rics journal construction feb mar 2012

rics.org/journals

Construction Journal

February-March 2012

Q&A RICS actions MEP collaboration legal risks UK government strategy BIM in Australia and the US BIM for small practices IT issues

THE BIM EDITION

JCT 2011 CONTRACTS ARE NOW IN FORCEThe JCT 2011 suite of contracts came into effect on 1st October 2011 and are applicable to all contracts entered into after this date.

ricsbooks.com/jct2011

RICS BIM Conference 2012

09 February 2012RICS Parliament Square, London, SW1P 3AD

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Book your place online at rics.org/bimconference

Keynote speaker: Paul Morrell OBE, Government Chief Construction AdviserSpeakers include: David Bucknall, Chair, RICS

Quantity Surveyors and Construction Professional Group Board

Mark Bew, Chairman, Building Smart UK

Simon Rawlinson, Partner, Head of Strategic Research and Insights, EC Harris LLP

Paul Fletcher, Co-Chair, CIC Task Force 3.6

Martin Roberts, Partner, Head of London office, Pinsent Masons

Brendan Patchell, Building Information Model Manager, Life Cycle Cost, Sustainability, Rider Levett Bucknall UK

Dr Stephen Hamil, Director of Design and Innovation, RIBA Enterprises

Dr Chris Millard, Head of Systems Integration, Balfour Beatty

Tony Jacob, Head of Construction, Environment and Engineering, John Lewis Partnership

BIM

hardware

software

network

internet

costs

training

Editor: Les Pickford T +44 (0)20 7695 1632 [email protected] Editorial Advisory Group: Alan Cripps (RICS), Anne McCann (West Quarter Consulting),Andrew McSmythurs (Cyril Sweett), Alan Muse (RICS), John Parsons (RICS), David Reynolds, Dawn Smith, (EC Harris), Justin Sullivan (Adair Associates)Editorial and production manager: Toni Gill Sub-editor: Rita Som Advertising: Lucie Inns T +44 (0)20 7793 2477 [email protected] Designedand printed by: Annodata Print Services Published by: The Royal Institution of Chartered Surveyors, Parliament Square, London SW1P 3AD T +44 (0)870333 1600 www.rics.org ISSN: 1750-1025 (Print) 1759-3360 (Online) Front cover: Hoare Lea

While every reasonable effort has been made to ensure the accuracy of all content in the journal, RICS will have no responsibility for any errors or omissions in the content. The viewsexpressed in the journal are not necessarily those of RICS. RICS cannot accept any liability for any loss or damage suffered by any person as a result of the content and the opinionsexpressed in the journal, or by any person acting or refraining to act as a result of the material included in the journal. All rights in the journal, including full copyright or publishing right, content and design, are owned by RICS, except where otherwise described. Any dispute arising out of the journal is subject to the law and jurisdiction of England and Wales. Crown copyright material is reproduced under the Open Government Licence v1.0 for public sector information: www.nationalarchives.gov.uk/doc/open-government-licence

5 Dont fall behindProject managers shouldnt be afraid of BIM, saysAnne McCann, as it will help with what were alreadygood at communication and collaboration

6 Towards the BIM-enabledsurveyorBIM provides many opportunities for surveyors, saysSimon Rawlinson. Grasp them and they can addvalue, let them go and the profession risks losing out

7 Did you know?8 Question time

How does BIM affect quantity surveyors and projectmanagers? Dawn Smith provides some answers

11 Push me, pull meAlan Muse outlines how the government and theconstruction industry are driving the implementationof BIM, and how RICS is playing an influential role

12 Team BIMBen Roberts discusses how BIM can encouragecollaboration and suggests some dos and donts for successful BIM projects

14 A work in progressProfessor Rudi Klein considers some of thecontractual issues surrounding the implementation of BIM and suggests solutions to these problems

15 History lessonsIf SMEs are going to embrace the value of BIM thenbig projects need to successfully demonstrate itstrue benefits, says Mark Saint

16 In the loopJoe Martin outlines the UK governments BIMstrategy and discusses some of the challenges to its implementation

18 Pushing aheadAustralia is one of the leading adopters of BIM, so we asked three surveyors to share theirexperiences of its potential, contractualresponsibilities and how it can add value

20 Bottom-up BIMBIM isnt just for larger practices, says RobertKlaschka, and using it may even give you the edge against bigger competition

21 BIM in the USABIM is mandatory on all US government projects, but buy-in to the benefits is mixed. Simon Taylor and Christopher Bailey report

22 Let it flowSurveyors shouldnt let IT stop them from gettinginvolved with BIM, says Steve Appleby, its just a tool for handling the important stuff the data

23 Money mattersProducing a simple cash flow forecast might be easy, says James Garner, but with some extra effort it could actually add value to a project

25 A practical approachFrom threshold jurisdiction to challenges, NicholasGould and Claire King outline guidance on thejurisdiction of the UK construction adjudicator

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Construction Journal February-March 2012

Contents

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4 Construction Journal February-March 2012

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he UK governments Construction Strategyaims to reduce whole-life costs of buildingsand infrastructure by 20% by the end of this

Parliament and achieve targeted reductions in CO2emissions. Not easy tasks.It hopes BIM will reduce costs and the industry is

now focusing considerable attention on this new wayof working. For example, the government/industryBIM Steering Group is working with the majorgovernment departments to identify the questionsthat have to be answered for their capital spendproject to progress to the next stage. RICS and its members need to understand the

implications of these changes not only to influencehow BIM will work in practice but also so that werenot left behind as industry momentum increases. To this end, RICS is contributing to the

wider industry discussions as a member of theConstruction Industry Councils BIM Forum and is helping to define the information requirements and deliverables for capital and operationalexpenditure phases. RICS has also established a BIM Working Group (see page 11) to promote its use within surveying.

Different viewsIt is clear from commentary in professional journalsand blogs that RICS members views on BIM and its impact on our profession vary considerably. My view is that PMs should not feel threatened

by the introduction of BIM and instead recognise it as an opportunity to improve the information flowsand decision making through integrated working. Iwould encourage PMs to contribute their ideas andexperiences to the BIM Working Group so their viewscan be considered. This edition of the Construction Journal explores

the topic of BIM and the challenges it presents to our members, including the emerging jargon such as data drops, Level 2 BIM and COBie. Thediverse views of our UK and international membersare explored in areas such as the development ofM&E BIM modelling and legal issues. An underlying reason for implementing BIM is to

improve collaboration and communication withinmultidisciplinary teams and the industry. This goal canonly be commended, particularly as it complements aprocess that already exists within our profession. One example is the annual Teambuild competition

where multidisciplinary teams of young professionalscompete in a simulation of the whole design and

construction process for the development of a real site. I have been privileged to attend Teambuildfor the last few years and remain in awe of thecompetitors enthusiasm for working in property and construction. Details of the 2012 event can be found on www.teambuilduk.com. RICS has created a LinkedIn Programme and

Project Management group1 to share ideas andgenerate debate among PMs. For example, somemembers have discussed the potential majorchallenges facing our area looking towards 2025.Clients and other stakeholders with a keen interest in programme and project management are invited to contribute to the debate. Construction has always being cyclical and

although UK economic conditions remain difficult, Ihope that 2012 will be a more prosperous year andperhaps a more optimistic one, with events such asthe Olympic Games in London expected to boost theeconomy and the profile of the construction industry. The Olympic Delivery Authority (ODA), tasked

with delivering the venues and infrastructure for theOlympic and Paralympic Games, has launched aLearning Legacy programme to share the knowledgeand lessons learnt from the 2012 constructionproject. This covers 10 themes, one of which isproject and programme management that discusseshow the ODA created a programme assuranceframework to deliver the venues and infrastructure.The lessons learnt should be of value to other highprofile and complex projects. In addition, RICS has launched its The 2012

Games: the Regeneration Legacy research report2,which explores the regeneration issues from theGames and includes examples of good practice,such as the early legacy planning process. The successful delivery of the venues and

infrastructure for the London Olympics sends apowerful message to the international community that the UK construction and property sector can be successful, inspiring and innovative.

