Preparing the bedrock: Level 1

The right setting should be primed for BIM, and clear, unified goals for data use and outcomes are a smart starting point. Collaboration should always be meaningful; however, don’t collaborate for the sake of collaboration. BIM doesn’t eliminate the need for good design management. If anything, it amplifies the need for it.

The bedrock should comprise the following:

• A framework for collaborative working: This framework should be within your organization and detail how you’ll work well with others, ensuring that you have a clear purpose. (This framework can answer the “why” question.)

• A common methodology: Establish an approach for managing the production, distribution, and quality of construction information in a common data environment (CDE) so that everyone can access the same data and so that no removable media storage devices, such as memory sticks, can be removed from your computer. Governance of the CDE is also essential. Proactive quantity assurance is better than reactive repairs.

  BIM must be founded on a solid bedrock. Getting Level 1 embedded in your organization should be the first horizon, and these factors apply even if you aren’t doing BIM.

• The right procurement route: This helps set the right environment for BIM. Essentially, the more collaborative the contract, such as NEC, the better the BIM opportunity. This isn’t just the client to principal contractor but also to any subcontractors. The contract can help set the scene for playing nicely. Evidence suggests that you achieve better efficiencies when BIM is part of the contractual arrangement.

Setting the foundations: Level 2

The second horizon involves the base in which you build your BIM foundation. Level 2 is a staging post in the BIM maturity journey, and you’ll eventually move from collaborative data exchanges to one that’s integrated, real time and cloud based.

In order to create this foundation, you first need to have processes for information management during the capital delivery and operational stages of the project lifecycle. Start with the end in mind, and understand what data you’ll need to successfully operate and maintain the asset.

Key components include the following:

• Asset information requirements (AIR): They define the information that is required for an asset information model (AIM).
• BIM execution plan (BEP): Suppliers prepare this pre- and post-contract document, setting out a structured, consistent process for how the project will be carried out, including common terminology for job titles, descriptions, responsibilities, and processes.
• Master information delivery plan (MIDP): This document is used to manage the delivery of information during a project.
• Organizational information requirements (OIR): These describe what information is required by an organization for asset management systems and other organizational functions.

Also consider capability assessment. In the UK a standardized document, PAS 91, examines the supply chain’s ability to deliver a Level 2 project with particular regard to information management compliance relative to PAS 1192-2.

You also need a suitable means for transporting your data across the project lifecycle and facilitating a means of validated information exchange. Remember to look at how your data needs to go from a project information model (PIM) to an asset information model (AIM); will data be successfully transferred into a computer-aided facility management (CAFM) system?

Think about how you’ll wrap the data, its uses, and timing of exchanges into the contract. Ask yourself whether you should use a protocol or prescribe BIM deliverables. Ensure that you read the invitation to tender thoroughly and watch out for high levels of requirement such as LOD 500. You must consider insurance aspects. You can receive good guidance on both from the Construction Industry Council.

Also use soft landings, adopting a mind-set and a process to align design and construction with operational asset management and purpose. Soft landings is essentially a building completion protocol that involves gradual handover and encourages the greater involvement of designers and contractors together with building users and operators before, during, and after handover. (Refer to Chapter 9 for more about soft landings.) This alignment means that the design considers and addresses the needs of the end user throughout the design process. Designers and contractors will be involved with the building beyond its construction completion to ensure that handover becomes a smooth process, operators are trained, and optimum performance outcomes become a focus of the whole team.

Good classification systems — and in the UK, the forthcoming digital plan of work, which will help to describe data needs for a project in a simple electronic format — can aid the preceding.

Building the superstructure: Level 3

Level 3 is a sensor-rich superstructure that’s constantly talking, telling you how it’s performing — real-time evaluation.

Although Level 3 is still at a nebulous stage, waiting for the industry to develop all the relevant components, you can start to use some of its underpinning themes such as IFC and semantic web. You can also start to develop integrated processes and workflows within your organization with an aim of moving your data exchange lag toward being instantaneous. Try this in a collaborative workshop environment before trying it in your live project. Refer to Chapter 19 for more discussion on Level 3.

Selecting the right projects

With the right structure in place, you need to apply it to the right project. Too often people make the mistake of trying to implement BIM on a project they’re already working on. Unless you’ve followed the BIM process from the outset, you’re always going to play catch-up and you’re not going to reap the rewards at the end.

You’re far better to choose a project where you have a reasonable timescale, motivated supply chain, and a friendly client. Think of this project as a pilot project where you can learn, grow, and put that experience into your next project. Explaining to your client that you’re adopting a new process from the outset is prudent, so as to manage any expectations. Historically, with a 2D CAD approach, a steady content supply of information was produced. However, drawings and documents produced from the BIM may come later on and in one go.

