Description
Implementation is the realization of an application, or execution of a plan, idea, model, design, specification, standard, algorithm, or policy.
Strategy for Implementation
InPro Consortium, November 2010
Contents
This document provides ideas and concepts regarding the practical implementation and take-up of the InPro results and Building Information Modelling in general reflecting the topics:
Traditional way of working versus InPro way of working Adopting business processes and focussing on key processes Opportunities for stakeholders Change management for new methods Implementation and take-up strategies
2
Intro
The results of the InPro project provide fundamental research as well as practical knowledge and best practices for industry take-up. InPro defined industry-specific key processes and demonstrated new ways of working. This information shall motivate companies to start with the practical implementation of the InPro results and Building Information Modelling in general as early adopters. More detailed information with reference to specific results can be found via the following channels: InPro dissemination activities InPro public deliverables InPro demonstrations InPro cluster network Direct contact to InPro consortium
3
Definitions and Acronyms
2D CAD 3D CAD
vector-oriented computer-aided drawing tools building geometry is represented by 3d elements
Object-oriented: building elements represented by digital objects and attributes Parametric: dependencies between building elements Associative: derive 2d drawings from the 3d model geometry based on predefined sectioning planes 4D 5D BIM linking time schedule information with 3d model data linking 3d model data with cost and resource information Building Information Modelling: Generating, managing and linking all building data during its lifecycle based on 3d geometry with object-oriented models and meaningful attributes and semantics like spatial relationships, geographic information, quantities, physical characteristics and further properties according to the real-life building components.
4
InPro Work Packages and Research Approach
BUSINESS PULL TECHNOLOGY PUSH
WP1: Business concepts
WP2: Collaboration framework and methods
WP3: ICT tools and open standards
WP4: Prototype Open Information Environment
WP5: Integration of collaboration processes and BIM tools WP6: Demonstrations of Open Information Environment at 5 building companies WP7: Training platform, business courses, university curricula WP8: Knowledge dissemination and future ICT standardisation WP9: Short and long term exploitation plan
InPro developed and demonstrated that an integrated and collaborative early design process is feasible, practical and beneficial to all stakeholders Both, business pull and technology push are driving the results and also the take-up Future requirements are specified to ease the practical implementation
5
Requirements for Implementing BIM and InPro methods
“Great, just buy some new tools and that‘s it – we are done!”
Is BIM ‘only’ an issue of CAD software and the implementation ‘just’ another IT project?
6
AEC Industry Characteristics
‚Project-centric‘ business with complex project organisation Numerous stakeholders and specific disciplines with sub-domains and sub-contractors Many small and medium-sized companies on the market Variable constellations and conditions from project to project Unstructured documents like 2d drawings, reports, technical and financial analysis Large number of different software tools for certain purposes (‘vertical’ tools) Traditional paper and document-based way of working:
…
Translating into ‘mental model’
.pdf .doc
Inflexible formats & structures Often re-creation of data Lack of integration along process chains and lifecycle Time-consuming comparison of alternatives and changes Large amount of manual work CAD
.mpp
7
AEC Industry Characteristics
Drawbacks in the paper and document-based way of working:
Repeatedly manual data re-creation and manual data inputs Error-prone manual processes with inconsistencies Many copies of documents, no single source of information Frequent changes and corrections Information loss by data transfers Often re-formatting of data and documents necessary Time-consuming search for specific information No digital information transfer along process chains and process steps No possibility to apply automated rules for quality approval and security checks
High amount of inefficient and ‘non-productive’ work
8
AEC Industry Characteristics
Traditional way of working: Model-based way of working:
Inflexible formats and structures Re-creation of data instead of reusing information Lack of integration along process chains and lifecycle Time-consuming comparison of alternatives and changes Large amount of manual work
Dynamic linking of different data sources Computable and digitally interpretable information Creating reports and analyses based on the digital contents Easy comparison of variants and alternatives
Modern BIM software use computable objects, properties and semantics to represent digital building prototypes which can be interpreted, analysed, transferred and further processed by other systems.
9
AEC Industry Characteristics
Advantages of the model-based way of working in general:
Visions and design studies are easier to translate directly into digital models instead of drawings and documents Thinking and communicating in a three-dimensional environment is much more demonstrative and direct understandable for non-technical persons Handling of design changes is much more efficient with an integrated 3d model instead of time-consuming changing independent 2d drawings Building information models can be used for further ‘downstream’ processing like quantity take-off and cost estimation and linked to enterprise resource data and other data sources Models can be easily evaluated and reviewed in a digital environment to analyse and optimise design alternatives with respect to the whole building lifecycle and the building performance requirements
10
Model-based Way of Working and Collaboration Process
Contractual and requirement documents, reports, technical analyses, specifications
Shared building information for stakeholders and specific views on the model data according to their clearly defined roles
Domain-specific 3D models of different engineering disciplines
Schedules, resources, equipment and logistic concepts
Quantity surveying, cost estimation and Enterprise data
BIM
Controlling and documentation, quality assurance
11
BIM Summary
BIM is not limited to CAD and creating design models or visualisations only. BIM is not a software tool but a working method (Building Information Modelling) a digital data model (Building Information Model) BIM means design and planning, engineering, constructing and operating facilities in a virtual prototyping environment (Virtual Design and Construction) Linking all relevant lifecycle information sources about cost, time and quality in a consistent data model
BIM implementation in practice means also:
Optimisation of processes and organisation by use of integrated digital data models and workflows. To strongly modify the traditional way of working.
