ricci piper

Ricci Piper

Building Information Modelling 2013 Summit: 26-27 August 2013

Sydney, Australia

Successful Project Management of BIM

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Agenda

What is the role of the Project Manager in the BIM process?

How can Project Managers manage the design and construction process for the delivery of successful BIM requirements?

What are the top 10 BIM-related tips for Project Managers?

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My role

It is my job as a client-side consultant / project manager:

understand my client’s drivers and expectation

guide them in areas which are not their strength

ensure successful delivery by the team

understand the capacity of the team

lead the team to a successful outcome

facilitate innovation and achievement

educate and communicate to the wider industry

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“…the term ‘Total Architecture’ implies that all

relevant design decisions have been considered

together…. integrated into a whole by a well

organised team empowered to fix priorities.”

Sir Ove Arup, The Key Speech, 1970

why do I need to know about this?

7 Image copyright: www.ccrc.unsw.edu.au

We only have one planet earth

8 Image copyright: http://www.footprintnetwork.org/en/index.php/gfn/page/world_footprint/

We only have finite resources

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Construction industry productivity is declining

over the last 40 years…. pro

duct

ivit

y

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The current challenges in the design and delivery process….

Communication errors and loss of project information

25-30% of cost - splitting up processes/ bad communication

Information is re-entered on average 7 times before handover

Information is re-created several times by different software

Design and construction is only a small part of the lifecycle cost!

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Planning Conceptual

Design

Detailed

Design Construction

Operation

and Management

Da

ta, in

form

ati

on

, K

no

wle

dg

e

Traditional

Process

Lifecycle Information

Management

Lifecycle Information Management

what are the fundamentals from a Project Management point of view?

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Gestalt’s Theory

It’s a process……

Building Information Modelling

Building Information Modelling

Built environment

Building Information Modelling

Built environment

Asset

Building Information Modelling

Built environment

Asset

Building Information Modelling

Built environment

Asset

Management

BIM =

Single point of truth

BIM facilitates

Strategic Asset Management

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Is this Nirvana?

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“A building information model is a 3D object database that

can be easily visualised, has rich data and structured

information”

Building Information Model (BIM)

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Building Information Modelling (BIM)

“The process of generating and managing building data throughout a building’s lifecycle”

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Why Building Information Modelling (BIM)?

Tangible benefits from BIM (when applied correctly) in projects:

Up to 40% elimination of unbudgeted change

Cost estimation accuracy within 3%

Up to 80% time reduction to generate a cost estimate

Up to 10% savings of contract value from clash detections

Up to 7% reduction in project time

*A study of 32 major projects, Stanford University Centre for Integrated Facilities Engineering

http://www.stanford.edu/group/CIFE/

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Building Information Modelling Process

LOD

100

LOD

200

LOD

300

LOD

500

LOD

400 BRIEF

DATA

Spatial &

Functional

Briefing

Concept

Massing

(sqm rate)

Schematic Design

(Systems Modelled)

Traditional

Tender/Contract

Docs

SUPPLIER MODELS

(for fabrication)

ASSET

MANAGEMENT

SYSTEM

PROJECT MODELLING & PROGRESSIVE ASSET DATA COLLECTION

Ops & Maintenance

Model/s

DESIGN INTENT

BIM CONSTRUCTION

BIM

FM

BIM BRIEF

It isn’t a future trend – its

happening now

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A lot more talk about BIM in the last 12-18 months

A movement to mandate BIM for all Federal Government projects by 1 July 2016

A movement to encourage State Governments to align with Federal plans

BuildingSMART group

Natspec National BIM Guide

BIM Implementation in Australia

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The issue

BIM-wash

BIM jargon

Why is BIM going to help my business?

..the consultants and contractors are doing it anyway…

as a client I want outputs to match my needs as well.

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*BIM Maturity Model from Australia’s CRC for Construction Innovation, National Digital Modelling Guidelines (2009).

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Understanding the transition

Manual

draughfting

CAD

Computer Aided Draughfting

BIM

Building Information Modelling

Manual Computerised version

of manual

3D geometry + Data

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Collaboration = A multi-disciplinary environment that brings together all the parties that design, construct and operate a facility, suggesting a new model of procurement:

Integrated Project Delivery (IPD)

Frameworks for collaboration

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Collaboration - Information Exchange

Implementation in the Australian

context

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BIM Implementation in Australia

The Architectural, Engineering and Construction industry = 12% of Australia’s total economic production

Employs 1/8 of Australia’s workforce

The BEIIC (Built Environment Industry Innovation Council) study in 2011 concluded that the widespread adoption of BIM on projects would result in not only cleaner, healthier buildings but could save owners up to 10% on the cost of their building.

*(Wheeldon, 2011)

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Who is the driving force?

Whilst the government and building owners/ operators have the most to gain from BIM implementation…….

It is the designers and engineers (and associated industry leaders) who are currently driving adoption in Australia.

*(Chew, 2012)

..still we seem to be slow on the

up-take!

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Why is Australia so slow on the BIM uptake?

