ACEI is the representative body of professional consulting engineers in Ireland. Consulting engineers are trusted advisors, delivering solutions for clients focused on developing infrastructure and sustaining the natural environment.
ACEI’s Mission is to support a vibrant consulting engineering community, within which member firms can grow successful businesses that deliver sustainable engineering solutions for the benefit of all.
The engineering profession aims to positively impact all communities with its work, ensuring safe, clean, efficient and sustainable buildings and infrastructure.
• Represents firms engaged in consulting engineering
• Engages and collaborates with public and private client bodies
• Lobbies local, national and European politicians
• Provides bespoke continuing professional development training and seminars
• Showcases sustainable engineering excellence in design and professional services
ACEI is the voice of the Consulting Engineering profession in Ireland Membership enquiries welcome
Our plugins for Autodesk® Re software addre specific Revit management challenges.
These tools gi Coordinators a Revit users unprecedented to access, manage, and control their Revit data.
www.ideatesoftware.com
“We’ve noticed a huge difference since using Ideate [Software] tools over the past year. We’re only going to get more efficient.”
Michael Hartley, Technical BIM Manager, Ramboll UK
At a practical level, what could be more important to humanity than the built environment? Buildings and infrastructure are involved in almost every aspect of life, delivering almost everything we need as human beings, from clean drinking water, food, clothing, goods, energy, transport, communications, and shelter. Places and spaces to live, love, laugh, cry, eat, sleep, learn, trade, play and pray. What we do, is important. How we do it, is also important.
Throughout history, the ‘heroes’ of Architecture, Engineering and Construction, have provided the buildings and infrastructure that supports almost everything that we do as a society. And we have achieved this because of our ability to communicate, collaborate, and share information. The knowledge we share, through communities and events like this, and our ability to create together, connects past, present and future. It has fuelled human progress. Since the beginning of time those who produce, manage and exchange information, have literally helped shape the environment for humankind to flourish.
Everyone participating in this community, and attending this event, wants to know,
deep down in their ‘psyche’, that they are doing something important. That they are contributing to making the world a better place, for themselves, their families, their friends, and their communities. That they are forming good relationships with like-minded people, who share these common values, and who collectively can make a significant difference or impact. That their life, and the time and effort they are investing, is accomplishing something worthwhile. And that they are being recognised, appreciated, and valued. What could be more important to humanity than contributing to the built environment? And even if you think your contribution only plays a small part in a bigger picture, it is still a vital and necessary part, and if you didn’t play your part, or make your contribution, the world would be worse off or poorer for it. This is a community
that recognises, appreciates, and celebrates the ‘sovereign individual’, and their valued contribution to the whole.
‘Why’ we do, what we do, is important. But ‘how’ we do it, is also important. Constructing and operating the physical world, uses scarce resources of time, money, lives, energy, and materials. Our industry is struggling to deliver and meet the needs of our communities and societies around the world. Many still live without the basic necessities that others have come to enjoy. Building is slow, expensive, dangerous, wasteful, and environmentally impactful. Quality is often poor and compromised. Corruption is rife. We need to do ‘better’. We can do ‘better’.
We all know we can. We could make endless excuses, or blame others, as to why we aren’t doing better, but we all know, deep down, even at a personal level, that making excuses or blaming others doesn’t help, and that we could do ‘better’. We need to stop being victims, or villains, perpetuating poor practice or contributing to the problems our industry faces, and take up the challenge to act as ‘heroes’ –those who bring solutions to the problems the world faces.
Since ‘communication’, or the transfer of information or knowledge, and collaboration, is what ultimately brings physical reality into being, we can start by improving our communications, and the information we produce and exchange. ‘Truthful’ information, that is correct, accurate, resolved, on-time and accessible, is what brings positive change. Information Communication Technology (ICT) is here to help us. The ‘digital transition’ of the AEC sector, is improving the way we deliver and operate buildings and infrastructure, and is not just a ‘nice’ thing to do – it is one of the most important things any of us can be involved in. We have an ethical obligation to act in a way that brings about better outcomes for ourselves, and for others. Better information supports better performance, productivity, safety and sustainability. It is what our world needs. We are the present-day ‘BIM Heroes’ tasked with making this happen. We have learned from the past, and we are shaping the future. This is Our Time!
‘Community’ is a group of people who share ‘common’ interests and values (the things we see as important). Our aspiration for this community, is that it will continue to grow, and share it’s knowledge and influence all around the world, to encourage others to act as ‘heroes’, to transform the built environment, and the world we live in, by delivering better information. We are excited to announce that we will structure this community in such a way, that gives each individual a say in what the community does, or how the community is governed, and which will reward and recognise the contributions and participation of its members. The BIM Coordinators Community will be a ‘Decentralized Autonomous Organization’
(DAO), or smart contract governed in an open and transparent way on the ‘blockchain’ (an undisputable digital record), where the community members will have the ability to engage in open discussion, make proposals, and vote on those proposals, to self-determine the direction we take. Those who participate and contribute more to the community, will be rewarded with higher levels of recognition and reputation, and also the ability to have more votes. In this way, we continue to recognise, appreciate, and celebrate the ‘sovereign individuals’, and their valued contribution to the whole community.
A ‘summit’ is not just an event. It is ‘... the highest point or peak …’ - a meeting or coming together of leaders in a domain of expertise for the purpose of sharing information, developing expertise, understanding and wisdom, to advance the objectives of the community. It brings together ongoing activities that occur during the year. It is a time to reflect on, recognize, appreciate and celebrate those activities - both the ‘wins’, and the ‘challenges’. It is a time to take stock, and recalibrate. It is a time to also look ahead, and plan going forward, to determine what activities should occur in the next year. It is also a time to share knowledge and lessons learned with others, across the broader community, who may not have been intimately involved in those specific activities, and the opportunity to foster relationships and cross-pollination of ideas/knowledge. It is also a time to meet new people, make new friends, or revive and develop previous acquaintances. To grow your network. We believe everyone should leave each ‘summit’ richer and more informed, than when they arrived.
Today we recognise, appreciate, and celebrate all those who have made significant contributions to make this day possible, from those attending, to those willing to share their knowledge and expertise, to those supporting, sponsoring, or exhibiting, and of course those working tirelessly in the background to make this all happen. It is a great pleasure to be associated with each one of you. You are all ‘BIM Heroes’, and I thank you, on behalf of this community, for what you do.
Ralph Montague is an architect and director at ArcDox BIM Consultants, member of the National BIM Council of Ireland, board member of CITA (Construction IT Alliance), and current chair of the National Standards Authority of Ireland (NSAI) Technical Mirror Committee for BIM Standards. He is also the past chair of the Royal Institute of Architects of Ireland (RIAI) BIM Committee, and RIAI representative to the Architects Council of Europe (ACE) BIM Working Group. He is co-founder of the aecHive ‘Community of Innovators’ platform, coordinator of the Revit and Dynamo Users of Ireland Groups, and co-founder of the recently established BIM Coordinators Summit community.
A detailed schedule of all the Topics and Speakers is provided on the Conference App
Wednesday 7th September 2022
Venue: 1WML “Town Hall”, Windmill Lane, Dublin, D02 F206, Ireland
6pm-9pm Welcome Party (for Speakers and Sponsor only)
Thursday 8th September 2022
Venue: THE RDS (Industries Hall 4), Anglesea Rd, Ballsbridge, Dublin 4, D04 AK83, Ireland
8am-9am Registrations & Networking
Note: this is limited to those who have purchased a separate dinner ticket. Get the Conference App
Celebrating the Heroes of AEC Architecture | Engineering | Construction 8th September | Live in Dublin + Virtual
Every day we’re seeing significant advancements in how technology is impacting our personal lives as well as the entire AEC industry. With so many new technologies constantly evolving, it’s important not to get caught chasing the newest and shiniest tech tools available. Instead, design-build teams should focus on applying these tools to new processes to solve the challenges ahead while also hiring the right people to do the job. History has shown that embracing technology for technology’s sake won’t deliver the project success we desire.
Companies are digitizing their process across the design and construction landscape; however, simply changing from analog to digital, like the past migration from hand drawing to computer-aided drafting (CAD), is not enough. The real power of new technologies occurs when design-builders embrace the idea of digitalization. The use of digital technologies should unlock new thinking and approaches that evolve business models. At the same time, we must realize that digitalization is not simply a matter of more technology. Technology is not an end in itself.
When looking specifically at the design and construction industry, we’ve seen the adoption of Virtual Design & Construction (VDC) as the fusion of people, process, and technology. A Building Information Model (BIM) is a tangible object created through a model-based approach that allows integrated project teams to speak a common digital language. It optimizes the design and construction process while providing certainty of the outcome by building the project virtually before work commences on site.
When citing VDC as the fusion of people, process, and technology, it’s very deliberate that we follow this order. Technology first approaches (chasing the shiny new object) are difficult to successfully implement if you don’t know your staff’s challenges. So first, it’s important to understand the challenges, define a process and then identify the appropriate technology to fit your specific needs.
While it is important the AEC industry has digitized its process, being selective about the technologies in your toolbox is just as important. At the same time, understanding how people and processes fit together is how successful digitalization can truly be realized. After all, if you digitize a broken process, you’re left with a digitized broken process.
Even though we’re more than 20 years into the adoption of BIM-based technologies, two-dimensional paper documents are still the contractual deliverable and primary mode of formal communication for project teams, agencies, and Owners. Our technological goal should be using models as contractual deliverables, removing the need for paper and allowing us to digitally fabricate our buildings, bridges, roads and water treatment facilities. By ultimately creating a digital twin, we also enable our clients to oversee the project and manage their assets post-construction more effectively.
The Design-Build Institute of America has seized this opportunity in time to educate and elevate our membership and industry on the importance of VDC Done Right. The ‘whole team approach’ inherent in designbuild is an ideal environment for VDC to flourish, especially when an integrated project team embraces the client’s goals from the outset. This is how design-build teams can super-power their collaboration and communication while increasing efficiency. In addition, the right tools can eliminate redundancy and the need to constantly reproduce information due to the contractual silo of traditional delivery models.
VDC is an important tool for design-build teams. But let’s not forget that, just as in design-build project delivery itself, it’s the people and processes that can make or break a team’s success. Leveraging people, process, and technology for maximum collaboration will take our industry to a future we can
scarcely imagine today. The design-build industry is uniquely positioned to define project success for future generations of AEC professionals by focusing on our fundamental belief in the importance of people and process to maximize project collaboration. In other words, let’s stop chasing that shiny new thing.
As DBIA’s Director of Virtual Design & Construction, Brian Skripac, is helping design-build teams maximize the power of digital transformation by embracing innovation and technology to super-power project collaboration. Find out more on DBIA’s website.
Information Modelling (IM) is concerned with the construction of computer-based structures which model some part of the real world. Traditionally this means ‘atoms’ or ‘components’ that represent a physical structure, that communicate with each other to pass information and that can represent themselves differently depending upon need. Building Information Modelling (BIM) is an instance of a successful application of Information Modelling in the Construction Industry. The first BIM system was in launched in1985.
The concept of BIM or more generically Information Modelling (IM) can be applied to a wide range of disciplines, such as Retail, complex engineering and Town planning (City Information Modelling). Extending the concept to include the ideas of live information, control systems, feedback, simulation, integral analysis and interaction with customers brings powerful new opportunities crossing the traditional disciplines. Computer science, engineering, physics, medicine, architecture, project management, retail, social engineering and many other areas can all to be represented to build systems that fully release the potential of Information Modelling. Extensions can also be found in technology, from AI to algorithms, data gathering, to databases and data representation. These ideas, together with data structures, databases, systems, interfaces, and research requirements with the idea of outlining basic principles for several new systems.
Retail has used BIM since the early days of the 1980s. Initially it was more about the building and structure without real models of the functioning store. The images below are examples of BIM applied to Retail from then from the authors program Sonata . 345 has spent the last 6 years creating a comprehensive Retail Information Modelling system that takes this initial idea and extends that with a range of concepts. This includes AR assisted shopping and guidance, data analysis, live scanning of shelves to ensure up-to-date store layouts, automatic planogram generation, realistic stores, semiautomatic store generation, AI recognition of objects and products, comprehensive libraries of all products and numerous other features. These models are no longer static models, but are live creatures, a data machine with customer,
management, and supplier interaction in a single environment.
This enables the integration of the different disciplines, research, store management, shoppers, space planning, collaboration, shelf compliance, line reviews, optimization, automatic layout and in fact, all aspects of retail. As with BIM, this removes the traditional work silos of the different disciplines working
Writing the system from scratch has enabled us (345.global) to use the latest hardware and cloud services; large (86” x 2) touch screens, wall sized displays, mobile computing and AI for product and fixture recognition to build and check store and product layout, AR webapp for shopper assistance, VR for research the live stores and cloud based extensible database, giving integrated AI, security and sharing capabilities on an epic scale. Voice and intent recognition and using hardware to produce realistic stores and products are also important.
Perhaps most importantly, it has been constructed to fit the workflow of various types of retailers and manufacturers.
The 345 retail system scales to allows thousands of stores, tens of thousands of products, with multiple annual rearrangements, for almost all of the major Consumer Packaged Goods (CPG) manufacturers in the USA and currently some thousands of stores, with many thousands more stores in the pipeline. See www.345.global for a video of our capabilities
Extending the concept of Information
Modelling to fit the needs of the retail industry has created a quantum change in how retailers, their customers and suppliers coordinate, optimize, build, modify, sell and monitor their stores and their products.
With true digital twins, with modern technology and with shared models and data, the possibilities for retail as well as BIM, are profound.
“People seek change but do not want to be changed” Peter Senge said in The Fifth Discipline. An individual can be more agile and change much more quickly than an organization, and the larger the organization, the slower it is likely to change. In any event, it takes marketing to the organization to get people on board. Any change also requires human and financial resources. One of my most respected bosses once said that if I needed to ask for funding, I had not done my marketing job well enough because one should never need to ask for funds if the idea has been well sold.
There are two primary ways to accomplish change, first is through consensus of getting everyone to agree to the change. The second is through positional power, and the path to change is unilaterally decided by management. The primary success factor for either hinges on the metrics that will demonstrate actual improvement, typically dollar savings. With metrics, the organization can see, touch and feel the actual improvements that have been made, creating an environment where success can flourish.
While each approach has both positive and negatives, the critical success factor for both approaches is how long the transition lasts. Over my career, I have been blessed to participate in both approaches and have seen long-term success with each method. The positional power approach was faster to implement and remained in place likely because it had a significant independently measured benefit that withstood new management. However, the consensus process is a more equitable approach that
requires more upfront work, but has a longer history of being successful and remaining in place.
Some of the Architecture, Engineering, Construction, Owner Operator (AECOO) industry changes I have directly been involved with include the following:
• The National Institute of Building Sciences (NIBS) Whole Building Design Guide (WBDG) and Construction Criteria Base (CCB).
• The Department of Defense (DoD) triservice use of automated cost engineering
• Development of the American Institute of Architects (AIA) CADD Layering Guidelines
• Adoption of a common Uniformat through the National Institute of Science and Technology (NIST)
• Industry transformation to CAD
• Adoption of the United States National CAD Standard developed at NIBS
• Transformation of the US Army Research Laboratory (ARL) to use a Command Infrastructure Operations Center (CIOC)
• Development of the DoD Business Enterprise Architecture (BEA)
• Industry transformation to BIM
• The adoption of the Building Information Modeling Standard – United States (NBIMSUS) developed at NIBS
• The worldwide adoption of the International Standards Organization (ISO) Industry Foundation Class (IFC) with multiple software developers allows data interoperability between systems.
• Development of a Body of Knowledge (BOK) and Knowledge Skills and Abilities (KSAs) for developing BIM talent through the Academic Interoperability Coalition (AiC).
• The beginning of adopting a Total Cost of Ownership (TCO) standard developed at APPA.
Each had or has its level and speed of adoption based on the complexity of the effort and breadth of the user base. All were consensus approaches except the ARL CIOC. The change for ARL CIOC had a no risk failure option due to the requirement to support critical national security and defense capability, and really satisfied my desire to work on challenges.
As we move towards a new era for facilities professionals, I am most excited about Total Cost of Ownership (TCO), where an incredible opportunity exists to move
the industry towards a holistic strategy to manage facilities.
TCO will drive the industry to ensure that the changes we make today are beneficial over the long term and will move the industry away from a first-cost mentality. TCO is a holistic view of all costs associated with planning, design, construction, operation, maintenance, renewal, and the end of life of the facility. But most importantly, TCO includes the impact on the people and process that the project affects—these include the societal benefit of the project. For example, TCO identifies the societal benefits of a new hospital. There are certainly a lot of expenses that do not seem of value until an issue is looked at holistically. Some costs must be incurred to affect positive change.
The big question for AECOO is who the catalyst for change will be? While it may seem the designer likely has the most significant role, as the items they select can have a profound impact on the long-term value generated for the client; the owner is the one who holds the most influence on changes, as they have the most to gain because they pay for the initial project and, in most cases, have to live with the results. Our focus for TCO implementation is on any owner who has an extensive portfolio that uses those facilities in their life, such as universities or hospitals.
Once a decision has been made to build any project, the owner sees the construction process as delayed gratification of realizing
the benefit from their decision. Even if a facility could be ready in a week, they would still know that week as a loss of use. So how does the construction industry work to eliminate the delivery delays while improving the quality and lowering the total cost? In the infrastructure world, approaches such as Rapid Bridge Replacement or Accelerated Bridge Construction (ABC) has been applied to minimize the impact on traffic flow. China’s Broad Construction Company has demonstrated modular construction to build high rises in days versus months for vertical structures. The benefits obtained in one hotel project were significant by having guests occupy rooms almost immediately. Yet these examples have been around for years, and we see little change in the industry. So, I ask again, what or who will be the catalyst for change?
Dana K. Smith, FAIA Emeritus, FbSI, is a facility and IT architect with experience across the entire spectrum of assets, from homeowner’s associations to one of its most extensive facility portfolios. He is a lecturer and author of articles and books on CAD, Specifications, Cost Engineering, BIM, Education, and many other facility-related topics. He was co-chair of developing the APPA TCO standards Part 1 & 2.
THE center of the galaxy with unlimited geometry and information for: property, floors, ceilings, structural, mechanical, furniture, manufacturer, cost, and performance. But why stop there? Let’s add: people, name, position, phone number, last order from Amazon, the movies they watched on Netflix, friends on Facebook, almost everything goes into BIM. Well, that can cause problems! So that is pretty much what an ideal digital twin is, right? BIM is in the middle of the digital galaxy.
The knee-jerk reaction is often: ‘Everything goes into a BIM?’ That used to be our thinking 30 years ago. However, we quickly realized that the model was bloated and impossible to manage, creating a new island with no connections. A perfect openstandard digital twin on one island is very lonely – primarily relying only on manual file transactions to import, export, and align. The question is, does every digital twin need to be exactly alike? Does the construction twin need to be the same as the asset management twin? They need to share the same information but not ALL the same data.
Digital twins today are often misinterpreted with the same logic: all the information and geometry mimicking the real world is replicated in ONE model. Likewise, the same conclusion can be made about Common Data Environments (CDEs). Conceptually this is correct as long as the single solution is not one application and super BIM (even if some vendors would like you to believe that). A digital twin is NOT one BIM. Instead, embrace
the modern solution of interconnected platforms that use open data and BIM, which is application-independent. Own your data instead of surrendering it to the whims of one specific BIM application. Ask every technology vendor you work with to demonstrate how to:
• Get data into and out of their solution using industry-recognized, machinereadable, open standards.
• Use APIs to let their application exchange data and functionality with other applications. How difficult and costly is this to do?
If the response is vague, expensive, or proprietary. Then consider other solutions. Your choices are open with MANY new launches every year. Locking your data into specific BIM products is like creating movies and music libraries on VHS and cassette tapes.
Owners hold the purse strings and can drive industry change from their consultants, contractors, vendors, and standards organizations.
We have witnessed facility owners who have gone down a specific BIM path that eventually dead-ends because it did not account for future flexibility and new technologies and capabilities. We have also seen owners progress toward a digital twin universe by converting their analog data into machinereadable information using open standards. Their data is shared on a platform in a secure way. No single BIM application can cover the entirety of planning, design, construction, commissioning, maintenance, building operations, and assets that owners need.
Properly configured platforms can foster the exchange of information across many apps, just as our mobile devices simply share information for Amazon, Netflix, and Uber apps.
No single owner has conquered the entire digital galaxy, but here are noteworthy pioneers building data-driven platforms to support digital twins:
• California Community Colleges’ FUSION Platform uses web APIs for over eight million square meters and 5,000 buildings connected to Space Management, GIS, BIM, CMMS, and other systems. A very early implementation of digital twin data since 2011 makes this real-time data accessible and usable for more people..
• Los Angeles Community Colleges is the largest college district in the US, with a US $9.6 billion bond program. Linking 742 buildings on nine campuses to FUSION with their own BIM requirements, using the same information in asset and facility management and live data from web APIs across multiple applications.
• A series of projects with the National Institute of Building Sciences for the US Department of Veterans Affairs and the Department of Defense was influenced by the California Community Colleges. These owners publicly posted their hospital requirement data, which generated live digital twins of specific medical rooms, including equipment, modeled in real-time for their portfolio of over 21 Million SM of facilities.
• The US Department of State Overseas Buildings Operations (OBO) serves a US$71billion portfolio of embassies in 290 locations worldwide with 970 office buildings and 16,575 residences - Influenced by the Department of Veterans Affairs, OBO created digital platforms for owner criteria and standards driven into BIM and operations. OBO shared this data with their consultants and contractors and deployed a BIM Roadmap to support a facility’s entire lifecycle - including construction. Now in its fourth year, the OBO BIMStorm continues to build on its annual successes.
Collectively these owners operate over 40 Million square meters or ~64 Pentagons’ worth of facilities, a pretty big galaxy of change!
A few taps on your phone get you a ride from your hotel to a downtown office building. The driver knows exactly where to pick you up, drop you off, and you never have to fumble for cash to pay. The Uber digital twins are in platforms accessible through the web to many apps. This may sound impossibly complex, but it is achievable and is already in our pockets. Today’s smartphones are powerhouses of digital twin data that have changed our world.
With this existing technology, digital twins bring dramatic benefits to the construction
industry and building owners. The building industry is late in adopting new technologydriven processes — making an opportunity for those ready to jump in. The good news is that there are simple ways to start connecting to common data environments. The Google Workspace tools are one example. Start by loading data into a Google Sheet table and then access that same Common Data Environment from other sheets. Next, build an app from the same source sheet using Google AppSheet. With a bit of practice, you can run an app in a few minutes. Next, use an API to link to other source data from BIM. A live sample file that you can practice with is linked below: http://Onuma.com/Micro
The building industry is in transition and still uses many file-based exchanges, but there are more advanced solutions enabled by platforms. It will be a hybrid, and we can all use both now. Platforms drive the world, digital twins, and building owners’ current and future needs.
Uber can find you in real-time because of the Global Positioning System (GPS), created and owned by the US Government and opened to the public in 1983. Without that shared asset and standard, the internet would not be where it is today. The same location-based information is critical for digital twins. Standards from buildingSmart. org, OGC.org, ISO, w3c.org, and many others support digital twins. However, a lot is possible regardless of an available industry standard if you first demand machine-readable, secure, and open data. But standards alone don’t help us to get anywhere without implementation. They don’t connect the islands as long as they are
not open, created on paper documents and in experts’ heads. Remember, open does not mean access to all. Once data is machinereadable, it can be classified, stored, and secured. For example, it is not wise to put employees’ home phone numbers in a BIM. Regardless there should be less theoretical talk about standards and more active implementation. You can draw Xs and Os on a chalkboard all day, but eventually, you must hit the field.
The internet and mobile devices exploded in value, driven by location-based and realtime information. Similarly, BIM and digital twins with massive amounts of data in precise locations will be huge. So, as facility owners, architects, engineers, builders, suppliers, and asset managers, you have the chance to become part of this galaxy. By doing nothing, plenty of other industries are moving in. So, join us in the BIMin’ series of BIMStorms, where we share, teach and learn from each other to accelerate adoption and understanding and then apply it to realworld scenarios at the center of the universe! Contractors who understand how to maintain the continuous Use of information from planning through commissioning are best positioned to meet owner needs –maybe even before the owner realizes they need these information-sharing business processes. Understanding what is possible today puts contractors in the best position for winning projects tomorrow. Industry leaders who can provide value to these owners will be leaders in the digital galaxy, generate value, enable change, use the force, live long, and prosper!
Kimon Onuma, FAIA, is an architect who started working with BIM 30 years ago. His company, ONUMA Inc., builds informed environments to guide large facility owners and the building industry and has developed web apps for BIM and the facility lifecycle. He started BIMStorm.com as an online venue in 2008 to foster collaboration with the industry through open data connections. ONUMA Inc. has received multiple industry awards for innovation.
Aha! In 1993 we had an “aha” moment. Every element in BIM has an ID (it was not called BIM then). Sharing that BIM ID makes it possible to associate other data to the exact location, such as in spreadsheets. For example, the person’s name in room 101 does not have to be jammed into an object by a BIM expert! Instead, they can be listed and maintained in a spreadsheet by a non-BIM user. Within a few years, we added external databases, and by 1999 our web-based app connected the BIM IDs to other systems. This approach is foundational to everything we do today with the technology and strategies we provide to large owners. Simple IDs shared in open data are the key to connecting many data sources and digital twins.
There is an enormous number of articles, podcasts, etc., regarding our construction industry’s adoption or lack of adoption of the latest technology/innovation trend of the day. I am in empathy with our construction industry community in our current dilemma. This short piece is meant to provide some horizon lines and comfort that we, holistically, are headed in the proper direction.
As the fulcrum of how all projects exist and are conducted, construction documents are the foundation elements of how the built environment conducts business. Usually, Construction Documents are how the designer communicates the design intent to the constructor on behalf of the building owner. As an industry, we have moved relatively fast from physical drawings and specifications as the construction documents to the emergence of digital drawings (CAD/BIM) and specifications as the new standard of care. As digital standards of care move from finite files to decentralized streamed legal documents through processes like Smart Contracts, our industry is yet again challenged to keep up with the times. The one element of stability as the workflow processes of designing, building, and delivering a building in today’s
Paul Doherty, IFMA Fellow, DFC Senior Fellow
world is that design professionals are more valued than ever as they produce the Digital DNA of the Built Environment.
The journey from Digital Twins to Virtual Worlds to our current state of the Metaverse Industries like aerospace and pharmaceutical manufacturing have been using Digital Twin protocols and processes for decades. I personally find it amusing that many in our construction industry that suddenly realize that the construction documents that are necessary for the contractual obligations of delivering a building for an owner are actual Digital Twins. Welcome to the party that has been operating since the mid1990s in the construction industry. The difference today is that there is an application programming interface (API), which is a set of definitions and protocols for building and integrating application software. This allows industry associations, AEC companies, AEC individuals, and the open market to interface together in a digital environment that can incorporate AEC traditional processes of what, why, and how to build the built environment while also capturing and developing the foundation of the digital built environment in the form of what Mark Zuckerberg calls the Metaverse. At my company TDG, as real estate developers, we have been capturing our contracted digital assets up until our contracts with our consultants are ended. The interesting timing of what to do with these digital assets is the growth and adoption of putting these digital assets into a gaming environment. This allows a richer experience to interface with the digital assets either as VR/Immersive,
AR/Augmented, or XR/Mixed Reality. By allowing different ‘Virtual Worlds’ to connect together through the gaming environment, we can create a Federated Metaverse, creating digital real estate. This decentralized virtual environment is fertile ground for leveraging existing construction documents into the Metaverse, providing new revenue streams through new experiences.
Distributed Ledger Technology (DLT) is the formal term used to create the large bucket of descriptions that the media calls Blockchain. In its essence, it is a decentralized approach to managing data in a trusted digital environment. The design of DLT/Blockchain is very attractive to the Construction Industry for the following reasons:
• Our industry already works in a decentralized framework, where we use contracts to describe the who, what, why, and how (and how much) to build a building on a specific project.
• Blockchain places data into a data block that becomes trusted over time through the chain of immutable data. Our traditional contracts of Owner/Architect, Owner/ General Contractor. General Contractor/ Sub-Contractor that are based on a Parent/ Child framework is a seamless fit for a function of DLT/Blockchain technology called Smart Contracts.
Smart Contracts are one of the major technology breakthroughs for our industry as it provides a trusted system that is
familiar yet provides a streamlining and improvement of many project functions such as; QA/QC, Work In Place, Project Payments, etc.
Woven Collisions: NFTs, Metaverse and the future of the Construction Industry
Another use of DLT/Blockchain technology is the process of creating and exchanging Non-Fungible Tokens (NFTs). According to Wikipedia, NFTs are the unique and non-interchangeable units of data stored on a digital ledger (Blockchain). NFTs can be associated with easily-reproducible items such as photos, videos, audio, and other types of digital files as unique items (analogous to a certificate of authenticity) and use blockchain technology to give the NFT a public proof of ownership. At my company, TDG, we are leveraging NFTs for the built environment in the form of:
• The design aesthetic of a building
• The elements that make up the building (NFTs for materials, systems, equipment, appliances) that be measured for both work in place and lifecycle performance
• Creating both UN Sustainable Development Goals (SGD) and Environment/Social/Governance (ESG) measures for active NFTs
• NFTs as an element for all Smart Contracts in the Construction Industry
The immediate use of NFTs that we have implemented is to develop virtual galleries for the display and transactions of NFTs by celebrities, iconic collectibles, and luxury merchandise. This woven collision of NFT’s being experienced in the Metaverse is just the beginning of what we see as a decentralized Metaverse that has infinite experiences all experiencing a world of digital real estate.
Another area of interest regarding the use of the Metaverse in the design and construction process is the use of 24x7 Artificial Intelligence (AI)-driven avatars as an extension of decision making elements for successful project delivery. In the modern gaming world, the game never ends and is always on. With Minecraft, Roblox and Fortnite as examples, players can use their avatars for playing their games in real time and once they leave the game, the game is still being played/experienced by others. The opportunity for construction projects in adopting avatars as ‘players’, is that, like a game, the construction project never stops. There maybe fewer workers at certain times of the day, but the project is ongoing. By adopting a Metaverse environment as a component of project controls, avatars of each stakeholder can continue to work in some capacity like analysis, reporting, decision making, etc. even when the physical stakeholder is no longer on site. This AI
issues. Who owns the rights to the Digital Twin (the designer, the building owner, etc.) is a lawsuit waiting to happen. So do not fall for the Silicon Snake Oil salesman who promises to unlock your design firm’s untapped value of taking your BIM to the Metaverse. Best practice dictates that taking proper steps with ownership rights management, defining the LOE to be used in each instance and learning overtime how the digital asset should be designed with rich experiences that cannot be designed in the physical world (like the ability to turn on and off physics). Physical architecture may have a lot to learn from its digital twin and subsequent LOE in the Metaverse.
As we all explore BIM in the Metaverse, it would be helpful to define and describe each state that the digital real estate asset has:
• BUILDING INFORMATION MODEL (BIM): A construction document Information model with 3D geometric modeling characteristics
• DIGITAL TWIN: A mirror image digital asset model that describes a physical asset in 3D geometry and in some cases, it also describes the data model and workflows of the physical asset
• VIRTUAL WORLDS: Analogous to planets, solar systems and galaxies, virtual worlds are digital real estate assets that provide experiences in the Metaverse. Virtual worlds are places in the Metaverse.
• METAVERSE: The Metaverse is the next evolution of the Internet. Analogous to Outer Space, the Metaverse is a communication/commerce environment that provides the concepts of virtual worlds and digital real estate to exist. Tony Parisi best describes the Metaverse in his 7 rules:
Rule #1: There is only one Metaverse Rule #2: The Metaverse is for Everyone
Rule #3: Nobody Controls the Metaverse
Rule #4: The Metaverse is Open
Rule #5: The Metaverse is HardwareIndependent Rule #6: The Metaverse is a Network
Rule #7: The Metaverse is the Internet
• OMNIVERSE: Due to human’s being human’s, not everyone is following the 7 rules of the Metaverse and in order to regulate its expansiveness, there are efforts to federate the multitudes of virtual worlds and bad actor Metaverse’s. One such large effort is being made by NVIDIA with its Omniverse initiative, meant to be an alternative to the pure play commercialization Metaverse such as the old Facebook, now known as Meta.
What an amazing time we are living in today. We are all pioneers in a new age that creates a tremendous value of the use of the digital DNA of our built environment.
after a generation of initiatives, numerous reports, trade shows and conferences galore, is our sector still unmodernised? Over the last four years a group of professionals have been trying to answer this question. They are the Plain Language Guide Editorial Board of the IET’s Built Environment Panel.
“If we are going to progress the change agenda, we need new thinking,” says Patricia Massey, one of the four strong board and Digital and Technology Manager at the electrotechnical trade association BEAMA. “So many initiatives have been thrown into the pot, that people are getting confused and focussing on nothing. We must start thinking a little more about what is going on.”
Su Butcher agrees. Su trained as an architect, she is the scribe of the group and is very focused on communications. “We need to understand what is holding businesses back,” she says. “Particularly SMEs who make up the vast majority. We need to see them as customers, and the customer is saying, What’s in it for me?”
Setting out the State of the Nation
Butcher and Massey first met through the UK BIM Alliance where Massey provided standards expertise. She has served on numerous BSI and CEN committees and is now Chair of PEL/69, the British Standards Institute group for electric vehicles. Butcher was a non-executive at the Alliance, brought in during 2017 to help get the organisation’s structure off the ground. Within a year, she had been asked to lead a working group
looking at construction product data. Butcher set up the Product Data Working Group of 12 volunteers and produced a report, ‘‘A Fresh Way Forward for Product Data: State of the Nation’. UK BIM Alliance, 2018. https://www.ukbimalliance.org/afresh-way-forward-for-product-data/ The report explains why data about products does not travel through the construction cycle. It argues that product data is fundamental to a modern digital future for the built environment, yet major elements are missing, such as standards, naming conventions, hosting transparency and security.
It was clear that the report wasn’t going to get the traction they had hoped. “When you write honestly about a problem, it can have some downsides”, says Butcher. “The state of the nation report was well received, and we still get contacted by people who think it was ground-breaking, but its frankness, particularly in a heavily commercialised topic such as product data, was hard for some to accept. We might have answered the question why, but we didn’t say what needed to change at a practical level.”
“Some of its messages are still relevant today”, Massey adds. “We still don’t have structured product data, and whilst the data standards are now there in EN ISO 23386 and 23387, the sector does not know how to use them. We needed to go back to the industry again and focus on what it needs.”
Rick Hartwig, Built Environment Lead at the IET, and Paul Surin of manufacturer Wienerberger (now at IBM), were both part
of the Product Data Working Group and wanted to take things forward. Hartwig, Surin and Massey persuaded Butcher to have another go, and the Plain Language Guide Editorial Board was born.
The Board is part of the IET’s Built Environment Panel, which provides strategic advice to Government, responds to consultations, delivers thought leadership and develops position statements and other materials. Part of the IET’s charitable remit, the Panel’s work must be impartial and free from commercial influences, which has been ideal for such a sensitive topic.
Hartwig asked his Editorial Board to produce a plain language guide for construction product manufacturers that would explain what digitisation is and how manufacturers can digitise. “You can’t expect a manufacturer to provide reliable data to the construction industry if they haven’t got their own systems in order”. Too many manufacturers are following analogue and flawed information processes or operating multiple unconnected data sources.
“Manufacturers are businesspeople,” says Surin. “They need the case for change to be made – they need to know what the ROI will be. The guide shows how digitisation can be financially beneficial for a manufacturer, not just for others in the supply chain.”
Digitisation for construction product manufacturers - a plain language guide. The Institution of Engineering and Technology, 2021 https://www.theiet.org/productmanufacturers. Taking manufacturers back to first principles, setting out a strategic approach based on a tried and tested process proved in several companies. The guide includes advice on working with third party tech companies and consultants.
Once published, the team turned their focus to a more helicopter view of the
sector. Five years after Grenfell, a nagging question remains – why isn’t the industry modernising? Despite some fine outlier initiatives, very little has changed in the last decade across much of the sector. Meanwhile we face three of the biggest challenges of our age – climate change, building safety and the digitisation imperative.
The board approached the horse’s mouth direct to ask 100 senior business leaders, many from SMEs, to a day-long round table event at Savoy Place in London.
Over 60 attended from across the built environment, manufacturing, housing, construction, property, trade associations and government. They were joined by representatives from other sectors and government, and the round table was facilitated by Gill Kernick, Transformation Director at Arup University and author of a seminal book on Grenfell.
A report of the discussions on that day will be published in the autumn, and it doesn’t pull any punches. “We spent the day with a group of people who all know that there are problems, and that change has to happen, but who are prevented in so many ways from breaking through,” says Massey. “It was refreshing to realise that so many of our frustrations are shared.”
“There is one audience we haven’t mentioned yet,” points out Hartwig, “the tech advocates. They need to get talking, particularly across sectors, when we face challenges like the decarbonisation of all buildings.”
In 2021 Hartwig introduced Neil Thompson of the Construction Leadership Council to Rab Scott of The Advanced Manufacturing Research Centre at the University of Sheffield. Thompson and Scott had both joined IET volunteer panels, and they had a common interest, Digital Twins.
The manufacturing sector and the built environment sector are both developing digital twins, but in different ways. Without communication between the two, they will create siloed markets, with different language, and won’t be able to address crosssector issues. Thompson, Scott and Hartwig set up a working group to write a white paper on how instead, these specialists could come together and align.
The Apollo Protocol will be published in August. It makes the case for a meeting of minds and the creation of a common language and framework for Digital Twins, born out of an exploration of each sector’s experience. Two other members of the Editorial Board, Butcher and Surin, are part of the core team who wrote the paper.
At the end of 2022, four documents will have been produced:
1. a problem specification for a BIM audience,
2. a detailed guide for construction product manufacturers,
3. a position paper aimed at government and policy makers, and
4. a proposal for a cross sector collaboration.
What comes next? Hartwig is unsure. “Whatever we do next will focus on the digital journey our sector needs, and in a plain language way,” he says.
“There is far too much noise in our sector. We’re trying to speak quietly.”
Lead Author: Nick Hayler, Head of Building Electrical Systems at BEAMA
In 1998, Sir John Egan published his report ‘Rethinking Construction’, where he called on the industry to develop integrated project processes and supply chains, refocus on quality, and create a commitment to its people, their safety and their working environment.
Over the last 25 years, many other reports have highlighted productivity and efficiency problems within the AECO sector. The industry has been the slowest to embrace digitalisation and, consequently, has not seen the level of transformation witnessed in other sectors like manufacturing and financial sectors.
The world has changed dramatically since the Egan report was first published. A prime example is the technology landscape.
Technology has transformed exponentially in the last 25 years
In 1998, connecting to the internet required a dial-up modem operating at speeds of 56Kps. Today, a fibre connection gives you up to 900Mbs. That’s over 2000 times faster.
In the same year, the best-selling mobile phone was the Nokia 5110. It had no camera, stored 250 contacts on a sim and shipped with a game called Snake. Now, the latest iPhone is millions of times more powerful than the computer systems that landed apollo 11 on the moon.
Technology has seen a truly transformational change over the last 25 years and has been the catalyst for innovation we couldn’t begin to imagine in 1998.
Artificial Intelligence and Machine Learning may seem like technologies of the future but they are here today. Everyone with a mobile phone can use it right now. Just go to your photo album and search for “dog” or “beach” or “snow”; ML or machine learning is the technology showing you the pictures.
How has AECO fared since 1998?
In 2008, 10 years after the release of his original report, Sir Robert Egan delivered a speech, giving the industry ‘4 out of 10’ for trying. Almost a decade later, McKinsey Global Institute published Reinventing Construction - A route to higher productivity. The report found that the construction industry still has an intractable productivity problem. While sectors such as retail and manufacturing have reinvented themselves, construction seems stuck in a time warp.
Global labour-productivity growth in construction has averaged only 1 per cent a year over the past two decades, compared with growth of 2.8 per cent for the world
economy and 3.6 per cent in manufacturing.
MGI’s report highlighted several key aspects that collectively have the potential to deliver significant transformation in productivity. These included:
1. Reshape regulation
2. Rewire contractual frameworks
3. Rethink design and engineering
4. Improve procurement and supply chain management
5. Improve onsite execution
6. Infuse digital technologies, new materials and advanced automation
7. Reskill the workforce
Solving the productivity and efficiency challenges within the AECO requires a multifaceted approach. Still, there is a consistent view across the industry that digitalisation, advanced automation and technology are essential enablers of change.
There are many well-established businesses, innovators and entrepreneurs that are applying new paradigms in an attempt to solve the AECO productivity problem. Spend a day walking the floor of any construction technology event and you will see robotic automation, machine learning, and reality capture. You will find mobile and wearable technology, biometrics, big data, virtual and augmented reality, drones, and many software platforms that aim to connect and unify data and information systems.
In his book ‘7 Habits of highly effective people’, Stephen Covey talks about the power of synergy. It’s the magic that happens when an aligned collective endeavour in pursuit of a common cause is capable of creating value that is greater than the sum of its parts. I believe you can apply the same synergy concept to technology and information management, and we see this perspective in software platforms.
An Independent System understands its own world and is self-contained.
A ‘Project Cost System’ deals with costs-related transactions, invoices and purchase transitions. It can deliver project budget variations and is incredibly valuable to the teams managing project costs. But the ’Project Cost’ system has no concept of ‘Project Quality’.
The ‘Project Quality’ system provides the tools that allow you to manage inspections, tasks and process control events far more effectively than pen and paper. It ensures that the team responsible for project quality has the information they need to make informed decisions. But the ‘Project Quality’ system has no concept of ‘Project Schedule’.
An Interdependent System can communicate and transact with another system. The level of complexity and sophistication of this transaction can vary. Its simplest could be a point-topoint exchange of data like an import/export mechanism or via an interface like an API. For example, the project quality system may read a list of project locations that you defined in the digital model or BIM. This creates a connection between the two interdependent systems and enforces the data integrity needed for business analysis and intelligence.
Synergistic Systems focus on interconnectivity and interoperability characteristics. They are designed to bring independent systems into an interconnected ecosystem and deal with the complexities of how that happens.
These synergistic systems aim to create value greater than the sum of the parts and create new insights that would not be possible outside of the connected ecosystem. Synergistic systems are frequently known as Platforms.
The term software platform has become popular in recent years, but what exactly is a platform, and why should you use one?
Everyone has a platform in their pocket! Both Apple and Google manufacture mobile phone operating systems that function as platforms. If you’re using a phone that runs iOS or Android, you’re operating a platform. Surely, you wouldn’t want to go back to a Nokia 5110 Platforms have several fundamental characteristics:
1. A platform has core capabilities built-in. For example, your phone’s control panel where you connect to Wi-Fi networks or attach Bluetooth devices.
