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BUILDING INFORMATION MODELLING (BIM) FOR CONSTRUCTION LIFECYCLE MANAGEMENT Yusuf Arayici, Ghassan Aouad [email protected], [email protected] School of the Built Environment, The University of Salford, Greater Manchester UK

TABLE OF CONTENTS Abstract .............................................................................................................................................................................................. 2 1.

Background ........................................................................................................................................................................... 2 1.1.

BIM for Lifecycle Evaluation .................................................................................................................................. 3

1.2.

Digital construction through BIM systems ...................................................................................................... 4

2.

Lessons Learnt from BIM Implementations ........................................................................................................ 4

3.

BIM Infrastructure for Construction Business Processes ........................................................................... 6 3.1.

Implementation issues with IFC based Model Servers............................................................................... 8

3.2.

IFC based BIM Systems for Supporting Construction Lifecycle............................................................... 8

3.3.

Advantageous and Benefits of Using BIM Systems ....................................................................................... 9

4.

Current Acceptance of BIMs in the Industry ....................................................................................................... 9

5.

Challenges and Sustainability of the Construction Business Process................................................ 11

6.

Need for Re-engineering of the Construction Business Practices ........................................................ 13 6.1.

Deriving strategies to minimize the impact to business practices ..................................................... 14

6.2.

Business Process Management and Project Management ...................................................................... 16

7.

Conclusion ........................................................................................................................................................................... 17

8.

References .......................................................................................................................................................................... 17

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ABSTRACT The construction industry has been facing a paradigm shift to (i) increase; productivity, efficiency, infrastructure value, quality and sustainability, (ii) reduce; lifecycle costs, lead times and duplications, via effective collaboration and communication of stakeholders in construction projects. Construction Lifecycle Management with BIM seeks to integrate processes throughout the entire lifecycle. The focus is to create and reuse consistent digital information by the stakeholders throughout the lifecycle. However, implementation and use of BIM systems requires dramatic changes in current business practices, bringing new challenges for stakeholders, e.g., the emerging knowledge and skill gap. This chapter reviews and discusses implications of the BIM technology within the business processes of the construction industry. Moreover, based on the lessons learnt, it will provide a guide to tackle the challenges, e.g., process re-engineering and to facilitate successful transition towards utilizing BIM systems in construction projects. Key words— BIM, building life-cycle, business practices, digital construction, process re-engineering 1.

BACKGROUND

Taking into consideration the design process solely within construction lifecycle process, in the majority of the construction procurement systems, design work needs to be completed in a multidisciplinary teamwork environment. The design process is by nature illusive and iterative within the same discipline, and between the other AEC disciplines. During the design development, severe problems related to data acquisition and management, in addition to multi and inter disciplinary collaboration arise. Often design team members, even from the same discipline, use different software tools and work in parallel. For example, a building can be divided into three different sections amongst three different architects to design. Architects can be using a different software tool, needing to incorporate their work at the end (Nour 2007). When considering the whole construction lifecycle, including the design process, the complexity, uncertainty and ambiguity will increase.

There have been many research studies to address the aforementioned issues such as GALLICON (Aouad et al., 2001), WISPER (Faraj and Alshawi, 1999), VBE (Bazjanac, 2004), DIVERCITY (Arayici and Aouad, 2004), FIDE (Molina and Martinez, 2004), MOBIKO (Steinmann, 2004), PAMPER (Szigeti and Davis, 2003), BLIS (Laiserin, 2003), nD Modeling (Aouad et al, 2005) and many others. However, a drawback of some previous research efforts is that ICT technologies are used to sit in the driver seat and steer partial model exchange scenarios. However, there is a great need to understand the connections to a larger context, where the end user’s value chain requirements and procurement systems’ demands are the driving factors, i.e. research efforts should be driven by end users’ needs rather than ICT solutions (Arayici, 2006), (Nour, 2007). It is also required to note the concept of Building Information Modeling (BIM) and its industrial applications were named with different terms such as product model, virtual building, and intelligent object model and these have been in use for over twenty years. Many governments and authorities have openly accepted BIM within the construction industry to provide the required information exchange between stakeholders during recent years. An alternative methodology is not in the vicinity that could provide the required benefits. BIM technology can also provide a more streamlined business

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process, associated project and site management methodologies including complete facilitation of construction knowledge during the full lifecycle of a building project. However to gain these and other benefits, BIM stakeholders are required to go through a comprehensive change management process which may require external assistance. The construction industry stakeholders currently operate with much inefficient processes and it has come to a point where change is now eminent. Furthermore, according to recent calculations the cost of process’ failure to adequately support the industry information exchange and workflow requirements as at 2007 is £8.99 billion yearly (NBIMS, 2007).

