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The BIM Roadmap: A Bsria Guide
The BIM Roadmap: A Bsria Guide
The BIM Roadmap: A Bsria Guide
By John Sands
BG 60/2015
1
ACKNOWLEDGEMENTS
This guide was written by John Sands of BSRIA and was designed and
produced by Joanna Smith of BSRIA.
The guidance given in this publication is correct to the best of BSRIA’s knowledge. However
BSRIA cannot guarantee that it is free of errors. Material in this publication does not constitute
any warranty, endorsement or guarantee by BSRIA. Risk associated with the use of material from
this publication is assumed entirely by the user.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any means electronic or mechanical including photocopying,
recording or otherwise without prior written permission of the publisher.
© BSRIA May 2015 ISBN 978-0-86022-744-1 Printed by The Lavenham Press
1 INTRODUCTION 1
2 WHAT IS BIM? 3
2.1 Refined definition of Level 2 BIM 3
2.2 The common data environment (CDE) 6
REFERENCES 31
APPENDICES
1 INTRODUCTION
1.1 About this The Roadmap is a method for an organization to chart or map their
guide corporate BIM strategy (which meets the Level 2 requirement laid down
by UK Government) via a number of clear steps or layers. This approach
is not new and has indeed been used in engaging HM Government
departments involved in the current 2016 BIM and GSL mandate, a
recommendation made in the Government Construction Strategy 2011[1].
This guide expands this approach, explains these stages and uses the ‘sample
facility’ approach described below to set them into context. An example
of the Roadmap is included in Appendix A.
The guide is aimed at those who are responsible for developing a BIM
strategy within a building owner organization. It can also serve as a useful
guide to BIM for all those involved in BIM projects, and those who may
be taking over assets provided using BIM processes.
As most organizations will start their BIM engagement via a particular
new build construction project, this guide focuses there initially. However,
it moves on to look at the wider aspects of BIM used as a process or tool
for managing live asset portfolios, where individual construction projects
are simply parts.
This guide will also act as a way of putting all the concepts and documents,
such as PAS 1192-2[2], described elsewhere, into a common framework to
help demonstrate their relationships – what they are, and how they relate
to each other and to wider industry practices.
1.2 The ‘sample In order to better explain the concepts and ideas put forward in this guide,
facility’ the idea of a ‘sample facility’ will be used. This means that all the examples
used here will be related to the same reference source.
The scenario chosen for use throughout the guide is the provision of a
new administration building on a university campus in the UK. This has
been done because this type of facility has the scope to experience all
instances which may need to be explained in this guide, and so will enable
consistency to be maintained throughout.
With the facility chosen it has been possible to determine policies such
as procurement strategies for use across the site which will also form part
of the examples here. Any references made to new build activities or ideas
will be relevant to a project to construct a new administration building on
a university campus site.
1.3 The roadmap The Roadmap is best thought of as existing in three distinct layers, as
layers follows:
• Layer 1: Industry practices – the Roadmap ‘datum’
• Layer 2: Corporate/strategic practices - client processes
• L
ayer 3: Project/particular/local practices - client roles and
supply chain responses
Project practices: These are typically practices which deal with varying
or supplementing the corporate procedures to cover more local issues. In
this context it may be varying the stakeholders for engagement depending
on the particular type of facility being constructed. Layer 3 is described in
sections 5 and 6 of this guide.
2 WHAT IS BIM?
2.1 Refined In 2011 the report for the Government Construction Client Group[4]
definition of defined Level 2 BIM as being:
level 2 BIM
Level 2 “Managed 3D environment held in separate discipline
“BIM” tools with attached data…”
This is an important document for the FM industry as it sets out the need
for comprehensive and accurate information, the AIM, which can be used
as the basis for all asset-related decision making. However, it also requires
that the AIM is kept up-to-date to accurately reflect the status of the asset.
4. PAS 1192-5[8] has been written to help all those involved in providing
and operating assets understand the security implications – both physical
and cyber – that sharing increasing amounts of data may have. This PAS
was in preparation at the time of writing and is due for publication in
summer 2015.
