination issues among building systems; receive input from suppliers and
fabricators regarding system cost, placement, fabrication, and scheduling

Model Roles: The Architectural model will show the general design and layout of the building
structure and act as the baseline for all other subsystem designs, such as MEP and Structural models.
The subsystem designs will be used to show initial selection and layout of building components. The
combined Coordination model will show the spatial relationship of the Architectural model and
subsystem design models.

Responsibilities: Once the baseline conceptual structure has been created, the architects model
manager will send the model to the sub consultants so they can develop their designs. The sub
consultants designated model managers will audit and deliver the completed models to the
architects model manager. The architects model manager will review the models to ensure

compliance with the phase requirements. Once the models meet the requirements, the architects
model manager will link or combine cross-disciplinary models. The architects model manager
should also eliminate duplicate or redundant objects, and accurately name the Coordination model
and store it in the collaborative project management system.

Detailed Design/Design Development

Objectives: Provide final design of building and building systems; resolve coordination issues
between building systems; provide a Construction model capable of analysing schedule, cost, and
constructability; provide Fabrication models to analyse the coordination of trades. Once the final
design decisions have been made, the architects model manager will send the Coordination model to

the sub consultants so they can finalize their designs.

Model Roles: The Architectural model will continue to act as the baseline for all other subsystem
designs. The subsystem designs will be modified accordingly to represent the enhanced design. The

combined Coordination model will continue to show the spatial relationship of the Architectural
model and subsystem models

Responsibilities: The sub consultants model managers will use the Coordination model to revise and
complete their designs. Once the models are complete, the sub consultants model managers will

deliver their models to the architects model manager. The architects model manager will review the
models to ensure compliance with the phase requirements. Once the models meet the requirements,
the architects model manager will link or combine the multiple models to update a new Coordination
model. The model manager should also eliminate duplicate or redundant objects. The architects
model manager will deliver the Coordination model to the contractors designated model manager.
The contractor will use the Coordination model for the basis of the Construction model.

Implementation/Construction Documents

Objectives: Finalize design of the building and all building systems, prepare documentation for

agency review, and provide construction modelling that highlights constructability, trade
coordination, and fabrication.

Model Roles: All design models will be used to reflect the final design. The models will then be
used to generate the contract documents. The Construction model will be used primarily for
estimating, scheduling, and constructability analysis.

Responsibilities: The architects and sub consultants model managers will prepare contract
documents for agency review based on the Coordination model. The contractors model managers
will send the baseline Construction model to the suppliers and subcontractors. The suppliers and
subcontractors will submit Fabrication models, which replace traditional shop drawings. The

contractors model manager will incorporate these models into the Construction model.

Agency Coordination Bidding

Objective: Revise Coordination model based on agency feedback and finalize Construction model.

Model Roles: The design models will be adjusted to reflect agency feedback. The Construction
model will be enhanced and further used for estimating, scheduling, construction sequencing, trade
coordination, and constructability analysis.

Responsibilities: The architects model manager will communicate agency comments back to the
design team. The sub consultants model managers will revise their design models accordingly and
submit them back to the architect. The architects model manager will update the final Coordination
model

Construction

Objectives: Update Coordination model based on submittals, RFIs, or owner-directed changes;

maintain the Construction model based on construction activities; develop an As-Built model to
reflect the actual fabrication of the building. The construction team will submit RFIs and submittals

through the collaborative project management system.

Model Roles: The Coordination model will be revised throughout construction, based on owner
directives and unforeseen conditions. The model will always reflect the revised contract documents.
The Construction model will be used for scheduling analysis, construction sequencing, and trade
coordination. The As-Built model will be used to represent the actual assembly of the building(s).

Responsibilities: The architects model manager will work with the architects consultants to answer
the RFIs and submittals and adjust the Coordination model accordingly. The contractors model
manager will update the Construction model and will work with the suppliers and subcontractors to
develop an As-Built model.

Facility Management

Objective: Use the As-Built model for facility management, and update the model based on on-going
operations

Model Roles: The As-Built model will be used to represent the actual assembly of the building(s)
from construction. The model can be updated further and used to show construction changes and
facilitate the operation of the facility.

Responsibilities: The facilities management model manager will update the model based on on-going
operations.

Analysis Plan

By listing and specifying what types of analysis your project is likely to require at its inception, you
can ensure that key models will include relevant information, making analysis easier and more
efficient.

Analysis Models

Your projects scope of work may require certain kinds of analysis, such as those listed below, based
on existing or specially created model(s). In most cases the quality of analysis depends on the quality
of the original model from which the analysis is derived. Therefore the project team member
performing the analysis should clearly communicate the analysis requirements to the original model
authoring team member.

Quantity Take-off Analysis

The objective of quantity take-off analysis is to use modelling property data to automate or simplify
the quantity take-off process. This information from the quantity take-off tool can then be imported
into or tied to cost-estimating software. For the quantity take-off process to work seamlessly, the
original modelling author must include the relevant property information in the design.

Scheduling Analysis

Scheduling analysis lets the project team use the project model to analyse the timeline and sequencing

for construction. This information can then be used to modify or adjust the construction schedule.
While tools do exist that allow project team members to visualize construction over time, no such
systems yet interact automatically with scheduling tools.