Anne McCann is Chairman of the RICS Project

Management Professional Group

[email protected]

From the Chairman

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Project managers shouldnt be afraid of BIM, says Anne McCann, as it will help

with what were already good at communication and collaboration

Dont fall behind

We need tounderstand theimplications ofBIM not onlyto influencehow it will workin practice butso were not leftbehind asmomentumincreases

February-March 2012 Construction Journal 5

1 The RICS LinkedIn Programme and ProjectManagement group can be found atlinkd.in/RICSPPMgroup

2 The 2012 Games: the Regeneration Legacyreport is available from bit.ly/RICS2012legacy

LeaderTowards the BIM-enabled surveyorBIM provides many opportunities for surveyors, says Simon Rawlinson. Grasp them

and they can add value, let them go and the profession risks losing out

his Construction Journal focuses on theissues and opportunities for surveyorsassociated with BIM. The opportunities

are considerable, but will not come by default. TheChief Construction Adviser Paul Morrell has made it clear that, without a positive response to the UKgovernments agenda, surveyors risk marginalisationwithin an increasingly integrated supply chain.Of all the initiatives in the governments

Construction Strategy, BIM is the one that has caught the imagination. It is a key means by whichgovernment aims to improve performance in cost,value and carbon. However, the strategy will have a wider impact by promoting a step change in BIMadoption. If successful, BIM will become the standardway of delivering and operating capital assets.A focus on BIM by the RICS is timely. The

governments Implementation Group has begunpreparations for initial pilot projects commencing thisspring, and there are signs of greater adoption in theprivate sector. BIM is on the cusp of becoming acommon project requirement, but what is the positionof the surveying profession in this new order?QSs and PMs rely on the effective use,

management and reuse of shared information. A BIMmodel allows this for asset information. Clearly, BIMpresents a great opportunity for RICS members toimprove their own efficiency and to add value througha better use of information on behalf of clients.However, a survey by RICS (see box on page

17) indicates that awareness of BIM issues within the profession is relatively low only 10% of QSrespondents are using BIM regularly, with a moreencouraging 40% beginning to adopt BIM-enabledways of working. The time for action is rapidlyapproaching. Tools that enable surveyors to use andadd value to BIM models are now available, and arebecoming increasingly powerful. So how should RICS members contribute to the

development of the UK BIM capability? Key elementsof the BIM Strategy point to some opportunities: governments focus on asset information datadrops provide opportunities for value addedservices, particularly associated with occupationand facilities management (FM)

progressive adoption governments mandate forLevel 2 BIM means that initial barriers to entry forsurveyors will be low, particularly for value-addedinformation exchange

client pull, industry push surveyors have theopportunity to collaborate with the wider industry

to define appropriate standards to drive efficiencyand manage risk

use of project intelligence to support projectgateways with should cost, programme andoperating cost information. This links closely toother Construction Strategy work streams dealingwith benchmarking.

Information flows outside of project delivery are the key to adding value for the government client,particularly regarding asset use, and surveyors could play a crucial role in facilitating improvedperformance. RICS members working across themultiple disciplines of quantity surveying, buildingsurveying, project management, FM and assetmanagement are in a unique position to developjoined-up propositions enabling clients to extractmore value from their BIM assets.

Building the futureAssuming that clients want the service, how shouldsurveyors build their BIM-enabled future? The firststep is to recognise the size of the prize for bothclients and the profession; this can apply to projectslarge and small. Secondly, a profession-wideunderstanding of what BIM may deliver is needed.Thirdly, surveyors need to put their own houses inorder, developing ways of working that will add value, reduce cost and increase the certainty of project delivery. Finally, the profession must develop the push agenda and produce the training, standards and ways of working that will raise the bar for everyone.These initiatives are the collective responsibility

of members, practices and RICS itself. Successes so far have resulted from committed individuals takingresponsibility to move the agenda forward. With moreRICS members becoming engaged, there is a fargreater chance of creating the BIM-enabled surveyor,working at all levels in the industry. Dont forget,wherever a designer or contractor is working in BIM,surveyors can also increase their efficiency or addfurther value to their clients. Surveying can use its unique position across the

asset life cycle to gain from BIM. If it does not, otherplayers such as integrated contractor delivery teamswill no doubt aim to take its place.

Simon Rawlinson, EC Harris

On behalf of the Government/Industry

BIM Steering Group

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RICS membersare in a uniqueposition todevelop joined-up propositions,enabling clientsto extract morevalue from theirBIM assets


In brief

Standard form for analysingengineering costsBCIS has launched a proposed Standard Formof Civil Engineering Cost Analysis (SFCECA) for consultation. The main consultation document is the

SFCECA outline data structure, which presentsan overview of cost elements for most types of civil engineering structures. There is also aGeneral principles, instructions, definitions andcommon elements document for preparing a cost analysis and detailed definitions for some entities.The consultation documents are available

from www.bcis.co.uk/sfcecaconsult.

For more information, email [email protected]

Commissioning on the next set of guidance notes for the Quantity Surveying & Construction PracticeStandards Black Book has begun. These will cover: Tendering strategies and tendering documentationand management

Appropriate contract selection

If youre interested in being an author orreviewer, email Lanh Te, StandardsCommissioning Editor, at [email protected]

More than 11,000members have nowsigned up to receive their journalsas downloadable pdfs instead ofpaper publications. By changingyour member preferences you will receive regularemail alerts informing you when the latest pdfs ofyour chosen journals are available to download.While helping us to reduce our carbon footprint,

you will receive the same technical information but in a format convenient for downloading.

To change your preferences, visitwww.rics.org/mydetails

Online journalsubscribersreach the11,000 mark

Did you know?

Flexible entry route forexperienced professionalsRICS has launched a new route to membership theProfessional Experience Route that aims to deliver aprofessional qualification to a broader cross-sectionof professionals. The Professional Experience Route recognises

that the market is demanding greater flexibility aroundthe training of staff and that firms recruit professionalswho hold a range of degree qualifications, includingcognate and non-cognate degrees as well as RICS-accredited degrees. The route offers moreflexible entry criteria to recognise a wider range ofexperienced individuals but maintains the rigour of the APC assessment to ensure that RICS standardsare upheld.Successful pilot schemes have taken place with

experienced candidates from Interserve, Serco andWates in the UK. Trials have also taken place in otherglobal regions.

For more information and case studies on the Professional Experience Route, visitwww.rics.org/experience

In 2011, BCIS undertook asurvey of RICS members in theUK and US on their use of BIM.Some of its key findings forQSs include: for those that use BIM, themost frequent uses are forconstruction scheduling,extracting quantities andfacilities/asset management

those who had worked on BIM projects feltusing it would have been appropriate on 2.5times as many projects

the biggest barriers to the take-up of BIM arelack of client demand, lack of training, lack ofapplication interfaces and lack of standards.

In addition, NBS is running its second annualsurvey into the UK construction industrysattitude towards BIM. For more information, visit www.thenbs.com.

For more details about the BCIS survey, see thearticle on page 16 or visit bit.ly/RICSBIMsurvey

BIM surveys

Performance guarantees Termination of contract, corporate recovery and insolvency

Payment provisions.

Black Book commissioning

A second addendum to theRICS practice statement andguidance note Surveyorsacting as expert witnesses isnow available to download.This will be online only andhas been produced to reflectthe implications of the caseof Jones v Kaney 2011. Itreplaces GN 22: Immunity of the expert witness.

The Project ManagementProfessional Group is due to publish its Managing thedesign delivery guidance notein spring 2012 and is alsoworking on guidance forProject funding and Projectrisk management.

FIDIC has published itsConditions of Subcontract for Construction, 1st edition2011, for building andengineering works designedby the employer. It is for usewith FIDIC Conditions ofContract for Construction,1st edition 1999.

Did you know All RICSmembers can search through more than 600sustainability documents on the Sustainability Practice& Research section of theRICS website.

The addendum can be downloaded fromwww.rics.org/guidance

For more information, email Lanh Te, StandardsCommissioning Editor, at [email protected]

See page 24, ConstructionJournal, Nov-Dec 2011, for an article about FIDIC sub-contracting,www.rics.org/journals

For more information, visit www.rics.org/sustainabilitypractice

BIM Q&A

Question timeHow does BIM affect quantity surveyors and project managers? Dawn Smith provides some answers

1. What types of clients are using BIM?Public sectors such as health and rail are using BIM partlydue to the recent UK government drive to increase take up by2016 and improve public asset performance in cost, value and

carbon performance. PFI projects show how to successfully utilise BIMthrough their life cycle (e.g. St Helens and Knowsley Hospitals).The private sector is gradually realising the long-term benefits of BIM

from retail (e.g. Asda and Waitrose) through to commercial landlords.Commercial pressures of lower rates of return and the constantreassessment of viabilities are driving developers to find alternative ways of making projects more lean.