The tool also has the ability to provide classification codes for various
aspects of the construction process, and a number of classification tables
were available as part of the beta release, including those for complexes
down to products.
2.2 The common PAS 1192-2[2] defines the common data environment as a:
data environment “single source of information for any given project, used to collect,
(CDE)
manage and disseminate all relevant approved project documents for
multi-disciplinary teams in a managed process”
This single source of information is vital to maximise the potential
benefits of collaborative working, with all information generated being
managed and, when validated and verified, made available for future use.
The validation and verification process is a key function of the CDE, and
ensures the quality of the information for onward use.
Traditionally this function has been carried out with tools provided
by the main contractor to manage their supply chain, from the time of
their engagement on the project until practical completion or soon after.
However, this information source is lost to the client once the contractor
has finished on the project and the client is left with only the information
provided at handover. It can be viewed as a further development from an
electronic document management system, with the increased facility for
verification and validation of data and information received.
In the construction phase, the CDE is used by the constructor as the route
for information exchange, in programme with the exchange points agreed
in the employer’s information requirements (EIR). The in-built validation
and verification process ensures that all information received into the CDE
is processed and controlled, with only the ‘acceptable’ information or data
being passed to the ‘published’ area and made available for wider use.
The CDE has an information use wider than the 3D model is able to deal
with. Whereas the 3D model represents the designed solution for an asset,
the CDE will contain the information that led to that design solution. So,
if at some stage in the future some major works are required to an asset,
the CDE could provide the information that led to the original design.
A soils report which had an impact on the design of the foundations, for
example, would be very helpful if an extension were being considered.
Although the soils report itself would not normally be held within the
3D model, the findings of that report may have been fundamental in
determining the type of foundation design which was adopted.
The CDE should be available for the whole of the asset’s life, and
information it holds may be used for aiding decision making on a variety
of aspects of the asset, or wider site, such as providing data to asset
databases or other linked enterprise systems. This approach may be new
to many clients but having such a managed approach to information will
greatly increase efficiency in managing assets. It may be that existing
processes or tools can be adapted to provide the CDE, or a new CDE
tool can replace some existing systems and provide further benefits in the
process.
As described in section 1.3 above, this guide explains the roadmap in terms
of three ‘layers’, described individually in sections 3 to 6. These are then
brought together in the roadmap diagram in Appendix A. The first of
these layers is:
• Layer 1: Industry practices – the Roadmap ‘datum’
RIBA Plan of
Work 2013
PAS 1192:
Work
Stage
0 1 2 3 4 5 6 7 7
This section looks at the key elements that make up this layer, and explains
the relationship between them.
3.1 Plans of The plan of work is the standard reference point for construction projects,
Work with most construction professionals being familiar with the RIBA Plan
of Work and its stages. The plan of work typically describes the tasks to be
carried out by various project members throughout a construction project
and into operation.
Figure 1: Extract from the RIBA Plan of Work 2013 Overview document
Versions of the RIBA Plan of Work prior to the 2013 version had letters
representing each stage rather than numbers. The industry is currently
much more familiar with that format as it had been around for many years,
and RIBA are leaving it in currency until the 2013 version is established.
The 2007 Plan of Work was divided into 11 stages – defined by the letters
A to L - arranged over 5 phases (see Figure 2). Some of the stages could
be split down if required to allow further scoping of tasks.
A B C D E F G H J K L
Tender Construction
Design Design Technical Production Documen- Tender Mobil- to Practical Post Practical
Appraisal Brief Concept Development Design Information tation Action isation Completion Completion
When the two plans are compared, the major changes can be clearly seen
(see Figure 3). As well as the change from letters to numbers, the 2013
version has two new stages, 0 and 7, extending either end of the previous
process.
Although the new Stage 0, Strategic Definition, does in fact contain some
of the activities from the previous versions Stage A, it should be seen as
an opportunity for the client to prepare themselves for the procurement
process before engaging any of the professional team. They should make
sure that they fully understand their business, the drivers for initiating the
project and what they hope to achieve from it.