Clash Detection Analysis

Clash detection analysis is done to check for interferences among the designs of one or many models.
To reduce change orders during construction, clash detection should be performed early and continue
throughout the design process. For clash detection to work properly, your projects models must have
a common reference point and must be compatible with the clash detection tool.

Visualization Analysis

Visualization tools let the project team view the design or construction of a project in 3D, giving a
more accurate perspective on the end product.

LEED Rating/Energy Analysis

LEED (Leadership in Energy and Environmental Design) Rating/Energy Analysis tools help the
project team evaluate the impact of design decisions on sustainability and energy consumption. This
analysis model is usually based on the main Architectural model, after which material and building
system inputs can be used to evaluate the projects sustainability and energy consumption.

Structural Analysis

Structural analysis tools use the model to analyse a buildings structural properties. Structural
analysis programs typically use the finite element method (FEM) to measure the stresses on all
structural elements of the design. For structural analysis to work seamlessly, the original structural
modelling tool must be compatible with the structural analysis tool, and the original structural model

property data must include information about the structural elements.

Detailed Analysis Plan

For each type of analysis that may be performed for the project, list the models used for the analysis,
which company will perform the analysis, the file format required, the estimated project phase, and
the tool to be used for analysis.

Project Collaboration and Communication Plan

Creating a collaboration and communication plan early on will help team members efficiently
communicate, share, and retrieve information throughout the project. Such a plan helps you get the
most out of your collaborative project management system, saving time and increasing ROI.

Communication Plan

Messaging and Communication Protocol

All electronic communication on the project should be captured and stored as part of the project
record. Many collaborative project management systems have internal messaging functionality. All
electronic communication between Core Collaboration Team companies on the project should be

uploaded or sent through the collaborative project management system. A copy of all project-related

emails sent from outside the collaborative project management system should be uploaded to a folder
in the document management file folder structure, or uploaded to the correspondence module.

Meeting Minutes

Meeting minutes and agendas can be created in the collaborative project management system. The
minutes and agendas should include general information such as time, date, and location of meeting,
attendance, and discussion details. The discussion details should include information such as issue

origination date, responsible parties, and required completion date etc.

There will be different types of meetings on the project, including general progress meetings, design
coordination meetings, safety meetings etc. In the space below, list the types of meetings necessary
for the project, meeting host(s), required attendees, and required technology. The first row shows an
example.

Correspondence

All formal correspondence among Core Collaboration Team companies should be generated in, or
scanned and uploaded to, the collaborative project management system. Important correspondence
received from non-Core Collaboration Team companies can also be scanned and uploaded to the
system in the correspondence module.

Collaboration Plan
Document Management

You can create a file folder structure in your collaborative project management system, then give
project team members the ability to upload, download, edit, mark up, and view documents in the

folder structure, based on permissions assigned by the Core Collaboration Team.

Permissions and Access

The Core Collaboration Team for the project should decide on permissions for the document
management file folder structure. In the table below, list the folder or subfolder, intended file content,

and permission levels. Examples are shown below.

Folder Maintenance

Although file folder structure and permissions should be defined by the Core Collaboration Team, the
project system administrator (PSA) is responsible for setting up the structure and maintaining the
system.

Folder Notifications

Select groups, individuals, or the entire project team can be notified based on activities in the file
folder structure. Notification messages should include information about the file(s) updated and who
updated them. List the people and groups to be notified for different activities in various folders in the
table below. The first row shows an example.

File Naming Convention

All files should be accurately and descriptively named. Avoid using the date in file names, as the
collaborative project management system will control the dates and versions. If there are files with
special naming requirements, list them in the table below. The first row shows an example.

Design Review

The collaborative project management system efficiently manage design review process, enabling the
appropriate parties to efficiently log and update their design review comments, issues, and clash
detection reports. The collaborative project management system should allow users to log design
review comments. The system will also track progress and resolution of the design review comments.

In the table below, list the model(s) being reviewed, the reviewers, estimated design review start and
completion dates, and how many days the authoring company has to respond to the design review
comments. An example has been provided.

Bid Management
For faster, more efficient bids, all bid documentationincluding drawings and specificationscan

be made available in a Plan Room on the collaborative project management system. The potential

bidders can be given access to this Plan Room by the PSA, and may access the documents, download
them, or have them printed at a reprographics firm. When there are changes to the plans in the form of

addenda, the collaborative project management system will automatically notify all bidders.

Construction Management

The collaborative project management system supports your construction management process by
managing requests for information (RFIs), submittals, meeting minutes, daily reports, and other

modules selected by the Core Collaboration Team. The Core Collaboration Team will also define
permission levels and access to the construction management modules.

RFIs

RFIs will be created in the collaborative project management system. The RFI will include all
appropriate information that describes the issue, along with electronic attachments that may include
photos, specifications, and marked-up drawings.

Submittals

Submittals will be organized and electronically submitted through the collaborative project
management system. The submittal packages will include all appropriate information along with
electronic attachments of the submittal items whenever possible. The submittal packages will be
issued with an electronic transmittal.