2. Where is the UK on the BIM learning curve?Scandinavia and North America are ahead of the UK. In 2007,Finland and Denmark mandated BIM use on all public sectorprojects. A 2010, McGraw-Hill study1 found that 36% of

Western Europe (UK, France and Germany) respondents used BIMversus 49% in North America. The 2010 UK rate of adoption was 35%, led by architects (60%), engineers (39%) and contractors (23%).A 2011 BCIS study of UK and US members2 found that 10% of QSs

and 3% of BSs were regularly using BIM and a further 29% of both havehad some limited engagement. Consultants with multinational clients and international offices are

often further ahead than their UK-only counterparts. Multinational clientsand consultants are assisting adoption of BIM in the UK through theirknowledge of what BIM is, when to use it and how it can provide bettervalue and competitive advantage.

3. What is the speed of take-up in the UK?Many projects are on different parts of their BIM journey (seethe BIM maturity model on page 16). Most of the UK is still atLevel 1 (managed CAD 2D or 3D) while some are seeing the

benefits of Level 2 (managed 3D environment utilising 4D [time] or 5D[cost]). Organisations will adopt new systems at different rates and theirBIM journey will depend on industry/client push/pull. In the McGraw-Hillstudy1, 34% of Western European BIM users have been using it for overfive years. However, growth has been relatively flat until 2009-10 when itincreased by 20%. As in North America, there are indications that BIMuse will have surged among UK contractors to over 50% by this year.

4. Is BIM suitable for refurbishment projects? A US NIBS study3 identified 5% net savings in capital costs for new build and 1.5% for refurbishments, so although thecapacity for savings is less, there is still an improvement (it did

not discuss post-occupancy savings, which should be similar acrossboth uses). 3D surveys of existing structures can create models forrefurbishment and maintenance projects but should be treated withcaution as constructing a model for an existing building will requireassumptions about construction methods, materials, etc.

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5. Is BIM applicable to projects under 20m?Large or repetitive projects (e.g. by repeat of a product such as housing units, or in terms of roll-out such as retail outlets) will enjoy the greatest advantages. The UK

government recommendation for public projects covers those down to a value of 5m. Bespoke projects (e.g. using many innovative components) will have reduced benefits. However, a bespoke building will need greater co-ordination and supply chain integration and may still benefit from BIM.


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iStockphoto.com/jpa1999

6. What impact will BIM have on fees and PII?Clients may use BIM to drive consultant fees even lower;however, new roles (e.g. BIM manager) and therefore newbusiness opportunities could compensate for this. QSs will

have to perform more detailed reviews of the model than previously with 2D information. Time saved on measurement/quantification will allow design and value

analysis, and option analysis to take place, requiring senior consultantexpertise. This should be judged by value add and not considered aresource-based fee. This front loading may change the fee profile, butnot necessarily the overall amount.

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BIM Q&A

Insurance and liabilities are considered as barriers to BIM adoption;however, this will depend on the BIM maturity level for each project.Where the managed data is held in separate discipline BIM tools(including time and cost tools) and data collaboration occurs at specificmilestones, then liability fundamentals will not change. Moving to a fullyintegrated environment, managed through a collaborative model with all of its datasets and attached data, means PI structures will needreconsidering (e.g. a project PI insurance bought by the client).The UK government is thought to be considering a no fault project

insurance for BIM and, as adoption matures, the insurance market willreflect the change in risk to consultants.

7. What are the benefits for the QS? These include: visualisation will help assess scope gaps when costing and tendering

real-time costing will allow immediate decisions, removing abortivedesigns and reducing design/cost programme timelines

producing quantities in hours/days rather than weeks/months,releasing time to review building efficiencies and other keyperformance indicators

carbon-estimating software can be linked to the model programme analysis will facilitate reviews of preliminaries, valuationsand claims for delays

clash detection and improved co-ordination will reduce the number of instructions and limit unforeseen costs and delays, reducing theprovision of cost risk post-contract in the form of site contingenciesand builders work allowances

opportunities to use BIM data for facilities management and createsavings over the asset life cycle.

8. How will BIM affect small practitioners? They will need investment in software and hardware (see page22), development of internal procedures, training and marketingof their new capabilities. If clients can see the costs/benefits to

a project it might encourage them to share some of the early pain/gain of implementing BIM and help pay for some elements, e.g. softwaretraining. Some model data may only need read only access so softwarelicences may be inexpensive or even free. If upfront costs becomesignificant, smaller companies may struggle, especially if clients ask themto work at risk. A small practitioner should, however, be able to changeworking practices more easily and quickly than a large organisation.

9. Does BIM imply a fundamental change of processes?Attaining BIM benefits may require: changes in working methods and culture; stakeholders must improve team working and minimise silo mentalities

plan of work changes as technical designs and specifications can bebrought forward and closed out earlier, reducing risks during the build

review of procurement routes in terms of roles and responsibilities of the design team and on the contracting side

under contractor-design contracts, some deliberation of whenownership of the model passes to the contractor.

10. What are the accuracy issues around quantities?Like 2D CAD drawings, designers must model to scale and end users should always check the scale is correct. With theintegration of different models (e.g. architectural and structural),

it should be possible to highlight any errors immediately, but there is noautomatic check to ensure scales are correct.Each model consists of standard components selected from a

library, allowing schedules of components to be formed if the wrongcomponent is selected the schedule will be inaccurate. An example of this would be a set of columns incorrectly drawn using a beamcomponent. The column would look identical to others when viewed

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BIM allows programmesequencing to be modelledvisually, meaning more rigorousinterrogation and possiblysignificant time savings

BIM Q&A

in the model but the schedule will pick up the wrong type of componentand quantification will be wrong. There is no automatic check for this. All components have their own property sets that include standard

information, e.g. steel columns include m2/linear metre and kg/linearmetre, which allow surface area and tonnage calculations. Thecomponents are all modelled to size and schedules are produced using the property set information. If this is incorrect, the output will be compromised. While existing libraries of components are tried andtested, new component libraries should be reviewed to identify errors.While the model can detect clashes and highlight the critical path,

it cannot detect human error. This also applies to scope gaps withindrawings and checking will still be required for missing items andquantities that do not tie up.

11. What skills do PMs need to implement BIM? Establishing BIM on a project requires a client who understandsthe upfront costs (in return for future benefits), a good BIMprotocol and a procurement strategy that constrains silo

thinking. The PM may need to guide a client through the business casefor adopting BIM and the changes to skills, roles and responsibilities.From a skills perspective, BIM is business as usual with the same

processes and controls except for a modified management informationsystem/document protocol, roles and responsibilities, and procurementstrategy. The role of BIM manager should be considered and theresponsibilities they would adopt. The primary issue for PMs is themanagement, control and interfacing of a data-rich environment that,depending on the maturity level, may all be heavily integrated.

12. Can models generate programmes or risk registers? Using software such as Navisworks, BIM allows programmesequencing to be modelled visually, meaning more rigorousinterrogation and possibly significant time savings.

As BIM is a way of managing data during a buildings life cycle it is possible to link expected sequencing with their components, andthereby produce an automated programme. However, BIM is only as good as the input and it is likely that, as schemes become more detailed and external/abnormal factors need considering (e.g. night-time working), additional manual manipulation will be needed.Generic risks can be embedded into the model components and

then scheduled out. This would pick up risks regarding the constructionworks, e.g. clashes and specification risks such as curing times. But it would not necessarily highlight issues that are more specific, e.g. those influenced by third parties, such as failure to close out planningconditions. Again, as the design develops more detail, a manualconsideration of risks will be required.