This chapter reviews and discusses the status of utilization of the BIM technologies around the globe, their implications in the construction industry and good practice implementation guidelines. Utilization of BIM as a lifecycle evaluation process, lessons learnt from various implementations, development and advancement of IFC model server technology, advantageous, benefits and industrial acceptance of BIM in different states, sustainability of the construction business process and the requirement of its re-engineering are discussed. Moreover, based on the lessons learnt from many BIM implementations, this paper provides a guide to tackle noted challenges and to facilitate a successful transition towards the use of BIM systems in construction projects a lifecycle process framework is proposed. 1.1.

BIM FOR LIFECYCLE EVALUATION

While there are few definitions available for BIM in the literature, the authors propose a more comprehensive definition to give the reader a clear understanding behind the real agenda of BIM. Therefore deliberation of the natural environment, user environment and owner satisfaction throughout the lifecycle is promoted within this definition.

‘BIM is defined as the use of the ICT technologies to streamline the building lifecycle processes to provide a safer and more productive environment for its occupants, and to assert the least possible environmental impact from its existence, and to be more operationally efficient for its owners throughout the building lifecycle.

BIM in most simple terms is the utilization of a database infrastructure to encapsulate built facilities with specific viewpoints of stakeholders. It is a methodology to integrate digital descriptions of all the building objects and their relationships to others in a precise manner, so that stakeholders can query, simulate and estimate activities and their effects of the building process as a lifecycle entity. Therefore, BIM can provide the required valued judgments that create more sustainable infrastructures, which satisfy their owners and occupants. However it is necessary to realize while the users and owners can change over the lifecycle of a building within different intervals the most important aspect is to minimize the impact to the natural environment. While this can be achieved in a variety of ways using maturated BIM integrated construction methodologies they are not discussed here due to our specific focus on construction lifecycle management. BIM as a lifecycle evaluation concept seeks to integrate processes throughout the entire lifecycle of a construction project. The focus is to create and reuse consistent digital

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information by the stakeholders takeholders throughout the lifecycle life (figure 1).. BIM incorporate a methodology based around the notion of collaboration between stakeholders using ICT to exchange valuable information throughout the lifecycle. lifecycle. Such collaboration is seen as the answer to the fragmentation that exists within the building industry and has caused various inefficiencies. Although BIM is not the salvation of the construction industry, much effort has gone into address those issues that have remained unattended far too long (Jordani, 2008). 2008)

Figure 1: Communication, collaboration collab and Visualization with BIM model mode (NIBS)

1.2. DIGITAL CONSTRUCTION CTION THROUGH BIM SYSTEMS SY The term ‘digital construction’ construction is being used by the Danish Government since early 2007 which was based on a political initiative (http://www.deaca.dk/Digital_Construction (http://www.deaca.dk/Digital_Construction) to address low productivity in the construction sector. As mentioned, it i seeks to integrate processes throughout the entire lifecycle with the focus to create and d reuse consistent digital information. To date, there are many projects that have utilized BIM systems within; environmental planning, design and development, optimization,, safety and code checking, construction, and have realized its benefits. Such projects cts have recommended BIM systems as a remedy to address low productivity issues. In other words, this situation is pressuring the construction industry to go through a paradigm shift to (i) increase; productivity, efficiency, infrastructure value, quality and sustainability, (ii) reduce; lifecycle costs, lead times and duplications, via effective collaboration and communication of stakeholders in construction projects. 2. LESSONS LEARNT FROM BIM IMPLEMENTATIONS Today in many organizations multi-disciplinary teams eams are clashing with outdated methodologies (e.g. business models, processes, legal and compensation schemes, etc.) that impede knowledge sharing which cause reinventing the matters and processes on a daily

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basis. Fragmentation and calcified processes inhibit widespread change in the building industry, which is also traditionally disconnected from lifecycle evaluation methods. However, modeling techniques replaces this fragmented process with an interdisciplinary approach that consolidates the team effort. Digital technology, particularly the integrative use of BIM during the building lifecycle, can catalyze change within the business process as the industry seeks new approaches (Bernstein and Pittman, 2005). However, technology alone cannot influence the required changes. There are some barriers recognized by the built environment researchers that are; (1) need for well-defined business process models, (2) need for practical strategies to exchange meaningful information between tools been used by the industry, and (3) need for computable digital design data with reference to a single model.

Consequently, process re-engineering through BIM, is also placing demand upon the industry to move forward by taking up these challenges for streamlining these overwhelming complexities and uncertainties, and for facilitating more integrated practice among stakeholders with sustainable and efficient lifecycle management that will optimize the reduction of waste, cost and time, from total project delivery (Camps, 2008). Building information modeling, as an enabler and catalyst for virtual design and engineering, Integrated Project Delivery (IPD) and lean construction concepts, has already demonstrated significant productivity gains over traditional processes, even with a limited amount of data integration (NBIMS, 2007). The holistic solution to address the above challenges is to develop acceptable transactional business processes, and practical strategies for knowledge and information sharing methodologies with an integrated approach using the BIM infrastructures (Bernstein and Pittman, 2004). The examples, best practices and the maturity of the process of BIM utilization in construction projects have been discussed in previous works by many researchers (Eastman et al, 2008, Mihindu and Arayici, 2008). The following provides a brief summary of few key developments over recent years.