12
Radical transformation of design & construction process
Objective of the InPro project Radically transform the early-design phase of a building project through ‘model-based collaboration’
Transformation of the way of working
3D – Geometry models
Building Information Modelling (BIM)
13
InPro and next generation of BIM: maturity stages (source: Succar, 2010)
Data creation Data exchange Data management
Object-based
Model-based Network-based
The InPro results support a model-based collaboration and process Integration. The foundation is an object-based modelling approach with rich and meaningful building information models. BIM will further develop and integrate processes along the process chain – InPro introduced a data management platform solution
14
1
3
Opportunities and added values
From clients perspective (examples) Straight use of model data for project visualisation and marketing in early phases Easily understandable and intelligible explanation of the design and planning also for the presentation to non-technical people Simplified evaluation of design alternatives by comparing 3d models digitally Model and information serve as input for facility management and operation phase Building performance indicators and parameters are available and can be adjusted and evaluated against client requirements already during the early design phase Request design optimisation from lifecycle and sustainability perspective Analyses of design options enhance flexibility during design phase Increasing transparency of cost, time and quality of design and the building Managed change requests allow a more reliable and efficient project management with clear status reports and feedback to responsible actors Coordinated and collision-free design by integrating all design disciplines in the BIM workflow (concurrent design) improves quality, reduces errors and shortens the duration of the design and construction process
15
Opportunities and added values
From design and engineering perspective (examples) Enhanced possibilities to present and demonstrate design studies to clients Visual communication in a three-dimensional environment is much more demonstrative and can directly be used for visualisation and marketing Communicating complex and difficult engineering details visually Improved design efficiency and flexibility, accelerated decision making Handling of design changes is much more efficient with an integrated 3d model instead of time-consuming changing independent 2d drawings Analyses of design options enhance flexibility during design phase Improved interdisciplinary coordination of design disciplines Added value of digital and paperless documentation of the design process Better integration of conceptual design and detailed engineering by re-use of data for detailing processes Model data can be further used for digital analyses like structural and energy analysis or simulations Enhanced design quality by consistency checks and collision detection Model-based lifecycle-oriented and sustainable design evaluation methods New business opportunities and added values for technical consultancy
16
Opportunities and added values
From construction industry perspective (examples) Improved coordination by an integrated high-quality design process reduces risks during the construction phase of buildings Improved design quality leads to less ‘unexpected’ changes and issues on site More design details can be determined in early stages which allows for an enhanced risk management and efficient project management Bridging gaps by better integrating the design and the construction phases Advanced development, preparation and presentation of alternative construction solutions and proposals as well as complex technical processes allow to communicate the ‘best solution’ to the client instead of ‘best price’ only Approve the technical feasibility and optimising construction schedule in virtual environment (digital prototypes and 4D simulation) before erecting on site Model-based quantity surveying enables reliable quantity and cost estimation Real-time or near-time comparisons of the to-be and as-is conditions Integrating logistic processes allow just-in-time or near-time material delivery Model-based industrialised and automated construction (CAD-CAM processes) for a highly-efficient, highly-quality, and customisable product development Model-based processes support ‘design and build’ (and operate / maintain) contracts (also ‘integrated project delivery’)
17
Consequences
Integrating different engineering disciplines, working cultures, attitudes and thinking Design and Planning efforts are shifted to earlier phases Re-definition of underlying business processes Enhanced collaboration and teamwork Need for BIM coordination and guidelines Decreasing documentation efforts
18
Consequences
Conclusion:
Implementing BIM requires more than software tools and IT knowledge. The whole design and construction process with all relevant sub processes need to be re-structured and re-oganised. Guidelines and frameworks need to be defined ‚who delivers which data to which actor in which timeframe?‘ All stakeholders need to work on concrete implementation strategies in all domains. Each stakeholder should focus on the relevant key processes. IT and software tools enable the new way of working but in addition a comprehensive change management is required.
19
Business Processes Analysis and Documentation
Process documentation and process adaption to BIM is a foundation for change management BIM project/process manuals Key Process documentation
But also the working environment should enable for digital workflows and project team collaboration, e.g. by providing meeting rooms with large team boards, video and web conferencing systems
20
Business Processes Best Practice
Complex changes required to enable new ways of working !
