3 Implementation Planning
After establishing a strategic plan for the integration of BIM within your processes, you should develop a detailed plan to achieve the goals outlined. During this stage, the goals and objectives of the strategic plan are translated into day-to-day projects and tasks to integrate BIM into the organization’s processes.
Establish a BIM Implementation Team
The first step in the BIM Implementation Planning process is to establish the BIM Implementation Team. While the Strategic Planning Committee was tasked with developing the high-level plan for the organization, the Implementation Team is to be composed of the individuals personally responsible for the execution of BIM.
Strategic Plan. The individual whose responsibilities most closely influence the success of a BIM Use are the most likely candidates. They should be open to change, possess the authority to modify processes within their division, and have the ability to dedicate time to BIM implementation.
Determining BIM Implementation Team Members
Having the proper personnel is one of the most critical factors to successful implementation and integration of BIM. The BIM champion(s) and a few key members of the Strategic Planning Committee should become members of the Implementation Team, but this team should primarily consist of the people responsible for implementing each BIM Use defined in the Strategic Plan.
The Implementation Team members should be determined according to the BIM Uses and Roadmap developed in the Over time, BIM integration may change or expand to additional divisions within an organization, and it will become necessary to modify the members of the team to maintain members who can provide valuable guidance to the tasks being implemented.
Roles and Responsibilities
With a BIM Implementation Team established, the roles and responsibilities of each member of the team should be established and documented. This includes requirements and deliverables for each of the individuals on the team. It may be necessary to divide the responsibilities amongst multiple individuals depending upon the organization’s size and structure.
BIM Champion(s)
An organization should have at least one BIM Champion with a strong desire to implement BIM within the organization. It is their responsibility to take the planning process to its conclusion and share its value with others to ensure that the proper amount of resources (time, personnel, and effort) is given to planning.
Responsibilities
- Develop Organizational BIM Standards and Processes including contract language; and
- Oversee BIM implementation within the organization.
Capabilities
- BIM expertise;
- Self-motivated individuals; and
- Easily adaptable to ever changing processes.
Management BIM Advocate/Sponsor
It is critical to have management buy-in to the concept of using BIM to improve operations to ensure a successful planning process. Establishing a BIM Sponsor at the management level of the organization is often helpful to BIM implementation. Management must understand the resources necessary for successful BIM implementation including time, personnel, and effort and the ability to ensure that these resources are made available.
Responsibilities
- Promote organizational BIM Adoption and Change.
Capabilities
- Ability to provide financial support for BIM adoption;
- Basic understanding of BIM; and
- Understanding of organization’s BIM goals and objectives.
Operating Unit BIM Leads
Within the BIM Implementation Team, each primary operating unit of the organization should have a BIM Lead. The operating unit BIM Lead will provide valuable information to the BIM planning about the operating unit’s processes and information needs; will evaluate BIM planning results; will implement BIM with the operating unit. The operating unit BIM lead does not need to be the manager of that operation but should have influence within the operating unit and the support of the operating unit’s manager.
Responsibilities
- Document operating unit’s processes and information needs;
- Validate BIM Plans appropriateness for the operating unit;
- Lead implementation and integration of BIM within the operating unit.
Capabilities
- Significant influence within the operating unit;
- Detailed understanding of BIM’s impact the operating unit; and
- Training on BIM systems related to that operating unit.
Acquiring a Consultant to Assist in BIM Implementation
If it is decided that the organization does not have the necessary internal resources, it may be necessary to procure outside expertise. Many owners have recognized that acquiring a consultant to guide their internal staff may expedite the adoption process. If you hire a consultant, they hsould possess the skills necessary to implement BIM, and have the potential to assist the BIM Implementation Team.
Design BIM Integrated Processes
It is essential to understand and document the current state of the organizational processes. Once the current processes are documented, those that will become BIM integrated processes are mapped. These new BIM integrated operations should also be thoroughly documented and be included along with the activities of the entire organization.
Methods of Documentation
There are several methods that can be used to map processes. Some of the more commonly used methods include integrated definition (IDEF) with IDEF0 Functional Modeling, Unified Modeling Language (UML), and Business Process Modeling Notation (BPMN). Each process modeling technique has its own benefits and purpose, and one is not necessarily better than another. Each organization should select a standard to offer consistency throughout the organization. Many organizations already have a standard in place and should continue with that standard. The BIM Project Execution Planning Guide’s maps are based on Business Process Modeling Notation. An explanation of symbols within that notation can be found in the BIM Project Execution Planning Guide. Additionally, example process maps for a select number of the BIM Uses can be found on the project website (http://bim.psu.edu).