BIM is a ‘paradigm shift’ from the current state of

a disjointed construction industry to where all

‘players’, whilst acting independently, must think of

their role, products and services as part of a system

and not as individual fragmented disciplines or silos

The shift

* (Pramod Reddy, 2012) (Salcedo, 2012) (Smith & Tardif, 2009) (Gu & London, 2010).

Use available resources to

understand the processes

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The Australasian context

*All images copyright to web page authors

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Global best-practice information

*All images copyright to web page authors

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Case Study: Health Infrastructure (NSW)

*All images courtesy of Health Infrastructure (NSW Government)

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Process Controls

BIM Policy What has been done and why

BIM Strategy How the BIM strategy has been developing and a plan moving

forward

BIM Requirements Clear requirements (that meet client needs) for consultants and

contractors

BIM Management Plan A bespoke management plan template for project execution

Sets the BIM ‘culture’ for the project

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Client Requirements

Key Drivers - why

Expected outcomes

Outputs / deliverables / amount of detail

Information exchange – IFC

Auditing / checking

Contractual framework

NOT to limit consultant/contractor innovation or processes

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Management Plans

Team document

Set all expectations

Collaboration framework

Who, what, when, how…

Protocols for information exchange

BY the team FOR the team

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Do we have the right team structure?

Understand your position

Everyone is on the same journey

Communicate, open up the conversation

Try to understand each other

Remember – no single person will know everything

Yes, you can review without

being a software guru

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Performance

Components

Spaces

Materials

Occupancy

Parametrics

Geometry Analysis

Simulation

Compliance

Exploration

Optimisation

Inputs Outcomes

The model database

collects the inputs and

enables the outcomes

Operation

Maintenance

BIM Tools - Modelling Process explained

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BIM Tools

BIM Tools are the software packages used to create the

outputs which satisfy the BIM deliverables

Tools / software create 2 classes of files:

• Native file (data manipulation)

- Revit, ArchiCad etc.. 3D modelling packages

- Interrogate data and use for own purpose

- Quantities, export to other packages, staging, programming etc…

• Reference files (read-only)

- Navisworks (or similar) 3D viewer

- For non-technical people to review models

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Being clear on BIM Deliverables

Once we understand the required OUTCOMES…

BIM Deliverables are what we require as outputs from the

BIM models/databases

These deliverables can mean different things to different

parties.

Some deliverables are mandated in contract documents,

others are as required to complete other tasks (maybe

specific to one discipline).

Simple

…right?

What are the objectives again?

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Macleamy curve

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Information gathering

Image sourced from: http://www.wbdg.org/bim/nibs_bim.php

What does that really mean?

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CAD Design Stage

BIM Design Stage

Conce

pt

Des

ign

Traditional Stages – Different timeframes

Scheme

Design

Design

Development Contract Documentation

Concept

Design Scheme Design Design Development

Contract

Documentation

Model Maps – Information Exchange

So it’s not all about data & software…

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Barriers and challenges to BIM implementation

Global research* shows that barriers/challenges include:

Adapting existing workflows

Additional training requirements

Technology - understanding and ability to use technology

Collaboration required between disciplines

Understanding of newly defined roles and responsibilities

Ambiguity in requirements

Overcoming change resistance

*(Arayici et al, 2010) (Yan & Damian, 2008) (Holzer, 2011)

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Barriers and challenges to BIM implementation

Research concludes: Studies focused on technology adoption found that BIM

implementation is just as much about the people and process issues

Main obstacles are in the old work processes and conservative approaches

Successful change management strategies need to be implemented to get rid of any resistance to change

i.e. It is as much about making sure people understand what you are doing and are happy with it, as much as it is important to get the process done.

*(Arayici et al, 2010) (Kivinemi, 2009) (Arayici et al, 2010)

Change

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What does change mean?

The brain likes safety and security

When something changes, the brain records an error and goes on high alert.

Since the brain tends to err on the side of caution or negativity, it’s likely that the first response will be a threat response and resistance until that response can be replaced.

This may come in the form of memories of previous experiences where the outcome was not so great and people become resistant or display a lack of trust.

Trust = C x I R

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How do we learn to trust the team?

Understand your position

Everyone is on the same journey

Communicate, open up the conversation

Try to understand each other

Remember – no single person will know everything

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Understanding our behaviour - Motivation

….Incentive is the key?

Hygiene factors Basic amenity to perform – removes dissatisfaction and

distraction – getting someone to a state of engagement

Intrinsic Factors Sense of purpose of what people are doing

Whether they believe the reason behind it or not

So why is everyone so

negative?

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Setting a positive culture

No more ‘I cant do this’ or ‘They have no idea what they are doing’

Re-frame to a positive – and take responsibility

By…. Taking the awkward meeting offline

Changing the strategy to suit the BIM maturity of the wider team

Re-group and re-assess strategy – people and processes

above the line

below the line

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Project Managers and BIM

1. Know the basics

2. Clear role in process

3. Prompt the clients

4. Ask the questions

5. Listen

6. Learn

7. Understand Change

8. Build trust

9. Stay positive

10. Collaborate & Innovate

Thankyou

ricci.piper@arup.com