BIM

REVOLUTION
OR
EVOLUTION?

I N C LU DI NG A CROS S R AIL
C A SE S TUDY

Source: Crossrail
BIM Revolution or Evolution © 2017 MEED Insight 1
2 © 2017 MEED Insight BIM Revolution or Evolution
Foreword

Governments across the globe are realising the importance of Building Information
Modelling (BIM). In the UK, the government mandated the use of BIM Level 2 or 3D
collaborative BIM in all publicly funded projects by April 2016. Essentially, BIM is not just
a tool, system or methodology; it is an integrated process that requires a change in the
mindset of traditionally storing project information in silos. BIM is a collaborative approach
to the creation, management and distribution of information during a project lifecycle.
At the core of BIM is a Common Data Environment (CDE), which helps in seamlessly
managing data created by and across disciplines and phases of a project. When embraced
by the entire project team, there is clear evidence that BIM can help reduce time, effort
and risk; increase quality and productivity; as well as enable more informed decision-
making at every stage of the infrastructure asset lifecycle.
Using BIM principles, Crossrail is delivering a new railway that crosses through central
London and is a landmark project not only in the UK but around the world. The estimated
value of the project is US$21.4 Bn, making it one of the most significant infrastructure
projects in the northern hemisphere. The project is important not only from the perspective
of its magnitude and the convenience it will offer to people but also in terms of the
technological innovation involved in the design and construction of the railway. Central to
its technology innovation is BIM, as Crossrail is the first major infrastructure project in the
UK to implement a full BIM lifecycle concept. This report aims to document the key steps
involved in implementing BIM using the Crossrail project as an exemplar.
BIM implementation at Crossrail started in 2008–2009, when the project entered the
detailed design phase. Crossrail employed Bentley’s ProjectWise and AssetWise platforms
to deal with design, engineering, and asset information management. Innovations such
as virtual and augmented reality, smart boards and mobile technology are now helping
Crossrail in achieving its objective of delivering a world-class railway which will open
from 2018. However, in the initial stages, given the scale and complexity of the project,
the team faced a number of significant challenges. The first challenge was that no single
organisation had the capacity to deliver the design and information needed for the
construction. This meant that multiple organisations, distributed across London, the UK
and beyond, needed to work collaboratively. To bridge the gap between Crossrail and its
supply chain, share industry best practices, and ensure that everyone involved understood
and bought into its business objectives, Crossrail together with Bentley Systems launched
an information academy.
The adoption of BIM at Crossrail will set an example for many upcoming infrastructure
projects not only in the UK but across the globe. The practices adopted in effective and
efficient data management across the asset lifecycle will help enhance the maturity level
of BIM within the construction industry.

Sari Razzak
Director – MEED Advisory Services
Source: Crossrail
Table of contents:
Global Transportation and Rail Market..................................................7

BIM Adoption............................................................................................8

BIM Introduction......................................................................................9

BIM in the UK – Eight Pillars................................................................. 10

BS8536 and Government Soft Landings (GSL)................................... 11

BIM Cost Advantages............................................................................ 12

Information Delivery Lifecycle............................................................. 13

Crossrail – A Case Study........................................................................ 15

Key Takeaways........................................................................................ 28
 Source: Crossrail
6 © 2017 MEED Insight BIM Revolution or Evolution
 Global Transportation and Rail Market
Increasing globalisation and cross-border trade agreements are
driving investments in the transportation sector.
Global trade has grown significantly in the
last few decades. By 2014, the overall value of
imports across the world stood at about US$16.4
Tn. The unprecedented growth that the global
trade witnessed recently has been fuelled mainly
by increased globalisation, cross-border trade
agreements and advancements in e-commerce.
The consequential effect of such advancements has
resulted in the increasing interconnectedness of
geographically dispersed countries, which has led
to higher investments in the transportation sector.
According to Armstrong & Associates, the global
transportation and logistics industry was about
US$8.6 Tn (≈12 per cent of global GDP) in 2013.
Oxford Economics and PricewaterhouseCoopers
further predict that investments in the global
transportation sector are expected to increase at an
average annual rate of 5 per cent over 2014–2025.
Cumulative transport infrastructure
investments 2014 to 2025 (US$ Trn)
Africa
Middle East
FSU/CEE
Latin America
W. Europe
US & Canada
Asia-Pacific
0.0 2.0 4.0 6.0 8.0
Roads Rail Ports Airports
Source: Oxford Economics
Railways are expected to account for about
28 per cent of the cumulative investments
in the transportation sector
According to Oxford Economics, cumulative
investments in the transportation sector will
amount to US$14.2 Tn over the period 2014 to 2025.
BIM Revolution or Evolution
Around US$4.0 Tn are earmarked to be invested in
the railways sector, mostly in the Asia-Pacific and
Western European countries. Railway investments
in Western Europe are positively impacted by the
growing preference of public transport in some
mature transport markets and also the planned
investments in high-speed networks, particularly in
the UK and Spain. New guidelines (revised TEN-T
guideline) and free-trade agreements (between
the European Union (EU) and US/Japan) are also
expected to have a favourable impact on the rail
sector in Western Europe.
UK rail market poised to grow
The UK is undertaking the biggest rail system
modernisation programme of the 21st century, with
US$55 Bn earmarked for 2014–2019 for maintaining
and improving the network. The Rail Supply Group
has designed a five-point programme to improve the
competitiveness of the UK rail industry. Enhancing
export competiveness is one of the key objectives
of the programme, and the government aims to
achieve this through improved trade ties with the
EU. However, the UK faces tough competition from
established players in Germany, France and China,
among others. The UK also envisions to become
a global leader in rail technology, with flagship
projects such as Crossrail and High Speed 2 (HS2)
underway.
10.0 Significant investments in rail are also
expected in the emerging markets of the
Asia-Pacific and Middle East region
In the future, rail infrastructure development and
high order volumes from emerging economies will
drive growth in the global rail industry. Regions
such as the Middle East, with railway projects
worth US$50 Bn either under construction or in
the pipeline, will act as a key catalyst for growth.
Additionally, rail infrastructure investments in
countries such as China, India and Brazil are likely to
increase substantially.
© 2017 MEED Insight 7
BIM Adoption
Improvements in quality control and productivity are likely to drive Global
Building Information Modelling (BIM) to record a compound annual growth
rate (CAGR) of 17.1 per cent during 2014–2019.
The use of BIM-enabled technology is rising rapidly
across the globe, as companies look to reduce risk,
lower cost and improve productivity. The technology
assists companies in the architecture, engineering
and construction (AEC) industry to improve
productivity through better control over processes
that enable more efficient project delivery, and
improve asset management. As a result, the global
BIM market is expected to expand at CAGR of 17.1
per cent during 2014–2019.
Global BIM Market Forecast ($ Bn)
4.7
4.0
3.4
2.9
2.5
2.1
2013 2014 2015e 2016F 2017F 2018F
Source: TechNavio Insights and William Blair & Company
Government support driving BIM
implementation
Governments in many countries are formulating
policies and regulations promoting BIM adoption.
The EU has mandated that all 28 EU member states
need to implement BIM standards and processes
for publicly funded construction projects by 2016.
In the US, the General Services Administration also
requires the implementation of BIM standards for
all federal buildings.
8 © 2017 MEED Insight
According to the survey International BIM Report
2016, irrespective of BIM maturity across different
surveyed countries, BIM is perceived as the future
of project information management by more than
three-fourths of the respondents. Furthermore, BIM
implementation varies by country ranging from as
low as 25 per cent in Czech Republic to as high as
78 per cent in Denmark. BIM adoption in the UK has
increased from 39 per cent in 2013 to 48 per cent in
2015, while adoption in Canada has increased from
64 per cent to 67 per cent over the same period.
BIM Adoption by Countries
Denmark 78%
Canada 67%
UK 48%
Japan 46%
Czech Republic 25%
Source: International BIM Report 2016: Data represents a sam-
ple population collected from survey respondents
The upward trend of BIM usage is set to continue,
as all the countries surveyed expect it to be utilised
by over 80 per cent of design professionals.
BIM was traditionally used for building process.
However, BIM adoption has rapidly increased for
infrastructure projects also. A McGraw–Hill survey
reported that almost half of the organisations
surveyed in the US used BIM for infrastructure
projects in 2011, up from 27 per cent in 2009. The
trend of increased BIM usage for infrastructure
projects is likely to continue, driven mainly by
new government mandates. Recently, Germany
also announced mandatory usage of BIM for all
transportation projects by 2020.
BIM Revolution or Evolution
 BIM Introduction
BIM is more than just models and software, it is a change from the
traditional mindset.