Organizational Structure and Process
Unlike a facility construction project, which typically has a finite beginning and end, operating a facility is a continuous process. Facility operations typically consist of multiple different operating units that have defined tasks and responsibilities. It is these tasks and responsibilities that should be clearly documented.
There are several methods to accomplish documenting the organizational structure. In most cases, organizations have their structure already documented. This documentation may or may not include tasks and responsibilities. Another method to document organizational structure with tasks and responsibilities is to meet with each operating unit’s manager and together determine the responsibilities of the unit. Additionally, the BIM Implemention Team should be identified within this structure. It may lie outside the primary structure as its own operating unit or it may be aligned with multiple units. Once the structure has been identified, the BIM Uses selected by the organization should be documented.
Current Processes
The processes that will integrate BIM during the course of the Implementation Plan are mapped to provide a basic understanding of the current process and to help with developing a transition process. The processes should be documented through meeting with the head of each operating unit or meeting with the implementers of the process. Another way to document the process is through observation of the tasks. The process should also include the information exchanges between operating groups. After an observation or meeting, the process should be documented using a process mapping notation decided on by the group. After the process is documented, the process stakeholders should review and edit the document until it accurately represents the workflow of the organization.
Target Processes
Once the current processes are documented, the Implementation Team, with the assistance of the operating unit members, can design suggested revisions to current process map to include the integration of BIM. This will include replacing, adding, or editing processes within the map in order to more appropriately utilize BIM. The process map will also need to include any new or revised information.
Form Clear Tasks for Transition
Once both the existing and target processes for each BIM Use are developed and documented, a detailed advancement/transition plan for each of the BIM Uses identified for advancement can be created to allow for smooth transition between the current process and the new process. It is critical to identify the tasks required to transition the process to a BIM integrated process. The tasks should include measureable outcomes and milestones with a timeline for the completion of each transition. Some items to be considered are purchasing software, training, setting-up new systems, creating process guidelines, and progress monitoring. More tasks may need to be determined based on the status of the organization and the specific task, which is being transitioned. There are several ways to display this transition process including, for example, a process mapping notation or a critical path method (CPM) schedule.
Overall Transition Plan for the Organization
After the detailed transition plan for each BIM Use has been documented, an overall transition map for the duration of the implementation plan is created. This should include the adoption of each BIM Use at every level of maturity, along with other critical milestones. The transition plan should include a timeline for completion of the milestones and can be displayed using several methods including process mapping notation or a CPM schedule. The timeline should reflect the transitions in the process over the planning period.
Document Model and Facility Data Information Needs
For each working group and process defined in the prior step, the geometric model and facility data requirements are to be defined and documented. The information requirements should then be summarized and compiled into overall organizational information requirements. There are two primary items to be considered when determining information needs: the geometric model and facility data. The geometric model is an electronic, three-dimensional representation of facility elements with associated intelligent attribute data (facility data). Facility data is nongraphical information that can be stored for objects within the geometric model that defines various characteristics of the element. Facility data can include properties or attributes such as manufacturing data, materials, and project identification numbers. It is important to consider both types of information when defining information requirements.
How to Determine Information Needs
Similar to how the processes were documented; the most comprehensive method to determine information needs is by interviewing key stakeholder in each working group. This can be performed during the process documentation or at separate follow-up meetings. Alternatively, it is possible to have the BIM Implementation Team make an initial pass at the information needs using the information needs template available at the project website (http://bim.psu.edu).
If the organization has undefined information needs, the BIM Implementation Team may determine that it is more beneficial to adopt the information needs documented by other organizations. Organizations such as the DoD Military Health System, the US Army Corps of Engineers, Penn State Office of Physical Plant, and the Department of Veteran Affairs, along with others, have comprehensive information needs documented in their contract language, which is freely available.
To determine the information needs for the working group or organization, four primary questions should be addressed:
- What building elements or other information (e.g., rooms and zones) is tracked and what additional formation would be beneficial to track?
