ACM016 COLLABORATIVE BIM
Obawemimo Aina #1610606 March, 2017. WORD COUNT: 368
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INTRODUCTION The existence of collaboration amongst project participants is fundamental to exploiting the benefits of BIM (Sacks et al, 2016), a conviction shared by the 2015 RICS report on Collaborative BIM which highlighted the potential of collaborative working and how BIM can integrate the benefits of both. The concept of collaboration was built on the backdrop of the Latham and Egan reports (1994 & 1998), that recognised the need for waste reduction in construction (mirroring manufacturing industry where technology has been used to increase productivity and reduce waste for long. Bennett & Peace, 2006). See figure 1; and the urgency of displacing the adversarial relationship extant in construction often caused by the competitive nature of the tendering process and procurement strategy.
Figure 1. Waste comparison between construction and manufacturing industry. Source: Allison et al, 2011.
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CRITICAL ANALYSIS A reliable working pattern was observed in the Anglian Water (AW) case study, where majority (87.5%) of the suppliers interviewed bar one (12.5%) had relationships spanning between 8-30 years with a minimum turnover of 15% from doing business with AW (see figure 2). This ensures large savings are made from developing long term relationship with suppliers rather than changing supplier on a project by project basis (Quinn et al, 2016).
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Collaboration is more effective when there is no information gap, existence of shared objectives, effective communication and most importantly the existence of trust, as the perception of a client to collaborative openness and transparency can impact positively on a team’s collaborative working. (See figure 3).
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Poor planning is a cause of procurement cost increase as confirmed by 59.5% of respondents, which is handled effectively through collaborative BIM. Identified design and build as best suited for BIM implementation, as the procurement path allows the integration of all project participants in inputting critical information into the model before construction commences, hence its high usage of 53.0%. Inference can be drawn from 31.6% of projects that used BIM level 2 to conclude that sufficient traction hasn't been gained, as set-up and training cost are often identified as barriers.
CONCLUSION Available empirical evidence show a correlation between BIM and collaboration, with BIM being able to harness the potential benefits of collaboration, it is however worrying that a collaborative tool that delivers so much cost saving benefits requires incentivising to further accelerate its adoption.
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REFERENCE Allison, H., Waveguide, Harrison, K., Shirley, M., -D, N. &, Boyd, R. and Singh, W.L. (2011) Building information modeling. Available at: https://www.infocomm.org/ cps/rde/xbcr/infocomm/Brochure_BIM.pdf (Accessed: 6 March 2017). Bennett, J., Peace, S. and The Chartered Institute of Building (2006) Partnering in the construction industry: A code of practice for strategic collaborative working. Amsterdam: Elsevier Butterworth-Heinemann. Egan, J. (1998) Rethinking Construction. . Latham, M. (1994) CONSTRUCTING THE TEAM. Available at: http:// constructingexcellence.org.uk/wp-content/uploads/2014/10/Constructing-theteam-The-Latham-Report.pdf (Accessed: 24 February 2017). Quinn, C., Edmondson, R. and Nicholl, A. (2016) KPIs and Benchmarking. Available at: http://constructingexcellence.org.uk/supply-chain-key-part-successfulcollaboration/ (Accessed: 6 March 2017). RICS (2015) ‘Collaborative Building Information Modelling (BIM)’, . Sacks, R., Gurevich, U. and Shrestha, P. (2016) A REVIEW OF BUILDING INFORMATION MODELING PROTOCOLS, GUIDES AND STANDARDS FOR LARGE CONSTRUCTION CLIENTS A review of building information modeling protocols, guides and standards for large. Available at: http://www.itcon.org/papers/ 2016_29.content.00509.pdf (Accessed: 6 March 2017).
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