Daily Reports

Daily reports can be entered in the collaborative project management system. The daily reports will
include the date, general information, weather conditions, activities, manpower, major equipment
used, major material deliveries, safety incidences, and quality control issues. In addition, progress
photos and other electronic files should be attached to the daily reports when necessary.

Cost Management

The collaborative project management system will facilitate cost management by managing budgeting,
purchasing, the change order process, and the payment application process, as well as cost reporting.

The Core Collaboration Team for your project will define permission levels and access to the cost
management modules.

Project Closeout

The collaborative project management system can ease your closeout process. The punch list process
will be managed in the system either through system functionality or by uploading the documentation
to the file folder structure. A number of documents, such as As-Built, commissioning documents,
warranties, and O&M Manuals, will need to be submitted to the owner. These documents can be
uploaded in the file folder structure.

This plan should be used as general guidelines and detailed plan for each project should be devised.
Autodesk white paper series and BIM deployment plans are extensively studied to develop these
guidelines.
 Chapter 8: Major BIM Implementation Hurdles
So far we have seen significant benefits of adopting BIM for all stakeholders across the AEC
industry. At this point you might think that, if BIM has such an great benefits and promising increase in
productivity and profits, why is there relatively slow growth in terms of wide spread adoption. What

is holding the AEC industry back? Well, despite the significant benefits associated with BIM there
are a host of legal issues, risks, and barriers which the industry has not addressed properly. Primarily
because BIM is a relatively new approach, there is number of uncertainties and potential risks in its
adoption. Though there are number of BIM implementation hurdles, for the sake of simplicity here it

is categorized in five major groups, namely, Commercial issues; Legal Concerns; Technical issues;
Education and Training and people. Lets address each of this one by one.

Commercial Issues:

Immediate Benefits Do Not Accrue to the Key Adopter (Designer)

The benefits of BIM for owner and contractors can be easily identified, however, for the design
professionals; the economic advantages of BIM are less immediate. BIM actually creates significant
practical obstacles to the deign professional. The designers must adopt new technology, train their

employees, and champion the use of BIM to be competitive in their respective design discipline.
Basically, if there are no economic benefits (i.e. guarantee of additional fees) the designers have little
incentive to fully adopt BIM processes since this process can increase the designers potential
liability. The design professionals are currently experiencing asymmetrical rewards for BIM
(excessive risk with no reward).

Absence of Standard BIM Contract Documents

The lack of standard contract documents which address BIM ultimately hinders its development.
Standard contract documents perform three key functions:
- Provide framework for practice

- Establish consensus allocation of risks and an integrated relationship between risks assumed,

dispute resolution, and insurance

- Reduce effort involved in documenting the roles and responsibilities of the participants on the
project.

Current contractual forms clearly separate, define, and allocate responsibilities and risks among
contracting parties. In a shared information and shared risk situation, this current practice is seen as

inefficient and dysfunctional. With integrated practice focused on the use of a building information
model by a collaborative team, the ability to rely on the information contained in the database is
pivotal. Without agreements on the sharing of information and the ability to rely on the shared
database, integrated practice founders.

Many of the basic roles and responsibilities on a project change under BIM. Contracts that establish a
consensus allocation of risks and provide a framework for practice will take time to develop.

Insurance

The law cannot keep pace with technological advances. Presently, design firms, contractors, clients,

and insurers have a shared understanding of where the responsibility of one party ends and that of
another begins. Bright line separations are helpful in determining liability. Since insurance tracks
legal liability, it too is dependent on a clear separation of responsibility and, therefore, liability. A
collaborative system presents legal ambiguities. Without a clear delineation of responsibility,
insurers will be hesitant to assume such imprecise exposures.

Inertia

The reality still remains that the AEC industry has historically reacted rather slowly to change,
especially dramatic and fundamental change driven by technology. The use of BIM in the design and
construction industry will lead to a revolution in project delivery methods. However, this revolution

cannot be achieved unless the project has a fully collaborative project team. To ensure this team

structure, the parties must be required to do so as a result of their contractual obligations.

Need for a New Business Model

Presently there is no defined collaborative business model available in AEC industry worldwide.
Such collaboration is not easily achieved by firms with differing cultures and economic interests.
Until this occurs, design firms will continue to receive a benefit that is disproportionately minor
compared to their investment and risks.

Legal Concerns

Risk Allocation (Collaboration vs. Responsibility)

Our legal framework assumes a less collaborative environment with clearer delineation of
responsibility. As we move forward with BIM projects, risks will need to be allocated rationally,
based on the benefits a party will be receiving from BIM, the ability of the party to control the risks,
and the ability to absorb the risks through insurance or some other means. BIM is the responsibility of
every project team member that utilizes it. Contractors and construction managers need to understand

that coordination, whether through BIM technology or a light table, is their core service to the project.
BIM coordination improved communication, which decreased construction cost and time, thus
reduced overall risk. As the leaders of construction coordination, contractors and construction
managers have the responsibility to encourage and facilitate the sharing and distribution of BIM
technology on a project. Appropriate contract language will guide the open sharing of information
between team members. In addition, the design teams must also recognize the benefits of sharing all
available electronic information with the entire project team. Subcontractors are still responsible for
fully conveying their interpretation of the design intent to the design team. They also must coordinate
their work with that of other subcontractors by sharing electronic information they have developed in
file formats that can be used and combined with the work of others.