The HUT-600 (Helsinki University of Technology) auditorium extension project is one of the first reported BIM based development activity. This project was independently reviewed and a review report was published by the Centre for Integrated Facility Engineering (CIFE), Stanford and confirmed the importance of this strategic approach within the construction industry. This report concludes that the Product Model and Fourth Dimension (PM4D) approach helps expedite conventional design practices and promotes lifecycle approaches. It is now well accepted that through the early design phase, object-oriented modeling software based on Industry Foundation Classes (IFC’s) can facilitate project teams to shorten the time for design iterations, develop a reliable budget for effective cost control, and eliminate the need to re-enter geometric data, thermal values, and material properties as different disciplines contributing to the design progress. The construction of Eureka Tower project (2002-2006) in Melbourne with the total of 92 stories was facilitated by BIM technology. The Architect’s radical decision to use BIM for this large design activity necessitated the training of 15 to 25 members of the project team in the application of BIM methodology and the required computing upgrades. The firm found that benefits from the utilization of BIM extended beyond the project, and to the firm as a whole. BIM flattened the traditional hierarchical management structure and reduced the divide between the older design principals and the younger technologically-savvy staff. Multiple design options were easily explored, and subjected to a higher degree of analysis and evaluation than would have been possible with

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traditional 2D CAD. The increased focus on analysis allowed better decision-making and lead to a functionally sound innovative infrastructure. While many other projects benefited by utilizing BIM technology further technological enhancements; new tools, techniques and applications are being researched and best practices are created in many countries. The Building Construction Authority in Singapore developed ePlanCheck system for automating the building code checking for the building assessment and regulatory approval, through an independent platform called FORNAX, which uses the basic BIM information from IFC files to incorporate relevant code checking requirements. This system promotes the designs to be submitted to local authorities in IFC file format. This has become a reference point on how local governments and authorities can utilize BIM within their strategy for the development of built environment. Over the past six to seven years many pilots and live projects have been completed and documented in Finland, Sweden, Norway, Germany, France, Singapore, UK and Australia, which demonstrated the capability of using BIM within the construction process facilitating infrastructure development lifecycle. Many ongoing projects have been proven to develop more environmentally sustainable products, compared to non-BIM based projects. For example, Tocoman Professional Services of Finland (www.tocoman.com) claims they have facilitated over 200 projects each with reasonable savings due to the utilization of BIM within building construction lifecycle activities, producing significantly better infrastructures with improved stakeholder satisfaction. The software such as Vicosoft aimed to provide services based on the full lifecycle of the building development much successfully than other competitive products. However, it will take few more years to learn the importance of such tools by the construction stakeholders due to the risen skill gap.

In addition, IFC model server implementation technologies are being developed by many software service providers to meet the demand for fully integrated BIM systems that facilitate long-term integrated collaboration and communication processes. There are technological gaps in the area for example, stakeholder view point services integration techniques, for which researchers are required to find solutions for developing enhanced BIM systems. Such research should capitalize on the developments made through projects such as SABLE and their extension works (Kiviniemi, et al 2005) described briefly in the next section. Moreover, based on the lessons learnt, this paper provides a guide to tackle noted challenges and to facilitate successful transition of the business process reengineering within construction. 3. BIM INFRASTRUCTURE FOR CONSTRUCTION BUSINESS PROCESSES Implementation of BIM systems requires dramatic changes in current business practices, which will lead to development of new and sustainable business process models. BIM technology and IFC specifications are aimed at achieving interoperability between software tools that are used in the entire lifecycle of a construction project. It is envisaged that all tools will be able to work on a central pool of project data. Although the majority of AEC software developers have IFC APIs that are capable of importing and exporting IFC/STEP files, it is still not possible to make full use of the IFC model and abandon the file based exchange scenario. This is attributed to the fact that an IFC model of a certain project is exchanged as a whole unit. In the meantime, the internal structures of different software applications do not support the whole range of information that is covered by the IFC specifications. This makes it nearly impossible to maintain a lossless data exchange across applications (Nour, 2007). From the process management point of view, achieving a lossless information exchange among project