Contractual boundary conditions Main actor -> clear interface Earlier contractual hand over
Steering of design Quality gates for design integration
Concurrent
Feasibility Phase
PM
Tracing of client requirements
ID Benutzer Anforderung Funktion ID Funktionale Anforderung Benutzer ID Ergebnis ID
Concept Phase
PreDesign Phase
Design Phase
Detail Design Phase
Realisation Phase
Realisation Phase
Manufacturing Phase
Final Project Phase
Ablauf
U1 Ruhige Umgebung S10, S11, S12 S10 Akustikdecke mit Licht U1, U2
Ablauf
S10 G-929-0011
Mechanical U2 Electrical Gute Beleuchtung S 10, S 13
Rücklauf
S11
Teppich
U1
Rücklauf
S11
G-929-0012
…
U3
Große Fenster
S 14
S12
Fenstergröße xxx
U3, U2
S10
G-928-0011
Modelling Separated vs. Integrated model
VC VC
Architect Model Business case
Model content along timeline
BIM Maturity A BIM Maturity C Engineering model for structural works, shell and core Design Specialists FM
(maturity)
BIM Maturity C
Cost model
21
Business Process Maps Elements and Standards
InPro mapped processes in standardised format (BPMN) Standard elements: swim lanes, tasks, artefacts, sub processes, process flows,... InPro usage of modelling elements: Stakeholders as actors or roles in the individual pools and lanes Main stakeholders are characterised Clients Project management Designers InPro Open Information Environment
New or changing definition of roles like BIM Project Manager
22
Business Process specific maps for key processes
Emphasis in process maps on: Collaboration processes Exchange of information through supporting BIM ICT platform Technical implications can be derived Showing interaction between different stakeholders in a transparent way Process maps help understanding and communicating process steps in detail Process maps promote collaboration and interaction between stakeholders
Specific maps for key processes by applying generic processes
23
Business Processes “Lifecycle Design Process”
The main result of InPro task 2.4 “Lifecycle Design Process” is the InPro Life Cycle Design Framework including stage/gated design process, InPro maturity levels, generic workflow between two quality gates, and the Smart Decision-Making framework.
A framework to guide the design team to reach the intended project values and requirements
24
Business Processes Improved Organisation Concepts
Team selection: competition of competence
Changes need to be implemented starting at project level and continued by spreading to company and industry level Main changes required at project level: technology, staff and training, a commitment among project team members to collaboration Main changes required at company level: staffing needs, project organisation and company wide information use contained in the building model Main changes required at industry level: establishment of European boundary conditions to an Open Information Environment (OIE) work The main affected roles are: client, project manager, architect and contractor New roles are: model manager and main project actor / coordinator Main beneficiaries of change are client, designers and contractors Main initiators of change are client and designers
25
Business Processes Improved Organization Concepts
Roles & Responsibilities
No access Reading access Comment access Writing access Change & delete access Approval access Technical support access
Team / BIM Management
MM
BIM
Incentives
KPIs
26
Business Processes Improved Collaboration Concepts
dispute resolution ladder intensity
BIM
arbitration adjudication mediation
negotiation
Information stored in the BIM is relevant for dispute resolution
time
Legal and regulatory framework needs adjustments Clarification for liability and ownership of information and data in the digital model Protection of knowledge and intellectual property rights when sharing data BIM responsibilities of the stakeholders Availability of public instructions and guidelines, e.g. for data exchange and digital building applications Acceptance of 3d Building Information Models instead of 2d drawings for planning and building application documents Modification of national building codes and development of computable codes and rules which can be validated against the digital design
27
Business Processes Strategies for take-up
Conclusion: 3 levels of changes
Project level
Company level
Industry level
Actors of change
Beneficiaries
of InPro‘s way of working
Initiators
of change
Drivers
of change
Starting at project level, changes will be spread amongst industry – driven by client and supported by new regulations
28
Implementation at Company LevelStrategies for take-up
Developing a clear vision A clear and realistic vision of the new way of working is needed for internal communication and to involve the business units . The vision and business development is typically classified as management and leadership task. The intention is to analyse the possibilities of BIM and to break it down into feasible components which are worthwhile for a company implementation on particular key processes. The as-is and to-be situation need to be described and communicated, for example using process maps and requirements specifications. Integrated processes are required to enable digital workflows from early conceptual design to detailed design and so on. Conceptual studies and ideas need to be concretised and developed to practical and realistic scenarios which can be implemented in pilot projects by the implementation teams. Definition of milestones for short, mid and long term objectives (1 year / 3-5 years / 10 years)
29
Implementation at Company LevelStrategies for take-up
Top management / board What are the business opportunities and competitive advantages? How can we evaluate the level of readiness of the new methods and particular tools? How can we estimate the implementation effort and how measure the benefits of the new way of working compared to the as-is situation? What are potential risks and how to minimize them? Senior management / project managers How does BIM influence or change processes which belong to my business unit and projects? What kind of competencies and resources do I need in future? What are the right steps and speed of implementation without taking risks on the running projects? Staff / employees Which tools, skills and knowledge are expected from me in future? How does BIM influence the HR requirements in general and especially in my field of activity?