Designing to reduce change orders and variations

Regrettably, the construction industry has perversely made money from change and variation orders. BIM helps at the outset, creating a stable brief and explicit information requirements. Clients can understand the 3D model environment much more easily than a 2D drawing that only those blessed with a master’s in architecture or engineering can truly comprehend. The client uses the model’s early doors to understand fully the proposed solutions, and makes refinements prior to procurement. The client better understanding the solutions means less risk and less modification.

Recognizing software requirements

When considering the software you need for your BIM project, make sure that your digital toolset selection is married to re-engineered and lean processes. You don’t want to buy a tool and adapt your processes around its functionality. Work on optimizing your processes and procure your technology in concert with the workflow needs.

A multitude of BIM software is on the market, all with unique selling points, pluses, and weaknesses. Not only are many different software vendors with competing products available, but individual software vendors also offer more than one platform solution or suite of tools to get the job done.

Having different software that addresses different needs and requirements is particularly useful in multidisciplinary teams because no one software solution can produce a BIM project by itself. Making the right choice on any software selection should be based upon an informed decision.

Considering hardware requirements

When it comes to hardware, the bigger the better is usually the case. Where possible, larger displays, more powerful computers, and fast connectivity can give you and your business the competitive edge. The same is also true of memory such as RAM and the hard-drive. However, with virtual desktops and cloud-based solutions on the rise, you may not need to increase the grunt as much as you think.

Selecting the right hardware among the technical jargon can be daunting. When considering your requirements, make sure that you cover the following:

• Memory: This refers to the area in a computer where data is stored for quick access by the computer’s processor. All computers come with random access memory (RAM), which is also referred to as the main primary memory so as to distinguish it from external storage devices like disk drives. Your computer needs memory to access and run programs. The more memory you have, the more space or room you have in your computer for information and programs. As computer programs and software have increased, so too have the requirements for memory. Look for a minimum of 4GB RAM. Some software vendors recommend between 8 and 16GB of RAM for larger files.
• Processing speed: Your computer’s processor speed determines in great measure the speed at which your computer runs programs or completes tasks. Think of your computer’s central processing unit (CPU), more commonly referred to simply as the processor, as the brains of the computer, where calculations and tasks are carried out. This background processing can help performance, navigation, and the display of models. The processor speed is measured in gigahertz (GHz) where the higher the number means the faster the processor. Go for the highest affordable CPU speed rating.
• Operating system: Sometimes referred to simply as OS, an operating system is the software that manages your computer’s hardware and software resources and provides common services for computer programs. Software vendors normally state the minimum operating systems required to run their programs and applications.
• Graphics card: Also known as a video card, the graphics card is a key component to consider.
• Hard-drive: Programs store cached data while they’re operating in the background, not just when you save a file. The price of solid-state drives (SSD) is coming down, so you may want to consider a combination of a hard-drive and SSD memory.
• Monitor: Larger is usually better with monitors. If your video card supports it, you can also hook up two or more monitors, allowing you to have a program or task open on each screen. You may look like a stockbroker, but you also increase your productivity.
• File storage: Storage allows you to file information away so that you or someone on the project can retrieve it at a later date. Computers come with inbuilt storage capacity; however, network solutions such as storage area networks (SANs) and network attached storage (NAS) are becoming more commonplace. Whatever solution you choose, make sure that you also consider the issue of data security to protect your files.
• Mobile versus fixed or remote: If you travel, you may want to consider a light portable machine or a way of working remotely with your server.

Identifying training requirements

When thinking about your training requirements, make sure that you create a learning outcomes framework that sets out the needs in terms of knowledge and skills for your different levels of staff from strategic and managerial to technical persons.

Before you start, ascertain your starting position and understand the current situation in your office. A useful tip is to appoint BIM champions throughout your organization, not just at shop-floor level but right up through to senior management. BIM is as much about a cultural change as a technological one, and having BIM champions onside helps implement your strategy.

Everyone has different roles and training requirements. Just as not everyone in your organization needs to know how to create a BIM object, not everyone needs to know how to complete the BIM execution plan (BEP).

Consider your own workforce and the current skills they have. Could they become internal trainers, for example, and pass on knowledge and provide support to others? When it comes to software, instead of training everyone all at once, consider training people just in time for when they need the knowledge. You may not deploy the software for your next project for a while, at which point everyone has forgotten what they learned!