Standard of Care.

Design professional liability is almost always based on the standard of care. A basic understanding
of the standard of care is helpful at this point in time. A typical standard of care clause is as follows:

The Design Professionals services shall be performed in a manner consistent with that degree of
skill and care ordinarily exercised by practicing Design Professionals performing similar services in
the same locality, and under the same similar circumstances and conditions. Tort liability is directly
linked to the standard of care and contracts often reference it as the liability standard. Because roles

are changing, clearly defined standards will not exist. Clearly, the design professionals agreement
should explicitly permit reliance without detailed checking, but the ability to rely on anothers work
may be limited by professional registration statutes and ethics. This may lead to using risk transfer
devices, such as limitations of liability or indemnity agreements, as methods to rebalance design
professional liability.

Privity and Third-Party Reliance

The extent to which third parties may rely upon a designers work is a highly contested subject. The
use of a collaborative model lessens the likelihood that the designers defences of lack of privity will

be successful. With BIM, there must be a free exchange of data and the ability to rely on such data
when incorporated into the final model. Harm can still occur, however, and whichever party is seen
as controlling the information may be seen as the source of the harm. If the model becomes a tool to
assist the client in operating or modifying the facility, the question of the rights of the client to use all
the information in an unregulated way also becomes paramount.

Economic Loss Doctrine

The economic loss doctrine is another highly contested defence to contractors actions against design
professionals. Simply stated, the doctrine holds that purely economic losses cannot be recovered
through a negligence cause of action. As with the privity and third-party reliance defences, the utility

of the defence varies among jurisdictions and is dependent upon specific facts. However, the use of a

collaborative model will be a factor tending to support a contractors claim that it should be able to
recoup its economic losses.

Distributed Design (Professional Responsibility)

For the protection of public health and safety, it seems logical that a licensed design professional
always be in charge of the creation and modification of the data that forms a digital model. However,
that is not presently required and perhaps may not be the final outcome. Design elements are

increasingly delegated to unregulated parties such as contractors, fabricators, and manufacturers.

With BIM, parties supplying design information are not, by contract, under the responsible charge of a
prime design professional. BIM may lead to increased decision making not by design firms using
professional judgment, but rather by construction entities or by a computer program working on pre-
set rules created by independent organizations not subject to registration laws.

Intellectual Property

The ownership of the intellectual property generated in the BIM process has not been addressed. In
the shared design philosophy intrinsic in BIM, there are layers of intellectual property provided by

design participants and others that are incorporated into the final model. With the project stakeholders
all being able to share project information and add details to the project model, the copyright bright
line will be blurred, which can lead to disputes over who owns the copyright should any of the design
elements attempt to be used on future projects. To further complicate this issue, there may be
inadvertent sharing of proprietary information, trade secrets, or patented processes. Confidentiality as
well as ownership rights may be compromised.

Technical Issues

Universal Model or Multiple Models

In theory, BIM relies on a single information store that meets the needs of all project participants.

Changes to design, whether architectural, structural, mechanical, or electrical all occur within the

model. Contractor and supplier information is integrated into the model, adding more detail to the
design. That model then produces the field and shop level drawings. This level of integration has

been achieved in certain manufacturing processes, but is not the current construction reality. Meaning,
there is rarely one model. Significant effort is being made to tighten the integration between BIM
software and to support interoperability, but the single model and perfect interoperability is still a
dream not reality.

Interoperability

Interoperability is the ability to manage and communicate electronic product and project data among
collaborative firms. The ability of different software packages to sue, edit augment and exchange
information depends upon universal standards for describing construction elements and systems. For
the application of BIM this interoperability is the key part, but there is still no significant progress in
this area. International Alliance for Interoperability (IAI) is dedicated to facilitating interoperability
by defining Industry Foundation Classes as a uniform basis for collaborative information use and
exchange. There are at least ten (10) initiatives (either on-going or in start-up mode) which focus on

BIM and various interoperability and industry process There also seems to be a united opinion among
AEC players with the concerns over BIM platforms not speaking to each other which have been
recently heightened by the rigorous new BIM requirements set forth by the United States Army Corps
of Engineers (USACE). In short, the USACE is mandating Bentley sole usage, which is not currently
compatible with Autodesk systems.

Model Hosting and Archiving

An Agreement should be reached at the inception of the project who will host the model. The parties
may elect to use an outside vender as a model host during construction and post construction
activities. The agreement needs to include responsibility for model use and access, record keeping,
protecting the model, warranty, and preserving the model for use in later litigation. It may also

require archiving the model at periodic intervals, or milestones, to demonstrate the models state at a

particular point in time. There are a host of other BIM risks associated with technology that must be
considered and addressed within the contractual framework of the Agreement.

Education and Training

Education and Training has become an important part of BIM implementation due to the process and
technological changes within the organisation. In order for the implementation to be successful, all

affected people require to be up skilled. Those who are in specific positions may require gaining
certain standards of education and training. This is noted as certification on the concept map,
however such standards are not being implemented by training providers currently in regard to BIM.
Those who could complete such certification programmes will engage and administer organisational
process and technological changes that are initiated through BIM implementation appropriately.
Therefore a growing need for such educational programmes to be hosted by academic organisations
has been a requirement. Currently only a handful of academic programmes based on such expertise
exist around the world, however few more organisations are working towards creating these
programmes. Learning of the best practices through professional training is the other important aspect.