30
Implementation at Company LevelStrategies for take-up
Strategy team (business perspective) The transformation process needs to be propagated, supported and steered from the executives and senior management actively and continuously. Human resources need to be developed and selected according to the BIM change strategy Key processes need to be selected and pilot projects initiated Implementation teams (operational and project perspective) Involvement of all management levels and business units Preparation and execution of the new BIM-based way of working in project teams with BIM experts involved on project level Best practice documentation and ‘lessons learnt’ for future steps Company-internal networking across units to share experience To concept a BIM strategy and to implement it in a company requires a comprehensive personal engagement at all hierarchy levels and an intensive collaboration across the organisation.
31
Implementation at Company LevelStrategies for take-up
Evaluation criteria and selection of BIM software solutions Openness: The full support of open standards and formats as well as application programming interfaces (API) are mandatory to enable interoperability The BIM strategy of the software vendors should be analysed in detail to make sure they are completely sharing the vision in terms of business process support, integration, interoperability. Pilot phase together with software vendors on typical projects with intensive support and training for the key users Selection of capable and future-compliant solutions that fit to the processes and the IT landscape of the own organisation and the business partners based on criteria catalogue Strategic partnerships with ICT vendors on implementing technical requirements Associations and initiatives can influence the developments (ENCORD, 5D-Initiative, buildingSMART)
32
Changes at Company Level Strategies for take-up
What steps are needed at company level?
Select and initiate pilot projects Define worthwhile key business or use cases Transfer knowledge coming out of pilot projects to the business units and departments Identify requirements, re-define and adjust business processes and establish training courses together with management Formalisation and systematisation Develop, define and document model-based standard processes Prepare the technical and organisational changes Prepare the training courses based on project experience Implementation Select, train and support project teams Enhance the experts networking across departments Optimisation Develop templates, libraries, guidelines Validate and adjust the business processes continuously Roll-Out and extension Define and incorporate new key processes in pilot projects Involve and connect partners to the digital processes
33
Changes at Company Level Strategies for take-up
Transformation stages and scenarios of key processes
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
The next step after the identification and description of key processes is a clear definition of the to-be scenarios for the future way of working Scope and objectives should be defined for each key process and broken down in phases and milestones to define the starting points, to take the right steps in the right order To begin the transformation at company level, the following categories are required to support the achievement of the scenarios: ICT and software Organisation and processes Education and training These sub-processes are explained on the next pages in detail.
34
Changes at Company Level Strategies for take-up
Transformation stages and scenarios
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
Transformation sub-processes
… influences …
ICT, software, tools
Tasks & actions stage 1
Organisation and processes
Tasks & actions stage 1
Education and training
Tasks & actions stage 1
. .
35
Changes at Company Level Strategies for take-up
Transformation stages and scenarios
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
Transformation sub-processes
… influences …
ICT, software, tools
Tasks & actions stage 1
Authoring & modelling tools Analysis tools Collaboration tools Business processes Working environment Responsibilities, actors Contract models
Organisation and processes
Tasks & actions stage 1
Education and training
Tasks & actions stage 1
.
Software training New methods Case studies and pilot projects
.
36
Implementation at Company LevelStrategies for take-up
Steadiness and continuance: Regular meetings and workshops are necessary at all responsibility levels and across business units Do not stop after pilot projects are finished. Change management needs continuous control and verification against the vision Especially the top management should clearly communicate that implementing this innovation is not a short-term but a long-term company decision. Training and education is an ongoing process and not a one-time event. Risks and ‘lessons learnt’: Do not start with the large projects on full detail level without an appropriate strategy how to handle such amount of data. Interoperability and data transfer needs advanced knowledge about formats and contents to optimise the quality and content of the exchanged information Expect a decrease in productivity during the first projects. Establish a regular and trustful communication to share best practices Changes need time to take effect
37
Summary
Implementing BIM and InPro methods means fundamental changes at Project level Company level Industry level Many technical and non-technical barriers are already solved as demonstrated in InPro. But still some barriers are identified, especially the organisational, contractual aspects and legal frameworks need ‘BIM friendly’ adjustments. The awareness is rising and there are many opportunities for all stakeholders to increase efficiency, transparency, quality and to reduce time and cost during the building lifecycle. Implementation is organisation-specific and needs to be adapted for each company, project and process. But best-practices are already available from the early adopters and concepts can be transferred. Change management concepts are helpful especially for communicating changes. The complexity of implementation depends on the size of company and projects. BIM needs to be integrated in the corporate culture. Associations, initiatives and networks (for example the InPro cluster) are very helpful to acquire knowledge and to share best practices. Transformation is not a short-term task but needs time, persistence and patience.
38
This document may not be copied, reproduced, or modified in whole in or part for any purpose without written permission from the InPro Consortium. In addition to such written permission to copy, reproduce, or modify this document in whole or part, an acknowledgement of the authors of the document and all applicable portions of the copyright notice must be clearly referenced. All rights reserved. This document may change without notice. Disclaimer: The information in this document is provided as is and no guarantee or warranty is given that the information is fit for any particular purpose. The user there of uses the information at its sole risk and liability.
footer | Verdana 10 pt bold
39
doc_869257056.pdf
Implementation is the realization of an application, or execution of a plan, idea, model, design, specification, standard, algorithm, or policy.