Managing BIM technology

The BIM manager may have a number of duties, such as implementing and enforcing BIM standards throughout the company as well as managing BIM technology. This may include managing software products, versions and updates, evaluating new BIM-related technology, and keeping abreast of best practice, installation, and support. When thinking about technology management, consider the following:

• Undertake technology evaluations and prepare budgets. Make sure any future technology adoption aligns with your business goals and aspirations.
• Keep up to date with BIM technology. In the fast-paced world of technology, many products and solutions only have a limited shelf life. Knowing what emerging technologies are coming to the marketplace and how they can benefit you will give you a competitive advantage. Magazines, trade shows, and the Internet are good ways to keep abreast of new and forthcoming developments. In Chapter 22 we discuss ten useful BIM resources and information sources.
• Develop relationships with software vendors, resellers, and technology support staff. Having a good support network around you and knowing who to turn to for answers may just help you out in your hour of need. Perhaps you may require additional help to get you through a technical problem or dilemma, or just want to find out little tips and tricks to assist you to get the best out of your software and processes. Don’t forget to support those in your organization who may be in a satellite office or work from home.
• Provide or facilitate on-going training. This may include a mixture of internal and external training along with attending conferences, seminars, and workshops to maintain competency in your software and technology. Ask those team members who attend to bring back what they’ve learned and pass on information to others, perhaps by way of an internal presentation or workshop.

The terms BIM manager, BIM coordinator and information officer have crept into architecture, engineering, and construction (AEC) vocabulary. In the UK an information manager is responsible for the establishment of the common data environment (CDE) and focuses on management disciplines with no design responsibility. A BIM coordinator, on the other hand, usually contributes to information management through the establishment of model standards and execution plans.

Operating BIM in the cloud

A cloud is the means of storing and accessing data as well as accessing programs over an Internet connection rather than a hard-drive or local storage. Moving to the cloud means a move away from the traditional concept of purchasing dedicated hardware (which depreciates over time) to using a shared cloud infrastructure and paying as you go. You should consider cloud computing as it brings a number of benefits. These benefits can be categorized as the following:

• Scalability and flexibility: This allows IT to adapt to fluctuating and unpredictable business demands. You get the right amount of computing power you need, when you need it.
• Cost savings: In the cloud you don’t have upfront hardware costs. You usually avoid the cost of maintenance and software upgrades, and you just pay for what you use. Rather than spending time maintaining your IT infrastructure, you can focus your resources, thoughts, and efforts on other business needs.
• Get up and running faster: Because you have less maintenance and no need to install software on every machine, you have time to concentrate on the job at hand. As long as you have an Internet connection, you can access the cloud from anywhere.

A number of cloud solutions are available for BIM collaboration and asset management, with the term cloud covering a diverse range of solutions, as the following sections explain.

As we discuss in the later section “Improving security,” you do have to be mindful that you’re in the hands of your cloud provider who can (in theory) access, alter, lose, or even share your data with others. Other issues exist around who owns data if it’s stored on someone else’s server.

Considering file storage

Gone are the days where the office was littered with filing cabinets and drawing chests and lever-arch files. At the end of a project, data should be archived within the CDE for future reference. Today vast amounts of digital information are generated, and you have the opportunity to move from a physical location for storing files to a document repository system (that’s well backed up).

Storage area networks (SAN) and network attached storage (NAS) are networked solutions that are becoming more popular. BIM clouds are becoming more prevalent as a way to store information over the web. As well as being a place to simply store information, many have additional functionality such as inbuilt model viewers, audit control, and instant-messaging communication systems.

For information to be trackable and easily located, files should follow a commonly accepted naming convention. Information should also provide auditable tracking of the project’s history.

Improving security

Working with digital data and sharing information does bring with it some caveats. Unfortunately, criminals and other not-so-nice people may want to exploit sensitive information about an asset. So with an increasing use of, and dependence on, information and communications technologies, you need to take inherent vulnerability issues very seriously.

Make sure that information is shared and published in a security-minded fashion. Adopt a need-to-know approach to data that could potentially be exploited by baddies with a hostile or malicious intent. The loss or disclosure of sensitive information such as intellectual property may not only impact on security but could also be commercially valuable in the wrong hands. Security issues may arise around:

• National security: These issues include terrorism and organized crime.
• Personal information: Security should address any privacy issues such as the protection of personally identifiable information.
• Intellectual property and commercially sensitive information: This may include information about an asset, both physically and virtually, such as preventing data loss or information disclosure.

If your project contains sensitive information, consider implementing a policy relating to the management of access to a CDE. Inevitably, you’ll create a significant amount of intellectual property to be stored in the CDE. Therefore, a policy should identify key steps to identify who can access what and how access can be granted or revoked.