BIM technology is linked with many other sources of data, e.g. costing, scheduling, and materials
flow. However depending on the tools being used such links may or may not be available to a great
extent. When the BIM technology is being used appropriately most of such links that show data from
building lifecycle becomes visible.

People

One of the major hurdles in implementing BIM is a people. As BIM is not another piece of software
that automates some process, but its an entirely new away of working and collaboration. BIM
changes the way we work, collaborate and share data. As normal human tendency is refusal to
change, convincing people to adopt new way of working which do not show any immediate sign of

improvement in their day today life, is quite a task for all organization willing to adopt BIM. It is

somewhat better to convince young professional but convincing a guy who has worked almost its
entire career in traditional way to switch to entire new away of Woking is very difficult. Most of the

organizations are trying to change the outlook of their work force through various training sessions,
seminars and meeting, but in spite of that its still going to take some time, until people really
understand far reaching benefits of BIM and adopt a BIM working style.

As the more and more firms and some the clients are pushing for BIM, some of these hurdles are

being addressed. Significant efforts are being put by each stakeholder in the project to overcome this
hurdles and reap the potential benefits of using and implementing BIM.
 Chapter 9: BIM Data Exchange Platforms
By definition Building Information Modelling (BIM) is process involving the generation and
management of digital representation of physical and functional characteristics of a facility. The
resulting Building Information Model becomes shared resource to support decision-making about a

facility form earliest conceptual stages, through design and construction, through its operational life
and eventual demolition. As we can see seamless Data Exchange between different disciplines,
Stakeholders and software tools, its a backbone of BIM technology. But its also the major hurdles
and limiting factor for BIM adoption. To bring Owner, Engineers and Designers, Contractors and

subcontractors along with facility managers, on one single platform, its near to impossible task.
Every owner has its own software and data exchange standards, so does Engineers, Contractors and
facility managers. To make BIM work we need to have common data exchange platform, which can
share data and information from one software to another and can convert data form one format to
another. There is significant efforts are being put in this direction, but still there is no any common
data exchange platform available. Although two promising technologies are gaining acceptance
worldwide as Open data exchange platform for BIM. One of them is IFC (Industry Foundation
classes) and other one is COBie (Construction Operation Building Information Exchange). In this

chapter we will discuss these platforms in brief, just to give readers basic concepts behind them. But
before going into that lets just have a look different BIM Data Sharing Methodologies.

Data Exchange

Each BIModeller keeps its integrity but exports out some of its sharable data in a format that other
BIModellers cam import and calculate (think XML, CSV or DGN for example). This method is
arguably the primordial data sharing method and suffers from the highest unintentional data loss rates.
Data loss here signifies the amount of data that cannot be shared as compared to overall data
available in BIModels. However, not all data must or need to be shared between BIModellers all the
time. Partial Data Exchange (as compared to unintentional data loss) can be intentional and efficient
method of data sharing.

Data Interoperability

Interoperability can be in many forms; the one discussed here is merely an example. Assuming file-

based data interoperability (not server based interoperability) one of the demonstrated scenarios for
this data sharing methodology is as follows:

BIModeller 1 produces an iModel (Interoperable Model) that gets imported into BIModeller 2 where
its worked-on, then exported into iModel version 2 that gets imported into BIModeller 3 where its

worked on then exported to iModel version 3that gets imported to ..

The amount of data lost/gained between modellers, models and model versions depend on modellers
import/export abilities and the interoperability scheme itself (IFC worked on this method). One major
shortcoming this file-based interoperability is workflow linearity to allow simultaneous
interdisciplinary changes to be shared.

Data Federation

File linking is a good example of data federation: data in one BIModel is linked to data in another
BIModel. The files are neither imported nor exported but BIModellers (software application) can

read and calculate the data embedded within the linked files. The amount of data loss depends on the
amount of data readable or calculable. Referential Models (RModels) are another example of BIM
Data Federation. RModels are single or federated models that host links to outside data repositories;
much like a hyperlinks on a webpage. An example if this would be a virtual building with referential
window object: detailed information (values) beyond the basic parameters are not saved within the
BIModel, but are accessed form an external repository whenever the need arises. (Ex, real-time
window cost, availability, installation manual, maintenance schedule).

Data Integration
The term integration may be understood in many ways including the lower-grade ability to exchange

data between software solutions. In a BIM context, an integrated database signifies the ability to share

information between different industry sectors using a common model. The sharable data within the
BIModel may be architectural, analytical (engineering) or managerial as well as design, cost or code

information. What is important about an Integrated BIModel is that it co-locates interdisciplinary

information allowing them to interact with each other within a single computational framework. At
this moment in time, few if any available BIModellers can integrate the necessary data and processes
needed to achieve an integrated model.

Data Sharing Hybrid

A combination of any of the data sharing forms discussed above. Most BIModellers. Whether
proprietary or not, coordinate the multi-disciplinary information generated by AEC sectors through
hybrid of information sharing methodologies.

