BIM Journal Issue #2

ISSUE TWO

BIM - What’s in a Name?

Exploring the meaning, significance and impact of the emerging BIM roles.

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COPYRIGHT AND CREDITS SALES & ENQUIRIES:

sales@bimjournal.com EDITORIAL:

Nathan Hudson nathan.hudson@thebimhub.com DESIGN:

Stacey Beardsley CONTRIBUTORS:

Frank Weiss (Head of Product Management, Aconex) Garry Fannon (Construction Head of BIM, Willmott Dixon) John Adams (Director, BIM Strategy Ltd) John Ford (Business Information Manager (R&D), Carillion) Jonathan Hewitt (Director, theBIM.guru) Andrew Willoughby (BIM Manager & Coordinator, Long and Partners) Karl Redmond (Business and Finance Director, Enable by Design) James Skelton (FMC Global Talent) Joe Coleman (FMC Global Talent)

BIM Journal is published by: BIM Journal Ltd, Upper Floor, Turnbridge Mills, Quay Street Huddersfield, HD1 6QT 01484 437318 www.bimjournal.com

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Editors FOREWORD

Firstly, many thanks again for the kind words that you expressed in relation to issue 1. We take all feedback onboard and we were delighted with how well received the publication has been. Thanks again.

That said, welcome to Issue 2 of BIM Journal; a themed publication that deep dives into a pertinent topic of the day from within the BIM/ Digital AEC realm.

BIM Journal seeks to consolidate and disseminate much of the debate around the topic of BIM, presenting example projects and thought leadership from leading professionals around the world.

In the first edition, we looked at openBIM with specific reference to buildingSMART International’s openBIM standards and approach. In this issue, we discuss the extent, reach and influences of the many emerging “BIM” roles. Their genesis, significance, definition and future; including the benefits of this skills upheaval as well as some of the perceived drawbacks, plus the evolution of the overall market in line with BIM adoption wholesale.

Within the greater topic of these emerging roles we uncover real world ideas and solutions by working closely with a number of experts operating at all levels of the industry in order to highlight their opinions, contributions and wider concerns regarding the evolution of BIM and the development of these roles overall.

It is hoped that you find this publication appealing, and indeed see it as a “mini-bible” for the topic addressed - such that you will have substantial confidence discussing and understanding the topic going forward.

Remember to subscribe to receive BIM Journal directly too.

Kind regards and best wishes,

Nathan Hudson BIM refers to the virtual 3D building information model or models which are then brought together “as one” at key intervals.

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NEWCOMER HINT:

“ BIM also refers to the potentially agonising process of getting project participants to interact with the model collaboratively, when they should, in the agreed format, using the available standards, on time (aka the BIM process).

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CONTENTS

One BIM: WHAT’S IN A NAME?

Two INFORMATION MANAGER

Three THE BIM MANAGER

Four

BIM COORDINATOR, TASK TEAM MANAGER, ETC.

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CONTENTS

Five

BIM TECHNICIAN VS ARCHITECTURAL TECHNICIAN

Six

AD WATCH: BIM RECRUITMENT

Seven CONCLUSION WHAT’S IN A NAME?

Eight BIM FOR MARKETERS

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One BIM: WHAT’S IN A NAME?

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Seemingly quite a lot - and it changes from company to company and region to region.

As if the wildebeest migration to BIM were not enough, during the transition from scratching at the barren scrubland of traditional ways of working to the scent of pastures new, it seems that there is some effort (nay pain) to endure on the way to this abundant paradise of flora and fauna. But at least the general direction and the approximate location is known.

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Emergence

As BIM yet again contains so many approaches and methods, the many “new and emerging” roles have in actual fact long since emerged and are little short of new, but we can hardly call them “old and everyday” just yet.

But there are considerable differences in terms of how these roles are applied project wide when it comes to how BIM projects are implemented; not least with regard to the clarity of emerging roles and responsibilities and the meandering of how these definitions can blur.

Even for the same person from one project to the next. Plus there are BIM Coordinators, BIM Engineers, BIM Modellers, Task Team Managers and Interface Managers thrown into the mix along with several other vestiges. Each of which we will seek to clarify.

So first things first, in terms of standards then as PAS1192:2 and subsequently the BIM Protocol, being the de facto contract addendum that facilitates the use of BIM in the first place (the spirit of which is enjoyed in other

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Indeed rampant opportunity presents itself perhaps moreso now than in the digital dream of what may lay ahead. Companies large and small are modernising and not just by adding the word “BIM” to their marketing either (although that is happening a lot). Here we see companies all over the world genuinely beginning to question their approaches to their whole set up and ask if they too can really up their game in terms of performance, efficiency, outlook and profitability. Having the buy in from the right staff to do this is critical of course, hence the migration to these very roles to begin with. But change is most definitely occurring.

Tellingly, the staff in these roles also require complementary buy in from seniority in return. Which is another issue we will examine through the opinions of key industry players and what it means from one practitioner to the next - before we summarise with an overall consensus later on.

standards around the world), the honouring of its demands propels a framework for these emerging roles and duties to fall into, with a natural variance that becomes largely dependent on the project size. Another aspect that we will also consider.

Many roles, or as we shall go on to interpret, many duties, are put forward in the standards but they seem at odds to industry parlance at this particular moment in time. We are obliged to honour these roles wholeheartedly, at least where BIM Level 2 or “actual BIM” is concerned, and we will study this obligation in greater detail next and indeed throughout the publication.

Obligations

To some, adding the word to “BIM” to their existing role seems to be getting them through this troubled time and this is a tactic that is seemingly occurring at all levels. To others, the fact that the BIM Protocol mandates the appointment of an Information Manager, a vital and senior role is another kettle of fish and propels their adoption strategy much more distinctly with much more clarity. Rather than adopting BIM blind, this cohort has sought to go further than scratching the surface - which many operations are only really doing in earnest.

That said, you can already see how the confusion begins to start “don’t BIM Managers also manage the same information as the Information Manager?”

Industry it seems, or at least pockets of it, quite often refer to an Information Manager as a BIM Manager - at least in some cases. Plus they can also be called a BIM Information Manager[2] as well. In fact there are other terms that are being bandied around similarly but these will only muddy the water if we bring them up now. But it does lead to another question; If the Information Manager is also known as the BIM Manager, then surely there can only ever be one BIM Manager on any given job?

Assuming the role has not been split?

To answer this, and a raft of other questions, let’s get back to basics.

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Back to Basics

We will examine this role in greater depth in the next article, but in the meantime you must know that the BIM Protocol defines the importance of the Information Manager thus: The Protocol requires the Employer to appoint a party to undertake the Information Management Role. This is expected to form part of a wider set of duties under an existing appointment and is likely to be performed either by the Design Lead or the Project Lead, which could be a consultant or contractor at different stages of the project. In some circumstances the Employer may appoint a stand alone Information Manager.[1] This translates to, if the job is colossal then a dedicated Information Manager will be needed.

If the job is microscopic or you just don’t have the scope then hire a consultant to take it on instead. If it is anything in between (most cases) then the Design Lead, Project Lead, contractors’ Design Manager or some other schmuck can do it along with all of their other duties.

But this is the wrong tone. After all the process itself seeks to minimise the “other stuff ” in a positive way, although it does bring the

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expectation that the first project this person oversees with this role slapped onto them does need some slack cutting from the client and the wider project team. Spirit of collaboration and all that. Somebody has to do it and in BIM Protocol terms the Employer has to have somebody in place in this regard so it is very much a nailed on set of duties. Subtleties can also arise if the job is design led or contractor led too, which we will identify later. Also whether or not this is a logical role for document controllers to migrate to will be looked at as well.

In the either case, the lucky person will inherit the duties of Information Manager regardless of their title and in essence act as a custodian, often going on to hand these duties from designer to contractor as the project progresses. So it does not really need to be a new role at all and in most cases it doesn’t tend to be. However...

To push their BIM agenda company wide many professionals will have likely rebranded themselves with the “BIM” suffix and likely sought certification that bolsters their prowess even further. Both of which are sensible measures deep down, but we will look at the pitfalls and the perils of using “BIM” by name once again in the consensus at the end.

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Duties

The general duties according to the BIM Protocol do not include any clash detection or model coordination activities typically associated with a ‘BIM Coordinator’ - another role that we will examine. What is does include however, are the general managerial duties summarised below: • Managing the processes and procedures for information exchange on projects; • Initiating and implementing the Project Information Plan and Asset Information Plan; • Assisting in the preparation of Project Outputs, such as data drops; and • Implementation of the BIM Protocol, including the updating of the Model Production and Delivery Template (MPDT)[1] These are the principal generic duties. We will delve into the many specifics next, but there is clearly a lot more to it than being a Document Controller, that is for sure.

So to “do BIM” correctly, the BIM Protocol will often be used. But key questions can still be raised as to whether organisations really have alignment with one another when it comes to adopting these new roles. Just how are Small to Medium Enterprises (SMEs) embracing these roles on projects of rapidly varying size and scale? Where do these duties blur? Does more than one Information Manager or BIM Manager exist project wide? How are Tier 1’s leading this transformation? Are they leading this transformation? What should be prioritised? What should be relegated? Who is doing what, when, and how?

All are questions that we will look at in the pages that follow.

Give us your personal opinion of the BIM markets globally - any trends or cohesion?

Well what is difficult to answer here is that when we speak about BIM we assume that we all share the same context globally, but for some it is just sharing models and very little more.

Indeed we have observed a number of clients who purport to be utilising BIM on a couple of projects but as a matter of fact they are really just using model data instead of drawings, which means the size is five to ten times bigger. Plus they hardly use the document register when managing these model files. Although it is a definite step up in terms of “BIM maturity” it’s not the way that we understand BIM management. Whereas for some it is just about model coordination at the moment, yet for others it’s about data management too.

If pushed I would have to say that Finland and Norway are probably the most ahead of all the markets, but they aren’t really broadcasting their achievements. Even though their market is small - they are very knowledgeable and it is hard to find a non BIM project over there.

Another very mature market is the Netherlands.

They have something like a 7% demand from the public side with 93% coming purely from the BIM business case. It is also a very mature market insofar as they would all like to begin to really link their data with one another. Which is a great pleasure to see and to understand how they want to tie the whole initiative up collectively, in the concept of Smart Cities, Smart Living and Smart Homes.

After all we don’t do BIM for BIM’s sake, really we are serving the methodology of the next phase, a higher purpose, which of course is tied into sustainability and better urban planning.