13. What are the benefits for the PM? These include: updates can be dynamic, removing some risks associatedwith data management

increased confidence and risk reduction, such as design co-ordination(e.g. structure and services), construction logistics and timelines

cost and programme implications, ideally, would be real time (but willneed a sense check to understand all the implications, e.g. whetherweekend working is required)

improved communications between the PM, stakeholders, owners,end users, third parties and within the project team

the project team and client can visualise, simulate and analyse a projectbefore actual construction begins. It allows the visualisation of phasingand subsequent impact on logistics, cash flow and sales (e.g. youcannot sell prime residential apartments if they face construction works)

integration of design and programme increases confidence incompletion dates and refines project preliminaries

depending on a projects position on the BIM maturity model, changemanagement should be simplified and easily identifiable (what will notbe evident is why the change is being considered) and the changeimpact will immediately be reflected throughout the model

if performing design management, BIM will co-ordinate a changemade anywhere in the model: in 3D views and drawing sheets,schedules and elevations, sections and plans, and scope gaps can be checked for

for performance management of the design and construction team,the design updates are readily available (or as parts are designed off-line, tested and uploaded to BIM) for performance review andchecking against programme

BIM is updated during construction to create an as-built record andthe model becomes a record to support facilities management. Theobjects link to data about each component, which facilitates deliveryof the building record documents.

14. How is BIM being integrated into the supply chain?Suppliers can be adept at change, especially if they produce asmall range of products. They will have fewer staff to up-skill,change will occur to fewer products and technology changes

will be for a small group. But they will have to change how they interfaceand deliver information to others. Suppliers of standard components,e.g. Schco cladding systems, are already producing components forimporting into models. Due to their different sizes and resource abilities, sub-contractors will

have the greatest range of BIM integration and adoption. Predominantlylabour-based trades are in no rush to adopt BIM, while those linked toforms of production (e.g. steelwork) have been utilising BIM in some form for years.Some main contractors have embraced BIM and are differentiating

themselves with new offerings. They can be seen as competitors todesigners and QSs as they offer a one-stop shop. Contractors can also improve their margins by benefits in logistics, reduction in waste,improved product delivery management, design co-ordination, clashdetection and delivery of a quality product.

Further information1 The Business Value of BIM in Europe by McGraw-Hill can be found atbit.ly/McGHill2010BIM

2 The BCIS 2011 Building Information Modelling Survey Report can be foundat bit.ly/RICSBIMsurvey

3 National Institute of Building Sciences data as cited in the UK GovernmentsBIM strategy, March 2011, can be found at bit.ly/GovtBIMstrategy

Dawn Smith is a Partner with EC Harris

[email protected]


For an article on BIM basics, see A brave new world, page 14,Construction Journal, Sep-Oct 2011, www.rics.org/journals

RR For Library reference resources go to www.rics.org/ejournals and search for BIM

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Alan Muse outlines how the government and the construction industry are driving the implementation of BIM and

how RICS is playing an influential role

t is easier to pull than push a string. In May 2011,the UK government announced a new ConstructionStrategy1 which set out a push and pull approachto transform the entire industry. It will pull thestrategy by using its substantial buying power to encourage positive outcomes, including themandatory use of Level 2 BIM on all projects by2016. Level 2 BIM is the penultimate step of the BIMmaturity model and sits below a fully integrated BIMmodel (see diagram on page 16). Similarly, the supplyside of the industry is being asked to push theadoption of BIM through the evolving reform oftechnology, process and culture. So why does the UK need BIM? In short, poor

productivity. Between 1996 and 2006 there was a 25% increase in the retail price index. Forcomparison, automobile costs rose a minuscule 1.5% and construction costs rose by a staggering 89%. The industry needs to change and BIM offerssubstantial opportunities for increasing efficiency.To implement its strategy, the government has

established a Construction Strategy Board andseveral task groups divided between the two principal sectors of construction and infrastructure.The following task groups for construction have

been established and are debating and testing newmodels of working: Procurement/Lean Client Data and Benchmarking Facilities Management/Soft Landings Standards/Lean Supply BIM Strategy Performance Management.

In particular, the BIM task group is being informed by the Department for Business Innovation and Skillsstrategy report on BIM (see page 16) and, initially, islooking at processes and how various professionalswork to deliver the right information, at the right time,for client decision-making.

Relevance to membersUnfortunately, most RICS construction professionalsare not directly involved in BIM projects. The BIMsurvey conducted by BCIS in 2011 showed that just 10% of QSs are using BIM but that, at the same time, they have a desire to learn more about its potential implications (see page 16). However, the government pull is raising awareness of BIM and a number of private sector clients are alsoshowing interest. In addition, a number of largecontracting organisations are already investing heavily in BIM and several design and multidisciplinarysurveying practices have made it the centre of theirbusiness models.

Young professionals entering the industry are showinggreat interest in integrated IT solutions and arebringing a more collaborative work style with them.Businesses that do not implement the new practicesrun the risk of losing their competitive edge to moreforward-thinking professions. Hence, the relevance to RICS members cannot be ignored. A Kuhnianrevolution may be about to occur.

How is RICS responding?The answer is proactively. We are represented on theProcurement/Lean Client, Data and Benchmarking,and Facilities Management/Soft Landings governmenttask groups that have already met a number of timesand have cascaded communication with our mirrorRICS working groups. With particular reference toBIM, we sit on the cross-professional BIM Forum andthe Collaborative Working Group, both organised bythe Construction Industry Council. All this has broadened the remit of the RICS BIM

Working Group to respond to these initiatives, and it will now consider integrating cost planning andmaintenance cost processes (NRM1 and NRM3) andconsider legal and contractual issues relating to BIM.In addition, this group will produce guidance andtraining for members, for example a BIM conferencewill be held in London during February 2012, anumber of regional events are being developed, as is a BIM guidance note. Also, through the work of the Quantity Surveying

& Construction Global Professional Group Board,international feedback on the use of BIM is beingcollected and disseminated. Discussion and debate is also encouraged through the RICS BIM CommunityForum2 and the LinkedIn RICS BIM group3.

Get involvedMembers have every opportunity to get involved andfind out more about the impact, potential benefits andpossible new service streams arising from the use of BIM. Similarly, if you have information on potentialcase studies and issues regarding the implementationof BIM in practice, then please get in touch. Pushing a string may be difficult, but a collaborative

effort will ease the task.

Further information1 The UK governments Construction Strategy is availablefrom bit.ly/Govtconstrategy

Alan Muse is the Director of Quantity Surveying

& Construction and Project Management

Professional Groups

[email protected]

I

2 To join the BIM CommunityForum, visit www.rics.org/communities

3 The RICS LinkedIn BIMgroup can be found atlinkd.in/RICSBIMgroup

Related competenciesinclude: M004, M007, M010,T010, T022, T063, T074

Between 1996and 2006...constructioncosts rose by a staggering89%. Theindustry needsto change andBIM offerssubstantialopportunities for increasingefficiency

Push me, pull meBIM RICS involvement

BIM An MEPs experience

Team BIMBen Roberts discusses how BIM can encourage collaboration between consultants, QSs and PMs, and suggests

some dos and donts for successful BIM projects

or MEP consultants, the main advantage of a BIM approach is theembedding of information within equipment, systems and spaces.This allows the designer to link and automate calculations, and

access design data quickly and easily, i.e. the information in the modelcan be used to inform design decisions.For example, choosing an alternative lighting supplier because of

capital cost will quickly show the impact on items such as lux levels,space usage, installation time, embodied CO2 and running costs.Embedding costs into equipment also offers an easy way to compare

up-front expenditure of design options. For example, if the modelincludes a range of pumps, several manufacturers may provide virtualequipment containing cost information, making the comparison quickerand more accurate. Similarly, if the designer needs to change one of the pumps, this change will be automatically reflected in the costinginformation without having to revise a separate document.In the early stages, manufacturer information is often not available

or relevant, and so takeoffs only give part of the information on thequantities required. Instead, for example, floor and faade areas canbe scheduled automatically from the architectural model, meaning that changes in the scheme design can be immediately reflected in the cost per metre squared.

