1. Ricci Piper
Building Information Modelling 2013 Summit: 26-27 August 2013
Sydney, Australia
Successful Project Management of
BIM

2. 2
Agenda
 What is the role of the Project Manager in the BIM
process?
 How can Project Managers manage the design and
construction process for the delivery of successful
BIM requirements?
 What are the top 10 BIM-related tips for Project
Managers?

4. 4
My role
It is my job as a client-side consultant / project manager:
understand my client’s drivers and expectation
guide them in areas which are not their strength
ensure successful delivery by the team
understand the capacity of the team
lead the team to a successful outcome
facilitate innovation and achievement
educate and communicate to the wider industry

5. 5
“…the term ‘Total Architecture’ implies that all
relevant design decisions have been considered
together…. integrated into a whole by a well
organised team empowered to fix priorities.”
Sir Ove Arup, The Key Speech, 1970

6. why do I need to
know about this?

7. 7
Image copyright: www.ccrc.unsw.edu.au
We only have one planet earth

8. 8
Image copyright: http://www.footprintnetwork.org/en/index.php/gfn/page/world_footprint/
We only have finite resources

9. 9
Construction industry productivity is declining
over the last 40 years….
productivity

10. 10
The current challenges in the design and delivery
process….
 Communication errors and loss of project information
 25-30% of cost - splitting up processes/ bad communication
 Information is re-entered on average 7 times before handover
 Information is re-created several times by different software
 Design and construction is only a small part of the lifecycle cost!

11. 11
Planning
Conceptual
Design
Detailed
Design
Construction
Operation
and Management
Data,information,Knowledge
Traditional
Process
Lifecycle Information
Management
Lifecycle Information Management

12. what are the
fundamentals
from a Project
Management
point of view?

13. 13
Gestalt’s Theory

14. It’s a process……

15. Building Information Modelling

16. Building Information Modelling
Built environment

17. Building Information Modelling
Built environment
Asset

18. Building Information Modelling
Built environment
Asset

19. Building Information Modelling
Built environment
Asset
Management

20. BIM =
Single point of truth

21. BIM facilitates
Strategic Asset Management

22. 22
Is this Nirvana?

23. 23
“A building information model is a 3D object database that
can be easily visualised, has rich data and structured
information”
Building Information Model (BIM)

24. 24
Building Information Modelling (BIM)
“The process of generating and managing building
data throughout a building’s lifecycle”

25. 25
Why Building Information Modelling (BIM)?
 Tangible benefits from BIM (when applied correctly)
in projects:
 Up to 40% elimination of unbudgeted change
 Cost estimation accuracy within 3%
 Up to 80% time reduction to generate a cost estimate
 Up to 10% savings of contract value from clash detections
 Up to 7% reduction in project time
*A study of 32 major projects, Stanford University Centre for Integrated Facilities Engineering
http://www.stanford.edu/group/CIFE/

26. 26
Building Information Modelling Process
LOD
100
LOD
200
LOD
300
LOD
500
LOD
400
BRIEF
DATA
Spatial &
Functional
Briefing
Concept
Massing
(sqm rate)
Schematic Design
(Systems Modelled)
Traditional
Tender/Contract
Docs
SUPPLIER MODELS
(for fabrication)
ASSET
MANAGEMENT
SYSTEM
PROJECT MODELLING & PROGRESSIVE ASSET DATA COLLECTION
Ops & Maintenance
Model/s
DESIGN INTENT
BIM
CONSTRUCTION
BIM
FM
BIM
BRIEF

27. It isn’t a future
trend – its
happening now

28. 28
 A lot more talk about BIM in the last 12-18 months
 A movement to mandate BIM for all Federal
Government projects by 1 July 2016
 A movement to encourage State Governments to
align with Federal plans
 BuildingSMART group
 Natspec National BIM Guide
BIM Implementation in Australia

29. 29
The issue
 BIM-wash
 BIM jargon
 Why is BIM going to help my business?
..the consultants and contractors are doing it anyway…
as a client I want outputs to match my needs as well.

30. 30
*BIM Maturity Model from Australia’s CRC for Construction Innovation, National Digital Modelling Guidelines (2009).

31. 31
Understanding the transition
Manual
draughfting
CAD
Computer Aided Draughfting
BIM
Building Information Modelling
Manual Computerised version
of manual
3D geometry + Data

32. 32
 Collaboration = A multi-disciplinary environment
that brings together all the parties that design,
construct and operate a facility, suggesting a new
model of procurement:
 Integrated Project Delivery (IPD)
Frameworks for collaboration

33. 33
Collaboration - Information Exchange

34. Implementation in
the Australian
context

35. 35
BIM Implementation in Australia
 The Architectural, Engineering and Construction
industry
 = 12% of Australia’s total economic production
 Employs 1/8 of Australia’s workforce
 The BEIIC (Built Environment Industry Innovation
Council) study in 2011 concluded that the
widespread adoption of BIM on projects would
result in not only cleaner, healthier buildings but
could save owners up to 10% on the cost of their
building.
*(Wheeldon, 2011)

36. 36
Who is the driving force?
 Whilst the government and building owners/
operators have the most to gain from BIM
implementation…….
 It is the designers and engineers (and associated
industry leaders) who are currently driving
adoption in Australia.
*(Chew, 2012)

37. ..still we seem to
be slow on the
up-take!