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stakeholders is either that the software developers change their internal data structuring to eliminate irrelevant IFC data loss, or the exchange should be limited to partial models that contain application-relevant IFC data. The latter seems to be the most practical solution; otherwise software developers will face high levels of data redundancy. Moreover, they will have to maintain both, the coherency of their own data and the data produced from other applications processing the same model (Nour, 2007). Highly integrated BIM data exchanges will support new opportunities for business process re-engineering with associated gains in industry productivity and more substantial gains are possible as interoperability increases (Nbim guide, 2007). International Alliance for Interoperability (IAI) published the IFC Model View Definition Format in year 2006 that explains the main procedures for Model View Definition. It identifies the main processes that should be followed throughout the lifecycle of a Model View Definition. It is understood that IAI also shows emphasis to map business processes and data exchange requirements, which are key enablers for the uptake deployment of new technologies. Product models have first been used in data exchange between software applications, first bi-directionally between two applications. The IFC standard has also been used as a software-independent, neutral data exchange format in the pilot projects (Penttila, 2005). Technically, the IFCs are implemented in software applications to create a common data exchange platform. From a pragmatic viewpoint, the end user of the applications sees IFC as a feature to save and retrieve data in a form that is understandable also to other software applications. Previously product models have been used on a file basis, but also on a model-server basis, where the participants’ applications manage just their own share of the model data. The version handling and design change management have been the most critical aspects in the first product model server pilot projects. Technically, a product model is usually not a single database: it is merely a collection of loosely linked databases, where the linking has been done with clear rules (Penttila, 2005). The main benefits identified of product modelling are: (1) object-oriented IFC based tools shortened the design iteration time, expedited design in time, and facilitated in developing and keeping a reliable budget, (2) less redundant design data (less needs to re-enter geometric, thermal and material property data), and (3) models supported early design phase visualisation for project participants and improved collaboration between participants.

The development of the IFC by the IAI started with the vision of a shared building product model which would cover all necessary information for building infrastructure lifecycle; requirements management, different design activities and construction and maintenance processes. Previously researchers have discussed the implementations into practical applications shown several serious problems (Kiviniemi et al, 2005). One main issue was the inability to support the internal structure of the information requirements within different software products for the whole process. Due to these losses, incremental data flow through the different applications has not been achieved (Nour, et al 2006). Over time, the software development visionaries extended their services into operations and maintenance support leveraging BIM for the full lifecycle of the facility and moving towards offering competitive Total Cost of Ownership (TCO) models (Jordani, 2008). This means the construction industry software providers will follow trends of other industries to offer Software as a Service (SaaS) model for collaborative project teams (Mihindu, 2008). Hosting of large data models for design and construction throughout the lifecycle will be an important core competency for

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construction project delivery that are expected from these ICT solution providers (Jordani, 2008). 3.1. IMPLEMENTATION ISSUES WITH IFC BASED MODEL SERVERS There were three main model server products; IMSvr, WebSTEP, and EPM, available during 2001-2005. These developments were influenced by the comprehensive model specification of IFCs (Kiviniemi et al, 2005). However the implementation of IFC model server technology for multiple stakeholders has been difficult to achieve as the appropriate technology to support changes to the model by different stakeholders to address alternative design options were not available. To find a solution issues have been investigated by Kiviniemi et al (2005) and other collaborative projects (2005-2008) and two most important developments are provided below. 1. To efficiently capture, modify and assess variations of designs four different model types have been proposed: i) Requirements Model, ii) Design Model(s), iii) Production Model(s), and iv) Maintenance Model. These sub models will be linked to achieve the integrated project information model. A crucial issue in the use of separated instantiated model is the ability to link objects in different models. 2. A standardised application interface for each stakeholder domain has been proposed: This can solve the issue of concurrent working with the model(s) by providing specific user interfaces targeting each domain. This has been tested in the SABLE project by developing such interfaces based on SOAP. Each domain specific API handles the information exchange needed by the client applications for each domain.

During 2006 the Researchers at Bauhaus University have constructed a document-oriented application that could facilitate distributed construction planning processes to a certain degree (NOUR ET AL, 2006). Since then there were many other advancement in model server development. A comprehensive list of IFC based developments to year 2008; IFC model servers, IFC toolboxes, IFC geometry viewers, IFC schema development tools, etc. are available from the recent Erabuild (2008) report. IFC model server based developments are very encouraging towards establishing a ‘BIM infrastructure capability’ to support the complete lifecycle of a building product development process.

3.2. IFC BASED BIM SYSTEMS FOR SUPPORTING CONSTRUCTION LIFECYCLE Our vision of ‘BIM infrastructure capability’ is not far away from the initial IAI shared building product model for buildings infrastructure lifecycle. However due to the technological constraints previously noted and the lucrative 3D AEC CAD related systems market the current focus of software developers have been concentrated around architectural design and some aspects of assessing the building sustainability without addressing the business processes reengineering requirements nor facilitation of interoperability between business processes. This situation has seriously undermined the capabilities and the value of the prospective ‘BIM infrastructure capability’ within construction industry.

In addition to this, many companies have re-branded their product, i.e., CAD tools as BIM systems and offer import / export capability for IFC file format so that models can be visualized, commented and refined by using other IFC compatible systems and tools when required. In some cases even backward compatibility is not supported between applications.