2. It allows third-party companies to build and publish applications on the platform. For example, you may decide to start using the default calendar application on your phone, but you are free to install and use an alternative calendar app. This plug-and-play philosophy is part of a platform’s DNA.
3. Everything works, just like magic. No worrying about signing into your application because the platform deals with that. No configuration, no setup, everything just works.
4. Platforms create eco-systems, communities and marketplaces and encourage mass adoption, innovation and network effects.
5. Platforms enable synergy, where the value of the whole is greater than the sum of the parts.
Apple and Google can create platforms with unprecedented application interconnectivity and ease of use because they have defined the standards for data and interoperability between the platform and its applications.
If you want to build a new calendar application, you follow the standards and data schema defined. If you don’t, it’s unlikely your app will gain a following and compete with the best app on the marketplace.
Many of my early days in construction technology were focused on developing mobile applications used for quality control, management and compliance within a live construction project environment.
If you’ve worked in a project environment, you’ll be familiar with the idea of a snag list or punch list. It’s a simple record, transaction and process. Tell ‘someone’ to go ‘somewhere’ and do ‘something’ the defect management system ensures that the corrective action is managed through a defined process or workflow. The relevant information can be surfaced, analysed and reported by the project.
Driving data integrity into the process is essential for meaningful enterprise business intelligence, although not necessarily critical to getting the job done at the tactical (project) level.
At the tactical level, the project manager may be delighted that there is a managed process that the project follows. It saves time and provides essential information about subcontractor performance.
But, if the enterprise needs to understand its global performance concerning defects by trade across its organisation, things get complicated when standards haven’t been defined and applied. Let’s say we have a standard process but not a standard naming convention. One project calls the decorator trade ‘Decorator’, another ‘Painter’, ‘Painter & Decorator’, ‘Internal Finishes’, and on it goes. Without human intervention and data updates, the business doesn’t get answers to broader strategic questions.
This is a simple but very relevant example of the importance of naming conventions and standards. It shows the impact poor data can have on the ability of platforms to deliver meaningful business intelligence
to the broader enterprise and facilitate interoperability.
Since the release of the Egan report almost 25 years ago, many organisations have made a colossal effort to define and publish industry standards that will drive interoperability. There’s also been much debate relating to ambitions and value.
In my opinion, embracing industry standards will provide the optimum data environment for consumers of AECO Platform products. I suggest that Platform vendors consider baking standards into their platform core assets. Adoption of Industry standards like IFC, Uniclass, ISO19650, COBIE, BCF, and many more are essential foundations for platform and application interoperability.
Archdesk is a modern cloud-based management software created for the construction market.
We support companies with advanced management solutions tailored to your business-specific needs. Thanks to our expertise in this market, state-of-the-art technology and ERP systems, we deliver an ‘out-of-the-box’ platform.
Archdesk is flexible enough to optimise your workflows, automate your processes, and streamline your communication for your projects and stakeholders while keeping your IT security compliant.
In addition, Archdesk connects your team to real-time information across any device, at any time, anywhere you have internet due to our system’s unique infrastructure with no interruptions. Moreover, our API and multiple deployment options allow high integrability with existing solutions, databases, and IT infrastructure.
Enabling & Suppor ting BIM
BIM consultancy practice with a progressive outlook, working with project teams to enable and support the implementation of BIM (Building Information Modelling) on projects.
Modelling) on projects.
BIM implementation advice and support, assistance in drafting protocols, information requirements, project execution plans.
BIM implementation advice and support, assistance in drafting protocols, information requirements, project execution plans.
Assist you with developing and communicating your designs through BIM, while building your own in-house BIM skills.
Assist you with developing and communicating your designs through BIM, while building your own in-house BIM skills.
ArcDox is a specialist BIM consultancy practice established in 2009 and is registered with the RIAI (Royal Institute of the Architects of Ireland)
ArcDox is a specialist BIM consultancy practice established in 2009 and is registered with the RIAI (Royal Institute of the Architects of Ireland)
By working with ArcDox your project team benefits from a combination of experience, process, thought leadership, practical skilled production resources, training & support services, that we bring to projects and business development transformation.
By working with ArcDox your project team benefits from a combination of experience, process, thought leadership, practical skilled production resources, training & support services, that we bring to projects and business development transformation.
ArcDox have an expert team of highly qualified, BIM Professionals who use the latest technologies and processes, to achieve the highest quality building information.
ArcDox have an expert team of highly qualified, BIM Professionals who use the latest technologies and processes, to achieve the highest quality building information.
Post-training online/ in-house support, and technical/system support to boost staff development and productivity, establish and maintain standards.
Post-training online/ in-house support, and technical/system support to boost staff development and productivity, establish and maintain standards.
Autodesk Authorized Training for in various AEC softwares like Revit, Navisworks, Dynamo, Cobie...
Autodesk Authorized Training for in various AEC softwares like Revit, Navisworks, Dynamo, Cobie...
The adoption of technology has grown at an exponential pace in the last decade. What worked and was ‘nice to have’ a year ago is now commonplace and is ‘must have’. Keeping pace with technology has its own challenges and rewards.
The pandemic has exposed everyone to technology in ways never thought of before. Digital transformation, digitization, digitalisation are new buzz words and trends. Transformation cannot happen without adopting technology, building competency amongst the people, improving the processes, and doing this at all stage of the project and with everyone in the supply chain.
Setting up standards, modeling guidelines, templates, creating families, and many more things were the first step in this journey. And these were built considering the design and construction practices in India. We had to adopt some BIM processes to suite the client’s way of working, some processes evolved through the project cycle. What helped to see the path ahead was to see parallels in how other industries especially in the mechanical & engineering industry had used 3D to enhance capabilities in areas like visualization, design and production, bring efficiencies through integration of supply chains & logistics. This investment towards building competency then has helped us achieve what we have today.
architecture and technical institutes locally and setup training for students there. They were trained to use the BIM tools and also got an opportunity to see work done on actual projects we were working on. Once these students graduated, they had the option of being a part of our team by taking up employment at Excelize. The training provided was free and was our way of contributing to the society.
The Excelize Story
Excelize was an early entrant into the BIM & 3D Modeling services segment. Having worked for many years in supporting our architectural clients in design development and CAD, we had a good understanding of the challenges faced in 2D and could see that the incoming use of 3D for design and construction would become the norm soon. As an early adopter of BIM in India, our biggest challenge was not acquiring a client, but having a team to execute the work. Finding a team that was open to using new tools, adopting new processes and to some extent unlearn was critical. Just training the team in use of 3D tools was not enough, but they needed to start thinking of 3D modeling as a natural way of working on construction projects. At the same time, we had to hand hold our clients through the adoption, so they understood the process and contributed towards realizing the BIM benefits.
The benefits that BIM adoption offered were known to all but realized by few. So, there was reluctance to BIM adoption. For us it was importance to demonstrate to the end user/client that this is the future, and we would walk this part with them till the end. We had to have a team that understood not just how to build models, but how to build them to be constructable.
We setup multiple approaches to building competency. Starting with identifying the gaps and then building a training program for team members with different educational background, years of experience, etc. based on this a skill matrix was developed and training plan setup.
Training was provided by in person instruction and online training options, which is a blended approach. This helped with upskilling the team and increasing competency.
Another approach was an internship program. We collaborated with engineering,
As part of our continuous effort to improve efficiency and deliver quality, we have ongoing training that our team has to do and is a part of their KRA.
There is definite value to learning, training and upskilling. This is measured in terms of happy clients, repeat clients, error free deliveries, increase in efficiency and more people wanting to work with you. The duration a team member works with you is proof of his/her personal growth and the satisfaction his/her work brings to them. The value is immediate and keeps growing over a period of time as the technology gets better.
A well-working Revit model is a thing of beauty. Starting with expressing the vision of the architect and continuing through the prevention of clashes and the streamlining of construction and maintenance activities, these powerful models provide visualizations that help everyone involved in every aspect of a structure’s lifecycle save time and money by speeding the process and reducing costly mistakes.
The strength of a Revit model comes from the massive amounts of data within it. While critical for a model to perform as needed, too much data can bog the file down and cause challenges. Managing all the data in a Revit model may sound like a daunting task. But it doesn’t have to be. By knowing what causes problems, recognizing symptoms of unhealthy models, and using proven Revit plugins to proactively audit files and to clean up problem items, Revit users in all disciplines can keep their models in good working order and their projects moving along smoothly.
With Revit models, it is possible to have too much of a good thing. The “good thing” is the data, but too much of it creates problems.
How do models get too much data? Where does all that extra data come from?
To save time and avoid having to recreate work, Revit users often copy/paste information and link to previous projects. When done correctly, these activities are helpful. When done incorrectly, they can bring in massive amounts of unnecessary data associated with the file that clogs up the model and negatively impacts model performance.
Here are just a few common activities that can bring in unneeded data that when left in the Revit file, contributes to an unhealthy model:
1. Loading Unvetted Families
2. Linking and Binding Revit Files
3. Linking, Importing, or Exploding CAD Files
4. Transferring Project Standards
5. Inserting Views and Schedules
6. Creating a large quantity of lines and text objects
Besides too much data, another factor that can cause Revit model performance problems is an excessive number of warnings. Unlike a Revit error dialog, which requires you to stop what you are doing and resolve the issue, Revit warnings simply inform you of a condition that you may or may not be aware of that may or may not affect your work. Because the program allows users to move past the warning, many people continue with what they are doing and push addressing the warnings to the back burner. They may fully intend to deal with the warnings later, but interruptions, looming deadlines, and a plethora of other distractions get in the way of returning to the warnings, and the number climbs to a point that impacts the model’s performance.
Model health and standards issues are typically progressive problems; they start off small and slowly creep in, so you will be able to spot signs that indicate problems are accumulating. Keep your eye out for:
• Slow model performance
- Dialog boxes that take an excessively long time to load
- Slow commands
- Slow opening views
• “Save” issues
• Long model sync times
• Linework that jumps while you pan and zoom
• Printing and exporting problems
• Model upgrade difficulties
• Crashing
When your model exhibits any of the signs above, don’t wait! It is critical that you take action to address these challenges, which left unchecked can lead to these dreaded error messages:
• “Unrecoverable error”
• “A fatal error has occurred”
• “Missing elements”
• “This model is incompatible with…”
Because serious problems generally occur after several smaller problems have built up, the models impacted are usually complex and the clean-up process can be incredibly time consuming and difficult, causing delays that impact employee and customer satisfaction.
You’re probably familiar with the phrase, “An ounce of prevention is worth a pound
of cure.” Those words apply to Revit health checks! It is much easier to stop the problems associated with unhealthy models than to try to repair a model on its deathbed.
I recommend using Ideate Software plugins for Revit. Yes, I work for Ideate Software today, but I used the products for more than 10 years before joining the company. And I joined the company because I KNOW that the products work and that they address real challenges faced by Revit users. As a customer, I experienced how the Ideate Software team connects with the Revit community for feature requests and works with users during beta testing to ensure the products perform as expected and deliver exceptional value. I am confident that their solutions will help you keep your Revit models running smoothly. Here are some ways you can use Ideate Software plug-ins for Revit to improve the health of your models:
1 You can push large amounts of model health check and QA/QC-related data from your Revit model into Microsoft Excel for review in Excel and Power BI with Ideate BIMLink. In Excel or Power BI, it is easy to identify and flag QA/QC issues or areas that indicate model health problems.
To make it easy for users to select the items to review in Excel, Ideate BIMLink comes with 300+ preconfigured links, which are a series of parameter data mapped together that can be exported to Excel for review. These links, which are customizable, are grouped into several categories, including Health Check and Quality Control. And, because exporting large quantities of data from multiple files can take quite a bit of time, Ideate Software developed Ideate Automation, which automates the process at a time set by you, so you can run the export overnight, and the next day, your data will be in Excel, ready for review.
2 Use Ideate Explorer to dig deeper into your models than possible in Revit to find and fix problem areas. This model browser, as opposed to the Revit project browser, makes it easy to perform on-demand reviews of QA/ QC tasks such as finding and removing CAD imports; addressing group usage; querying a selection of elements to determine if they are pinned, flipped, modelled as in-place families; and much more. Helping you gain even greater control over your data are three features built into Ideate Explorer:
• Too many warnings can bog down a Revit model. You can easily and quickly manage them with Ideate Software’s Warnings Manager, which ranks warnings based on importance, notifies users when their models contain high-ranking warnings, and allows users to correct problems using tools in Revit when the Warnings Manager dialog box is open.
• Use the Navigate function move through view-based elements in a Revit project. Use
it to find unused sheets and views; find and filter legends, schedules, sheets, or views by category and/or keyword; and to customize working environments without altering the project browser.
• Search within set parameters for elements such as unused annotations, design options, in-place usage, structure usage/area scheme, revisions, and more with the Query function.
3 The more people that work on a file, the more chances there are for non-standard styles to make their way into the model. Whether a person doesn’t have the style guidelines, unintentionally uses their preferences over the standards, or imports/links to files that bring in their related styles, incorrect styles can impact your documentation, and unused styles can bloat your file size and impact model performance. Resolve all these problems with Ideate StyleManager, which gives users the capability to analyse, merge, or delete non-standard Revit styles more reliably, more quickly, and more accurately than is possible with the style management system built into Revit.
Although this article provides a wealth of details about how Ideate Software plugin
tools for Revit help companies maintain Revit model health, it’s just a sampling. In addition to Ideate BIMLink, Ideate Automation, Ideate Explorer, and Ideate StyleManager mentioned above, they have two more products:
• IdeateApps – Streamline common Revit tasks with this collection of productivity and efficiency tools
• Ideate Sticky – Live-link non-BIM data from an Excel, Word, or PDF document into Revit projects
If you work in Revit or lead a team that works in Revit, you owe it to yourself to learn more about Ideate Software plugins. Visit www.ideatesoftware.com for clear product descriptions, blog posts with step-by-step instructions on specific workflows, short how-to videos, and robust Help files. And the team, myself included, sincerely wants to help you succeed and get the most value possible out of your investment in both Revit software and Ideate Software plugins for Revit.
Visit us at www.ideatesoftware.com and reach out to us at sales@ideatesoftware.com to start the discussion on how Ideate Software plug-ins for Revit can help you have better performing Revit models.
We frequently refer to the Dimensions in BIM, as 2D, 3D, 4D, 5D and so on. 5D is the dimension for cost. Since the dimensions are numbered, it suggests a sequence, where one seems to come after the other. Everybody is familiar by now with 3D and the geometrical model itself, the digital twin.
However, did you know that 5D comes before 3D? Before 2D even?
Every single construction project will define cost information before any model or sketch is produced. Because all projects will have an investment budget, that defines the scope and target the design needs to aim towards.
In business cases, we are already talking about 5D. And it is that early, that we should begin defining the basis of the cost data structure.
Dimensions are therefore opposite to what the sequence suggests, parallel, and not one after the other.
This is why, we should imagine them not as a barchart , where the amount of development seems to grow as the previous dimension is being defined:
Have you ever considered all dimensions and the information that will be produced for each of them in the ICT/BEP, before starting a new project?
Quantity Surveyors or cost specialists working and producing the fifth dimension (5D-Cost information), not only look at 3D geometries, but also 2D drawings and any other written descriptions in the project material, even when they have not yet been defined, because cost needs to cover for everything necessary for the project in the early stages.
They work with all dimensions at the same time because changes in any dimension, will impact directly and indirectly the cost information.
Dimensions are all interconnected and should be revised and updated every time a change occurs.
For this reason, ICT agreements and BIM Execution Plans (BEP) must include minimum requirements and conditions on how to produce the project material, not only for the final delivery, but also along the design process to facilitate the control around these specialist discipline deliveries.
In order to build good standards and grow maturity around these areas, it is necessary to involve, among others, the planners/ schedulers and commercial specialists in the BIM strategy development process. Only in this way will the process take into account the output required by the disciplines not directly involved in producing design material. This is necessary in order to take full advantage of the information produced and incorporate it in the project design.
• Agreement regarding types of outputs (2D, 3D...) for the project information: Diagrams, schedules, details, landscaping, finishes, inventory and equipment… File formats.
• Level of information for each of the design phases
• Scheduled dates for submission after the quality assurance processes, time assigned for quantification and estimation, time remaining for quality checks and clarifications....
• How client deliverables, existing elements or objects out of project scope will be identified in the project material in order to differentiate them.
• How will change be managed, both scope change and design change
• What design material supersedes all others, Specification, models or drawings/ diagrams? So when an error is identified a decision can be taken.
• Document naming and Naming conventions.
Cost management and cost control processes will use the information above, in order to produce:
• Pre-tender estimates;
• Post tender estimates;
• Cost planning;
But inverted as bars, that begin simultaneously, and will progress and develop in the time line, all at the same time, in a parallel way.
While setting up the project, it is necessary that the BIM coordinators and Quantity Surveyors meet to discuss and agree, among other things, the following:
• How many buildings will the project material be split into? Is there a need for an independent model file, and an independent specification document, for each of the buildings or will they be combined?
• Is there a schedule of areas included, what was agreed in the contract and what are the current values, split by net/gross, by building, internal and external areas, and by floors.
• Risk Analysis
• Change management,
• Pricing variations;
• Interim valuations and payment.
Cost plans, estimates, BoQ´s (Bill of quantities), final accounts have historically all been managed as singular activities disconnected from previous or future phases and unrelatable between projects. As cost specialists, we need to begin seeing our deliveries as integrated in the project, and not disjointed as they have historically been.
Further more, we should begin changing our mindset and linearity perception of projects.
We look at projects as a linear process,
• we plan them as linear
• we cost them as linear
How do we improve our budget accuracy, as well as our project control while also storing valuable commercial information along the project lifecycle?
The answer is: by perceiving projects as circular. This requires standardization of our data, allowing us to close the loop on project cost circularity.
Automated and standardised data will uncover the potential for cost specialist to be able to:
• Analyse the data of all client projects
• Predict deviations (time, cost, risk, etc)
• Provide more accurate trends to calculate risk and contingency more precisely
• Inform data accuracy based on the quality of data used on the algorithms, predictions, and calculations.
it can only be achieved as an integrated collaborative process.
That is why, the Digital QS needs to understand the 3D process and the tools used but does not need to be the expert. This requires regular communication in order to help each other to succeed.
It beings an integrated process, we should not wait until the design is delivered, but work parallel with the design to make sure the output is what is needed and expected. We should not forget that quality is everyone’s responsibility, as well as cost being everyone’s responsibility.
Changes in other dimensions intrinsically affect the whole project, and therefore, it’s everybody’s responsibility to ensure information is aligned to minimise the impact.
Use your network for help and advice. KOSMOS is a consultancy focused on Digital Cost Management, and we would love to have you in our network. Write to us on LinkedIn, we are more than happy to help and discuss.
Ultimately, BIM implementation will allow Value Driven Cost Management since
BIM is forcing integrated design (project) delivery, where the QS (Quantity Surveyor)/ Cost Manager and design team design together.
We need to be aware of what collaboration means. In this regard, it will be the design itself as a direct and automated output of quantities. The quality of those quantifications will be driven by the process and having well defined requirements, and only by being involved in the decisions can good quality data output be achieved.
There are currently a wide range of problems that BIM could help resolve, in relation to carbon reduction/neutrality and more broadly sustainability issues.
The simplest way to imagine the historical situation is to think of all the various parties going in the same direction but having different ideas about how to get there.
Each country has its own building regulations that set their own minimum standards, whilst the many different green building certifications like LEED, DGNB, etc., set their own higher standards and how to reach them.
On top of this ESG, EU Taxonomy alignment and the Paris Climate agreements are placing far greater pressure than ever before on building owners, designers, and constructors, across the globe, to create substantially greener buildings.
Problems:
A lack of alignment.
Take the most widely used green building certification system (LEED) as an example. To score credits for carbon reduction, a reduction of 5-10% is required, yet the Paris Climate agreement sets the 2030 goal as -45% and the European Green Deal sets the EU goal as -55% meaning LEED targets will need to jump 30 to 50% in just the next 8 years, to avoid their standards becoming obsolete.
A lack of uniformity
Whilst we have an agreed system for the calculation of Whole Life Carbon(WLC). Different countries, and different green building certifications, require different build parts, life spans and what WLC life stages should be included in calculations.
A lack of data and visibility
There are now several software solutions available that can work with 3D models and Bills of Quantities to create Whole Life Carbon calculations but as they are built by private companies much of the underlying data for the calculations is hidden. Using three of the leading software applications can produce three different outputs with no visibility on how to assess which is correct.
An investigation of the life cycle stages often reveals the biggest difference, in life cycle stages where there is the least data. A5 of WLC/ LCA calculation (installation of materials) for example has very limited available data upon which to base calculations.
A lack of focus
These problems, and many more, create distractions that divert attention away from areas that require much more focus to achieve our goals for carbon reduction and sustainability in general.
As demonstrated by the earlier example of LEED, the current situation is dangerously behind where we should be to hit 2030 and 2050 goals, which are now being turned from aspirations to laws. EU Taxonomy being one example of how to force these goals in to being.
Opportunities:
Life cycle data collection
The first opportunity that BIM is a natural choice to help resolve is the collection of project data from throughout the project and building life cycle. As previously mentioned, certain parts of the Whole Life Carbon (WLC) have either very limited historical data or comes from software’s with no visibility of certain parts
of the calculation, making it impossible to verify the calculations the software provides. BIM is a natural choice as a collection point for such data, that can then be used to improve accuracy and transparency, all we need is to create a complimenting framework.
Modelling (not quite the 3D version you’re thinking of)
One of the single biggest blind spots with carbon, and construction in general, is that construction professionals don’t tend to get involved until after the business case is calculated and approved. This is a huge error based around the assumption that you can’t be detailed and accurate at business case stage.
Anyone involved in the small and specialised area of cost modelling will tell you that this is incorrect, and that business case calculations can be made with the same level of detail as outline/concept design.
The secret to this is the extracting of ratios and averages from the 3D models and the Bill of Quantities.
With a broad enough data set of projects high-low ranges appear for each building type, allowing us to create base models of an average building, that can be adjusted to different ideas that can be tested with a high degree of accuracy at business case stage. This same process could be applied to carbon and EU Taxonomy alignment (for
capex expenditure). All that is needed is a large enough data base of quantities and formulas to calculate the necessary ratios and outputs. This would improve the accuracy and alignment of business case studies and increase the quality and types of data the building owners can have at such a vital an early stage.
How can we gather such an amount of geometry datasets, to allow analytics and increase accuracy of calculations and assumptions in early stages?
BIM strategies are encouraging teams to standardise their data. The challenge at the moment is the collection of that data. And it will be a great contribution to the industry if that data was shared across all teams actively working with WLC.
At KOSMOS, we have some ideas of what data should be collected, and how that could be done. But this is hindered by the lack of involved skilled computer science partners, and therefore, implementing the solution is becoming a big challenge.
A collaboration across industries could benefit many stakeholders if it was to be published open source to enlarge the dataset from everybody making use of it. A so-called win-win.
How to encourage stakeholders to feed the data set with their project geometries?
The best approach will be by providing something in return.
What about Quality assurance checks for IFC models, to check LOD, LOI, and, at least from a cost perspective, to check certain quantities from elements to define project completion based on historical geometrical trends. For example:
If ceiling amount is less than x% of floor slab amount, it is possible that ceilings are just 20% design complete at that stage. Generate a report with focus areas to discuss collaboratively with the design team to clear uncertainties and reduce risk of misunderstanding when estimating. To achieve a desired output, while collecting data, the following will be necessary:
• A database to collect data from projects and create a baseline. The script will check against these geometries to define completion expected. It should classify projects by type, and record certain information such as location, building size, building type (school, industrial…).
• A script to analyse IFC models (Is something to be done in a software? Is there open-source software for this already?)
• A dashboard, or report generation, preferable accessible on the cloud to track updates and evolution of warnings.
• Eventually, an analysis of how projects change from phase to phase from a geometry perspective, to help create trends and predictions, allowances of provisional costs.
For example, if the trend shows that early projects have only 30% of doors and they end up having the remaining 70% at detail design stage, so we can cover for it minimizing missing scope assumptions. The above, will feed the dataset with data, and will enable accuracy to be analysed throughout the different stages, as well as collecting early-stage geometry insights and trends within the building industry. Ultimately, users are encouraged to share their data throughout the multiple design stages by loading the models. They will obtain valuable output in the form of enhanced quality, reports and insights. As the dataset grows, it will be possible to analyse trends and review how the geometry evolves from inception to full detailed design. Furthermore, it will be possible to predict the extent of allowances required in the earlier stages to cover for incomplete scope throughout the development lifecycle, and thus drive greater accuracy on LCA and WLC assessments supported by the full potential of statistics.
We are on the verge of the fourth industrial revolution, and the lines between the physical and digital spheres are getting blurred. We are facing the future of smart cities, smart energy, and transportation; an infrastructure that is connected as a whole. Building Information Models (BIM) have been used in architecture, engineering, and construction for decades. The added value that the BIM brings has already been recognized across the board.
In BIM modeling, architecture, engineering, and construction people all work using the same 3D environment. This makes the process of planning and constructing buildings smoother and more efficient, but the models are still not being used across the silos as they should be. To use the BIM outside the worksite and design environment, we need to have all the information at hand.
To bring more value to all the stakeholders, the BIM should also contain the data and the details relevant from the design phase through the fit-out. But what is visible to the naked eye - surfaces, decoration, furnitureis still missing. The finishing related details, fixtures, and data like kitchen cabinet drawings, must be included. We must invite the tile provider and the store that is selling the couch to the party. The amount of information that is needed for all of this to work is quite high. The Digital Twin, a virtual replicant of a building that is created and maintained by utilizing 3D BIM data models, needs to be close to perfect to serve its purpose: to help occupiers, owners, and other stakeholders to manage and monitor the space. Getting all the information under the same umbrella is not an easy task, and there is still no easy way to edit or fix BIMs.
No fit-out BIM is yet available, mainly because the value of this information is not yet fully understood.
The customer journey and material management for the builders and developers under the same umbrella should be the common goal. It is important that we overcome the regulatory, commercial, cultural, organizational, and technological barriers. We should drive for cooperation in DT creation as we already do when creating the main BIM by combining HVAC, structure, architectural and electricity models. If we can bring the BIM to a higher level, we are able to push that into other places as well: sales, marketing, customer success, fit-out process, cabinets, furniture and decorations, Bill of Quantity (BOQ) and Bill of Material (BOM), entreprise resource planning and other integrations. The gathering data will no longer be fragmented or lost but becomes enriched and useful for the twin’s counterpart in the real world throughout its life cycle. As residents, owners, and property offices change, the digital twin remains available to all stakeholders.
The data offered by the digital twin helps to optimize the next construction project right from the planning and pre-marketing phases. The big data, generated by projects also after their completion, create significant and indisputable capital for its holder. This will organically sprout different kinds of new digital services and business activities and revolutionize the whole construction industry while doing so. We are entering the era of BIM, and there is no turning back. The traditional and slow-to-change construction industry has already digitized its sales process and project management.
The digital era has created a new kind of consumer, a new kind of freedom of expression; importance of empowering the customer cannot be emphasized enough. The role of construction industry is expanding rapidly from construction itself to enabling a continuous development focused on the home and its inhabitants. It is time to move from silos to systems, to the future where the data is shared smoothly and in real time with all the stakeholders and where the point solutions are replaced with more holistic approach. A shared language and a common platform made possible by BIM models should be the goal for all of us. GBuilder is a Finnish born and now London based software company with over 40,000 homes built through their platform. GBuilder offers Digital Twin of each individual home within any development enabling investors, homeowners, or tenants to select their desired furniture, and to see how it suits and fits within their future home. GBuilder is the only company in the world to use BIM as a service to manage interior specifications and customer choices. The software is already widely used by Scandinavia’s largest residential developers and construction companies, YIT, Bonava, Skanska, and Hartela. There are already ongoing projects in the UK and in other countries, Germany, Austria, Belgium, and the CEE Countries.
The definition that tells us what the digital transition is cannot be taken for granted. At first glance, it can seem very decisive and precise, while on the other hand, it depends on who reads it for what purposes and, most importantly, what is the goal he wants to achieve. During much research on my way to digital transition, I came across a lot of too extensive information which, first of all, creates a certain dose of aversion to BIM, digital transition and change in general, especially for small business, as it requires a lot of investments.
The change required by digital transformation is huge and although we talk a lot about changes in the digital sense, in this process the biggest role is played by cultural change that affects all participants. Setting or changing procedures or standards within a company is the biggest change for all participants and thus the most challenging part of this journey. Change should be gradual and planned. Small companies do not have the luxury of change happening immediately in all fields. The people who play a big role in these changes are also the resources necessary for the smooth operation of your small business, so planning is the main tool on your journey. Setting priorities and small steps towards the goal will enable progress, while at the same time not interfering with your daily commitments.
The implementation of your digital transition roadmap won’t be easy, that’s for sure. The more you give, the more you get, right? So if you decide to give more of your time, your money, your knowledge, more you will get at the end. It’s that simple, but yet that hard.
There are different approaches to your implementation strategy and you should define your goals and needs before you start to actually implement things. It doesn’t have to mean that your way will be the right way at first, but remember, this journey is what is important and not only the final goal. You can decide to improve tools and resources that you already have which can be easier in a way as you will for example keep using familiar software, but before you decide this is the right way as it could be more cost effective at first, ask yourself what are your needs and do you
get the maximum from your tools at the moment. If your answer does not comply with your goals, then the other approach can be used which I like to describe as starting from the scratch. This means that you will have to do a little research in order to find the best tool for your needs and get training for your employees. This approach will demand more investment, but it will improve your business and meet your needs. If you still ask yourself is it worth it, trust me, it is!
Change won’t happen overnight, but once you see the first benefits on your way it will become easier. Segregating implementation into departments will allow each team in your organisation to find the best way to implement changes. Set up achievable goals and this will result in seeing small but effective results over time and will definitely reduce possibility for failure. Work smart, not hard!
The Education is a very important element of the digital transition. You need to make sure that the people in charge of implementing new processes and procedures, as well as setting standards have the basic knowledge and understanding of what their task is. This will reduce the level of frustration that the change itself brings.
Hiring professionals to help them in this process is the first step in the implementation, as well as one of the first costs that your company will face on this journey. Is it worth it? Of course it is! Remember that this is your execution team and that their role is really important on this digitalisation journey. The benefits that this will bring to your company are much greater than these costs. For example, in terms of coordination of the M&E project BIM implementation will reduce the number of working hours on the construction site, reduce the number of collisions between different disciplines and enable off-site fabrication which will bring you benefits in time, money, safety and quality of the executed work.
Technology is evolving at an incredible rate and in the digital world this is reflected in our business. It is necessary to raise the awareness of all people in our sector that one-time education is not the solution, but constant improvement is needed in order to maintain competitiveness, attractiveness, sustainability and quality.
BIM (Building Information Modelling) is the heart of the digital transition journey. Several studies suggest that BIM is the cornerstone of the digitalisation processes. Interesting in these studies are the reports given which show exact benefits of digitalisation and BIM use among design teams, clients and contractors. Each sector is experiencing their own benefits exactly in a way that they have defined their needs in their digital roadmap. For contractors, which is definitely our area of interest, crucial benefits are improved competitiveness in a tender stage and percentage of successful projects, but also reduced constructability issues as mentioned earlier. Engagement in BIM has also reduced issues at handover stage and has highly improved cost and scheduling control.
If you still have second thoughts if BIM is really necessary for you or if the digital transition is too much for your company, think again about these official reports that show you real benefits of the BIM and digital transition proven in practice. Do research and think about changes that you will have to make to meet your goals.
Small businesses should recognize that BIM is an absolute must have. BIM adoption now will prepare them for the future in addition to providing them with well-known BIM benefits for better project outcomes.
Ian Harding
We’ve been working with biopharmaceutical clients for more than 50 years and our Ireland operation is a global leader in the delivery of complex Life Sciences projects. To execute complex projects, Jacobs provides the entire spectrum of services, including engineering, procurement, construction management, commissioning, qualification, and verification (EPCMCQV) under the auspices of the Integrated Project Delivery (IPD) model.
IPD marks a significant shift from the traditional EPCM model: it requires earlier engagement from supply chain and project partners and plays a central role in the delivery of accelerated timelines while attaining the same high-quality engineering, design, construction and safety standards.
In the context of shorter schedules, our project teams recognise the importance of earlier collaboration, co-ordination and ‘right first time’ within the IPD context. This approach means we are also more closely involved in the delivery of facility design through Basis of Design (BoD) and Detailed Design (DD).
Our team in our Life Sciences business in Ireland approached the development of a digital strategy to support an IPD-led project with these considerations front of mind. As part of this process, the team looked at workflows, tools and capabilities to ensure that any shift in project execution would be balanced and would support a multi-office, multi-organisation approach.
The main question was, how do we ensure that up to 12 organisations engage quickly and efficiently with one another, Jacobs and our client in one central location to deliver coordinated design to construction?
Our team decided to address this challenge by implementing Revizto as the central design coordination tool. Revizto is a cloud-based solution and marks an evolution in the conventional software
packages used to support and coordinate 3D project design on our projects.
It offers an array of features including automated model federation, 2D & 3D synchronisation, spatially linked, realtime issue tracking, project metrics, automated issue templates, data extraction. Additionally, the platform provides the capability to use four project tools that previously had to be deployed separately.
Harnessing the power of this digital tool, our team quickly developed standard workflows, templates and training to ensure consistent use from all project stakeholders. With buy-in from our team, partners and client, we generated clear, measurable metrics to gauge progress on the design process. This approach meant that our team could quickly coordinate the 3D design, with all issues resolved before the project entered the construction phase.
Our team also embraced another key Revizto functionality, namely the ability to support a construction verification initiative as part of the IPD approach. Revizto allowed our survey partner to complete ‘as-built’ surveys, with this data available via the platform to the entire project team.
This approach has yielded significant value and is further enhanced by the fact that we can utilise the power of Revizto to ensure that the ‘right first time’ approach to on-site installation is achieved. Through ongoing collaboration in the tool, our project team was able to identify in a virtual environment installation errors and future clashes before they happened on site and ensure the right first-time culture continued. Figure 1. Future clash identified before installation commenced on-site, represents one of these future clashes identified.
Outcomes of this initiative include:
1. Helps prevent issues occurring on client sites
2. Gets ahead of potential clashes on-site and resolves them before they happen
3. Supports a safe environment for the construction team
4. All contractors can see the effect of their work on other partners
5. Confirms installation complies with quality procedures
6. Avoids claims from contractor interfaces due to incorrect installation, saving our clients cost and schedule impact
7. Provides a one source of truth for our
Our team began implementing Revizto over a year ago and we’re using learnings from this project to apply to others. We recognise that implementing a new way of working can be challenging, but thanks to forward-thinking project teams, we were able to successfully implement a positive change in approach to execution.
It marks a significant shift in how our project teams work, and we now have one source of truth to deliver a clash-free model to construction that meets the end users’ operational needs. When our team stress-tested the application against our traditional workflow, there was an almost
fourfold increase in productivity for our clash coordinators alone.
Project leaders, schedulers and other team members can interact with and self-review the 3D design model. Revizto produces performance metrics within minutes and ensures the project meets deadlines and installation dates.
Furthermore, in the last year, our teams, partners and clients have closed over 92,000 issues across projects in Revizto –an extraordinary achievement that wouldn’t be possible without the support of our project partners and clients.
Figure 1. Future clash identified before installation commenced on-site
What is disruptive, fragmented and works with insanely minimal margins? Even the dogs in the street know the answer is construction, an industry which should do better. This is an obvious observation but one which is rarely broached. What to do, and how to do it, are also questions commonly asked, but the tradition of ‘this is how we always do it’ and ‘resistance to change’ loom large.
What is needed is a method to actively engage stakeholders beyond handover, and more importantly to reward such an endeavour. If there is an incentive towards continued-engagement, the benefit and potential is breath-taking. Key to this is performance, and key to performance is measurement. So, if you propose a building that will save 20% in energy use for the next twenty years, a method is needed to avert green-wash to deliver the goods. Such a situation could mean a pay-out of 5% of that saving for each year that the building delivers, whether it is measured in energy bills or monitored and sensored on a building dashboard. A repeating paid-out dividend is an incentive not known in the industry today.
Once established, better practices prevail, and the user gets the building that he/ she requires. To verify and validate such a process blockchain enters the frame. Blockchain offers a trusted framework for the data validation. It records performance, in a decentralised, immutable opensource manner. Moreover, it creates a single version of the truth, eliminating latent redundancy and adversarial conflict.
To implement this new environment, a smart contract is needed. It uses if/then structures to administer the work. They provide protocols that verify, simplify and enforce performances. Once a party executes a task or when a milestone is achieved, a payment can be triggered. Using BIM, supplies a vehicle to this end, but this means that the model needs to become a digital twin. A digital twin needs a custodian, and this will be the architectural technologist.
Automating this process will also open the industry up to integrating the Internet of Things (IoT) and Radio Frequency Identification (RFID). These technologies will make buildings proactive throughout their life and inform right up to their
demise, whether it is transformation or decommissioning when their life cycle closes. This makes the whole process sustainable in its purist sense. Construction accounts for nearly 40% of carbon dioxide produced on this planet and the first step in reducing this amount is to be able to measure it and determine in an evidencebased method how to tackle it. Changing how we do it and rewarding it makes sense.
Jason Farnell stated that the ratio of risk to reward in contracting is seriously imbalanced, or that the margin contractors expect to earn from projects is insufficient for the uncertainty and risk exposures they face in delivering them (Farnell 2018). Carillion one of the UK’s largest contractors collapsed with £1.5B in debts caused by underbidding contracts with low margins (iBuild 2022). The industry expects 2-5% profit margins, the reality is closer to 1.5-2%.
Eurotunnel had difficulties in motivating the suppliers once the contract had been awarded. The root to this situation can be found in the negotiation of the contract, essentially between banks and contractors. Here two cultures collide, on the one; the banks prefer to move the contractor to a fixed price, which reduces their risk. On the other, the contractor works on the basis that the estimates have to be low, to ensure that the project gets commissioned.
‘In banking you bid high and then trim your margin: in contracting you bid low and then get your profits on the variations’ or as another said ‘the project price... was put together to convince the governments, it was a variable price, a promoter’s price. What it was not was a contract price’ (Winch 2002).
‘Imagine a world where all communications throughout the process are clear, concise, open, transparent, and trusting; where designers have full understanding of the ramifications of their decisions at the time the decisions are made; where facilities managers, end users, contractors and suppliers are all involved at the start of the design process; where processes are outcome driven and decisions are not made solely on first cost basis; where risk and reward are value-based, appropriately balanced among all team members over the life of a project; and where the profession delivers
higher quality design that is sustainable and responsive. This is the future perfect vision of Integrated Practice’ (Broshar, Strong, and Friedman 2006).
This was stated at the AIA conference on BIM in 2006. Thom Mayne was even more outright with his paper: ‘Change or perish,’ if BIM was not embraced (Mayne 2006). Essentially, BIM was seen as a method to coordinate and collaborate, easing the adversarial culture that abounds within construction, and so reducing risk.
Seeing buildings as proactively contributing to how buildings use and react to demands means making buildings perform. Just as in the automotive industry consumers look at running costs as much capital costs and this will come to the construction industry. To reduce the cross referencing in practice several issues need to be resolved, some are to use the carrot and offer professional services compensation, to offer project delivery performance incentives and/ or business enterprise performance optimisation incentives. By doing this mutual respect and trust can be nurtured, benefits and reward can be encouraged, more collaboration comes into the innovations and decision-making. These included wind simulation, solar gains, thermal performance, and daylight factor amongst others. The adjudication parameters include architecture, energy frame, the environmental impact, the collaborative process, the application of software and mutual co-operation together within groups, polished off with an eyecatching presentation, good argument and strong validity.
Blockchain is the oil that greases the cogs making machines function. Building Information Modelling (BIM) was the ether that made collaboration and surgery happen. Back in the Middle-Ages, Barber surgeons tended the wounded after battle and if amputations were required, others forcefully held the incumbent down, with a
stick between their teeth as limbs were sawn off. As hospitals grew in society, operating theatres initially were placed beside the mortuary, at the periphery of the complex, so that the screams could not be heard during operations, and if unsuccessful, the surgeon could continue in the morgue, to see what went wrong.
Fast forward to the invention of anaesthetics, and the whole process changed, the patient was out-for-the-count, the surgeon relaxed, and the procedure became eminently more do-able. The result made surgeons respectable, though still not recognised in equal measure, (they are still referred to as mister and not doctor).
Blockchain brings this same paradigm to applications and platforms and can be the ether that makes all move softly over each other. It will also bring respectability and recognition to those who use it and implement it. It can be both passive and active in push/pull situations, either protecting data, verifying data or promoting data usage.
Through Blockchain technologies, value creators, such as designers and learners, can display or transfer value to their clients and employers directly. This is an intrinsic value. These values are brought to the table because of Blockchain. Without it, no value, with it the improvement to the service brings certainty to the proposition, meaning all concerned can operate with confidence, knowing that risk is significantly reduced.
This can also be seen when tasks are completed, Blockchain can host an interface that vouches for the work, releasing payment or reward, as appropriate. It can all happen seamlessly, independently to other stakeholders. This removes delays in payment, ensures that deadlines are met and rewards efficient management of workloads.
It can track and trace intellectual properties protecting both producers and consumers of products and services. This restores who and what others can see by allowing the owner of the content to decide how that content is used and/or abused.
Through the use of Blockchain platforms users can both use the service and enjoy additional benefits by participating in the management and control of the network. Additional benefits include verification of what you have earned to control as to how
it is managed and to whom it is available. While sounding irrelevant, it is crucial to how your data is shared or displayed.
‘Legal Tech’ is disrupting the traditional operations and self-understanding of the legal profession. This transition from analogue to digital combines 3D modelling, Common Data Environments (CDE) with digital tools such as BIM 360, DALUX and/ or VICO Office. During the project review, all the agreed work must be registered and written down. The work is coded and priced in the model using blockchain. This means that the model must be so detailed that it constitutes the digital twin in relation to the executing contracts.
The above can be done when a receipt of the delivered materials has been made, a process check of the work performed and a final check of the work and the material and it is registered in the model. Payment can be released when work is completed, and the biggest drawback here is the retention of payment and cash flows. This is overcome by having parties commit to the platform so that blockchain decides when monies are released, not the client. Accepting this bind means the project can stay on time and to budget.
Data is a commodity; therefore, it has value. AEC professionals have traditionally, in the adversarial economy been incentivised to minimise the transfer of information between parties. This is counterproductive. Blockchain has the ability to effect even smart contracts, that is to say that if there is something to be done, when it is complete, it can be appraised in real-time, and payment can be made and verified.