Strategy for Implementation
InPro Consortium, November 2010
Contents
This document provides ideas and concepts regarding the practical implementation and take-up of the InPro results and Building Information Modelling in general reflecting the topics:
Traditional way of working versus InPro way of working Adopting business processes and focussing on key processes Opportunities for stakeholders Change management for new methods Implementation and take-up strategies
2
Intro
The results of the InPro project provide fundamental research as well as practical knowledge and best practices for industry take-up. InPro defined industry-specific key processes and demonstrated new ways of working. This information shall motivate companies to start with the practical implementation of the InPro results and Building Information Modelling in general as early adopters. More detailed information with reference to specific results can be found via the following channels: InPro dissemination activities InPro public deliverables InPro demonstrations InPro cluster network Direct contact to InPro consortium
3
Definitions and Acronyms
2D CAD 3D CAD
vector-oriented computer-aided drawing tools building geometry is represented by 3d elements
Object-oriented: building elements represented by digital objects and attributes Parametric: dependencies between building elements Associative: derive 2d drawings from the 3d model geometry based on predefined sectioning planes 4D 5D BIM linking time schedule information with 3d model data linking 3d model data with cost and resource information Building Information Modelling: Generating, managing and linking all building data during its lifecycle based on 3d geometry with object-oriented models and meaningful attributes and semantics like spatial relationships, geographic information, quantities, physical characteristics and further properties according to the real-life building components.
4
InPro Work Packages and Research Approach
BUSINESS PULL TECHNOLOGY PUSH
WP1: Business concepts
WP2: Collaboration framework and methods
WP3: ICT tools and open standards
WP4: Prototype Open Information Environment
WP5: Integration of collaboration processes and BIM tools WP6: Demonstrations of Open Information Environment at 5 building companies WP7: Training platform, business courses, university curricula WP8: Knowledge dissemination and future ICT standardisation WP9: Short and long term exploitation plan
InPro developed and demonstrated that an integrated and collaborative early design process is feasible, practical and beneficial to all stakeholders Both, business pull and technology push are driving the results and also the take-up Future requirements are specified to ease the practical implementation
5
Requirements for Implementing BIM and InPro methods
“Great, just buy some new tools and that‘s it – we are done!”
Is BIM ‘only’ an issue of CAD software and the implementation ‘just’ another IT project?
6
AEC Industry Characteristics
‚Project-centric‘ business with complex project organisation Numerous stakeholders and specific disciplines with sub-domains and sub-contractors Many small and medium-sized companies on the market Variable constellations and conditions from project to project Unstructured documents like 2d drawings, reports, technical and financial analysis Large number of different software tools for certain purposes (‘vertical’ tools) Traditional paper and document-based way of working:
…
Translating into ‘mental model’
.pdf .doc
Inflexible formats & structures Often re-creation of data Lack of integration along process chains and lifecycle Time-consuming comparison of alternatives and changes Large amount of manual work CAD
.mpp
7
AEC Industry Characteristics
Drawbacks in the paper and document-based way of working:
Repeatedly manual data re-creation and manual data inputs Error-prone manual processes with inconsistencies Many copies of documents, no single source of information Frequent changes and corrections Information loss by data transfers Often re-formatting of data and documents necessary Time-consuming search for specific information No digital information transfer along process chains and process steps No possibility to apply automated rules for quality approval and security checks
High amount of inefficient and ‘non-productive’ work
8
AEC Industry Characteristics
Traditional way of working: Model-based way of working:
Inflexible formats and structures Re-creation of data instead of reusing information Lack of integration along process chains and lifecycle Time-consuming comparison of alternatives and changes Large amount of manual work
Dynamic linking of different data sources Computable and digitally interpretable information Creating reports and analyses based on the digital contents Easy comparison of variants and alternatives
Modern BIM software use computable objects, properties and semantics to represent digital building prototypes which can be interpreted, analysed, transferred and further processed by other systems.
9
AEC Industry Characteristics
Advantages of the model-based way of working in general:
Visions and design studies are easier to translate directly into digital models instead of drawings and documents Thinking and communicating in a three-dimensional environment is much more demonstrative and direct understandable for non-technical persons Handling of design changes is much more efficient with an integrated 3d model instead of time-consuming changing independent 2d drawings Building information models can be used for further ‘downstream’ processing like quantity take-off and cost estimation and linked to enterprise resource data and other data sources Models can be easily evaluated and reviewed in a digital environment to analyse and optimise design alternatives with respect to the whole building lifecycle and the building performance requirements
10
Model-based Way of Working and Collaboration Process
Contractual and requirement documents, reports, technical analyses, specifications
Shared building information for stakeholders and specific views on the model data according to their clearly defined roles
Domain-specific 3D models of different engineering disciplines
Schedules, resources, equipment and logistic concepts
Quantity surveying, cost estimation and Enterprise data
BIM
Controlling and documentation, quality assurance
11
BIM Summary
BIM is not limited to CAD and creating design models or visualisations only. BIM is not a software tool but a working method (Building Information Modelling) a digital data model (Building Information Model) BIM means design and planning, engineering, constructing and operating facilities in a virtual prototyping environment (Virtual Design and Construction) Linking all relevant lifecycle information sources about cost, time and quality in a consistent data model
BIM implementation in practice means also:
Optimisation of processes and organisation by use of integrated digital data models and workflows. To strongly modify the traditional way of working.