BIM, though often misrepresented as a vendor-
owned initiative, piece of software or tool for
process improvement, is much more than a tool,
system or methodology. It represents a shift from
the traditional way of managing project information,
in which data was often unstructured and the
teams worked in silos. Working in a BIM framework
actually requires a change in the mindset towards
higher collaboration and the potential adoption
of new tools. BIM helps in improving collaboration
across teams and managing data and information
over the complete infrastructure asset lifecycle. It
achieves this through the adoption of an agreed set
of standards and processes, and working within a
Common Data Environment (CDE). Collectively, it
provides a single source of truth for the project/
asset, enabling better coordination.
Modelling the project in a digital form enables
users to optimise their actions, resulting in greater
utilisation of asset and creating the opportunity to
save costs over its lifetime. In this way, BIM creates
value through the combined efforts of people,
process and technology, with technology acting as
an enabler of the BIM process rather than the core.
Without skilled resources and defined processes,
technology alone will be unable to support BIM
implementation.
BIM provides the framework that enables better
information management through the asset
lifecycle, from concept generation, design and
construction, through operation to the dismantling
of the asset.

BIM Process Flow Encompassing Project Lifecycle

Information/ data Models passed to

fed into other Design
building team
projects
● Visualisations
● Material schedules
● Clash detection
● Lifecycle analysis
● Coordination
● Design analysis
● 2D and 3D drawings
● Safe demolition Procure &
● Sustainability audits construct
● Knowledge management
● Hazardous material ● Construction phasing
tracking ● Trade & work packages
● Building cloning Common Data
● Stage payments
● Upgrade. New project Environment ● Coordination
requests ● Buildability & access
● Health & safety
Continued use ● Drawings and
of the model ● Links to Building information
Management System
(BMS)
● Links to Facilities
Management (FM)
systems
● Links to product details
● Security systems
● Maintenance schedules
Information
Information model
model available Operate & handed to
for future maintain operator
improvements

BIM Revolution or Evolution © 2017 MEED Insight 9

BIM in the UK – Eight Pillars
The UK government mandates the promotion of BIM.

In 2011, the UK Government introduced BIM (delivery phase) and PAS 1192:3 (operation phase)
standards for the construction industry in order to – to help builders in the process of delivering and
drive down the cost of constructing publicly funded operating construction projects through BIM.
assets. The ‘Government Construction Strategy’
report mandated the use of BIM level 2 in all public
projects by 2016. The report recommended that
instead of just developing 3D modelling standards,
as had been previously done in several countries,
8 Pillars of BIM
companies should develop processes and standards
for all information throughout the entire asset
lifecycle. Since then, the British Standards Institution
(BSI) has developed
Level 2 BIM: The eight formal standards, 1 2 3 4
which can be together
requirements to achieve BIM referred to as ‘the
BS7000 - 4 BS1192:2007 PAS1192-2 PAS1192-3
eight pillars of BIM’ in
level 2 are outlined in the the UK. Compliance to
2013 +A1:2015