Sustainability embraces three principles in order to be inclusive and encompassing, namely: the economy, society and the environment. United Nations has defined seventeen sustainable development goals describing interlinked global goals. Within construction most notably would be SDG 6: clean water and sanitation; SDG 7: affordable and clean energy; SDG 9: industry, innovation and infrastructure; SDG 11: sustainable cities and communities; SDG 12: responsible consumption and production; and SDG 13: climate action. If cement was a sovereign country, it would
be the third worse carbon dioxide polluter (8%), behind China and USA. Finding an alternative is not easy, but a development in North Dakota offers hope. BioMASON is multimillion start-up investment that uses bacteria to produce sustainable concrete masonry. It uses sand, bacteria, and nutrient-rich water to ferment and create calcium carbonate crystals that binds together similar to cement. Innovative initiatives like this give hope to saving the planet.
Have you ever tried to make your team use a specific set of tools for a specific set of tasks?
Where it started?
Ihave. Being the Dynamo wiz’ at first and now graduating slowly to a python jedi, I have always tried to avoid clicking in Revit. Not that clicking is bad, but the repetition itself of tasks requiring no brain cells usage always got me to the guts.
I built quite a few tools so far: from simple ‘not in use’ purge tools to more advanced Quality control data extraction tool or Automated fire rating plans tool, … Started with Dynamo got me wondering how to properly distributed, deploy these tools to my team. A wonder of batch scripts, powershell code, dyno (to create a toolbar in Revit) got me there. Painful but I was in a sweet spot where the work I automated for myself would benefit others. It got me going about a year and a half until I couldn’t bear anymore the dynamo packages maintainance. Every time someone dared to update its wonderful package, I had to spot it, download it, share it in-house. Not a fulltime job, but not a small task either.
I told myself: Sit back, relax, and look for another solution.
At the time, I was beta testing Nonica or Orkestra. But it could not support all sorts of original content.
2019, BILT Europe, workshop by Frédéric Beaupère: Enters pyRevit.
I knew it because of its hatch making function, I knew it was free, open source and powerful, I just didn’t know how much. I started learning python for a bit, so I guessed I could up my game learning from the pyRevit tools. I was not deceived. From this workshop where Frédéric explained the basics of python, the Revit Python Shell and pyRevit, I got hooked. And I understand I could go much further with pyRevit than I ever would with Dynamo. Today, I am teaching (preaching) the sweetness of the pyRevit framework to everyone willing to hear it.
What you can do?
First step – Create the Toolbar, Structure, Distribute
I first created a toolbar. Simply by having pyRevit installed, a config file for my
extension (that’s how you would call it in pyRevit) and a set of folders, following a simple naming convention, and a set of scripts (dynamo and python ones), icons, …
I hosted it in a code repository online. And got my colleagues to install it with one command line _ that being a nice intro to the command line world for them.
Second Step – Updates, Locales, Help Documentation
I then setup an auto-update script that does grab the latest code everytime someone starts Revit.
The team is international: French and English required.
pyRevit: We got you covered:
title: fr_fr : mon bouton en_us: my button tooltip: fr_fr : c’est mon bouton en_us: this is my button
I need to link the tools to their documentation: “.urlbutton”, “hyperlink:”, “help:”
Everything is here, well documented and with a niche community ready to help and support. What else would you need?
Third Step – Dynamo packages and setup, Rapid Tool Prototyping
Dynamo scripts tend to be dependant on many available custom packages, these dependencies are the pain point in scripts sharing. Adding the packages to the code repository and distributing it at the same time does improve greatly the process. Auto-configuring dynamo paths being the icing on the cake, now the team shares the same base of dynamo custom packages. Having fun, while creating crazy efficient tools for very specific tasks. Coding is a very demanding skill, fun but demanding. Now that the setup is here, answering a very specific request tends to be easier. Use case, count lines per view. That is something that is pretty easy with the tool available in pyRevit. The thing is, counting them in all the revit links for specific quality control is not available in pyRevit or with any other plugin.
Bas ed on the count lines per view tool, spending an hour to adapt it, the tool was ready to ship and tested on the spot.
Using pyRevit _pun intended_ to prototype, document and share your tools has been a great way to get colleagues and clients to feel less punished by the limitations of a software like Revit. The community around pyRevit being populated by so many fantastic individuals, I strongly suggest you to go look at others extensions such as pyTyba, EF-Tools (and its tutorials), pyChilizer. Be curious!
Ten years ago, the lack of programming expertise was one of the main obstacles to implement BIM automation in most AECOO companies. Only large corporations with enough resources could employ coding gurus to rethink, develop and deploy custom tools that could enhance and automate their processes.
Nonetheless, in the last 5 years, visual programming tools, such as Dynamo, have democratised BIM automation among non-programming experts. Masters in coding from all around the globe have been making open-source contributions enabling less experience professionals to automate their own complex workflows. Programming is no longer about typing code but rather about connecting existing nodes or functions that contain short pieces of code.
Visual programming tools and independent packages have enabled hundreds of thousands of building professionals to develop algorithms from a user-friendly development framework. The range of applications is as wide as in any other programming language, in fact you can even type Python code within a custom Dynamo node. Thus, my presentation in BIM Coordinator Summit 2022 will dive in some of the most promising applications of Dynamo (such as 4D simulation, parametric design or data management) with sample scripts developed at Nonica.io and linked to the packages we make most use of.
The potential of Dynamo to flexibly manage data have brought Revit into an interesting central position to cluster all BIM information. For instance, regarding 4D simulation, exporting and importing
BIM models to Navisworks or other similar BIM management software will bring scheduling information into an environment from which information is very difficult to be retrieved. In contrast, 4D simulations can be done with the help of Dynamo and scheduling information can be stored and managed within Revit in order to carry out other time-related analysis such as cash flow analysis or material reception schedules. Nevertheless, benefits at scale would only be reached when algorithms are used widely not only by Dynamo developers but also by average BIM modelers in Autodesk Revit. However, when professionals attempt to share scripts at scale, significant obstacles appear; on one hand, Dynamo packages by independent developers required to be installed and updated in every machine in order to execute the custom functions which is very time consuming, on the other hand, the accessibility to scripts is not straightforward and requires several clicks and search or scrolling. In fact, these have been two of the most recurring topics in forums and they would also be addressed in my presentation in this event. Additionally, analysing how and who run certain automation scripts within an office can be of tremendous value for the automation strategy of a company. Imagine being able to find who is not making use of scripts because they don´t know how, in this case, timely professional training would make companies save money and increase the effectiveness of their strategies. Moreover, there could be scripts that are run with errors in some projects and needs updating, or not run at all by a group of
professionals, because they simply don´t carry out certain BIM tasks. For them, it would be logical to implement a different set of custom functions that they could make use of. Therefore, deployment tools capable of gathering and managing all this data have emerged enabling data driven decisions across BIM projects and companies. These are only a few examples of the potential of data analytics which have already been unleashed in other industries. This is the natural next step. Finally, it is important to underline that BIM automation is not only about automating tedious functions but also about generating automated designs that can foster the creativity of the designer. The basis for a generative design is a parametric design, a design based on parameters. Thus, alternative designs are calculated by sampling all the value combinations of parameters within the specified ranges. Although generative design is for most professionals unknown or in an experimental phase, it is an emerging trend that can significantly improved design quality and work efficiency.
The
Technology is usually seen as the future of construction. This means that in the future, many tasks will be completed with the use of digital solutions and tools. This is why many vendors and start-ups are caughtup in endless research and development programs to meet up with the technology deficit of the sector.
There is a wide range of technology applications and solutions as many vendors continue to diversify their digital offerings into the AEC landscape. Then again, there are the main players – engineering and construction organizations who purchase these digital solutions and tailor them to their corporate needs or develop customized solutions and adapt the solutions to their project execution methods. One of the many pain points of construction businesses is the ability to tailor solutions to the size and growth rate of their companies.
The marketplace for construction technology vendors is a highly fragmented one and there are no clear winners on the front line. However, there is a positive trend toward the integration of construction applications. Many construction software vendors tend to adjust their technologies to easily integrate with other applications in the market.
Other products have been developed for a single application such as construction management or portfolio tracking and can later be expanded to include other additional areas. However, in recent times, many unifying intermediate solutions have been designed and developed to enable construction tools to become compatible with each other.
Construction businesses usually have specific pain points that guide them to want to procure digital solutions to enhance their daily operations. However, with many products in the marketplace, it becomes difficult for organizations to prune down their choices to just a few viable options to help bring in the needed level of efficiency and productivity.
For some people, whenever they think about construction, they immediately see a group of bulldozers, trucks, excavators, large piles of earth, colorfully-dressed workers, dirt, and a dusty field.
They fail to think about technology, autonomy, robotics, drones, laptops, computers, and so on. These are futuristic technologies that will significantly enhance the revenue of the industry in the not-toodistant future. The future of construction is the applications of smarter machines and equipment to complete projects faster with better planning and decision making.
The future of the construction industry is in technology. Before manual skills and heavy equipment were the prime movers and drivers of huge construction infrastructural projects. However, in the future, technology will be the prime mover of the industry. This will help businesses in the sector get things done on time and within the right specification,
The use of technology means that you do not need to hire a wide range of skilled workers. All you need do is deploy some construction hardware and software, hire a semi-skilled worker, train them for some time, and go straight to completing construction projects with excellent results.
Construction is an industry where many businesses are slow when it comes to
adapting technology to their business operations. There are a lot of companies and businesses that are unprepared or overwhelmed due to the sheer size of new and emerging technologies. Then again, many construction businesses are desperately looking for a way to enhance their productivity to meet growing demands as well as be able to successfully conclude projects despite extremely tight deadlines. Businesses will have to make use of innovative technologies to ensure that tools remain productive.
AEC industry is an industry that is worth about $1.6 trillion. When it comes to new technology, the AEC industry is bedeviled by low digitization, low spending, and minimal productivity growth. However, it is certain that if construction businesses are looking to become productive and competitive in their marketplace, they will have to invest more in their organizational assets (technology and human resources).
What is a BIM Manager? This is a frequent question heard around the industry. BIM management is a relatively new role that has emerged in firms as varied as stars in the sky. When a person says they are a ‘BIM Manager’, what does that really mean?
Let’sstart with the term ‘BIM’ – Building Information Modeling. BIM is defined by the NBS as ‘a process for creating and managing information on a construction project throughout its whole life cycle.’ Therefore, it should be safe to assume that a ‘BIM manager’ is someone who manages that process, right? Not so fast.
In some firms, a BIM Manager is the person who oversees the design software replacing the previous role of a CAD manager for firms who no longer use 2D CAD software. Really! A BIM manager can also be someone within a firm who manages the project building model in-house. However, in most cases, a BIM manager is a point person more on the construction side of the building project, coordinating the entire project from design through construction. Why is there so much confusion in the industry surrounding BIM management?
Looking at the history of BIM (which relatively speaking is rather brief) we see that the concept started somewhere in the 1980s when computer-aided drafting (or design, aka CAD) came on the scene. Until then, the design process was relatively linear. The architect designed a building, handed off drawings to structural engineers and to the mechanical, electrical and plumbing engineers (MEP). Revisions would have been made, again going back to the architect to the engineers with an eventual handoff to the construction teams.
When CAD was introduced to the process, new digital tools started to shake the way things had always been done. While still working in a linear process with handoff of digital files from one team to another, the process remained relatively the same. However, now there was the complication of having to manage the digital files so that everyone knew where other team members were in the process, and that everyone was
working with the current version of the CAD drawings. This responsibility often fell to the project managers while the ‘CAD Manager’ was the person in charge of the design software, making sure everyone had the latest updates and templates. However, things were about to change drastically once online collaboration entered the scene.
The advent of BIM had project teams emerging from their silos into this sunny new collaborative world. Suddenly the design teams were facing off with the construction teams earlier in the process. Graphics were created so that team members could visualize the BIM life cycle (see image 1). BIM execution plans were invented to establish an order to the process, so each member of the team would know exactly their role, and how to work and communicate with other members of the team. Someone had to be the point person for controlling the chaos, and thus the ‘BIM Manager’ was created. This seems straightforward, but why then the confusion over the BIM management
Kimberly Fuhrman, Assoc. AIA, is the Revit Community Manager for Autodesk. Her background includes over 25 years of experience in architectural and civil design, project management and BIM management. Past accomplishments include York Technical Institute’s Distinguished Alum (2017), Autodesk Expert Elite Alum, and member of the Autodesk Developer Network. She also currently serves on the AUGI board of directors. She has presented previously at Autodesk University, BILT NA, Midwest University and USGBC Central Pennsylvania GreenCon. Kimberly currently resides in southcentral Pennsylvania with the youngest of their three children, and rescue pup.
So how can we take back the true job description of a BIM Manager to ensure clarity in our building design processes and internally in each of our design firms? I believe it will take consistent application of job descriptions throughout the industry, so that the unique role of the BIM Manager as it applies to the design and construction process remains a highly regarded and important piece of the Building Information Modeling journey. Design Technology (CAD) Managers…you do you! BIM Managers unite!
role? In my personal experience, I worked as a CAD Manager and then morphed into a ‘BIM Manager’ named role, however now looking back on that experience, I believe my title could have been more appropriately ‘Design Technology Manager’ or something similar. I did very little with managing projects and more with managing technology. Sure, it was BIM software, and yes, I did manage it, but it was not BIM management as it has come to be known. I am sure I was not the only one with this same misapplication of title, and maybe it is still true in many firms today (although probably more so in the U.S. than European countries. They just seem to ‘get it’ faster on many aspects…but I digress. It was not until I was put into a true ‘BIM Manager’ role that I became aware of this dynamic shift in the industry from one to the other.
Introduction
BIM has become a trend across the AEC industry. We have all heard how BIM saves time and money by predicting clashes. We have seen BIM mandates coming in almost all mega projects across the globe now, but not on small scale design or construction projects.
Lately real advantages of BIM are becoming less and less visible to the users and most of the value is lost in translation of technical terms like 4D, 5D, 6D BIM, LOD 300, 400, 500, etc.
BIM has gained an image of being too expensive for small developers and consultants. Several consultants and contractors are now using BIM not because they see value in it but because of Company or client mandates. I am not saying this is universally applicable but is a common realization in several projects I have come across in SEA, Middle East, and even in Singapore which is one of the world leaders in BIM implementation.
So, the purpose of this article is to show that, we as AEC experts need to take a step back, Identify, Strategize and Implement. We need to widen the spectrum of understanding of application of BIM and start thinking out of the box.
I have seen Galactic Group (GG) use BIM not only across several large-scale construction projects but also non-construction projects. In this article I shall illustrate a few examples to elaborate on the thought process of ‘Identify, Strategize, Implement.’ Identify BIM Goals, Strategize a solution and Implement the relevant BIM activities.
Context
Emmanuel, who is a business development manager and is also the owner of an upcoming small billboard business. He starts out with the good intentions of generating value for companies by identifying a potential site for a billboard erection near the Freeway-81, NY, USA. However, the residents of the adjacent town Homer start raising concerns on social media and with the local government body, that the billboard shall spoil their view or cause ‘light pollution’.
Solution
Emmanuel decides to reach out to GG to dissolve the issue.
GG creates a LOD 100 Digital twin of the region covering the freeway, accurate tree
location and heights, the surrounding field and the adjacent town along with the residents’ houses reflecting accurate building heights. This Model was used to create cross sections showing that the existing tree cover blocks the view of the billboard from the lowest to the highest point of each residence in the neighborhood. Mathematically and geometrically dissolving the apprehension of the residents of the area.
The model also served to generate walkthrough and real time rendered immersive VR experiences for board meetings with potential clients and local government body.
Hirendra Salazar, a demolition contractor, got a contract to demolish 20 old oddly shaped culverts, from the Indian Railways. The demolition would be done in a very organised way of cutting away the culvers in several slices and cut sections. The demolition contractor would be paid based on the total volume demolished and the surface area of the cuts. Conventionally Salazar would manually measure the volume of demotion by LxBxH of any structure, but in this case the culverts were of non rectilinear shapes making manual calculation difficult. Now, Indian railways wouldn’t approve the bill due to the discrepancy in calculations of volume of concrete to be demolished.
All 20 old oddly shaped culverts were digitally replicated via ‘Scan to BIM’ process that we are all acquainted with. Now these BIM Models were used to create exact splits and replicate the demolition/cutting process. All the required volumes and cut section areas were extracted from the BIM models giving an apple-to-apple comparison report that was submitted to the Indian railways. Demolition calculations and billing has never been easier.
A LEED Platinum rated ropeway resort was being developed amidst the mountain ranges of the Himalayas. The ropeway was being developed as the roads in the region were very narrow and rocky. Now the biggest challenge in such terrain is transportation of large volumes of material. The cost of transporting material is very high, for example the cost of transporting multiple trucks of soil for filling post excavation and foundation. The idea was to not just minimize material wastage by using BIM but also to use/reuse material available in and around the site.
GG 3D scanned the complete mountain that was the site for the ropeway using a drone and replicated the same on a BIM authoring tool. The proposed Design BIM Models of ropeway stations and the resort were placed on the prepared mountain contour BIM, post creating flat building pads.
We were able to extract the volume of soil excavated for creating flat building pads and the foundations using the BIM Models and volumetric Booleans. Due to the estimates from BIM, now this same soil turned out to be enough for the site filling and landscaping, resulting in millions of Rupees saved on several trucks of soil transportation costs. By the virtue of the proposed BIM process, we were also able to create a design with 0 tree cuts, accurate material procurement, minimized clashes resulting in saving several more millions.
Ireland’s International Construction Industry is increasingly being recognised for its wide array of digital innovations and technology solutions.
Complexity requires competence, and for advanced construction projects, Irish companies are showing they have this in breadth and depth. Whether it’s data centres, pharmaceutical facilities, high-tech manufacturing sites, or other advanced construction, Irish construction companies have proven they have the knowledge and capabilities to deal with these intricate projects worldwide.
The country is home to operations for 9 of the top 10 pharmaceutical companies and 9 of the top 10 US Technology companies. Just outside Dublin you’ll find one of the World’s largest integrated biotechnology plants, Europe’s largest collection of self-build hyperscale datacentres and Europe’s largest semiconductor fabrication campus.
John Hunt is Senior Advisor & Global Lead for Construction with Enterprise Ireland and says to understand why Irish companies are thriving in this area internationally, you need to look initially at what’s been done domestically. “Irish construction and engineering companies have built capability upon a strong foundation of lean and quality driven processes developed from decades of working on highly regulated and advanced process engineering projects.”
John goes on to add that a well-defined process driven approach to design and delivery, often within a more collaborative form of contract, has also enabled rapid digitalisation and business resilience.
“Combined together, lean process, shared risk and technology have created a platform that delivers the certainty and productivity necessary to deliver multiple projects across multiple markets simultaneously. For me that has been a critical component of the sector’s international growth this past decade. More recently, 2019 was a record year for construction exports from Ireland and despite the restrictions imposed by the pandemic, the sector’s exports experienced double digit growth in both 2020 and 2021
“..2019 was a record year for construction exports from Ireland and despite the restrictions imposed by the pandemic, the sector’s exports experienced double digit growth in both 2020 and 2021.”
What’s more, Hunt is seeing that efficiencies continue to grow. “As well as delivering productivity and certainty, the capture of learnings from multiple sites are now digitally retained and worked into the next project design and delivery plan; a perpetual cycle of captured experiences that push these companies further and further up the learning curve.”
The adoption of better ways of working, particularly the digital processes and digital technologies that deal with the complexity of advanced construction, has been one of the enablers of the momentum in Irish companies’ growth. Traditional construction and engineering companies are linking with the tech start-ups and SMEs that are driving the sector forward, says John: “That’s very much where we’re seeing strong uptake both Internationally and domestically with Ireland’s technology providers that include the likes of Evercam, I3PT, Fexillon, EIDA, Strata, Gaga Muller and FlowForma.
Over the past decade, Enterprise Ireland has become recognised as one of the world’s most prolific investors in technology companies and are developing an exciting cluster of internationally focussed construction tech companies. John concludes: “The BIM Coordinators Summit presents a terrific opportunity to showcase some of the great work of the construction technology portfolio to a global audience. My colleagues from the US, led by Marissa Mannion and from the EU, led by Marie-Alix Derigny, Paris office, and me representing our UK offices very much look forward to welcoming an international delegation of guests to the Summit and to the Enterprise Ireland sponsored Business Lounge.”
Vernacular architecture represents eco-design in its finest form. When designers set the design strategy, the space usability becomes king and the site, is the kingdom.
Vernacular architecture respects the spaces’ needs as well as the character of the inhabitants. The best example of this is Petra the Rose city in Jordan. There, houses, water channels and temples were engraved in mountains.
Another modern example is a secondary school in Africa – Malawi. A wooden structure with hay bales envelope. Nuru Karim and co., the designers, took the African sustainable architecture into a new level of site connectivity and glamourous user experience.
Reflecting on two examples from different eras, we can realise that the first element of design suitability is material. Vernacular designs use local materials. Some examples for such designs include but are not limited to, the huge pyramids of Egypt and the Great Wall of China. As designers, each time we use local materials, we significantly reduce the emissions of green gases and we also eliminate aggressive material extraction in other parts of the world.
A designer can follow several principles to ensure the design’s sustainability. This article will highlight the best three green design principles in my practices. The first might be very basic, it is the usability of the design. A designer must keep in mind that every design must serve its purpose. If a design meets the needs, making it beautiful becomes possible. Whereas unusable designs are very costly, they end up amended or disposed of before the end of their life cycle. Here is a tip: Design in sections. After understanding the design material build the design using sections. A good proportional functional section can rarely belong to a bad design.
The second principle considers the design lifecycle. Long-term thinking will save your clients time and money. Yet, the design owners and benefits change during the lifecycle. This can be very challenging. Thus, keep it simple and basic. We are in the era of the circular economy. First and foremost, choose the material and understand the parts. It is very rare to find an element in design that would carry on with the same value all along the design lifecycle.
Some design elements affect all design users and owners during the lifecycle. One of these elements is the design of areas and spaces. A correct definition of areas and spaces starts from the draft idea to the time we decide to demolish or renovate. Areas affect every system and element in the design. It affects
natural light calculations, ventilation, spaces affect moods and well-being and much more. Needless to mention, spaces and volumes stand as one of the main economic units in any design type.
The third and last, but certainly not least, design with the impact in mind. Energy and other sustainability measures might not seem attractive to designers. Some see emissions and sustainability measures as evil must. While targeting prestigious certifications. Many designers will meet the requirements by adding bicycle racks in a city with no biking lanes. Unfortunately, this created a room and wide doors for greenwash. Though, new certifications focus on sustainability measures that affect the environment significantly. Energy, water and embodied energy in materials. These systems are more effective as design users can track and upgrade the certification during the buildings’ lifecycles.
Eco-design, sustainable design and green design are not modern trends. In reality, they are the bases of historical and vernacular architecture. A time when designers were part of the community and designs were the natural innovative reaction to mankind’s needs. Technological and industrial development can be used to recover from the toxic environments we have created. A designer that lives in the era of digital twins has no excuse to produce a poor design, whether in functionality or in aesthetic elements. I would prefer to call it environmental design as it should respect the environment inside out.
‘Form follows function’ as the form is a composition of different geometries. Geometry demands understanding the design elements from a different viewpoint. A designer must care about communication and create different communication strategies for each design stakeholder. In order to design and manifest great projects, a designer must communicate the design correctly and clearly. To simplify, in a 2D world each line must represent information because poor readability leads to big cost problems.
Once the design tools became sophisticated, we entered the digital literacy era. It is never enough to know the modelling software. Designers must master the utilization of the continuously evolving tools. In 2004, as university students, we had our first exposure to the cloud points generated by laser scanners. The project was scanning Petra, the historical Nabatean city. It seemed like magic, we could never imagine a better way to document and renovate such architectural treasures.
The second exposure to the latest technologies was 3D printing in 2007. The first instruction aimed to prepare a 3D model that consumes
a minimal amount of 3D printing powder. 10 years ago, these technologies used to be very costly. Building information modelling and management come with benefits but also traps. Therefore, designers of the new era have a lot to learn in order to become BIM competent.
As a reader, you might question the qualities of a smooth BIM transition. Transition hierarchy within old school practices exposure goes like this: Systems, people, technology. You cannot start BIM without systematic project management. Teams ‘people’ must know the results of each production process before they start. This enables updating effective KPIs and improving the system. Teaching the software without the process is a timewaster. A process without good skills will give bad results. A BIM change manager should have a clear roadmap customised to every organisation. This road map should put the outputs ‘results and targets’ first. Keep in mind that continuous learning and systems improvement will become part of the organisational culture.
Nowadays, while design technology develops, the know-how of best utilisation fades. The main challenge in BIM is the multi-layered standards combined with the lack of practical
expertise. The second challenge is the different users all along the design lifecycle which affects the ownership and the authorship of
the model. Good designers and good BIM managers know a secret that is not often shared. This secret is to build a strong process
Reality capture is often a term that many professionals haven’t heard of or don’t understand in the digital construction/ AECO industry. Many stakeholders including owners, contractors, and designers do not really understand the real value behind reality capture and laser scanning.
What is this term reality capture? This literally means capturing reality, capturing the real existing world with technology, allowing us to have a 3D visual and virtual representation on our computers and phones. It is that simple in terms of meaning, but very complex and advanced in terms of strategy and process which brings massive benefits in the short and long run. As an example, check the image below of the Dubai International Airport (DXB) data capture Urban Surveys used to provide the client with accurate as built data for renovation and redesign.
In the short run or in other words immediately, you can have accurate existing
conditions data that is reliable and captured within a fraction of time compared to traditional surveying which would not only take 10 times the time or more, but would also have a high margin of error, inefficiency, and carry a risk physically and commercially. This allows stakeholders to take immediate decisions without delay. In the long run, this provides a priceless return on investment as it leads to and promotes risk mitigation, claims avoidance, facilities management, digital twins, and much more.
What about BIM? One may ask. If you look closely above, you will see that I mentioned the term 3D, which means also that those benefits come in the form of 3D models that start at a visual geometric representation and can go all the way up to a BIM model with a high level of information need or in other words that I don’t usually prefer, can go up to LOD500. That is why, I have stated facilities management and digital twins previously, which can be reached by adding meta-data and all the necessary
for your BIM production lines. A strong process can adapt a different software, easy enough to be understood by the team and serve a particular goal.
The conclusion after 20 years of exposure to the latest building materials and technologies: Material is the key element of both design and BIM. This conclusion led me to build MTiPx, a design PAAS that helps designers to build effective digital twins. MTiPX uses materialbased processes to assess the environmental impact of the materials with a focus on emissions and end-user wellbeing. It will also include a XEROWASTE certification. A digital twin with XEROWASTE certificate is verified as BIM competent and scores waste prevention points that help in gaining recognition in preventing material waste caused by poor design processes and methodologies.
information to the model that was initiated thanks to reality capture and laser scanning.
Not convinced yet? Looking at the image below, we can understand that in the US 80% of non-residential buildings are more than 20 years old, while in the UK 70% of the infrastructure projects are over 100 years old. Both of which indicate the need to capture those assets before being able to take further decisions about what to do next. Similarly in Germany, as those bridges need to be rebuilt, it is essential to capture the existing ones to understand how they can be renovated or be completely rebuilt with the same design for example. Imagine looking at similar statistics for the whole world.
In conclusion, you can now see that reality capture is in fact the start point for digital twins specifically for the existing assets. If you just do a quick Google search about how many assets have outdated/inaccurate as built drawings, or do not have drawings at all, you will see that there is a complete lack of accurate data available. This is costing governments and asset owners vast amounts of time and money in lawsuits and claims. Just type in the search ‘how many assets have inaccurate drawings’.
Powerful tools are funny things. They make it very easy to look at the outcome and forget about the process. Often the task that was the original intent of a tool can get lost by the wayside as that tool becomes used in different ways. A friend of mine once gave me a carpenter’s pencil as a reminder that construction tolerances are imprecise. They forgot in their eagerness for the analogy that a carpenter cuts to the edge of their wide rough pencil mark, pulling precision out of a seemingly coarse tool.
Without going down the rabbit hole of the technological changes to society as a whole that were writ by machine-made threading and screws, the Phillips screw is arguably one of the core technological changes that allowed for the development of assembly line manufacturing. They’re still awesome, except when you strip out a screw head because you’re driving it too hard.
That’s a very common frustration with them compared to other screw types. The Phillip screw’s development was originally to solve a couple of crucial problems with slotted screws that made them less ideal for assembly lines, and it did that very well. Slotted screwdrivers are difficult to line up with the screw, and they are very easy to
“cam out” of the slot if you are not careful. Phillips screws self-align with the tool, and can take a lot more torque than a similar slotted screw (you have about twice the surface area to apply force to). That made them ideal for early assembly lines. Better still, they do cam-out when too much force is applied, in effect self controlling the applied torque, which is very handy for consistency across an assembly line.
That annoying cam out that strips the screw was described as a feature in one of the patent filings for the fastener. Most of us have lost track of what that feature was for, and are now frustrated by a very clever design that we no longer understand.
I had a similar revelation while talking to a few other grognards about those kids these days and their Revit practices, and I think it all goes back to good documentation practices whose original purpose was forgotten.
Nearly everyone agrees that the best practice in BIM is to locate objects in their intended “real” location in the model, and that location should be such that your dimensions land at useful “construction tolerances”. In North America, this generally means that everything is located to ⅛” precision and that the part of the
object we’re dimensioning to is located exactly there. There is a non-trivial population of Revit users who insist that they can place items anywhere close to that, and let the dimension style automatically round it off. This can rapidly lead to a 2+2=5 sort of overall error that can cause errors and omissions in our documents but many users won’t listen to that (2.4+2.4 =4.8 and with a bit of rounding, suddenly things are exciting).
Back in the hand drafting days, the total ink width of a typical pen was such that (at normal architectural plan scales) the thinnest ink line when scaled up is 2cm wide in real life. That is not the sort of error we want in buildings. Where the carpenter’s 4mm wide line gives them one reference edge that they can place with sub-millimeter accuracy, at architectural scales, that 2cm swath is no longer within useful tolerances. As a practice, we dealt
with that representational imprecision by providing the real and exact dimension we wanted something built to. We manually added up dimension strings all the way along to make certain they were accurate. Those theoretical dimensions were exactly where the “drawing” was located, irrelevant to the fuzz of the line width. The dimensions were the important part of the data.
Then came CAD. All of our lines suddenly really were somewhere exact and were mathematically lines with width only applied for visibility. They had lost their fuzz. And dimensions were automagically created from where we put things. And they could round themselves to the precision we wanted so that we could ignore the manufacturing and assembly perfections and imperfections for a “theoretical” location, like our “flat” gypsum board walls. Many of us embraced this new precision in our representational lines and used dimensional rounding to just clean up newly available precision to useful tolerances.
Some of the hand drafting folks didn’t adopt the new precision and still thought of their lines as representational. What they missed was that with the new precision of the inherent tool meant that where the dimension had contained the key information in hand drafting. In CAD, the line itself now contained that information, and the printed dimension now had that fuzz built in. We also saw the role of Chief Draughtsman morph into CAD Manager, a role often less focused on the designed content than on the technical execution thereof. Where the prior focused more on communication, the latter had to focus on a more technical process.
As those users trained new drafters who had never worked professionally in hand drafting, and as folks self-taught
themselves, it was easy for them to see that the rounding of dimensions could make up for imprecision in the drafting. This was an automatic tool after all, and you didn’t need to manually add up your dimension strings. The tool itself seemed able to clean up that imperfection, and the reasons behind manually checking those dimensions were easy to overlook.
Then we moved over to BIM, and folks who had never hand drafted transcribed the hand drafting dimensioning practices which they had learned from CAD into a brave new world. What was in many ways excellent practice in hand drafting was made easier by CAD, and the reasoning behind it was lost in the transition to BIM. Where the CAD Manager was juggling some layers and standards enforcement, the BIM Manager had to swing into workflow management and training, dealing with entirely new processes and very literal new dimensions of complexity, further stepping back from the role of finessing communication.
This has resulted in a philosophical disconnect between the idealized version of BIM as a Digital Twin, and the idea of BIM as a design cartoon, a potent tool for making representational drawings. As long as printed deliverables are the norm, using BIM tools as a cartooning tool rather than as tools for a digital twin is just fine, but that is in many ways like using a Formula 1 racer as a daily commuting car. But we’re often not using BIM tools to cartoon, we’re forgetting about that part of the process. We still need to communicate and think about how we are communicating.
If we as design professionals want to fully move into the promise of what is now decades old technology, we need to look
not only forward at digital deliverables, but we need to look back and understand why we do certain things. Not just for the sake of nostalgia, but to see the underlying design practice of our tool’s intended uses, and to understand what those intended uses were trying to accomplish on a deeper level.
You should not have to be a master tool maker to wield the tools of any profession, but understanding why a particular tool is or is not the most apt for your particular task at hand, and what we’re actually accomplishing with that tool, is crucial to being able to take that tool into new and creative directions.
The approach used by our designers to fulfil clients’ aspirations during a project’s lifecycle.
Michael Galbraith is an Immersive Technology Specialist at Arup, based in Dublin. Michael works on projects across a range of disciplines in Arup’s Europe Region – these range from real-time screen-based applications, extended reality (XR), 3D immersive and sensory experiences as well as storytelling, data capture and photomontages. Following two years’ experience at Arup in London, he moved to Arup in Dublin in 2020 to help set up the Immersive Technology team.
The Immersive Technology team at Arup works on visualisation projects that aim to leverage design data for the public, investors and policy-making audiences to aid communication, decision-making and engagement. Using real-time game engine software, the team currently utilises all aspects of interaction design within extended reality (XR) to create userfriendly experiences. Our approach to using technology is fluid – essentially, we often use technology and techniques from industries outside of AEC to help showcase the best of project design data and to offer clients a new perspective on their projects.
Key benefits of immersive technology:
• Unlocking the potential for multidisciplinary collaboration
• Strengthening bids and communication of design ideas
• Making more informed engineering decisions that help to minimise risk
• Better planning throughout the project lifecycle
• Training field teams in a safe manner
• Improving project coordination efficiency
• Optimising the operation and maintenance of BIM models
Immersive technologies enable the holistic, dynamic and visual presentation of a project, improving accuracy before spaces are made a reality, and crucially, before mistakes may be ‘built-in’. Presenting our work at the highest standards to our clients is a fundamental part of what we do. The Immersive Technology team focuses on the following four pillars to help get a better understanding of clients’ requirements and expectations during the project lifecycle:
1. Powerful storytelling: Developing conceptual ideas and experiences for clients and stakeholders.
2. Objective decision making: Using design data to aid communication, decision making and engagement.
3. Interactive platforms: Establishing which immersive technology best suits the project brief for the client.
4. Human-centred experience: Bringing groups of people together to experience extended reality (XR) throughout the lifecycle of a project.
Hear more about The Four Pillars of Immersive Technology during Michael Galbraith’s presentation at the BIM Coordinator’s Summit 2022, taking place this September 8th at the RDS, Dublin, Ireland.
Arup recently opened a new virtual and augmented reality room in Dublin to support the Immersive Technology team called The HIVE (Human Immersive Virtual Environments). Through immersive visual experiences and augmented realities, staff members can interact with their designs to enhance the accuracy and overall quality of their projects and clients and project stakeholders can make more informed decisions. The team looks forward to continuing to push the boundaries of immersive technology at Arup with the HIVE as a centre of excellence, enabling staff members to acquire knowledge and competencies and expand their skillsets.
Using BIM in the building construction industry is not an option anymore. It is not a luxury or dedicated for big scale companies only. Therefore, any firm (consultant, contractor or owner) that need to keep their chances in the completion and to have a strong exist in the engineering market has to be implementing BIM within their project.
Implementing BIM newly at any firm is not a hard thing and it is not very easy too. Some companies judge the BIM benefits after having a bad experience in using BIM but this is mostly happened due to the mistakes that happened while the implementation. Following are some common & famous mistakes that some of the companies went through while implementing BIM.
First of all, when you had a chance to do a project in BIM do not refuse it and do not get panic. Assigning a BIM consultant (third party) to help you doing the job is a good decision that you may take. However, while having a BIM consultant don’t let them do all the work for you without getting involved. This will let you miss the opportunity to start set up your BIM staff, in addition that you will not be cable of reviewing the output received from your BIM consultant and you will find yourself submitting the BIM work to your client blindly and take the risk of the result for the feedback.
To make a successful BIM implementation, the key word is ‘Good Training’. Do not under estimate the value of giving your staff a well-prepared training. This can be done by physical attendance or online training but do not leave it to the employee self-training as this will take more much time which usually not available and not accepted at companies due to the work load.
Do not rush the results of applying BIM. Every new technology or workflow need some time to start giving an effective out. Do not raise your expectation so high at the beginning of using BIM as the team is still learning and figuring out the best practice.
When initiating BIM workflow it is mandatory to create BIM department with BIM specialist engineers who are dedicated to the BIM tasks. Other bad examples of let the technical team (ex: design team) do the BIM job beside their technical work is not achievable at all. You will find that the technical team will be busy with two different tasks and normally they will give the priority to the technical tasks and this again will lead to a bad BIM implementation.
While starting applying BIM in your company it is more logic to start with a core team, do not try to switch all the teams to BIM at once. Select (or hire) a small number of talented people who are willing to learn BIM, then start with one specific project (small to medium size) so the core team can apply the new strategy, concept & workflow and after it is settled done they shall transfer their knowledge to the rest of the team.
For any process, there should be a manager who is responsible of managing the work cycle. Assigning a BIM manager is mandatory for helping in implementing
BIM in the firm for all what related to establishing and following up the system.
When having a BIM manager you have to give him the authority to advise & change what is required in the old system so he can do the makeover of the BIM implementation, so don’t hire a BIM manager but let his hands are cuffed.
Players without a coach will not achieve the goal. Another bad example is to have a BIM members but without having a BIM manager\leader. Technical managers will not be experienced enough to follow up & evaluate the BIM tasks done by the BIM specialist and this will not fulfil the required successful BIM implementation.
Finally, the correct action is to implement BIM in your company but the more correct step is to implement it properly.
Mohamed Fawzy is a professional BIM oriented Engineer with about 13 years of extensive experience in using wide range of BIM software, conducting training and courses in Arabic\English speech. With a very good experience in how to make BIM implementation and adjusting the workflow and creating standards and libraries for engineering companies. Working in mega projects all over the Middle East (LOD 600) with different customers that lead to a good knowledge of different approaches of different companies.
For many centuries, improving the scheduling of construction activities has continually been an interest for many researchers and practitioners. Unlike other industries, every construction project is unique in nature, complexity, and characteristics. With the introduction of digitalised processes such as BIM, construction scheduling has experienced a promising revolution through allowing more automated processes, improved collaboration between different stakeholders and informed decision-making. However, to date, most construction projects are facing many complexities when managing construction schedules, hence this article aims to shed the light on issues that constitute the complexities associated with scheduling and suggest practically hybrid mechanisms to mitigate many of the risks associated with them.
It is imperative to state that construction schedules are primarily dependent on the accuracy of design information, which goes through a series of changes and modifications before proceeding to the construction phase. Design information begins conceptual, develops to become more engineered, and matures to become the basis for on-site work. Whilst integrated processes such as BIM were introduced to manage design complexities, this did not improve the construction scheduling process. In fact, with the introduction of interactive scheduling technologies such as 4D BIM, decision-making remains mostly reliant on classic techniques such as the Critical Path Method (CPM) and Earned Value Method (EVM). The level of scheduling complexity can go beyond the norm in infrastructure projects where complex design activities will need to be scheduled to manage the design process and ensure that data/information is supplied in the planned time. To simulate the complexity of scheduling, the left figure shows design activities that occur at parallel or separate times and how they connect to different activities in a schedule. The real issue lies in poor coordination between design data and schedules especially for
activities that embed interdisciplinary data, and more importantly, in those that have an implication on multiple activities in a schedule. Hence, many organisations nowadays have started to use weekly dashboards and statistics to gauge the completeness of data/information and communicate this data accordingly to construction planners. This requires careful tracking and tracing of design changes, assigning whose responsibility, expected time of delivery, and indicating implications on different parties. Simultaneously, poorly traceable design changes and variations are recognised as major drawbacks in construction schedules causing unplanned delays and cost overruns. In response to this, Common Data Environments (CDE) may be seen as one of the immediate remedies to track changes and improve collaboration, as it provides a centralised hub for data/ information related to a project. However, with all the mechanisms enabled by technological advancements, the question remains, why coordination between design and construction remains an unsolvable mystery?
Inevitably, digitalisation can be seen as the main enabler toward improving many (if not most) processes during the whole lifecycle of a construction project. One of the initial steps, yet significantly stressed, is to ensure that data/information is centralised between all involved parties in a project, as this will support a more traceable approach toward changes/variations. However, for construction schedules, whilst data/information in a project is centralised, it is important to decentralise workflows for different tasks. Although this may pose a contradicting viewpoint as to what digitalisation is promoting, it supports acknowledging the value of data/ information depending on a task. One of the most common examples of this can be detailed costing by Quantity Surveyors who usually require a set of data (e.g., plans, elevations, unit rates, specifications, etc.) to convey more accurate costs. The decentralisation of construction workflows
Dr. Mohammad Mayouf (Birmingham City University) is a Senior Lecturer in Digital Built Environment and the Course Leader for MSc Digital Construction and MSc Building Surveying with Facilities Management at Birmingham City University. His expertise also includes the use of a variety of BIMbased software applications across the whole lifecycle of a construction project. Mohammad is also a committee at the UK BIM Alliance (West Midlands) where his focus is to promote Industry-University initiatives to improve processes and boost collaboration opportunities.
Rana Al-Tibi (Plan-Analytics Ltd / Mott McDonald) is currently a Planning Engineer at the High Speed 2 (HS2) Project at Birmingham. She is responsible for the management and coordination of scheduling data using data analytics to support improved data visualisation and communicate this across different teams. Rana has worked for over 2 years as a Project Engineer looking after high-rise construction projects in the UAE. Rana holds a BSc in Civil Engineering from the UAE and obtained her MSc in Construction Project Management in the UK.
would perhaps allow a better appreciation of data types (Numerical, Textual or Graphical) so that design data can be more informatively aligned with construction schedules. Hence, recent technological developments have begun to unveil the value of Artificial Intelligence to provide more informed decisions, however, this is yet to be appreciated or tangibly acknowledged within the context of construction schedules. The below figure simulates a process flow to achieve more traceable construction workflows, which could potentially support overcoming complexities faced as a result of misalignment between design data and construction schedules. The approach suggests obtaining data from a centralised platform (e.g., BIM Platform), and this follows by assigning
the data/information to different design requirements. Design requirements would then be aligned to tasks (activities that will occur on-site), and this will allow capturing data types (Numerical, Textual or Graphical) that are appropriate for different activities.
Consequently, this would aid more focused insight into construction workflows where this would mitigate many of the uncertainties associated with construction tasks by having more aligned design data/ information.
Everyone attending the BIM Coordinators summit is fighting for the same cause: having the right information at the right time for effective decision-making.