12
Radical transformation of design & construction process
Objective of the InPro project Radically transform the early-design phase of a building project through ‘model-based collaboration’
Transformation of the way of working
3D – Geometry models
Building Information Modelling (BIM)
13
InPro and next generation of BIM: maturity stages (source: Succar, 2010)
Data creation Data exchange Data management
Object-based
Model-based Network-based
The InPro results support a model-based collaboration and process Integration. The foundation is an object-based modelling approach with rich and meaningful building information models. BIM will further develop and integrate processes along the process chain – InPro introduced a data management platform solution
14
1
3
Opportunities and added values
From clients perspective (examples) Straight use of model data for project visualisation and marketing in early phases Easily understandable and intelligible explanation of the design and planning also for the presentation to non-technical people Simplified evaluation of design alternatives by comparing 3d models digitally Model and information serve as input for facility management and operation phase Building performance indicators and parameters are available and can be adjusted and evaluated against client requirements already during the early design phase Request design optimisation from lifecycle and sustainability perspective Analyses of design options enhance flexibility during design phase Increasing transparency of cost, time and quality of design and the building Managed change requests allow a more reliable and efficient project management with clear status reports and feedback to responsible actors Coordinated and collision-free design by integrating all design disciplines in the BIM workflow (concurrent design) improves quality, reduces errors and shortens the duration of the design and construction process
15
Opportunities and added values
From design and engineering perspective (examples) Enhanced possibilities to present and demonstrate design studies to clients Visual communication in a three-dimensional environment is much more demonstrative and can directly be used for visualisation and marketing Communicating complex and difficult engineering details visually Improved design efficiency and flexibility, accelerated decision making Handling of design changes is much more efficient with an integrated 3d model instead of time-consuming changing independent 2d drawings Analyses of design options enhance flexibility during design phase Improved interdisciplinary coordination of design disciplines Added value of digital and paperless documentation of the design process Better integration of conceptual design and detailed engineering by re-use of data for detailing processes Model data can be further used for digital analyses like structural and energy analysis or simulations Enhanced design quality by consistency checks and collision detection Model-based lifecycle-oriented and sustainable design evaluation methods New business opportunities and added values for technical consultancy
16
Opportunities and added values
From construction industry perspective (examples) Improved coordination by an integrated high-quality design process reduces risks during the construction phase of buildings Improved design quality leads to less ‘unexpected’ changes and issues on site More design details can be determined in early stages which allows for an enhanced risk management and efficient project management Bridging gaps by better integrating the design and the construction phases Advanced development, preparation and presentation of alternative construction solutions and proposals as well as complex technical processes allow to communicate the ‘best solution’ to the client instead of ‘best price’ only Approve the technical feasibility and optimising construction schedule in virtual environment (digital prototypes and 4D simulation) before erecting on site Model-based quantity surveying enables reliable quantity and cost estimation Real-time or near-time comparisons of the to-be and as-is conditions Integrating logistic processes allow just-in-time or near-time material delivery Model-based industrialised and automated construction (CAD-CAM processes) for a highly-efficient, highly-quality, and customisable product development Model-based processes support ‘design and build’ (and operate / maintain) contracts (also ‘integrated project delivery’)
17
Consequences
Integrating different engineering disciplines, working cultures, attitudes and thinking Design and Planning efforts are shifted to earlier phases Re-definition of underlying business processes Enhanced collaboration and teamwork Need for BIM coordination and guidelines Decreasing documentation efforts
18
Consequences
Conclusion:
Implementing BIM requires more than software tools and IT knowledge. The whole design and construction process with all relevant sub processes need to be re-structured and re-oganised. Guidelines and frameworks need to be defined ‚who delivers which data to which actor in which timeframe?‘ All stakeholders need to work on concrete implementation strategies in all domains. Each stakeholder should focus on the relevant key processes. IT and software tools enable the new way of working but in addition a comprehensive change management is required.
19
Business Processes Analysis and Documentation
Process documentation and process adaption to BIM is a foundation for change management BIM project/process manuals Key Process documentation
But also the working environment should enable for digital workflows and project team collaboration, e.g. by providing meeting rooms with large team boards, video and web conferencing systems
20
Business Processes Best Practice
Complex changes required to enable new ways of working !