PAS1192 suite of standards. BIM level 2 requires

any project to be Electronic Data OPEX Information
It essentially requires the managed within the Management Management

framework of these Collaboration CAPEX Information

development of information standards. Management

models which reference,

Each standard lays
federate and/or exchange down best practices
and deals with an
information with other 5 6 7 8
aspect of the BIM
models. It also requires CDE process. For example,
collaboration between BS1192-4 PAS1192-5 BS8536 BS8541 1-6
and compliance with the the participants in a
construction project is
standards listed. one of the key success
Information
factors for BIM. To Exchange
Better
Outcomes
achieve this, the BSI introduced BS1192:2007, which
Information Information
laid down a basic framework for the collaborative Security definition standards
production, distribution and management of
architectural, engineering and construction
information across the project value chain. The Process standards for BIM
Standards mentioned in pillars 2 and 3 will shortly be
standard also encourages a specified naming policy,
replaced by a new standard ISO 19650
which creates a common work platform across the
entire supply chain. Similarly, the UK Government
commissioned two guiding documents – PAS1192:2

10 © 2017 MEED Insight BIM Revolution or Evolution

 BS8536 and Government Soft
Landings (GSL)
GSL aims to achieve improved whole lifecycle outcome for built assets.
Early engagement of the end user is key to
the success of BIM implementation. The UK
Government’s 2011 Construction Strategy identified
the need to enhance the value offered by public
sector construction. To achieve this, the government
defined a framework called Government Soft
Landings (GSL), shortly followed by a British
Standard BS8536. This standard is aimed at aligning
the interests of builders with those of end users by
clearly defining targets for the following:
Social outcomes: Functionality and effectiveness
for productivity, user and business requirements
Economic outcomes: Early identification of capital
and operational costs to reduce construction and
operational costs
Environmental outcomes: Performing tests to
meet sustainability targets pertaining to energy,
carbon, water and waste, among others
The objective of BS8536 is to ensure that project
design, development and delivery match the
required standards, and that value is achieved in
the operational phase of the asset. To this end, GSL
defines a process that is collaborative in nature and
engages key stakeholders involved in all stages of
the project as well as in exchanging and reviewing
information. Performance targets are set and
validated through the design phase and a ‘Post
Occupancy Evaluation’ is carried out to evaluate the
project’s performance in use.
GSL provides several benefits to users:
• Assuring required operational outcomes and
adherence to end-users’ needs
• Ensuring end-user involvement throughout the
project lifecycle
• Early identification of design decisions that
may impact ongoing maintenance and cost of
operations
• Ensuring that the impact on operational costs is
considered early
• Ensuring that full training, commissioning and
handover are provided at an early stage, thereby
reducing the cost of protracted handover and
enabling the building process to reach optimal
performance within the prescribed timeframe
GSL mainly focuses on four key areas (mentioned in
the below graphic).

GSL focus areas

Functionality and Environmental Facilities Commissioning,

Effectiveness Management Training and
Handover

Assets designed to Meet government A clear, cost-efficient Projects delivered,

meet the needs of performance targets strategy for handed over and
the occupiers; in energy efficiency, managing asset supported to meet
effective, productive water usage and operations the needs of the end
working waste production user
environments

BIM Revolution or Evolution © 2017 MEED Insight 11

BIM Cost Advantages
BIM delivers substantial cost savings over the project lifecycle.
Cost savings achieved through the implementation of BIM process
It is hard to quantify the cost savings achieved by a
project through the implementation of BIM, which is
a long-term initiative and has the potential to deliver
the benefits through the asset lifecycle. BIM cost
savings are realised as the project moves from the
project delivery to the operations and maintenance
stage. Hence, with BIM, cost advantages and the
prospect of a greater ROI increase throughout the
lifecycle of the asset.
Using traditional or historical methods, data is often
stored in an unstructured and poorly coordinated
manner. This is further marred by inefficiency and
a potential loss of information, which in turn can
result in an additional 20–25 per cent cost. Since
working in a CDE is core to BIM and its processes,
project and asset data are far more structured
and can be shared with team members and other
stakeholders in a seamless manner, making the task
of finding the right information easier, saving time
and avoiding costly rework.
BIM can also save organisations a lot of cost on
software licensing as a robust set of standards and
12 © 2017 MEED Insight
Best BIM Typical
Current industry focus on savings from BIM
processes is common to all aspects of a project. It
has the potential to reduce or remove the need for
software applications related to specific tasks such
as contract administration and document control.
Given that Crossrail has all the processes of the
project in place, implementation of BIM can help
it save around US$5.8–7.2 Mn annually in software
licensing costs alone.
BIM uses linked data sets and integrated 3D models,
which help achieve further cost savings for project
owners. In the case of Crossrail, a virtual or digital
version of the railway was created long before
commencement of physical construction. The
multi-discipline information model enables design
and construction refinement using 4D simulations,
which in turn allow Crossrail and its contractors to
prove constructability of assets. For example, the
use of 4D simulation at Farringdon station on the
Crossrail project helped identify the idle period for
a tunnel boring machine in the schedule. Hence,
based on visualisations, the schedule was adjusted in
coordination with other assets, allowing the project
to reduce the risk contingency by US$2.0 Mn.
BIM Revolution or Evolution
Information Delivery Cycle
The effectiveness of BIM depends on successful information
management.

Asset Lifecycle Information Management (ALIM)
provides a spatially enabled CDE to manage
information across the project lifecycle. The process
of asset management begins with the identification
of the need to build or refurbish an asset, for which
the organisation needs to identify information
gaps. Information requirement not only pertains to
asset description but also includes why the asset is
required in the first place. Employer’s Information
Requirements (EIRs) provide such information,
including how the asset is to be delivered and
expected to perform.
Through EIRs, an employer defines the information
requirements for an asset at various stages of the
asset lifecycle. Stakeholders at every level need
to understand the requirements and be able to
produce the information matching the desired
quality. EIRs are based around a series of simple
plain language questions (PLQs) that the employer
is required to answer at specific stages to assess
whether the project is progressing as planned.
The PLQs at a specified level are defined by the
stakeholders involved in that phase of the asset
lifecycle.
EIRs form the basis of the procurement process
and enable suppliers to produce an initial BIM
Execution Plan (BEP) from which their proposed
approach, capability and capacity can be evaluated.
Once the contract is awarded, a Master Information
Delivery Plan (MIDP) is developed by the supply
chain participants, identifying who delivers which
information and when.
Once the project starts, information exchange
occurs between designers and contractors at
various stages. Information federated during the
asset’s design and build stage is managed through
Project Information Management (PIM).