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This misconceived status (mostly influenced by the software industry) has caused a drift from the initial vision of ‘BIM technology’, which should have established core processes for the facilitation of collaboration and communication among all the stakeholders within a construction project over the lifecycle of an infrastructure development activity. For example, Project Management (PM) software should be able to directly work with IFCs or BIM systems to allow project stakeholders to share planning, scheduling, estimating, etc. data. In other words, the PM, and Business Process Management (BPM) related processes, need to be integrated within the BIM systems to facilitate their seamless usage by construction stakeholders. Such an initiative could bring ‘BIM technology’ vision back inline and the developers could design lifecycle savvy usable products to facilitate the industry to move forward for achieving the required benefits.

3.3.

ADVANTAGEOUS AND BENEFITS OF USING BIM SYSTEMS

Major advantages of shifting towards BIM implementation are (i) model based decision-making, (ii) design and construction alternatives, (iii) costs, energy and lifecycle analysis, etc. The BIM is more likely to impinge on the complete building documentation process to shift from architectural drawings into a computerised model. This methodology then influences the proposition of the actual investment, final design, construction process, final infrastructure and the infrastructure lifecycle costs. The ability for investigation of the desired spatial, functional and architectural solutions that are more environmentally friendly and cost and energy efficient over the lifecycle has been a targeted outcome of the modeling effort. In other words various alternatives are compared in order to achieve the optimum lifecycle costs with much more sustainable product development process.

The project stakeholders will be able to acquire more details at an earlier stage of the project that may offer more informed decisions to facilitate project development. Therefore, a key benefit of BIM is its accurate geometrical representation of the parts of building infrastructure in an integrated data environment. Related benefits achieved in many projects (TOCOMAN, 2008: TEKES, 2008) are: 1) faster and more effective processes, 2) better design, 3) controlled whole life and environmental data, 4) better production quality, 5) automated assembly, 6) better customer service, 7) lifecycle data, 8) integration of planning and implementation processes, 9) more effective and competitive industry, and this is not an exhaustive list. For successful BIM adoption, ongoing training, consultancy and support are vital ingredients in achieving a good return on the company's investment. 4.

CURRENT ACCEPTANCE OF BIMS IN THE INDUSTRY

In some states such as Finland, Denmark, Norway and USA, the use of BIM has been endorsed, while some other states have progressed toward it. Rapid advancement of some of these activities is discussed briefly. The U.S. General Services Administration (US-GSA, 2008) notified the requirement of utilising IFC model server standards by October 2006. Through conducting 10 pilot projects many BIM authoring tools have been certified as to their fitness for use. Authoring tools; Autodesk’s ADT, Autodesk’s Revit, Graphisoft’s ArchiCAD, Bentley’s Architecture, and Onuma Architecture and Master Planning were the initial tools that passed this certification (US-GSA, 2008) and the continual development of modelling requirements

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proceed further. Details on IFC version specification, which support each of these tools, were published by Dimyadi (2007). During 2007 National Building Information Model Standard (NBIMS) has initiated another US project, which aimed to raise awareness of using BIM systems and consequently NBIMS has released National BIM Standard Version 1 (NBIMS, 2007). Nevertheless National CAD Standard (NCS) Version 4.0 is also been released in January 2008 to further streamline design, construction, and facility operations communication among construction stakeholders over the lifecycle. Through improved communication these standards hope to reduce errors and lower costs for all disciplines. It coordinates the efforts of the entire industry by classifying electronic building design data consistently allowing streamlined communication among owners, and design and construction project teams (NIBS, 2008). This package can be purchased through www.nationalcadstandard.org.

The project buildingSMART was initiated as a Norwegian activity, which followed the IFC compatibility that has been introduced by IAI in 2004. Many international chapters of buildingSMART are actively promoting and sharing the latest findings related to BIM implementation within the building product development lifecycle. Today BuildingSMART is an alliance of international organisations within the construction and facilities management industries dedicated to improving processes through active collaboration. HITOS project of University of Tromso has been one of the well-known international activities that used IFC model server technology (www.epmtechnology.com) in a comprehensive manner. The researchers involved published their assertion that current business processes required to change to gain advantage from the BIM (Lê et al, 2006). The Norwegian Directorate of Public Construction and Property, Statsbygg has also produced brief documentation of the project. Statsbygg targets to utilise BIM in all phases, to a complete extent for projects by the year 2010 (Statsbygg, 2007). Further works on BIM and associated IFC files including the HITOP project can be accessed via the buildingSMART Norwegian public repository: ftp://ftp.buildingsmart.no/pub/. Sara – Value Networks in Construction (2003-2007) – is a technology programme launched by TEKES, the Finnish Funding Agency for Technology and Innovation. It focuses on developing eco-efficient solutions for multi-storey and low-rise buildings and provides tools to facilitate the adoption of BIM in construction. During the programme, BIM tools and processes have been developed in order to considerably improve productivity in the industry and make it possible to manage the information generated and maintained throughout the lifecycle of buildings more efficiently (TEKES, 2008). Finland as the world leader of BIM has within this Takes publication, summarised 108 projects, which have been completed in this programme.