The evolution of standards and classification systems has now enabled us to have consistent and standardised processes to support the specification, delivery, storage and exploitation of high-quality information. However, while implementing standards such as ISO 19650, information managers often find themselves running against the same challenge that other teams such as design and commercial managers face: manual and error-prone disconnected spreadsheets and word documents. Whether you are defining requirements, planning, or tracking deliverables, an Excel spreadsheet remains the tool of choice.
Having worked with asset owners, main contractors, design consultants, information managers, and architects, we’ve seen the same challenge time and time again. We have worked with them to transition to a standardised and automated approach enabled by accessible cloud-based information hubs that have the familiarity of spreadsheets and documents and the utility and connectivity of databases.
In doing so, organisations have been able to increase the accessibility of their information management resources, re-use information across resources, ensure that they are continuously up to date and automate many of the administrative tasks they must do.
At the heart of the database approach to information, management is interoperability and connectivity of information across silos, teams and systems. This has allowed
organisations to automate the update of information delivery planning processes in an accessible system such as Morta, using connected information from CDEs such as Viewpoint, BIM360, Oracle Acconex, or Asite via API. Organisations can then automatically pull this data into PowerBI or other visualisation systems to create visual reports. As a result, organisations can now have a real-time view of information delivery and save thousands of hours in the process. Crucially, one of the key benefits of using nocode accessible databases such as Morta is that they can help make information management business as usual by embedding good practice in the day-to-day activities of adjacent functions such as design, project controls, procurement and asset management. Fortunately, the database approach is being recognised by organisations and partners such as the Construction Innovation Hub, Centre
for Digital Built Britain, ArcDox, and Digital Guerilla who have all built free-to-use tools on Morta. The free-tools cover information requirement specification, planning deliverables and automated assurance of COBie deliverables. You can get started by visiting www.morta.io
I look forward to shedding more light on how databases are being leveraged to support the quest for better information management and meeting you all at the BIM Coordinators Summit in Dublin or Virtually!
There is so much opportunity to generate insights and predictive analytics when project information is digitized and shared. But, have we considered the capital investment required to digitize that information? What about market resistance to data transparency when it threatens their competitive advantage?
According to ConstructionDive, U.S. construction technology investor funding had reached a record $2.1 billion by the end of Q3 2021, doubling the amount invested in the year prior. Yet, construction remains the second-least digitized industry in the world.
Now that it seems we have access to every field app and collaboration software under the sun, it’s time for construction to start dealing with our digital waste. What can we hope to learn from WeWork or Katerra as we look for the next digital ‘unicorn’ of construction?
Digital waste is the quantifiable negative impact of inefficient processes and lack of secure data interoperability between systems within the project delivery ecosystem.
Removing digital waste begins by identifying it. We’ll use the mock design document exchange scenario (Fig. 1), complete with sequential activity numbers, to depict all three forms of digital waste – from the most pervasive to the most pressing.
Also referred to as ‘orphaned data’, dark data refers to information that’s generated but isn’t leveraged to its fullest capacity — or used at all.
Yes, some data should probably go into a secure archive only to be accessed in certain scenarios, like in the event of an audit or to trace back an issue in a project. The diminishing cost of data storage has led a lot of companies to take a ‘capture everything’ strategy, while leaving standards and governance to the wayside.
If you decide to collect everything and dump it into a data lake without any
strategy, fishing out what’s actually required when you need it becomes a lot harder… and more expensive.
To illuminate the issue of dark data, let’s look at a mock example of a designer-to-contractor document handover. In Fig. 2, the Project Architect creates valuable design data using the Revit application (1), which is periodically saved back to the central BIM system (2). From there, the Design Manager exports a 2D PDF file (3) containing only a fraction of the BIM data.
All of the content and parameters left inside the Revit model has essentially gone ‘dark’ at the point of PDF export (3). While current liability restrictions may prevent design professionals form sharing all of their BIM data, they can publish to an openBIM standard format (.IFC) or one of several cloud BIM collaboration platforms (e.g., Autodesk Construction Cloud, Revizto, BIMTrack).
Measuring the impact of dark data is tough when the value proposition looks at missed opportunity rather than direct cost. Thankfully, this next form of digital waste has a measurable impact on labor productivity.
Nobody likes to enter the same information twice. But, if two different people on the same project enter the same information individually, isn’t that also a form of duplicate entry? The answer may depend on which company you work for. Looking back at our mock design package handoff example:
At a company level, the architecture firm faces duplicate entry when the Project Architect creates information during the update activity (2) that is recreated during export by the Design Manager (3). From a project perspective, information created by the Architect’s Design Manager (4) is recreated upon receipt by the GC Project Manager (5). Individually, the Project Manager could face duplicate entry between documenting receipt of the design package (5) and manually entering that same data into their Procore system (7).
Whenever data is entered or reviewed twice, it creates an excess. If that waste can be seen internally at the individual or company level, then there’s a direct incentive
to resolve it. Unfortunately, project level redundancy is only resolved when the Owner – who is less aware of the impact –gets involved.
Data re-processing between project stakeholders is not only a waste of human capital, it’s also a major contributor to ‘bad data’, the riskiest form of digital waste.
In the digital age, even a tiny discrepancy can create a big issue. When it’s just humans reviewing the data, they can differentiate between a small typo or missed punctuation. But as we digitize, it’s important to acknowledge that machines can’t account for those errors as well as humans - at least not yet.
This lack of human standardization can lead machines to place the same data into separate buckets, creating issues in your process and reporting automation.
Looking at Fig. 4, whenever manual data entry occurs, there’s a risk for error or omission. If bad data is entered, it creates a digital disconnect between the Architect’s source of truth (3) and how it’s recorded in the GC’s system (7).
These seemingly minor discrepancies between data project systems are the leading root cause of construction’s lack of digital advancement. According to projections in a recent study by FMI, the construction industry spent over $1.84 trillion in global GDP on rework (waste) due to bad data in 2020 alone.
Beyond the direct cost of data decisions, these data discrepancies lead us to stop
trusting it. And when we don’t trust the data, we can’t rely on it for automation or predictive analytics. As a result, we lose opportunities to drive efficiencies and improve insights.
Ultimately, there is plenty of technology available today to support construction’s digital transformation. That tech is only as good as the systems we build for them to operate in, though. Until we address the root causes of digital waste baked into our policies and practices, we won’t be able to confidently seize the opportunity digitization presents.
Let’s quickly recap the three forms of digital waste we identified in Part 1:
• Dark data that gets generated, but sits unused or is not used to its full potential
• Duplicate entry or activity, like an individual entering the same data into two separate systems
• Discrepant data - or ‘bad data’ - that it generated because of a human error or omission (e.g., a typo when manually entering data)
That leads to the next question: what should we be doing to improve digitization and remove digital waste?
It’s virtually impossible to solve a problem you can’t see or don’t understand. What makes digital waste such a challenge is that it’s usually hidden - whether unintentional or by design.
You won’t notice that you have dark data until you need to search for something and can’t find it. You won’t know if an employee must enter data twice unless they feel comfortable telling you. And you usually won’t figure out how ‘bad’ your data is until it’s too late.
Diverting resources to review existing sources of digital waste will not lead to an immediate
return on investment (ROI). But, it’s a necessary first step. You might need to deploy a team to review existing systems or practices. You could also create a semi-anonymous form for people to report sources of digital waste and propose solutions. Reviewing your historically bad data is the key to uncovering the root causes that will inform new strategies to improve digital integrity and reduce waste.
Once everyone has a better grasp of the sources of digital waste, it’s time to measure and calculate the holistic impact of these wastes.
Convincing company executives and project owners to change their traditional mindset and invest in long-term ROI strategies to remove digital waste from the supply chain will not be easy. To do this, we have to speak their language.
If it’s too early to discuss ROI potential, your next best option is to focus on the theoretical cost today of doing nothing to address digital waste. This is done by combining the human capital expense of duplication or searching through dark data (e.g., time wasted x hourly rate) with the risk exposure from reliance on bad data.
From there, you can show a measurable performance gain potential by first calculating the current revenue loss potential (RLP). Visualizing digital waste in this way gives you a way to measure the cost of sticking with the status quo.
To generate the basis for your RLP calculation, you can use the common data exchange (CDX) framework to document the series of activities in the digital breakdown. By creating a simple and safe environment for each perspective to ‘share their pain’,all impacted parties can visually identify the root cause and produce an RLP calculation to justify the proposed change.
Because digital waste can exist at an individual, company, or project level, it’s important to consider each perspective’s motivation within the context of the scenario. Increasing the level of transparency and accountability starts with individual leaders at the organization level. However, the larger opportunities for digital
transformation also require change in culture and motivation at the project level - starting with the Owner.
Again, a lot of this can be attributed to the construction industry’s lack of standardization, which links directly back to digital waste. When we need the data, we can’t find it (dark data). When we have the data, we can’t trust it (bad data). Once we think it’s more effort than it’s worth (duplicate data), we expose the organization to an ever-greater risk (dark data). Refer back to the RLP graphic if you’re not convinced.
Ultimately, digitization is a slow burn. Organizations that approach it holistically eventually see ROI and a longstanding competitive advantage, but it doesn’t happen overnight. Tracking short-term Key Performance Indicators (KPIs) in lieu of longterm ROI is a great way to stay on track. The future of AEC’s digital transformation isn’t always clear and no one has it perfectly dialed in. A great way to gut-check how you’re progressing is through industry peer groups. Whether it’s a local BIM or Lean communities, or a CPC Virtual Roundtable breakout, there are many opportunities to learn from and share with others that are facing the same #SharedPains.
The construction industry both in Europe and globally is in continuously efforts to improve the process and procedures in project delivery. One of the areas within the sector that has been improved compared to others is the ‘information’. The BIM Methodology across the national and international standards have been guided the direction of a better structured information across all the stages of a project.
The importance of a structured information can impact in the results of the project delivery. The ROI through the lifecycle of the project can vary depending on the quality of the information. Data and information unstructured can produce a rework, waste of time, over cost or, even more, a critical impact in the asset.
Focused in the construction industry plus the national and international standards, the BIM methodology, through the BS & PAS standards, showed the direction to the industry on how to achieve better performance in the project delivery. Moreover, the ISO19650 developed the idea that the BIM Methodology shall be part of the Information Management strategy of the projects. It goes deeper to demonstrate that ‘information’ is even more important. Graphical and nongraphical information shall be standardized in order to achieve the different goals of the stakeholder involved in a project, across the lifecycle of the asset.
Why is important the Data governance?
The effectiveness of data & information is aligned with the level of maturity of the business in the standardization, the process, the procedures and the governance of them. Poor data across a project can impact in the results, either economically or in quality.
Bilal Succar, in 2008, developed a similar idea of the data governance, but focused in models of a project either Revit, ArchiCAD, AECOsim… but furthermore, the idea shall be extrapolated to proper Data, it does not matter graphical or non-graphical, and take as a foundation of the data governance the workflow developed by him:
There are several benefits in data governance, and even more when the information is created by many stakeholders during a long period of time, for example, a hospital. Since the development team starts to produce reports, calcs, budgets… until operations and the maintenance team are generating new information for operating the asset or the demolition of the asset.
• Avoid inconsistency data through stakeholders
• Structure of naming convention and standardized the process of document naming
• Better reports based on the correct data used
• Avoid human mistakes and automate data process
• Compliance with data privacy, regulations and laws
But, the most important benefit in the data governance is to break down the silos thought the organizations and also through the different stakeholders involved in the whole lifecycle of the project.
The importance of a clear strategy on data governance is crucial for a business. The strategy will impact in the performance of the business and their projects. The business value shall be demonstrated as part of the challenges across the different silos. But the most important thing, would be the supporting from the business boards and the achievement of the implementation. Once both actions are aligned, the pillars of the data governance will guide the entire business across all the departments and all the projects. The quality, management and
storage of information will demonstrate and differentiate the maturity of the business compare with other competitors.
The AEC industry has a long way to achieve this data governance implementation across all the stakeholders involved in the projects. From the concept design team creating data and metadata that will be used by the operators in the facility management. The communication between both ends of the rope must be done as soon as possible. Thus, the standardization of the data its creation, naming, storage and share will be crucial to avoid any misunderstanding of information.
Think about what is more important for you and what is more important for the asset throughout the lifecycle of the project, it does not matter the role you have across the AEC industry:
A graphical detailed element with no data, but really detailed for Coordination 1:1 and for good VR/AR
A low level detailed shape that covers the x,y,z of the element but with all the metadata needed from the Preliminary Design to Facility Management
We have a new iPhone, a new Revit version, and your favourite artist’s new album every year.
InBIM, we also have new terminology, concepts, standards, and topics for all new products.
It is essential to keep ourselves updated. So, it is not BIM anymore; it is just IM (Information Management). We no longer have BIM level 2; it is the UK BIM Framework. We don’t have BS 1192; we have ISO 19650. We have new actors and team concepts, etc.
However, there are three new trending topics: ‘Golden Thread’, ‘Digital Twins’ and ‘Net-Zero Targets’… Everyone is talking about them now. Still, after studying them, I do not know why they are new trending topics. Want to know more? You will find much more information about them at this event through the different speakers, and maybe you will see the reason.
It is not my intention to create conflict. Still, my conclusion is that either you have new problems and new solutions rising yearly, or the market needs to sell new products frequently, like any other market. New phones, software, or products keep the interest and find new ways to solve old problems. If you don’t have new items, people can lose interest quickly, and companies won’t sell their products. And maybe this is the reason why we have new
Trending Topics every year in this BIM World.
Relating to BIM, things haven’t been clear for many people since 2015, I would say, even for me. Although I am certified with eight years of experience in big projects as an Author, Coordinator, Manager or QA officer, I am still learning every day. But why are we making things more complicated annually with new concepts when the basics are still confusing and changing for most of the industry? I still see people using LOD300 (the American system) in the UK, or most projects are based on BS 1192.
My wish would be to keep everything about BIM as simple as possible. It will be a way of keeping people interested and adopting BIM. Now with the ISO 19650, we have the opportunity not to change things anymore and make BIM or IM easier, more attractive and accessible to everyone. With this idea in mind, I would make another wish to promote more certified and accessible BIM training. The self-learned or BIM Awareness professionals can become proper BIM certified experts so we all can speak the same language in meetings and projects. For that wish, courses and certification fees need to be cheaper, and the BIM certification should be a requirement in project assessments.
Somebody should redefine the BIM roles... to avoid the confusion we have now and
create BTEC formation for BIM roles such as Modeller or Coordinator. For example, my TIM (Task Information Manager) certification is not recognisable for many professionals with BIM Coordinator or BIM manager roles when these roles are not indicated in the different training options.
To conclude, WE, as a community, should make BIM easier for professionals, companies and projects instead of creating new trending topics every year just for selling.
What does good look like? Our vast experience obtained to-date has been provided by a focused team of rapidly evolving individuals and collaborating with our Project teams, Partners and Third Parties.
We constantly evaluate our position to work more intelligently, shaping future outcomes to continuously strengthen our delivery capability. The condensed summary below provides insight acquired from lessons learnt, developing/emerging applications and best practice undertaken.
One extremely valuable investment not to be overshadowed requires the upskilling of resource, in return promoting a smoother engagement from the get-go. From experience this factor has been extremely challenging as we adapt to new ways of working. One recommendation I strongly encourage is to consider a mandatory training clause into all contracts to meet this objective.
We recognise there is varied learning curves, push back and even objection to progression. We request supporting teams to submit Technology Plans for review, the detail provides a clear understanding of approach/direction prior to implementation. We mentor our Discipline Leads to produce a tailored suite of education to support our colleagues, intervention and enforcement by our dedicated Digital Consultants provide positive interventions by focusing mindsets to get the job done.
By carefully planning we become proactive in recognising and mitigating possible blockers that may come our way. Form the use of automation, bespoke analytic dashboards are provided where this performance data provides clear metrics to inform.
An additional enabler to contribute is the model-based approach, the desired outcome drives efficiency, removal of bottlenecks, improved assurance, and needless back drafting to support the right first-time approach. We harvest the rich data contained within the models instead of the common approach of annotating drawings and present this information electronically in our dashboards to provide increased usefulness.
The Component Catalogue is a Project requirement, currently industry guidelines
vary from one organisation to another, therefore by set out these graphical/nongraphical elements early we can remove the What If’s to provide clear and precise guidance to the team and end users.
Structured data adds value from this standardisation, we host the native component catalogue elements within Moata Intelligent Content Portal allowing access to our bespoke Digital Component Libraries. These libraries are serviced by a wealth of parametric and static common design elements, qualifying teams to become more efficient. Measurement of re-use, BIM Benefits and Compliance are presented across a Project as indicated below in Figure 1, A Game Changer.
The models are synchronized to a unique hazard identification code inside the CDM database instead of traditional registers which can be open to errors. This approach is more in-depth, user friendly, turning numerous lines of text into visual information to allow identification to areas of high risks and or oversite for review.
Supplementary optimization is further gained by Digital Setting Out, as shown in Figure 3. This function has dramatically contributed to the reduction of waste, supporting the model based approach. The experience and knowledge gained from end usage helps with the raw data requirements and define exchange formats for setting out on site using machine control.
Improved datasets and with advancement in technology promote even further automation, this function is applied to various tasks to boast all-round performance. At Mott MacDonald we have automated the Validation process, by providing an extremely powerful DataCheck of ‘live’ elements within a model to identify compliancy. This data provides a wealth of statistics to inform Authors, Checkers and Approvers the information
The final point I would like to pinnacle is Progressive Assurance, this is formed by a series of workshops held with all Project Partners to review the Asset(s) much earlier. Regular sharing of Official data prefixed with suitability codes provide the maturity of information supplied. These assurance reviews present improved engagement, awareness of developments with each submission presented. Any outstanding Items or Outstanding Actions are then clearly documented to enhance closeout providing time saving, rework and any unnecessary surprises.
required to seek an early resolution. Further automation has been applied with the inclusion of CDM symbols and SHE boxes, by linking the exported data from a database to intelligently link attribution to each individual asset. These tools facilitate the placement of predefined 3D cell(s) and or boxes to apply the required output accordingly, this reduces the need to edit the data manually prior to placement as shown in Figure 2.
If BIM is the answer, what is the question? Maybe the question has changed over the last 45 years. When I started in BIM – it was called Computer-aided architectural design then – BIM was developed as an answer to pressing social needs. The three BIM systems in the late seventies were targeted at social housing, hospitals and telephone exchanges.
The computers and the screens were big and expensive, but they were critically important to each enterprise. RUCAPS evolved from being the Riyadh University Computer Aided Production System into being the ‘Really Useful’ Computer Aided Production System. In turned from delivering the biggest building in the world - to being suitable for any building type anywhere, as long as it had a degree of repetition. During the 1980’s RUCAPS evolved into Sonata and eventually into Reflex, the applications become increasingly generic. The applications ceased to be relevant to the partners and directors and were judged solely at the management level in terms of efficiency and accuracy. But the 1990’s saw the arrival of the PC. Suddenly the computing power was slashed to the point where only the simplest of wordprocessing and draughting applications could be used. Now not even management was interested, as these were tools that paid for themselves by saving the floor-space required for an operative with a drawing board, layout table and plan-chest, instead, needing only a small desk. Since the turn of the century, PCs and Macs have become sufficiently powerful that BIM could start regained a place alongside CAD and spreadsheets. In the last decade, thinking has shifted from BIM to IM – Information Management, and there has been some action to implement the implications. It has now regained the attention of management because rethinking processes raises challenges about accuracy and efficiency.
But the questions that are getting executive/ board level attention are H&S, fire and net-zero. Twenty years ago, buildingSMART extended the IFC schema with the addition of a set of properties to describe risk associated to any individual building element or space. Ten years ago, COBie anticipated the association of risk to one or two building elements or spaces. In 2018 the authors of PAS1192 part 6 took a considered
view of risk and allowed risk to be associate to three elements – physical, activity and location. Working with net-zero initiatives in housing, I have also come to consider opportunities, such as building flexibility and energy upgrades, as the other side of the risk coin.
This thinking has been accelerated by the need to consider ‘Golden Threads’. Since Dame Judith Hackitt revived the phrase, there has been much speculation and much too much marketing around the phrase. So, what makes a Golden Thread? What makes it ‘thread-like? The answer is that it is not made of snap-shots, inspections, sign-offs or re-surveys. It is thread-like in its continuity over time, and interconnection at any moment in time. It is not made of opinions, guesses, assumptions or presumptions. It is made of uncorrupted proof – the phrase originally comes from legal principals. And what makes it golden? Because it is not made accidently, casually, separately nor indeed ’unadvisedly or lightly’, it is valued. But how many ‘Golden Threads’ are there. Are there many, because there are many corporate, safety, environment and social risk and many opportunities that need to be managed? Or is it that there must be just one single source of truth, which allows us to meet our information needs without compromising the ability of future generations to meet their own information needs?
That still leaves the challenge of relevance. What information is expected? This can only be answered by identifying the risks and opportunities and then relating them to the associated spatial, physical and process entities that create the risk or opportunity and those that mitigate it. If information is sparse these may be whole zones, systems and packages. If there is detail available these may be spaces, equipment and tasks. But the description of each must be backed up by evidence. Evidence may be documentation, it may be the contact details of responsible parties.
The risks and opportunities, the entities and the evidence must be held digitally and accessibly.
The urgent question is the management of risk and opportunity, and (B)IM is the answer.
For more detail, see “Risk, asset and information management” https:// www.ukbimalliance.org/wp-content/ uploads/2022/02/Information-Risk-andBuilt-Asset-Management-1.pdf
In the construction industry, the term ‘standards’ typically refers to published documents that define the common specifications, methods, and procedures that are to be used and contribute to producing effective collaborative processes and deliverables for all projects. The reason that standards are vital to the construction industry is that the sector has significant problems that can be solved when applying a system or structure. For example, the traditional process often deals with uncoordinated drawings and numerous hours layering drawings or the fact that the construction managers didn’t receive the latest design changes.
Digitalization is transforming the industry and includes several technologies such as pre-fabrication, advanced building materials, 3D printing, autonomous construction, augmented reality, wireless monitoring, cloud and real time collaboration and Building Information Modelling, BIM. In this new digital world, we need to collaborate and communicate in a structured manner to control the digital flow of information and outcomes. The construction process is a complex ecosystem; without a system and a structured approach delays and errors occur, with a major impact on project time and budget.
“Standards” can be Professional codes, Corporate technical specifications, Sponsored Standards, National standards, Regional standards and the international ISO Standards. The International Organization for Standardization (ISO) is an independent body responsible to produce voluntary international standards.
During the last 10 years, National BIM standards have been developed in the United Kingdom due to the relevant mandate for adopting BIM in public works. The UK BIM standards refer to the BIM Maturity and implementation and consist of many
documents which clearly define procedures, roles, and deliverables.
In the global market, the use of BIM is in rapid growth in the largest construction markets and many countries worldwide require the mandatory implementation of BIM in all or some of the public works. In countries where BIM is not mandated, several private and public bodies are developing initiatives with their own BIM standards and as a result, BIM adoption is relatively low because BIM implementation lacks clarity and a common understanding of where to start and what defines BIM versus the traditional process.
In an effort to form a common language for the implementation of the BIM, in December 2018, the first publications of the ISO 19650 series were published. ISO 19650 is based on the tested English standard BS 1192:2007 + A2:2016 and promises to bridge the gap between the different industry BIM standards.
ISO 19650 series is comprised of 5 documents. ISO 19650-1 describes the principles and concepts, ISO 19650-2 presents the details of the information management process, ISO 19650-3 focuses on the asset’s operational phase, ISO 196504 on information exchange, and ISO 196505 on the security of information. The ISO 19650 series is also connected to ISO 55000, ISO 21500 (Asset and project management), and ISO 9001 (Organizational management).
ISO 19650 is the standard that addresses the “Digitization and organization of data about civil engineering works and buildings, including BIM”. ISO 19650 defines BIM as a process or method of managing information related to facilities and projects
to coordinate multiple inputs and outputs, using shared digital representations of physical and functional characteristics of any built object. The standard applies to the whole lifecycle of built assets and construction projects of all sizes and levels of complexity.
ISO 19650 Pros
ISO 19650 publications are based on the content of the BIM UK Standards, published by British Standards Institution, BSI (as part of the BIM Level UK suite of documents) and they are an asset for the construction industry; they start as Publicly Available Specifications, PAS which means that are tested and revised in connection with the industry, and they later contribute to the development of the ISO standards. The ISO series documents include activities tasks, diagrams, and a step-by-step approach towards digital processes that supports the flow of information within the information management cycle.
BIM according to ISO 19650 series is equivalent to Stage 2 that includes a Common Data Environment, structured and unstructured information, the federated information model and the implementation of the standards ISO 19650-1 and ISO 19650-2. ISO 19650-2 has a provision for a National Annex that only a few countries developed so far to adjust to local conditions, such as Italy. Many countries
are using formally or informally the UK National Annex included in the BS EN ISO 19650-2.
Another benefit of using ISO 19650 is that the new international standard reinforces the Employer/client/appointing party providing a structured process to support BIM implementation. The standard highlights the client’s leading role at the early stages of the digital collaboration to establish the information requirements and the collaborative platform, the Common data environment, CDE. These requirements will set the basis for the design, construction, and operation of the asset. As a result, the client influences the digital collaboration and the quality of deliverables.
ISO 19650 series, as ISO publications, are generic. For each concept explained, the reader needs to refer to other documents and standards, local, regional or international. The different parties have specific tasks, documents to generate, and resources to use; however, these connections are not well explained in the documents, and this is quite challenging for the reader.
To fully understand ISO, one needs additional guidance to understand the relationships between the various concepts, and this is provided by the UK National BIM Framework Guidance suite of documents for free. Still, if you are not based in the UK, the guidance should be considered carefully and examined in terms of your project’s local context. Nevertheless, the guidance is detailed, well structured, and provides valuable insights organized according to the specific topics.
The terminology is another negative aspect of ISO. Terms such as the appointing
party, lead appointed party, and appointed parties, or the phrase the appointing party appoints the lead appointed party, and the lead appointed party appoints the appointed parties, and so on. In addition, the graphics included in ISO are basic and difficult to read and don’t support the visual communication that such a high standard should provide.
Naming conventions have also received negative comments from the industry. It is undeniable that when we share information digitally, the use of structured and understandable naming conventions for information is vital. However, the length and structure of the naming of information containers in line with ISO 19650, could result in a relatively complex and long name, difficult to read.
A lot of people ask me why I am so excited about an industry standard? As an architect and PhD researcher, I am fascinated by the impact that BIM and BS 1192:2007+A2:2016 (that led to ISO 19650), has on the industry. BIM started as a UK practice but has been quickly adopted by the largest construction markets, while various organizations work with BIM initiatives to support a unified approach worldwide.
In addition, many start-ups and technology vendors invest in BIM oriented workflows that support open BIM solutions, coordination, live sharing, and communication in a digital context. BIM is the heart of digitalization for the industry and is often referred to as the 4th evolution. The Fourth Industrial Revolution describes the blurring of boundaries between the physical, digital, and biological worlds and includes advances in artificial intelligence, robotics, the Internet of Things, 3D printing,
genetic engineering, quantum computing, and other technologies.
The technological advances are pushing the boundaries of the sector, while the construction ecosystem of the future requires a more standardised, consolidated, and integrated construction process that is product-based instead of project-based. Standardization can support the industry towards the efficient definition and transfer of information, making informed and timely decisions, as well as adopting a unified approach for BIM globally.
Standards may consist of a few pages and hundreds of words. Still, the real opportunity lies in the fact that our industry’s nature, with the traditional workflows, the cultural gaps, the interoperability, and execution issues changes. The new path for the construction sector is led by digitalization, standardization, and innovation.
Building projects are becoming increasingly demanding and complex. There have been reports of common issues with construction projects emerging from a poor and inadequate connection between the design and construction stages owing to inefficient data and information transfer.
1. What is 4D Planning?
BIM stands for Building Information
Modelling, and it is a word used to describe an intelligent 3D model-based method for designing and building infrastructure. The rapid implementation of project management and BIM has led to tremendous growth in architectural/ structural design and facility management, and the development of newer 4D Planning allows managers to project managers, engineers, technicians, and other project team members collaborate, communicate, and reduce risk throughout the project lifecycle Project Planning and Management Following BIM standards, one of BIM applications are 4D Planning and Scheduling. Insufficient construction quality and inadequate planning and scheduling can be alleviated by integrating BIM into the initial design processes with accurate and usable construction project data. To mimic the sequence diagram of construction tasks and activities, it is possible to create a 4D model of a project, providing stakeholders with a visual and virtual picture of the construction process.
1.1. Why do we need 4D BIM?
Designers, engineers, and planners have used 4DBIM to optimize designs, analyse
project planning capabilities, and manage resource requirements. According to BIM principles, 4D planning and planning are examples of BIM applications. By incorporating BIM in the initial design phase, poor construction quality and inefficient construction planning can be reduced combined with analysing the impact of delays on project progress and tracking the actual progress of project progress by specifying material handling and site logistics, improving construction efficiency. The optimization of on-site construction performance can be facilitated by integrating BIM and scheduling. The contractor’s procurement team can use 4DBIM planning to create practical risk mitigations. In addition, the 4DBIM tool facilitates the application of effective risk reduction methods throughout the procurement phase of a construction project, allowing for better resource allocation, construction material logistics, etc. Better supply chain management and risk reduction.
The usage of 4D BIM to speed up the scheduling and planning stages of the construction process is quite advantageous. In the construction business, the visual step-by-step approach comprises a variety of time related information, such as leadtime, construction, and installation time, drying and mixing allowances, and so on. Consequently, any required changes can be implemented, and inconsistencies may be identified. A well-planned construction schedule also provides for resource mobility, better resource planning, and the most effective use of resources. Finally,
collaboration increases since everyone involved in the project understands what they`re working on and when they`re working on it.
The growing use of 4D modelling in construction projects demonstrates the value of incorporating these capabilities into recent digital management systems, which include role reorganisation, workflows, and practises, to provide a tool for onsite monitoring and constructability analysis of construction progress. Acquiring the following three critical talents can create the 4DBIM, such as, 1) visualisation of spatial and temporal relationships between construction project activities, 2) analysis of the construction programme to evaluate implementations, and 3) error reduction via construction schedule validation to improve the integrity of communications and collaborations among project team members.
To optimise the building process, 4D simulation allows for the analysis of many possibilities. With the potential to utilise BIM to simplify the establishment of linkages between activities and 3D models. 4D Building Information Modelling allows you to connect points between the building components of the building model and planning the work plan that accompanies them and estimate when and on what components will be needed to install the site. You can add parameters to building model components to help you track ordered supplies.
To track construction progress, 4DBIM is combined with pre-built images using timelapse photography used to communicate, interact, and gain final approval of the design and construction sequence throughout the planning phase. 4DBIM was created to integrate BIM into project schedules to improve the communication of planning and construction sequences. 4DBIM is provided as a useful tool for identifying construction risks early in the
design and planning stages of construction projects so that measures can be proactively taken to eliminate them on site and prepare to allocate security resources.
The advantages to the owner in terms of time and money, as well as the unknown costs that were minimised through visualisation, coordination, realisation, and detection of disputes and conflicts, were significant. Some unfavourable project planning concerns or dangers, such as 1) inadequate papers and design 2) multiple uncoordinated consultants, can be regulated or minimised by adopting BIM technology.3) field construction prior to design; 4) frequent design/scop adjustments and continuous design evolution by the owner. One of the most important advantages is the elimination of conflict between manufacturers and designers in the final product. The second major benefit is that it simplifies the procurement process since a unified BIM system may help with design coordination from the start of the project.
Improve and maintain coordinated communication, build integrated construction planning and scheduling, identify time-based conflicts, track, and monitor project progress during construction. It should be mentioned that the advantages are highly dependent on BIM implementation, which is influenced by a number of elements including personal commitments, mutual trust/respect, early project team engagement, and BIM technical capabilities. 4D environment planning aids in the planning and management of construction phases such as logistics and operations. In addition, the creation of 4DBIM enables for the status, monitoring, and updating of construction progress. 4DBIM technology is commonly used to create technical and economic documents, such as project schedules, which can be submitted for construction project tenders. Visualizing work schedules allows for better control and management of projects at various stages. Other benefits of using 4D-BIM include fair distribution of labour, minimizing interference between different constructions, and avoiding unwanted overlap between different construction sectors.
Contractual risk and technical risk are two types of BIM risk. The first concern is the lack of ownership of BIM data, as well as the contractual risk is deciding who will be responsible for importing BIM data into the model and ensuring its accuracy and consistency. Other aspects of BIM are cost and schedule, contractual obligations
and accompanying technology that will become concerns. Before commencing a construction project, many contract managers require subcontractors to provide route method design and associated labour costs. One of the most effective strategies for mitigating these risks is effective collaboration to share the risks of using BIM across projects participants. Specific benefits of BIM in the construction industry. The absence of a complex dispute resolution process can pose risks when implementing BIM.
There are many costs and training time risks associated with the learning curve, which significantly reduces employee productivity and performance. Many companies worry about wasting money and time training their workforce costs, thus increasing the risk of BIM implementation. The problem of BIM hindering profitability in the construction industry is well known. Insufficient standards and safeguards for BIM implementation expose all project participants to additional risk. Since there is no standard contract template, the adoption of BIM will be uncertain and challenging when integrating BIM/4DBIM into Contract Risk and Technical Risk which are two types of BIM risks. The first concern is the lack of ownership of BIM data, as well as copyright protection and other laws. Another contractual risk is deciding who will be responsible for importing BIM data into the model and ensuring its accuracy and consistency.
Other aspects of BIM are cost and schedule, contractual obligations and accompanying technology that will become concerns. Before commencing a construction project, many contract managers ask subcontractors to provide a complete design of the key routing methods and associated labour costs. One of the most effective strategies for mitigating these risks is effective collaboration to share the risks of using
BIM across projects. Misunderstanding BIM as a management barrier can have consequences, such as hindering BIM achievements and special interests in the construction industry. The lack of a complex dispute resolution process can lead to risks when implementing BIM. There are many risks in terms of training cost and time regarding the learning curve, which significantly reduces employee productivity and performance.
If you are reading this article, then probably you want to implement BIM within your organization. You could be a developer, consultant, contractor, manufacturer, supplier, operator, etc. You know that BIM is the future and sooner or later you need to implement it, but how?
In this article I am going to list down 5 main steps that illustrate how to start using BIM within your organization. Am I missing something here? Oh yes, I forgot the typical cliché question .. What’s BIM??
BIM in my understanding is ‘A holistic process of creating an intelligent model and managing information, from planning & design to construction & operation, through a collaboration platform, across several dimensions’. What differentiates BIM models from other 3D models is that they are intelligent, and I mean by that, they contain lots of data that makes them very useful in later stages. The creation of BIM models must be carried out within a collaboration platform AKA Common Data Environment (CDE) or as we BIM geeks like to call it a single source of truth. This CDE could be network or cloud based but most importantly is to be collaborative. The function of the model should be clearly defined to determine its BIM uses, and which BIM Dimensions are going to be followed to bridge the gap between the virtual and physical worlds in order to leverage design, construction and operation processes, but that’s another article.
So, let us cut to the chase, what are those 5 steps that will help you initiate your BIM deployment plan. Simply they are: Define, Hire, Evaluate, Strategize and Implement.
First Step: Define
You have to clearly define your BIM goals by asking yourself a direct question. What do I need from BIM? Do I need to increase design quality? Do I need to better coordination between disciplines? Do I need better understanding and visualization for my projects? Do I need to improve communication within my projects? Do I need to be more competitive within the market? All these legitimate questions will help you to better understand your BIM targets and easily create your BIM objectives. Taking into consideration that you might do a breakdown for those objectives to be on short-term and long-term basis in order to maximize the benefits acquired like time, cost and resource savings. While defining their objectives, the organization management must consider tangible business values like reducing cost and increasing profits, and intangible business values like the organization ranking, reputation and stakeholders’ satisfaction.
After having a clear perspective on what are your BIM goals, now let us move to the second step.
If you need to save time you have 2 options, either to hire a BIM consultancy for a limited time to cast the BIM foundations for your organization or hire a BIM Manager with a proven track record to start the journey with you. Option 1 will lead to option 2 in the end, that is why I always prefer to start directly with option 2, but some organizations tend to hire a BIM consultancy in the beginning to avoid the hassle of recruiting a BIM professional without having enough BIM knowledge.
The newly hired BIM Consultancy or Manager will be asked to evaluate the current situation. This means current team evaluation by doing interviews, meetings and tests in search for good BIM calibres and believe me you’ll be surprised with the potentials you have within your team. Also, they will liaise with your IT department to evaluate the organization’s current BIM infrastructure i.e. hardware configuration, how many software licenses do we need to buy based on the team evaluation, etc. Also, they will have several meetings with your department heads to get familiarized with your current internal and external workflows trying to find a common ground to implement standardized BIM workflows, of course, this step could take weeks or months depending mainly on the organization scale and manpower.
Upon completion of the evaluation process the BIM Consultancy or manager will generate a report that illustrates the current situation with a clear moving forward based on their evaluation.
Based on the evaluation report done for the team BIM knowledge, organization BIM infrastructure & workflows and in line with the organization BIM objectives. A strategy should be planned with a list of activities prioritized based on the conclusions of the report. For example, the evaluation report will conclude that current engineering team needs training in addition to hiring some new candidates to boost the BIM production. So which activity should be done first? This is something that should be agreed between the organization management and the BIM Manager/ consultant. Also upgrading hardware configuration and purchasing additional software licenses should be liaised with IT department. Developing the organization’s BIM documentation and Library should be included in the strategy as well as drafting the initial BIM organization chart and indicating the roles and responsibilities. The strategy should clearly define a stakeholders engagement plan based on power/interest grid technique and a risk management plan.
After having a clear strategy that is agreed by the organization management with defined activities that are prioritized based on the evaluation report and BIM objectives. You can finally start implementing your strategy. This implementation should be done on a corporate level with interdepartmental
engagement and on a project level with all stakeholders engaged as well. Of course, the implementation should be defined with a clear communication management plan incorporating best collaboration approach depending on corporate and project scale.
Start your BIM implementation with a pilot project, no matter how big your project is, single discipline or multi discipline, there is a BIM implementation workflow that you can benefit from but ideally the project should include several disciplines to test your team’s coordination skills. The implementation framework will focus on collaboration internally within the organization and externally with stakeholders involved in the project. This pilot project should include measurement at all key stages to really understand how BIM has improved the design and/or construction process. The positive benefits to each stakeholder in the process should also be documented for any return-on-investment calculation. Firms find that the more BIM projects they complete, and the faster and better they complete them, the higher return they get. Just like moving from drawing boards to 2D CAD, moving to BIM may initially lead to some drop in productivity while the system is mastered. To assist with this, it is recommended that the initial pilot project team does not work on traditional 2D CAD projects and BIM projects simultaneously, which could be counterproductive to learning the new system.
Resistance to change is a common human trait. So, moving to BIM requires the positive support of management and key staff, together with setting the right expectations at the start of the process, formulating a road map, and ensuring the appropriate level of training for employees. By starting small and building confidence, and increasing core capabilities and experience, the transition to BIM will accelerate with each new project.
Who we are
Camilion is a young company based in Barcelona that focuses on bringing automation solutions to the AEC industry. Our goal is to help you make the most of your time by providing software solutions that range from software integrations (plugins) to strategic consulting services.
The beginnings
I remember the day I learned that it was possible to customize Revit’s interface. Just the idea of having a custom toolbar with the name of my company and a bunch of buttons inside was so exciting! A new world of possibilities opened before me, and I started to daydream of all the cool things I could add to my very own toolbar to solve the many challenges me and my colleagues were facing on a daily basis!
Of course, the second thought that popped up in my mind was the question: ‘But how does it work?’
In this article you’ll get a quick overview of how Revit plugins work and useful resources for learning more technical stuff regarding this process.
Disclaimer: This is NOT a tutorial, it’s an overview of how the process works. If you’re already a developer or you’ve worked with Revit’s API, most of the concepts outlined here will already be known to you.
Not all buttons are the same
The first thing to acknowledge is that there are different ways of creating your customized toolbars in Revit. Two other common ways include using PyRevit and Nonica. PyRevit is a plugin that let’s you write your code in Python to create buttons with custom functionality, while Nonica is a plugin that allows you to link your Dynamo scripts to buttons in your UI.
In this article we’ll talk exclusively about creating Revit plugins by writing code in C# language and compiling a .dll (we’ll explain what this means later).
Apart from having Revit installed, to write a Plugin in C# you’ll need to install Microsoft Visual Studio to write your C# code and compile your plugins. VS (Visual Studio) is an integrated development environment (IDE) from Microsoft. It is used to develop many kinds of computer programs, websites, web services, mobile apps, etc.
To create a plugin in Revit with C# you’ll need to know:
• Revit
• C#
• The basic Revit API calls for manipulating data in Revit
• The basics of using Visual Studio to create .NET assemblies
The steps involved in creating a plugin
1. Write your code in a .NET compliant language (like C#)
The .NET Framework is a proprietary software framework developed by Microsoft that runs primarily on Microsoft Windows.
Revit has a .NET API which means you can use any of the .NET compliant programming languages (C#, VB.NET, F#, etc.) to develop a plug-in. While each language has its own relative benefits, C# is the natural choice for most developers: it is easy-to-learn, easy-to-use and leverages the power of the underlying .NET Framework.
This step is where most of the real work is done. We can further divide this topic in the following parts:
• Create a new Project in Visual Studio: A VS project is a bunch of files structured in a specific order. This is where you’ll write your code.
• Reference the Revit API libraries: When you install Revit, you are installing the Revit API files somewhere in your computer. Referencing the Revit API means you’re telling your plugin where these files are located.
• Writing the actual code: Here you define all the functionality of your plugin, any windows, popups, warnings, the button’s appearance, tab names and so on.
• Debug your code: Debugging es the process of finding and resolving errors in the code. This is a big part of the work since there are so many variables and ways in which a person can use the plugin.
2. Compile the code into a .dll
The code you have written in the previous step is in human readable form. To make the code readable by a computer, you will need to translate it or “build” it. Once the code has successfully been built, or “compiled”, Visual Studio produces a file with a .dll extension.
This .dll file IS the actual plugin! Everything regarding the plugin is defined in this file… from how the plugin works to what icon the button (or buttons) will have. So how do we tell Revit to load this .dll to our user interface? Here’s where the Addin manifest file comes in.
3. Write the Addin manifest
An AddIn manifest is a text file located in a specific location checked by Revit when the application starts. The manifest includes information used by Revit to load and run the plug-in. An AddIn manifest has a “.addin” extension.
4. Stick the addin file in a specific location
The addin file must be placed in one of the required locations that Revit checks on startup. For debugging purposes you can use the location at: “C:\ProgramData\Autodesk\ Revit\Addins\20xx\”.
Remember that the ProgramData folder is hidden by default.