Benefits of the 3D modelAs is often said, the model is a database and so there is only oneversion of the truth. This enables improved consistency between layoutsand schedules, and provides the obvious time-saving and accuracybenefits when changes are made.All of this information is attached to a 3D virtual model of the building

and its associated equipment. This provides a very clear representationof what the equipment will look like, which is particularly useful for non-technical users but also makes communication within the design teamand the client (e.g. for space planning or access) much easier. All theinformation is in one place, which can help PMs to quickly oversee andresolve potential problems and efficiently manage the process aspects of a BIM project.A 3D model allows you to build before you build and highlight items

such as plant access requirements and CDM sequencing issues. It alsohighlights clashes in the virtual model that would otherwise have to bedealt with on-site. It also provides a good method for documenting andmonitoring changes, and gives the PM confidence that the design willwork before going to site, reducing the risk of costly changes.Reusing the model between disciplines and specialists is another

benefit to MEP designers and the project team, i.e. if the architect hasalready created the geometry, this should be used to create the thermalmodel, acoustics model, smoke vent model, etc. By passing the designmodel on to the installers, it can be adapted for manufacturing ratherthan them starting again from scratch.Similarly, using the design model to link to asset registers and building

management systems, or for post-occupancy evaluation, can lead toeasier facilities management integration and a better record of howbuildings perform.To date, many QSs have been reluctant to embrace BIM and there

is often fear that this approach will replace them. This is not necessarilytrue and the same could be said for any consultant. The BIM process is an opportunity to streamline workflows and remove many of the

F

mundane tasks; rather than spending time collecting data, the QS canfocus on assessing the quality of this information. An area where thismay be the case is life cycle costing. This is likely to be an area focusedupon more in the near future and presents an opportunity for QSs toexpand this area of their business.

Lonely BIM v Social BIMTrue BIM is all about collaboration and integration, but this must beapproached in the right way. The first step is to establish at the outsetwho knows what and learn from past experiences. Theres a goodchance there will be little previous experience in the team, so look toother project protocols for ideas on where to begin. The PM shouldclearly identify the clients requirements and BIM aspirations, andcommunicate these to the team; this information could be embeddedinto the model at the start of a project.One of the big questions for BIM projects is: at which stage do team

members become involved? It is usually beneficial to appoint key siteteam members such as MEP sub-contractors early, so they can informthe designers of construction and installation issues. Similarly, the designprocess benefits from consultants being involved at conceptual stages.These measures aim to reduce reworking the design and duplicatingwork when it passes from one party to another.Sharing of information can only be done via technological solutions.

Some software products offering BIM solutions are in the early stages of development, but many are well established and just need to beintegrated into the process. Unfortunately, this is where the technology is lacking. While many tools exist for each stage in the process (e.g. thermal

modelling, manufacturing and facilities management), they often donteasily communicate with each other. A key benefit of BIM is reusing the data but sharing the model can be challenging if programmes dont


Successfully using BIM

Your project will have a greater chance of success if you: establish protocols at the outset to define the deliverables,software used, file sharing procedures and formats, etc

appoint a BIM co-ordinator to oversee the processthroughout the projects life

think backwards: what is the end product going to look like?What is it going to do? How will it be manufactured, usedand installed? Consider these things at the outset; includethem as notes within the model

start clash detection early and, as soon as there are 3Dmodels, begin assessing space requirements, even if just fordistribution zones

collaborate, integrate and innovate the process only worksif you communicate effectively; the BIM team must beintegrated to avoid silo mentalities

consider appointments and involve team members, includingQSs and PMs, at the right stage; a BIM project benefits frombringing team members to the table earlier than usual.


BIM An MEPs experience

Related competencies include: M004, M007, M010, T010, T022, T063,T064, T074

Hoare Lea

What not to do

leave it to the CAD team BIM is a process for thewhole team to engage with; there are as manymanagement issues as there are technical ones, andthe real benefits are in improving workflow for everyone

expect BIM to solve all your problems straight away there are no hard and fast rules (yet) and, with manygaps in the process, there will be problems along theway, but investment in solving these issues shouldprove worthwhile in the long term

miss opportunities to do things better/quicker/moreconsistently; there are many benefits to BIM fororganisations as well as project teams, so find out howthis process can improve your workflow

implement BIM without clearly understanding how it willwork for you and how youre going to benefit

proceed without a clear implementation plan.

connect. However, many software developers are keen to improve theirproducts in this environment, so this should rapidly improve.A lot of discussion is focused on the responsibility, intellectual property

(IP) and PII associated with sharing models as there are clear inherentrisks with issuing a model containing such a magnitude of information.Concerns include: how do you pass on responsibility? Are designs too exposed in this format? How can I protect my designs/IP rights? These questions are still largely unanswered, but the general solution

is to establish BIM as a work in progress. The deliverables need to bewell defined and may not be that different from those of traditionalprojects; it is just the process that changes. Commercial issues are not very different either as there are always risks in issuing informationand designs. However, careful documentation of all your deliveredinformation clearly demarcates what you are responsible for in terms of design.This point is echoed throughout a BIM project, i.e. think beyond

traditional boundaries, cultural changes, risk and reward challenges.These areas are all very much in the sphere of QSs and PMs. All of the above can only be overcome through collaboration

including government, public and private sectors, industry bodies,design, manufacture and software vendors, and users. The industryneeds to become less fragmented and adversarial, and we need toencourage better integration from everyone involved in a constructionproject. BIM is a significant step towards that aspiration.

Ben Roberts is a Senior Mechanical Engineer with Hoare Lea

[email protected]

BIM Contractual implications

A work in progressProfessor Rudi Klein considers some of the contractual issues surrounding

the implementation of BIM and suggests solutions to these problems

he 2011 strategy report by the BIM Working Party* concluded:...little change is required in the fundamental building blocks ofcopyright law, contracts or insurance to facilitate working at Level

2 of BIM maturity. Some essential investment is required in simple,standard protocols and service schedules to define BIM-specific roles,ways of working and desired outputs.2011 saw the first legal claim relating to the use of BIM. It concerned

the construction at a US university where the architect and M&Econsultant used BIM to fit engineering systems into a ceiling void. The void space was small and meant the installation was needed in a specific sequence. The contractor had completed about 70% of theinstallation before realising that the rest would not fit. Ultimately, this wassettled in favour of the client with the architect, engineer and contractorall contributing. Although this claim was perceived as one arising from the use of

BIM, its use was incidental to the primary issue of responsibility for acommunication failure. The ultimate question was: who took the risk that the installation would not fit in the roof void unless it was carried out in a specific sequence? However, this would be a universal question,regardless of having used BIM.

T Standard forms normally identify the contract documents containingdesign-related information. If the BIM model is to be relied upon then itshould be stipulated as a contract document. However, confusion couldremain about whether paper documents are accurately reproduced fromthe model or whether they contain detail not in the model. There are concerns about the ability of software programs to share

data, including: data repurposing (where one package cant read or use datagenerated by another)

loss or changes to data in round tripping (where data is sent to onemodel, used and then returned to the original).

While one response is to specify contractually the software and formatsfor information transfer, defining BIM use is still important. Relevantstandards could be specified; for example, the evolving National BIMStandard in the US and its basic standards for interoperability.

Software issuesThere is also a concern relating to the risk from software defects. One answer would be to limit any contractual liability to the extent of any recovery from software manufacturers. More problematic is theliability to third parties, which would have to be liability in negligence, and whether professional insurers would provide the necessary cover.The need to specify the BIM use for the project will dictate the extent

to which contracts should address any intellectual property issues. Butthese arise anyway where the modelling process is iterative and it isdifficult to identify who was responsible for generating the design or other data. Digital signatures or watermarking may resolve this issue. For most of the UK construction industry BIM remains just an

acronym. The greatest challenges to its implementation concern theinvestment in training and technology, and a reluctance to embracegreater transparency. The full potential of BIM can only be realised with parties working

collaboratively. This needs innovation in contracts and insurance,including integrated project insurance policies that underwrite the team for financial loss to the project.

Further information* A Report for the Government Construction Client Group: BuildingInformation Modelling (BIM) Working Party Strategy Paper is available from bit.ly/GovtBIMstrategy

Professor Rudi Klein is a Barrister, Chief Executive of the Specialist

Engineering Contractors Group and President of the NEC Users Group


Related competencies include: M004, M007, M010, T010, T017, T022,T063, T074

The full potential of BIM can only be realised with partiesworking collaboratively. This needs innovation in contracts and insurance

The Working Party recommended that contractual requirements relatingto BIM are incorporated into a protocol. These could be easily referencedinto standard construction contracts by adding a simple clause, such as:the contractor shall work with its design consultants in accordance withthe attached BIM protocol. The report also concluded that standard construction contracts did

not prevent the use of BIM. The JCTs recent Public Sector Supplement, for example, advised that a BIM protocol could be included within theContract Documents or Employers Requirements. However, the reportdid not address some critical issues: to what extent could the model constitute a contract document? where is the design and ancillary data to be found? what will be the contractual priority of documents? what reliance can be placed upon the data contained within the model?