If we compare this to the USA and California especially, they are knee deep into the design process a the moment and it is probably quite hard to find parties who cannot deliver even partial models. However, it is pretty much isolated to the design phase - we haven’t seen it being fully implemented by the contractors in the construction phase wholesale. Plus a few attempts to get it running for asset owners is also in a very early stage.

In EMEA it is different again, with Qatar and Dubai pushing it a lot.

In Australia New Zealand I suppose I would have to say that BIM hasn’t fully landed there yet, but there are some early adopters and it is about to really take off. This will probably get an even bigger push when an official standard comes along of course.[3] FRANK WEISS - HEAD OF PRODUCT MANAGEMENT AT ACONEX

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Two

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INFORMATION MANAGER As identified in the previous article, the role of Information Manager is officially put forward in PAS1192:2 and the BIM Protocol and it describes a distinct person, or persons if a split role with no design responsibility at all. Which is understandable yet something of a small victory when it comes to limiting the extent of their workload, as we shall see.

However, the significance of the role cannot be understated as John Adams (BIM Strategy) points out, because it is the first real data focussed role in the world of BIM and the value of turning data into structured information is only just being realised[4]. Clearly the importance of this key role will only increase over time.

No Longer a Document Controller

Indeed as Jonathan Hewitt (theBIM.guru) identifies, this role is about the information and process side of things, plus granting project/task team members access to the CDE, ensuring documents are named in line with the nominated naming convention and making sure the security provisions are in place and active and up to date[5].

A good broad brush outline certainly, and of course calls have been made for Document Controllers to be the natural choice when it comes to this migration, but there is much more to being Information Manager than meets the eye, as John Ford (Carrillion) identifies.

Of the existing roles, which are predisposed to becoming the Information Managers of the future?

We have focussed our attention to the often overlooked ‘Document Controller’ as we currently task these resourceful individuals to provide and support our good Information Management practices by keeping our printed drawings up to date, managing our Electronic Document Management Systems plus a whole lot more already.

But we believe that the role should be broadened to encompass all forms of information which alone requires significant training not to mention a whole raft of new processes that have even greater responsibility. This role is currently evolving into that of Information Controller/ Manager but it will definitely not be an automated switch and the individuals involved have a lot to learn. This is a simple change only on the face of it, and one that makes a clear statement that clearly broadcasts “it’s not all about the documents anymore” but there is some way to go overall, and modernising wholesale is rapidly, continually and determinedly happening”.[10] JOHN FORD, BUSINESS INFORMATION MANAGER (BIM R&D), CARILLION

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Indeed the traditional role of the document controller now seems to be the thin end of the wedge when it comes to overall responsibility as many other items, such as federating asset model data, validating that data and then producing COBie outputs at the end of each stage are also genuine real world requirements. Plus it must be remembered that all information in the project needs to be managed not just the BIM data[6].

A sizeable undertaking indeed and something that can only be achieved by a competent and confident individual with the authority, knowledge and rapport to make it succeed. After all, let us be reminded that on projects led with the BIM Protocol, the Information Manager has a role in facilitating the management of the federated model and the production of project outputs as well. Together with being responsible for managing the operation, standards and culture of the Common Data Environment[7] to begin with.

Information Management and BIM

Clearly the Information Manager needs to keep on top of this plethora of spinning plates by providing regular reports (and regular chasing) of all parties long before they hand over their own duties to the contractor’s Information Manager to carry on the charade - should the role be split in this ‘traditional’ manner rather than a third party handling the Information Management duties from cradle to grave.

A huge career positive however is that the Information Manager is also in a strong role as an advocate for BIM and digital collaboration as they can genuinely see the bigger picture of the purpose of BIM materialising before their very eyes. A conductor of sorts with an influence that will be felt by all players. Indeed keeping a regular rhythm among project parties is the goal and milking the analogy further, excellent communication skills and regular eye contact are the basics when it comes to true spontaneous synergy, inclusion and collaboration as well.

In terms of defined responsibility, it is important to deep dive further and examine the nature and extent of what the Information Manager is expected to do. A good place to start therefore would be the “CIC Outline Scope of Services for Information Management” with a closer look at what it has to say. The overall realms have been broken down to A, B, C, D thus:

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A. Common Data Environment (CDE): 1. Establish a Common Data Environment including processes and procedures to enable reliable information exchange between Project Team Members, the Employer and other parties 2. Establish, agree and implement the information structure and maintenance standards for the Information Model 3. Receive information into the Information Model in compliance with agreed processes and procedures. Validate compliance with information requirements and advise on noncompliance 4. Maintain the Information Model to meet integrity and security standards in compliance with the employer’s information requirement 5. Manage Common Data Environment processes and procedures, validate compliance with them and advise on noncompliance.[8]

Note the heavy use of “Information Model” and not “BIM Model” the latter being a convenient vehicle for adding and extracting information relating to the project most certainly, but the plethora of other documents that are needed to support any project still need taking into account, thus forming the “Information Model” or “Project Information Model” as it is also known.

Newcomer note: A model need not be 3D geometry, simply a way to structure or arrange information can also be termed a “model” of course. Indeed not using a folder structure within the CDE at all and searching for information by meta data, with subsequent filtering by using any of the BS 1192:2007 naming, revisions or suitability codes has been demonstrated to work very well too[6] which is also a very distinct information “model” as well.

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B. Project Information Management 1. Initiate, agree and implement the Project Information Plan and Asset Information Plan covering: a) information structure across roles e.g. software platforms (all levels of supply chain) appropriate to meet Employer Requirements and Project Team resources b) responsibility for provision of information at each Stage c) level of detail of information required for specific Project Outputs e.g.

Planning, Procurement, FM Procurement d) the process for incorporating as-constructed, testing, validation and commissioning information 2. Enable integration of information within the Project Team and co-ordination of information by Design Lead 3. Agree formats for Project Outputs 4. Assist Project Team Members in assembling information for Project Outputs [8] It can be concluded here, roundabout, that the Information Manager is the person that coordinates and conducts the activities of the distinct BIM Managers on the entire project; indeed the Information Manager coordinating, specifying and agreeing the deliverables with the other project personnel from the word go (via the Master Information Delivery Plan (MIDP), the Model Production and Delivery Table (MPDT) etc), and policing the process thereafter. The phrase “herding cats” springs to mind, but that would be unkind. To cats.

C. Collaborative working, information exchange and project team management 1. Support the implementation of the Project BIM protocol including updating the Appendices 2. Liaise with and co-operate with Project Team Members and the Employer in support of a collaborative working culture 3. Assist the Project Team Members in establishing information exchange processes, including; define and agree procedures for convening, chairing, attendance and responsibility for recording “information exchange process meetings” 4. Participate in and comply with project team management procedures and processes including:

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a) risk and value management b) performance management and measurement procedures c) change management procedures including adjustments to budgets and programme d) attendance at project and design team meetings as required e) agree and implement record keeping, archiving and audit trail for Information Model [8]

In terms of item 1 it is amazing to know that some projects actually have the BIM Protocol contractually “reversed” into them, and even then with the Appendices still left blank.

Item 2 really comes down to the culture of the Information Manager and other parties on the project, thankfully this approach is growing. However there is still a large element of BIM being pedalled as a bolt on cost to clients without the deliverables being followed through to honour it[9].

D. Additional Services: 1. Provide the services to host the Common Data Environment [8] So not exactly a reseller - but that business partnership/potential could well materialise?

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Designer Lead or Contractor Lead?

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A distinction can also be made when it comes to the trajectory established at the start of the project. Where projects are contractor-led it is generally accepted that the main contractor takes on the Information Manager role (or they appoint someone to assist with the task). However where a project is design team led, prior to a main contractor being appointed, there is frequently more ambiguity about who will carry out the role in general[6].

It is safe to say that the role will likely fall to a pivotal member of the client or design team, followed by a person in the main contractor team more formally. Indeed it must be remembered that the Information Manager is typically not a stand-alone role after all and it is expected to shift from design team to contractor anyway. So much so in fact, that under the BIM Protocol a client is obliged to appoint an Information Manager at all project stages[1] simply to allow for this back and forth - ideally well in advance.

Yet a growing number of third party organisations are emerging to provide dedicated Information Management services already, which may be a necessary measure to get over this hump at present before being absorbed into existing roles later[6]. The key take away here is that, as

always, clarity is needed as soon as possible when it comes to allocating and appointing the Information Manager role in any BIM project setup.

On a singular project level, rather than looking at any one participant specifically, it may be concluded that the Information Manager in terms of overall project data responsibility sits “above” the BIM Manager (a role that will be examined next) but the top of the tree is still the Project Manager.

Indeed Project Managers should be fully aware of the complementary role of the Information Manager as one day they could well be knee deep in it, plus they ultimately have a responsibility to advise the client of the importance of Information Management in the first place[5]. But the Project Manager duties in essence should remain just as colourful and chaotic as they are now.

As ever the size of the job and the nature of the project will remain key to the allocation of the role and the responsibility and the authority of the project members overall, such that in smaller businesses many of the roles may indeed be carried out by the same individual[7].

To conclude then, at this stage one thing is for sure, if you are carrying out the above duties and “Information Manager” is not in your role or title, it might well be time to start dropping it into conversation.

A good Information Manager should allow the Project Manager to really focus on driving value for the client throughout the project, rather than needing to stay on the back of the design team to deliver coordinated information.[4] JOHN ADAMS, DIRECTOR, BIM STRATEGY LTD It is without question that our Information Managers will be expected to do more than usual, but they will be given the skills that allow them to perform information takeoffs accordingly.

They will also be looking for duplication of data caused by a poorly managed Volume strategy. This can take the form of, for example, ensuring that the curtain walling is removed from the architects model when it lands with the curtain walling contractor, to avoid duplication or to pick up elements that are missing.[10] JOHN FORD, BUSINESS INFORMATION MANAGER (BIM R&D), CARILLION The Information manager is a key role - the very person that sets up and manages the CDE and is vital to BIM[5] JONATHAN HEWITT, DIRECTOR, theBIM.GURU Mainly to set up the CDE, carry out period validation reports on each project. Check that the correct information is available for information exchanges and generally police the CDE.[11] GARRY FANNON, CONSTRUCTION HEAD OF BIM, WILLMOTT DIXON

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Three THE BIM MANAGER

With the role of the Information Manager now fairly well defined, the nature and extent of the function, reach and significance of the BIM Manager should be easier to outline. It is hoped.