Contractual boundary conditions Main actor -> clear interface Earlier contractual hand over
Steering of design Quality gates for design integration
Concurrent
Feasibility Phase
PM
Tracing of client requirements
ID Benutzer Anforderung Funktion ID Funktionale Anforderung Benutzer ID Ergebnis ID
Concept Phase
PreDesign Phase
Design Phase
Detail Design Phase
Realisation Phase
Realisation Phase
Manufacturing Phase
Final Project Phase
Ablauf
U1 Ruhige Umgebung S10, S11, S12 S10 Akustikdecke mit Licht U1, U2
Ablauf
S10 G-929-0011
Mechanical U2 Electrical Gute Beleuchtung S 10, S 13
Rücklauf
S11
Teppich
U1
Rücklauf
S11
G-929-0012
…
U3
Große Fenster
S 14
S12
Fenstergröße xxx
U3, U2
S10
G-928-0011
Modelling Separated vs. Integrated model
VC VC
Architect Model Business case
Model content along timeline
BIM Maturity A BIM Maturity C Engineering model for structural works, shell and core Design Specialists FM
(maturity)
BIM Maturity C
Cost model
21
Business Process Maps Elements and Standards
InPro mapped processes in standardised format (BPMN) Standard elements: swim lanes, tasks, artefacts, sub processes, process flows,... InPro usage of modelling elements: Stakeholders as actors or roles in the individual pools and lanes Main stakeholders are characterised Clients Project management Designers InPro Open Information Environment
New or changing definition of roles like BIM Project Manager
22
Business Process specific maps for key processes
Emphasis in process maps on: Collaboration processes Exchange of information through supporting BIM ICT platform Technical implications can be derived Showing interaction between different stakeholders in a transparent way Process maps help understanding and communicating process steps in detail Process maps promote collaboration and interaction between stakeholders
Specific maps for key processes by applying generic processes
23
Business Processes “Lifecycle Design Process”
The main result of InPro task 2.4 “Lifecycle Design Process” is the InPro Life Cycle Design Framework including stage/gated design process, InPro maturity levels, generic workflow between two quality gates, and the Smart Decision-Making framework.
A framework to guide the design team to reach the intended project values and requirements
24
Business Processes Improved Organisation Concepts
Team selection: competition of competence
Changes need to be implemented starting at project level and continued by spreading to company and industry level Main changes required at project level: technology, staff and training, a commitment among project team members to collaboration Main changes required at company level: staffing needs, project organisation and company wide information use contained in the building model Main changes required at industry level: establishment of European boundary conditions to an Open Information Environment (OIE) work The main affected roles are: client, project manager, architect and contractor New roles are: model manager and main project actor / coordinator Main beneficiaries of change are client, designers and contractors Main initiators of change are client and designers
25
Business Processes Improved Organization Concepts
Roles & Responsibilities
No access Reading access Comment access Writing access Change & delete access Approval access Technical support access
Team / BIM Management
MM
BIM
Incentives
KPIs
26
Business Processes Improved Collaboration Concepts
dispute resolution ladder intensity
BIM
arbitration adjudication mediation
negotiation
Information stored in the BIM is relevant for dispute resolution
time
Legal and regulatory framework needs adjustments Clarification for liability and ownership of information and data in the digital model Protection of knowledge and intellectual property rights when sharing data BIM responsibilities of the stakeholders Availability of public instructions and guidelines, e.g. for data exchange and digital building applications Acceptance of 3d Building Information Models instead of 2d drawings for planning and building application documents Modification of national building codes and development of computable codes and rules which can be validated against the digital design
27
Business Processes Strategies for take-up
Conclusion: 3 levels of changes
Project level
Company level
Industry level
Actors of change
Beneficiaries
of InPro‘s way of working
Initiators
of change
Drivers
of change
Starting at project level, changes will be spread amongst industry – driven by client and supported by new regulations
28
Implementation at Company LevelStrategies for take-up
Developing a clear vision A clear and realistic vision of the new way of working is needed for internal communication and to involve the business units . The vision and business development is typically classified as management and leadership task. The intention is to analyse the possibilities of BIM and to break it down into feasible components which are worthwhile for a company implementation on particular key processes. The as-is and to-be situation need to be described and communicated, for example using process maps and requirements specifications. Integrated processes are required to enable digital workflows from early conceptual design to detailed design and so on. Conceptual studies and ideas need to be concretised and developed to practical and realistic scenarios which can be implemented in pilot projects by the implementation teams. Definition of milestones for short, mid and long term objectives (1 year / 3-5 years / 10 years)
29
Implementation at Company LevelStrategies for take-up
Top management / board What are the business opportunities and competitive advantages? How can we evaluate the level of readiness of the new methods and particular tools? How can we estimate the implementation effort and how measure the benefits of the new way of working compared to the as-is situation? What are potential risks and how to minimize them? Senior management / project managers How does BIM influence or change processes which belong to my business unit and projects? What kind of competencies and resources do I need in future? What are the right steps and speed of implementation without taking risks on the running projects? Staff / employees Which tools, skills and knowledge are expected from me in future? How does BIM influence the HR requirements in general and especially in my field of activity?
30
Implementation at Company LevelStrategies for take-up
Strategy team (business perspective) The transformation process needs to be propagated, supported and steered from the executives and senior management actively and continuously. Human resources need to be developed and selected according to the BIM change strategy Key processes need to be selected and pilot projects initiated Implementation teams (operational and project perspective) Involvement of all management levels and business units Preparation and execution of the new BIM-based way of working in project teams with BIM experts involved on project level Best practice documentation and ‘lessons learnt’ for future steps Company-internal networking across units to share experience To concept a BIM strategy and to implement it in a company requires a comprehensive personal engagement at all hierarchy levels and an intensive collaboration across the organisation.