Defining the uses of BIM at the outset will help answer these questionsbut there is still much to resolve.


BIM A small practitioners view

History lessonsIf small- to medium-sized enterprises are going to embrace the value of BIM then big projects need to successfully

demonstrate its true benefits, says Mark Saint s a partner in a small consultancy with anannual turnover of 1.2m, my main focus is to ensure that the service we provide

to clients is second to none. Most of our new business comes from previous clients and fromrecommendations, hence the need to provide a high standard of service.As a smaller practice, providing quantity

surveying and project management services onprojects worth up to 50m, we do not have theluxury of an in-house training department. We relyinstead on journals, newsletters, and seminarsarranged by RICS, fellow professional bodies andtheir larger practices.Over recent months, we have become increasingly

aware of BIM from articles in journals. Disappointingly,though, there has been little evidence of RICS-arranged BIM seminars, which is surprising for a subject being heralded as the saviour that willincrease efficiency and reduce cost and waste within the construction and property managementindustries. Surprisingly, fellow constructionprofessionals also appear to have limited, if any,knowledge of BIM and, to date, no clients have even mentioned it.

natural evolution of how our work and that of othersis done. It was probably the same for architects whenAutoCAD was first introduced.It seems that using BIM can benefit project delivery

but there is the risk of a two-tiered industry beingcreated until it is used by everyone, assuming it everwill be.I recall that 20 years ago the construction industry

introduced a new initiative called Co-ordinated ProjectInformation (CPI) that was heralded as the way allprojects should be procured. In reality, very little waschanged by CPI other than the use of SMM7 by QSsand the NBS by designers, both of which are still ingeneral use today. A failing of modern-day CPI is that success can

only be achieved if all participants co-operate fullyand provide full and accurate information. Sadly, theNBS (the backbone specification document to CPI) is often incorrectly and/or inadequately completed by designers, relying on the QS and/or the contractorto deal with any errors, shortcomings, etc. Further,designers often just plagiarise a version from anotherproject, making its value very questionable.

Rubbish in, rubbish outOne has to ask whether BIM will be any different. If the quality of information provided initially is correct,appropriate, sufficiently detailed and fully co-ordinatedthen great. However, in practice and based on the CPI experience, will this happen? BIM will onlyachieve the desired results if the information going in is good enough if not, it will become a flawedand cumbersome tool.If, as I expect, the use of BIM by SMEs evolves

over time, then its initial use within the industry mustbe done well and be successful so that those notusing it can see the obvious benefits. If not, a two-tiered industry may remain with one part using BIM(albeit badly) and SMEs continuing without it, possiblybeing forever excluded from bigger projects andframeworks, but remaining sceptical and ignorant of the potential benefits.

Mark Saint is a Partner at

MEA Construction Consultants

[email protected]

It seems that using BIM can benefit projectdelivery but there is the risk of a two-tieredindustry being created until it is used byeveryone, assuming it ever will be

Related competencies include: M004, M007,M010, T010, T022, T063, T074

A

While BIM is being promoted as a revolution, one has to ask as it is seemingly only beingimplemented by big contractors, consultants andclients whether it is only relevant for the largerplayers in these industries. However, a significantpercentage of the UKs construction work is procuredand delivered by small- to medium-sized enterprises(SMEs), so we should not be overlooked.So, how will the smaller consultants, contractors

and clients embrace BIM?I am sure that for many it will be ignored, at least

initially. It also appears that it will involve a significantinvestment in IT and training something that in thecurrent economic climate may be difficult to justify,especially for a small firm. However, I guess that, over time, it will probably sneak in as a result of the

RR For Library reference resources go towww.rics.org/ebooks and search for BIM

BIM Government strategy

In the loopJoe Martin outlines the UK governments BIM strategy and discusses some of the challenges to its implementation

he UK governments BIM Strategy* challenges the wholeconstruction industry but QSs and PMs were singled out withthis message: The effective adoption of BIM technologies

by cost consultants and planners has been slow to date but theprofessions cannot afford to be outside of the BIM loop. The 2011 BIM Survey (see panel) conducted by BCIS confirms this general lack of involvement.With seemingly endless possibilities for BIM the profession needs

to understand its impact. The strategys key message is that BIMimplementation is about information not technology; it is not aboutgraphical representation, but about improving the information flows and decision making through integrated working. It is a question of how we are involved, not if.The report looks at the benefits to the UK construction and

infrastructure markets of using BIM in the construction and post-occupancy phases. The strategy intends to deliver a structuredGovernment/Sector capability to increase BIM take-up over a five-yearhorizon as part of a joined-up plan to improve the performance of the government estate in terms of its cost, value and carbonperformance.However, rather than define BIM, it sets out a hypothetical scenario

of Government as a client can derive significant improvements in costvalue and carbon performance through the use of open shareable asset information and tests to ensure this hypothesis is, for example,valuable, competitive and self-funding over the next five years.While the report acknowledges the savings during design and

construction, it suggests more substantial savings will come during the whole life of better-designed buildings. There are six mainrecommendations:1.make the supply side responsible for BIM infrastructure

T 2. client contract requirements for deliverables and responsibilities must be clear and specific3. clients must use the required information and be transparent on how it influences decisions

4. infrastructure investment is required but the technology need be no more complex than current systems

5. changes in requirements should be made in small but significant steps6. the target is for all projects to deliver at Level 2 of the BIM maturitymodel (i.e. from 3D models for separate disciplines together withprogramme data and costs) within the five-year horizon.

The BIM maturity model defines the competence and delivery from BIM(see Figure 1). The levels are defined as:0. unmanaged CAD probably 2D with paper as the data exchangemechanism

1.managed CAD in 2D or 3D format with a collaboration tool providing a common data environment

2.managed 3D environment held in separate discipline BIM tools with attached data. Commercial data managed by EnterpriseResource Planning software. Integration based on proprietaryinterfaces or bespoke middleware. The approach may utilise 4D programme data and 5D cost elements, as well as feedoperational systems

3. fully open process and data integration enabled by web servicescompliant with emerging Industry Foundation Classes/InternationalFramework for Dictionaries standards, managed by a collaborativemodel server. (IFC is a non-proprietary data model for the constructionand facilities management industries. IFD is a framework fordeveloping IFCs that allows information transfer between proprietaryCAD and BIM systems in a neutral format).

The report identifies the costs andinformation required at each stage of the Office of Government Commerces(OGC) Project Gateways. It alludes to lifecycle costs and carbon data but does notcover output to facilities management. It also proposes that information is

output in a standard COBie format (seepanel) and that the information required atdifferent stages will be called COBie datadrops. These will be at four key stages ofa project mapped to the RIBA Plan ofWork, OGC Gateways, Network Rail GRIP stages, etc. They will check:1. the design brief against the clients brief and provide cost plan and riskmanagement

2. the tender design against the projectbrief, cost plan and environmentalrequirements, and provide tendertransparency

3. the detailed design and contractpackaging for scope, cost and carbon

4. handover data and actual cost,programme and carbon performance.

Figure 1 The wedge diagram has become the industry standard for illustrating what is involved in thedifferent levels of BIM maturity (source: bit.ly/GovtBIMstrategy)



Our profession must identify the information we need and what will beavailable at each drop so that we can exert our influence and/or adjustour processes to suit. This challenge is being taken up by the RICS BIMWorking Group (see page 11).There is an ongoing debate about whether cost should be held as an

attribute in the BIM application objects, or as a separate database linkedby item codes. I think this will depend on the technology used, wherethe object library comes from and who is managing it. Ultimately, costsneed to match the required outputs in a consistent format. The strategys working group has created nine sub-groups to look at

issues covered in the reports appendices. These are:1. Digital Capabilities2. Legal, Contractual and Insurance3. Delivery Standards and Processes4. Education, Training and Support5. Improved Information Handover6. Information Use and Benefits7. Communications and Institutional Support8. Investment9. Programme.