38. 38
Why is Australia so slow on the BIM uptake?
 BIM is a ‘paradigm shift’ from the current state of
a disjointed construction industry to where all
‘players’, whilst acting independently, must think of
their role, products and services as part of a system
and not as individual fragmented disciplines or silos
The shift
* (Pramod Reddy, 2012) (Salcedo, 2012) (Smith & Tardif, 2009) (Gu & London, 2010).

40. Use available
resources to
understand the
processes

41. 41
The Australasian context
*All images copyright to web page authors

42. 42
Global best-practice information
*All images copyright to web page authors

43. 43
Case Study: Health Infrastructure (NSW)
*All images courtesy of Health Infrastructure (NSW Government)

44. 44
Process Controls
 BIM Policy
 What has been done and why
 BIM Strategy
 How the BIM strategy has been developing and a plan moving
forward
 BIM Requirements
 Clear requirements (that meet client needs) for consultants and
contractors
 BIM Management Plan
 A bespoke management plan template for project execution
 Sets the BIM ‘culture’ for the project

45. 45
Client Requirements
 Key Drivers - why
 Expected outcomes
 Outputs / deliverables / amount of detail
 Information exchange – IFC
 Auditing / checking
 Contractual framework
 NOT to limit consultant/contractor innovation or
processes

46. 46
Management Plans
 Team document
 Set all expectations
 Collaboration framework
 Who, what, when, how…
 Protocols for information exchange
 BY the team FOR the team

47. 47
Do we have the right team structure?
 Understand your position
 Everyone is on the same journey
 Communicate, open up the conversation
 Try to understand each other
 Remember – no single person will know everything

48. Yes, you can
review without
being a software
guru

49. 49
Performance
Components
Spaces
Materials
Occupancy
Parametrics
Geometry Analysis
Simulation
Compliance
Exploration
Optimisation
Inputs Outcomes
The model database
collects the inputs and
enables the outcomes
Operation
Maintenance
BIM Tools - Modelling Process explained

50. 50
BIM Tools
 BIM Tools are the software packages used to create the
outputs which satisfy the BIM deliverables
 Tools / software create 2 classes of files:
• Native file (data manipulation)
- Revit, ArchiCad etc.. 3D modelling packages
- Interrogate data and use for own purpose
- Quantities, export to other packages, staging, programming etc…
• Reference files (read-only)
- Navisworks (or similar) 3D viewer
- For non-technical people to review models

51. 51
Being clear on BIM Deliverables
 Once we understand the required OUTCOMES…
 BIM Deliverables are what we require as outputs from the
BIM models/databases
 These deliverables can mean different things to different
parties.
 Some deliverables are mandated in contract documents,
others are as required to complete other tasks (maybe
specific to one discipline).

52. Simple
…right?

53. What are the
objectives again?

54. 54
Macleamy curve

55. 55
Information gathering
Image sourced from: http://www.wbdg.org/bim/nibs_bim.php

56. What does that
really mean?

57. 57
 CAD Design Stage
 BIM Design Stage
Concept
Design
Traditional Stages – Different timeframes
Scheme
Design
Design
Development
Contract Documentation
Concept
Design
Scheme Design Design Development
Contract
Documentation

58. Model Maps – Information Exchange

59. So it’s not all
about data &
software…

60. 60
Barriers and challenges to BIM implementation
 Global research* shows that barriers/challenges
include:
 Adapting existing workflows
 Additional training requirements
 Technology - understanding and ability to use technology
 Collaboration required between disciplines
 Understanding of newly defined roles and responsibilities
 Ambiguity in requirements
 Overcoming change resistance
*(Arayici et al, 2010) (Yan & Damian, 2008) (Holzer, 2011)

61. 61
Barriers and challenges to BIM implementation
 Research concludes:
 Studies focused on technology adoption found that BIM
implementation is just as much about the people and process
issues
 Main obstacles are in the old work processes and conservative
approaches
 Successful change management strategies need to be
implemented to get rid of any resistance to change
i.e. It is as much about making sure people understand what you
are doing and are happy with it, as much as it is important to get
the process done.
*(Arayici et al, 2010) (Kivinemi, 2009) (Arayici et al, 2010)

62. Change

63. 63
What does change mean?
 The brain likes safety and security
 When something changes, the brain records an error
and goes on high alert.
 Since the brain tends to err on the side of caution or
negativity, it’s likely that the first response will be a
threat response and resistance until that response can be
replaced.
 This may come in the form of memories of previous
experiences where the outcome was not so great and
people become resistant or display a lack of trust.

64. Trust = C x I
R

65. 65
How do we learn to trust the team?
 Understand your position
 Everyone is on the same journey
 Communicate, open up the conversation
 Try to understand each other
 Remember – no single person will know everything

66. 66
Understanding our behaviour - Motivation
 ….Incentive is the key?
 Hygiene factors
 Basic amenity to perform – removes dissatisfaction and
distraction – getting someone to a state of engagement
 Intrinsic Factors
 Sense of purpose of what people are doing
 Whether they believe the reason behind it or not

67. So why is
everyone so
negative?

68. 68
Setting a positive culture
 No more ‘I cant do this’ or ‘They have no idea what
they are doing’
 Re-frame to a positive – and take responsibility
 By….
 Taking the awkward meeting offline
 Changing the strategy to suit the BIM maturity of the wider
team
 Re-group and re-assess strategy – people and processes

69. above the line
below the line

70. 70
Project Managers and BIM
1. Know the basics
2. Clear role in process
3. Prompt the clients
4. Ask the questions
5. Listen
6. Learn
7. Understand Change
8. Build trust
9. Stay positive
10. Collaborate & Innovate

71. Thankyou
ricci.piper@arup.com