Figure 3: RIBA Plan of Work 2013 compared with RIBA Outline Plan of Work 2007
RIBA Plan of Work 2013
A B C D E F G H J K L
Tender Construction
Design Design Technical Production Documen- Tender Mobil- to Practical Post Practical
Appraisal Brief Concept Development Design Information tation Action isation Completion Completion
The 2013 Plan of Work does not address tendering activities, previously
covered in Stages G and H. These activities are now shown separately in
the Procurement task bar rather than within the main project stages. The
Procurement task bar is one of a number of task bars which describe tasks
or activities rather than points in time during the process, and replace the
‘Description of key tasks’ in the RIBA Outline Plan of Work 2007.
In line with other developments around BIM in 2013 and 2014, the CIC
modified its stages to align with those detailed in PAS 1192-2. The new
stages are now:
0 Strategy
1 Brief
2 Concept
3 Definition
4 Design
5 Build and Commission
6 Handover and Close Out
7 Operation and End of Life
3.2 PAS 1192-2 PAS 1192-2 details the key stages of construction procurement, in a similar
work stages way to the RIBA Plan of Work 2013. Although it identifies broadly
similar stages, the titles are different in some instances (see Figure 4).
Figure 4: Extract from PAS 1192-2 Figure 2 – The information delivery cycle
1 2 3 4 5 6 7
Brief Concept Design Definition Build & Handover & Operation In use
Commission Closeout
The Strategy stage (Stage 0) in the RIBA Plan of Work 2013 appears
elsewhere in the diagram within PAS 1192-2 but is not numbered (see
Figure 5). In practice, the ‘In Use’ stage can be treated as part of the
‘Operation’ stage and so can be taken as part of Stage 7.
Figure 5: Further extract from PAS 1192-2 Figure 2 – The information delivery cycle
Strategy
NEED
Employer’s Information
Requirements
(EIR)
Capex
start
These work stages have been carried forward and used in PAS 1192-3.
The policy states that an inherent part is the need to set performance
targets, validated throughout the design stages and evaluated post-
occupancy as the building comes into use. It requires that any such
evaluation should be carried out for the first three years of occupancy,
not only to ensure that the building is optimised to meet the needs of
the end users, but also as a valuable source of feedback to inform decision
making on future projects. It can also act as a mechanism for assessing the
performance of the project team in delivering the objectives of the brief.
0 1 2 3 4 5 P2 P3
Asset design &
construction
Design &
construction
commissioning
Establish objectives & KPIs, Opex budget
Environment
Identify &
deliver user / Asset
operator operations
needs
Asset / Facilities
management
Procure D&B
Constructor
D&B contract
Decision
Gates
P
0 1 1.5 2 3 7
Decision Identification Feasibility Preferred Commit to Handover POE
& Purpose of strategic and budget concept construct
need confirmed selected
4.1 The BIM The first decision an organization needs to make in order to develop a
strategy and meaningful BIM strategy is to determine what it wants to achieve by using
implementation
BIM. The scope and breadth of BIM can vary greatly, and it is important
to tailor the level of BIM adoption to the organization’s needs.
The way the organization wants to interact with the data is also important.
The operations team could work directly with the 3D model to extract
data for daily tasks and activities. However, the model would need to be
kept up-to-date with any changes to the asset in order to maintain an
accurate record. Alternatively, the operations team could extract data from
the model via exchanges such as COBie to populate their CAFM system.
Once the data from the asset information requirements (AIR) is in the
CAFM system they can carry on using the data as normal via their usual
systems and processes. If the model were not kept up to date then it would
very quickly become unreliable as a source of information for the asset.
A method needs to be devised for rolling out any BIM adoption, ideally
in a way which will complement the business rather than cause disruption
to it. Appropriate projects should be identified which allow the BIM
principles to be tested and adopted in a controlled manner, incorporating
any lessons learnt into future projects and procedures.