IFC (Industry Foundation Classes)

The IFC has fairly long history. In the late 1994, Autodesk initiated an industry consortium to advise
the company on the development of set of C++ classes that could support integrated application

development. Twelve US companies joined the consortium. Initially defined as the Industry Alliance
for Interoperability, the Alliance opened membership to all interested parties in September, 1995 and
changed its mane in 1997 to the International Alliance for Interoperability (IAI). The new alliance
was reconstituted as non-profit industry led international organization, with the goal of publishing the
Industry Foundation Classes (IFC) as neutral AEC product data model responding to the AEC
building lifecycle. In 2005, partly because its members felt the IAI name was too long and complex
for the people to understand it was renamed buildingSMART.

The Industry Foundation Classes were developed to create a large set of consistent data
representations of building information exchange between AEC software application, such as BIM
Modelling tools and were designed to address all building information, over the whole building

lifecycle, form feasibility and planning, through design (including analysis and simulation),

construction, to occupancy and operation (Khemlani, 2004).

The buildingSMART alliance sees data interoperability as key enabler to achieving the goal of true

BIM efficiency, and is therefore working on developing a common data schema that makes it possible
to hold and exchange relevant data between different software applications. This data schema
comprises interdisciplinary building information as used throughout its lifecycle. The name of this
format is Industry Foundation Classes; its registered by International Organization for

standardization as ISO/PAS 16739 and is currently in the process of becoming an official

International Standard ISO/IS 16739.

Software applications store the building information in a native and propriety format. In order to
make this valuable information available to other project participants, their software applications
either all have to understand the native formats of the other applications, or preferably, they support
IFC as the open format for building information models. Industry Foundation Classes can be used to
exchange and share BIM data between applications developed by different software vendors without
the necessity to support numerous native formats. As it is an open format, it does not belong to a

single software vendor and therefore neutral and independent of a particular vendors schedule and
development direction.

Software applications correctly implementing IFC are said to be IFC compliant, as they allow one to
read and/or write *.ifc files. It is important to understand that every implementation of an IFC
exchange should follow a so-called Exchange Requirement. An Exchange Requirement documents
which information needs to be present in an exchange/sharing of data at a certain stage in a project.
Exchange Requirements are grouped into something called an IFC View i.e. particular subset of IFC
dedicated to a set exchange purpose. Most currently available IFC compliant software has
implemented the IFC coordination view, but there are other IFC view definitions, e.g. the IFC
structural analysis view. Within each of these views, there can be several change requirements.

For further details you can check buildingSMART website.

COBie (Construction Operations Building Information Exchange)

Construction Operations Building Information Exchange (COBie) is a data format for the publication
of subset of building model information focused on delivering building information not geometric
modelling. It was developed by Bill East of the Unites States Army Corps of Engineers, who authored
a pilot standard in June 2007.

The idea behind COBie is that the key information is all pulled into one format and shared between
the construction team at defined stages in a project. The IFC format has been described as an open-
standard format, used to record data of a building that can be exchanged between different software.
IFC is designed for software-to-software exchange. Having a spreadsheet form of COBie has the real
benefit of allowing human-to-human understanding of the information needed. To meet the COBie
requirement, the xBIM Toolkit is currently being developed to include functionalities that will
support COBie throughout the entire lifecycle of a project.

- The xBIM Toolkit can allow a user to create a BIM model in IFC format. xBIM performs

validation on the BIM model, and then exports the relevant information into COBie format.

- Since COBie is in a spreadsheet (human-readable) format, a user can easily update the COBie file.

- A separate in-house application is currently under development that will be able to highlight the
difference between different versions of the COBie file, allowing a user to see what has changed over
a period of time and what changes have been made by different members of a team.

- An updated COBie is then imported back with changes propagating to the IFC BIM model, and
subsequently the IFC file can also be imported into any proprietary software such as Autodesk Revit.

In December 2011, it was approved by the US-based National Building Sciences (NBS) as part of its
National Building Information Model (NBIMS-US) standard. In early 2013 buildingSMART was

working in lightweight XML format for COBie, COBieLite, which became available for review in

April 2013. In September 2014, a code of practice regarding COBie was issued as a British Standard
BS1192-4:2014 Collaborative production of information Part 4: Fulfilling employers information

exchange requirements using COBie Code of Practice

 Chapter 10: BIM Personnel
By rise of the BIM as new way of working, it also created new kind of personnel requirement to
facilitate its implantation and working. Here we are going to discuss two new professionals whose
roles are very pivotal in application of BIM. First one is BIM Manager Project and other one is BIM

Coordinator for Consultants and Contractors. This new roles can be undertaken by existing members
in the project team, such as CAD Managers, Project Manager, Consultants, Contractors etc. Let see
overview of functions and responsibilities of each role.