Official/ Non-Official

Many roles and responsibilities are mentioned in key standards and guidance documentation, yet the named role of the BIM Manager does not feature at all. Neither does BIM Coordinator, BIM Modeller nor BIM Consultant. Could it be that these roles already exist?

A draughtsman many years ago used pen and paper on a drawing board, then CAD, before migrating to BIM authoring tools to generate the exact same views and information needed. The role stayed the same - merely the underlying technology shifted (and then some). A car mechanic using a digital diagnosis machine may now be an Automotive Technician, but the end result or “deliverable” of what this means, to diagnose and repair cars, has also remained the same. In the case of the aforementioned “BIM” roles, it surely comes down to the role that any given individual already has, and how much it lends itself to absorbing the duties of the generally established BIM workflow thereafter, as to whether or not this individual is anything like “suitable”.

As such, seemingly anybody willing or able enough could become a BIM Manager. What we need to focus on are the specific traits needed to fulfil the role and, thanks to the extensive canvassing of leading industry practitioners undertaken, form a detailed consensus on the duties of the role outright in order to establish its look and feel much more clearly.

Relationship - Project Wide

The Information Manager needs to agree and establish the information deliverables from all project parties in terms of what information is needed, when, and by whom to honour the MIDP and other project particulars to deliver the Employer’s Requirements in full. Consequently, the key personnel that represent the separate organisations in a BIM capacity are very likely the BIM Managers. Whether they call themselves this or not.

Compounding the confusion further however, the Information Manager may well be the leading parties’ BIM Manager, who has adopted the Information Manager duties, as these duties have ultimately been positioned to be absorbed by other roles already, as we have learned, but the project may officially need somebody nominated in the Information Manager role regardless. Somebody has to steer it at any given time and that person has to be named.

That said, parking Information Manager duties to one side, the BIM Manager should therefore prepare the pre and post BIM Execution Plans and understand the reach and implications of the MIDP and MPDT that they or their colleagues are subsequently agreeing to. However there is growing evidence of the title being given to people who have experience using the software but not necessarily any experience when it comes to understanding how a building is put together or indeed how to manage a team of people[18].

As such, this suggest an important nay senior role for an individual who is well versed with sufficient contractual knowledge when it comes to planning technical work and associated project risks. As well as being an open and clear communicator and all that good stuff. This is also where we see BIM Consultants come into play, which is unsurprising given the necessary levels of commitment and control necessary to honour such a role.

Indeed many BIM Consultants and indeed BIM Managers are subsequent “BIM Evangelists” and are in a good position to happily advise the client and others. Although it is often felt by some that Project Managers should start to step up a gear when it comes to advising clients about BIM and the value of data in the first place, but I digress.

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Relationship: Internal

The above already sizeable undertaking is the easy bit. Within the organisation that the esteemed BIM Manager works a torrent of other responsibilities are to be met. These are often split into People, Process, Policy and Technology[12] and, as we examine these realms further this exercise also begins to outline where the role of the BIM Manager ends and that of the BIM Coordinator begins.

In their book “BIM and Construction Management: Proven Tools, Methods, and Workflows” Hardin and McCool (2015) volunteer the following recurring themes when it comes to the requirements of a BIM Manager, which we will categorise into the aforementioned realms accordingly; • Take responsibility for the entire scope and quality of the BIM team [People, Policy].

• Ensue adequate personnel are available for each BIM project’s needs [People].

• Recruit qualified modelling personnel, and provide management assistance to BIM recruiting efforts [People].

• Participate in selecting BIM Projects to be pursued [Process, Policy].

Certainly the BIM Consultant often tends to be the person that Frank Weiss (Aconex) hints at as being the kind of individual that has been parachuted in to plug BIM specific knowledge shortfalls as felt by the already harangued Project Manager. If we were to generalise his comments further[3].

But the additional appreciation of the intricacies of BIM are paramount to the role and, very often the ‘lead’ BIM Manager may also put steps in place to make sure that all personnel benefit from collaborative training sessions and CPD initiatives project wide. That kind of thing.

Many select individuals have morphed into what we see as a kind of BIM Consultant, who can also be, more or less, an external party advising a client or project participant of the whole BIM journey, items such as:

• Attend pre-proposal meetings, perform site visits, collect data required to perform modelling tasks [Process, Technology].

• Assist with responses for requests for proposals by being familiar with industry standards and terminology as well as listing past project experience and examples [Process, Policy].

• Prepare conceptual and detailed modelling budgets for proposed or awarded projects, and review them with the operations manager [Process, People].

• Monitor and manage BIM expenses, and review them with senior management [Process].

• Assume key roles in select sales presentations for assigned projects [People].

• Identify the modelling team for active or proposed projects [People].

• Ensure the responsibilities of others and assignments are coordinated and met [People].

• What do you need in terms of budget?

• Guide model creation/assimilation throughout the preconstruction process

• What is your IT blueprint?

[People, Process, Policy].

• What knowledge do you need to have?

• Provide assistance to the estimating team for model review and RFI model

• What education and training will be needed?

documentation [Process, Policy, Technology].

• What is the journey for your specific organisation in terms of a pilot

• Take the lead role in facilitating, conducting, and participating in project kickoff

project, or two or three projects?

meetings, design meetings, pre-construction meetings, and the operation’s project

• What is the investment case?

meetings. [People].

• What are the BIM use cases you should pursue?

• Establish credibility and confidence for BIM as needed with clients, design team, sub-

• How should we involve other parties? etc.

contractors, and internal team members [People].

• Maintain and expand various design relationships and partnerships [People].

• Develop and ensure BIM policies and procedures are implemented and followed on

Before they do a full rollout. This role can also be done by a so called BIM Manager, but now we get to the point where the BIM Manager role kind of breaks apart into different pieces. Such as a BIM Coordinator or a BIM Engineer etc. It really depends on the size of the project.[3] FRANK WEISS - HEAD OF PRODUCT MANAGEMENT AT ACONEX

projects [People, Process, Policy].

• Provide guidance in regard to design management and model completion [People, Process,Technology].

• Conduct detailed model reviews to ensure project expectations are met [Process, Policy, Technology].

• Ensure questions regarding projects and model information are properly documented and addressed by the design team [People, Process].

• Ensure measures are in place to monitor and track changes, and provide information to internal team members, design team, and subcontractors [People, Process].

• Proactively identify risk factors with senior management [People, Policy, Process].

• Assist operations with the development of construction phasing models throughout the project as necessary [People, Process, Technology] • Assist operations with the development of project site utilisation modelling and logistic coordination [Process, Policy, Technology].

• Encourage the exploration of innovative, technically creative model presentations as needed [People, Technology].

• Strive to attain 100 percent customer satisfaction for BIM projects [People, Process, Policy, Technology].[12]

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What is telling from the above amalgamated view is that there is a substantial lack of the “Technology” category when it comes to the blow by blow items raised. Indeed “People” and “Process” trump all other categories by at least two to one and this goes some way to underline the fact that the emphasis here is firmly on the word “Manager” and then some.

But BIM is a profoundly technical process that relies on policies and learned technical expertise to coordinate, assimilate and manage the wealth of project data produced. Hence the introduction of the BIM Coordinator, BIM Modeller et al thereafter. The BIM Manager clearly has enough to do, especially if their remit begins to cover an even wider portfolio of projects which is often the case.

Especially for SMEs. But some duties themselves appear to be consistent and indeed quite common when examined from one organisation to the next.

their everyday use of said software, which then assists managerial staff when it comes to future planning. An element of awareness of new and improved software tools and best practice is also seen as being very useful.

Hardware: Consultation with the IT department, server maintenance, workstation sourcing, budgeting and licensing support all needs to be allowed for[14]. Indeed entire budgetary appraisals and layout options may be needed in this regard.

Standards and Documentation: It is one thing to create and adopt company standards but it is another to implement them. The need for the company to have a coherent consistent ap-

es, plus understanding the proposed use of the model in future and any implications forthwith are also critical considerations. Volume strategies may also feature, with early decisions needed on how to break-up the models and distribute them based on design and construction needs. Questions relating to model ownership and intellectual property[14] may also feature, such that other company executives understand the information they need before making any proposals or signing any contracts. Legal teams may also need to be guided in order to update contracts, data-release forms and proprietary data protection[15].

Content Creation: Oftentimes content, families

proach to all projects based on the agreed standards and policies can be somewhat under appreciated by more junior personnel. Yet company culture, governance, prestige, professionalism and productivity are ultimately what will influence this overall. And also what is at stake.

Workflow and Process: Implementing the BIM Execution Plan (BEP) and knowing the Levels of Detail etc as required at different project stag-

and templates and the like will need to be created and curated for individual participants within the firm to re-use. Plus the most common tools, plugins, extensions and add-ons need to be loaded with the default or most frequently used settings readily available[14]. Aspects like these will need to be overseen plus ccreating marketing content may also be needed.

Project Support: All projects have their individual nuances and requirements which the skilled manager will foresee and incorporate into bespoke project kick-off agendas before assisting with project specific issues as they arise. Often acting as a mediator that polices the appropriate use of content and company standards[14].

By looking at the above items once again, it can be seen that these duties are to be applied “globally” in any organisation rather than being changed wholesale from one project to the next.

Such is the overarching remit of the BIM manager role in essence, and many BIM Managers become the “go to” person or ambassador of that company - fostering the uptake of BIM company wide. This can be assisted further by also providing weekly open forums and technology meetups for employees to attend as well. Often facilitated by closed or open online forums and tools (see

Familiar Duties.

Many BIM Managers may also become responsible for any number of overarching initiatives that need to be implemented throughout the company, regardless of the number of active or proposed projects at any given time. On the back of this, the many duties can be condensed into the categories below as being commonly recurring themes;[14] Software: BIM Managers may well be expected to have above average IT skills and the ability to use multiple software disciplines, as they will be expected to “drive” the model during meetings[17]. Also, very often, if not carrying out software training outright then managing the overall migration process of the team/s to a new software platform may well occur. Which can take anything from several months to several years[14].

Yet “software” also encompasses an increasing array of “non BIM” productivity tools which also needs to be managed if people are to have access to the tools they need[14]. On the back of this, BIM Managers should then be able to convey to executives the progress of individuals in terms of

22 the Groups section of The BIM Hub for example).