Although slow progressive changes are taking place within the UK industry, whilst many UK companies are happy to continue using traditional CAD, it is noticeable that US organisations working in the UK markets are effectively converting their processes to utilise BIM technologies (Oakley, 2008). This conversion requires; training, resources, content creation, team working and new workflows which all need to be managed simultaneously. It is clear within the UK industry that change will not happen overnight; however having a clear strategy along with the correct guidance will enable this process (Oakley, 2008). Lack of cohesive directions from the UK authorities comparable to the discussed international initiatives have created this drag and further research is needed to direct them through meaningful engagement with the industrial bodies to bring the intelligence forward for

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making the valuable decision to aggressively engage with BIM within infrastructure development works in a timely manner. 5. CHALLENGES AND SUSTAINABILITY OF THE CONSTRUCTION BUSINESS PROCESS Within the non-BIM environment, current industry and business practices do not facilitate the efficient transfer of requirements, design and as-built construction; data, information as well as knowledge for the increasingly critical phases of environmental impact assessment, infrastructure operations, and strategic asset and facility management. Nevertheless, utilization of BIM systems requires dramatic changes in current business practices, which will lead to development of new and sustainable business process models. Due to cultural and various factors within some countries, acceptance of BIM has been a challenge, overcoming barriers and steep learning curves that ultimately forces to a paradigm shift.

There are many targets that a project can realize by the utilization of BIM, within the lifecycle, such as improved; accuracy, consistency, integration, coordination and synchronization (Laiserin, 2007). These potential areas of improvement are detailed in table 1.

Target

Potential improvement

Example case

Accuracy

Complete, correct communication between AEC project participants

Owner requirements to designer (program/ brief), designer feedback to owner (visualisation/ simulation), design intent to construction documents (CDs), and CDs to constructors/ bidders

Consistency

Uniformity within a representation

Within a set of drawings or specs

Integration

Linkage between related representations

Between drawings and specs or between models and sequencing/schedules

Coordination

Interference checking among disciplines

Between building and site or between structural and Mechanical/ Electrical/ Plumbing (MEP)

Synchronization

Achieving comparable levels of detail/resolution over time

Drawings/ specs versus cost

Table 1: Potential Areas of Improvements (Adapted from Laiserin, 2007)

On the other hand, as briefed before with the use and implementation of BIM, it is anticipated that it will bring about new challenges for construction stakeholders such as the emerging

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knowledge and skill gap. One of the most underlying aspects of BIM implementation is education and training, which will obviously extend widely in the AEC-community in the future (Penttila, 2005). Project teams should learn to work with advanced 3D, information driven environments that facilitate capture, sharing and reuse of knowledge for predicting the building performance from the earliest design phases on. For example, a BIM officer for a client organization needs to have at least but not limited to the following knowledge requirements and responsibilities.

•

Knowledge of BIM technology

•

How it can support the needs of the client organization

•

Knowledge of contracts that will involve project team in an integrated practice

•

Knowledge of how to use model for facility management

•

Responsibility for setting standards for BIM knowledge and use by project team

The details of required knowledge and responsibilities may vary from one organisation to another dependent on the nature of the disciplines. Many organisations are now and will be hiring employees with BIM-specific job titles such as BIM Specialist, BIM Champion, BIM Administrator, 4D Specialist, and Manager of Virtual Design and Construction. Owners may hire employees with these titles or find service providers that bear similar ones. However, the responsibilities that go with these titles are not yet well defined. Regardless of the title, there is a strong need for more people with training and experience with creation and use of building models (Eastman et al, 2008). These positions are meant to help AEC firms make the transition from current practice to one that will be BIM knowledge acquainted and integrate this technology into their organization. Therefore, the future built environment education should also include product data management issues and understanding, and skills for a new kind of professionalism.

BIM systems influence organizations to employ more experienced project managers and project architects at the very beginning of a construction project. In particular those with good construction and design knowledge and capability of building models are required at early stages. BIM systems require architects and designers to spend more time on the design while less time on drafting (Birx, 2006). Also, the features offered by these systems facilitate producing a more through designs and comprehensive documentation with less overall time. Also, new architectural graduates can now move swiftly into design studies, so that they become better designers in a shorter period, with less experience in drafting, which is no longer a major requirement for modeling with these systems. Therefore curriculum, educational programmes and courses targeting this career pathway need to be developed for new graduates who will be more attractive to organizations that employ BIM systems for their construction works (Gallello, 2008).