Key issues for RICS and its membersLegal, Contractual and InsuranceThe legal issues surrounding intellectual property (IP) and responsibilitiesin an integrated team are often used as an excuse for not implementingBIM, but the report reached the following conclusions: IP will not be a barrier to BIM adoption BIM competence should be a pre-qualification issue, not part of selection and appointment

simple contract amendments should be produced requiring BIM compliance

there is a need to establish standard protocols setting out consistent requirements for project delivery and outputs

there is a need to define duties for consultants and contractors there is a need to define duties for the new role of model managerand its relationships

clients should expect QSs and PMs to be familiar with BIM andactively develop ways in which processes can be made more costeffective and value adding.

Education, Training and Support The report discusses how moving to integrated working within a BIMenvironment will be a massive training requirement for graduates andpractitioners. It also considers the role of universities and institutions inraising awareness and delivering training, including those institutionsencouraging BIM capabilities in their members.

MeasurementIt highlights that much BIM software is capable of producing schedulesof quantities and enables construction to be simulated before workstarts. This suggests that cost management and programming activitiescan be brought into the BIM environment at an early stage. QSs andPMs need to engage so that their services will benefit from theproductivity and speed of response offered by BIM processes.Measurement methods may need reviewing to ensure appropriateinformation is produced, allowing greater automation of processes.

Related competencies include: M004, M007, M010, T010, T022, T063,T074

What is COBie?Construction Operations Building information exchange is a means ofsharing predominantly non-graphical data about a facility, which wasdeveloped in the US so will need adapting for UK use. It is a non-proprietary, spreadsheet-based format that transfers information toowner/occupiers of any size and IT capability. It documents an assetin 16 linked spreadsheets.

BCIS 2011 BIM SurveyThe survey was carried out in April 2011 before the governmentsBIM strategy was published. The main findings were:

QS responses 24% had worked on projects where there was a BIM model 10% had used BIM 9% had used it during design phase 8% had used it during construction 4% had used it for facilities management 5% regularly extracted quantities from a BIM tool

Barriers lack of client demand 74% lack of training/education 70% lack of appropriate application interfaces 57%

Support required guidance on use 75% training 49%.

The full survey is available at bit.ly/RICSBIMsurvey

The good news for RICS members is that the report concludes thatwhile measurement will be automated discretionary skills will still benecessary. Someone still needs to understand, interpret and challengethe costs, and work with the integrated team during the designdevelopment to deliver the required outputs.BIM will become a reality on major public sector projects within the

next few years. The move to integrated working, and the clear informationrequirements inherent in the BIM strategy, will be reflected in the widerpublic sector and the rest of the industry much faster than the adoptionof 3D CAD. Our challenge is to embrace BIM as an opportunity because,to adapt Bill Clintons famous phrase, Its the information, stupid.

Further information* Report for the Government Construction Client Group: Building InformationModelling (BIM) Working Party Strategy Paper is available frombit.ly/GovtBIMstrategy

Joe Martin is the BCIS Executive Director

[email protected]

Facility

Floor

Space Spare

build

Resource

Jobdesign

Zones

Contacts

Documentscommon

Issues

Coordinates

Attributes

ConnectionsImpacts?

Systems

Component(serial number)

Type(parts/warranty)

BIM Australian experience

Pushing ahead


There is a lot of confusion aroundBIM versus 3D modelling; manypeople think they are one and the same. While they are linked, they are quite different. 3D is thevisual representation of an object,whereas BIM represents theunderlying object information. The most important word in BIM is information. The ability to accessthe in-built information is key to

unlocking endless possibilities for the entire supply chain throughoutthe whole life cycle of any project using BIM. BIM is a term used almost exclusively in the design world of

property and construction. In the UK, Europe, Asia and America, Ihave noticed that in the natural resources and infrastructure industries,the term is almost unknown. The concepts of BIM and sharing designinformation among project stakeholders in those regions and sectorsare very immature in comparison to the property sector.However, even in the property sector, BIM is largely employed by

designers, engineers, contractors and sub-contractors for very finite,short-term gains during design and construction. The full potential forasset management from feasibility optioneering through to delivery,operation and, finally, disposal and demolition is rarely realised. This is largely because the stakeholders that have the most long-

term benefit from adopting BIM (owner/operator groups) are notleading its development. Around the world, BIM development is ledmainly by the design and engineering consultants, sub-contractors

Australia is one of the leading adopters of BIM,

so we asked three public sector and consultancy

surveyors to share their experiences of its potential,

contractual responsibilities and how it can add value

to a project

Unlocking possibilities

Project Services is a fully integratedproject management and designpractice within the QueenslandGovernment, and has significantexperience of implementing BIMtechnology. A recent project illustrates how

it approached BIM responsibilitieswhen drafting tender documents forthe procurement of a major hospitalexpansion project via a two-stage

Managing Contractor design and construction management contractarrangement. BIM was an essential component of the tenderingselection criteria for a proposed methodology (how and when) and its resourcing (the specific team, including BIM model manager).Project Services prepared a BIM Execution Plan & Project Protocol

and documented the schematic design in BIM software. It committedto integrating the documentation into a common model usingNavisworks software, to be used to check the combined model for clashes between elements and resolve problems by adjusting the overall design. The Managing Contractors responsibilities included:

1. engaging a BIM model manager to perform specific servicesoutlined in the contract

2.meeting its design and documentation obligations using BIMsoftware with documentation integrated into Navisworks

3. preparing a BIM Execution Plan and Project Protocol for theDeveloped Design and Construction Documentation stages

4. engaging a BIM model manager to perform specific services outlinedin the contract, including overseeing the implementation of the BIMExecution Plan

5. ensuring the plan co-ordinated with the role of specialist trade sub-contractors

6. during the design and documentation process, ensuring thatintegration, clash detection and correction continued on a regularbasis

7. considering the use of sub-models for trade contract packages and a 4D model to support construction planning

8. providing as built models to the Principal on project completion.

iStockp

hoto.com

/Mark Sta

y

BIM was an essential componentof the tendering selection criteriafor a proposed methodology and its resourcingProject Services routinely appoints private sector design consultants but regularly has issues with those who title their models as BIMcompliant. In many cases, these are good 3D Geometry but withlimited object metadata, making them practically unusable withoutsignificant additional effort.With local industry, we have identified the importance of creating

measureable standards when developing BIM models. These should

Learning by doing


and fabricators. Once owners, operators, governments etc, startspecifying that their projects should be based on BIM, the movementwill grow exponentially.3D visualisations and walk-throughs are now commonplace. But

BIM is the front door to future potential as it unlocks the design to be used for functions not yet fully explored. Complex analysis andsimulations that test the integrity of assets before they are builtproduce higher performing, more efficient assets. 4D (time), 5D(cost/cash flow) and 6D (whole of life/facility management) are beingdeveloped. Without BIM, these progressions would not be possible.The Australian property sector is a world leader in BIM thinking.

While other markets like America, China and Europe have bigger BIM investment, market penetration there is vastly smaller than thatachieved in our smaller marketplace. The UK has been slow in its BIMthinking, but is gaining speed now the government has committed touse BIM for public projects.The biggest potential global market for BIM is the natural resources

industry. It routinely uses 3D as its projects are large and complex, and require detailed modelling and analysis to test a design well beforeit is built. However, BIM thinking requires an open culture of sharing,collaboration and trust, which will take some time to develop. Thecombination of an active natural resources industry with high levels of BIM leadership shapes Australia as an interesting space to watchfor progressive BIM thinking over the next few years.

Dave Liddle is a Director at Turner and Townsend in Brisbane,

Australia

[email protected]

At Rider Levett Bucknall (RLB),one of the key benefits of BIM is that it allows our QSs to focusmore on other value-addingservices for their projects ratherthan spending up to 80% of theirtime measuring quantities. Itshould be noted that the BIMmodels generate raw quantitiesand certainly do not generateautomatic cost plans; however,

they offer significant advantages over traditional 2D drawing-basedsystems by minimising manual take-offs. They also enable our cost planners to undertake a more

proactive, rather than reactive, role during the design process in terms of managing cost and scope as they spend less timemeasuring. We can advise clients of potential cost increases viascope changes in real-time simply by comparing the BIM models.This process is streamlined by RLBs estimating software systemQubit, in that the BIM model once reviewed, is loaded into ourmeasurement platform (DimensionX by Dimtronics). This is thenlive-linked to our cost plan and any changes to the model aredetected and quickly re-costed instantaneously.The accuracy and quality of the data harvested from the BIM

model rely on the skills of the individual architect, engineer or draftsperson compiling the BIM model. We use the information within theBIM models as much as possible; this is only done after scrutinisingthe information extracted in conjunction with the standard 2Ddocumentation to ensure it is correct.Furthermore, design consultants have created their own object

libraries, which results in differing information being extracted from BIM models for similar elements or products. Standardising thenaming of object properties is essential as the next step; however,this will be met with some resistance by the consulting fraternity.Other issues include: lack of consistency between models absence of universal object libraries challenges for architects because they deal with so manymaterials, as opposed to engineers who generally only have todeal with two, i.e. concrete and steel

suppliers are not yet on board.