Asset Lifecycle Information Management

Design Procure Construct Operate Maintain

Handover

Information Flow Information Flow

Project Asset
Employer’s Information Information Information Information handed
Requirements Management Management from Project Information
Asset Model
BIM Execution Lifecycle
Plan Information
Master Information
Management
Additional
Delivery Plan information
generated during
Information exchange Funded operation &
among project Projects maintenance stage
stakeholders Asset &
Project New
Portfolio Info Facility
Management Requests

Retire
Plan
& Recycle
Common Data
Environment

BIM Revolution or Evolution © 2017 MEED Insight 13

 Information critical to the required performance of
assets is identified within the EIRs and transferred to
the Asset Information Management System (AIMS).
In addition, significant amount of information
related to an asset is generated during its long-term
operation. Activities such as asset maintenance,
transfer of ownership, minor and major works, and
breakdowns generate records and information
that need to be updated in the AIMS. Thereafter,
information from AIMS flows into the Asset &
Project Portfolio Info Management, which further
passes information to PIM to help with new project
requests. This constant flow of information between
PIM and AIMS creates a knowledge base that
enhances efficiency.
Typical asset information for handover
• Descriptions of assets, their functions and
the asset system they serve
• Locations of assets, possibly using spatial
referencing or Geographical Information
Systems (GIS)
• Engineering drawings in digital or hard
copy
• Operating instructions
• Maintenance instructions
• Fault-finding instructions
• Health and safety files
• Vendor data (suppliers / manufacturers)
• Commissioning instructions
• Regular statutory test requirements
• Working life expectancy of each asset

Expert view

Joe Rice-Jones,
Programme Director –
Highways England,
Bentley Systems
BIM enables the asset owner to make better decisions not only in the initial phase
but during the entire asset lifecycle. Asset handover is not where BIM ends, as BIM
is a continuous process of data and information sharing. Asset owners must be
able to access design and as-constructed data anytime and anywhere. It is very
important to bring information together in a common data environment, which
works as a single source of truth for all the assets owned.
Companies and project managers are still getting the hang of BIM implementation
and trying to figure out their optimal solution. Opportunities exist for BIM managers
who understand the needs of their users and can surface information to the right
person at the right time. This involves structured warehousing of data in a common
data environment with clear interoperable formats, for example, an asset dictionary.

14 © 2017 MEED Insight BIM Revolution or Evolution

 CROSSRAIL – A Case Study

Source: Crossrail
BIM Revolution or Evolution © 2017 MEED Insight 15
Crossrail – Project Overview
As Europe’s largest infrastructure project, Crossrail is delivering 42km
of tunnels, 10 new stations and improving 30 more. The route will run
over 100km through 40 stations.

Seven
Kings
Ilford
Whitechapel To Shenfield
Forest
Farringdon Gate Chadwell
Ealing Heath
Broadway Maryland
Paddington
West Hanwell Romford
To Reading Drayton Bond Goodmayes
Street Manor Park
Langley Stratford
Southall
Slough Acton Liverpool
Iver West Main Line Abbey
Hayes Ealing Street Custom
& House Wood
T1,2,3 Harlington Tottenham
Heathrow Court Road Canary Woolwich
Wharf
T4
Station interchanges
Surface line
Tunnel
Portal (tunnel entrance and exit)

42 40 19 5 1
Kilometres of tunnel Boroughs Main tunnel World-class
Stations
beneath London passed through drives railway

Crossrail is one of Europe’s largest railway and Brief overview of the Crossrail project
infrastructure construction projects, with an
• Over 10,000 people working across 40
estimated value of US$21.4 Bn. The railway line, construction sites at its peak
scheduled to be fully operational in 2019, will
add 10% capacity to central London’s existing rail • 40 stations, including 10 new stations and
capacity. It will connect Reading and Heathrow in improvements to 30 more
the west to Shenfield and Abbey Wood in the east. • Estimated 200 million passengers annually
Once operational, the railway line will be known
• Length of the operating trains to be 200 metres,
as the Elizabeth line in honour of the Queen. The
around twice that of London Underground
Elizabeth line will shorten the time required to travel trains, with a capacity to carry up to 1,500
between London’s key business districts by enabling passengers each
more direct journeys and better interchanges. The
project is expected to ease the burden on London’s • The Elizabeth line is estimated to add well over
US$60.7 Bn to the UK economy over a 60-year
transport network.
period