- What information is beneficial to be displayed geometrically (in a model) and what information is best displayed in a spreadsheet or database?
- What is the level of development necessary for each element of the Model to receive the benefit?
- What are the properties or facility data about the building elements that need to be documented, including those that are currently tracked and those that would be beneficial to be tracked?
Choose a Model Element Breakdown Structure for the Organization
To transfer information seamlessly from one application to another, information must be categorized according to a model element standard. To answer the four questions above for each operating unit, the BIM Implementation Team should use an element breakdown structure similar to the Information Needs Template. There are several different model element breakdown structures that can be used depending upon the granularity the organization wishes to document. The Information Needs Template, provided at http://bim.psu.edu, is based on the OmniClass Table 21 – Elements breakdown structure; however OmniClass Table 22 – Work Results, and OmniClass Table 23 – Products are viable options as they are open standards which can be freely shared. CSI UniFormat and MasterFormat are also widely used depending on an organizations existing documentation format. It is important to note that some breakdown structures lack information that may be important to owners, e.g., spaces, zones, or temporary facilities, and therefore, the team may wish to add these elements.
Determine Model Needs
Once a model element breakdown structure has been selected for the organization, the model needs of each facility element for each working group should be determined. Stepping through each element of the facility data and determining if a visualization of that element would be beneficial to the working group can accomplish this.
Determining Level of Development
If a model element has been determined to be valuable to the working group, the working group then determines what Level of Development (LOD) is necessary to achieve the benefit for that specific model element. The Level of Development describes the level of completeness to which a Model Element is developed. There are several ways that Level of Development can be documented. An indicator for the Level of Development, as found in the original BIM Project Execution Planning Guide and shown in Figure 3-1, can be used to represent geometric reliability.
Table 3-1
A more detailed option to select is the Level of Development (LOD) defined in the model progression specification and adopted in AIA E202. This Level of Development is currently the most widely accepted breakdown in the industry. The descriptions are in the process of being updated, however Table 3-1 shows an example of the Level of Development descriptions. An additional format has also been proposed by the US Army Corp of Engineers which is the Minimum Model Matrix (M3) which is available at https://cadbim.usace.army. mil/. If possible, it is recommended that, at a minimum, an organization would select an industry standard.
Table 3-2
Determining Facility Data Needs
One item that the Level of Development does not specify is the facility data needed about each facility element. The facility data, attributes, and properties should be specified about each element and even elements not modeled may require facility data to be documented. There are several examples of the properties that need to be collected for each element. A few of these include the MHS Facility Life-Cycle Management (FLCM) Building Information Modeling (BIM) Minimum Requirements and the object element matrix in the VA BIM Guide . These examples, which vary in level of detail, can be used as a basis for an organization facility data needs. Additionally, it is possible to specify facility data properties necessary using the items list in Omni-Class Table 49 – Properties.
Another option when selecting attributes and necessary facility data is to select necessary columns of the Construction Operations Building Information Exchange (COBie) worksheets. COBie is designed to enable information exchanges between data sources by providing a standard structure for facility data. It does not however specify what properties an organization needs to track and populate. This is up to the organization. Figure 3 2 shows an example the properties in the component tabs of COBie 2.26.
Figure 3-1: Example of the Components Tab Properties in COBie 2.26
Compile Organizational Information Needs
After both model needs and facility data needs have been determined for each operating unit, they should be compiled into a single list of information needs for the organization. This can be accomplished by selecting the highest Level of Development for each model element and by compiling the facility data elements. When choosing a standard term for the property, the term selected could originate from the OmniClass Tables documented or the COBie Spreadsheet when available, as these are becoming standards. Once all the information needs are compiled, they are used as a central structure for all the model and facility data information needs throughout the organization. It may be beneficial to identify both required and optional information elements since there is a cost to compiling the information for each project, and the owner must consider the cost to value for the information elements.
Determine Infrastructure Needs
While this guide primarily focuses on the process changes caused by BIM, it may be necessary to procure additional infrastructure to support those process changes. The infrastructure needs should consider the BIM Uses, processes, and information needs of the organization. The infrastructure that an organization should consider includes software, hardware, and physical spaces.