In Australia, and in particular Queensland, many clients are makingBIM models mandatory within the terms of reference for designconsultants, and soon this will become the norm across theindustry. This in turn will lead to better quality BIM models beingproduced and, ultimately, greater standardisation.

Lee Whatmore is an Associate at Rider Levett Bucknall in

Brisbane, Australia

[email protected]

RR For Library reference resources go to www.rics.org/ebooks and searchfor BIM

Related competencies include: M004, M007, M010, T010, T022, T063,T074

Adding value

provide a minimum target for the type of data to be provided and anexpected level of detail at each design stage. Together with local quantity surveying and industry stakeholders,

we are working on standards and guidelines for implementing BIMmodels and Integrated Project Delivery for QSs. We are also looking atincorporating standard codes to facilitate a more flexible interrogationof the information in the models. These are likely to be based uponexisting industry standards and guidelines, i.e. the Australian StandardMethod of Measurement and the Australian Cost ManagementManuals. However, the education of modellers in basic cost planningand trade knowledge will be crucial to implementing any codings thatcould be applied to the models.Simple pilot projects (internal and in partnership with industry) with

clear deliverables have demonstrated the key steps and determinedwhat worked and what didnt without the risk of catastrophic failure.Building upon the successes of these pilots, we now deliver 90% ormore of design projects through models, and aim to extend this to thewider construction market.

Further informationProductivity In The Buildings Network: Assessing The Impacts Of BuildingInformation Models can be found at bit.ly/BEIIC_BIM

Don Hyslop is Principal Project Manager Major Works for Project

Services, Queensland Government Department of Public Works in

Australia, and is Chair of the RICS International/Global Project

Management Professional Group Board

[email protected]

BIM Australian experience

BIM For small practices

Bottom-up BIMBIM isnt just for larger practices, says Robert Klaschka, and using it may even give you the edge against

bigger competition that is slow on the uptake

e have been using BIM software since we formed in 2001. We concluded that,because we were starting from scratch,

wed pick the most advanced software available. We chose the Bentley Architecture BIM application,which sits above MicroStation 3D CAD software,because it was designed to create a full buildingmodel (the term BIM was yet to be invented). Ourtheory was that if it didnt work we could return tousing MicroStation. We never did and most of ourwork now takes advantage of BIM in some way.While we now benefit from over 10 years of BIM

experience, there are still some great reasons for asmall practice to adopt it today. The software is muchbetter than in the early days, collaboration standardsare steadily improving and the government is startingto tell its public clients that they should takeadvantage of BIM.

LeapfroggingIn a recent interview with Chief Construction Adviser Paul Morrell, I asked where small architecturepractices fitted into the picture. He said that therewould be BIM deniers among the bigger players and this would provide opportunities for smaller more innovative firms to leapfrog them. Generally, this is just as true for cost consultants because they are much further behind other disciplines in BIM adoption. The only people lagging behind QSs are PMs.For a cost consultant, adoption is obviously more

dependent on other team members because, if there is no model, then there is nothing from which to generate the quantities. Unfortunately, Im stillwaiting for the day that a cost consultant asks me if we could use BIM on a project (although this is also a common experience with architects wheresome of the team members are still working in aconventional way).Understanding what can be measured is one of

the initial challenges. At present, because of thenature of the software, we tend to produce what Idescribe as raw quantities from the model which acost consultant can then reference to their costings.The benefit of this is that repeated iterations of thequantities extracted as the design develops simplyreplace the earlier versions allowing the costing toupdate without having to be reconstructed. I hopethis sounds relatively low tech, because in real termsit can be as simple as linked cells in a spreadsheet.If you take one thing away from reading this article,

it should be that for a small intelligent, versatilepractice there is a great deal you can do with BIMwithout investing in expensive software. Approachprojects from the bottom up, and identify where

W

benefits can be easily taken and where you need to plug gaps with traditional surveying. Ask yourself this question: if you could automate

75% of your surveying work, would you choose to gofor it and deal with the other 25% manually, or waituntil it was possible to do 100% automatically? Theanswer is obvious to me.

Robert Klaschka is Principal Director of

StudioKlaschka architecture + design

[email protected]


For a smallintelligent,versatilepractice there is a great dealyou can do with BIMwithoutinvesting inexpensivesoftware

Related competencies include: M004, M007,M010, T010, T022, T063, T074

Case study St Leonards Hospital, Hackney for NHS East London and the CityThis project is unusual in that we are creating aBIM which has begun with a focus on creating rapid quantity takeoffs to support the work allowing reoccupation of an existing building. The building contains a series of clinical and office spaces occupied by different teams including physiotherapy, psychology and sexual health. From existing survey data, we have created

a model that allows us to measure many of the major building works. There is a relatively limited dataset of floor finishes, wall build-ups, ceiling finishes, etc. This is supplemented with components for existing, upgraded and new doors, sanitary appliances and specific medical equipment. The nature of the model exemplifies what

a small practice can economically bring to a project. Our approach does not rely on a large,top-down expenditure by the client on an IT system that might not pay for itself (or even be what it purports to be). Instead, we have created a client/works-

specific dataset that evolves as the project progresses and new assemblies or componentsare required. Were producing layout plans androom datasheets from the model for each teambut also have a raw quantities spreadsheet thatis generated with incremental design changes,allowing the cost controller to set up an easyset of references to their calculations. Thismakes costing and re-costing quick andrepeatable for the latest project data.


BIM US experience

BIM in the USABIM is mandatory on all US government projects, and

a growing proportion of privately held corporations are

beginning to use it. But buy-in to the benefits is mixed.

Simon Taylor and Christopher Bailey discuss the issues

with some leading players

urveys suggest that 65-70% of projects use BIM in some form,most often for 3D design visualization. However, BIM is notsimply 3D design modelling, which many clients think it is having

been educated by software houses on the savings from efficient design.We define BIM as a process that allows information generated by oneparty to flow seamlessly to other parties for beneficial reuse. 3D designcan help achieve this, but its not strictly necessary. As an example of the challenges to BIM adoption, some facilities

managers even see 3D design as a cost inhibitor to efficiently managingtheir space. Matthias Ebinger, Director at the New York PresbyterianHospital, believes Our engineers know what the space looks like; wedont need to see it electronically. 3D models are not yet simple enoughto effectively support facilities management in low- or medium-technology intensive environments. The National Institute of Building Sciences (NIBS) and the Building

Smart Alliance will publish the revamped National BIM Standard by mid-2012. This will define what constitutes a BIM project and what thedesign deliverables shall consist of. Its importance is emphasized byJames Vandezande, a Principal at HOK Architects, who thinks There is a fundamental need to standardize the uses of BIM and the workflowsassociated with information exchange in construction.

Design liabilities This is important for design liabilities as the 3D design model is notusually a contractual deliverable. Designers obligations are normally onlyto provide 2D paper documents, but they may provide the electronicmodel for reference so reliance on information extraction is limited to items input as 3D-modelled objects rather than simple 2D lines.Designers are wary of a model that forces early detail and incorporates

design inflexibility and completeness of expectations before they areready described as The carriage before the mule by Serge Drouin, anarchitect with the Renzo Piano Design Workshop. This partly stems fromlow confidence in the software and potential liabilities attached to theirdeliverables. Until BIM standards evolve, and contractual and insuranceliabilities cover model data reuse by others, designers will not focus onmodel completeness.Designers have also been unable to negotiate increased fees for these

tasks as owners now expec

rics journal construction feb mar 2012

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