16 © 2017 MEED Insight BIM Revolution or Evolution

 Crossrail – Built with BIM Principles
Crossrail implemented BIM principles to achieve incremental cost
savings over entire project lifecycle.
The data complexity of such a mega project warrants
the implementation of a robust set of standards
and processes to manage the data. BIM processes,
procedures and technology were identified and
set up for generating and managing data through
this project’s lifecycle. A BIM environment of
this scale had never been created for a European
transportation infrastructure project, but was seen
as the only effective way to ensure collaboration
between multiple designers and contractors
working across over 100 separate contracts.
BIM incorporates data in the design of every
physical, environmental and commercial element
on the project. Crossrail focused its efforts on
leveraging the advantages of BIM technology and
processes when delivering the new railway. Another
consideration for adopting BIM was to drive design
and construction innovation within the wider
infrastructure industry. Crossrail is on track to be
the first major infrastructure project in the UK to
fully realise the BIM whole lifecycle concept.
BIM implementation in Crossrail started in 2008–
2009, when the project entered the detailed design
phase. This coincided with the introduction of BS
1192, which led to the BIM standards and processes
in Crossrail. Achieving long-term cost savings is
one of Crossrail’s key focus areas. Implementation
of a CDE provided a single source of truth for
information related to the project. The CDE enables
efficient collaboration and coordination among
project stakeholders, reducing rework and the risks
associated with data error or loss, as well as saving
time and effort through increased productivity.
Crossrail treats information as a valuable resource,
which results in higher efficiencies across the entire
project value chain. BIM offers a single source of
information, enabling continuous interdisciplinary
design checking, plus easy and accurate resolution
of issues. It allows stakeholders to access data at any
time, providing alignment between various stages
and disciplines on a project, ensuring efficient use
of existing tools and systems.
BIM Revolution or Evolution
Project Facts
• 250,000+ drawings
• More than 1.65 million documents
• 1,000,000 assets to be tagged
• 650 CAD users
• 30 main work contracts
• 25 main design contracts
Working in a collaborative 3D environment was a
core contractual requirement across each of the 23
design contracts. To enhance collaboration, all the
design work followed the specifications mentioned
in BS1192 for information management. The need
for data and information sharing among the project
stakeholders increased as Crossrail developed its
long-term strategy to assist the railway’s future
operator to better maintain assets during the
operation and maintenance (O&M) stage. In the
future, it is intended that O&M contractors will be
able to access asset-level data such as manufacturer,
performance, lead times for supply and physical
attributes, which will help schedule and expedite
maintenance activities, thereby reducing risk and
cost.
Crossrail employed Bentley’s ProjectWise and
AssetWise platforms to manage design and
engineering information, including CAD models plus
drawings and reports derived from them. It is using
enterprise Bridge (eB) technology, the foundation
of Bentley’s AssetWise platform, to manage many
project management processes such as contract
administration (for US$10 Bn worth of contracts),
document control and assurance management. It is
also used to manage all asset information, including
that which will be handed over to the owner upon
© 2017 MEED Insight 17
 project completion. At the outset, in 2010, eB only
stored and managed information related to three Innovation @ Crossrail
main contracts and was used by about 240 people.
Ultimately, the system is expected to accommodate • Augmented Reality
in excess of 2 million project-critical documents
submitted by over 2,000 people. • Virtual Reality

Working with the CDE provided Crossrail with • On-site Document Verification
complete visibility on all aspects of the project.
• Field Supervisor – EDMS in the Field
This allowed better coordination among project
stakeholders. In the CAD world, the spatial
• Bluetooth Low Energy Beacons
relationships achieved between the project
components ensure that there are no clashes, e.g. • Mobile Technology
between a mechanical engineer’s duct work and a
structural engineer’s concrete or steelwork. • Smart Boards

Crossrail also used data visualisations and virtual
simulations in identifying risks and challenges
during the early construction phase. For example,
contractors used 3D visualisations to assess the
path of a tunnel boring machine under a busy
underground station, where the distance between
the two was only 35cm.
BIM processes using GIS and other technologies
were critical in ensuring that engineers can visualise
in 3D the complex utilities in and around the stations.
This ensured greater awareness of the complicated
pipe and cable networks that needed to be moved
as a result of the works. To date, more than 1
million CAD files have been created, approved, and
integrated within the centralised BIM database.
Additionally, Crossrail established an innovation
team responsible for implementing a systematic
approach to delivering innovation across the
project. Through Crossrail’s innovation programme,
the use of augmented and virtual reality was
tested in the construction environment and mobile
• Virtual Information Structures
• Interlinking of Project Information
• Information Handover Approach
technology including on-site document verification
was implemented to help maintain high quality
information and reliable real-time data. Innovation
was not restricted to this team, it was ingrained in
the project culture and organisation from top to
bottom. Teams were encouraged to come up with
innovative ideas to ensure that costs were managed
properly, did not escalate or cause project delays.
In essence, Crossrail adopted BIM processes and
technologies as a means of meeting its objective to
deliver a world-class railway. In order to do so, it built
effective partnerships and facilitated innovation
in both processes and the use of technology to
support it.

Expert view

BIM process is more than just 3D modelling. Successful BIM adoption starts
with the client owning and driving it forward at the beginning of the project.
To better facilitate collaboration between different parties, it is important to
nurture a culture of sharing and willingness across the organisation.

Malcolm Taylor, BIM is intended for use as a tool for facility owners and operators to better
Head of Technical Information, manage their facility throughout its entire existence. It is even more critical
Crossrail during the operation and maintenance phase rather than the build phase of a
project.

18 © 2017 MEED Insight BIM Revolution or Evolution

 Challenges and Crossrail Solutions

Challenge: Data interoperability issues

Description: Data interoperability is a major challenge to manage the CDE, as contractors always
prefer to use their own tools, systems and procedures.

Solution: Crossrail ensured that the use of its own CDE was a contractual obligation. Providing
hardware and software, it also addressed training needs of its contractors.

Challenge: Lack of skilled workforce

Description: Successful BIM implementation requires skill and experience. Very few universities
offer BIM courses, due to its infancy in the infrastructure business, leading to shortages
of appropriately skilled personnel.

Solution: Crossrail Bentley Information Academy played a crucial role in creating awareness and
bridging the knowledge gap, aligning the team working on various contracts to the
same goals and objectives.

Challenge: Definition of job description

Description: Previously, contractors used to view the role of BIM managers as being limited only to
managing the 3D models.

Solution: The role of BIM managers extends beyond managing 3D models by increasing focus
on accurate and on-time sharing of all types of project information. This brings many
benefits in terms of efficiencies and effectiveness, including improved cost estimate
accuracy of the project by reducing contingencies.

Source: Crossrail

BIM Revolution or Evolution © 2017 MEED Insight 19

Asset Information Management
Managing asset information has become critical for every
organisation as it facilitates better decision-making.

