Chapter 1
In This Chapter
Exploring what BIM actually is
Comprehending how BIM can help you
Explaining the BIM plans and strategies you need to be successful
Getting excited about BIM and encouraging others
The construction industry has been doing things the same way for thousands of years. Concrete is poured and set, bricks are stacked on top of bricks, and systems for heating and water are designed around corners and over multiple floors. For way too long, the construction industry has done a lot of these processes in isolation. At its worst, the construction industry brings some people involved in the construction of an asset like a building or a bridge onto the project just in time for their part, and the project team has to work around decisions or redo work, often on-site and under pressure of project deadlines.
Even in some of the most collaborative schemes, communication between different teams still has a long way to go, and the other users of building data and outputs, like clients and facility managers, are sometimes the last to know. The quality and quantity of data they receive on a project can vary wildly. What you need is a way to involve the entire project team earlier and coordinate all the project information in clear and accessible forms.
If only a combination of processes and technology existed that provided the framework to improve communication and data exchange across the construction industry, no matter how large or complicated projects may be. Well, interestingly enough, you’re in luck. This chapter serves as your jumping-off point to that very process: Building Information Modeling, commonly shortened to BIM.
Here we provide a good definition for the term BIM so that the three members of your author team and you are on the same page. Frustratingly, BIM actually has lots of definitions, many generated by various organizations, because the subject has changed over the years. To prevent any confusion, we present you with our own definition that we think really clearly explains what BIM is and what it isn’t.
Most people agree that the acronym BIM stands for Building Information Modeling, but a few folks argue for Building Information Management (and, to be honest, some other alternatives too). (The next section takes a closer look at what the three letters in BIM mean.) More often than not, though, BIM is now an accepted acronym, so you don’t need to break it down further anyway, just like RAM for random access memory. We think that BIM is a process, so we could easily use both Modeling and Management in our definition. Here it is:
BIM is a process for combining information and technology to create a digital representation of a project that integrates data from many sources and evolves in parallel with the real project across its entire timeline, including design, construction, and in-use operational information.
BIM stands alone as a word in its own right, and you can feel confident using it, instead of having to say “Building Information Modeling” in full every time. But when it comes to understanding what BIM really is and explaining it to other people, those three letters can be a very useful place to begin. The following list gives a bit more detail about the A-B-Cs of BIM, or, more accurately, the B-I-Ms!
B: Because the B in BIM stands for building, think of this as the verb to build, and not just the noun, as if BIM was for just physical, discrete buildings. In fact, you can apply BIM to infrastructure, civil engineering, and landscape, along with large-scale public and private projects.
You’re modeling a process, the act of building something. Refer to Chapter 2 for more information on what the B in BIM means and for help on BIM for infrastructure.
I: The I in BIM is about understanding that unless you have information embedded throughout the project content, the work you’re producing is telling only half of the story.
You don’t even really need to worry about the modeling in order to start applying BIM; you can put the processes and data exchanges into practice long before drawing work begins on a project. The real value in BIM is the ability to interrogate the model and find the data you need, when you need it. Turn to Chapter 3 for some great examples of information modeling from other industries, like aeronautics and automotive racing.
After you comprehend the definition of BIM, the next step is to grasp what BIM is actually trying to achieve. BIM processes aim to make you (and the construction industry as a whole) more efficient, and to allow project teams to make savings in terms of cost, time, and carbon, and removing waste across the timeline. Chapter 5 provides a really simple overview of what BIM is trying to do and some of the key fundamentals you need to know.
Here’s a list of what you really need for BIM implementation to thrive:
Having a clear plan and strategy is essential to the success or failure of your BIM journey. You’ll need an overall strategy for encouraging BIM in your office or on-site. Use the BIM protocols and frameworks to refine and improve your processes and quality assurance, and develop individual BIM execution plans for particular projects.
So that BIM processes have the best possible chance of becoming everyday practice, you want to make a start with your current team and your next project. In Chapter 13, we show you what having a BIM strategy really means and what benefits you can expect from new methods of working. To help you do this, we also present a couple examples of different BIM strategies:
Chapter 14 discusses these challenges, what you can do to avoid them, and how to handle them quickly if you should encounter them.
Say that you’ve won over some key decision makers in your organization and they need you to produce a business case for BIM. As part of your business case, you need to justify the capital outlay, which relates to the money your organization spends to implement BIM. You also must consider upheaval that will come from new technology, new team structures, and even new staff. Not only that, but you probably have to demonstrate return on investment (ROI) as quickly as possible.
Your boss is going to want to know how much BIM is going to cost. BIM needs to generate savings and efficiencies that make it worthwhile. In Chapter 15, we pass on some solid examples of BIM benefits that aren’t just aims for the future but exist in the real world today, including the following:
Better information: Because you’re going to be working with digital data and methodologies in the office or on the job site, the accuracy and currency of your information will improve, including precise quantity takeoff and the ability to set the site out such as the asset’s position, levels, and alignment from the model.
Not only that, digital information also allows you to test and validate the data far more quickly than with traditional processes. As the model evolves, instant awareness of the impact of changes at any point in the project leads to better assessment and rapid decision-making.
Data exchange across the project timeline: BIM can help you to avoid data loss over the course of a project. At many points of information exchange, you can use project data more collaboratively with little waste or duplicated effort.
What’s even more important is that multiple roles and disciplines can use the same data on the project, including cooperative working with the supply chain and project participants further down the timeline, like facilities management and operations teams.
As well as including all the information about BIM’s effect on projects today, we take a good opportunity to understand the future of the industry and where new technology like augmented reality (AR) could take BIM and digital construction in Chapters 18 to 20.
The construction industry is finally being disrupted by innovation and new business methods. It won’t be long before the buildings and projects you’re working on are more connected than ever. You may have heard the term smart cities, and BIM is one of the main generators of the embedded digital information required to achieve the connected globe. Through the addition of more smart building sensors, and what’s called the Internet of Things, your understanding of how people really use the built environment (and your own projects) will improve beyond anything you could have previously imagined.
The amount of software and industry documentation you throw at an office doesn’t matter, because so much of BIM implementation is about changing real-world processes and engaging individuals, with their various concerns, agendas, and opinions. How do you go about integrating BIM into real teams with real people?
People are the pulse of BIM, and you need to understand that the same BIM and the outputs it can generate are going to be used by different (and new) roles in the industry, at different times and in very different ways.
There are various processes to BIM and many potential users involved. In more detail, Chapter 12 looks at encouraging BIM processes, and Chapter 17 focuses on BIM users and roles from inception to demolition (and beyond).
18.224.59.145