With global or “company wide” BIM endeavours being taken into account, the granularity of the BIM deliverables on any singular project may well fall to an assistant BIM Manager (still accurately called a BIM Manager, if the project is sizeable enough) or a very similar role aka the BIM Coordinator instead . Alternatively, if the organisation is small and nimble in size and flexibility the same individual may well carry out all of the above and even take on the role of coordinator on smaller projects as well[16]. Either way, it is clearly not one size fits all and flexibility is the key.

Complexity

BIM Managers must still be able to manage, coordinate and work with companies who have not yet adopted a BIM workflow or approach however. Plus the flotsam and jetsam of the ever shifting tides of technological progress and increasing expectations to utilise the model for ever more demanding scenarios sees a much more evolved role than what came before[12]. Indeed the role has morphed somewhat and of late has been elevated to a focal point for all BIM related activities on a project. A beacon of sorts, that shepherds all far and wide. Indeed it can be summarised that as the acceptance and extent of BIM has grown in the industry, the managerial responsibilities of the role have expanded accordingly in tandem [12].

However, so important is the role that when it comes to organisational placement, some see the BIM Manager in a central role directly between the Client and the Project Management personnel. Such that a lifecycle BIM approach that gets all stakeholders from the top down involved is sufficiently being implemented. Leveraging an ability to measure project performance independently of either the client or the developer[12]. Other sources see the BIM Manager in a more integral position, but again it is dependent upon the particular project or client requirement or project need.

What is certain is the need to continuously keep abreast of both technological and training opportunities and not just the latest software advancements too. Knowing when to stop looking at software and “lock down” what will be used is also another skill, and experimenting with trial versions are a must. But site experience, contractual procedures, and stakeholder management are clearly major issues that are coming to the fore and the importance of finding candidates who are proactive and willing to learn soon becomes even more paramount. As does time and the realisation that all personnel need sufficient support to experience and understand the complexity of the role outright.

Embedding Culture

As industry has emerged and expanded so too has the role of the BIM Manager. Setting the company’s consistent “BIM Vision” and communicating this to all relevant personnel. Especially

I think it’s prudent to note that a BIM Manager is a ‘swiss-army knife’ type of role as it really can mean anything to do with BIM. Currently, being a BIM Manager in an SME means you’re involved in everything internally from high-level project planning right down to creating templates and guidance documents. The whole thing.

JOHN ADAMS, DIRECTOR, BIM STRATEGY LTD

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those who are client facing and/or in a recruitment position[15]. This also remains a necessary and vital task in addition to the duties examined above.

However, above all it has been observed that there is a sizeable difference between BIM Managers that are tasked with technology implementations and their counterparts, who are focused on creating a new epoch for their fellow-employees to adopt[15] overall. Indeed the reach of the BIM Manager is far and wide, felt by many, and the outcome of these changes and the influence that they have on other prominent roles will be examined next.

In closing then, it is important to say that on a project level some organisations choose not to have BIM roles at all, in an effort to contain the feeling that BIM is somehow external to or “in addition to” business as usual. Indeed holistic integration is ultimately the key and this is possible using many means - especially if the team feels that BIM is part of the process rather than a side burden that the good old “BIM Manager” will simply take care of[10] which comes from a digitally embedded culture outright, pure and simple.

The advantages and disadvantages of the use of “BIM” in one’s job title at any level is another matter however, and one that will also look at in the following articles in earnest.

One of the most important parts of the role is managing the team and ensuring that the correct resources are being used in the most productive way.

Ensuring that a coherent, streamlined and above all happy department is nurtured throughout. [16] ANDREW WILLOUGHBY, BIM MANAGER & COORDINATOR, LONG AND PARTNERS

In our experience a BIM Manager possesses control over the operations and strategy of a BIM project.

In most cases, they will also oversee the team which can include BIM coordinators and BIM Engineers.

The word ‘manager’ is the key component to this position, overseeing a team, the overriding project requirements, devising a relevant strategy and ensuring this is carried out over a defined timeline.[23] JAMES SKELTON & JOE COLEMAN, FMC GLOBAL TALENT

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Four BIM COORDINATOR, TASK TEAM MANAGER, ETC. Again, with the Information Manager and the BIM Manager duties now relatively well established, the role of the BIM Coordinator, so called, can be looked at more closely.

Overall Scope

In some organisations it would seem that we could generalise the role as being not so much “Assistant BIM Manager” as assistant to the BIM Manager. Yet as ever there are many nuances that need to be looked at and identified further.

Indeed, as John Adams (BIM Strategy) notes, a BIM Coordinator has a slightly more defined role than a BIM Manager as they tend to be tasked with deploying the standards and the processes on any particular project - whereas BIM Managers tend to be more strategic and outward facing overall[4].

What can be said even at this early stage, is that where a BIM Manager may write the BIM Execution Plan (BEP) and the like, a BIM coordinator would implement it. However, it may not be consistent from one company to the next as the roles can be, indeed often are, suitably mixed up or merged[16]. Again, it comes down to the actual duties and traits of the role rather than the official job title chosen, but in either case it should be made clear who is doing what in the necessary project documentation and the typical duties that this incurrs will be looked at next.

Familiar Duties

In general, in years gone by the duties below perhaps once fell to the BIM Manager, but have nowadays been identified as the main recurring themes for the BIM Coordinator’s involvement; • Conduct and coordinate design creation and coordination duties and issues • Honour project and organisational standards and guidelines • Carry out scheduling and progress monitoring •Monitor and assist specific team roles and responsibilities

• Facilitate efficient and effective collaboration and communication • Champion quality, trust and commitment within the team • Respect data versioning • Assist with user specific issues • Monitor deliverables • Advise of progress and timescales[12] Indeed, the BIM Coordinator is required to create procedures according to the individual requirements and uses of each project. This ultimately allows for the smooth use of the available software tools that then guarantees interoperability between models, project schedules, project cost estimation and ERP[19] and FM systems.

But it has been said that BIM is 5% technology and 95% human behaviour, and this ratio is certainly felt by the individual placed in this role for sure. A glance at the above duties again very soon confirms it. Indeed many technology tools are available but they exist only as an enabler.

The BIM Coordinator ultimately needs to guarantee that the correct data inputs are introduced to the software in the first place, and this is only possible if the information is managed well from the start before it is passed up the chain to other stakeholders during the project lifecycle[19].

Awareness of the whole process and the place of each team member within it, not just their data responsibilities, remains paramount.

The PAS1192:2 Roles

In the UK, PAS1192:2 suitably notes the distinct roles that are to be absorbed by existing project individuals regardless of their job title. A necessary step to allow for the variance in name as frequently encountered by differing project members from one company to the next.

These “new roles” do seem to compound the problem of clarification however, as job titles may well mean different things at different company levels (Director, Manager etc) but the PAS1192:2 role of Task Team Manager and Interface Manager and the like have seemingly been embraced by an industry that has taken to using a suite of “BIM” roles instead.

This makes the mapping of the obvious parallels in these roles much more difficult. So much so that it could be argued by some that this exercise need to be done, but current trends (and especially a glance at the jobs market) suggests otherwise and opinion and confusion seems to run rife. PAS1192:2 is a homegrown standard for sure, but BIM is global.

What is more, the BIM Coordinator role is also prone to meandering too, depending on whether or not the individual originates on the design side or the construction side of the operation. As if it wasn’t difficult enough.

We need to unpick this entirely by again translating these roles into their respective duties, and then piecing the jigsaw back together. To do this, we will look at key documentation that the many roles are exposed to, and explore exactly where these roles fit in and how they complement each other from there.

Creating the Master Information Delivery Plan (MIDP)

Once the contract has been awarded, the MIDP lists the information deliverables for the entire project - as prepared by the supplier/s in order to honour the project information clarified in the Employer’s Information Requirements (EIRs).

As such, the MIDP is developed with reference to each team’s Task Information Delivery Plan

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(TIDP) so submitted by all relevant teams. In short, the TIDPs are the granular documents that are then assembled to create the overall MIDP. As the milestones taken from the overall design and construction programme are used to align the TIDPs in the first place, the TIDP also indicates the team members responsible for specific tasks, as well as capturing how the responsibility of the preparation of project documentation is to transfer among these very teams themselves. These TIDPs can then be assembled overall into the MIDP. The “CPIx Post Contract Award BEP” contains a suitable TIDP template to use.

Using PAS1192:2 language, the TIDPs are prepared by so called Task Team Managers, so assisted by, and dependent upon, Task Information Managers, Interface Managers and BIM Authors[7].

Using BIM parlance then, it must be remembered that a supplier’s own BIM Managers and BIM Coordinators would need to ensure that they and their teams are aware of, and aligned with, the overall project milestones in the MIDP - not just their own TIDP milestones as other tasks can be affected by delay if monitoring and reviewing is not carried out sufficiently[20].

Teams will also need to produce and police their own Volume strategies as well - which in short look at how large projects may be split into smaller sections usually by building name, grid line, specific area or the like such that the data becomes more manageable and easier to distribute and use. So teams have a lot to think about and the person heading the team especially so.

What are Task Teams exactly?

The term used in the above context is certainly broad and can fall to any project participant group. As PAS1192:2 notes, task teams could be split into Architectural Task Teams, Structural Task Teams or for Infrastructure project; Rail or Road Task Teams, Station Task Teams, Bridge Task Teams and so on [7].

So any cohort of individuals, typically in a design discipline or capacity, tend to be what is being referred to.

PAS1192:2 Information Originator This role is so tasked to develop parts of the Information Model as designated by that specific task and to produce project outputs and the like thereafter. Taking ownership of model information also features[7] and these duties naturally chime well with those of the BIM Modeller or BIM Author. Although the latter could include model analysis and subsequent documentation as well. But not a person who has written a book about BIM, tongue firmly in cheek.

PAS1192:2 Interface Manager So tasked to manage spatial coordination on behalf of the task team as well as proposing resolutions to coordination clashes as well[7]. This naturally lends itself to being undertaken by a BIM Coordinator especially in a multidisciplinary practice[11}.

PAS1192:2 Task Information Manager As mentioned previously, specific duties include the ability to direct the production of the task information in compliance with the existing project standards, methods and procedures. An ability to review information that has been clash detected and confirm that is is suitable for issue within the CDE also features[7]. These duties distinctly seem to fit those of a BIM Coordinator.

PAS1192:2 Task Team Manager Note the use of “Team” in the title here rather than “Information”. At first suggesting a supplier’s BIM Manager would absorb these duties. Yet parallels are felt within the BIM Coordinator role as well because the Task Team Manager duties seemingly include the production of design outputs related to a discipline specific package, before issuing this information to the CDE- rather than merely confirming that the information is suitable for issue to the CDE. Naturally the size and scale of the project will determine who exactly carries this out but predictably these roles often tend to be combined, as John Adams (BIM Strategy) notes.