The Asset Information Management (AIM) model

offers organisations an innovative approach to Expert view
manage and meet their information requirements. With standards like
The model generates appropriate data for the ISO5500 in existence
assets by defining and collecting information such to help standardise
as organisational information requirements (OIR), the process, asset
asset information requirements (AIR) and employers information management
information requirements (EIR). All the information is key to successful BIM
is then fed into the CDE, which works as a single Ross Dentten, implementation
source of information. Asset Information Manager on any project.
at Crossrail The PAS 1192:3
Crossrail has adopted a comprehensive asset standard, which
information strategy starting from configuration focuses on the operation of the assets, relies on
management to asset naming and labelling. The strategic management and lifecycle approach
strategy helped in defining assets in a standardised of assets enshrined in ISO 5500.
manner. However, a key challenge faced by Crossrail
Asset managers should be involved as early as
was the lack of set asset definitions in place, as every possible in the process, as classification of asset
rail owner tends to define their assets differently. This types should be completed long before the final
prompted Crossrail to develop asset identification 3D design model is created. Clarity of employer
standards through proper classification, labelling requirement is critical for developing successful
and tagging of assets which are maintained in an asset information strategy. It is very important to
Asset Data Dictionary (ADD). share information, processes and requirements
and also develop training modules for AIM.

Crossrail Asset Information Strategy

Asset
Asset Asset
Configuration Management Asset Asset Naming
Breakdown Classification &
Management Requirements Representation & Labelling
Structure Definition
& Standards

• Rigorous • Asset • Type 1 Asset • Complex (e.g. • Asset Data • Naming of

control of all Information – Fixed Crossrail) Dictionary different
established Requirements Structure • Facility (Rail (Hierarchy of asset classes
configuration • Asset • Type 2 Asset station, track, classes) based on
items and Identification – rolling stock, • Asset Data location,
have all Standards Replaceable etc.) Dictionary function and
processes • Asset hardware • Primary Definition class
and Information asset functional Documents
procedures in Contract • Type 3 Asset unit (e.g. (AD4s)
place to Clauses – Escalator)
record the Replaceable • Functional
asset equipment unit (e.g. Step)
configuration and software • Asset tag
• Equipment
• Serial number

20 © 2017 MEED Insight BIM Revolution or Evolution

 Crossrail devised a step-by-step process for the creation of
good quality asset information
•Stakeholders idenfied
•Team aware of process and their
responsibilies
Awareness and
•Bulk asset tag creaon
Mobilisaon
•Asset tags named
•Design aributes recorded
•Designs include asset tag IDs
Design
Informaon
•Equipment and serial numbers
provided
•Construcon aributes recorded
Construcon •As built drawing changes made
Informaon
•Data quality checked
•Surplus asset tags deleted
Review and Data
Administraon
•Asset information approved
Approvals
Source: Crossrail
BIM Revolution or Evolution
Asset Information Enablers at Crossrail
Asset Information Management Plan: Details
the framework being used by Crossrail to specify,
acquire, manage and govern asset information.
Asset Identification Standard: Details the asset
naming conventions, style and format of asset
identification labels, label fixing requirements and
requirements for machine readable identification.
Asset Information Management System (AIMS):
The central data hub for storing all asset information
and related virtual structures and workflow.
Asset Data Dictionary: Specifies the functions,
classes and related attributes agreed as relevant to
Crossrail’s assets.
Asset Information Provision Procedure: Specifies
the overall process defined by Crossrail for the
creation of assets in the AIMS and the provision
of relevant asset information by Crossrail staff,
contractors and third parties.
Asset Information Contract Clauses: Define
adequate clauses within the contractors’ contractual
information to ensure that compliance with the
asset information enablers is achieved.
© 2017 MEED Insight 21
 Asset Information Management Systems Generic asset representation in Crossrail
In order to have a successful Asset Information
Management System (AIMS), Crossrail established Type 1 Asset Type 2 Asset Type 3 Asset

an asset information management plan, outlining Asset Tag Asset Tag Asset Tag
Hardware Hardware

reliable and safe foundations for ongoing operations. Equipment Equipment

SW Asset Tag

Stakeholders’ concerns that asset information may Software

not support long-term asset management needs

have been alleviated by defining appropriate
governance arrangements through regular asset eg. Fixed eg. Includes eg. Includes
structure Replaceable Replaceable
information governance group meetings with key Equipment Equipment &
internal and external stakeholders. Emerging issues Software

are identified and resolved as early in the process

as possible and this provides assurance to key
Asset tags were developed mentioning the specific
stakeholders that asset information will support
duty and use of an asset. Each asset tag has three
handover of Crossrail to its future operators and
distinct connected properties:
maintainers.
Location: The facility where the asset is situated, for
Crossrail’s Asset Identification Standard includes
example, Royal Oak Portal
details of asset-naming conventions, the style and
format of asset labels, and requirements for label Function: The overall purpose fulfilled by the asset
fixing and machine-readable identification. Crossrail tag, for example, HVAC system
implemented a virtual asset-tagging framework to
describe the asset’s purpose and objective, thereby Classification: The type of asset tag, for example,
facilitating the O&M phase. HVAC fans for duct lines

Asset definition Asset Tag Relationships

Crossrail developed an asset representation
framework that segregated assets into three generic
asset types before moving to actual labelling. Later, Royal Oak Portal
Crossrail developed asset definitions for over
400 asset classes. The asset representation was ROP Level 1
Location
maintained in sync between the physical and the
virtual world. Any changes made in the physical ROP L1 Fan Room
world need to be made in the virtual world as well,
with proper representation. B- Building
Asset Systems
Tag Function
B- Electrical