Organizational
Information
Requirements
(OIR)
generates
Asset Asset
specifies
Information Information
Requirements Model (AIM)
(AIR)
informs
contributes to
Employer’s Project
generates
Plain Language
specifies
Information Information
Questions Model
(PLQs) Requirements
(EIR) (PIM)
For a new project, the OIR will generate the asset information
requirements (AIR). The AIR together with the plain language questions
(PLQs) will define the information requirements to be expressed in the
employer’s information requirements (EIR). The output from these
requirements on completion of the project will be a project information
model (PIM) – a model representing the ‘as built’ status or what was
delivered by the construction team.
This model can be adopted by the operations team and becomes the asset
information model (AIM). The AIR can then be addressed directly by the
AIM during operation of the asset.
Clause 4.2 of PAS 1192-3[6] defines the purpose of the asset information
management process as:
“The information management process shall maintain the integrity
of asset information to support the following activities related to asset
management:
a. defining asset management strategies and plans
b. implementing asset management plans
c. managing the asset lifecycle
d. acquiring and managing asset knowledge
e. managing the organization and its human resources
f. managing and reviewing risk”
4.3 organizational The organizational information requirements (OIR) are identified in PAS
information 1192-3[6] as a key part of the asset information management process.
requirements
(OIR)
PAS 1192-3 defines the organizational information requirements (OIR) as
the:
“data and information required to achieve the organization’s objectives”
It further states that:
“the organization shall determine, catalogue and maintain its
requirements for information to meet the needs of its asset
management system and other organizational functions.”
4.4 Asset PAS 1192-3 defines the asset information requirements (AIR) as the:
Information
Requirements “data and information requirements of the organization in relation to
the asset(s) it is responsible for”.
PAS 1192-3, Annex A.3 lists some specific examples of asset information
requirements, detailed under the following headings:
a. Legal information
b. Commercial information
c. Financial information
d. Technical information
e. Managerial information
4.5 Decision gates At various points in the asset life cycle, key decisions are required to be
and information made. These may range from establishing a basis for design, to committing
exchanges
to capital spend, to deciding to refurbish at the end of the projected
economic life of an asset or certain systems within it.
It is very important, therefore, that for each asset the key decision points
are established, and corresponding information exchanges defined to assist
the decision making process at each of them. In essence, the information
exchange should provide sufficient information to allow the required
decision to be made to pass through the decision gate.
The OGC gates, referred to in section 4.1, occur in two phases as follows:
Programme:
• Gate 0 – Strategic assessment (occurring at several stages through
this phase)
Projects:
• Gate 1 – Business justification
• Gate 2 – Delivery strategy
• Gate 3 – Investment decision
• Gate 4 – Readiness for service
• Gate 5 – Operational review and benefits realisation
For the ‘sample facility’ being considered throughout this guide, the
decision gates would be as follows:
• Gate 0 – Identification of strategic need
• Gate 1 – Feasibility and budget confirmed
• Gate 1.5 – Preferred concept selected (for a design and build
process)
• Gate 2 – Commit to construct
• Gate 3 – Handover
• Gate 7 – post-occupancy evaluation (POE)
4.6 Classification With the arrival of BIM and increasing adoption of digital technologies
throughout construction and operation, classification is becoming more
important. The increasing amounts of data and information being
generated are only of use if they can be adequately captured and made
available for future use and that requires a consistent naming strategy, or
classification. Classification is required to enable stored information and
data to be searched and retrieved.
However, with the advent of BIM, the scope that a classification structure
is required to cover is much greater than ever before, running from
inception of a project, through design, construction, into operation and
on to end of life and eventual demolition. It is thought that there isn’t
currently a system available which adequately meets the needs of UK
construction moving forward and, in particular, the requirements of the
UK Government’s BIM Level 2 strategy.
Stakeholder
activities
Compulsory
1. External decision gate
(Client) parties
8. Other
Client Plain
Language
Questions
EIR -
Design Team
EIR -
Constructor
5.1 Identifying In order for an asset to work effectively, it must meet the needs of all its
stakeholders stakeholders. Therefore, a key part of understanding the requirements for
information is to establish who the stakeholders for the project are. Once
that is known, their needs can be understood and questions developed to
gather the information which will meet those needs.