Role of BIM Manager

BIM Managers role is to understand how BIM will effect project workflows and project
management throughout the firm. With this understanding the BIM Manager will help the firm develop
and implement new company procedures in regards to a BIM work flow. The BIM Manager will
work with the firm marketing department to identify trends and business opportunities relating to
BIM. The BIM manager help the firm respond to RFPs asking for BIM by identifying the level of
BIM that is being asked for. The BIM Manager optimizes the BIM software within the organization.
This includes developing, installing, configuring, maintaining, and supporting all BIM installations
throughout the firm, as well as analyses and resolves user BIM program issues in a timely and

accurate fashion. The BIM Manager provides end-user training and support. The BIM Manager
supports the project Model Managers, by content creation and managing the content library files. The
BIM Manager can communicate the benefits of BIM within and outside the firm.

Software

- Manage Software products including but not limited to incorporating new version releases and
customization of the product

- Manage the implementation of supporting software for BIM

- Evaluate new BIM related software and technologies

- Stay informed on other BIM related software and how they work with Revit

- Installation and support of related BIM Software

Standards

- Responsible for BIM standards development, implementation, and enforcement

- Creation and maintenance of the software Template files to assure standards

- Provide support for plotting and electronic file submissions

- Automate routines in BIM to support standards and productivity

- Train and oversee the day-to-day activities of the Model Managers and Revit Specialist to ensure
BIM standards are maintained in the creation of the Architectural Revit Model

- Maintain company content files (Source Files, Detail Components, Annotation Components, and
Model Components)

Management

- Create written technology evaluations and budgets for future technology adoption that aligns with the
corporate goals

- Chair the companys BIM Committee

- Report on the companys current project state in regards to BIM implementation

- Create Upgrade and Deployments strategies for the BIM implementation effort

- Asses: evaluate the firms current workflow, strategies, budgets, projects, staffing, etc.

- Plan: create a plan for implementation. Who are the team members, what is the project, what are the
goals, etc.
- Solve: execute the plan, install the software, get templates created, get training, do the pilot project,

etc.

- Confirm: Be able to demonstrate the companys BIM success by evaluating goals that were

established in the Assess Phase

Training

- Provide technical orientation to new hires regarding BIM tools

- Maintain high level of competency of software through continued use and training

- Attend conferences, seminars, and workshop for BIM: bringing back learning and disseminating the
information to the appropriate teams

Project Interface

- Support project standards coordination with users

- Assist Model Managers in BIM project setup

- Assist Model Managers in Creating Revit families in response to project need

- Help resolve BIM design Issues

- Marketing of BIM services

- Identify trends and business opportunities relating to BIM Evaluate and make recommendations
regarding BIM software.

Role of BIM Coordinator

As BIM is a collaborative way of working, BIM coordinator plays very important role in overall
project delivery. In BIM Owners, Engineers and Designers, Contractors and Facility managers work
together in the project, to coordinate activities between all these stakeholders is key role of BIM
Coordinator. BIM Coordinator also works as Information Manager and mainly work closely with all

the design leads in the project. BIM Coordinator help to set up BIM project including project

workflow and requirements. BIM coordinator works with BIM manger to coordinate Models and
their schedule, also clash detection and data conversion. Some of the major responsibilities of BIM

Coordinators are summarised below.

- Develop, implement and maintain the BIM Protocol.

- Ensure all stakeholders are in alignment with the BIM Protocol.

- Create and maintain a BIM Coordination Programme arising that is aligning with Project
Programme.

- Identify any impact on the BIM coordination Programme arising from errors in the transmission and
use if information during the BIM process.

- Establish BIM Coordination workshops and report progress at the Project Design Team meetings.

- Keep a record of BIM models and their status.

- Keep a record of transfer of element ownership i.e. Columns transferring from the Architect to the
Structural Engineer

- Establish quality control procedures to check that all of the models are accurate; the level of details
is fit for purpose.

- Identify and document clashes between different discipline models using clash detection software.

- Ensure that each organisation has published a version of the model for each significant milestone
stage as identified in the BIM coordination Programme.

- Exclusive responsibility and power to issue binding instructions on BIM related issues.

- Coordinate hand over of model and data at the agreed milestones in the BIM Coordination
Programme.
 Chapter 11: Future of BIM
To quote technology industry analyst Jerry Laiserin: The real Promise of BIM lies in its application
across the entire project team, especially in the area if improved building performance. The ultimate
promise of BIM is a future for AEC that is fundamentally different form today. The potential to

transform design and construction is enormous, driven essentially by profound step-change in the
quality of project information and the extent to which this is shared across design and construction
teams. In essence, an accurate and complete single project model made up of intelligent and
interoperable objects opens up a whole new vista of performance improvement.

Imagine a world where buildings are designed in a virtual environment that allows the specific inputs
of all key participants to be fully coordinated; where designs can be tested rigorously and virtually
for a whole range of diverse requirements such as cost effectiveness, buildability, construction
sequence and material supply logistics, energy performance, sustainability, occupant behaviour and
response and so on before work has even started on site; where the majority of contraction is
undertaken away from the construction site in state-of-the-art CAD/CAM facilities, driven directly
from a complete and unambiguous project model; where designers and contractors are so confident of
the performance of their buildings that they guarantee them for several years; and where building

operation, management and maintenance are all driven from a digital model that is accurate and
complete in terms of what has been built and what subsequent alterations have been made. This is the
world of BIM.