B- HVAC

Classification
L7- Services

L75- Climate
Control

L7533- HVAC fans

for duct lines

22 © 2017 MEED Insight BIM Revolution or Evolution

 Asset Data Dictionary
Asset-intensive organisations such as Crossrail
need to have a clear specification of how assets
are classified (i.e. grouped into similar types),
what these classes do or do not represent, and
the attributes that should be collected for each
asset class. Typically, this group of specifications is
described as an ADD. The ADD explicitly specifies
the classification of assets and their required
attributes, saving time and ensuring stakeholders
understand information requirements, as well as
lowering the risk of outdated information being
inadvertently used.
The Crossrail ADD defines the following:
Functions: Assets grouped by the task they are
primarily designed to perform
Classes: Representing different types of asset
Attributes: Properties of each asset/asset class
Asset Data Dictionary screenshot
BIM Revolution or Evolution
The Crossrail ADD hosted within Bentley’s
AssetWise publishes these explicit definitions of
the relevant classes, functions and attributes. This
facility includes accompanying documents, Asset
Data Definition Documents (known as AD4s), which
ensures consistency in reporting.
The structure and content of AD4s is discussed and
agreed with the relevant discipline experts before
being published in AssetWise. The granularity and
structure also reflect the opinions of infrastructure
managers, ensuring compatibility with current
practice and providing flexibility for more detailed
or rigorous approaches in the future.
Although the definition of individual classes and
functions will not tend to change often, the overall
ADD will evolve over time. For example, as the
definitions of classes or functions are refined to
prevent ambiguity, new classes with additional
attributes would be specified for new types of assets
included in Crossrail. A single class sometimes may
need to be split into two to support maintenance or
operational activities.
© 2017 MEED Insight 23
Crossrail Bentley Information Academy
Crossrail and Bentley Systems launched an information academy to
develop and share BIM best practice across the Crossrail supply chain.

The Crossrail Bentley Information Academy is the

first of its kind in the UK, launched to help educate
project participants across the supply chain, and
ensure that all team members understand their
delivery expectations and how they contribute to
the overall project objectives. The academy was the
brainchild of Crossrail and Bentley’s CEOs, Andrew
Wolstenholme OBE and Greg Bentley, respectively.
Both recognised that the human element was the
biggest challenge in a business change project,
when compared to technological obstacles, which
they viewed as easier to overcome.
The academy is responsible for:
• Offering a curriculum focused on and delivered
by Crossrail staff
• Enhancing supply-chain knowledge and driving
construction industry innovation in BIM
• Knowledge transfer to other infrastructure
projects
Learning imparted by the academy helps bridge
the skills gap and align teams working on various
contracts to the same goals and objectives. To
enhance people skills, the academy is performing
team tagging, wherein a younger technology-savvy
engineer works with an experienced engineer,
thus sharing the experience between the two and
bridging the skills gap for both. Cultivating a culture
of training, innovation and sharing is important for
implementing BIM. For the same, besides having
a training academy, the Innovate18 programme
encouraged people across the project to share
ideas and knowledge. This included looking at
Academy deliverables
• Awareness briefings
• Coaching facilities
• Technology integration and laboratories
• Education and engagement opportunities
path breaking ways to successfully implement
BIM. 3D and 4D modelling and data management
throughout the project lifecycle are crucial to BIM
delivery. BIM processes need to be mapped out,
and the academy ensures that each participant has
clarity regarding the source of the data and the
location where the data is posted. This supports
contractors in managing margins and maximising
profitability as it increases efficiency during the
build stage of an asset. The academy provides a
learning environment that takes all participants
through the data processes they need to follow in
“real-world” scenarios. This best practice is shared
across the organisation to ensure that performance
improvements are recognised and repeated.
The academy ensures that Crossrail captures,
develops and shares BIM best practice with
participants across the value chain. Over 2,500
Tier 1 and Tier 2 contractors across more than 60
organisations have attended learning sessions
at the academy. Additionally, the academy has
helped more than 1,500 individuals who are either
project owners/operators looking to adopt BIM or
universities around the world.

Expert view
Crossrail is pioneering the use of Building Information Modelling in Europe
on a scale that has not been undertaken before. This has directly enabled
us to develop innovative engineering design solutions, minimise waste and
reduce future costs for maintaining the railway. The Academy will support
the Government Construction Strategy by increasing the use of BIM in
the construction industry and creating a lasting legacy of best practice in
Andrew innovation. The training received at the Academy will also help contractors use
Wolstenholme OBE, the knowledge and skill gained here on other major projects such as HS2.
CEO, Crossrail
Quote taken from Crossrail Press Release titled “Crossrail and Bentley Systems
launch UK’s first dedicated Building Information Modelling academy

24 © 2017 MEED Insight BIM Revolution or Evolution

BIM Revolution or Evolution © 2017 Crossrail
Source: MEED Insight 25
Crossrail’s Approach to BIM – Review
Crossrail adopted BIM to provide a streamlined approach to the
creation and management of information across the asset lifecycle.
Realising that significant cost, time and effort can be support and manage 3D models between
saved during the O&M phase, Crossrail has ensured multiple design participants within the CDE,
that the information created during design and and ensure consistent, high-quality deliverables
construction is able to be efficiently and effectively regardless of origin.
handed over into operations and maintenance,
• Information integrity: Crossrail ensures
and as such is leveraged across the asset lifecycle.
that information quality and integrity is
Crossrail’s approach to BIM centered around the
not compromised as it is passed between
following key points:
organisations, applications and project phases.
• Greater visibility: The digital version of the Through its CDE, project stakeholders are able
railway will be leveraged when maintaining the to access accurate information about the asset
physical railway. In this way, it affords everyone in real time. This eliminates duplication and
connected with the project greater visibility of ultimately leads to informed decision-making.
related information, enabling more informed
• Improved interface management: Crossrail
decision making throughout the asset lifecycle,
focused on having a simplified and detailed
ensuring adherence to project requirements
interface covering each aspect of the project.
and legislation (design and safety standards),
Including 4D modelling and scheduling,
and is constructible.
examples of some the innovations in interface
• Managed design and clash detection: management include laser scanning of sprayed
Crossrail realised the value of utilising BIM concrete lining works and design of the
processes to manage the large volume of data Connaught tunnel.
created during the design phase. Through
• Greater performance analysis capability:
its CDE, the coordination of information from
Crossrail’s approach, and the importance it
different disciplines across the project lifecycle
places on BIM, enables the organisation to
was made possible, allowing the team to
measure performance at each stage of project
identify and resolve potential problems (e.g.
delivery. It will also allow those responsible for
3D clashes between different design elements)
running the railway upon completion in 2019
earlier in the process, thus saving time, effort
to access important information, including
and money.
descriptions and provenance of assets, during
• Automated CAD quality assurance: Crossrail operations, and with it the potential to improve
implemented a robust set of CAD standards performance.
along with a structured control process to