Stakeholders for a corporate scenario may typically fall into the following
groups:
• Users
• Operators/maintainers
• Providers
Users
This group is what people normally understand as stakeholders:
• the part of the business which has the need for the new facility or
accommodation - the people who will be working in the spaces
• external stakeholders such as people not employed by the
organization but who visit the asset to conduct business
This group needs to have a clear idea of how the asset needs to function to
make them able to perform their particular employment functions.
Operators/maintainers
This group will operate or maintain the asset once it is up and running:
• in-house staff involved in operating the space (if different to those
working in it)
• outsourced service providers
Providers
This group includes not only those who physically build the facility, but
also those who arrange for the facility to be provided in the first place:
• those responsible for providing the new space via construction
contracts
• those involved in designing the asset – these may vary depending on
the procurement strategy used
• the organizations or departments responsible for physically
constructing the asset – both the fabric and the internal engineering
services and systems which deliver the required environment. These
may be procured under an existing framework with a pre-selected
supply chain, or via an open tender procedure.
5.2 Plain language Discussions with the stakeholders identified will result in an understanding
questions of what the business does, what each stakeholder’s role is in achieving that,
(PLQs)
and what information each stakeholder needs to enable them to perform
their role effectively.
The Ministry of Justice developed a set of PLQs for use on their projects,
with a distinct set of questions for each of the project stages. The full list
of questions is available on the BIM Task Group website
(www.bimtaskgroup.org), but some extracts are included here (figures 9, 10
and 11) to give a flavour of the sort of information which the client may
require from the supply chain.
These examples were developed for use on the trial projects and may have
been revised in light of experience gained on the projects. They clearly
show the different types of information required as the project progresses,
and the increasing level of detail.
It is important that the client develops PLQs which specifically suit their
information requirements. These should represent the minimum amount
and level of information they require from the supply chain.
3/5 Is the design developed to demonstrate detailed proposals for elevation treatments?
Envelope information in the model. Rendered model information of the required elevations. Structural
information in the model.
3/6 Is the design developed to demonstrate detailed proposals for construction systems?
Construction system specific objects.
3/7 Is the design developed to demonstrate detailed proposals for environmental systems?
UK equivalent of AIA Level of Detail: 200. Zones allocated to demonstrate adequate space for
coordination, including building services. Survey of site, Point cloud data processed to form 3D site
model. High definition photography overlay on 3D survey. Development model superimposed upon
3D laser survey model viewable from a range of pre-agreed perspectives. 2D general arrangement
drawings, plans, cross sections and elevations, produced from the model. Schedule of facilities
produced from the model. Rendered model information of the required elevations. Structural
information in the model. Envelope information in the model. Generic services and control systems
sizing / capacity information included in the model. Schematics referenced. Optimised construction
sequence and programme information developed in the model. Clash prevention confirmation
simulations for -Services & structure including profiles, basic specifications & tolerances -Access routes
-Lifting operations.
Figure 11: Extract from Ministry of Justice PLQs – Stage 06 Handover and Close Out
Questions for Stage 06. Handover and Close Out
6/1 How will BIM be managed and exploited in this project?
A contractual BIM execution plan and protocol for the project defining different levels of design maturity
for each project phase, who will develop the content, to what standards, who will be authorised to use
it, for what purpose, how it will be coordinated, who will own what and how information incompatibilities
shall be resolved. This is to include the means and protocols for the communication of information
between parties.
6/2 Does the facility meet the brief?
3D model, test & commissioning attribute information, performance simulations, room / other
schedules, functionality assessment, life cycle carbon assessment, life cycle cost assessment.
5.3 Employer’s As stated previously, the EIR is the key mechanism for conveying the
information information requirements to the supply chain. For any given project, there
requirements
(EIR) may be a number of EIRs, each covering specific areas of work, and each
of these will have derived from a set of plain language questions (PLQs).
For example, an EIR may be issued to the design team to describe what
they are to deliver in information terms. A further EIR may be produced
as part of the process of selecting the main constructor and subsequent
EIRs may relate to specialist suppliers during fit-out.