The Task Information Manager however is more of an assurance role – assuring capability of the team to produce information in line with the standard methods and procedures (SMP) – provide education to the Task Team on these SMPs, and assuring the information produced by the team is in line with the SMPs before sharing.

This position for me is a “critical friend” role – basically an internal checkpoint within the Task Team to make sure that any information produced is correct before it is shared with the rest of the project or other task teams.

Depending on the type and size of the project – it could be a lead engineer sitting under the discipline lead perhaps .[5] JONATHAN HEWITT, DIRECTOR, theBIM.GURU I would say at present the Lead Designer from each discipline tends to be seen as a Task Team Manager, with the Task Information Manager policing each disciplines CDE usage.

With the Interface Manager being a role in a multi-disciplinary practice charged with ensuring that models are coordinated and clash detected before they are issued to the CDE, perhaps. But all of these roles are used quite loosely at present.[11] GARRY FANNON, CONSTRUCTION HEAD OF BIM, WILLMOTT DIXON

In general the Task Team Manager/ Task Information Manager is a single role in each business that has produced a TIDP. In an architectural practice this is one of the seniors who is suitably experienced to sign off drawings in a QA process before delivery. The same goes at structural and M&E offices.

Obviously these individuals need to do some learning to be able to sign off COBie deliverables and model exchanges, but let’s face it they are seniors and they have to take responsibility for what leaves the office at the end of the day regardless.

I have learned that this is currently a missing element on projects, as the seniors are deferring this responsibility to junior members of the team who can drive the tools, leading to inappropriate models and poorly structured data polluting their projects.

Where BIM hits ISO 9001 is an issue for many offices at the moment.[4] JOHN ADAMS, DIRECTOR, BIM STRATEGY LTD The Task Team Manager best suits a Design Team Lead or an Operational Discipline Lead such as a Section or Area Project Manager or Contract Manager when it comes to MEP, Architectural and Structural disciplines.

Alternatively, for a rail project the Contractor’s Responsible Engineer (CRE) for Track, Signalling & Telecommunication (S&T), Electrical and Power (E&P), Overhead Line Equipment (OLE) and so on would perhaps be best suited to absorb the role.

PAS1192:2 Lead Designer Again, strictly in relation to digital information production, the coordinated delivery of all design information is another nominated duty that will not surprise anybody familiar with the role. As is the necessity to manage information development and approvals, confirming design deliverables and approving design changes to resolve clashes[7]. Indeed something of a “Lead Coordinator” materialises. So coined as the management and coordination of the many downstream teams would feature quite heavily.

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Captain” and the like. Indeed the current state of affairs worldwide was captured well by Frank Weiss (Aconex) and this does seem to fall to global standards institutions to drive consistency overall, ultimately with alignment between them.

That said, above all it needs to be remembered that many roles, or at least the duties within, can be passed from one team to the next as the project progresses. So coordinating and considering this from the outset (and keeping on top of it) remains vital when it comes to any individual’s role within the project.

As always, collaboration, openness and early discussions and agreements are the key.

PAS1192:2 Project Delivery Manager Assuring the delivery of information exchanges, confirming a supplier’s ability to deliver their information requirements and accepting or rejecting information exchanges within the CDE[7] all feature as prominent dutes here. Suggesting a senior BIM Manager role with aspects of Information Manager creeping in. Again, project size and scale will dictate.

PAS1192:2 Information Manager As noted in Article 2, the information exchange duties provided are to enable a reliable CDE outright, receive information into the Information Model, configure said information for project outputs, populate the information exchange format for the Information Model and accept or reject changes within the CDE[7].

With the PAS1192:2 duties now relatively well set out, it is time to attempt to map them to the BIM roles. Not easy.

Mapping and Alignment of Roles In terms of mapping these duties into specific “BIM” suffixed roles, from the outset it seems that the Task Team Manager and Task Information Manager lean more towards being operational roles, with the Interface Manager and BIM Author tending to be more design orientated roles[16]. But it does remain important, as Jonathan Hewitt (theBIM.guru) points out, that there

is a continual need to make sure the responsibilities are covered wholesale on any given project and that they are not left solely with the design department.

That said, from the issues and themes identified above, we can loosely posit the following: • Project Information Manager = BIM Manager • Task Team Manager = Lead Coordinator or BIM Coordinator/ Manager • Task Information Manager = Lead Coordinator or BIM Coordinator • Design Construction Lead = BIM Manager/ Lead Coordinator/ Design Manager • Project Delivery Manager = Document Controller/ Information Manager) • Information Authors = BIM Modellers/ BIM Technicians etc.

• Interface Manager = Lead Coordinator/ BIM Coordinator[16] Indeed these definitions can overlap depending on main contractor/consultant hierarchies, as different teams may well assume some roles that are not required in others. But again this merely adds to the rich tapestry of project variability, so nothing new there.

Conclusion A holistic and standardised set of roles would really help the industry it seems. This would help considerably in a global capacity as well, where other territories also use titles such as “BIM Job

I think there is no overall answer in terms of what we observe in the market worldwide right now when it comes to firm roles and responsibilities.

It is pretty much down to different standards institutions to really shape and describe what the job descriptions are going forward and to offer training to qualify as a BIM Manager or a BIM Coordinator or the like.

Of course there are some training providers who are strong in this area and are already doing so.[3] FRANK WEISS - HEAD OF PRODUCT MANAGEMENT AT ACONEX

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Five

BIM TECHNICIAN VS ARCHITECTURAL TECHNICIAN The prior article looked at the BIM Coordinator, yet some job advertisements forward slash this with the role of Architectural Technologist as well. However, common understanding seems to suggest that the role of the Architectural Technologist aligns itself much more with that of the BIM Modeller first and foremost. So is this a BIM Modeller Extraordinaire or is it still a distinct role in itself? Did the role merely upgrade or has it even changed at all?

Again it becomes important to examine the duties as well as a sloth of additional roles that have materialised here, each with a corresponding title that just as frequently confuses as much as it enlightens. As we shall see.

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BIM Technician vs CAD Technician Predictably, the two titles are generally one and the same when it comes to the spirit of what is needed and the actual duties and responsibilities overall. Yet the implications that such a role change brings soon become seismic when they are scrutinised a little further. Let me explain.

It is no secret that in years gone by many 2D CAD users have “evolved” for want of a better term into being 3D CAD users, only to then pick up the BIM authoring tools that we now know and love. Indeed for many this was a distinct three step process rather than two and I for one, decades ago, spent many years 3D modelling technically complex structures that simply could not be construed in 2D. But this was not carried out in BIM authoring tools back then at all - never mind the involvement of the wider BIM process. After all, using Revit alone is not “doing BIM” which newcomers frequently mistake.

However, a distinct difference between the new BIM roles and the equivalents of old could be shown in the fact that these “evolved” roles now require much more than just the ability to pick up redlines from a design professional and correcting them to suit. These new roles see a skilled software modelling expert complete with a medium to solid understanding of their specific discipline. Such as a Mechanical BIM Technician focusing on the mechanical systems of a building design and leveraging their MEP BIM authoring tools to honour it[15].

When it comes to CAD however, there is much more of a feeling that anybody skilled enough in the software itself can edit whatever they have been sent in an almost parrot like fashion. This is infrequently the case and subject specific knowledge is accrued, often abundantly, but it can certainly be true in some cases as CAD is essentially an electronic drawing board.

Indeed this goes a little way to capture that the underlying mechanics and characteristics of the two realms are radically different - especially when infor-

BIM JOURNAL

mation is thrown in there too. As is selecting scenes, lighting, rendering, content creation, object intelligence, parametrics, sequencing and scheduling, to mention only a few.

What is more, as many users will know that when in “sketch mode” in many BIM authoring tools this is effectively like being back in good old 2D CAD. So these bygone tools and approaches certainly have their place, plus many people find that 3D modelling their components in a “traditional” CAD package is much easier to execute too. But this is indeed a subset now and merely a means to an end rather than being the sole vehicle for graphical delivery outright.

A relegation of sorts, but a proud and fitting one nonetheless.

I personally think that this is lost on many people when companies and individuals mistakenly associate 3D CAD with BIM - so much so that their appreciation of the whole construct is clouded. One possible propagator of this is perhaps laid at the door of marketing and PR companies as well as companies that provide “3D BIM Modelling Services” which are merely used for visualisation outputs and little more. Nothing wrong with that of course and the images are often stunning, but it is dumb geometry and not conductive to the overall BIM process at the end of the day. Merely “3D Cad” outright yet what BIM newcomers tend to focus on and see during their initial forays.

Indeed these approaches use about as much “BIM” as a video game designer modelling a computer generated character in Blender, for example. But it looks great overall and even deforms in two clicks. Plus it will have made the client happy at the time, and there is a lot to be said for that, but it is not BIM. Also, one other point to make here is that companies often try to adapt CAD standards and changed them into BIM standards as well. Which is fundamentally flawed and not a good way of applying BIM either[18].

But we need to park the “CAD” terminology for a moment and focus on the newer roles, as there is seemingly quite a difference in scope when it comes to “BIM vs CAD”.

Nothing new there, but the modelling roles themselves are sometimes used fairly interchangeably.

The underlying mechanics and characteristics of the two realms are radically different

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BIM Technician vs BIM Modeller These are one and the same simple as that, but BIM Technician sounds more grandiose let’s face it.

As identified previously there is a lope towards specific discipline knowledge over general CAD skills, however this role can also be represented by junior professional architects and/or engineers depending on their training and their role in the firm.

Their technology appetite will also be important as well[15]. Indeed this is a good position for those looking to progress and major duties tend to include:

• BIM modelling for a specific design discipline • Working under the direction other design and BIM professionals.

• Ensuring construction document accuracy based on discipline BIM Modelling.

• Collaborating and Coordinating with other disciplines any design-changes and model challenges.

• Adhering to BIM Execution Plan and BIM project workflow criteria and TIDPs. • Follow BIM content standards and development procedures.

• May take the lead on developing some discipline specific BIM modelling content for project.

• Print drawing sets for professional team and participate in discipline reviews.

• Prepare own discipline model and/or content for BIM Coordination Meetings.

• Ability to export suitable formats for collaboration both internally and externally.