Source: Crossrail

26 © 2017 MEED Insight BIM Revolution or Evolution

 Additionally, Crossrail’s BIM implementation
has enabled it to reduce health and safety
environment (HSE) risks and potential project
delays. BIM processes and application can save
an organisation considerable amounts of money
during the operational phase as well, by treating
and managing information as a valuable resource
in the same way as people, plant and materials
are managed. Full lifecycle BIM or ALIM through
the same CDE enables seamless transfer of data
and information beyond design and construction
to the O&M stage. In the first instance, owners
can avoid the often immediate, additional cost of
re-collecting data and information about an asset
when it begins operations. To that end, Crossrail
plans to provide a digital version of the integrated
3D model, alongside asset information and other
valuable information, to operators, helping them
run the railway safely and efficiently.
BIM also has the potential to reduce asset overhead
costs during operations. Aligning information
created during the design phase with condition
data related to the asset, operators can now
deploy a technology to predict when an asset will
require maintenance work in order to avoid failure.
Availability of this reliable information will ensure
greater productivity, as operators will spend less
time to track information and validate it, leading
to cost reduction. Through improved decision
making, an operator or maintainer also can better
plan maintenance and avoid failure of the rail track,
which again saves time, money and effort and thus
provide a reliable network.

Cost savings achieved by Crossrail during the design and construction stage of the project

• Virtual visualisation: During temporary on-site works such as scaffolding, BIM can improve
working conditions, increase mobility and safety through the use of 4D simulation. By assigning
a position within the schedule for each asset to be constructed, linking vehicle movements and
logistics where relevant, the process can be optimised.
• HSE risks and project delays: By following BIM processes, Crossrail contractors were able to see
when cladding will be erected and removed, when materials are needed on site, and intended
location of machinery at a given time. This visibility into the construction process, allowed the
organisation to mitigate the possibility and probability of delays long before the task was executed
on site.
• Mitigate risk contingency: As a result of 4D modelling of Farringdon station, Crossrail was able to
refine the construction schedule and avoid potential delays in this process. As a result, and with
the confidence it had gained by proving the construction ‘virtually’, the organisation was able to
reduce the risk contingency budget by around US$11.5 Mn.

BIM Revolution or Evolution © 2017 MEED Insight 27

 Key Takeaways
The experience of the Crossrail project has demonstrated tangible benefits have
been delivered through the implementation of BIM. The conclusion and takeaways
from this process plus related research conducted by MEED are as follows:

• BIM requires a framework and a change from traditional mindset. It is not a single
tool, system, or methodology, but a way of improving collaboration and managing
data and information across the entire project value chain.

• Assets are at the core of BIM, and moving to a BIM mindset involves understanding
the asset breakdown structure and classification system needed virtually before
moving forward.

• Early engagement of the end-user/employer is critical for successful BIM

implementation. Owners/employers must clearly define their information
requirements at various stages of the project lifecycle within the Employer
Information Requirements (EIRs).

• For a successful BIM project, contract pricing must be aligned with the objectives
and goals for implementing BIM.

• Plain Language Questions (PLQs) must be defined by the respective stakeholders

involved at each stage of the project. PLQs form the basis of EIR generation.

• There should be a single source of information for collecting, managing and sharing
information among the project team. Known as Common Data Environment (CDE),
it should be owned, defined and managed by the project owner and used by
everyone.

• Creating and recording asset information should be done as early as possible in

the project in order to mitigate risk. A good asset strategy is one that ensures
adequate asset definition and labelling from the outset to avoid challenges later
in the process.

• Individual’s knowledge and understanding of BIM can vary greatly; it is therefore

essential to manage the skills and communication gap at every level of an
organisation or project team.

In conclusion, the technology revolution that has enabled BIM implementation will
evolve as stakeholders continue to realise the long-term value that can truly be gained
only as the project moves beyond the lifecycle stages of design and construction to
the operations and maintenance stage.

28 © 2017 MEED Insight BIM Revolution or Evolution

BIM Revolution or Evolution © 2017 Crossrail
Source: MEED Insight 29
About MEED Insight
MEED Insight is the consulting arm of the
MEED business. It provides bespoke market
research, business plans, feasibility studies
and corporate strategy development
studies to help our clients make more
profitable and informed business decisions.
MEED Insight has access to a wealth of
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macroeconomic statistics to specific sector
data to help its clients accurately and cost
effectively forecast market growth and
trends.
MEED Insight has a particular focus on
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region, MEED Projects. Thanks to the
respected MEED name and magazine, MEED
Insight consultants have considerable access
to the market, enabling them to speak
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About Bentley Systems
Bentley Systems is a software development
company that supports the professional needs
of those responsible for creating and managing
the world’s infrastructure, including roadways,
bridges, airports, skyscrapers, industrial and
power plants as well as utility networks.
Bentley delivers solutions for the entire lifecycle
of the infrastructure asset, tailored to the needs
of the various professions – the engineers,
architects, planners, contractors, fabricators,
IT managers, operators and maintenance
engineers – who will work on and work with that
asset over its lifetime. Comprised of integrated
applications and services built on an open
platform, each solution is designed to ensure
that information flows between workflow
processes and project team members to enable
interoperability and collaboration.
Bentley, the “B” Bentley logo, and ProjectWise
are registered trademarks or service marks of
Bentley Systems, Incorporated or one of its
direct or indirect wholly-owned subsidiaries.
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