Figure 12: Three areas of an EIR (extract from Employer’s Information Requirements – Core Content and Guidance Notes)
Technical Management Commercial
• Software Platforms • Standards • Data drops and project
deliverables
• Data Exchange Format • Roles and Responsibilities
• Client’s Strategic Purpose
• Co-ordinates • Planning the Work and Data
Segregation • Defined BIM/Project Deliverables
• Level of Detail
• Security • BIM-specific competence
• Training
assessment
• Coordination and Clash
Detection Process
• Collaboration Process
• Health and Safety and
Construction Design Management
• Systems Performance
• Compliance Plan
• Delivery Strategy for Asset
Information
In terms of PAS 1192 there are two types of project or work – those
carried out during the capital/delivery phase (PAS 1192-2[2]) and those
carried out during the operational phase (PAS 1192-3[6]).
BEP –
Pre-contract
BEP –
Post-contract
award
BEP –
Pre-contract
BEP –
Post-contract
award
6.1 BIM execution The supply chain is required to produce two BIM execution plans – one
plan (BEP) prepared as part of the tender process and returned with the tender (pre-
contract), and the other prepared once the contract has been awarded (post
contract-award). In some cases, the design team may be required to submit
their own BEP in response to the client’s EIR for design services.
The standard method and procedure theme deals with the quality of
the information and so includes requirements such as location, file and
layer naming conventions, data rules and attribute data content.
The task information delivery plan (TIDP) breaks down the individual
information tasks to each team manager and requires them to report on
their particular deliverables. The TIDP contributes to the MIDP.
This guide has been written from the view of BIM being introduced via
a new project, and the Plan of Work stages reflect that. However, in many
cases, the project will be carried out for the end user and so will become
part of their portfolio.
Figure 13: The project roadmap shown as part of the asset life cycle
Once the asset has been completed and handed over to the client, it will
become part of the ongoing asset management process, described as Stage 7.
A number of projects may be carried out, all happening during the overall
portfolio life cycle, as shown in figure 13.
Projects may not necessarily result in the provision of a new asset. A project
may be the refurbishment of an existing asset, but may still follow the
principles described in this guide.
REFERENCES
2. PAS 1192-2:2013 Specification for information management for the capital/delivery phase of construction
projects using building information modelling
Available as a free download from shop.bsigroup.com
4. A report for the Government Construction Client Group – Building Information Modelling (BIM)
Working Party Strategy Paper.
Available as a free download from www.bimtaskgroup.org
6. PAS 1192-3:2014 Specification for information management for the operational phase of assets using building
information modelling
Available as a free download from shop.bsigroup.com
8. PAS 1192-5 Specification for security-minded building information management, digital built environments
and smart asset management.
Currently in preparation, due for publication summer 2015
9. CIC/BIM PRO Building Information Model (BIM) Protocol – Standard Protocol for use in projects
using Building Information Models.
Available as a free download from www.bimtaskgroup.org or www.cic.org.uk
10. Cabinet Office Government Property Unit – The Government Soft Landings Policy – September
2012
Available as a free download from http://www.bimtaskgroup.org/gsl-policy-2/
13. PAS 55-1:2008 Asset Management. Part 1: Specification for the optimized management of physical assets
(withdrawn)
14. ISO 12006-2:2001 Building construction – organization of information about construction works – Part 2:
Framework for classification of information
PAS 1192:
Work 0 1 2 3 4 5 6 7 7
Stage
Procure D&B
constructor
D&B contract
Decision
Gates
P
0 1 1.5 2 3 7
Decision Identification Feasibility Preferred Commit to Handover POE
& Purpose of strategic and budget concept construct
selected
need confirmed
Stakeholder
activities
Compulsory
1. External decision gate
(Client) parties
8. Other
Client Plain
Language
Questions
EIR -
Design Team
BEP –
Pre-contract
BEP –
Post-contract
award
EIR -
Constructor
BEP –
Pre-contract
BEP –
Post-contract
award
BSRIA_bimRoadmap_2015-04vFinal.pdf 1 4/28/2015 2:31:03 PM
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