• High level of communication and associated skills.

• Leveraging BIM software and tools as a methodology to coordinate design documentation.[15]

It should be noted here that BIM is as much about documentation as it is about modelling and it is similar to traditional approaches in that respect (albeit the model data can be quickly outputted into convenient formats that suit the documentation needed). The BIM Coordinator and other professionals therefore tend to be dependent on, and responsible for, these models and any associated documentation at the end of the day.

In fact it is no surprise that many BIM Coordinators come from this role to begin with and indeed many BIM Technicians may be given some BIM Coordinator duties as well. But the selection of these individuals needs to be strongly considered as being a BIM Coordinator is certainly not a job for a newcomer or office junior[15]. But it does provide a good platform for future professionals to get “hands on” with everyday tasks and means.

BIM Engineer

These terms are generally taken to mean the same as the above, at least on the face of it, with the possible slant of being applied to structural and MEP personnel rather than their architectural counterparts.

This distinction has largely begun to emerge thanks to these realms needing to carry out many specific engineering analysis processes at varying model stages, so some expectations that differ to those in the architectural realm may be felt. However legacy roles like Civil Engineer and Structural Engineer have, thankfully quite rarely, started to be called a BIM Engineer by some which I personally feel is a mistake and should be avoided.

That said, many environmental specialists and the like fall into this “analysis” category too due to the myriad environmental analysis option available. Not to mention traffic flow, pedestrian flow, 4D planning and simulations and the like all coming into play.

So a BIM Engineer sounds like it could make a whole lot of sense in some circles, but “Structural BIM Technician” seems to capture it well enough it is often found. BIM Technician alone is seemingly suitable too, especially if the individual works for a Structural Design practice or in clearly in the Structural or the MEP department.

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BIM JOURNAL

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BIM Author

Again not somebody that has written a book about BIM, but any and all of the above. Possibly contains a slant towards somebody that produces a lot of documentation from a given BIM model, but the term is more of a catch all phrase for somebody that produces the original content rather than a distinct role in and of itself.

Architectural Technician

Not a CAD Technician, although the lines may well be blurred. Or at least pixelated.

Architectural Technicians tend to undergo certification via a clearly defined and supported career route.

Which is vital as they may very well need to:

• Agree project briefs with clients • Understand design including performance and functional issues • Evaluate environmental and regulatory issues • Prepare and present proposals • Lead the detailed design process and coordinate the design information • Advise clients on procurement • Liaise with appropriate authorities • Produce, analyse and advise on detailed specifications for suitable materials or processes • Carry out design-stage risk assessments • Administer contracts and project certifications • Manage the work of trainee technologists and contribute to the overall running of the business • Obtain post-occupancy feedback • Evaluate and advise on refurbishment, re-use, recycling and deconstruction.[21]

A CAD Technician seems to be a much more restricted role in terms of scope and is almost always internal and non client facing. Although discipline knowledge is of course vital especially when translating outline design to detailed designs and communicating with internal teams.

Yet traditionally the vision of a computer operator with their headphones in quickly working away tends to spring to mind when one thinks of this role. The Architectural Technologist may well be called upon to carry out CAD work from time to time certainly, but their remit is clearly far wider and nothing like straightforward.

Reading that again, I really need to go back to being a CAD Technician.

What is critical to capture here is that the role of Architectural Technologist would be unchanged if BIM tools and processes were utilised. The Architectural Technician seemingly would not become a BIM Technician, but the CAD Technician would.

Indeed the Architectural Technician would continue to be part Architect part BIM Coordinator with a few other things in between.

Again it is the duties that count. A Planner may well use 4D BIM Tools over traditional means but they would not necessarily call themselves a BIM Planner, but we will discuss whether or not to use the “BIM” in a title in the following articles.

In the meantime we should acknowledge that some roles simply do disappear and move on, particularly as technology takes over. Indeed a draughtsman sounds distinctly ancient and I do not remember the last time I saw a job advertisement for this role in a traditional manner, but rest assured I would apply. Walkman at the ready.

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The good CAD Managers will exist for a while yet as their skillset is still very relevant to setting up templates and creating and managing good practice‌ however the quality of CAD in the industry has long been questionable and those CAD Managers who have allowed poorly structured work and detrimental shortcuts to leave the office in the past really need to step up as they head into a world of structured models and data.

The errors are now amplified and the checking tools are growing in sophistication and number.[4] JOHN ADAMS, DIRECTOR, BIM STRATEGY LTD

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Six

AD WATCH: BIM RECRUITMENT

With industry standards, best practice, worst practice, opinion, myth and rumour abound it is no surprise that job advertisements can become mixed when it comes to duties and responsibilities.

So let’s look at what this sector is telling us and try to understand why the message can sometime go astray...

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w much d shows just ho e AEC realm an th in one in er d ay an pl r re is from a majo foot in the futu This first advert cular has one rti pa in ny pa d this com the industr y an ernise. tempting to mod at en wh the past

1 Examptele Coordinator Technician /BIM al ur ct Senior Archi

velopment. se” and career de title shows “promi ts, be see. ing t’s dg Le ?

He t more views Verdict: ed simply to attrac ras ph s ap rh pe is Though it

✓

nt.

79-03 or equivale Requirements: ard in 2D CAD 75 Aw 3 l truction. ve ns Le s co ild • City and Gu C/D in Building Technology or HN ral ctu ite ch Ar in • Degree toCAD 2D. er of Autodesk Au • Experienced us MEP. dination. vit ties construction coor ing Autodesk Re dertaking CAD du • Experience of us und knowledge of so a d be capable of un an ll wi nd d ou gr s an ck am ba Te cy n an sig ult De ns of the • Building co tasks in support ning etc. t a wide range of documents , scan • Able to carry ou ff. sta D oming/outgoing CA inc er of ol oth ntr ge co , na d ma s including filing unsupervised an neral office dutie project staff in ge t or pp su to le Ab • areness . ians.

• Commercial aw siness. nced CAD Technic across the UK bu e to less experie nc ida gu staff locally and er oth • Provide th wi ise lia experience and yer confident to ve for Revit MEP sa ” • A good team pla IM “B ing th modchnician but no job that has not Architectural Te itely the kind of m fin cu de d er an ag ts an M es sugg CAD Verdict: This is ld.a Certainly not a BIM Coordinator as the title mi y ett pr is at even th r.. ernised. Howeve thin budget. to completion wi of larger projects rts pa or : cts ies oje ns pr Responsibilit livering desig ltiple engineering gineers etc .) in de deliverables for mu itects , services en ch (ar • Managing CAD als ion ss with building profe • Liaise effectively d brief. ree to satisfy the ag s. r Junior Technician nto me d .

• Advise an multiple projects ss ro ac e tim n ow ge na ma ely • Effectiv m meetings. ibute to design tea local • Attend and contr d processes for the an nt M developme e nc ida gu & • Implementing BI ial ing mater training of staff us office , including p.

BIM steering grou cts provided by the a number of proje on ms tea th wi rk wo to y ilit ab • An concurrently. nal skills tice, • Good interperso in BIM best prac y to update team ilit ab ing ief br • Team developments The BIM de and national m. aspects both company wi mpany BIM Foru co of this ro the in s eeming ion reg s thi le are cle ly . very bu • To represent ed arly in th plans as requir sy indiv of these on uti ec ex M e pipeli BI n e tio idual to ma or re inf a • To produc for ne for th d es tur li m uc k str e ove on ol m ntr it co e o s should ou re or rig m to nt me in . Indeed ple o b ls. r e co • To im d , oto u pr a ti n de e some wi d y s an th o mp w f co e h a th re e wi n B n lookin is nothin IM Man flow, in associatio g for a c ager, as g wron ojects to oversee, The ma andidate g with ally on agreed pr w in flo aiming n . ta tio ma • To work specific k or e inf ol a w ntr high co a d y an te d from th lling ex nt , recor is howe ample o govern, impleme are . ftw v so f e d r w ree to is ag h er a e th dvertise re the in d oth at this a for one utilising REVIT an dustr y is lone is a coordinate another role but at prese all disciplines to ss ro ac is b rk ro wo a nt. Hav To a • necessa dcast th ing p rominen ry evil. e respo Glance nsibilitie t letters information flow. once ag s of in the “r the sam ain at th equirem e in “re e three ents” se sponsib comes ction an ilities” a clear. V d then d nd the ery tellin o distincti g indee on soon d. be -

Verdic t:

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Exampl

e2

BIM Des ig

Verdict:

ner

Not typic al

+

to use “D esigner” in this ma Respons nner but ibilities: let’s have • Using C a look .

AD progra ms to desi (high - rise g n va s , schools rious “bu ildings” re , museum • Producti lated stru s , etc .) on of build ctures in g system • Prepare s drawing and revie s in AutoC w drawin AD gs detaili ng the de sign as in Verdict: structed Short an d sweet, “BIMwash but nothin ” in the ti tle, which g BIM su What els rely ? A C won’t help e does th ad Techn the cand e ad have ician role idate and to say ? at best w certainly ith a flag won’t help Qualifica rant use them. tions: of • A ssocia te Arts D e g re e • Willingn or equiva ess to lea lent expe rience rn and in • Good co terest in b mmunica uilding de ti on skills e sign and • E xcellen ssential fo engineeri t planning r team-ba ng and orga • Highly m sed work n iz ation skill otivated, ing s required proactive • E xperie for our fa and willin nce in Mic st-paced g to take roStation environm • E xperie on new c , particula ent nce in E xc hallenges rl y c ro . e l operatin ss-referen • E xperie g. cing and nce in E xc translatio el progra • G ood g n to Auto mming w raphic pre C AD ould be w sentation e lc omed skills also required Verdict: I’ve neve of it is sta r seen an ndard en Arts Deg ough. This ree specif the right ied for th company page and is type of however should co on hand, position a (or at lea nsult one as this is st their H nd I’ve re of their in from a ve R dept if ally looke house BIM we’re hon ry major d. The rest p player so est) do n rofession ot seem to even more als to adv ise. They be on of a surp definitely rise to se e such a have these mixed me ssage.

Example 3

CAD Technician

Verdict:

le.

Fair enough, nice and clear and simp

?