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6. NEED FOR PRACTICES

RE-ENGINEERING

OF

THE

CONSTRUCTION

BUSINESS

It is necessary to mention, although the technology may be the catalyst, business process reform and vision is required to achieve a meaningful change (Jordani, 2008) within the construction process. The lessons learnt from the previous works, research and developments shows that the industry requires a clear understanding of an applicable process reengineering framework to support the construction process. We therefore propose to utilise a Construction Lifecycle Process Framework (figure 2) for streamlining the construction process in a more simplistic way. The building process involves agile methodology for achieving effective change management practices to absorb any volatility. The table 2 below shows the proposed building lifecycle processes for BIM implementation. The proposed processes are focused on smooth and seamless integration with the real-world environment to ultimately provide the least possible environmental impact with satisfied owners and users. During the building process, this involves the use of patterns for iteratively building the infrastructure through redistributing features and functionalities throughout the infrastructure.

Different views and perceptions for the construction lifecycle process proposed in three different countries are comparatively presented in the table below, which includes process mapping from GSA (General Services Administration from USA, Process Protocol Map from UK, and the Senate Properties from Finland: BIM Requirements 2007 documentation (Senate Properties, 2007). The Senate Properties documentation of BIM implementation and its use are considered as one of the most comprehensive to date and readers are recommended to be familiar with this content. Similarly the National Building Information Model Standard Version 1.0 from NBIMS (2007) is also a comprehensive documentation. Furthermore, process protocol map, which is also highly recommended to be familiar with via www.processprotocol.com/, represents a lean process approach for building lifecycle process.

GSA process (USA)

Process protocol (UK)

Pre-task: Information Delivery Manual (IDM) methodology

Phase 0. Demonstrating the Need

Mapping: Senate Properties (Finland) 3.1 Needs and objectives

Phase 1: Conception of Need Phase 2: Outline Feasibility

3.2 Design of alternatives

Phase 3: Substantive Feasibility & Outline Financial Authority

3.3 Early design

Phase 4: Outline Conceptual Design Energy analysis, cost estimating, structural analysis

Phase 5: Full Conceptual Design

3.4 Detailed design

Phase 6: Coordinated

3.4 Detailed design

14 Design, Procurement & Full Financial Authority Phase 7: Production Management

3.5 Contract tendering stage

Integrated workplace management, Aggregation of information for a particular legal or operational purpose

Phase 8: Construction

3.6 Construction and commissioning

Real-time access to live facilities models

Phase 9: Operation and Maintenance

3.6 Construction and commissioning

Table 2: Comparing the proposed construction Lifecycle Process Framework with three other process mapping from US, UK and Finland

With regard to integrating BIM into the business model of construction practices, the transition to BIM can be made, but it requires introspection about the business practices. The impact of BIM within the construction process at various stages are discussed so that each organization can concentrate and measure their direct or indirect involvement targeting re-engineering of the current organizational business model. The table 3 shows the linkage between the Process Framework proposed and the BIM integrated process. It also provides specific names for the models created during different stages of the design process with reference to the Senate Properties (2007) documentation. 6.1. DERIVING STRATEGIES TO MINIMIZE THE IMPACT TO BUSINESS PRACTICES BIM can also be considered as a new methodology for managing the lifecycle of a building with the focus of environmental impact, building design and documentation. Some delays, through the BIM implementation process, could impose on newly started or ongoing construction projects such as; potential disruptions, difficulties in workflow transition (Kirby, 2007) and in many of these circumstances, a lack of appropriate training of staff was evident. Furthermore, it is vital to derive strategies that resolve the adverse effects to the existing business practices of the companies that adopt BIM technologies within their organizations.

BIM integrated Construction lifecycle Process Requirements model, Site BIM, Inventory BIM

Space requirements, Structural requirements, Site requirements

Spatial Group BIM, Spatial BIM

Environnemental impact, Energy simulations, Visualisation & environmental integration, MEP/Structural alternatives

Preliminary Building Element BIM (Pre BIM)

Building elements, Requirements of licensing and permits

BE – BIM : Quantity take off phase True investment, MEP simulation, Sub contractor tender

15 calling BE – BIM : Construction phase

Detail design, Pre-fabrication, Product planning

As-built BIM

Building construction and Site management, Facility management, Space & occupancy management, Renovations & extensions, Demolitions

Environmentally integrated BIM

BIM Handover, Product training, Future planning

Table 3: BIM Integrated construction lifecycle Process Framework

The following steps are provided for organizations to minimize these barriers during the design and construction process of a project. Most of the steps within the phases of the BIM implementation process that include; preparation, roll-out and post-implementation are detailed in table 4.

i) Preparation phase: At this phase the organization needs to prepare for this new investment by analyzing its effect on the business process and prepare methods to minimize any difficult situations during and after the implementation (E.g. There could be a current project under no circumstance this project can absorb any delays, budgetary restriction could impose training of all the staff as required). Utilization of a BPM system, implementation checklists, and initial training can alleviate much of the problematic situations. Recognition of the business processes, which require re-engineering, is identified.