31
Implementation at Company LevelStrategies for take-up
Evaluation criteria and selection of BIM software solutions Openness: The full support of open standards and formats as well as application programming interfaces (API) are mandatory to enable interoperability The BIM strategy of the software vendors should be analysed in detail to make sure they are completely sharing the vision in terms of business process support, integration, interoperability. Pilot phase together with software vendors on typical projects with intensive support and training for the key users Selection of capable and future-compliant solutions that fit to the processes and the IT landscape of the own organisation and the business partners based on criteria catalogue Strategic partnerships with ICT vendors on implementing technical requirements Associations and initiatives can influence the developments (ENCORD, 5D-Initiative, buildingSMART)
32
Changes at Company Level Strategies for take-up
What steps are needed at company level?
Select and initiate pilot projects Define worthwhile key business or use cases Transfer knowledge coming out of pilot projects to the business units and departments Identify requirements, re-define and adjust business processes and establish training courses together with management Formalisation and systematisation Develop, define and document model-based standard processes Prepare the technical and organisational changes Prepare the training courses based on project experience Implementation Select, train and support project teams Enhance the experts networking across departments Optimisation Develop templates, libraries, guidelines Validate and adjust the business processes continuously Roll-Out and extension Define and incorporate new key processes in pilot projects Involve and connect partners to the digital processes
33
Changes at Company Level Strategies for take-up
Transformation stages and scenarios of key processes
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
The next step after the identification and description of key processes is a clear definition of the to-be scenarios for the future way of working Scope and objectives should be defined for each key process and broken down in phases and milestones to define the starting points, to take the right steps in the right order To begin the transformation at company level, the following categories are required to support the achievement of the scenarios: ICT and software Organisation and processes Education and training These sub-processes are explained on the next pages in detail.
34
Changes at Company Level Strategies for take-up
Transformation stages and scenarios
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
Transformation sub-processes
… influences …
ICT, software, tools
Tasks & actions stage 1
Organisation and processes
Tasks & actions stage 1
Education and training
Tasks & actions stage 1
. .
35
Changes at Company Level Strategies for take-up
Transformation stages and scenarios
Scenarios objectives Aims for stage 1 to achieve in 2008 Aims for stage 2 to achieve in 2009 Aims for stage 3 to achieve in … Aims for stage 4
Vision
Transformation sub-processes
… influences …
ICT, software, tools
Tasks & actions stage 1
Authoring & modelling tools Analysis tools Collaboration tools Business processes Working environment Responsibilities, actors Contract models
Organisation and processes
Tasks & actions stage 1
Education and training
Tasks & actions stage 1
.
Software training New methods Case studies and pilot projects
.
36
Implementation at Company LevelStrategies for take-up
Steadiness and continuance: Regular meetings and workshops are necessary at all responsibility levels and across business units Do not stop after pilot projects are finished. Change management needs continuous control and verification against the vision Especially the top management should clearly communicate that implementing this innovation is not a short-term but a long-term company decision. Training and education is an ongoing process and not a one-time event. Risks and ‘lessons learnt’: Do not start with the large projects on full detail level without an appropriate strategy how to handle such amount of data. Interoperability and data transfer needs advanced knowledge about formats and contents to optimise the quality and content of the exchanged information Expect a decrease in productivity during the first projects. Establish a regular and trustful communication to share best practices Changes need time to take effect
37
Summary
Implementing BIM and InPro methods means fundamental changes at Project level Company level Industry level Many technical and non-technical barriers are already solved as demonstrated in InPro. But still some barriers are identified, especially the organisational, contractual aspects and legal frameworks need ‘BIM friendly’ adjustments. The awareness is rising and there are many opportunities for all stakeholders to increase efficiency, transparency, quality and to reduce time and cost during the building lifecycle. Implementation is organisation-specific and needs to be adapted for each company, project and process. But best-practices are already available from the early adopters and concepts can be transferred. Change management concepts are helpful especially for communicating changes. The complexity of implementation depends on the size of company and projects. BIM needs to be integrated in the corporate culture. Associations, initiatives and networks (for example the InPro cluster) are very helpful to acquire knowledge and to share best practices. Transformation is not a short-term task but needs time, persistence and patience.
38
This document may not be copied, reproduced, or modified in whole in or part for any purpose without written permission from the InPro Consortium. In addition to such written permission to copy, reproduce, or modify this document in whole or part, an acknowledgement of the authors of the document and all applicable portions of the copyright notice must be clearly referenced. All rights reserved. This document may change without notice. Disclaimer: The information in this document is provided as is and no guarantee or warranty is given that the information is fit for any particular purpose. The user there of uses the information at its sole risk and liability.
footer | Verdana 10 pt bold
39
doc_869257056.pdf