Principal Accountabilities t 3D models • Produce 2D drawings and intelligen on site to facilitate to collaborative approach ing draw • Print out limited numbers of te it • Collect information and consolida es edur proc ity qual ct proje • Comply with d impact the overall programme coul h whic ys dela to t reac to able • Be y of the process and outcomes rds and maintain them to ensure clarit • Create detailed documented reco allocated • Inform on the progress of the work s issue lve • Help to reso teams working relationships with the site • Establish and maintain effective manager • Identify issues and escalate to the ent system, tools and procedures agem man ing draw • Use SET model and dards • Commit to use the project BIM stan , but are they hedging their bets?

Technician? It is a Technician at least to more of a BIM Verdict: Is it a CAD Technician is it al BIM h only one or two would “progress” personne in a similar role of whic the operational in d edde Possibly to end up with a suite of emb not y ebod know themselves and perhaps som quite t don’ they like ds soun It ains and not say. cont role? Hard to reading the wider content that it ad. Certainly feels that way when the ted crea has ess busin the of side to show. major company too so it just goes crystal clear for applicants really. A

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Example 4r BIM/ CAD Designe

Verdict: Again not typical to

use “Designer

haps they are hedging

ally when mixed but per ” in this manner, especi

the old with the new.

Responsibilities: ments and drawing information line’s individual require ing and outgoing model and satisfies each discip er • Gatekeeper of all incom eth tog fits ign des ment s to ensure an overall ital coordination environ • Work across discipline in a rapidly changing dig e aris t direct communications tha ms ugh ble thro pro • Troubleshoot all te models and drawings, ura acc into es tch ske cepts and ed • Develop engineer’s con protocols are implement s ensure proper QA/QC and ns sio be successful in their job mis to sub ary e • Manag the software skills necess ns tion cia hni duc tec pro new BIM g and ) when leadin • Help teach engineers cians and external parties others (engineers, techni ations ent res l/p ora • Manager the work of and , gs, written kage rests in external meetin anized, easy to read pac org lly ica log • Represent Arup’s inte , into tion rma info tive entation into projects ota lem ann imp ir and model dards and facilitate the tan s/s • Filter highly detailed ure ced pro BIM pment of office or client • Engage in the develo ts. at all, as the title sugges seem to be a design role sn’t doe It ? ely sur tor ict: This is a BIM Coordina

Verd

?

Skills: re ilar BIM building softwa • Proficient in Revit or sim n tools, tion tools duc pro g win fabrication or coordinatio dra or similar e, or other parametric, Glu 360 la, • Proficient in AutoCAD Tek ts, jec ital Pro opper, Navisworks, Dig • Knowledge of Grassh blems would be useful and detail/task level pro scale/conceptual level e larg h bot kle s Tac g nge all cha • Problem Solvin ject and stay abreast of (and describing) and also jump from project to pro professionals are saying er oth at • Adaptability - able to wh of ng rkable model). ani me slating a vision into a wo st be able to discern the and understood (i.e.: tran d • Communication – mu ere sid con y ges ghl llen rou wing production cha a way that can be tho present information in h building design and dra ” or new thinking into bot box the e s/tools/functions as key tsid tion “ou lica ct • Creativity – Inje dlines or development of, all app of, g din tan ers und gh if meeting specific dea a thorou e and reasonably assess tak l wil • Efficiency – should see ks tas g lon how must be realistic about • Time Management – andering will be problematic Coordinator ? A little me g story short this is a BIM lon but rches. gs sea thin in re p mo hel ut to point out a few again that may be to gly ver y little CAD, but min see Verdict: Again I was just abo and ” ner sig “De a right lines. Definitely not in areas but along the

Example 5:

BIM Coordin ator

Verdict: Agai n ni

ce and clear

✓

and simple.

Required skill s and experie nce: • Excellent co mmunication skills (English) • Well-organize d • Ability to ex ecute tasks in dependently • Strong back and solve prob ground in BIM lems by colla software (Rev boration with • Experience it, Navisworks relevant stakeh with file sharin , AutoCAD) olders g platforms (A • Knowledge conex, Projec of core desig tWise) n BIM proces • Experience se s (3D model with as-built review, Clash (modelling an Detection) d COBie data ) would be a strong advant Verdict: You ca age n’t argue with that. Not too ment progress revealing but es it is definite straight to the ly a BIM Coor nail on the he point and as dinator. The ad ad really. Maj the advertise contains little or player (ove else as the ab rseas). ove captures it all

Example 6:

BIM Coordinator

✓

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Job Duties and Resp onsibilities: • Ability to take a pro ject from start finish ; design model to co • Assist with the sys ordination model to tem design, model all shop drawings to ascontent and coordina builts.

• Oversee and track te the model with oth installation progress er trades. in accordance with • Review contracts the model and comp & contract docume lete a full as-built de nts to ensure comp liverable.

• Meet with clients liance with contract (existing and poten terms. tia l), co ntractors and projec • Other responsibili t staff. ties as assigned.

Physical and Menta l Requirements: • Must be self-motivat ed, positive in appro ach, professional an create, develop and d help implement project pro cess improvement(s • Must promote the ).

Company culture an d mission to all emplo vendors, clients and yees, business partners.

• Must possess proven problem solving ski lls, critical thinking ski and the ability to eff lls ectively read, write, an d give oral presentation • Must possess the (s). ability to work in co nfined spaces.

• Must possess the ability to comfortab ly use/climb ladders.

Verd i

ct:

“Men ta this is l Require me a com pany nts” I love what that c t is ne learly hat. Again e Perh unde aps m ded and rstan what begin ild BI ds t MM to c anag hey want high? reep in b . e r t y pe ut ev This dutie e is fro s m an n so, why other not a (over im majo seas r play ). er

Conclusion

Again, rather than the roles and duties me ntioned in certain sta is for HR and most ndards being referred companies to recrui to, the preferred me t for “BIM” roles in ge thod at present wrongly. neral. Which is fair game and widely acc epted - rightly or Some are more spe cific and have adap ted titles to suit their “Revit Technician” be needs, which may als ing a good example. o help prospective can Fun and eye catch didates further example that I saw. ing titles are out the Others however are re too “Data Wrangle do wnright inaccurate It must be said that r” being one almost to the verge there is no shame ad of lying so it really is vertising for a CAD a mi need to switch the wo xed bag.

Tec hn icia n, although some co rd CAD with BIM an mpanies seem to fee d that’s that. Taking and attracting the rig l that they sto ck of the ir position and unde ht recruit is far more rstanding what they important however time, flagrant misgu and CAD will be aro want ided “BIMwash” wil und for a good while l help nobody. Sure, yet. In the meanworkflow over the co put in the ad “we are ming years” if need looking to migrate to be, but some of the a BIM enabled I’ve also seen BIM Fa roles that are adver cilitator, BIM Strategis tised are plain nonse t, BIM nse.

Ad voc the years, albeit not ate , BIM Re sea rch in job advertisements er and BIM Education I must admit. alist all materialise ove r That said, to any gra duates reading this, you have my sympa thy.

Older graduates, you do too.

{

{

Also we must understand the difference between a BIM Manager that is required for a certain project, compared to a BIM Manager that works centrally for the whole organisation.

We believe the need for specialised BIM Managers, both on and off-site, will increase over the next few years, as well as representation on the board of directors. It will become increasingly important for them to evolve with the digital age and be able to teach and train others.

You need to understand what type of BIM Manager you require and then what skills are necessary. Do you need a leader? Do you need someone with just the technical knowledge? A mixture of the two? Do you need more than one? [23] JAMES SKELTON, FMC GLOBAL TALENT

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Seven CONCLUSION WHAT’S IN A NAME?

Now that we have explored the many roles, meanings, overlaps and state of play in the market, it is time to make sense of where we are at present and if, indeed, the use of “BIM” in one’s title is a good idea after all.

There is clearly a disparity in expectation and implementation when it comes to major organisations and SMEs and how these roles and duties are disseminated, which is to be expected. Indeed in an ideal world the BIM roles discussed would be as everyday as those of “plumber” “baker” and “doctor” but until then it does remain something of a free for all. Industry has clearly taken these roles under it’s wing however and for good reason, it seems.

I say this as using “BIM” in one’s role at present is seen to act as a differentiator.

Suggestive of a person that understands the process deep down, or at the very least their role within it. However we have all come across people who lack BIM knowledge who have appended these initials to their title to project an accolade that they have yet to achieve. But this is a danger in any realm that only trust, experience, reputation and certification can overcome. It is also to be expected in earnest as BIM really is the buzz word of the moment and people do not want to be seen to be falling behind.

It is true that one day BIM will be business as usual, and the word “BIM” itself has created more harm than good in the eyes of some.

Why we cannot just use the term “digital” instead has been put forward many times, but

this would only yet again serve to be used as a differentiator in exactly the same way.

Indeed a vague term that requires similar clarification.

Prominent people have already suggested that “BIM is dead” and the term “digital construction” should replace it[22]. But by that measure we should simply use “construction” and drop the “digital” surely? Indeed industry needs a buzz word and BIM seems to be doing the job very well and clearly for the foreseeable future. When “BIM Level 3” is fully embedded then I agree it may be a different kettle of fish, but we need to hang our hat onto something in the meantime and newcomers find such announcements and goalpost changing less than helpful I am told, but it is a journey that we are all on and change as ever is the only certainty. Keeping BIM as a future goal in any organisation is healthy.

Will BIM Technicians revert to being called CAD Technicians once more? Simply a slang term? Indeed the use of “CAD” in the title was not met with the same attention that “BIM” has endured in years gone by and industry really does seem to accept it as the new norm. Old school participants may well revert to old school terms, but tomorrow’s graduates very likely will not.

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Perhaps avoiding the use of “BIM” in a project capacity can help, as John Ford (Carillion) explains, with Jonathan Hewitt (theBIM.guru) also being conflicted here too. That said there are likely as many reasons to use BIM on a project level as there are not and it comes down to overall alignment and the prowess of the other project participants too. So a real mixed bag of opinion here but an important and vibrant one in which you should have your own say.

After much internal research on BIM and ‘Level 2’ and with much trial and error, Carillion made the conscious and informed decision not to use BIM in any Project Job Roles.

We very much believed that all the responsibilities that were required for the successful management and delivery of information using models could be obtained through the use of current resource via training/upskilling of that resource.

We found other organisations who were starting to use BIM Managers were running parallel processes to conventional ones like certain design/project & document management activities now being done by two or more people/organisations with their own specific agendas and knowledge of the tasks at hand.