ii) Role-out phase: At this phase the organization works through the change management process for implementation of all the systems, training programmes and conducting business assessments of the outcomes achieved via the newly implemented system on live pilot projects. This involves complete assessment of the reengineered business processes within the business. Unfortunately advice on these matters may not necessarily be received from BIM system services suppliers. It is important to measure the effectiveness, efficiency and performance on all the business processes through the pilot projects and rectify any issues identified before moving to post-implementation.

iii) Post-implementation phase: At this phase a thorough analysis is conducted of effectiveness on business intelligence accrual and extended performance gain, through the new implementation, on the completed pilot projects. This will lead to defining organizations’ current status and future plans, in particular: new business opportunities that the business could target (Kirby, 2007); extended training requirements of staff; and more importantly completion of the assessment of ROI following the organizations’ acceptance of BIM within their business strategy.

Phase

Steps involve

Preparing

a) Planning for the change

Focus point

16 b) Business process management Effects to the Business Process (BP) c) Implementation checklist d) Implementation plan

Minimizing the recognized effects on the BP

e) Initial training

In particular higher management and those who are affected the most

f) Training plan for next phase Rolling-out

g) Change management h) Adequate hardware and software i) Implementation j) Training all staff k) Piloting first few projects

Performance of the BP

l) Minor adjustments

Rectifying the BP

Post-implementation m) Update implementation plan n) Post-implementation checklist

Any future activities and plan

o) Assess adequacy of training p) Evaluate pilots for further recommendation q) Confirm increased business intelligence and performance

Optimizing the BP

Table 4: BIM Implementation Process and Focus Points

6.2.

BUSINESS PROCESS MANAGEMENT AND PROJECT MANAGEMENT

Having defined the BIM integrated construction lifecycle process framework, it has been recognized that the urgent need of integrating appropriate parts of a BPM system and a PM system is critical to facilitate the overall utilization of ICT within building lifecycle. Without the appropriate utilization of these systems integrated to BIM server infrastructure, the industry in general will find it somewhat difficult to find their way forward. For example, BIM integrated lifecycle process will generate hundreds of various files during the stages of the process described above. It requires versioning and metadata repositories. Such documentation will be used, commented and become data for other processes, which then leads to further modification of the digital files held in repositories. Over the years the industry has been using ‘extranets’, etc. for the management of such documentation (3D/4D designs, project plans, briefings, meeting minutes, etc.) for various stakeholders distributed geographically. Although these systems; BPM, and Project and Documentation Management have become mature without the appropriate integration with

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BIM, a much needed paradigm shift will not emerge by itself and the organizational acceptance of BIM will be undermined within different countries due to specific industrial cultures. The BIM infrastructure should have its own facility to deliver the necessary documentation seamlessly to all stakeholders utilizing the concept, similar to ‘extranets’, but more simplistic, to access or receive the needed documentation and more, through in-access control, or defining who can access what documentation, in which stage of the process. Features such as; security, classification, search, links and connections, check-in/ check-out, version management, lifecycle and statuses, automated notification, language and time zone management, etc. must be facilitated (Vertex, 2008). On the other hand, the required aspects of BPM are also a necessity to integrate with the BIM server infrastructure, so that the business processes can be monitored, modified and measured as needed. It is very much clear that integration of BIM within construction business process requires vast changes within the organization and its operation.

7. CONCLUSION Most building owners, contractors, engineers and architects have a vision to improve one or more aspects of their existing business processes, which influence a projects; accuracy, consistency, integration, coordination and synchronization. By improving all these points, it has been estimated that cost savings of between 10% and 30% of the overall investment could be achieved in the construction industry (Laiserin, 2008). Utilization of BIM infrastructure within the construction business process is one of the clear directions for the stakeholders above to realize this vision. Furthermore, BIM offers clients a better ability to assess constructional, financial and design optimization in an accurate and fully integrated methodology. Governments and authorities from a number of countries have taken this opportunity seriously, and are actively promoting the associated technologies and service providers. Through BIM methodology, design investigation and development focusing on optimization via alternatives, are made at the time when changes are easy to implement. Thus, detailed assessments of; environmental, thermal, wind, shadow, visual bulk, and lifecycle cost, together with constructional and costing impacts of any design, arrive earlier in the design process, facilitating the benefits described. Authorities and industry partners should capitalize on the best practices and lessons learnt. 8. REFERENCES Aouad, G., Cooper, R., Fu, C., Lee, A., Ponting, A., Tah, J., and Wu, S., (2005), “nD Modelling – a driver or enabler for construction improvement”, RICS Research paper series, Volume 5, number 6. Aouad, G., Sun, M., Bakis, N. and Swan, W. (2001), “GALLICON Final Report”, January 2001. Arayici, Y. and Aouad, G. (2004), “DIVERCITY: distributed virtual workspace for enhancing communication and collaboration within the construction industry”, European Conference on Product and Process Modelling in the Building and The the construction industry (ECPPM), Istanbul, Turkey, 415-422.

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