5. Fire up Revit and rejoice at the sight of your newly created plugin
If you did everything right, when you open Revit, you’ll get a warning that a new plugin has been detected and you’ll see your brandnew plugin there waiting for you to click on it!
Learning how to program is a very fun and rewarding activity. But if, like myself, you don’t have a formal education in computer science, it can be quite challenging to start programming with a language such as C#. For this purpose, below are the steppingstones I personally used to get there over the course of a couple of years:
• Learn Dynamo: The learning curve is short, and you get a great perspective into automating stuff in Revit.
• Learn Python: Regarded ad one of the 4
most used programming languages today, you can use it for thousands of things, from sending mails to web scraping, file management, etc.
• Use python within Dynamo: Python gives you access to the Revit API and allows you to solve problems that would be lengthy and difficult relying on Dynamo alone.
• Use Python with PyRevit: This will give you a first feeling of creating your plugins, complete with buttons and all. Plus, Ehsan, the creator of PyRevit has some great content online that can really help you understand the Revit API better.
• Learn C#: When you feel ready to jump to C#, there are innumerable free courses taught from Microsoft certified institutions (and many of them are free).
• Create your first C# plugin: The last stage of this journey. If you made it this far, you’re a Revit API ninja, congratulations!
These are some of the sources I personally learned from and continue to learn from every day:
• Automate the boring stuff with Python: A free e-book (also in video format) to learn the basics of the language. https:// automatetheboringstuff.com/
• PyRevit: A great (and free and opensource) plugin created and maintained by Ehsan Iran-Nejad that allows you to create your plugins in Python language. The YouTube channel has great resources to understand the Revit API. https://www.youtube.com/channel/UC0THIvKRd6n7T2a5aKYaGg
• Addin Manager (Hot Loading): While you’re debugging your code, you must open and close Revit each time you change something in the code. The Addin Manager is a plugin originally developed by Autodesk to avoid this (this is known as “Hotloading” in the developer world). This program was discontinued in 2020 but there’s an opensource alternative available online. https://github.com/ chuongmep/RevitAddInManager
• Revit’s API: Online documentation for the Revit API complete with samples and examples. https://www.revitapidocs.com/
• Autodesk’s Revit Developer Center: Official documentation for anything relating to development such as API’s, SDK’s, etc. https://www.autodesk.com/developernetwork/platform-technologies/revit
• Autodesk’s Revit API Forum: Most problems you’ll encounter during your journey have already been asked and solved by someone here. https://forums.autodesk. com/t5/revit-api-forum/bd-p/160
• The Building Coder blog: Jeremy Tammik, regarded by many as “The godfather of Revit API” has been posting solid content on the Revit API for many years. Many of your searches and frustrations will meet their end the moment you land on his blog. https:// thebuildingcoder.typepad.com/
• Archilab’s blogs: Anyone who’s used Dynamo for a while has certainly heard of Konrad Sobon through the Dynamo blog or his great Dynamo packages. His website, archi-lab.net has some great resources to get you up and running with creating a Revit plugin with buttons and all. https://archi-lab. net/building-revit-plug-ins-with-visualstudio-part-one/
I was asked this thoughtful question in a panel discussion at an event related to Digital Construction, and this question has stimulated some further sub-questions in my mind. Can we control Corona Virus, Climate change, poverty, wars and increased global population? Are we able to handle all these factors to help our societies? Many challenges and complex situations across the globe impact every single decision within the industry, and we may seem far from controlling it.
Soyes, maybe we don’t control this world. At least at the moment. But I think we can predict it, simulate it and provide solutions for problems that didn’t arise yet. If we take Covid as an example, we can all agree that the Covid pandemic was a harsh lesson for humanity. Still, it helped accelerate the implementation of many technologies and inventions that were developed way before Covid. These technologies will be used permanently after the pandemic. During the pandemic, humanity discovered that we have tons of tools not used in an optimum way.
For example, Countries that had digital Databases for their residents and applications for governmental services were able to control the spread of the virus better and operate for more extended periods during the pandemic. Looking from the same perspectives, companies that had remote working strategies and cloud storage could work more smoothly.
Maybe these entities can’t control the pandemic, and for sure, they didn’t predict Covid specifically. Still, they were smart enough to implement technologies and strategies that could facilitate the continuity of work under the majeure force. Those countries and companies were future-ready.
We have thousands of years of cumulative experiences connected through technology. Suppose you look at the history of the human civilisations taking the pharaoh civilisation as an example. In that case, you will find that they have always built their buildings to be used not only by them but by their descendants. They made sustainable societies.
Unfortunately, at a certain point in our history, and due to the increased discovery of resources, our ancestors might have thought that these resources were unlimited. They started to design for themselves and focused on the instantaneous use of the building rather than the environmental impact. But now, with all the lessons
learned, we know that we need to design for the future, especially when we plan for societies, for example, infrastructure and cities. We need to consider whether this infrastructure network that we build can be used after 100 or 200 years. What will be the capacity of the city by that time? What may other types of utility networks be invented in the upcoming years? Shouldn’t we consider these utilities in our allocations?
And even if we find ourselves unable to predict the future precisely, we need to implement new construction methodologies that allow an easier change in the design if the use of the building changes or the capacities changes. One example is using prefab units that can be removed without destruction and relocated to future needs. Also, increasing the prefabrication reduces site errors and risks as more construction will be done at factories in controlled environments, and only the assembly will be done on-site. Another example may be using Virtual Reality and Augmented Reality to control the construction machinery to elevate the safety of the workforce. BIM, GIS and Digital Construction Technologies became a must to deliver that vision. They give us better control of design and construction that will help minimise the resources consumed during construction and provide better tools for the stakeholders to assess the feasibility of the designs and their future impacts.
Also, after construction, we need to implement digital technologies for operation. For instance, Digital Twins ensures that owners and operators can
collect the required use information to predict and simulate scenarios and then provide solutions and improvements to their buildings as needed.
To brief, I think to help societies; we need to open our minds to predict the unpredictable. We need to be Future Ready.
Can we help
thrive in a world we do not control?Mostafa Elashmawy Photo Source: LINK
Since its inception humanity has been on the move in search of a better socioeconomic living environment. This has led to 3.5% of the global population migrating, of which 31% reside in Asia, 30% in Europe, 26% in the Americas, 10% in Africa, and 3% in Oceania. In 2018, 13% of the global population lived in 33 cities. This included migration from rural-to-urban areas such that cities grow to form urban mega-cities.1 These migratory flows along with the global population heading towards 8 billion people have led to a growing demand for dwellings, workplaces, educational & recreational facilities. As such the construction industry was valued at $7.8 trillion in 2021 and is expected to grow by 35% in the upcoming decade. To cope with these growing demands 13,000 buildings are being created daily, resulting in a 12% increase in construction activity from 2020 to 2021.2 This overwhelming demand has resulted in the AEC (Architectural, Engineering and Construction) industry evolving rapidly over the past decade. As such the industry has evolved to adopt new processes and project delivery methods while introducing new construction methods, technologies, and sustainable materials.
Evolutions related to process and project delivery methods have seen owners and contractors shift from traditional designbid-build to design-build projects. As such 58% of owners have already adopted a design-build framework or plan to switch soon.2 A design-build process allows for projects to complete within budget while being faster, and less risky for the owner and makes communication between the various stakeholders streamlined. This is possible as the process allows for various stakeholders and disciples to work simultaneously.3 In relation to new construction methods, brick and mortar are being replaced by
prefabricated modular constructive elements as prefabricated modules allow for improved quality, productivity, and predictable planning. As such the prefabricated market segment of the industry is expected to grow at 4.7% annually.2
Furthermore, new technologies and tools such as BIM (Building Information Modeling), 3D Scanning along with cloud, desktop and mobile applications are changing the workflows of AEC professionals within the industry. Tools such as BIM help to digitalize the lifecycle of a project while allowing for a seamless collaborative environment to be formed between different stakeholders and disciplines. As such they lower the risk of the project as the information entered allows for better cost calculations and enables disciplines to check the model quality against project-specific requirements.3 Lastly new advancements in building materials such as self-healing concrete that uses calcite-precipitating bacteria in concrete to heal cracks in the concrete over time4, eco-friendly insulating panels made from foam, sheep wool, plants etc5. and the introduction of the circular economy among others has led sustainability within the construction industry to become a key point of focus. As such sustainability within the construction industry along with the use of new technologies and building materials need to be implemented effectively.
Construction costs are continuing to rise due to macro-economic factors such as inflation, lack of supply and higher labour costs. Especially as resources are scares and mismanagement can lead to higher costs and wastage of resources. Hence to manage projects and resources more efficiently adoption of BIM within the lifecycle of a construction project is key. As such from 2011 to 2020 the adoption and implementation of BIM within the sectors of the industry grew from 13% to 73%.6 This high adoption rate has led to a couple of challenges; as 59% of the companies either do not have the knowledge or skills to work with BIM, 36% of companies do not have proper procedures and protocols in place for BIM and 35.2% of companies lack the workforce to work with BIM.2 As such many projects with BIM generate a lot of data. In the last three years project volumes have doubled in size.2 However, this does not imply that all the data captured is useful. For if the data produced is not standardized between disciplines and supply vendors then it goes unused as it might not fulfil the project-specific requirements or meets the standard set within the BIM implementation & execution plans. As such currently 95% of data captured goes unused.2
This unused data can not only be considered useless data but can contain bad data. For if the BIM project doesn’t contain a consistent naming convention, standardized parameters, and properties then there is a great risk of miscommunication occurring between the various disciplines and supply vendors. Additionally, the quality of the produced data from the BIM model needs to be identified, grouped and validated against BIM protocols, guidelines / frameworks, standards, information delivery manuals (IDMs) and project-specific requirements. As bad data can result in expensive reworks. Currently, 52% of all reworks globally originate from bad data and
miscommunication resulting in a yearly avoidable loss of $31.3 billion. As such roughly 9% of a construction project budget goes towards unforeseen avoidable reworks. A 1% reduction in construction costs can lead to $100 billion saved globally.2
Standardizing of data can be achieved using BIM classification standards and IDMs. These are created either by local or international governmental and regulatory bodies that specify specific use cases for certain data structures in a BIM project. As such in the Netherlands, the BIM Loket has helped to define a couple of IDMs such as; NL-Sfb 7, BIM basis ILS 8, NAA. KT 9 etc. to help organize and standardize the naming of; file names, model entities, element hierarchy, classification, property values, spaces, and materials, among others. Internationally classification standards such as; UniClass, Uniformat, OmniClass etc. exist to help classify information within the BIM model for certain sectors of the industry.10 As such data standardization removes unused data and reduces the chance for miscommunication between various parties, thus allowing for a better understanding, trust and collaboration between the various disciplines and supply vendors.
Validating the data quality of a BIM project can be achieved via several cloud (BIM360 / ACC, etc.) and desktop based (Solibri, Navisworks, Revit etc.) software solutions. Based on the project type along with how the data within the project is classified and standardized, two types of validations can
be performed on the model. One is a visual & clash check against the project-specific requirements and the other is a check to validate the (properties, value parameters, entity names, classification) meta-data using rule-based conditional checking. Via the two types of checks, the information modelled within the BIM project can be assessed and bad data can either be removed or fixed. As such RFIs (Request for Information) or BCF (BIM Collaboration Format) issues can be created against areas of concern such that modellers can easily identify these areas and resolve them. By automating the data validation process, information within the BIM models or BIM project can easily be classified based on common property heading or values, validated against standards, rules & projectspecific requirements and issue found can then be reported as BCF or RFI’s to various stakeholders. Where BCF tools such as BimCollab and BimTrack can be used to manage issues.
With the use of BIM and data validation, current workflows can be improved. Where BFC or RFI issues can lead to newer versions
of the BIM models, these can then be managed in Common Data Environments (CDEs) such as Autodesk Construction Cloud for a better Model Coordination between the various stakeholders, disciplines, and supply vendors. Once a new model version is published it can be retrieved, validated and issues once again rectified leading to the generation of a new BIM model. As such the process continues until the construction is complete and the building is ready for handing over. After the handing over the BIM project can be used as a digital twin for facility management and renovation.
In conclusion, data generated from various phases of a project if standardized and validated against project-specific requirements can not only reduce the risk of reworks required but can also improve the life cycle of the building. This is possible as information about the building and project will be accurate and readily available for current and future needs, thus reducing the wasteful usage of resources hence allowing for a sustainable project environment.
Sources:
1. Urbanization and migration. Migration data portal. (n.d.). Retrieved June 6, 2022, from https://www.migrationdataportal.org/ themes/urbanisation-et-migration
2. Grace Ellis | Editor in Chief, & Chief, E. in. (2022, March 23). 100+ construction industry statistics. Digital Builder. Retrieved June 6, 2022, from https://constructionblog. autodesk.com/construction-industry-statistics/
3. Zima, K. (2017, December 1). Impact of information included in the BIM on preparation of Bill of Quantities. Procedia Engineering. Retrieved June 6, 2022, from https://www.sciencedirect.com/science/article/ pii/S1877705817360320
4. Self-healing of concrete by bacterial mineral precipitation. TU Delft. (n.d.). Retrieved June 6, 2022, from https://www. tudelft.nl/en/ceg/research/stories-of-science/ self-healing-of-concrete-by-bacterial-mineralprecipitation/
5. Nine Sustainable Building Materials (that save you money too) TPM Builders. (2021, January 29). Retrieved June 6, 2022, from https://www.tpmbuilders.com.au/sustainablebuilding-materials-save-money/
6. BIMobject. (2022, May 2). Statistics proving bim means business: BPM blog: BIMobject. BIMobject. Retrieved June 6, 2022, from https://business.bimobject.com/en-us/ blog/statistics-proving-bim-means-business/
7. BIM Loket - NL/SFB. (n.d.). Retrieved June 6, 2022, from https://www.bimloket. nl/p/542/NLSfB
8. Bim Loket - BIM base IDS - english home. (n.d.). Retrieved June 6, 2022, from https:// www.bimloket.nl/p/923/BIM-base-IDS--English-home
9. 1. NAA.K.T. Eenduidige materiaalbenaming. BIM Loket - 1. NAA.K.T. Eenduidige
Retrieved June 6, 2022, from https://www. bimloket.nl/p/682/1-NAAKT-Eenduidigemateriaalbenaming
10. Comparison of OmniClass, Uniclass, Cuneco and coclass with reference to ... (n.d.). Retrieved June 6, 2022, from https://www. icis.org/wp-content/uploads/2018/07/2018_ Classification-system-comparison.pdf
Currently within the UK and Ireland construction industries, there is increasing awareness and impetus for quality information management practice, and the need for clients to clearly specify what information or data they require for the design, construction, building handover and operational stages of their projects. As new buildings become more technically and digitally complex, accurate digital information records and quality datasets will become essential sources for whole-life data analysis, decision making, productivity and valuerealisation. Within the public sector, data governance, adoption of standards and the consistent delivery and management of data across a building portfolio or estate can offer clients new and improved ways to compare [performance] between different departments, service providers, models of provision and to identify investment priorities. (HM Gov, 2022)
A‘valueof Information Management in the construction and infrastructure sector’ report by KPMG and Atkins (2021) highlighted that the use of digital information management in the construction sector could offer costs savings at various stages of the asset lifecycle, ranging from 1.6% to 18% depending on the lifecycle stage. Across the average lifecycle of a building every £1 of direct productivity gain in the design, construction and maintenance of newly built assets enabled by information management today could potentially translate into an additional £3.70 in annual UK GDP in 2051.
Whilst an attractive prospect for all new projects, are the same gains equally achievable for existing public sector buildings and their owners, especially if facility and asset management services are outsourced, and traditional methods for asset information capture and paper -based record keeping are still the norm?
Typically, within the public sector, the delivery of quality asset and record information at the project handover stage is far from perfect. Asset registers
tend to be inaccurate or incomplete, missing spatial data, and decoupled from warranties, manufacturer’s information, and maintenance instructions. From the outset this can hamper the ability for an owner/operator to plan and deliver the necessary FM services, and on ocassion, requires the commissioning of independent surveys of brand-new facilities to verify the constructed spaces and installed assets.
The scale of the challenge is further evidenced in a recent publication by the UK Government’s FM Taskforce, which tallies the UK public sector estate at around 300,000 properties. The publication identifies issues with ‘departments and their arm’s length bodies’ asset registers and signalled that they represented significant obstacles to improving FM. It notes differing approaches on formats, ownership, management, and governance of asset data have led to problems around incomplete asset transfers and the accuracy of data at contract expiry. As a result, the key identified risk(s) are that decisions around asset maintenance and contract compliance can or will not be based on comprehensive, accurate and up-to-date information. (HM Gov, 2022)
Such risks are of serious concern, as without accurate asset information, building owners or their operators may be unable to evidence or demonstrate their buildings are safe to occupy, compliant with current legislation, or are being maintained in an economical and energy-efficient way.
So, in consideration of the above, what are the fundamental challenges that public sector clients and the construction industry need to address and resolve?
Below are several suggestions and observations:
• Until recently there has been no specific industry standards or guidance for information management practice and delivery across the whole asset lifecycle. This has changed with the release of BS EN ISO 19650 parts 1, 2 and 3, (2018-2020) and the delivery of supporting industry guidance through the UK BIM Framework.
• Historically, clients have produced poor briefs for their asset information handover requirements and haven’t established the necessary management systems to support their whole-life asset management needs. Again, BS EN ISO 19650 plays an important role in addressing this issue alongside other
Ryan Tennyson is presenting at the BIM Coordinators Summit, and will provide a practical overview on how the Standard Information Management Plan resource was formed to support clear clients and industry needs, the role of the client-side information manager to enable the consistent specification and delivery of quality information exchanges and handovers on each project, and the ongoing resources being developed by SFT and the working group to better manage public sector buildings and their asset information in the operational phase.
industry standards, namely the BS EN 41000 (2018-2020) series for facilities management and the BS ISO 55000 series (2014-2018) for asset management. Both these series of standards identify the need for asset owners and operators to align their information requirements to organisational objectives and business strategies, to support effective and efficient operations of their assets across the whole lifecycle.
• Traditional industry methods for the capture and handover of asset (operations and maintenance) information have not evolved and created inconsistencies in the way asset information is created, collated, and delivered to clients. For instance, O&M and user manuals tend to be conglomerates of electronic and paper-based files, copied into folder sets, and stored in different geographical locations during the operational stage. This approach creates silos of information, which are difficult to keep up to date concurrently as a building and its inherent assets change over time.
Currently within the UK there are several drivers to address the above challenges, which are reviewed in the remaining section.
Following the Grenfell Fire disaster, the UK Building Safety Act has been passed and makes it a legal requirement for owners (accountable persons) to keep an accurate record or ‘golden thread’ of information on their (higher risk) building assets, to evidence and report on the building safety during the whole lifecycle.
Enforcing and managing the consistent delivery and up-keep of accurate building information across the whole lifecycle will require owners (accountable persons) and all relevant parties to adopt and integrate the same standards and processes into their business practices and working procedures.
Two facility management standards have been developed to support the UK Government’s functional standard for property, which sets expectations for the management of all governmentbuilt assets and is mandatory for central government organisations with property responsibilities.
The supporting standards set out the minimum requirements for the delivery of FM services and their management across the public estate, as well as a range of asset data deliverables to support consistency and improvement in the use of asset data across government. Key notable requirements for public organisations are:
• to develop and maintain an FM strategy which supports organisational and operational requirements and follows a recognised standard(s).
• to understand how Building Information Modelling (BIM) relates to their estate and develop policies and processes to enable the organisations to maintain and leverage BIM information in the delivery of FM services (throughout its lifecycle).
• to develop and maintain an asset register that includes a complete list of assets and is aligned to the data structure in the standard. The asset register shall be available for organisations and suppliers to support the delivery and management of FM. (HM Gov, 2022).
3. Resources – SFT Standard Information Management Plan.
Finally, the Standard Information Management Plan has been developed by Scottish Futures Trust (SFT) to support Scottish public sector clients specify, receive, and manage appropriate project and asset information requirements in line with BS EN ISO 19650, the UK BIM Framework and the Uniclass classification system. The resource has three primary objectives:
1. Support a structured and consistent approach in how public bodies specify project information delivered through BIM.
2. Enable delivery of accurate as built 2D, 3D digital information models and O&M handover manuals to support lifecycle asset management.
3. Comply and align with new international standards in the adoption of BIM and digital information management.
Currently, the Standard Information Management Plan is being deployed on a £2bn Scottish Government education programme, which includes new and existing refurbishment school projects.
Through client-industry working group collaboration the resource continues to evolve, improving the ability of public sector clients to clearly specify their information handover requirements at the project outset, and helping industry partners and supply chains to generate and deliver their asset information in a standardised and consistent way.
Figure 03: Standards & processes (needle) guides the golden thread of information.
References
Atkins, KPMG. (2021) The value of Information Management in the construction and infrastructure sector. A report commissioned by the University of Cambridge’s Centre for Digital Built Britain (CDBB) GOV.UK (2022) Golden thread: factsheet. Available at: https://www.gov.uk/government/ publications/building-safety-bill-factsheets/ golden-thread-factsheet (Accessed: 28th May 2022)
HM Government. (2022) Government
Function: Property. Facilities Management Standard. FMS 001: Management and Services. Version 1.0.(Office of Government Property, Cabinet Office)
HM Government. (2022) Government
Function: Property. Facilities Management
Standard FMS 002: Asset Data. Version 1.0.(Office of Government Property, Cabinet Office)
Figures
01: Main components of the Data Architecture backbone. Source: https://dataarchitecture. blog.gov.uk/2018/05/03/data-architecture-ingovernment/ (Accessed: 6th June 2022)
02: Is my building safe? Image by R. Tennyson. Scottish Futures Trust.
03: Standards & processes (needle) guides the golden thread of information. Image by R. Tennyson. Scottish Futures Trust.
In his famous book Crossing the Chasm, Geoffrey Moore describes how innovations make it (or don’t make it) into the mainstream market. Compressed into a two-liner it basically says: Innovators and Early Adopters are keen on trying things out. They are enthusiastic enough to take some risks and challenges. However, the majority of professionals have a different mindset. They want proven trusted, and profitable solutions. Only if this group can be convinced of robustness and profitability will the innovation be accepted as a trustworthy ‘best practice’ in the mainstream market. Of course, this doesn’t happen with a big bang. Once over the ditch, Moore differentiates between the early majority, the late majority, and finally the laggards who probably don’t hit the funnel as soon as possible, but also don’t have a decisive influence on the market acceptance of an innovation.
Standards can bridge the gap between both groups by defining best practices and thus laying the foundation for an innovation that is being adopted by the mainstream market. This may play an important role, especially in new things like BIM and digitalization where benefits are not always so crystal-clear upfront and competitive solutions cannot be so well distinguished. Many businesses have confirmed that standards generate better opportunities for their respective markets. “Who sets the standards owns the market” is a well-known saying that is said to come from Werner von Siemens. This can be understood as a call to market participants to take an active role in the development of
standards if they want to have a say in their markets in the future.
The strategic nature of international standardization has been clearly recognized and consistently pursued by some leading economic nations. The United Kingdom, for example, has elevated its BS/PAS 1192 series of standards to ISO standard status to raise international competitiveness of their construction industry, and China is devoting enormous resources to the development of IFC 5 and systematically seeking key positions in international standardization bodies relevant to promising markets.
BIM Coordinators wanted
BIM Coordinators are key enablers. They know what works and what doesn’t. They know where the bottlenecks are and how to overcome them. Standards reflect the best practices of the respective discipline and should be written by practitioners. And who is more familiar with day-today business than BIM Coordinators? The dilemma is that they have enough on their plate to worry about standards. They are so valuable to their organizations that not a second of their precious time should be wasted. In these boom times of the construction industry, hardly anyone has adequate resources to invest into the future of the market.
Some EU countries, however, make it easier for small and midsize companies to participate in standardization by giving financial support as compensation for their efforts. This clearly addresses the important strategic role of standardization on an economical level.
“Common Data Environments (CDE) for BIM projects – Open data exchange between platforms of different vendors via an open CDE API”
Standardization work is often thought to be a slow and cumbersome process. But there’s a way out. The PAS procedure is a modern, fast-track way of creating standards. The PAS 1192 series of BIM standards is a good example. The PAS procedure is available in many European countries, though named differently. In Germany, we call it a ‘SPEC’. A PAS can be developed within months, supported by the national standardization body. The DIN SPEC 91391 Common Data Environments (CDE) for BIM Projects, for example, took no more than 2 years. A group of competitors, and advisors, came together to shape what the main functional characteristics of a CDE should be since up to then a CDE was merely a concept, shaped by ISO 19650. The DIN SPEC 91391 accompanied this by defining what a CDE actually is as a product class. The result caught international attention and obviously filled a gap. Part 1 is like a plain-language textbook about practical CDE use. The accompanied function list is frequently used for CDE tenders making practical work easier. Part 2 is about open CDE APIs. The interface concepts presented there have been intentionally kept on a very abstract level. Enough, however, to spark the interest to address the topic on a broader scope. The DIN SPEC 91391 has even become a part of the BSI Kitemark certification for Common Data Environments. At CEN Technical Committee 442 an initiative is now to develop a CEN Standard about an open CDE API (CEN TC 442 WG2 TG4). The example shows how efficient fast-track standards development can be.
Download the DIN SPEC 91391 free of charge: https://www.beuth.de/en/technicalrule/din-spec-91391-1/302483139.
As BIM technology is gaining momentum, at the end of the design process, more and more facilities will have very detailed 3D models full of information. Usually, the end of the project is simultaneously the end of the BIM model. And it doesn’t have to be that way.
Withthe help of available web technologies, BIM model can get a new life through a new role. In this way, the value of the invested labor in modeling grows. The possibilities for object management, object presentations, presentations of data obtained from sensors or connecting the object with additional databases are increasing.
The shopping mall Bazzar Novi Sad - the first digital twin in Serbia
This was our first digital twin based on Autodesk Forge technology. It arose during the time of restrictions imposed by Covid, from the need to present buildings to potential customers. Customers can see units that are for rent, to allow them to virtually walk through the objects, download important information, and measure the dimensions that are interesting to them. For that purpose, we used an existing 3D BIM model made in Autodesk Revit.
The company that manages the facility has an insight into which apartments users watch the most and which floors are the most popular.
We also introduced the facility management module, which allows users to apply for maintenance of any element in the apartment—from the repair of electrical appliances to the request for painting or replacing the window glass.
Internet of things
The IoT is one more way to give the BIM model a new role. With the help of the existing BIM model, it’s much easier to visualize data and enable interaction with parts of the objects.
Each air conditioner can be turned on or off remotely based on data from the office attendance recorder. When all employees leave the workplace, all air conditioners in the building are turned off. This saves resources and extends the life of the device because employees frequently forget to turn off air conditioners when leaving the workplace in the summer.
Material catalog on the web and BIM 360 model
Combining these technologies and features offered by Revit, we have created a Web catalog of Xella products. It has information on materials and types of walls, from which users can download the Revit template, that contains all these materials and walls and thus directly models them using Xella products.
https://iotpionirska.herokuapp.com/
https://digitalni-blizanci.teamcad.rs/
The digital twin was a huge inspiration. We had an idea to expand the possibilities and create an application that will facilitate renting and – BIM Real Estate application is born. When a user visits the site, he has an opportunity to view all available apartments (the display changes dynamically depending on the status of the apartment). He can also check the room dimensions or measure parts of the apartment that are important to him. Again, the basis is the Revit BIM model created during the design process.
In the picture, you can see the TeamCAD branch office in Novi Sad, where we connected sensors for temperature and humidity, and the information is displayed in real time. Besides the information displayed in gauges, the rooms also change colors in relation to the current values.
Plus, it is possible to manipulate the device. We can adjust the operations of the air conditioners, check their status, or how much water we have in the water cooler.
If a user is modeling an object in Revit and uses Autodesk Construction Cloud for collaboration, the existing model can be used in combination with our additional application integrated into BIM 360. If a wall is selected, a prospective buyer can see what kind of material the wall is made of.
These are just some of the examples of giving new life to BIM models. The possibilities are endless.
For this solution, Autodesk published a success story at https://forge.autodesk.com/ customer-stories/teamcad
https://bimrealestate.herokuapp.com/
Since Agenda 21 for sustainable development in 1992, there has been a paradigm change in the construction industry towards sustainable infrastructure development due to inadequate resources and to cater for future generations. Construction industry`s processes and products are an essential part of any country`s national economy and industrial development, as it is the driver for economic growth especially in developing countries such as Zimbabwe.
The rate of increase in resource usage the world is currently undergoing requires change of practices in usage and production globally. The world`s population is estimated to reach 9.73 billion from the current figure of 8 billion by 2050. This implies that there will be a need for more infrastructure to ensure availability of basic accommodation and more recreational facilities.
To counter these developments, majority of the world`s towns should be re-planned and reconstructed over the coming decades. To achieve this mindful change towards modern sustainable infrastructure, it requires collaboration among construction stakeholders such as Architects, Cost Managers, Engineers, Environmentalist, Property developers, Project Managers and Project Financiers to reconsider the way buildings are constructed and the need to efficiently allocate construction resources, reduce wastage, cost increases and construction time frames to achieve economic sustainability.
The team has to work together from the start, to make an integrated design through BIM and to ensure they control cost within developer`s budget. Modern sustainable buildings have to be resource efficient and providing value for money to achieve economic sustainability. However, these aspects have to be achieved within minimum possible budget, optimum period of time and to high quality standards. This calls for a professional cost managers’ expertise to ensure that the business case of a construction project is attained.
BIM technology provides an opportunity to cost managers to be more efficient
and effective by improving the quality, accuracy, value and speed for their services through active live link between the design model and cost database especially during sustainable design development when various proposed design alternatives are being appraised through provision of quick feedback and corrective suggestion, thereby ensuring construction resources are used more economically.
Through BIM, cost managers will have more time to share their expertise and knowledge with other project team members. Cost managers will have an opportunity to find out ways to achieve cost efficiency and waste reduction for a construction project through value engineering, carbon costing and life cycle costing.
However, there has been slow adoption and exploitation of BIM by cost managers mostly in Africa due to lack of knowledge/ awareness, lack of training of BIM software, initial the cost of the software and lack of information on the return on investment.
The solution to these problems would be education to the cost managers advising them on the benefits of adoption of BIM and development of compulsory legislation to implement BIM on all future construction projects by all professionals to attain sustainable infrastructure development.
SRC have specified generative design as an innovation deliverable in their new Higher Education and Innovation Centre at Newry. The Scope of Works for the design team includes an innovation clause that specifies the use of generative design to optimise the concept design for the project.
The generative design process will run alongside the main design process to compare the benefits of the former. Both the optimised solution and the final proposed solution will be assessed to see if the generative design might yield benefits in a live commercial project.
The innovation clauses do not require the successful design team to have any knowledge of generative design. This ensures the tender process is not restrictive and remains competitive. A defined amount of design team time has also been specified in relation to the generative design process to ensure all tenderers can price the process on an equal basis.
Under the contract, SRC will deliver a series of workshops to brief the design team on generative design. The workshops will introduce the Architects, energy consultants and cost consultants to the software, which in this case will be Revit, Dynamo and Autodesk’s generative design tool.
There are three key inputs from the design team. The first key input will be confirming their proposed design concept as a solution to the SRC’s schedule of accommodation
requirements. The design concept will then be programmed into Dynamo by SRC using pre-determined input variables.
The second key input from the design team will be confirming elemental costs based on local market conditions. The generative design outputs will be determined by the same elemental costs as the concept design, cost report at the end of RIBA Stage 2. The final key input from the design team will be confirmation of their feedback on the results and the process. This will include the Architect, the cost consultant, and the energy assessor.
The variable inputs for the Dynamo script will be building location, building depth, number of floors and percentage glazing. The concept will be broken down into simple forms which can vary using these inputs. Proof of concepts carried out by SRC to date included a ‘T’ shaped building initially, but the current Dynamo programming anticipates a building with an atrium linking the new building to the existing campus building.
The anticipated atrium concept design has potentially 177,147 solutions to be analysed using splatter charts and spider diagrams. Not all solutions will need to be generated but determining an effective process will be as important as determining an optimised design solution.
SRC have carefully prepared their schedule of accommodation to include a space
adjacency matrix. It also identifies any spaces that have mandatory floor levels. Both these parameters will inform the generative design process to ensure the final design solution can meet SRC’s space requirements.
The outputs being optimised are cost, heating demand and visual impact.
The cost output is being calculated using the elemental cost method in the New Rules of Measurement 2 (NRM2). The rules within this standard have informed the Python programming in Dynamo.
The heating demand is being calculated using Passive House calculations. U-Values will initially be fixed by agreement with the design team based on BREEAM Excellent and the latest Building Regulations. Once an optimised design solution has been determined, the U-values will become a variable input.
The visual impact output has deliberately been included to challenge both SRC and the design team to see if something that is subjectively unmeasurable can be measured. It is also a key aspect of the design brief as the building will further establish SRC’s presence within the City of Newry.
The final deliverable for the design team and SRC is a collaborative report which will share the lessons learned with the industry and which will provide feedback regarding any potential benefits the generative design process could have at concept design stage.
The ability for companies to harness growth potential relating to new processes and technological adoption is hindered by skills shortages across all sectors globally. These skills gaps and the inability to attract the right talent remain among the leading barriers to the adoption of new technologies and processes. This is particularly true for those who are employed in the built environment sector as we are seeing high number of people either leave the industry or pivot into other industries with their digital skills, all fueled by the inability for the construction market to adopt innovation. Crucial findings are documented in the Future of Jobs report, published in 2020 by the World Economic forum, which is a research summary of the jobs and skills of the future, tracking the pace of change across all sectors. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. Some of the data suggests that across the majority of the countries covered in the report on average that over 62% of organisations and their people will require some form of upskilling or training, regardless of the field they work in. This also expanded in the research to a further 11% by 2025, highlighting the urgency of skills development and upskilling in technologies and processes relating to digital uptake across all sectors.
While it is impossible to predict exactly how the construction market will rebound
in the wake of the coronavirus (or how it has so far), our company leaders can and should investigate ideas around the future of the skills required and the way we work to enable productivity and efficiencies in their organisations. The pandemic has taught us that we need to change our approach toward the way we deliver projects and the technologies used to do so. The construction industry will continue to grow in a pace that requires us to consider future learning and future skills. However, it is a critical issue in our sector that only 42% of employees take up any opportunity to reskill or upskill in their roles, only further highlighting the resistance to enable change across the built environment. This coupled with the inability to force people to be back in the office to engage in face to face activities is also proving an enormous challenge today.
At present there are still considerable challenges in finding skilled employees in digital construction or engineering (or even BIM) but even more so across a range of new, emerging roles in our industry. Organisations are consistently citing difficulties when hiring or finding the right talent and many are resorting to extreme measures to retain people with these skills. Emerging roles are beginning to populate the Construction sector, such as Data Analysts and Scientists, Artificial Intelligence and Machine Learning Specialists as well as Software and Application Developers. As you can imagine, skills in these new emerging roles are even harder to source. While an exact skills match is not a prerequisite to making a job transition or even being employed, the long-term productivity of employees is determined by their skill of key competencies in these areas all of which are very difficult to procure.
Another consideration in addressing our skills shortages is how the pandemic has resulted in care activities for children and Women have been fundamentally pressured to either pull back from their current roles, or take a back step in their career. The United Nations Sustainability Goals were developed as a response to the 2030 Agenda for Sustainable Development which are to be adopted by all United Nations Member States. They recognize that ending poverty and other deprivations must go hand-inhand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve
our oceans and forests. These key goals are fundamentally behind in terms of their adoption due to the pandemic which has further provided an issue to the industries of our world.
If we look at Goal 5: Gender Equality, for example, gender equality is not only a fundamental human right, but a necessary foundation for a peaceful, prosperous and sustainable world. This goal is definitely one in which we must address, as the construction industry is currently challenged with a plethora of cultural issues coupled with gender pay gaps, which are only forcing women out of the industry. There is hope that with the evolution of digital roles in construction (and obviously the work we do for Women in BIM), more women will find digital a more appealing career of choice. In March 2021 a further report was published by the World Economic Forum, Global Gender Gap Report 2021, analysing the data and impact of the last few years in regard to gender pay gaps. There is still a massive issue in all areas in this regard, and the progress hasn’t been promising.
If we shift the theme slightly now, there is also a consideration to be made when it comes to newer and innovative technologies. Many organisations are beginning to invest more heavily in innovative processes and techniques yet it is not currently mainstream in the construction sector. Much of the research suggests that new technologies are set to drive growth across industries, as well as to increase the demand for new job roles and skill sets. Such positive effects may be
counter-balanced by workforce disruptions. A substantial amount of literature has indicated that technological adoption will impact workers’ jobs by displacing some tasks performed by humans into the realm of work performed by machines. The extent of disruption will vary depending on a worker’s occupation and skill set. There is already a strong focus across large scale advisory organisations on automation, focusing on enabling menial tasks to be completed using automated techniques, and focusing on humans for the scope of leadership and innovation roles. We should also recognise that there are perceived barriers to the adoption of new technologies. We are not unfamiliar with this challenge, particularly in the built environment where technology adoption, coupled with variations in processes and standards have all hindered how we adopt digital solutions on our projects. As shown in future 26 below the perceived barriers to the adoption not only relate to skills gaps in the labor market, but also across leadership levels, which is a prime example of the limitations some organisations have in terms of the adoption of Building Information
As noted above, primal human qualities and skills will be required to support how we interact with technologies and the strategies around implementing them in our organisations.
On top of the issues relating to the way we adopt new technologies, there should also be an understanding internally within our organizations as to what skills are required. You will see by the diagram noted here in the report that the top 15 skills are not only relative to advanced digital process, but rather for analytical thinking, active learning and leadership amongst a few in the top 10 skills required. This type of data can be used as a framework for how organisations develop a data driven approach to skills measurement and upskilling which is now somewhat unfamiliar in the context of the construction industry. Wait and see is generally what we hear, when many organisations are in some ways moving too far ahead in adopting complex digital solutions which are not practical or human and therefore not appealing to people.
The pandemic, technology progress, and ways of working all are fundamentally impacting on how we learn, what we learn and the ways in which these new skills are being perceived and required by the Construction Industry. If there is anything to take away from the last 3 years it is that we can never predict what is about to come to us, we can only try to keep up with innovative solutions to allow for our organisations and people to feel inspired. Individuals do not retain their loyalty to
organizations due to wanting to upskill, they will stay if they are required, if they are celebrated and of course, if they are rewarded. The only way to achieve this is to provide an avenue for career growth, fueled by process, technology adoption and change. It is a challenge to keep up with all of these challenges, yet we now have the opportunity as an industry to change, to grow and to constantly innovate, which we should have been doing for some time already.
Facility Owners today exist in a world of constant change and must stay flexible to adapt to any disruption – good, bad or indifferent. To carry out this ‘small feat’ and perhaps more than anything else in their organization’s world – they need full access to their assets and environments virtually.
As we saw in early 2020, a corona virus turned all of us on our heads. Now imagine the scenario inside the walls of any hospital. Not as a patient, but as the Manager of a facility needing to understand very quickly how to achieve social distancing, how to transition rooms to a negative space for containment, how to adjust building systems and more.
As the Owner begins to realize their facility through a virtual environment, the idea of a digital twin becomes clear. This begins to inform the development of Owner Standards for turnover at the project’s end, allows them to see what they need access to before it is built and opens the doors to communication between consultant teams.
Yet Owners are running into walls and roadblocks at every turn in achieving a basic Digital Twin environment. Why this is and how can the AEC industry align to Owner needs in managing a facility from a singleentry point while being flexible for lifecycle changes and constant renovations?
The Owner Standards and Guidelines
Owner teams need to supply Design and Construction Teams with the requirements for the turnover at the end of any project. There exist plenty of examples to develop Standards like Penn State’s Owner Guide , Building Smart and NBIMS-US to name a few. By setting up Owner Standards, teams can know straight away what is expected, plan and implement the steps to align to Owner needs.
The Standards should layout, at a minimum, the naming standards for models, data points, parameters, even the format and naming of documents relating to O&M, Cut Sheets,
Warranties, etc. Preferably the Owner is also defining the collaboration platform as well as software and versions to be used.
As a project begins, budget, scope and Owner Standards are provided to the consulting teams, the groundwork is set in supplying a more robust turn-over package, we can start to see the end goals for the models, data and documentation at kick-off.
Implementation of the Owner Standards should also define the milestones for turnover at critical stages of a project. This allows for the ongoing review and collaboration of requirements, ensuring teams are staying within alignment as well as early development of data points to be captured.
With this starting point in hand, the setup and integration of the Owner Digital Twin environment is not only in alignment to Owner Standards but is laying the groundwork for the integration of newer technologies within the Digital Twin over time.
We have already seen the plethora of Digital Twin technologies and use cases expand at a breakneck speed in just a couple of years. From a simple environment for the Operations team to predictive analytics, generative design and live system data streaming on ever-expanding Owner dashboards.
What is important to keep in perspective, is listening and delivering what the Owner requires at close-out for a given project. If we set up the project per the standards provided and those standards do not speak to integrated building sensor data, then it does not need to be provided at that time. But what we have done is set the Owner up for success not only in their current Digital Twin but going forward for future integration of building sensors and analytics. Traditionally, Owners have a need for ‘seeing’ information about their facilities for a variety of reasons: Square Footage reporting for Lease agreements, Medicare/
Medicaid reporting are a couple examples. Historically, this is ‘accomplished’ via excel spreadsheets across many departments and likely reside on multiple user desktops often with no active connection to a 3D model or set of Cad plans.
Additionally, various departments likely hold onto their own PDF sets which aligns to their needs for day-to-day requirements, but these are duplicated across departments, static in nature and can break down over time.
At the onset of an Owner’s Digital Twin, the framework for a data thread is only beginning to be realized. As more facilities come to have a Digital Twin, the necessary framework is being proven and will begin to inform future analytics, connecting operations and functions which in-turn allows for accessibility, establishing the Information As-Built environment. As stewards of the AEC industry, we must pay attention and provide information to align to Owner needs, defining and developing a foundation for the Information As-Built and allowing for expansion and flexibility to innovative technologies.
The Digital Twin during design is purely virtual, no physical ‘thing’ exists yet. And as the industry commonly defines a Digital Twin as ‘a virtual representation that serves as the real-time digital counterpart of a physical object or process’, some have asked if this is a Digital Twin? A better question might be are we aligned to Owner Standards?
It doesn’t matter what we define a Digital Twin as; what matters is that we are providing the Owner team information which can be applied to budgets, scheduling, and projection data over the lifecycle of the facility. The process is a foundation for the Project’s Digital Twin helping to align with Owner needs as well as what is important for them as the operator.
As the project nears close-out, certain activities need to occur to get to our ‘Day One’ digital twin set up. Critical components to review for alignment to Owner Standards:
• As-Built Record Models federated to Owner Standard.
• Asset data assembled and updated to infield install. O&M, warranty, specification, approved submittals compiled.