However we were not oblivious to the fact that this approach we had chosen would not be easier to implement and would take considerable time.[10] JOHN FORD, BUSINESS INFORMATION MANAGER (BIM R&D), CARILLION It is hoped that you found this issue of BIM Journal both detailed and enlightening. Do feel free to distribute this to other interested parties and as ever please do get in touch directly or leave a comment (or post your own opinion/blog at The BIM Hub), should you wish to carry on the debate further. In an emerging realm that affects all players making your voice heard is important.

Until then, I wish you well on your BIM journey, wherever you are.

Well a “BIM Advisor” or “BIM Consultant” gives some confidence that you should know something about BIM. That said, I am not a fan of job titles with “BIM” in them.

The industry set off to try and make a more efficient process for design, building and operating built assets. To date all we have managed to do is create a completely new discipline, a new cog to the already clunky process to confuse things even more.

For BIM to work properly it needs everybody (from the top to the bottom of the supply chain) to contribute and pull in the same direction. By introducing “BIM” into job titles or even departments is just making the problem worse. It is giving responsibility to an individual or group of individuals which then gives the rest of the people involved the excuse “The BIM guy deals with that”.[5] JONATHAN HEWITT, DIRECTOR, theBIM.GURU There is currently controversy whether there should be a project BIM Manager or the title should be Task Information Manager. This is for level 2 projects which I agree with. However, as an internal title, BIM is essential as it distinguishes the difference from level 0 2d cad. [16] ANDREW WILLOUGHBY, BIM MANAGER & COORDINATOR, LONG AND PARTNERS

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Eight

BIM FOR MARKETERS

With industry standards, best practice, worst practice, opinion, myth and rumour abound it is no surprise that new marketing personnel can also be profoundly mislead when it comes to BIM too. So it felt about the right time to look at how we got to this point and the value of dedicated meaningful initiatives going forward.

Let’s get back to basics.

All you need to know

It has been said that BIM is both a noun and a verb, comprising the information rich 3D model itself and the modelling process too (the potentially agonising process of getting project participants to interact with the model collaboratively, when they should, in the agreed format, using the available standards, on time. Before handing it to the client’s team to update the model if anything then changes). Real cards on the table cradle to grave type thinking that the industry is slowly trying to get to grips with.

Potentially all roles in all sectors are affected, especially when BIM is seen as a “movement” - or as I call it coastal erosion or a wildebeest migration. There are other terms.

As such, in the same way that there was never a deadline to migrate from a typewriter to a word processor, or a slide rule to a calculator, there was never a deadline to move to BIM. It is merely the natural migration when faced with an abundance of electronic devices powerful enough to get much more out of the data in a streamlined manner. You could say technology, or at least the cost of technology, has finally caught up and we can now all afford it.

In terms of process however, you would never list an item for sale on the Ebay mobile site, then list it again on the Ebay desktop site, it’s strength is clearly “one single source” that viewers on any device interact with. BIM captures this spirit and common sense and applies it to a building or other built asset. The difficulty in this analogy would be that you need many participants to contribute to the listing in the first place - description, cost, condition, delivery etc all inputted by different teams of differing personnel.

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Until recent times, the spirit was to list the same ad in as many places as possible, separately, forgetting what was listed where and leave a few ads not updated when the item sold. You would still make money using this approach, but it was not exactly joined up thinking. It wastes so many hours and is prone to error. But enough with the analogies I know you get the picture. BIM uses technology in a sensible and coordinated way and getting participants to understand and use this new way is the hard bit.

No Deadline

As it is a “movement” there is no deadline. But you can be forgiven for thinking that there was one. There was a mandate in the UK that central Government projects required that project participants were to deliver these projects using the BIM process. This was a sensible and tactical move to kickstart industry to begin to move to BIM much sooner, even though some players were already on the right page long before.

To assist with the uptake however, freely accessible standards were created, the PAS1192 suite of standards being one of them.

A BIM “maturity ” idea was also introduced what sought to act as a barometer by which companies could benchmark themselves in terms of how much of the entire BIM process “available” they were actually using.

“BIM Level 2” fast became the de facto position with BIM Level 3 still largely undefined but moving towards Smart Cities

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and the like (see Digital Built Britain and other initiatives for more information about that).

Ignoring government projects however, there is no BIM deadline so to speak. It is an open market.

Savvy clients, forward looking practices and keen individuals see the potential of BIM and the sense behind it and have adopted it for their own gain. Either to streamline their processes internally and to be more productive, or their client demands it and they have to step up to the plate regardless.

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Either way, the point with any “movement” is that you will always get companies at the very front of the pack and those who are disinterested or simply too busy to look ahead and remain happy at the back - with the majority in between. But even they will migrate from using a typewriter soon. It is a natural evolution pure and simple. It will simply become too expensive to carry on using dated and archaic methods when the time comes.

In fact, by this measure BIM in the UK and even globally is still relatively in its infancy in terms of doing it “properly” so to speak (which means to a BIM Level 2 standard). But any company’s position in the market at present is the correct one and the tide is carrying them along. Above all the key distinction here is that, as an industry, in a race whoever finishes first is important. But in a migration, it is simply about getting everybody over the line.

Applying this to Industry

In a race whoever finishes first is important.

But in a migration, it is simply about getting everybody over the line

From client discussions, surveying data and feasibility studies all the way through to design, costing, planning, construction, handover and sale or demolition a technologically enabled way of working has emerged. It has emerged with the sole purpose of minimising wasted hours and reducing error which has substantial gains for the client paying for it and all other parties in between. You would never buy a brand new car with parts missing and rips in the seats, but this is the shape of many buildings at completion and these defects need to be remedied at the end of the construction stage (these defects are noted on a “snagging list” in the UK aka a “punch list” in the USA).

The fact that somebody was allowed to fudge something on the day and then simply leave it for somebody else to correct later on is absurd and would not wash in any other industry. Oftentimes the reasons may be legitimate (parts missing on the day, lack of information from head office etc) but it is profoundly wasteful as a process yet real life simply gets in the way. Something had to change and this is just one example of waste in the industry, there are many more.

Sure there are new software tools, new standards and updated processes for professionals to get to grips with, but there are new avenues that can be leveraged from them when it comes to extracting data from the model in terms of analysis, coordination and management too. When it is done right, that is, and the reliance on other organisations to take it seriously and pull their weight is paramount.

Many companies have been stung by embarking on a BIM project with the wrong understanding and expectation, not realising it takes considered planning and skill. “BIM Level 2” alone takes some doing and for many companies it is not so much that they cannot operate at this level, they already have the knowledge, it is that they are unfamiliar with the processes and especially the culture changes that come along with it.

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Marketing Assumptions

As such, there is not a right time or right place to direct messages to the industry effectively, as so many people are affected that the market variance is so “random” that there will be torrents of professionals migrating to BIM over the coming years. Getting in early and maintaining a steady presence is the only real tactic. Binge advertising will not tend to work unless there is something significantly interesting at the end of it, or it is a dedicated event or the like.

As such, publications such as this and the handful of other quality titles out there are, by this “BIM is a movement” measure, forever relevant to all sectors of the industry at all times regardless of the focus or theme of that particular issue.

This issue of BIM Journal alone will be read be an absolute swathe of differing construction professionals as the content either affects them directly or they are trying to learn more in general. Plus it will be referred to in the coming months and perhaps even years as it forms a fitting snapshot of industry progress containing many relevant pieces with suitable longevity.

Professionals also read these publications as they are also very interested to see what solutions are out there as well, regardless of the magazine theme. I browse other quality journals on occasion much in the same way that people flick through a newspaper - it is consumed redundantly of the headline on the front cover and enjoyed for what it is.

Indeed it can be a sensible tactic to advertise products not related to a particular theme as it will jump out at other professionals in the field, whereas the response and appeal could be more jaded when pitching to the more familiar audience in any specific sector. It is a double edged sword with the obvious answer being to “do both” but then again I would say that.

Expanding the scope and reach of BIM publications in terms of general demographics then, it could be said that a car manufacturer would be as much at home advertising in these publications as anybody else deep down. Certainly there is a construction bias going on but hey we all need cars and fridges and clothing right?

Again, this is a movement of an entire sector of industry professionals with a constant and continuous relevance at all times.

Advertising campaigns at The BIM Hub are very successful compared to the market average (with one recent advertiser gleaning 300 quality leads in one month) but this success also came from the fact that advertisers have something eye-catching enough, and something interesting enough, to pique a viewer’s interest. We are lucky in that respect. From other sources I have observed that marketers are sometimes quick

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to look at statistics before looking at their own design departments and their suite of lacklustre unclickable offerings. Which is of course the wrong way around.

Creating interesting content and copy (not just narrow announcements but actual case studies that document how these solutions helped real world companies in the office or on site) have much more appeal and will genuinely help BIM professionals who are looking for solutions. If you are a forward thinking design or construction practice then your case studies should already be on The BIM Hub to help us all to learn and secondly to show us how good you are. Bragging rights, but primarily people are keen to learn so the more detailed the item the better. In fact for the clientele at The BIM Hub it can not be detailed enough.

New and existing news, blogs, interviews, videos, press releases and case studies can be added to The BIM Hub freely of course, controlled by yourself, to be enjoyed by the wider audience with choice items featuring in the weekly newsletter so it is well worth doing.

Dedicated campaigns can also be set up at The BIM Hub and also in BIM Journal (the sister publication of The BIM Hub) as the market genuinely wants to know what you have to offer.

So the question now becomes where are you in this industry migration and what can you do to help us to learn of your solutions and prowess?

Discussion Point / Crystal Ball Gazing

With the ability to embed video ads and the like being available in this publication already, this merely the thin end of the wedge. Consider exploring a building or world in 3D, or better still picking up and placing a VR headset on your head, you walk around and look out of the window into the street, your company’s advertisements are on the virtual billboards along the way, on the side of the vending machines and the bus tops in this new VR world. Imagine not only creating this VR world but then selling these advertising spaces to other companies? Perhaps even rivals?

Technological means make this possible if not especially affordable, at present. But with an endless possibility of realities being created in this digital manner, advertising in the “real world” could one day become much more expensive - indeed monopolised by the VR providers themselves? Oh the irony.

Back to reality and I bring this up as there is a definite shift towards other digital technologies here and keeping on top of trends and innovative developments will be important for marketers too, particularly in this ever emerging sector so reliant on technology in the future.

Indeed as the years go by, many professionals can look forward to, if not getting the high score then at least being suitably blown away. After all, there is everything to play for.

It is hoped that this article explained the drive of “BIM” to marketing newcomers in a pleasant and straightforward manner. This migration is important to the industry itself, and it really does affect us all.

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