Selecting Software
Selecting the proper software is one of the critical factors to successful BIM implementation within the organization. There are many factors that should be considered when selecting software. Of these, it is important to always ask, “Does the software meet the needs?” Before purchasing and evaluating software, an organization should know the purpose they are trying to accomplish with the implementation of that software. In this case, what BIM Use does this software support and how well does it support it.
Factors to Consider when Selecting Software Systems
Chan (1995) has defined the following factors for consideration when selecting software:
Table 3-3: Factors to Consider when Selecting Software Systems
Types of Software Systems
Software needs to be selected to support the BIM Uses. The list of software packages that support BIM implementation is constantly shifting and growing. It is important that the organization knows what they need the software to support and keeps in mind that one software package may support multiple BIM Uses. However, it may not be feasible or desirable to obtain all the organization’s BIM objectives through one software package.
Four major categories of software systems to be considered for owner use include:
Facility Management Systems (FMS)
Facility Management Systems are software packages that support the maintenance and management of a facility. It helps to manage work orders, assets, inventory, and possibily safety. Some names that can be classified under Facility Management Systems include Computerized Maintenance Management Systems (CMMS), Computer-Aided Facility Management (CAFM), and Computerized Maintenance Management Information System (CMMIS). If an organization has a FMS, it should be evaluated for its ability to support the BIM Data and Uses as defined in the previous steps. If an organization does not have a FMS, it is important that the proper one is selected.
Some additional factors to consider when selecting a FMS include :
- Standalone: Is the system standalone or are there extra software packages or modules that should be purchased? Some systems should be mounted on top of other systems or require the purchase of multiple modules.
- Scope: What are the services that the FMS provide? How does each service integrate? How does the FMS support the BIM Uses selected?
- Integration with Legacy Data: Does the FMS support the import and/or export of data to other systems? It is especially important to consider the integration and acceptance of BIM Data. Does the FMS have the ability to import and/or export BIM data directly from the BIM Model? Does the FMS support open standards for data transfer such as COBie, IFC BIM model and the information within the BIM Model directly within the FMS? How seamless is the integration? Also consider how the FMS handles other graphical data such as photographs and plans.
- Vendor: Does the vendor install and customize the software? Does the vendor handle upgrading legacy data? What is the software support and training programs provided?
Design Authoring
Another common purchase for an owner is Design Authoring systems. Design Authoring systems support the BIM Uses such as Drawing Production, Design Review, and 3D Coordination. The first question that must be asked, is whether the owner needs the system. If your organization does self-perform tasks, then it is most likely these systems will need to be purchased. However, if your organization simply reviews a model provided by others, then most software systems provide a “free viewer” to view the model.
Facility Monitoring and Control
Facility tracking software systems help to track the performance of a facility in regards to environmental, HVAC, and energy monitoring, to name a few. It may be possible that these tools are integrated into a FMS. However, if not part of the current and future FMS, the organization should consider how they are going to monitor their facility. When purchasing facility tracking software systems, an organization should consider the ability to monitor additional new facility systems and the integration of the tracking systems.
Planning/Design/Construction Software Systems
The organization should also consider additional software systems for planning, design, and construction of facilities. These software systems should be considered when developing an organization’s BIM Project Execution Plan Template. It is critical to consider what software is necessary to pull information from the FMS and the operation of a facility to improve future design. In addition, organizations should consider how the design and construction information will be able to support the operational systems if they have already been established.
Choosing Hardware
Not having the proper hardware to support the software systems can lead to challenges and frustration when implementing and integrating BIM. It is essential that the organization understands the hardware specifications of the computers on which models are created. If the owner does not match or exceed those specifications, the model and data created throughout design and construction may become unusable in operations. Also, it is important to ensure that the hardware supports the BIM Uses that were selected for the operation of the facility.
Interacting with Facility Data
The organization should consider how the end-users will interact with the data. This includes both the device and physical space. Three workstation types that need to be considered are mobile, fixed, and collaborative, each of which has its own benefits and drawbacks.
Mobile Workstations
If the end-user is mobile, it may be possible to access information via a smart phone, slate, or tablet devices. A number of software vendors supply mobile versions that can seamlessly access facility data from the cloud. These versions allow for ease of access of the facility data and the ability to update information in the location in which the task is being performed. Additionally, tablets and smart phones usually have a smaller learning curve than a personal computer.