• Space/Room data assets and systems have been identified to the given space.
• Parameters correctly named and data points populated.
‘Data’ is a big word. It is used across almost every industry, and we have all heard that ‘data is more valuable than oil’ or perhaps more accurately, ‘data is the oil of the digital era’. For Digital Twins normalizing and organizing the data must come first. There exist two main data environments for integration to the Digital Twin database. Owner As-built models: A compilation of discipline models developed during the project. The Owner’s design technologist establishes a federated model environment for the Owner, allowing for centralized model data by discipline which standards can easily be applied.
Documentation: is a big piece of the data pie rarely talked about. It is normal for the GC team to provide a PDF book of all O&Ms in one single document, or sometimes, when it gets too large, they may break it into two documents or even break it up by Divisions. Either way – consider the problem of connecting an asset to an O&M if the document resides in a 958-page PDF. How will the database ‘find’ the correct document? What will it display? Is the intent to leave the Owner team to search the 958-page PDF to find a sump pump or centrifugal fan?
If a document for an asset is buried in a PDF book, this is not easily associated to the asset. The goal at a minimum is efficiency of
the database in accessing assets connected to documents, systems and spaces.
By breaking documentation by asset type, it becomes easier to find, search, review and maintain by the Owner team. Improving accessibility by the Owner team, documents are organized and the database remains flexible.
Digital Twins provide a range of services; from predictive analytics of building operations to individual asset performance as well as monitoring of large complex systems, they include at a basic level reliable virtual representations which can be integrated with both third-party platforms, developing technologies and connected to simulations and machine learning processes. With this approach the Owner is ready to progress in the Digital Twin environment and can expand as needed. Overall, an Owner’s Digital Twin should realize the convergence of data from disparate sources and formats while remaining flexible and scalable and above all – Be Accessible on Day One!
Projectconceptualization has the largest impact on the functionality, performance, and cost of a building - this is when key decisions about layout and aesthetics are being taken. Although the depth of data required to make these decisions is best served by BIM, it is understandable why architects are reluctant to use BIM tools in the creative process.
A couple of years ago, MRVDV pioneered a system to involve the residents of Hamburg in an urban rejuvenation plan. The Grasbrook Maker was envisioned as an interactive, multi-user platform to democratize design. Architects set up the design framework within which participants could place public buildings.
Collecting inputs from multiple stakeholders is fundamental to design and construction. Every project, from a residence to an urban masterplan, involves a team of clients, architects, engineers, contractors, financiers, government bodies and many more.
Moreover, the key principle of ‘Building Information Modelling (BIM)’ is to frontload decision-making to control costs and time. This means that collaborative design must begin at the concept phase, to significantly improve costs, design and even the project timeline. Projects become efficient when all the stakeholders are involved right from the start, i.e., higher profits, lower costs and fewer delays.
While the concept of BIM has created a dent in the design to construction process, the tools that support BIM have users wanting more. The BIM tools today, are too complex to handle the fluid nature of design at the concept stage. That’s the reason why ‘non-BIM’ tools like AutoCAD, Sketchup, or Rhino continue to dominate concept design. These programs are fast and flexible, helping Architects iterate over their designs easily.
However, the use of these programs is highly inefficient because they:
• Are not compatible with each other, leading to rework (lack of interoperability)
• Don’t support collaborative work
• Are not BIM (lack of actionable data or feedback
This means that most of the work done on BIM is only documentation and coordination.
Imagine an alternate scenario where project stakeholders can:
• Design collaboratively with real-time data to support their decisions (costs, compliance, quantities etc.)
• Rapidly turn ideas into a detailed 3D model
• Avoid rework completely
• Communicate with all stakeholders on a single platform
We can see that by focusing on collaboration, data and interoperability right from the start, projects are bound to be more efficient. What we need today, is the right tool to bridge the gap that exists at the early project stages. With Snaptrude, we’ve managed to come closer to bridging the gap.
Unlike other modelling tools, users on Snaptrude can invite their teams for real-time collaboration at any point in the
design. It’s like a live brainstorming session but, instead of using a whiteboard or sticky notes, users rapidly model their ideas in 3D. Snaptrude’s commenting capability also allows participants to record their thoughts on the 3D model, streamlining communication between stakeholders.
To simplify the modelling process, users work with masses (3D volumes) instead of lines. A mass is a data-rich element that can be sculpted like clay on the digital canvas.
But the strongest differentiator comes in the form of data automation. While the user is busy designing, the software automatically populates data like areas, costs and quantities in the background. This ensures that stakeholders are always aware of the implications of their decisions on cost or compliance.
The biggest roadblock as we saw, was in the possibility of pushing a concept model to a BIM tool. While firms manage to achieve this with the help of plugins and other third-party applications, these solutions are never reliable. When we designed Snaptrude, we picked the best of existing concept modeling tools and BIM programs.
Today, it’s already possible to export a model to IFC. Soon, users will also be able to import to or export from Revit. This allows BIM enabled firms to use Snaptrude in two ways - as a collaborative brainstorming tool or a schematic design tool. Existing Revit files can be imported to Snaptrude for clients and other collaborators to view and comment. Design changes can then be validated with real-time data before pushing them to Revit. Or, the firm can start designing on Snaptrude and push the model to Revit for documentation, with no data loss. This possibility of seamlessly moving data between Snaptrude and Revit alone will save users hundreds of hours.
By creating a unified design environment, Snaptrude is helping teams centralize data, remove silos and supercharge productivity. Of course, our goal is to take this a step further by building Snaptrude to handle everything between concept, construction and beyond.
Digital Twins evoke many emotions ranging from excitement to frustration. Why? The term can mean many things, and therefore causes much confusion unless everyone in the conversation knows exactly what is being described.
Abit like the term ‘Asset’. An Asset is something of value either financial or physical. And in either case can mean a vast plethora of very different things. A financial asset can mean a brand, goodwill, cash, receivables, inventory, stocks, bonds and so on. A physical asset can mean a vehicle, a building, a piece of equipment like a pump, furniture and so on.
Just imagine a conversation involving the term ‘Asset’ without properly qualifying what it is between parties from very different domains. I suspect the conversation will not last too long!
The term Digital Twin has a similar problem as it can apply to products, systems and processes, which could be virtually anything across many industry segments. Different types of assets in the built environment, an energy grid system, manufactured products, and a manufacturing process, are just some examples. And within each of those industry segments, Digital Twins can mean any number of specific solutions that target specific use cases.
So what must we do as an industry to alleviate the confusion relating to Digital Twins in the Built Environment?
1. Recognize that Digital Twin is a ubiquitous term to describe a vast array of solutions that may sit within any stage of a project’s lifecycle (planning, design, construction, commissioning, operations).
2. Remove bias by not having a constrained view of what a Digital Twin is, based on one’s own area of expertise / exposure.
3. Recognise that Digital Twins can either be pre-baked ‘products’ (think of it as a square peg of a certain size that will fit into a square hole of the same size), or customised solutions that are composed to address vast array of use cases.
4. Distinguish between the adjacent but distinct concepts of ‘twinning’ (creating the world model) and ‘twin enabled solutions’ (use case driven solutions that leverage and extend the world model).
5. Recognise that the expertise for ‘twinning’, and expertise to build ‘twin enabled solutions’ may come from very different firms, across various phases of the asset’s lifecycle.
If the world model is tightly coupled to a set of pre baked features (typical of a Digital Twin ‘product’), the investment in ‘twinning’ cannot be leveraged in full. It would be best to leverage a Digital Twin Platform that decouples the world model, and makes it available for many twin enabled solutions.
The Architecture, Engineering, Construction and Operation Industry (AECO) in Ireland, is engaged in a technological change which is intended to achieve ambitious objectives in terms of 20% time reduction, 20% cost reduction and 20% exports increase. The fact that the BIM methodology is becoming widespread among designers and builders in Ireland, many contractors and QSs find it difficult to implement 5D BIM for QTO and costing.
5DBIM can be defined as the process of applying costs to the model. Quantities takeoff can be generated from the 3D model and exported to a costing software. In a 5D environment, the Quantity Surveyors (QSs) and estimators can participate in data exchange within the BIM workflow from the design stage and provide better advice to the clients, exploring more efficient ways of improving building design, costs, and performance.
5D BIM adoption is still very slow and some QS practices do not have enough technological advancements to export Quantity Take off (QTO) from 3D models.
Quantities are the primary source that if organised into the Bill of Quantity (BoQ) and related to unit cost of material, additional costs, labour, and time, allow cost consultants to obtain the final account of the project.
Costing, and the Bill of Quantities, are prepared traditionally using drawings to perform manual QTO while completing costing tasks, a process filled with potential for human error.
By using the 5th dimension of BIM, and utilising costing software such as: Navisworks, CostX, Vico, Mudshark, etc. can import the information from the 3D model, to make groups and add cost to each component. The information Take off can be updated each time from the 3D model and allow contractors, subcontractors and project teams, to produce accurate costing
information with model element attributes such as size, area, object family type and productivity projections.
Despite the difficulties in applying of a new technology, the QSs are beginning in an incipient way, to use BIM workflows in which the QTO is carried out by programmed routines, that can extract dimensions and, measurement data from the 3D models and to export them, into costing programmes.
There are multiple reasons and issues for the 5D BIM adoption of QS professionals, that can be classified under three sections as shown in Figure 1.
The resistance to changing the way of working, the lack of BIM capabilities, the silo discipline education as well as the fear of the unknown and to assume new roles are the main people barriers.
Despite of the QSs understand that the BIM methodology represents a significant technological change, that is transforming the way of producing and sharing information in the AECO sector, this is perceived with fear of the unknown and of assuming new roles for which it is necessary to acquire new technological capabilities.
Implementation of 5D BIM requires investing in training the staff and acquiring software licenses whose cost is significant, especially for small practices. BIM is much more than 3D models; It is a methodology of collaborative information management and whose application requires knowledge of the standards and the early implication of all stakeholders from the design stage.
Regarding Process barriers to 5D BIM adoption, the exclusion of the Main Contractors and Subcontractors from the early design and project planning, the lack of maturity of IPD (integrated project delivery) BIM maturity in Ireland and the lack of Government Lead as well as the lack of request of 5D BIM by customers, make difficult the 5D BIM adoption.
Many clients have a limited understanding of the BIM methodology and poorly trained staff on this methodology, so they do not demand this kind of services from other professionals in the sector. The cost of staff training is significant and requires time to incorporate these new knowledges into workflows. This affects the QSs in a significant way, whose incorporation into
the project in traditional practice is in the delivering stage, while for a full integration within the BIM methodology require a collaborative approach from the early stage of the projects. QSs are not incentivized to engage or collaborate within the 5D BIM environment and the Government must take the lead and mandate for Public Sector projects encouraging the early engagement of QSs within BIM workflow.
Other significant barriers to 5D BIM adoption are that Clients are not paying for BIM services and this discourages the use of the BIM methodology. Fees need to be restructured to include any additional 5D BIM services.
Nowadays, there are also significant Technology problems to 5D BIM adoption, that require further investigation by software vendors in the same way that the designer software has been developed for their specific requirements.
The incorrect classification of the elements in the model makes it difficult to automate the extraction of the quantities and manual interventions are required to complete the process. This problem classified as technological as well, in my opinion, is a process problem whose solution requires the integration of the QS’s role from the design phase and establishing the information requirements that the models must include as well as providing a guide for designers for modelling with a collaborative approach.
Currently, many activities of QTO and costing must be done manually, such as: Link several models such as architectural model, M&P model, structural model and so on, with 5D platform to extract quantities and to export the derived quantities to costing programmes. Once again, acquire digital knowledges as well as to know how the 5D BIM tools work, are the key and starting point for the QTO automation process.
The lack of QS Model View Definition (MVD) is another of biggest technical issue and it is considered a great barrier to QS 5D BIM adoption.
MVD represent subsets of the IFC schema
defined by buildingSMART International and group together certain information useful for specific workflows or uses.
Due to the lack of a specific 5D BIM standard, there is not an approach to cost planning and the production of Bills of Quantities (BOQs). All functional components of the design, such as slabs, floors, external walls and so on, are organize within a Work Breakdown Structure (WBS). Into the categories of the WBS, overall estimated costs are allocated to the elements of the project.
Nowadays, exist many WBS in different regions and even within different sectors of the construction sector which makes it impossible for BIM software manufacturers to add all the WBS code in the objects due to the number of existing standards. Presently, to address this issue, QSs must add these codes themselves in the authoring model application or append them in the 5D costing tool. Doing that, QTO can be filtered based on this WBS and produce a cost estimate.
The accuracy of the information extracted from 3D models is other significant Technology issue that has a big impact on costing calculation.
Software vendors set up the quantities to be extracted from the 3D model, in accordance with their own parameters that do not follow any recognised method of measurement, therefore, the QTO generated by different applications, can produce Bill of Quantities (BoQ) with significant variations. To address this issue, the Royal Institution of Chartered Surveyors (RICS) and the Society of Chartered Surveyors of Ireland (SCSI), integrates on the International Property Measurement Standards Coalition (IPMSC) are in the process of developing an international standard of measurement that will it be a guide to 5D BIM implementation.
Nowadays, the 5D BIM dimension become more relevant for the QS and there are many recommendations and initiatives to overcome the existing barriers and achieve an effective adoption of the 5D BIM dimension as shown in Figure 2.
In order to facilitate a complete 5D BIM implementation, further research and development of technological solutions is required that avoid excessive manual intervention in the extraction of quantities process as well as better interoperability between the Authoring software and the
5D BIM applications. The development of a specific measurement standard as well as the standardization in the WBS will facilitate the extraction of quantities process and will increase the accuracy of the information obtained.
We can agree that the term innovator is currently a very loaded term. Recall the countless PowerPoint presentations with the word innovator or one of its variants. Additionally, using Google Ngram Viewer, we can see the exponential use of the word in books in the past couple of decades. The term Innovator has become so fetishized that title bearers attain demigod status. All this emphasis on the Innovator inaccurately glorifies the process of innovation, discouraging everyday innovators. By recounting a personal story, I outline a couple of ways to encourage more of us to innovate.
The origins of the word can be traced to before the industrial revolution. Even in that era, it was a loaded word, albeit differently. While it is presently a desirable title, being labeled an innovator in that era could mean someone was also carving your epitaph. If you were an innovator or perceived as one, you could easily lose your limbs, be imprisoned, or be sentenced to death.
The Architecture Engineering & Construction (AEC) industry must solve overly complex problems with limited resources. Hence, rather than taking extreme positions on innovation, I hope to awaken the inner Innovator in all of us by illustrating a more moderate stance on the term.
We need to develop resilient solutions. But can we afford only a select few among us as designated innovators?
Of course, not!
Hagiographers of innovators often attribute innovations to a single person or a single moment of invention. However, epistemologists of science remind us that inventions are based on several interconnected more minor innovations. A significant innovator does not stand in isolation. They stand not just on the shoulders of giants before them but crucially on the shoulders of ordinary innovators before them.
Presently, many would agree that Elon Musk is an extraordinary innovator. Notwithstanding his extreme self-belief, even he attributes his innovations to a sum of many more minor intricately connected innovations. I say this not to minimize the value of innovation or diminish the value of crucial innovators through history. Equally, I do not suggest final products of all processes are innovations; and, therefore, everyone is an innovator. Instead, I aim to encourage us all in the AEC industry to awaken our inner innovators by de-fetishizing the term.
We can trace the word innovator to the sixteenth-century Latin verb innovare, meaning ‘to renew, restore’. It also means ‘to change’ into new. At the core, the main task of AEC professionals is to change the form of materials, creating something anew or restoring it. Here we are fundamentally speaking of innovation. Hence, whether we like it or not are collectively participating in innovation.
We must solve problems at a scale never encountered in history, so we cannot remain complacent. We do not have the luxury of depending on solutions from a few designated innovators. Instead, we, collectively, must become innovators, finding creative solutions to complex problems. We are obligated to discover the next fire collectively, warding off danger and the next wheel propelling us into meaningful, sustainable development.
How then do we awaken this Innovator? I suggest two ways we can do this: learning shamelessly and listening empathetically. What I am about to present is not ‘scientific’ proof. You can call it an anecdotal personal story or an autoethnographic vignette. Regardless, it is a personal story of the love of learning that has not been shared beyond family. By sharing it, I hope it illustrates an uncomplicated way toward innovation.
Going back three decades to my high school, I took Calculus. Unsurprisingly, I was confused, excited, and frustrated. My seventy-four-year-old Grandma, Mary, was living with us during that time. She was born in 1910 in South India and barely completed eighth grade. It was more than six decades since she picked up any math book; even then, I doubt her books mentioned Calculus.
Every day when I got back from school, I noticed my math books were missing. I soon realized that my grandma was ‘stealing’ my books. Why would a seventy-four-year-old
want my Calculus books? I scoffed in my head. I hoped she was not using the books in place of a stand for her masala bottles.
In a couple of weeks, as if stealing my books did not cause my self-absorbed teenage version enough frustration, grandma started to teach me Calculus. She looked over my shoulder and pointed out the mistakes I kept making. Every time I mumbled—inaudibly, of course— show-off! My teenage-self was thoroughly irritated with this puny seventyfour-year-old teaching me Calculus which she learned by herself.
Yes, I was annoyed! However, unbeknownst to me, my grandma gave me one of the most significant gifts. Well, two! First was the example of the love for learning shamelessly, learning purely for the sake of learning. Second, it showed me the value of listening and observing empathetically. Listening and learning how she solved Calculus problems, I began to learn how to learn.
Grandma learned shamelessly without fear of failure. There was neither a carrot nor a stick that drove her to learn. The joy of learning brought a smile to her face, and that smile is still fresh in my mind three decades later. It was learning purely for learning—creating knowledge from existing information. Of course, I cannot say for sure. Maybe she just wanted to show off to her teenage grandson.
Undoubtedly, my ego was bruised. With less ‘education’ than me and as someone who had not opened a math book in six decades, my grandma figured out Calculus problems before me. Licking my wounds, I wanted to see how she did it.
What ensued was my first lesson in empathetic listening. Not what the book or teacher prescribed, but to listen to her experiences of tackling the problem. I looked at how she tackled Calculus problems. It was a masterclass in reverse engineering. She worked out patterns in the example problems. But importantly, it was an excellent opportunity for me to watch someone learn for the sake of learning.
I noticed that she learned shamelessly. Anytime she was remotely confused about a word, she would look it up in the dictionary. That was the first time I looked up the phrase Calculus. Until that point, I assumed I knew the meaning. It was an important lesson in not assuming what you know. Learn Shamelessly!
Rediscovering the joy of learning is the first step toward awakening our inner innovators. So, rewind that imaginary clock and take yourself to a place when you were a little kid. Now, think of the joy learning new skills brought you. Remember how shameless you were as you learned new skills – just learning purely for the happiness it gave you. Whether making something or restoring something, recall the process of learning and the joy it brought you regardless of the outcome. Learning is what enabled us to survive as a species.
How else can we learn to learn? Here, counterintuitively, I suggest another essential tool is empathetically listening (and observing). Developing an empathetic ear helps us understand problems from different perspectives. I am not suggesting that we should uncritically agree with every other view. Rather, we look at other perspectives that open additional possibilities for new and improved solutions.
and observing empathetically. So, let us start learning shamelessly and listening with empathy as we continue to solve complex problems.
When we listen empathetically, it takes us out of our comfort zone. It is fundamental to learning to learn because it opens multiple ways of solving problems, leading to better solutions. It forces us to challenge our assumptions, refine assumptions, and test hypotheses, which helps us produce better solutions. Moreover, it changes our mindset and focuses on thinking about the end-users of solutions.
Given the magnitude of our problems, let us strive towards acknowledging everyday innovations and making innovation quotidian. I hope my personal story illustrates two ways we could make innovations part of our daily lives. First, learning without shame rekindles the joy of learning, enables us to learn, and makes innovation more feasible. Equally, we gain insight into other perspectives by listening
I thought I knew the meaning of Calculus because I was deep into the school term. I was wrong!
At the start of the year and one month into a new job at ALEC, I felt the timing and opportunity was right to bring in a software platform to act as an ‘information hub’ that would enable us to begin building new ISO 19650-aligned template resources, in preparation for our organisations BIM Kitemark certification later in the year.
I’dwanted to try this approach for a couple of years as I had seen the successes had by pioneers such as Rob Jackson at Bond Bryan Digital when implementing similar underakings using online solutions (notion & airtable) for developing and managing information requirement / project execution ‘documentation’.
We decided to go with Morta, and after a short trial it became apparent this was the right solution for us. It had the desired functionality, a good UI and was impressively flexible. We are now five months into the annual subscription for our Digital Construction department and haven’t looked back since.
After some initial training and guidance, building the BIM execution plan online became more efficient. Being able to drag/ drop sections and subsection content to reorder, and creating tables where specific text could be entered just once, but be displayed in multiple places for varying purposes (we all know how many times we have to type the same information in multiple locations with a Word-based BEP) was even somewhat cathartic.
Tables are where Morta excels though (no pun intended), with support we were able to build a dynamic information delivery plan, with linked tables informing pick list codes, and then permission controlled ‘views’ of the IDP facilitating task information delivery plan data entry informing the read only master information delivery plan view. With a little bit of python scripting, we were able to keep plain language descriptors against the field codes, but only deliver the code element from each field into the concatenation script to populate the information container ID. On this project the client’s information naming convention also had parent-child dependencies between a couple of fields, such as ‘document type’‘document subtype’, and ‘area’-‘venue/ building’. In Morta we were able to create these dependencies so that after selecting the parent code, only the applicable child codes would be displayed in the picklist. We were
also able to build in some simple validation rules and tooltips to help users enter data correctly. I’ve worked with Excel gurus in the past to build similar approaches, but these are prone to breaking and human error from bitter experience.
Deploying resources on a project successfully confirmed the direction was right so we started to build ISO 19650-2 ‘lead appointed party’ template resources in Morta from scratch. As I’m writing this, we have just finalised our ‘Information management hub (templates)’ project, housing templates for;
• Information management function assignment matrix
• (pre-appointment) BIM execution plan
• Mobilization plan
• Detailed responsibility matrix
• Exchange information requirements (LAP)
• Information delivery plan (TIDPs-MIDP)
Note that we have decided to record information risks along with other risk register items within our ERP, as well as sending out and recording capability assessments.
I’m looking forward to presenting at the BIM Coordinators Summit on this topic and show how some of these resources have been built, and dynamically link to each other in places. We have also connected Morta via their API to other software such as CDE solutions (Aconex and BIM360 Docs), to automate progress reporting and highlight any mismatch between planned (IDP) vs actual (uploaded to CDE). The possibilities are expansive!
For me this kind of approach and solution is also very scalable, and I hope to support other departments in the company. My advice if you haven’t already, is to trial Morta or similar solutions to start digitizing documentation as well as the processes and deliverables we generate and exchange throughout the BIM process.
The Critical Success Factors (CSF) are strongly linked to barriers, benefits and drivers of the BIM implementation process and it will be reflected in this article. Figure no. 1 depicts some Critical Success Factors based on year and author.
Muhammad et al. (2019) identified an important fact that, only few studies have examined BIM adoption issues, but a comprehensive study highlighting issues in multiple dimensions is still missing, hence the need of such study is still awaited.
An excellent approach by Olugboyega and Windapo (2019) to understand and depict the complexity of a BIM application curve in context of project complexity and BIM effectiveness is shown in Figure no. 2 below. The major BIM implementation concerns owing to the problem of finding the balance between BIM effectiveness, BIM value, project success, and project characteristics which are the challenges of applying BIM on construction projects as per Olugboyega and Windapo (2019).
As AbuEbeid and Nielsen (2018) explained, in developing countries high levels of adoption has been hindered by the initial high costs, lack of skills in implementation and lack of enhanced standardization of the guidelines at the national levels. The latter challenge is being identified in UAE by all major stakeholder already and it is being addressed by joining to international buildingSMART as a ‘New Chapter in Development’, as it is announced by Mercer (2020) from buildinSMART.
status of BIM adoption in UAE construction industry, where the factor categories have been identified as dimensions for ease understanding.
The three main dimension affecting BIM implementation are as follows:
• Technology dimension about interoperability between applications, software compatibility, authorizing and monitoring of the quality and progress of construction, design clash detection and visualization and BIM standard and protocols.
• Organizational dimension for BIM professionals, vendors, professional trainings of BIM technologies, and support of Clients and senior management.
• Attitude dimension which includes interest in learning BIM, BIM awareness and willingness to use BIM.
In conclusion the challenges are well known by most professionals and industry stakeholders, and are being addressed in various projects all around the world towards a more common and unified solution under the umbrella of ISO 19650 standards.
Mehran (2016, p. 1114) has explored the
An overview from someone who has experience with several international companies in the Façade & Cladding sector involving design, fabrication, site installation and contract management since the early ‘70’s, on some of the largest and most prestigious contracts in the UK and Ireland.
TheGrenfell Fire Disaster in 2017 has resulted in the commissioning of an Independent Review of Building Regulations and Fire Safety in the UK, and new legislation is presently being implemented throughout the Construction Industry that will have serious consequences for stakeholders, and while we have our own legislation here in Ireland, there is a great need for change to an ailing industry that has been slow to accept modernisation down the years.
However, change is on the way with IPD, which is Integrated Project Delivery, and facilitator BIM, Building Information Modelling, together with the introduction of BS EN ISO 19650 code of practice, access to architectural, engineering and construction information as early as possible, this is essential for IPD to succeed.
BIM is fundamental to the way the project is set up and managed and ensures that appropriate information is available in a suitable format so that better decisions can be made during the design, construction and operation of the building throughout its entire lifecycle.
Client and designer exclusive participation during pre tender stage results in lots of design issues, building clashes, contract variations, etc. not becoming evident until contractors come on board, and then total bedlam ensues, and with programme deadlines looking dubious, this can lead to the instigation of a claims process, that sometimes ends in court proceedings, altogether not the ideal formula for a successful project.
Collaboration is essential to identify all stakeholders that would include a large number of diverse discipline with an Independent Assigned Certification and Quality Control process as early as possible, and then by introducing the people, practices, business structures and systems collaboratively that would reduce embodiment and waste, optimise efficiency in Design, Fabrication & Construction, these reforms will introduce innovation and efficiency which eventually will result in a successful outcome.
It is essential that the client’s team establish the broad principles of collaborative practices as early as possible so it can be included in the tendering documentation. This ensures it will be discussed in detail at the consultant team meetings, specialist contractor meetings and start-up meetings.
Good organisational working practices might include:
• Clear lines of communication and authority.
• Protocols for dissemination of information.
• Collaborative competent teamwork in procurement.
• Regular workshops.
• Problem processes based on solutions, and not blame.
• Continuous benchmarks, assessments, feedback and adaptations.
At this stage, and with positive input from all stakeholders exhibiting good leadership and collaborative qualities, together with the Client being fully guided by a Sustainable framework and ESG reporting standards with the Design Team, and with BIM having identified and resolved clashes and design issues, the way is clear to get the building underway, well not quite!
The construction industry’s perceived problems of being ‘ineffective’, ‘fragmented’, ‘adversarial’ and ‘incapable of delivering for its customers’, in effect requiring change to greater partnership and teamwork. Contractors using outdated and replicated site malpractices and attitudes, and with hierarchical and antediluvian style of management with unnecessary overtime and out of normal hours unsupervised working being the norm, which in turn made the site inspection process redundant, and that meant a deterioration in standards especially where special access was required and sometimes contravened the basic health and safety rules as well as causing mental health issues with a total disregard for human wellbeing, and this has been in the system for years, so the time has long passed
for contractors to refocus and adopt new ideas and work practices.
The habitual practice of overtime and weekend working that has dogged the building industry for so long has got to cease and with the introduction of collaborative measures, this can be achieved with weekend working being the exception to the rule, and not the norm.
The big challenge is to create reform that might include compulsory education syllabuses at required levels for all sectors including Specialists that would eliminate the bad attitudes, mismanagement systems, bad workmanship and all other malpractices that are so common on our sites.
The following is an extract from clause 11 of UK Manufacturers Code for Construction Product Information “A manufacturer must have in place a robust training programme (for new and existing personnel) to ensure that anyone conveying product information is competent to the level of knowledge required for their role.”
Supply chain tutoring from manufacturers would be essential to ensure good data is part of the curriculum and with certification guaranteed to personnel completing the course, this might be a good starting point. A follow up schedule of retraining and upskilling would be essential for the ongoing learning programme.
This would create a constant supply of certified personnel with the knowledge to attain higher standards that creates a framework to enable people to meet the challenges they face.
The time has now arrived for this major overhaul of the building industry, and already we are seeing leaders from BIM digital sectors stepping up to the plate in order to create this new forum and bring the building industry into the 21st century.
Organisational Resilience which is every company’s ambition and is supported by the positive experiences that have been accumulated, so with a very clear purpose
and a method of how to achieve that purpose, one is able to translate those ideas based on the learning experiences. It is about consistency in one’s purpose but having flexibility in achieving it.
This reform is probably one of the biggest challenges that our Construction Industry will have to overcome in modern times, however there are people out there already leading from the front, so the onus is on the rest to follow. This will eventually lead to higher productivity, more profitability, cleaner environment and improved social and mental wellbeing in society, Sustainability that guarantees the present and future generations a better environment.
And now we have come to the sector that has been the ‘fly in the ointment’ for decades and still is up to the present day, and without targeting specific trades, it is common knowledge across the Construction Industry that there is a massive shortage of competent people, and more to the point little has been done by successive governments generation after generation to remedy this dilemma.
If we are serious about diversification, and at the same time solving the current labour crisis, there is a ‘crying out’ for some sort of promotional exercise at national level at all Secondary Schools and IT Colleges to attract boys and girls to look at their future in our building industry, especially since the days of dirty and unhealthy environments of toxic diesel fuelled air compressors with their noisy jackhammers long gone, working on a building site nowadays is exciting and much more attractive financially than your mundane office position.
So with the introduction of BIM which provides an integrated, interactive and virtual approach to underpin design, construction and operation of buildings, there is an urgent requirement for a National Training Centre where students can access a programme of their choice and gain certification on its completion. Most of these learning programmes can be achieved through part time and virtual attendance schedules, we have seen from the Oireachtas Report where government grants having been made available for retrofitting schemes only to find a large percentage are under performing through incompetent installation, so presently, there is a massive demand across the industry for competent certified personnel.
Finally, Global Warming and ESG features with tree planting and other Sustainable promotions are all positives from the corporate sector, however coalface activities
that would include early collaboration with all stakeholders including the Tenant and Fitout Contractor to ensure Health & Safety and Fire Regulations are strictly in compliance.
This is a great opportunity for all stakeholders to play their part in helping the Construction Industry reinvent itself by reducing emissions with modern methods, diversification, education, collaboration and most importantly successful digitalisation transition to guarantee SUSTAINABILITY for present and future generations.
I heard many great things about openBIM, but was always under the impression that it was not for me. I knew Revit; I was comfortable with Revit. I even had a secret weapon should someone send me a ‘nonRevit’ file…Navisworks! What more could I need?
But my current job immersed me in the world of Industry Foundation Classes (IFCs) and BIM Collaboration Format (BCFs), and in the end openBIM found me.
Before we jump into the why of openBIM, let’s be clear on the what according to buildingSMART International:
‘openBIM extends the benefits of BIM (Building Information Modeling) by improving the accessibility, usability, management and sustainability of digital data in the built asset industry. At its core, openBIM is a collaborative process that is vendor-neutral. openBIM processes can be defined as sharable project information that supports seamless collaboration for all project participants. openBIM facilitates interoperability to benefit projects and assets throughout their lifecycle.’
platform or product used to create, read, or modify them. This helps to ensure that the data within the model is still available and useful in the future as we change platforms, allowing us to always access our models.
Now that we know the what, the why doesn’t seem so out of reach, does it? Knowing that there is a way to help extend the longevity of your model data from early design, to construction, and even on into the operation of the building’s life cycle, it seems like a no-brainer! This is to say nothing of the improvements in workflow that openBIM can lead to as it expands interoperability on projects. Your chosen team of architects, engineers and contractors can work better together in their software tools of choice, all with less data loss and need for rework!
Of course nothing is free; neither the fuel you got when you filled up your tank, nor openBIM itself! For openBIM to work, people need to understand it and use it on their projects. This creates a virtuous cycle, where the more they use it the more it’s understood; the more it’s understood, the more it’s used… you can see where we are going with this. To achieve this critical mass of understanding and use, we need to learn about the components of openBIM and how to put them to work: Industry Foundation Classes (IFCs) and BIM Collaboration Format (BCFs).
My own journey of understanding BCF and IFC has highlighted the roles they play in interoperability and collaboration. However, for full transparency (which is a big part of openBIM) many of the struggles of this journey are less about the formats, and more about fear of change. So while most journeys will start with IFC and BCF as their focus, openBIM is about more than these two components; it’s really about standards and the work of buildingSMART International. Any journey can appear daunting, but openBIM is an industry-changer, and we’re living through changing moment together! Are you intrigued to know more about openBIM? Then let’s talk!
Imagine you’re on a journey, driving your car when suddenly your gas light comes on. Naturally you pull into the nearest service station to get some more fuel.
It doesn’t matter if you are driving a Ford, a BMW, or a Ferrari, nor does it matter whether you have a diesel or gasoline engine: you can fill up with what is available at this station. In fact this humble gas station is keeping up with the times, so it even offers a couple charging stations for electric cars!
In this analogy the gas station is openBIM. The gas station cares about supplying energy that makes its client’s cars run, just as openBIM provides the data in our Building Information Models, regardless of the
If there’s a better way to reach the construction industry we’ll eat our hat!
Human beings have an endless thirst for knowledge. Far from merely satisfying our curiosity, we seek knowledge for the power it gives us to create new technologies and to accomplish more with those already at our disposal. This drive to understand ever more about the world is what has led us all the way from the stone age to today’s information age.
As the CEO of a SaaS company providing content management and project analytics to the AEC industry, I see this drive for more knowledge play out all the time in the BIM space. I speak frequently with BIM Managers, Coordinators and Specialists about how our product can better serve them. These conversations inevitably involve some version of the following request: “Could Kinship also tell us A, B and C about our Revit projects?”
The answer is usually yes, it could. But as software makers, our response needs to go further than simply dumping more data points on the screen. If we truly want information to help solve problems and improve outcomes, then we have to make sure that information is usable.
By usable information, I mean the following:
1) Information that is actually the most relevant to the problem being solved.
The same raw data can produce information of varying relevance to a problem depending on how it is processed. For example, if we want to know whether a model is running slowly, it’s not enough to say that we want to know the model’s sync time. Do we want to know the average sync time, the slowest
sync time, the most recent sync time, or some combination thereof? Or is there a different piece of data that would give us better insight, like the time it takes to open the model?
There is a tendency in BIM to think that more information is automatically better. But without carefully scrutinizing its relevance, we can easily end up focusing on information that leads to inaccurate thinking or unnecessary distractions.
2) Information that is formatted to create minimal cognitive load for the user.
The same piece of information can be presented in many ways – as numbers, a graph, an image, a symbol, etc. The question is which of those will take the least amount of mental work for the user to interpret correctly. We often operate on the assumption that making information visible is sufficient for it to become useful. In reality, users may stare at numbers or charts without being able to tell whether that information means something is wrong or needs attention.
Usable information will be formatted in a way that makes it as easy as possible for the user to interpret correctly. Despite our instincts to the contrary, this often means we should omit details and present information in a simplified and “predigested” format. For example, rather than showing users a detailed breakdown of model warnings – giving them all the information they could possibly want, yet leaving them overwhelmed with deciding what to do – we might better meet their needs by summarizing that information in a “stop light” icon that indicates if everything is good (green), something probably needs attention (yellow), or something needs immediate attention (red). From there, we can allow the user to go a level deeper and look at all the relevant details with a clear idea of their intended action.
3) Information that is presented when and where it can facilitate the desired action or decision.
The ‘last mile’ of usable information is how we deliver that information to the user at a time and place that facilitates the desired
outcome. Too often the answer here is to build a dashboard. It’s the ‘if you build it, they will come’ theory of usable information – if there is one place that has all the information the user needs, then surely it will be easy for them to find and use that information.
In reality, dashboards are often ineffective for that very reason. There is too much information to sort through, and the information is not available in a working context where it would be natural to act on. Going back to the example of diagnosing model speed, it might be better to highlight the information when the user is looking at recent model activity, or when they have opened a model and are working on it. If we do want to summarize the information on a dashboard, then how do we make it easy to go from that high level report to a context that facilitates action, such as communicating with project managers or opening the model?
While usable information will feel simple and easy to the user, it takes a lot of thought and work to get it right. But in today’s era of Big Data, the stakes for doing so have never been higher. There is so much information at our disposal that it is easier than ever to focus on the wrong information, create information overload and to put information where it doesn’t belong. If our goal with BIM is to unlock the value of information to create a better built environment, then we would be wise to focus as much as possible on making sure that information is usable.
Welcome to this new chapter in the fight against evil BIM. I’ll go through 14 of the most frequent evil BIM issues seen in the design and construction sector and how you may avoid them - sometimes with a bit of assistance from Plannerly.
When a client is brainwashed by BIM software vendors who claim ‘endless advantages of BIM!’ the outcome may be an owner simply asking for ‘BIM’. The owner is likely expecting a magical digital twin unicorn but will undoubtedly be disappointed with the outcome.
As a BIM Manager, you must educate clients about what BIM can do for the project and align capabilities with the most critical project challenges.
When not enough BIM is created, it can lead to incomplete processes. Takeoff quantities will be incorrect since they won’t include all element quantities. The 4D simulation will be challenging to finish because of the extra work required to fill in the blanks.
As a BIM manager, you need to ensure that the right people create enough BIM at the correct times. This may be done very simply, following ISO 19650 workflows, in Plannerly’s Scope module.
BIM can be great, but a colossal downside occurs when teams produce more BIM than needed, and the customer/end users do not use it. This leads to wasted time and resources. BIM Managers must be aware of the models’ potential applications before beginning modeling. As a BIM Manager, you can be a hero on your project by managing the BIM scope efficiently!
Who is responsible for modeling the lights in a building? Is it the architect, the interior designer, the electrical engineer, or someone else? This lack of clarity can lead to teams incorrectly modeling each other’s work, leading to severe miscommunication and
mistakes. Like most BIM managers, you have to constantly help teams understand what they should be modeling and when. It’s your job to ensure that all teams are clear on the guidelines for who models which systems/elements.
If everyone starts working on their models simultaneously, it can lead to problems. This happens when teams create clashes without realizing it. Some owners ask, “Is BIM expensive?” Well, if there has been no planning, the answer is likely to be “yes!” The best way to avoid clashes is to set up a priority system and use Lean methods with collaborative “pull planning” workshops.
Sometimes teams will agree on a BIM scope that is more detailed than necessary, knowing that they will need to issue Change Orders later. This can quickly become a vicious problem if teams start modeling without clear guidelines. As a BIM Manager, it is your responsibility to ensure that the teams understand what is in-scope, out-ofscope, and how to document it.
The best way to avoid confusion and problems on a project is to list every system or element along with the responsible team. Once the matrix is complete, each team can sign off on their portion, ensuring that they are only responsible for work that falls within their area. You can use Plannerly’s simple, visual, and online tools to help with this process.
If you are a BIM manager, you know that one of the main goals of using BIM is to make the workflow easier. However, many teams create and share models that are not of good quality. This increases the amount of rework needed and drives up costs!
It is essential to set up some guidelines for model quality and follow them. One way to do this is to create a BIM Execution Plan (BEP/ BXP) that outlines training requirements and the expectations for model quality. This should be created at the beginning of the project and shared with all team members.
Using spreadsheets to document BIM commitments can be difficult. When BIM requirements are defined with just numbers (LOD 100 to LOD 500), it is usually unclear what these requirements mean. So specifying the Level of Information Need in a simple but comprehensive contract is essential.
When defining the Level of Information Need requirements for a BIM contract, make sure to be as specific as possible. Include the geometry requirements, documentation needs, and information requirements. This will help to prevent any misunderstandings later on.
Do not accept vague BIM requirements just to win a project. When BIM requirements are not specific, it can lead to big problems later on in the project. Teams can feel under pressure to say “ok” and accept the owner’s request for inadequate deliverables.
The BIM manager’s responsibility is to ensure that the team understands the BIM requirements and can meet them. The best way to do this is to create a BIM Execution Plan (BEP) that outlines the expectations for each deliverable. This will help ensure everyone understands what is expected of them and what they need to do to meet the requirements.
Some people might not want to use BIM because they have traditionally used 2D drawings. You can avoid this by educating the contracting team on the benefits of BIM and how it can save time and money. You should also create a BIM Execution Plan that outlines what is expected from each deliverable.
11. When Someone Says: “I need a BIM Execution Plan” but doesn’t know why
A common reason why BIM fails is that there is not enough organization. When there is no clear plan, it can lead to confusion and frustration. The owner might request a BIM Execution Plan from the team, but they might not know what should go into it.
When this happens, the project’s BIM Manager has to explain what needs to go into the BEP to the Owner. This often occurs when the BIM manager is the only one on the team who understands how to use BIM.
It is vital for everyone on the project team to understand BIM and their role in the process. You must make sure that the BIM Execution Plan (BEP) is clear and concise and that everyone knows what is expected of them!
12. When Someone Says: “I Don’t Care How You Model It, Just Make It Look Like This.”
This is one of the most aggravating things a BIM manager can hear. It’s like telling someone, “I don’t care how you do it; just make it seem like this.” When this happens, discuss with the owner or designer precisely what they want.
13. When Someone Says: “Why Can’t We Just Do It In 2D?”
This is another frustrating statement that is often made.
2D drawings are essential, but they should not be used as a substitute for 3D models.
3D models can provide more useful representations of the project, which can be more efficient in the long run. It’s important to explain this to help teams understand the longer-term benefits of using 3D models.
14. When Someone Says: “We Don’t Need BIM, We’ve Been Doing This For Years.”
When someone says that they don’t need BIM because they’ve been doing things the same way for years, it can be hard to convince them to change. However, times are changing, and new technology makes the construction industry work better. BIM provides many benefits that can’t be ignored, so explaining this to those resistant to change is essential.
So, in summary, Evil BIM is often caused by a lack of definition or understanding of the requirements; however, you can help your team by being patient and teaching them how to use BIM aligned to their own Information Management goals.
It’s a complex world out there, good luck in your fight against the big bad evil BIM!
Construction sector is regarded as inert, archaic industry where change is slow, it needs decades to be rolled out. Not to mention changes in process, where it comes so slowly that whole industry is built around ‘digitizing the process’. If we would look at today’s software, platforms, digital tools, most of them are built to produce same output from same input that was used decades ago. With the dawn of BIM, which was introduced in 2002, (already twenty years ago!), everyone was excited about what benefits and change it will bring to the built world. More excitement came with introduction of BIM Bew-Richards maturity levels with a vision of full integration of systems, databases and information. The problem is that the maturity matrix is not to scale. The ‘progress bar’ seems to be stuck. Yes, those who embrace the change are blessed with new BIM features, functions and tools. But still, these new features produce same output from the same input as twenty years ago. Not everything is black and white, there are few examples of paperless (drawingless) cases. Mostly in Scandinavian countries. That is something different, so let’s look and maybe we will find some clues what could boost the vector of innovation.