This is also the world where roles change; where creative design and construction professionals have
greater freedom than ever before in the knowledge that their designs can be rigorously tested before
anything is built; where project models are the basis on which prices are determined and agreed;
where the construction process becomes more vertically integrated and includes manufacturing as
well as site assembly; and where all who have a positive, creative input to make to building stand to
benefit.
And this id the world in which clients will get what they want, with far greater certainty and

predictability of outcomes form early in the design process, and with on-going guarantees of future

performance.
 Key terms
As-Built Model - The final model that shows how a building was actually delivered and assembled.
Sometimes referred to as the Record Model.
Building Information Modelling (BIM) - An integrated process aimed at providing coordinated,

reliable information about a building project throughout different project phasesfrom design
through construction and into operations
Collaborative Project Management - A software solution that enables effective management of and
collaboration on all project-related communication, information, and business processes across the

plan, build, and operate phases of the building lifecycle. The most common processes include
collaborative documentation, design, bid, construction, cost, and operations management.
Construction Model - The model used to simulate and analyse the construction of a building.
Coordination Model - A model created from two or more models, used to show the relationship of
multiple building disciplines such as architectural, civil, structural, and MEP.
Core Collaboration Team - The group of peoplewhich should include someone from each party
working on the project, such as the owner, architect, contractor, subconsultants, suppliers, and trade
contractorsresponsible for completing a BIM Deployment Plan, creating the document management

file folder structure and permission levels in the collaborative project management system, and
enforcing the action plan set out in that document throughout design and construction of the project.
Design Intent Model - The model used to communicate the design intent of a building.
Industry Foundation Classes (IFC) - A neutral and open file format structure developed by the
International Alliance for Interoperability (IAI) to enable interoperability between modelling
software systems.
Integrated Project Delivery (IPD) - A project delivery process that integrates people, systems,
business structures, and practices to collaboratively harness the talents and insights of all participants
in order to optimize project results, increase value to the owner, reduce waste, and maximize
efficiency throughout all phases of design, fabrication, and construction.

Model Manager(s) - The project team member(s) responsible for managing the collaboration and

sharing of electronic files during the project. Model managers are also responsible for maintaining
the integrity of BIM models, which can include gathering, linking, and uploading updated models.

Interoperability The ability of BIM tool from multiple vendors to exchange building model data
and operate on that data, Interoperability is a significant requirement for team collaboration.
Parametric - The relationships among and between all elements of a model that enable coordination
and change management. These relationships are created either automatically by the software or

manually by users as they work.

Project System Administrator (PSA) - The person who administers, and sets up folders for, the
collaborative project management system. Responsible for managing and creating new user accounts,
as well as contact and company information.
References
- BIM Handbook: A guide to Building Information Modelling for Owners, Managers, Designers,
Engineers and contractor Chuck Eastman; Paul Teoicholz; Rafaeal Sacks; Kathleen Liston (John
Wiley and Sons)

- Building Information Modelling Planning and Managing Construction Projects with 4D CAD
and Simulation Willem Kymmell (MacGraw Hill Construction)

- BIM for Building owners and Developers Making a Business Case for Using BIM On Project

K Pramod reddy (John Wiley and Sons)

- Getting the most out of BIM: A Guide for Clients Davis Langdon

- Paper on Assessing the BIM Maturity in a BIM infant Industry Himal Jayasena and Chitra
Weddikkara (University of Moratiwa, Sri lanka)

- Paper on Building Information Modeling (BIM): Trands, Benefits, Risks and Challenges for the
AEC Industry Salman Azhar (PH.D; A.M. ASCE)

- Productivity in the Buildings Network: Assessing the Impacts of Building Information Models

Report to the Built Environment Innovation and Industry Council, Oct. 2010

- Digicon / IBC National BIM Survey 2013

- NBS National BIM Report 2013

- BIM Planning Guide for Facility Owners Version 1.0 BuildingSMART aalliance (April 2012)

- National Building Information Initiative (Vol. 1) BuildingSMART Australia

- Singapore BIM Guide (Version 2) Building and Construction Authority (BCA)

- BIM Implementation: An Owners Guide to Getting Started CURT, April 2010

- Autodesk White paper series on BIM

- BIM Project Execution and Planning Guide Version 2.0 BuildingSMART aalliance (April

2012)

- The Business Value of BIM for Infrastructure Smart Market Report 2012 (McGraw Hill
Construction)

- When TCO and BIN Become a Team : Improving Decision-making. Increasing Qaulity and
Lowering Cost Journal of BIM, Spring 2012

- Green BIM: How BIM is contributing to Green Design and Construction Smart Market Report
2010 (McGraw Hill Construction

- Prefabrication and Modularization : Increasing Productivity in the Construction Industry

Smart Market Report 2011 (McGraw Hill Construction)

Online Resources:

BuildingSMART Alliance: buildingsmartalliance.org

American Institute of Steel Construction : aisc.org

Builders Association : artba.org

Design-Build Association of America: dbia.org

Construction Users Roundtable : curt.org

BIMForum : bimforum.org

National Institute of Building Science : nibs.org

American Society of Civil Engineers (ASCE): asce.org

BIMtask Group: bimtaskgroup.org

National Building Specification (NBS): thenbs.com

Autodesk University: us.autodesk.com

Bentley University: Bentley.com