Fixed/Semi-Fixed Workstations
If the end-user does not change locations often, consider a desktop computer. If there are occasions that the end-user has to relocate but can work at a desk consider a laptop computer. In either case, a personal computer usually affords the user more processing power and higher functionality of software. When selecting a computer, the most critical specifications to consider are the processor speed, the amount of RAM, and the graphics card. Additionally, selecting a large format display or multiple monitors may also allow for productivity improvements.
Collaborative Workstations
The implementation team should also consider how the endusers interact with each other when determining infrastructure needs. It may be valuable to develop collaborative spaces to allow for interacting with the data in a larger group. First, the organization should consider the necessity of this space or if they already have a space that could be converted into a more collaborative environment. If the organization decides to proceed with the development of a new collaborate environment, they should consider a number of items. First, the number of people the space should support, remembering that anything much larger than 20 persons should be a presentation space rather than a collaborative workspace. Second, the display should be considered. Based on the size of the space, the number of people it supports and the primary purpose of the space, the display can be selected. Consider items such as large high definition monitors, interactive displays and large format projection, remembering that in any case, size and resolution of the display is important. Also, do not discount the importance of the furniture and general space characteristics such as lighting.
Education and Training
There are many different strategies related to both educating and training personnel about Building Information Modeling. While the definition of education and training are very similar, in this context the purpose of the instruction varies. Training is to teach someone to become fit, qualified, or proficient in a specific task or process, while educating is to formally instruct about a body of knowledge regarding subject – in this case BIM.
Education
Education is critical to helping an organization better understand BIM and the organization’s purpose for using BIM. It is important that an organization develops a consistent education program for the staff about the true capabilities of BIM, to educate the staff, but not oversell the capabilities of BIM.
What To Teach
An organization needs to determine what is important to convey through the various education mediums. A few examples of these items include:
- What is Building Information Modeling and how can BIM be use?
- What is the organization’s purpose for BIM includ- ing mission statements and the Strategic BIM Plan?
- How BIM influences their roles and responsibili- ties, and their processes?
- What are the organizational lessons learned and the resources available?
Additional Education
Like other forms of education, there are multiple levels of expertise required. The management of the organization may only need a basic introduction to BIM and what it means to the organization. While those who implement will need a much deeper understanding of what BIM is and how it can be used, along with how the organization plans to use it and how it influences their roles.
Education Methods
There are several different methods for educating employees on BIM. The majority of staff can be trained internally through workshops developed and taught by the BIM champion and implementation team. Additionally, software vendors or local chapters of various associations may provide education courses.
The key BIM personnel should receive continuous external training to promote their development. These processes and technologies are continuously evolving, and national conferences are a good way to keep up-to-date with recent advancements.
Training
In most cases, BIM training will relate to a specific process or software system. Before any training takes place, a training strategy should be established. The training strategy should include (1) what subjects to train on, (2) who needs what training, and (3) what are the methods to achieve the necessary training.
What To Train
First, a list of the necessary training subject should be generated. These items include new and existing organizational business processes and procedures, and new and existing software systems.
Who Needs What Training
Remember that not everyone in the organization needs to be trained on every software system or business process. In most cases, it is only necessary to train them on the purpose of an activity rather than on how to perform the activity themselves. Typically, upper management needs only to be educated about BIM processes. Middle management, on the other hand, may need to have extensive education and only introductory training on different software systems. The implementers will need extensive education and training on the process and software systems, however the scope of their training and education may be much more focused. To maximize the organization’s resources, including time, training should focus on the most important BIM Uses and their process integration.
Training Methods
The methods of training, like education, can be both internal and external. Often a software vendor will provide training with the purchase of software or for an additional fee. This may be necessary if no one in the organization has prior experience with the software. The training itself can take place in a classroom setting or on a website with tutorials. The training needs of the organization will vary based on the size of an organization and scope of the BIM adoption. It is up to each organization to determine to what extent and by what method are education and training necessary.
The information passed from one party to another in the BIM process. The parties involved should agree upon and understand what information will be exchanged. These are often in the form of deliverables from a process that will be required as a resource for future processes.
The level of completeness to which a model element is developed.
A specification that denotes how information may be captured during design and construction and provided to facility operators.
A planning the results from the BIM Project Execution Planning Process. This document lays out how BIM will be implemented on the project as a result of the decision of the group.