The process depends on input and output and that is our first clue. If you will have same input and if you will have same rules for an output, there’s a limit of how much you can improve processing. You can optimize it, add more processing power, but there’s a cap to how much it will improve. Having different inputs and output creates a shift of productivity (unfortunately it goes both ways), but that is what we can we learn from those few demos that where done. It is not expected that few projects with novel processes will show 50 percent faster design, or 30 percent saved materials, but if these projects weren’t worse, it is already better because novel processes have an overhead, it is called ‘figuring out a process’ and if the project is completed in same or slightly longer time it is still a win for the team. If ‘figuring out’ part would be removed from the project, it shows that there’s a big potential for process improvement. That is why pilots and leading standardization initiatives are so important. One is to pave out the process another is to capture it and reuse.
That is what those few demo projects show. Norway is one of first countries that as an owner invested in paving the road of unknown processes and are looking to standardize workflows to reach and capture the benefits of digital construction. They launched some of their strategic infrastructure projects with a requirement not to use paper or drawings in these projects. Today, almost a third of all bridge projects are done that way. Øystein Ulvestad, responsible for development of drawingless workflows at Sweco Norway was one of key figures in these projects. He says that going paperless gave a lot of benefits:
• Less errors in planning and execution due to detailed 3d-model,
• All involved parties always work on the latest revision (models are hosted in the cloud),
• Data is ready for machine-readability (automation is the future),
• Easier for remote cooperation as BIMmodels are more universal than drawings,
• BOQ is in the model,
• Faster revisions,
• Parametric design can be used (quick changes and reusable design scripts).
There’s not much data about productivity increase, because it is hard to measure, but when BIM-models were introduced as basis for drawings (about 10-15 years ago) project change orders for the Norwegian Road Authorities were reduced from around 19 percent to 8 percent. It is 50 percent improvement! It only shows that the potential is there.
But Øystein also mentioned challenges that come with model-based drawingless design. Drawings in some cases even have advantage, such as display of concepts, repeating details, and the design id more flexible. That is much harder to do in a BIM-model. Also, the vast amount of information in a BIM-model can become a problem without good ways of sorting, filtering, and presenting the right data to the right people, at the right time. Another concern he has is how data is stored. While as built-drawings can be stored as a set of PDF documents, BIM-models often contain digital links to other documents,
making it very hard to keep everything together, as having static documents can easily lose links to documents and other models. And the main question he raised “Will the IFC-files we use today be readable in the future?”
As we covered it earlier, there’s a limit to what you can achieve with process optimization without the whole approach revamp. We can already see that there’s a problem with data exchange even if modern BIM workflows are introduced. File exchange is already showing its limitations. Data sync between files, different versions of the same file cannot be managed (branches), even with evolution of IFC is not the real interoperability that everyone is dreaming about. Not to mention, that suppliers are out of this AEC ‘game’ altogether. Digital twins, asset information models are all manual setups which require meticulous data and information management during the project and lengthy configuration to achieve digital twin status for the model.
Have reached the end of the road? Absolutely not. BIM didn’t come from nowhere. At first it was a technological shift that let multidimensional data management which was the effect of databases, then it was powerful computers with cutting-edge graphics that allowed managing of the data locally – a supercomputer on a desktop, and then the Internet with its protocols (http, ftp, etc.) which connected all this into one single network of unparalleled productivity.
At that time, it was not AEC that utilized all these technologies first – advanced search engines, e-commerce, financial technologies were built on the that infrastructure years earlier. If we look at what history of digital transformation shows in different sectors - Lo and Behold there are a lot of parallels and same problems as AEC sector is having. There’s are series of terms used to describe the maturity of Internet maturity – Web X.0. With a dawn of the Internet, it was Web 1.0, then Web 2.0 was introduced in 2004 as a concept of the future Internet technologies. With an advent of blockchain and AI more
and more conversations about decentralized, semantic, personalized web experience began to arise. Web 3.0 term was introduced which incorporated all these aspects in around 2016. Limits of how deep you can personalize experience with standards of Web 2.0 are already becoming apparent. Security of blockchain, unmatched speed of querying and multidimensional analytics of data in graph databases and multiply everything with AI boosted insights, that is what will lead the development of web for next decade or more.
What is it in it for AEC? It is tempting to draw parallels between BIM maturity levels by just comparing numbers (BIM L1 = WEB 1.0, BIM L2 = WEB 2.0, and so on), but let’s look at it objectively. Here’s a table of Web X.0 definitions that somewhat represents same technological aspects of BIM maturity.
Let’s compare where BIM is in the context of existing paradigms. Some aspects are not directly convertible, but parallels can be drawn. Web maturity has underlying cutting-edge technologies and their use cases in mind, and it works as a very good baseline to evaluate a state of BIM. Comparison below is done taking the most common tools and workflows in mind, excluding experiments, or non-mainstream platforms.
Result shows that current state of BIM is still far from utilizing all the technological capabilities in the market. There are a lot of very advanced data management tools for AEC sector that might easily cover the Web 3.0 specification, but one tool alone won’t change an industry. Industry needs whole infrastructure to create an interconnected ecosystem for building design, construction and management. Every bottleneck counts and there are a lot of them in current state.
Let’s try and define what infrastructure would make that difference, for Web 3.0 to work with BIM (or vice versa) and what might be
parts of such ecosystem. There are three main parts, that need to be solved.
• Open Data Model (Semantic and Modular) with metadata in graph database, to enable Model View Definition to be useful. That would enable features like partial data sharing for a specific design task. Not less, not more. Or Model state change on delivery and automatic conversion to Asset Information Model and much more.
• Open API specification for online tools. This would allow real interoperability in data creation and management, including suppliers’ data. Also, Asset Information Model to Digital Twin conversion by just plugging in sensors through the same API.
• Asset Lifecycle Ledger in a Building Information or Real Estate blockchain, allowing tracking of all the assets throughout its lifecycle with backtracking and other analyses that might be done on it.
These parts would enable full integration of data across whole industry and leading technologies would follow, such as AI learning would be possible with open data model which will then bring AI boosted
design suggestions. Also, individualized designer experience, where designer job stack would be individualized by preference and inclination. CDEs as model hosting and source control where feature set would not be directed towards file management but productivity, analytics and data generation, all data connected into one or few flows, a BuildVerse – a MultiVerse for AECMO industries.
generative design, analytics, and holistic
On 14 June 2017, a high-rise fire broke out in the 24-storey Grenfell Tower. 72 people died in that fire, most of whom were people of colour. Shamefully, it was the deadliest structural fire in the United Kingdom for over 29 years.
Subsequently, the Grenfell inquiry uncovered a vast catalogue of avoidable errors, many of which related to poor management of the building’s design and construction data that was critical to ensuring fire safety.
Additionally, the independent review, chaired by Dame Judith Hackitt, identified the need for a ‘golden thread of information’, including the digital record that should be maintained across the entire lifecycle of all higher risk residential buildings. The Hackitt report also highlighted the importance of deploying BIM to organise and maintain the digital record:
“A BIM system will enable the duty-holder to ensure accuracy and quality of design and construction, which are crucial for buildingin safety up front.”
This recommendation means that it is inevitable that BIM managers and BIM coordinators will have a critical role in ensuring that the ‘golden thread of information’ is properly implemented in design and construction and is rigorously maintained throughout the operational phase.
The adage that ‘you have to learn to walk before you can run’ is entirely applicable to BIM. It makes no sense for BIM managers and coordinators to focus on the complexities of generating computational geometry and AR/VR output, if they still aren’t capable of properly coordinating and controlling project information.
The Grenfell inquiry revealed critical problems in this regard. For example, it is worrying that, even though there is clear evidence that some of the design team had access to in-house BIM resources, the expert witness cited a range of significant issues that impaired the quality of information that related to fire safety.
If we are to prevent another Grenfell, then, we, as BIM professionals, need to ensure that these issues, as outlined below, are never repeated.
In his supplemental report, the expert witness and chartered architect, Paul Hyett, wrote:
“It seems to me that another fundamental problem with this project was that a matrix of responsibilities under the Design and Build contractor were never properly established or monitored. I have not seen evidence of any such matrix at any stage of the project. Whilst such a matrix is important at the earlier stages, it is critically important under any Design and Build appointment.”
At the very least, a design responsibility matrix, once circulated among project stakeholders and agreed, mitigates the risk of ambiguity over the division of pre- and post-appointment design responsibilities. Accordingly, ISO-19650-1 identifies, as a general requirement, that “a responsibility matrix should be generated as part of the information delivery planning process in one or more levels of detail.”
In his report entitled ‘Failures in Quality Control’, Paul Hyett identified major omissions (e.g., the service riser) and discrepancies (e.g., fire ratings) in successive Fire Strategy drawings. It was also reported that, in some cases, the drawing number and title within the title block did not correspond to the file name (‘container ID’ is the technical term). Furthermore, the file naming (e.g., 1279_SEA_(08) 101 Fire Strategy.pdf) did not comply with the then UK BIM standard, BS-1192.
Surely, this issue underscores the fact that to maintain ‘the golden thread of information’, BIM coordinators will need to establish a
robust regime for carefully comparing and checking successive revisions to drawings, models and schedules before they are shared. It also highlights the importance of using of laser scan overlays (a.k.a. scan to BIM) to verify existing conditions, instead of just relying on design assumptions.
In accordance with correct design procedures, Paul Hyett explained that: “Throughout the life of any project, all documentation issued to Clients, Consultants and Statutory Authorities should be recorded on a ‘Drawing Issue Register’. This register should typically contain information including document name, number, version, date of issue. In addition, distribution listings should be maintained, accurately recording the recipient’s name, date sent and the drawing revision. Confirmation as to whether the document was issued electronically, as a hard copy, or both electronically and hard copy should in each instance also be included on the register.”
This requirement is better facilitated by sharing information via a Common Data Environment (CDE) than via email because the CDE provides centralised ‘transparency of information and an audit trail all the way through the life cycle of a building from the planning stage to occupation and maintenance.’
It is notable that, absent this centralised audit trail, the Grenfell inquiry had to resort to the inefficiency of sifting through the email accounts of multiple project stakeholders to compile an audit trail comprising all the information that was exchanged in relation to fire safety.
In his report, Paul Hyett emphasised the importance of revision control. He wrote:
“Normal protocols with respect to revisions are for the revision to be described, albeit briefly, in the space adjoining the revision number above the title box, and for the drawing for that issue only to be annotated with a ‘balloon’ around the revision or revisions that clearly highlights the amendment.”
He also provided examples that suggested a lack of revision control, ranging from omitting the ‘balloon’ around each revision to omitting the sequence of previous revisions from the drawing’s revision box and to using over-generalised descriptions (e.g., ‘Scheme Updated’).
He wrote: “As a result, there was usually no indication and/or location to notify recipients of the drawings as to what specific changes had been made.”
The lesson to be learnt is that BIM coordinators are still required to ensure that all the key changes to drawings are identified and listed. Even the most powerful software for comparing models is not substitute for carefully identifying and annotating revisions.
Despite the fateful decision to opt for aluminium composite panels, the cladding details continued to be specified as zinc composite.
Again, this highlights the importance of the ‘I’ (for information) in BIM. Critically, the value of BIM as a shared resource diminishes to the extent that its level of detail and information are not regularly updated to reflect ongoing design decisions.
In my experience, the design team often emphasise the importance of ensuring that models are issued with the required level of detail. However, to maintain the ‘golden
thread of information’, BIM coordinators and managers have a duty to ensure that the level of information, including specification notes, adequately capture the status of the detailed design.
Therefore, while it is always encouraging to discover innovations in computational design, simulation and visualisation, the new building safety regime will require all BIM coordinators and managers to get ‘back to basics’ of project information management, as per ISO-19650, and, thereby, maintain the ‘golden thread of information’.
Those foundational aspects of information management (e.g., design responsibility matrix, common data environment, revision control) require meticulous attention to detail. They aren’t the glamorous innovations that inspire audiences at BIM conferences.
Nevertheless, they do save lives. And if cost considerations force us to choose between spending on the latest Digital Twin innovations and developing a repeatable ‘golden thread of information’ that saves lives, I’d hope and expect that every BIM coordinator and manager would choose the latter every time.
Let’s keep it simple.
Does the UK need to design, plan, build, maintain (etc.) buildings and infrastructure?
Yes.
Do we have enough competent and experienced workers to make this happen? No.
Of the workers we have, are they representative of UK society? No.
Do we have a problem with a lack of diversity in the built environment workforce? Yes.
In fact, don’t just read on, but join in. Join in with a social enterprise that is leading a movement for collaborative change. Join in with Building People and a network of over 80 organisations that have come together to make it easier for people from diverse backgrounds to find the many amazing careers opportunities available, and for employers to widen their talent pools.
How?
1. Share your opportunities, from work experience to jobs, events, knowledge and resources via the Building People ‘aggregating and connecting’ hub.
2. Work with us to connect your opportunities to our network of 50+ organisations that provide built environment careers support to diverse groups. This network is composed of organisations/initiatives that focus on underrepresented audiences such as:
• Women
• Black Asian and Minority Ethnic people
• Ex-military personnel
• Young people
• Refugees
• Ex-offenders
• LGBTQ+ people
• People with disabilities
3. Become a Supporter and play an active role in ensuring both the sustainability
of Building People and that it delivers a service to meet your needs. Our collaborative and inclusive approach, with a commitment to not duplicating effort and to working with all to increase diversity and deliver joined-up social impact, means there’s space for everyone to join in.
In a bit more detail…
Building People is a social enterprise that is creating connections across the built environment to address the industry challenges of skills, diversity and social impact. Our free-to-use network and platform aggregates and integrates with sector-wide activity, enabling people to easily find knowledge, vacancies, events and careers opportunities, and employers to engage with a more diverse range of talent.
We are increasing diversity across the built environment by enabling collaboration and by improving connections between diverse supply and employer demand.
Our aim is to simplify user journeys (making it easier to find what already exists by bringing opportunities together in one place), thus helping to bring about equality of opportunity across a fragmented careers landscape. Our aggregating and connecting platform brings together careers opportunities in one place:
• Search Organisations – a searchable database of 350+ organisations/initiatives that provide built environment careers support to diverse and under-represented individuals.
• Activities & Events – listings of relevant activities aimed at diverse audiences.
• Work Opportunities – aggregated vacancies from work experience and placements to jobs.
• Resources – a multitude of careers content aimed at enabling a diverse workforce.
Wouldn’t it all be much easier if people interested in built environment careers could easily find the many vacancies, events, knowledge and resources that exist? Would career pathways not be simpler if there were a ‘one stop shop’ that aggregated such opportunities? And then connected these opportunities to the many organisations and initiatives that engage with diverse and under-represented groups? Simplifying the
connections between diverse supply and employer demand…
Of course it would.
To join in with Building People and our movement for collaborative change (to increase diversity across the built environment together), please contact us: hello@buildingpeople.org.uk
For more information, please visit our website: https://www.buildingpeople.org.uk/
Constructability. A project management technique to review the construction processes from start to finish during the pre-construction phase and it is used to identify obstacles before a project is built to reduce or prevent errors, delays, and cost overruns. Simply put it is “buildability”; the process to identify potential problems and determine if the project can be completed within the timeframe given and for the price agreed upon.
In the construction industry, one of the biggest challenges is evaluating constructability of complex projects while implementing coordination practices that translate to the field. Model review tools such as Revizto give contractors, engineers, architects, and subcontractors the opportunity to collaborate in a common environment for constructability/coordination, while allowing the user to use multiple different authoring tools such as Revit, AutoCAD, Infraworks, Civil 3D, etc. and different BIM technology data such as Laser scans, Drones (Aerial Photogrammetry), Total Stations Points and 360 Photos which can be incorporated in the review process.
As workforces become more diverse and delegated in this new world, working together to design buildings as an AEC team becomes much more challenging. Cloud-based products like Revizto are removing many of the barriers to connect and collaborate with remote team members and offer enhanced software abilities. The “cloud” connected capabilities of Revizto are enabling users to
step away from the office while maintaining connectivity with their teams with limited interruption in productivity. By doing so they spend less time on repetitive tasks and more energy on the important parts of the constructability process.
The industry breaks down Constructability into six components:
• Estimating
• Value Analysis
• Risk Analysis
• Scheduling
• Logistics Planning
• Review of Documents
“The first half of constructability is reducing cost risk is to make better estimates, the second half is better design coordination to ensure constructability. Constructability review is an all-hands-on-deck process with the design team and the project team collaborating to flag issues and ultimately ensure that the plans put into action can be delivered as designed”
- ProcoreFive Rules of Constructability
1. Create the project and avoid focusing only on the problems
2. Review the interface of several systems
3. Keep the evaluation of preliminary documents constructive
4. Stay Focused on the important items
5. Take the time to complete a thorough Review
by Jason G. Smith,“A constructability review must be performed by experienced individual(s), which means a team of highly qualified personal must allocate a significant amount of their time for this task. The reality is multiple weeks of available time is required to do a proper review. But problems are difficult to find and require an experienced set of eyes to identify. This means assigning a group of multiple backgrounds (Precon, operations, vdc, etc.) with multiple levels of experience (5,10, 20, 30, 40 years) is required. However, this task is significantly less productive if only a younger generation who has not yet gained enough experience to know what to look for is only involved due to technology experience limitations of the older generation.” – Jason G Smith
Depending on the size and complexity of the project, a thorough constructability review and post coordination inspection is crucial for a successful project. Implementing a constructability program of experience and experienced personal to perform a constructability review is an excellent practice in a changing industry and world. Furthermore, comprehensive constructability reviews cannot be performed until the documents are at a point of completion which occur at different stages in the project.
Revizto can support your constructability reviews and project coordination workflows for better project collaboration and job productivity throughout the project life cycle. Whether it is in design review, site logistics review, BIM coordination, or postinspections, it is a tool that can change the way we look at constructability in the future. Constructability is about to step into the next century of the construction industry filled with lots of challenges. Revizto will make planning and building in the future more seamless than ever before.
In the engagement of sky and ground, the engagement is formed through trees and grasslands. How about people engaged with other people? Engagement can be through boxing, or debate, or many other forms. At a larger scale, where populations engage with nature, these engage through urban form, the form of the city.
Now picture this: a person engaged with a piece of luggage. They engage by way of a handle. Hauling a piece of luggage onto a train without a handle is an awkward form of engagement. So much so that soon enough we’ll find ourselves discarding contents, or abandoning the luggage altogether. The point is that without an effective form of engagement, engagement fails. No engagement is formed.
Do we wander around in modeled environments noticing this or that randomly, and then call it a day? Of course we roam. But superficial understanding of technical models is not enough. Forms of engagement that give us the grasp needed for serious work are required.
We have those forms of engagement. Among them, drawing is primary. Technical drawing.
Drawing is not the only form of engagement with digital models. Other forms include search, and count, which are essential. But they’re not replacements for attention-focusing acts of visual interpretation, i.e., drawing.
For drawing, there is no substitute. Why?
1. Drawing sets up a structural dynamic of INTERPLAY, like a back and forth on a tennis court. On one side of the court is our perception of the model: WIDE, expansive, a whole thing like an environment. On the other side of the court is the set of clarifying acts of NARROWING interpretive focus. You look at a specific place in a modeled environment, and clarify something there, at numerous (and significant, illuminating) locations throughout a model.
You can test this yourself, even in nontechnical situations. See if you can understand your own acts of narrowed attentive focus, without considering the wider environment around you. Or, see if you can understand the wider environment, without attentive narrowing focus. The absence of mutual interplay between environment and focus goes straight to total unintelligibility. You can prove this to yourself in a few seconds.
It’s in the dynamic, in the interplay, that you think, study, learn. Understanding grows there. It takes effort and has to be maintained energetically. Note of course, it’s a mental exercise that until recently was completely unassisted by digital media.
2. Just above the foundational level, of structuring the basic observable dynamic of the development of thought and understanding - you agree it matters, right? - the interplay produces pragmatic effects right away. You use it to ask and answer important basic questions about the model: Is it done yet? Is it good enough? Where is it good enough Where is it not good enough?
You use it also for assertion and affirmation: Look here. I looked, and reviewed here. And what should be shown here is shown here. Nothing that matters is missing here. I affirm it. Or: Look here, please. Something that matters is missing/wrong here. Fix it.
On an AEC project, you are an attentionfocusing rig in a garden. You’re building a mental model of the project, and in your mind’s eye (as a mental exercise) you’re positioning each drawing at its true orientation in-situ within the mental model.
This, drawing, drawing your attention, is the form of engagement targeted right at the core of interpreting and understanding models, aimed bullseye right at increasing model utility and utilization.
But why have software companies left us dependent on a strictly mental exercise of visualization unassisted by digital media? Particularly when the digital model so obviously can assist with this, so powerfully, so effectively. Why can I not engage with incredibly complex technical models, with the engagement handles (the attention-focusing interpretive rigs, i.e., the drawings) right where they are in-situ WITHIN THE MODELS?
The question occurred to me after years of building extremely detailed elaborate building models at architecture firms together with structural and mechanical engineers modeling their domain systems.
Software should do this for you. Digital modeled environments should show you the drawings where they really are at true orientation within the models, automatically, supporting this wide-narrow, environmentfocus dynamic, the interplay, and the pragmatics that follow immediately from it.
I was a user of MicroStation software and the Brics BIM module (TriForma) that ran on it, since 1996. In 2007 I wrote to Bentley Systems about this drawing-model fusion idea. Eventually this led to my employment there leading the team that designed and developed the drawing-model automated fusion features that were released in May 2012, then marketed as the so-called ‘hypermodel’, a term that hopefully by now has been forgotten. I never liked it.
But, you know, it was the beginning. The form of engagement was there, right in the model. The handles were screwed into the luggage. They didn’t fall off. The continuous mental exercise, of fusion, fusion of clarifying focus IN the modeled environment, was assisted, finally, to some extent anyway, by the software, by the digital modeled environment itself.
10 Years Gone, and 8 software companies since 2012, that I know of, do this drawingmodel fusion automatically, now. I list them in the second paragraph here on my website with links to each: https://tangerinefocus. com/tangerine-2/earlier-media-innovations/ Good. But not good enough. That’s all first generation fusion stuff. This is a primary form of engagement with models and it’s going to continue to evolve. The form, that is, will evolve.
I’ve thought about this at length and I’ve proposed a second generation of this fusion as primary form of engagement with digital models. I call it ‘TGN’. This time it’s a triple fusion of:
1. modeled environments (of any kind)
2. technical ‘drawing’ (attention-focusing rigs)
3. techniques of camera control from the history of film (who’s better at techniques of looking at things?)
Regarding the latter (camera control), some intriguing examples are here on YouTube: https://youtu.be/yLHNBssyuE4. The narrator mentions at the end, “camera moves in film, combining informational control and emotional positioning; movement becomes the director’s editorial voice”.
Well, this is applicable in technical domains like engineering, architecture, and construction, far more than you may at first imagine.
This second generation fusion is not just additive. It’s not just a sticking together of different things, which was a fault of the first gen fusions. The second gen has matured. This is about recognizing the essential qualities of each of the ingredients and combining them in ways that amplify the qualities of each.
I wrote a software developer specification for TGN. You can download it at my website: https://tangerinefocus.com.
TGN is a set of important enhancements to drawing-model fusion. The TGN developer spec is open and free for anyone to use. It’s intended for use by software companies to implement TGN features into their software products.
The proposed enhancements to drawingmodel fusion (+ camera rig), TGN:
• strengthen the perceptual interactive engagement with models
• make richest possible use of available graphic expression for improving interpretive sense-making power and effectiveness.
And the TGN spec also suggests:
• a framework for standardizable crossplatform portability of these fusions, both first gen and second gen (TGN), and
• important improvements also in terms of OPENNESS, to many sources of input into the fusions, and output.
Let me assist you with your implementation. Message me: https://tangerinefocus.com/ contact-us/
I’m presenting TGN at the BIM Coordinators Summit 2022 in Dublin in September. In my talk I’ll illustrate details of the TGN spec. I’d like to emphasize, I am looking for software developers, or AE firms that do their own software projects, who want to develop the generation 2 version of this. It’s the future of technical drawing, THE form of engagement with models. TGN will make digital worlds more effective, useful, and engaging for architects, engineers, and builders.
To be clear, you develop TGN functions in your favorite software platform. TGN is NOT yet another software product. It just makes the software you love, better. Let’s do it!
I am delighted to submit an article for this year’s edition of the BIM Coordinator Summit magazine. ACB are a value add reseller providing External Envelope solutions including roofing, cladding and curtain walling to the Data Centre market. ACB are proud to have BIM processes and procedures embedded in the business facilitating our project delivery. We have worked tirelessly to integrate BIM and deliver better and more sustainable buildings for our clients. Being sustainably focused and integrating modern methods of construction into the BIM process will help us maintain market position of being the leading external envelope supplier.
At ACB Group, we recently launched our ESG strategy which underlines the eight core pillars of the business migrating towards a more sustainable future, which includes the heavy implementation of modern methods of construction. The basis for the ESG strategy comes from the construction industry facing disruption and demand for increased productivity. Industry 4.0 and digital transformation is driving the changes taking place around us in the construction industry working towards the Build Digital Project 2040.
There are urgent environmental calls coming from the worldwide sustainability community with the built environment accounting for 40% of carbon emissions. There are also other drivers for change in the industry such as cost pressures, skills scarcity and digitisation. There are remedies for these drivers for change available to use in the immediate instance. These remedies can be facilitated through BIM and adopting a more integrated approach to the construction of data centres, for example, as there are controversies around their carbon footprint.
ACB Group are proud to have led the way in the Irish forum for Roofing and Cladding industry in BIM, being subcontractors certified to a BIM Level 2 standard. We believe in using BIM to engage early with clients in order to design out waste and mitigate cost increases at a later stage of the project. ACB entering the process at a RIBA 3 can ensure that optimal clash detection takes place to confirm that changes occur within the BIM Model. This practice facilitates the ‘design twice, build once’ ideology, costing a minimal 2% extra
upfront to facilitate the optimized design. The minimal increase of upfront costs will lead to an average life-cycling savings of 20% on total building costs.
Engaging ACB Group early allows our expert design team to influence and optimise the design, controlling the program and the manufacturing of bespoke finishing elements from the data centre, coming from ACB-m (ACB Manufacturing).
Manufacturing elements of the data centre building in the ACB-m Hub in Cavan will lead to increased site safety as elements of the work will be completed in a controlled factory environment off-site. This also leads to shorter time on site and a more efficient project delivery.
Furthermore, for ACB-m, we believe that having full control of the BIM model will help us efficiently and effectively implement our modular solutions on projects for clients.
As part of ACB Group’s wider operations Strategy of ‘Operations Anywhere’ BIM has been an enabler for site teams to view building details in a live environment since implementation. A further development of this capability has come from the ACB Onsite Mobile workshops, where BIM enables site teams to view details prior to cutting raw materials to fit bespoke areas of the building.
BIM360 has improved collaboration and project delivery with all relevant stakeholders (both internal and external), leading to ‘right first time’ culture. Having all data on BIM facilitates one version of the truth and all lessons learned from a project in once place thus enabling sustainable project delivery. The ideology of working smarter not harder applies when utilising BIM360 on projects from inception as all data is stored in a shared environment and is easily shared and accessible to all involved in the project. This type of working allows the specialist teams to focus on what they do best and not waste time on document control enabling projects to run smoother preventing costly and wasteful mistakes such as ordering wrong materials. BIM360 has allowed for automation of tasks cutting down time of project delivery and time on site allowing ACB Group to deliver on large scale projects in much shorter lead times than ever before.
It’s no secret that the building industry remains vastly behind in adopting new processes and innovations. Projects are often uncoordinated between offices and disciplines; the field and relationships rarely include incentives that promote risk-sharing and innovation. Per a 2016 McKinsey report, R&D spending by this industry lags far behind auto and aerospace. This is despite an abundance of software solutions that have been developed for the industry.
There are several industry-specific challenges that slow down the pace of modernization. Firstly, most firms are too small to spend on R&D. Secondly, the industry is decentralized, and most of the networking and learning happens through conferences, which are often out of reach for smaller firms. Thirdly, being one of the most regulated professions, the sector has traditionally focused only on incremental improvements. The uniqueness of each project makes it difficult for individual AEC firms to scale new ideas. Digital tools on the other hand need access to high-quality data to help the technology mature. So how exactly do we roll out solutions for multiple disciplines that are geographically dispersed, and uniquely complex depending on the needs of the clients and the professionals involved? How can a structural engineer find the right parametric design software for a complex modern-art-inspired villa, or an architect find the right tool to model its intricate geometry? Where can startups find AEC companies that will use their brilliant solutions in their projects and generate the data needed to develop better algorithms?
aec+tech offers a unique solution to this conundrum by changing the way companies discover and access new technology. aec+tech was founded in 2021 by Niknaz Aftahi and Kevin So, with the goal of democratizing access to the latest technological tools and improving workflows by showcasing real-world applications in a simplified manner. It is an online database - a one-stop shop for AEC companies and tech startups to connect with each other, compare alternatives, and find avenues to test and improve products. aec+tech aspires to provide the last mile of connectivity that was missing between technology startups and their end-users as well as a robust community of technologists and innovators. aec+tech currently has more than 120 startups who have listed their product on the website and big names in
the AEC space such as Walter P Moore and NBBJ who have published their case studies. aec+tech has also become a hub connecting building industry startups with venture capitalist investors.
The focal point of aec+tech’s platform is the time and money that companies save on adopting new technology. Startups benefit from easier access to AEC companies as well as access to capital that could help them scale up. Additionally, aec+tech conducts monthly seminars and invites startups and end-users to present their case studiesimproving the visibility of the technology and helping educate professionals. The monthly newsletter keeps everyone registered on the platform up to date with all events and latest developments related to AEC. aec+tech’s primary objective in the near term is to encourage more AEC companies, including builders and real estate developers to publish their case studies, which will be cataloged by project type, size, budget, company size, and geography. All this data will help startups identify the challenges faced by the industry and resolve those pain points. With enough case studies, the platform can function as a search engine optimized through AI. In the future, the aec+tech platform will facilitate the integration of various tools that can communicate with each other, much like project-based IoT. aec+tech also plans to bring a subscription-based model to their platform, making learning more accessible and providing better services.
AEC professionals have come a long way from drawing boards to computers. While they are still catching up with other industries in technology adoption, the industry’s future is filled with exciting tech such as virtual reality and remote operation tools in the construction processes. Our dream is to broaden the horizons of professionals and scale ideas and knowledge beyond the confines of any single discipline. By creating a community of startups and AEC, aec+tech wishes to facilitate multidisciplinary knowledge-sharing, propelling the industry towards a more dynamic and innovative future.
This article was authored for aec+tech, by Navroj Ravi, a Structural Engineer based out of Pasadena, California. Navroj has a high level of exposure to seismic design and retrofit. He is keenly interested in the domain of Smart Buildings and Automation in the Construction Industry. A huge fan of science fiction, he aspires to become a leader in the digitization of the AEC Tech Industry.
right tools. A good tool, used correctly, works, and the more I use it, the better I become and what I perform. The important thing in this regard is also that it is the right tool that I use.
Myfirst screwdriver could be used for almost all kinds of screws, both those with straight notches and those with cross notches. However, the first Phillips screwdriver was far better when I had to work with Phillips screws than to use my first screwdriver and straight notch screws. Tools based on the right standard can provide value
Today, I basically only use screws with torx notches, also seen in my local builders merchants with designations such as TX10, TX15, TX20, TX25. I can no longer use my old screwdrivers that much more, but in return the torx notch gives the screwdriver full 6 contact surfaces with vertical edges, thereby the screwdriver has a good and secure grip, and the notch stays intact.
TX is available in several standard dimensions, and for my tasks the TX20 is the right choice. The fact that TX is standardized and supported by tools and screws according to the standard gives me the freedom to choose the right tool and the right screws for the individual task. The standard is global and is named ISO 10664: 2014 Operating tool for bolts and screws with internal hexagonal star. Which means that in my local builders merchants I can find and choose the right type of screws with TX20, in the right price and quality to suit my task.
Standardization as ISO- and CEN-standards can, for the benefit of society, the industry and me, translate into the right tools, templates, paradigms, and materials, e.g., screws with TX20. The benefits that can be achieved depend on the implementation of the standardization.
Information and data are part of the basis for the collaboration to design, plan, execute and use buildings and facilities. The industry has a long tradition of strengthening the usability of deliveries of information and data with common rules and guidelines, which in several cases have become the basis for a definite standardization under the auspices of ISO and CEN. The industry’s tools and paradigms are strengthened through a support for the standardization by taking the common ISO and CEN standards as a starting point. Whether it is 2D, 3D geometry or less advanced forms of information delivery.
The handling of information and data in connection with construction work has for many years been supported by local rules, tools, paradigms, and guidelines based on international ISO- and CEN-standards. Standards that have been continuously developed and improved based on input from industry and developments in other
areas, such as sustainability, digitization, and automation.
Value creation based on our use of tools, collaboration and common practice based on the standards
The scope of electric tools and screws that in 2001 supported ISO 10664 was limited compared to what I have access to today in my local builder’s merchants, because both the standards and the tools that support the standards have evolved. Similarly, as an industry, we need to take the standards of our digital collaboration seriously. We must apply ISO 19650 part 2 today and expect that our tools can support us tomorrow with information deliveries in accordance with IFC 4.3.
And then we have to share our experiences and insights, so that the next edition of standards and tools, will be even better, a bit in the style of what we have experienced with the torx notch gives us a full 6 contact surfaces instead of just one or two contact surfaces as my first screwdrivers had, so the screwdriver has a good and secure grip, thereby the notch stays intact when using the newest tools - similarly can be seen in information management according to ISO 19650 which precisely increases the number of contact surfaces in the digital collaboration, which thereby strengthens the cooperation and gives a greater opportunity to utilize the latest tools.
been it’s a few months since the concept of ‘Metaverse’ gained a lot of attention around the world. Mr. Mark Elliot Zuckerberg, the founder of Facebook and CEO of Meta, has expressed interest in Facebook becoming a Metaverse Company shortly.
Now, wait a second. What is Mr. Zuckerberg’s goal here, and what is Metaverse?
Is there a new universe that NASA has discovered? or a parallel universe that supports the multiverse hypothesis? Is it possible that Doctor Strange will play a role? Is this a ‘Marvel’ concept, or is it something else entirely?
Pritymoy Ganguly
What does BIM have to do with any of this?
I’ll try to answer this question to the best of my ability..
1. The Word Metaverse
The term ‘Metaverse’ was coined as a combination of the words ‘meta’ and ‘universe’ in the 1992 science fiction novel Snow Crash by Neal Stephenson. It’s essentially a network that emphasizes social interaction in 3D virtual settings. In futurism and science fiction, it is frequently characterized as a hypothetical iteration of the Internet as a single, worldwide virtual
environment that is aided by the use of virtual and augmented reality headsets. Many in the technology community have anticipated a future form of the Internet, if not a quasi-successor to it, called the ‘Metaverse’, from the late 1970s and early 1980s. It would change not only the digital world’s infrastructure, but also a large portion of the physical world, and also all the applications and systems that lie on top of it. Even though the Metaverse’s whole vision is difficult to explain, appears outlandish, and is decades distant, the components have begun to feel very real. And, as is customary with this type of
Let’s start somewhere completely different. Let’s start where we know we can gain value by using the
transformation, the journey is as long and unpredictable as the payoff.
As a result, several of the world’s tech behemoths have made the Metaverse their newest macro-goal. Epic Games, the company behind the Unreal Engine and Fortnite, has made it a clear goal. It’s also the driving force behind Facebook’s acquisition of Oculus VR and the recently revealed Horizon virtual world/meeting space, as well as a slew of other initiatives, including AR eyewear and brain-to-machine interfaces and communication. Similarly, the tens of billions of dollars that will be invested in cloud gaming over the next decade are premised on the idea that such technologies will underlie our online-offline virtual future.
Movies like ‘Ready Player One’ and ‘Matrix’ may give you an idea of what life in the metaverse might be like, where anything we can imagine can exist and we can connect to the metaverse at any time to extend our real lives with extraordinary experiences.
To keep consumers entertained, the Metaverse requires a lot of material. Virtual theme parks, virtual theatres, virtual events, virtual restaurants, virtual schools, virtual conventions, and whatever else you can think of are all needed. The metaverse is a virgin field full of possibilities for AEC design businesses, and a Utopia free of the limits of the physical world. Designers may also create digital assets such as communities, structures, equipment, artworks, 3d point cloud, patterns, and so on, and sell them to virtual worlds, and other applications several times. This is fairly similar to the setting in which peoples work on a game or film. Engineers can create design ‘formulas’ that users can modify the parameters to obtain numerous outputs, such as grasshopper script, in addition to static designs.
A digital twin is a virtual representation of a physical object or activity that acts as its real-time digital equivalent. Though the notion had been around for a while, NASA came up with the first realistic definition of digital twin in 2010 as part of an effort to improve physical model simulation of spacecraft.
Let’s discuss about what a digital twin can achieve for you?
Modeling something, such as the physical environment, is one of the first things you can do. That can include buildings, energy distribution, grids, warehouses, and factories, among other things.
Once it’s been modelled, the most crucial or intriguing part is to bring that digital counterpart to life and synchronise it with
the physical world. You can start applying software approaches to that model once you’ve synchronised it with the physical world.
Now: One of the first things you can do is use the digital counterpart to monitor the physical environment. It gives you operational visibility into what’s going on in these environments at any given time.
· The Past: The next thing you can do is look into its history.
The Future: Once you’ve traced its past, you can use analytic programmes to uncover insights regarding previous states, abnormalities, and anything else that’s significant to you in the physical representation that this digital copy represents. And this allows you to do something quite powerful: you can begin to forecast future conditions.
2.3. Start Analyze and Simulate:
You may begin to anticipate when equipment will require service before it occurs, and you can begin to anticipate occupancy requirements before they occur. You can now anticipate the future states of everything that can be analysed using software. ‘Simulation’ is the final nail in the coffin. The digital twin can be duplicated via simulation. That’s effectively is the operational visibility of that physical environment, as well as the ability to duplicate it and conduct simulations on it. The purpose of these simulations can then be to uncover optimizations that are too complicated to be specified only by observing the physical environment. All of this may be done using the digital twin’s software copy and then when the simulation is over, you can apply the insights that you gained on the copy of that digital twin back to the real digital twin and affect inputs into the physical environment.
2.4. Here Comes the benefit:
· Once you’ve done that, you’ll be able to start providing autonomous control. You can begin automating mundane and repetitive tasks. Improve them over time with systems that learn and improve. This improves and optimises the physical environment.
· Interacting with this is, one of the most powerful things you can do with it. You can interact with the digital replica that is superimposed on the real world. This digital copy can provide you with detailed metadata and insights into anything you’re doing in the physical world.
You can also interact with colleagues and experts from all over the world in pure virtual space over long distances.
Consider our current world. People and automobiles, Businesses, Buildings, hospitals, factories, entire cities, and the billions of devices that link us to the rest
of the world. This is the physical world, but what if we could turn it into its digital counterpart?
A digital twin that is constantly connected to the physical world. That is something we can see in mixed reality. With whom we can work together. That we can use to run simulations and figure out what’s important to us. Artificial intelligence (AI) can be used to learn, predict, and act. To save time and money, reduce carbon emissions, protect natural resources, increase safety, and bring us all closer together. This is already happening around the world; businesses are capitalising on the new wave of innovation that is trending toward interconnectedness, enabling the Metaverse..
Everything in the Metaverse can be modelled to reflect the status of its physical counterpart, including interactions and relationships between things. By utilising this power, we are able to push the boundaries of what this technology can accomplish. The possibilities are endless. Data from connected environments can now be tracked and analysed. Patterns, trends, and anomalies can be identified. We can now simulate any scenario and assess the results. Determine how any change or condition will affect you. We can now use AI to perceive the physical world, improve and automate tasks, and empower your employees with superpowers. We can now empower everyone in your organisation to create apps and workflows to collaborate with one another in this virtual space, sharing and receiving expertise at the right time and in the right context. Using mixed reality, you can access relevant information about the physical world’s digital counterpart whenever and wherever you need it.
The combined use of Integrating GIS and BIM demonstrates architecture, engineering, and construction (AEC) professionals commitment to deliver process improvements and technical excellence. Bringing together the best of GIS and BIM allows AEC project teams to unlock digital opportunities and innovation that will bolster resilience against disruption.
AEC professionals practicing their vocation today must become aware of the impact that GIS has on the industry. Around the globe, on projects of all size and types GIS is being combined and interconnected with CAD, BIM, IoT, LiDAR and other AEC tech, empowering surveyors, architects, designers, engineers, builders, consultants, and infrastructure owners to deliver the physical projects our world demands.
analysis, and data collection from many sources into a shared and connected environment. GIS teams combine planning through operations data from different
projects. BIM tools and processes have affected designing, specifying, estimating, code-checking, coordinating, and many more AEC tasks.
Their approach to project delivery becomes more transparent. The process of planning, design, construction, and operations improves by interconnecting people, data, and applications.
But, getting the most value from new, highly connected capabilities requires GIS professionals and designers/engineers to work together.
GIS professionals provide insight in a broad context. They analyze data beyond the site’s physical location by considering geography, time plus other spatial and non-spatial aspects. By using inputs beyond traditional CAD and BIM data, GIS experts help their AEC peers and their clients to visualize information tied to specific locations. GIS allows teams to have a shared understanding through visualization,
AEC disciplines to create robust representations that generate engagement and inform stakeholders.
GIS helps create understanding amongst clients through delivering project information that present insights and quickly convey complex information.
At an ever-growing rate and pace, AEC industry leaders seek technology solutions that help them deliver projects efficiently and sustainably.
• BIM has matured over the past two decades, becoming a fundamental element of modern AEC work for industrial, commercial, and even transportation
And,
• GIS has proven to be a critical process, a strong foundation, and a fundamental framework for delivering AEC projects of all scales, sizes, and complexity – resulting in better planned, designed, constructed, and operated buildings and infrastructure. Complete project lifecycle management is enabled and provided in AEC through GIS.
And yet, there is a critical need to integrate GIS and BIM - strong connections of the tools, data, and people are the secret to successful and repeatable project delivery. GIS and BIM are often kept separate, but when these components integrate, projects and teams thrive.
Reducing internal silos between disciplines, streamlining workflows, and increasing productivity - these are differentiators in the
marketplace. GIS-enabled interconnections help deliver services more competitively while increasing the AEC firms’ ability to collaborate with internal and external stakeholders.
The integration of GIS and BIM is not new. However, adoption by AEC professionals is reaching a tipping point. View the report here: https://go.esri.com/gis+bim. Designers & engineers provide insight into detailed infrastructure assets. They transform complex data into valuable understandings, enabling clients to maximize performance and fulfill a site or facility’s strategic vision. Their focus on problem-solving begins with a wide field of view to meet these goals but quickly drills down to address the details.
Using a variety of 2D and 3D drafting, modeling, and visualization technologies, designers & engineers create important digital and hardcopy project artifacts. They manage the creation of complex visual and
non-graphic models to maximize efficiency and deliver their client’s expectations. From planning through to operation, these models allow the AEC industry to reap benefits at all levels – from enabling entire supply chains to collaborate in connected, shared sources to managing the operation and performance of assets over their lifetimes, thereby reducing costs.
The real-world context from GIS combined with details from BIM enables AEC professionals to grow their business while meeting society’s growing needs. Our world is becoming so much more interconnected, projects (small and large) are increasing in complexity, and GIS is essential for AEC firms that deliver the projects that allow our built and natural world to thrive.
To learn more about the benefits, ROI, and industry trends related to GIS and BIM, access a recent global report: https://go.esri.com/gis+bim
e: mgoldman@esri.com
Esri is a
End-to-end Information Management – as a service – is driving an evolution in the construction sector. It forms the foundation for the creation of future-shaping Digital Twins that will revolutionise the way we not only work, but also interact with data on a societal basis.
Many businesses are beginning to understand the need to move away from utilising BIM as a data cache or visualisation tool alone. Instead, these forward-looking organisations are embracing the more holistic pairing of Information Management (IM) and Digital Engineering (DE) to achieve what they actually need: a full endto-end, connected strategy from inception to true insight.
The granular application of an integrated Information Management process is of course subjective – and thus will always be up for debate due to the complex variables at play in any given project-specific scenario. However, our collective experiences across multi-disciplinary Sweco delivery teams – along with learnings from our peers and other industries more mature in this arena – have helped us more efficiently shape a holistic framework for project management environments, which we are already implementing on transformational projects where end-to-end (and cyclical) information management is non-negotiable.
As Platinum Sponsors of the BIM Coordinators Summit, we’re championing the belief that integrated Information Management processes lay the foundations for high performing project management
controls in the digital era. Sound-tested, end-to-end lifecycle IM workflows are paving the way for the next generation of reliable and accessible project information models which are crucial to informed decision-making and accurate performance monitoring.
This cohesive methodology provides the framework for full lifecycle integrated information management. Ultimately making way for true insights gained by all stakeholders. Many peers and partners share this view, and many clients are embracing it.
But to help these businesses on the journey and educate others to follow suit, we need to do more as an industry to remove ambiguity and mixed messaging around the purpose of efficient IM on an enterprise level. We must also work together – closely and constantly – to achieve the key integrations that will prove essential, between the pallette of digital tools we choose to work with that enable meaningful interpretation and real world utilisation of the information we generate.
The Antarctic Infrastructure Modernisation Programme (AIMP): True Information Management in action
One such integrated IM-dependant project – a core case study of our Client Stage discussions at BCS22 – is the Antarctic Infrastructure Modernisation Programme (AIMP), with Sweco appointed as lead design consultants for all aspects of building and infrastructure design packages.
AIMP, by its very nature, demands accessible, measurable and reliable Information Management at every juncture. It is imperative that we facilitate the collection of accurate and structured project information data, deliver it to the right people at the right time – enabling confident decision-making by all project stakeholders in one of the most challenging project locations on earth.
The high-level internal project management environment opposite illustrates the process Sweco’s Special Interest Projects team follow – and continually assess/improve for AIMP. While bespoke to the unique needs of the British Antarctic Survey, the overarching logic and methodology reflects our core integrated approach to all projects which require effective, accurate IM throughout their lifecycle(s).
Considering (and connecting) all the elements of this process – versus the fragmented, disjointed partitioning of each stage that still prevails in many quarters –allows us to maximise the opportunity to capture true project information from the point of project inception with minimum additional effort. Above all, early and ongoing discussions held between project teams allow all stakeholders to:
✓ Identify the purpose and intent behind all forms of information to be generated during the lifecycle of the given project.
✓ Identify the right people, processes and tools that will enable effective cohesion.
✓ Plan systems integration for seamless flow of information between multiple project environments.
✓ Implement exceptional reporting mechanisms weaved into your systems integration model.
✓ Introduce a robust Learning Management System that will empower the project teams to grow alongside the needs of the project.
Where integrated, full lifecycle IM is critical in Antarctica:
Improved workforce H&S and culture
– on a large framework such as AIMP, using proven information management
methodology enables the careful forward planning in all areas of design, construction and handover processes which ultimately empowers our workforce with the most cutting edge technology and knowhow to confidently deliver to our client’s needs. With the added bonus of efficient construction risk management that ensures the health & safety of our teams on the ground.
Improved compliance & enhanced collaboration – our Common Data Environment (CDE) is the focal point of the project information and enables effortless team coordination. It allows project managers to effectively strategise and implement collaboration among various team members with efficient distribution of project activities. This helps to establishing a framework for remote working, regardless of time zones.
Increased resilience & cost-efficiency –efficiently produced BIM models enable improved information productions rates. This boosts our productivity with better project insights, whether during the design & construction process or operations of the built asset.
Accurate construction planning through efficient clash and risk management – our models enable constructability meetings to monitor the progress of the project and
maintain full control over the project and the team working on it, thus increasing its safety for both our team and our client. Project managers are able to assess when to book equipment, buy materials, hire specialists, coordinate among different activities, plan for a proper sequencing of events, and much more.
Assessing the asset data requirements for the FM teams – our models play a crucial role during the design and construction phases where asset data sets are generated, validated against client requirements and tested in the clients CAFM system to ensure the handover information being generated meets the client’s requirements.
Again, on a micro level there will always be discussions and opinion. But in keeping the full lifecycle front of mind from the outset, and continually building on our learnings within that mindset, we believe that all successful projects focus on the basic fundamentals of:
People – ensure our teams are capable, competent and compliant. Facilitate this through the deployment of a competency framework and a supporting Learning Management System (LMS).
Area of focus: One team ethos: health and wellbeing, independent learning, standards methods and procedures.
Process – Be clear about the principles for delivery, that these principles are understood across the team, that new team members are inducted into the team and become familiar with the principles swiftly.
Areas of focus: Clear outcomes, realistic planning, prioritising people, managing complexity and risk; learning from experience.
Tools – The right authoring, checking and validation tools to efficiently manage the creation of project information. A common set of information production methods and procedures the whole project aligns with, central to collaborative working practices.
Areas of focus: Common Data Environments, discipline-specific authoring tools, opensource data formats to enable integration, automation of repetitive content generation, automation of seamless data validation, Learning Management Systems.
Scrutiny – using integrated Information Management processes to build in automated monitoring and reporting mechanisms. This crucially enables accurate and spontaneous regular performance checks at all levels. Create a hierarchy for reporting and responsibility, hold responsibility at the lowest effective level, this will offer greater agility.
Areas of focus: the correlation between project cost and lean delivery, exploiting new and emerging technologies to add value for money; releasing benefits from innovation both in construction and technology; using shared and open data to drive performance.
In summary, while we are doing lots of things well, the step change will come when we collectively do them within a Common Data Environment, within a circular methodology.
Our vision at Sweco is to build the industrywide capability to create intuitive Digital Twins that have the capacity to inform decision making through automated reporting, using the very best of Artificial Intelligence. This will unlock powerful collaboration and lead to true insight. We believe the magic lies in connecting the people, processes and tools already (and yet to be) at our disposal, with a common language and approach to integration that enhances both the quality of information and its management.
To discuss true Information Management –what it is and how Sweco’s multi-disciplinary teams and digital transformers can help you access it with full lifecycle design consultancy – contact megha.nagendrawells@sweco.co.uk
Megha Nagendra Wells, Technical Director (Information Management) in Sweco’s Special Interest Projects team“I’m thrilled to have the opportunity to join our peers and partners on the Client Stage at the BIM Coordinators Summit 2022, as we discuss and debate the transition to full lifecycle information management. From project inception through to true insight, how should we go about connecting people, processes and tools as part of a ‘mindset reset’ that will unlock the digital transformation our clients are increasingly asking for?”
Now you could be forgiven in asking yourself what has this title got to do with the BIM Coordinators Summit. The title is in reference to all the information we literally have at our fingertips but cannot see and as a result fail to utilise, take full advantage of and ultimately lose out on the myriad of benefits it could deliver.
Digital information is essentially the wavelength of construction but is currently beyond the ability of the majority of the construction workforce because they lack the opportunity, skills and digital vision to detect, interpret and use in their work.
In a traditional industry like construction, we spend too much time and effort focused on the ‘bricks and morter’, on the small slice of construction that we can physically see and not on the wider integration of all the stages of construction and utilising the digital tools and the common language that would deliver a wider spectrum of innovation, reduced carbon content, increased competitiveness and enhanced skills.
Construction is the world’s largest industry, comprising 13 percent of global GDP however it is also one of the least innovative sectors, productivity growth in construction registers at a mere 1 percent over the past 20 years. Many sectors are enjoying the resultant benefits of technology deployment however it is still lagging within the construction sector and as a direct result the construction worker has become more ‘blinkered’ to the benefits of digitalisation and big data. This disconnect is manifested in lower productivity, higher costs and increased inefficiencies across the entire built environment value chain, for construction to become inherently innovative it must realise the benefits of digitalisation, and provide the workforce with access to the skills that will stimulate and empower them to engage, communicate and deploy these skills of the digital process.
Digitalisation is a game-changing strategy that is empowering the construction sector to thrive and deliver the expertise for sustainable construction. There is a direct correlation between digitalisation and energy efficiency and the ARISE project is building the digital scaffold that will ensure the built environment is best placed to achieve this digital efficient success by upskilling the workforce.
Digitalisation is the process whereby the constriction sector can get everybody onto the same page and enable communication across the entire construction supply chain. It provides a connectivity that embraces all forms of communication between all the stages of the construction process enabling standardisation, communication and transparency.
Digitalisation is currently changing the face of the construction industry, enabling companies to engage in the transformation process and to avail of the ensuing opportunities. Those who fail to engage will fail, it is that simple. Data is being generated throughout the construction process and presents tremendous value that
needs to be captured; those with the capability and capacity to do so will thrive. All companies must develop a mechanism of dealing with the levels of data that they are faced with and provide their workers with the skills to interpret and utilise this information, in order to engage, companies must get the basics right, upskill their staff and give them the tools to deliver, this is essential to take advantage of the opportunities and succeed.
BIM is one of the critical tools in today’s toolbox. It is a system for handling data that allows all users from across the construction value chain to manage construction, reduce waste, decrease downtime and importantly increase energy efficiency at each and every step in the construction process. In short BIM is the language of construction and all workers must develop a basic command of the language.
In the ARISE project digitalisation represents this learner process or journey, one which individuals and companies embark upon with BIM as one of the digital vehicles or tools utilised.
Key in the definition is the use of the word process, digitalisation doesn’t happen overnight, it is a journey that takes time. The digital tools developed in the ARISE project are enablers for the user to engage with at a time and pace that suits them and prepares them for the journey of change that will transform their company. The user is introduced to a suite of digital tools in the new digital built environment where their old paper based information is converted into a digital value or format i.e. the information remains the same but is transformed into a different ‘language.’ Information as data is gathered and enables the user to make informed analysis and choices about the work.
ARISE is working within the built environment assisting companies to engage, start and to continue their digital skills journey, helping workers to translate their knowledge into action and increasing the digital skills of the construction sector in an environment where efficiency, sustainability and competitiveness are significant global factors.
A digitally educated workforce is one that has had the ‘blinkers’ removed and is sufficiently agile and informed to utilise all of the information available to them. They are able to take the BIM data to manage every step in the construction process and ensure sustainability, efficiency and environmental effectiveness.
A digitally informed and empowered construction workforce will drive innovation and growth in the sector and ensure that
the sector can adapt, modernise, embrace new technology and truly adopt digital working as the new standard. They will help their companies and the sector to overcome inherent resistance to change and shape the sector to overcome current hurdles and prepare for future growth. The benefits of digitalisation for the construction sector have been well documented but the starting point in this journey and to ensure the benefits are sustainable is to empower and upskill the workforce to build better and build greener.
Digital skills and tools such as BIM provide the sector with the ability to measure, monitor and analyse the impact of our construction in every step of the value chain.
One of the greatest challenges facing the construction sector is that of skills shortages. These shortages are manifested in both lack of new entrants to the sector and the under utilisation of those already working in the sector. The pool of skilled personnel is getting shallower as more demands are made on the current workers. Digitalisation enables the sector to ‘deepen’ the skills pool, by ensuring all the inhabitants of the pool are better equipped, informed and have the necessary tools to do the jobs more effectively and more efficiently and therefore achieve enhanced productivity both qualitatively and quantitively.
Tools such as BIM and other digital transformation techniques will enable the construction sector to become more visionary and overcome the current obstacles that are hindering innovation and increased employment and enjoy the full benefits of a better enabled, equipped, and loyal workforce.
The traditional sequential approach within the building design framework simply no longer lends itself to the cuttingedge techniques of the current AEC industry evolution, with digitalization and collaborative practices as the main background.
Some other industries, such as software design and development, use advanced planning practices to focus on the product and team management (i.e. Agile methodologies).
On the one hand, the complexity of construction schedules is traditionally managed from a project management perspective but increasingly moving towards more efficient methods such as Lean Management and Last Planner System. On the other hand, early lifecycle stages (strategic definition and concept, developed or technical design) have different behaviours and needs from project requirements. There are frequent changing project requirements, particular designs, and unique products with a high focus based on the owner/client expectations in many building projects. Flexibility and high reaction are the features that we need to react efficiently and effectively in front of the client. That’s when methods from industries with such requirements could be helpful in using BIM production.
Change is a necessary part of every organization when society’s environment is demanding it, such as in enterprise BIM implementation. However, many companies manage change and BIM implementation very differently and, in most cases without success, causing confusion for their employees, escalating investment, and inconsistent results and processes across the organization.
By taking a managed approach to enterprise BIM implementation via a change management plan, the risk is minimized, the cost is reduced, time shortened, and performance maximized.
Building Information Modelling (BIM) and Agile share the need to communicate the development of products with very high expectations on the part of the client or contractor in terms of results, especially in the design phase, the initial stage of the development phase according to ISO-19650. Therefore, BIM can be defined as utilizing a shared digital representation (information model) of a built asset to facilitate the design, construction, and operation processes, providing a reliable basis for decision making.
Furthermore, this methodology defines the agent relationship, differentiating between the appointing (client) and appointed (executing team) parties. The former is unequivocally defining the information requirements, the needs, and what is expected. That is one of the first points of connection of BIM with the premises of Agile: oriented to the client’s needs.
Traditionally, with the deployment of exclusively sequential approaches, the construction sector has relied almost solely on development modalities based on predictive planning, with fixed scopes, where the fulfilment of the expectations of the appointing party is obviated by the progress of the activity itself in time and resources.
Despite the inherent benefits of BIM becoming progressively evident in various adoptions in recent years, there are potential obstacles to coordination and communication between disciplines. These are not properly managed, resulting in task rework and inefficiencies in expected deliverables. That is particularly prominent in the asset design phases, where different disciplines must coordinate to respond to a shared project’s requirements. Aspects such as the contractual framework emerge as the critical factor in the emergence of inefficiencies in collaboration.
As one of the most applied techniques from Agile, Scrum goes a step further by providing three key aspects that optimize the application of BIM: proactivity, relational exchanges, and a more suitable framework for innovation. In the first and taking into account the ‘Iron Triangle’ constraint model, the scope is freed up, by setting the variables time and resources, and this condition opens the door to the proactivity of multidisciplinary teams. That is where BIM capabilities in simulation optimize the process at a very high level, minimizing the failure to meet expectations. And it is in the relational exchanges of information, two-way communication between clients and development teams guarantees more excellent coverage of expectations and any changes in scope. The bidirectionality between the parties has the so-called Scrum Product Increment as its vehicle. The incremental BIM deliverables development by the appointed parties according to ISO 19650 responds to the changes suffered after each of the deliveries at the end of the different cycles previously defined in the Sprint Planning.
David Delgado Vendrell DDV openBIM Solutions openbim@ddv.cat www.ddv.cat Barcelona (Catalonia)The regularity and limited time dimension of the Time Boxes reduces deviations in the expected results. This characteristic applied to BIM gives the development teams an optimal framework for innovation as a third fundamental aspect. Limited resources and demanding requirements push team members to extensively use existing advantages by applying processes, tools, and communication in a highly digitalized environment such as BIM.
In conclusion, communication strategy and coordination between disciplines become the critical aspects of optimizing any BIM-based digital transformation process in construction. That is where Agile methods complement BIM, providing an optimized framework for highly demanding environments in terms of scope and technological complexity, responding with greater reactivity and efficiency to the client’s requirements.
How would you describe the culture at your firm? If you’re looking to make some tweaks, totally revamp, or even define and invest in your organization’s culture for the first time, we think there’s one specific type that brings benefits to everyone in its orbit. That’s a culture of learning!
Here are some of the ways that you as an information manager can utilize a culture of learning to accelerate BIM training and achieve greater success for your organization.
It stands to reason that when people are more educated and prepared for their roles, efficiency flourishes. When they have the knowledge and confidence from being properly trained, it saves the time and frustration of making mistakes or searching for hard-to-find answers. And that time is valuable - a McKinsey report estimated that employees spend on average 1.8 hours every day searching for information and answers to their questions. That’s 9.3 hours each week that could be spent on billable work!
When employees know where to find the answers they’re looking for right when they’re needed, they’ll save billable time and help grow their skills on the go.
Most of the best workers in any industry share one thing in common: they enjoy and pursue learning on an ongoing basis. In a rapidly evolving space like AEC, you want these willing learners on your team!
Creating and promoting a culture of learning makes your organization more attractive to top job candidates. In fact, a
Pew Research Center analysis found that 45% of millennial workers prioritize jobs that help them develop their career skills as ‘very important’. Showing prospective hires that your organization is a place for them to grow and develop professionally can help increase the chances that they’ll want to join - and stay on - your team.
The costs of searching for, hiring, and onboarding new employees add up quickly. A Glassdoor study found that the average U.S. employer spends around $4,000 to hire a new employee, including money spent on job sourcing, background checks, technology, recruitment, HR system, and more.
By training and retaining internal talent, you reduce these costs and any disruptions to a team’s workflow from members coming and going. You also gain the opportunity to promote internally, so their careers can grow and the organization flourishes!
Keeping up with new technology is essential to staying competitive in the AEC space. When your firm prioritizes a culture of learning, your teams won’t have to speed through BIM software training when an update is released or waste money and time on in-person training that employees won’t retain.
Instead, employees will have the tools and support to learn on the job, and complete BIM training in the way that makes the most sense for them and their role. The result? A team that’s up-to-date on the latest tech and ready to apply it to projects right away.
A culture of learning is a culture where all team members are encouraged to value and share knowledge. Promoting a mindset of learning and collaboration can lead to a variety of benefits, including encouraging team members to pool their knowledge and learn from one another.
Innovation is one of the most difficult things for an organization to increase in a measurable, quantifiable way. You can’t
put an output requirement on human creativity! But what you can do is create an environment where ideas are heard, and creativity can thrive. In a culture of learning, employees are constantly being steeped in new ideas and exposed to different information, leading them to lightbulb moments of their own.
These are two more things that you can’t exactly quantify, but they make an enormous impact on everyone’s experience working at your company. Learning together, growing together, and improving as professionals gives your team a bond with each other and increases their loyalty and satisfaction at your organization.
Lastly, financial success comes with a learning culture too! Upskilling your team prepares them to take on more ambitious projects and clients in the future. When they’re growing, the company is growing, and profits are growing - what more could you ask for?
You would know members of this tribe by many names - BIM Coordinator, Specialist, or Manager. If you aren’t sure - look for the individual who is seen enthusiastically conducting training events; patiently mentoring team members; and creating and maintaining family libraries that work within office standards. And of course, this is the person you would see turning prematurely gray as they perform their magic enhancing, troubleshooting, and resuscitating dead or dying projects.
While the BIM Coordinator may be mentor, sage, resource, all rolled into one, they are only as good as the project data that they hold sway over. So join me, folks. This is the cue to put on your sparkly shades and blingy kicks and join me in my favorite song - Lite Lite Baby (sung to the tune of Ice Ice Baby).
Today a question about purging a family out of a project reminded me of repeated battles with project teams which I fondly refer to as the Battle Of The Purge. Picture this. Project is underway - slow, sluggish, crashing, glitching. Takes forever to load, save, or sync. Primary recommendation (among others) - Purge ruthlessly.
Does this pushback sound familiar to you?
This is stuff we need!
We don’t want to reload families!! We can’t and won’t purge the project!!! We don’t have the time to audit the model!!!! After throwing up my hands in supplication to the BIM Gods, here are some (hopefully helpful) thoughts
1) Your Project Template/Project file is not a dump for just-in-case stuff. Load what you need. Dump the just-in-case stuff in a Container file. Or dump it altogether. Remember - Insert From File is your friend! Keep it Lite Lite Baby.
purge. Open with Audit every couple of weeks while you’re at it. Keep it Lite Lite Baby.
3) Restrain the urge to model in place any and every single piece of geometry unless you need just an instance or two. If you need multiple copies, take the time to convert the in-place model into a family. The last thing that anyone wants to see is 300+ in-place models cluttering your Project Browser (believe me, it HAS happened!). Don’t forget our theme song!
Other additional challenges to spice up the mix are Cloud collaboration, model collaboration and clash detection, digital documentation and communication, and the multitude of tools available and about to be available to address them. However the ability to sing Lite Lite Baby in perfect tune is the razor sharp tip of the BIM Coordination iceberg that can bring an entire project literally crashing down.
Remember - in addition to these basics - you are not only a resource, but you are also an interface funneling information between the world of technology and your team. You will experience pushback, you will also receive kudos for your life saving superpowers. Enhance those connections.
Read. Listen. Learn. Network. Explore. Communicate. Think out of the box.
And that is why we are all here, attending the BIM Coordinators’ Summit - to revel in a plethora of learning opportunities as a member of the professional community. Lose no chance to inform yourself about the new and wonderful developments taking place in the industry around usand then siphon that information back to your team!
4) Finally, please be wary of the dangers and explosive potential of CAD (DWG files - I’m looking at YOU!!) files. Involving them in your project with utter disregard for the potential havoc they can wreak are unforgivable sins. You will no longer be deemed worthy to sing our theme song.
2) A purge for the health of the model does not have to involve the Purge Unused tool. You can and must do a periodic selective
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
9am – 1pm Information Management for Strategic Project Planning Location - It’s Everywhere (and Everything!) when Planning
Sponsored & Coordinated By:
Digital Project Delivery Made Better with Location Intelligence
9:00-9:20 Welcome / Introduction
Marc Goldman
AEC Industry Leader
Esri
9:20-9:45 BIM & Smart Cities: The Challenges and Opportunities
Paul Doherty
IFMA Fellow, DFC Senior Fellow President & CEO
The Digit Group, Inc.
9:45-10:00 BIM + GIS = GeoBIM for Smart Territories
Ignasi Pérez Arnal CEO
BIM Academy
10:00-10:15
State of the Art: BIM in Spain
David Barco Moreno
Digital Leader
Berrilan BIM
10:15-10:30
Digitalization of Project Delivery in Aviation
Lewis Watts
Global Major Projects Development
Executive
Autodesk
10:30-11:00 PANEL DISCUSSION
Just Buzzwords, or is it Real (Part 1)
11:00-11:30 TEA / COFFEE BREAK
11:30-11:35 Welcome / Introduction
Marc Goldman
AEC Industry Leader
Esri
11:35-12:00
The Framework for Integrated Project Delivery: Essential Steps to Information Management Nirvana
Clive Jordan
Co-Founder Plannerly
12:00-12:15
Construction Intelligence - Let the data tell the story
Omar Habib
4D Planning & Digital Delivery Manager
WiiPlan Projects Solutions
12:15-12:30
Practical BIM: Confessions of an Information Manager
Nigel Davies Director
Evolve Consultancy
12:30-12:45
Integrated Digitalised Solution for Construction Industry
Swapnil Joshi
Founder & Principal Consultant
Intento Associates
12:45-13:00 PANEL DISCUSSION
Just Buzzwords, or is it Real (Part 2)
9am to 1pm
Sponsored & Coordinated By:
Information Management for Clients (Appointing Parties)
Two panel sessions with 8 industry leaders, discussing end-to-end information management strategy from ’inception to true insight’.
Current state of the art
9:00-9:15 Welcome / Introduction Collaborating in the round
Megha Nagendra Wells
Technical Director
Sweco
9:15-9:35 A client-centric approach to lifecycle information management
Ryan Tennyson
Associate Director & Infrastructure
Technology Advisor
Scottish Futures Trust
9:35-9:55 Client information management strategy & roadmap
Pedro Pascual Ezama
EMEA Digital Delivery Manager Yondr Group
9:55-10:15 Less is more
Peter Monaghan
BIM Change Manager Southern Regional College
10:15-10:35 Developing & validating better outcomes
Graham H Stewart
Digital Director
Digital Guerrilla
10:35-10:55 Compliant asset Information management
David Shepherd
BIM Project Leader House of Commons
10:55-11:00 Wrap-Up
Megha Nagendra Wells
Technical Director
Sweco
11:00-11:30 TEA / COFFEE BREAK
11:30-11:35 Introduction Steve Brown Head of Digital Twins Sweco
11:35-12:15 What comes next Johnny Furlong BIM Strategy Lead L&Q
12:15-12:35 Full life-cycle digital twins, BIM, the metaverse and everything
Steve Brown Head of Digital Twins
Sweco
12:35-12:55 NEOM - Changing the way we create our built environment; fast, modular, green
Menno de Jonge
Director Digital Delivery NEOM 12:55-13:00 Wrap-up
Megha Nagendra Wells Technical Director Sweco
Celebrating the Heroes of AEC Architecture | Engineering | Construction 8th September | Live in Dublin + Virtual
2pm – 6pm Technology and Interoperability for Information Management
14:00-14:20 Welcome / Introduction
Richard Scott VP Global Partnerships Archdesk
14:20-14:45 Metaverse (Hype vs Reality)
Damon Hernandez Executive Director & Founder AEC Hackathon
14:45-15:00 The Case for Collaboration Carl Storms Technical Solutions Lead BIM Track
15:00-15:15 New Life of a BIM Model
Vladimir Guteša Development Manager TeamCAD
15:15-15:30 PANEL DISCUSSION
15:30-16:00 TEA / COFFEE BREAK
Sponsored & Coordinated By:
16:00-16:10 Welcome / Introduction
Richard Scott VP Global Partnerships Archdesk
16:10-16:35 About the FORM of ENGAGEMENT with models
Rob Snyder Founder Tangerine
16:35-16:50 Integrate & Deploy Dynamo Scripts Office-wide
Jaime Alonso Candau Co-Founder & CTO Nonica
16:50-17:05 How to Eradicate Siloed Data through the use of APIs
Mia Dibe
Implementation Manager 3D Repo
17:05-17:20 Creating Revit Plugin in C# Paolo Modenese
Revit API Lead Developer Camilion Consulting & Development
17:20-17:35 Breaking through the BIM Plateau
Dainius Gudavičius Director Industor.IO
17:35-18:00 PANEL DISCUSSION
Celebrating the Heroes of AEC Architecture | Engineering | Construction 8th September | Live in Dublin + Virtual
2pm – 6pm Compliance and Model-Checking for Information Management
Sponsored & Coordinated By:
14:00-14:15 Welcome / Introduction
Patrick Slattery Managing Director ArcDox
14:15-14:40 Rethinking Data Governance to Drive Data Value with BIM
Markus Helfert Director Innovation Value Institute Maynooth University
16:00-16:05 Welcome / Introduction
Patrick Slattery Managing Director ArcDox
16:05-16:30 Accelerating Digitalisation of the Built Environment
Paul Surin
Global Lead Engineering, Construction, Operations & BIM IBM
IET Built Environment Panel Volunteer
14:45-15:00
Simplifying and Standardizing Work Process for Automated Data Mining of BIM Models
Paul Varghese
BIM Consultant Xinaps
15:00-15:15 What is a CDE? DIN SPEC (PAS)
91391 Criteria for Users & Vendors
Ulrich Hartmann
Product Manager BIM, CDE and Standardization
Oracle Construction and Engineering
15:15-15:30 PANEL DISCUSSION
15:30-16:00 TEA / COFFEE BREAK
16:30-16:45 Model Health & Data Checking (in Revit)
Steve Deadman Customer Success Ideate Software
16:45-17:00 Trust & Ethics in BIM
Nicholas Nisbet Director AEC3 UK Ltd
17:00-17:15 The Evolved Role of the Quantity Surveyor
Elia González Salas
Co-Founder & Digital Quantity Surveyor Kosmos & The Fifth Dimension
17:15-17:30 Data Analysis For Predictive Maintenance
Riccardo Pagani
Founder & CEO BIMon & BIM Validation
17:30-18:00 PANEL DISCUSSION
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
2pm – 6pm Developing Digital Competency for Information Management Competency in Practice
Sponsored & Coordinated By:
Education & Research
14:00-14:05 Welcome / Introduction
Rosan Otto Partner Manager
Eagle Point Software
14:05-14:25 Towards an Inclusive Digital Transformation
Anand Stephen
Digital Delivery Leader
Gannett Fleming
14:25-14:45 Successful Digital Delivery
Neil O’Reilly
BIM Operations Manager
Mott MacDonald
14:45-14:55 Digital Competency Run alongside the Evolution
Narciso Guerrero
BIM Manager
Kilnbridge
14:55-15:15 The BIM Coordinator’s Pack of Magic Tricks
Rina Sahay
Architectural BIM Manager
Fishbeck
15:15-15:30 PANEL DISCUSSION Competency in Practice
15:30-16:00 TEA / COFFEE BREAK
16:00-16:05 Welcome / Introduction
Rosan Otto Partner Manager
Eagle Point Software
16:05-16:25 Digital Skills - The New Normal
Paul McCormack
Research & Development
Belfast Metropolitan College
16:25-16:45
Applications of Artificial Intelligence in AEC
Paul Vesey
Lecturer
Technical University of the Shannon
16:45-17:05
Building Digital Literacy using the Common Data Exchange (CDX)
Nathan C. Wood
Executive Director
Construction Progress Coalition
17:05-17:35 Time for Training: Why your firm needs a learning strategy
Steve Biver
Chief Operating Officer
Eagle Point Software
17:35-18:00 PANEL DISCUSSION
Competency in Education & Research
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
2pm – 6pm
Coordinated By:
14:00-14:20 Construction IT Alliance (CITA)
Technological University Dublin
Dr. Alan Hore Founder / Head of Quantity Surveying
14:20-14:40 Society of Chartered Surveyors Ireland (SCSI)
Ross Griffin
Founder KOSMOS & The FIFTH DIMENSION
14:40-15:00 Chartered Institute of Building (CIOB)
Ivan McCarthy FCIOB
Project Director
John Sisk & Son
15:00-15:20
National Standards Authority of Ireland (NSAI)
Pat Carolan Standards Officer
15:20-15:30 PANEL DISCUSSION
15:30-16:00 TEA / COFFEE BREAK
16:00-16:20
Technological University Dublin
Dr. Barry McAuley
Head of Geospatial Surveying and Digital Construction
Kevin Furlong
Lecturer in BIM & Collaborative Digital Construction
16:20-16:40 Chartered Institute of Architectural Technologists (CIAT)
Andrew Swarbrigg MCIAT
Senior Architectural Technologist
O’Mahony Pike Architects
16:40-17:00
Royal Institute of the Architects of Ireland (RIAI)
Michael Earley
BIM Manager
DAA
Chair of BIM Practice Committee
17:00-17:20
Association of Consulting Engineers of Ireland (ACEI)
Aonghus O’Keeffe Director
Roughan O’Donovan Consulting Engineers
17:20-17:40
Copenhagen School of Design & Technology (KEA)
Dr James Harty Lecturer
17:40-18:00 PANEL DISCUSSION
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
9am – 6pm
09:00-10:00 BIM & Blockchain
James Harty Lecturer
Copenhagen School of Design & Technology
10:00-11:00 Take Control over Revit by Creating Tools with pyRevit
Jean-Marc Couffin
Senior BIM Specialist, Architect BIM One Inc.
11:00-12:00 BIMserver.center: an Open BIM Approach to Collaborative Projects by CYPE
David de Dios Technician
CYPE
12:00-13:00 The Digital Quantity Surveyor
Elia González Salas Co-Founder & Digital Quantity Surveyor KOSMOS & The FIFTH Dimension
Erik Dahl Quantity Surveyor / Cost Manager KOSMOS
13:00-14:00 LUNCH BREAK
14:00-15:00 MS PowerApps for 19650-compliant Asset Information Management
David Shepherd
BIM Project Leader House of Commons
15:00-16:00 Confessions from an OCD Information Manager
Graham Stewart
Digital Director
Digital Guerrilla
16:00-17:00 Delivering IFC and COBie
Nigel Davies Director
Evolve Consultancy
17:00-18:00 An Introduction to Power Query and Power BI for Data Validation
Andrew Waring Director Virtual Phi
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
9am – 6.30pm
9:00-9:30 Why our BIM BURGERS need more S[OUR]CE
Gavin Crump
BIM Consultant/Owner
BIM Guru
9:30-10:00 BIM-VDC-IDD
Karthik V CEO
ByBiTech Singapore
10:00-10:30 Building Digital Competency –Excelize Approach
Sonali Dhopte
Chief Strategy Officer Excelize Software Pvt. Ltd.
10:30-11:00 The Future of Sustainability with BIM
Azhar Ali Siddiqui
BIM Manager Hatch
11:00-11:30 BREAK
11:30-12:00 Moving from Disconnected Documents & Spreadsheets to Online Dynamic Resources
Andy Boutle
Head of Digital Construction Alec
14:00-14:30
BIM era - Start Now You Are Already Late
Mohamed Fawzy
BIM Manager Zworld Holding
12:00-12:30
BIM Evolution: A Journey through the 10 Dimensions
Omar Nour
BIM Manager
12:30-13:00 What is BIM?
Mohamad Hamad
Project BIM Manager & Senior Architect
Khatib & Alami
13:00-13:30
Advancing Construction Process through BIM and Artificial Intelligence: A Data and Information Approach
Dr. Mohammad Mayouf
Senior Lecture in Digital Construction
Birmingham City University
Zigurat Global Institute of Technology
14:30-15:00
Using Agile and openBIM Approaches in Scan2BIM Works
David Delgado Vendrell
Architect and openBIM Consultant
DDV openBIM Solutions
15:00-15:30
Application of BIM Methodology in
Portuguese Cultural Heritage
Patrick Loureiro
BIM Manager
Shay Murtagh & Rui Seabra
Structural Engineer
CCAD-Serviços de Engenharia
15:30-16:00
Information Modelling
Jonathan Ingram
Chief Technology Officer
345 Holdings
16:00-16:30 BREAK
16:30-17:00
Increasing your Influence & Technology Budget by Talking to Management in their Language
Virginia Senf
Chief Operating Officer
UnifiLabs
17:00-17:30
The Building Safety Act and Golden
Thread: What You Need to Know
Vicki Reynolds
Chief Technology Officer
i3PT
17:30-18:00
The Devil is in the Detail…
Darren Barker
Principal Digital Consultant
Mott McDonald
18:00-18:30
The Top 10 Things I Wish I Knew as a BIM Manager
Kimberly Fuhrman
Revit Community Manager
Autodesk
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
9am – 6.30pm
9:00-9:30
BIM-Specific Prequalification Criteria in Construction Projects
Vijayeta Malla
Assistant Professor NICMAR University
9:30-10:00 Distributed Workforce - How to Support a Remote BIM Team
Holger de Groot
CEO & Founder Modmation
10:00-10:30
BIMetaverse Pritymoy Ganguly
Business Development Manager - BIM Intelligent Consulting Engineers & Builders Pvt. Ltd.
10:30-11:00 Design Digitization & Automation
Attila Vidra
Digital Lead - Land Development Atkins
11:30-12:00 BIM & Information Management for Regenerative Design & Development
Arlind Dervishaj
Architect, Digital Design & Sustainability Expert
KTH Royal Institute of Technology
12:00-12:30 Common Data Environment (CDE) –The Process
Mostafa Elashmawy Senior BIM & GIS Manager
WSP
12:30-13:00 Digital Platforms, New Business Models: An Invisible Revolution in AECO
Olivier Lepinoy Platform Expert Autodesk
13:00-13:30 Machine Learning Applied to Building Information Models
Nivedita Mudhoo
Computer Aided Design/ Modeler
Draftswoman
14:00-14:30 Experience the Power of BIM throughout the Whole Value Chain
Harri Majala
CEO/Founder
G-Builder
14:30-15:00 Cost Managers Contribution towards Sustainable Development through BIM
Tanaka Tande
Cost Manager and Project Manager
TN Zunzanyika Associates
15:00-15:30
Database-Driven Information
Management: Why, What and How?
Mo Shana'a
CEO & Co-Founder
Morta
15:30-16:00
BIM Model Integration with Live View
Reality Capture
Amel Djedouani
Product Manager (BIM)
Evercam Construction Cameras
16:30-17:00
BIM Growth – Individual to Organization
Jordan Billingsley
Associate | Design Technology Manager
Hord Coplan Macht & Allison Harper
Associate | BIM Technology Manager
Hord Coplan Macht
17:00-17:30
BIMin' Guide to the Galaxy. How to Create, Launch & Nurture your Digital Twins
Kimon Onuma
Architect, FAIA ONUMA, Inc.
17:30-18:00 Application of Digital Technologies in Estates information management
Hadeel Saadoon Communities Lead
UK BIM Alliance
18:00-18:30
State of Data Sharing and Collaboration in the Age of BIM and Digital Twins
Anil Sawhney
Director of the Infrastructure Sector
RICS
The Irish Construction Excellence Awards (ICE Awards) is the original and premier accolade for the Irish Construction Industry for more info visit: ICEAwards.ie
Celebrating the Heroes of AEC Architecture | Engineering | Construction 8th September | Live in Dublin + Virtual
9am – 6.30pm
9:00-9:30 Developing a Skills-Based Strategy to Enable Digital Across your Business
14:00-14:30 Scan to BIM for Infrastructure and Heritage Projects
Mohamed S. Hemdan
Virtual Design and Construction Head
Kabbani Construction Group
in
14:30-15:00
Eco-Digital Design
Mais Taha Director & Management Consultant
MTiPx
15:00-15:30 Change We Must, and Change We Can
Dana K. "Deke" Smith, FAIA Emeritus, FbSI President
DKS Information Consulting, LLC
10:30-11:00 Why is BIM Perceived as an Expensive Stepsibling by Most Small and Midscale Consultants?
Kaustubh Pandey Digital Council Leader Galactic Group
15:30-16:00
The End in Sight, a Wider View of the Project
Pierre Venter
BIM Manager
Majid Al Futtaim Properties
11:00-11:30
Demystifying Digital Twins Anand Mecheri CEO Invicara
11:30-12:00 Tips and Tricks to Choose the Right CDE, and How This Can Streamline Your Workflow Between Office and Field
Billel Dridi BIM Manager & Digital Transformation Lead FAM Holding PSC
12:00-12:30 My Journey with BIM Since 2014
Nadim Abbas BIM Integration Lead
12:30-13:00 Empowering BIM Adoption Jero Juujärvi
16:00-16:30 BREAK
16:30-17:00 Advanced 4D Planning Tools and Techniques
Omar Habib
4D Planning & Digital Delivery Manager.
WiiPlan Projects Solution
17:00-17:30
BIM Tools for Element Classification and Data Validation
Brian Smith
Solution Architect - Application Services
Invicara
17:30-18:00 New Era of Constructability/Coordination Using Revizto
Cody Whitelock
Virtual Construction Manager
Barnhill Contracting Company
13:00-13:30 Streamlining Workflow Processes for Efficiency and Effect Output Ryan Holmes Digital Delivery Manager
Tent Engineering
18:00-18:30 BIM Mindset
Maria Jose de Tezanos
CEO Architect Consultant
MDT Arquitectura
Celebrating the Heroes of AEC Architecture | Engineering | Construction
8th September | Live in Dublin + Virtual
9am – 6.30pm
9:00-9:30 Principles of Effective BIM Content Management
Gary Sprague CEO & Co-Founder
Kinship
9:30-10:00 Precast Concrete Construction & BIM for Precast
Siddhant Pawar
BIM Manager
Tata Projects
10:00-10:30 Carbon Footprint Reduction in AEC Powered by Scan To BIM
Varun Bhartiya
CEO
nCircle Tech
10:30-11:00 Using LPS & BIM for Managing Construction Projects in Developing Countries: Lesson Learned from Iran
Kambiz Kordani
Planning & Project Control Manager
SKC
11:00-11:30 Solve your Data & Governance Challenges with Easy Process Automation
Paul Stone
Product Strategist
FlowForma
11:30-12:00 Joining the Dots Between Diversity, Skills and Social Impact
Rebecca Lovelace
Founder and Chief Dot-Joiner Building People
13:00-13:30 Integrated Digital Delivery for Project Lifecycle
AR. Ankitkumar Kansara
Founder and CEO
Virtual Building Studio Inc
14:30-15:00 Database driven Information Delivery Planning
Mirna Khoury
Digital Transformation Lead
Morta
15:00-15:30 Barriers to 5D BIM Adoption
Ana Maria Walter de Rossi
Civil Engineer
Hanley Pepper
12:00-12:30
Digital Delivery on Mega Projects
Irfan Baig
Digital Construction Manager
ALEC Engineering and Contracting LLC
12:30-13:00 The Strategic Role of International Standards in BIM: An Introduction to ISO 19650 Standards
Nicoleta Panagiotidou
Architect MSc, BIM specialist, Director BIM Design Hub
15:30-16:00
Accelerating Digital Transformation
Alain Waha
Chief Technology Officer
Buro Happold
16:30-17:00 BIM for Occupational Safety and Health Management
Manuel Tender
Lead Researcher
Digital4OSH
17:00-17:30 New Data Old Problems
Brian Guinan
Facade Inspector
i3PT
17:30-18:00 Management and Coordination of BIM Processes on an openBIM Cloud Platform
Alfonso Perna
International Product Engineering
ACCA Software
18:00-18:30 Let’s talk Smart Buildings
Tom Gould
Head of Digital Solutions
Skanska
Limsen provides strategic guidance and implements digital workflows on large-scale developments.
There’s enormous value to be unlocked from digital models, but sometimes people and processes just don’t go well together. We rise to those occasions and make sure that projects are driven towards their goals. We are committed to walk the walk and bridge the gap between owners /investors /contractors /consultants and Building Information Modeling.
Managing Digital Construction
