ENGINEERING KNOWLEDGE BIM How clients should use BIM
STRATEGIC DECISIONS Needs analysis Strategic business case Estate rationalisation Reference to previous cost and carbon benchmarks
PROCUREMENT/PROGRAMME MANAGEMENT Contractor involvement – early/late. Balancing benefit and risk
Appointment of designers Form of contract Project insurance
PROJECT DELIVERY Employer’s ‘project’ requirements Employer’s ‘information’ requirements BIM protocol The ‘English’ questions Libraries and standards Lean building requirements Modularisation and prefabrication requirements Handover requirements
Early integration of cost planning and design
STRATEGIC BRIEFING MATERIAL Revisions to briefing documents Revisions to libraries and standards Revised estate portfolio Benchmark targets
ASSET MANAGEMENT IN USE Data management Benchmarking, for example capex, opex, carbon dioxide emissions
Clients have often divorced construction procurement from asset management
FROM PROJECT DELIVERY TO ASSET MANAGEMENT: HANDOVER, SOFT LANDINGS AND POST OCCUPANCY EVALUATION Transfer content of COBie handover file to systems for facility management and portfolio (estate) management
Review of measured data in use Updating model and COBie file for changes during use
To make these changes requires a different approach from clients in the way they write their Employers Information Requirements and Contracts, and it will need a new response from construction companies, operators and users. Construction teams are not at fault because
they reach handover and then try to limit their commitment to a smooth transition – contracts have required nothing else from them so they haven’t priced it. Employers information requirements will look for effective commissioning: a soft landings process; post-handover and occupancy performance measurement; and benchmarking and feedback into briefing materials. These can all be priced and delivered because the contract requires it.
Working in isolation Clients have often divorced construction procurement from asset management. They have even isolated communication between people in construction and asset management. They have isolated benchmarking of construction performance and asset performance – certainly in financial terms. We need better evidence to support the business case that reducing year-by-year spend is more advantageous than focusing on construction capital spend in isolation. Much of the focus is on procurement and
project delivery, and the supply side will innovate to bring competitive advantage and potentially reduce the capital cost of construction. For client organisations, digital management and analysis of data from commissioning, handover, soft landings, post-handover measurement/ evaluation, benchmarking performance of the asset in use and development of strategic
16 CIBSE Journal November 2012
Visual review of the design model for design content and quality
Review of any model and COBie file produced at tender stage
Review of the quality of tender proposals
Monitoring of the development of the model during construction
Monitoring the delivery of the employers ‘project’ and ‘information’ requirements during construction
Monitoring of the updating of the construction model
Monitoring of commissioning data against design data
Performance measurement data
briefing material will also bring significant client benefits in terms of improved asset performance and improved briefing of required business outcomes. This will also potentially feed into future
projects, and reduce the cost of construction – and drive down the operational cost of assets in the business. Over the asset lifetime, this is much larger than the capital cost of construction. The diagram above shows this cycle of information management through the product life cycle. The industry needs a mature and confident
asset management/facility management sector. It needs people who are confident engaging with their internal employers to espouse the business case for reduced operating expenditure, and who are prepared to engage with project teams to emphasise the importance of providing and information for use and operation. The operators need to argue that construction
is for the economic benefit of the client, to enhance the environment and to improve society – it is not just to employ the construction industry. Operators of the future will reflect a mature industry of professionals who will improve the handover process, understand more about systems and performance, and understand operational performance measurement, benchmarking and feedback. Those who strategically manage infrastructure and estates will need to identify the data and information that they need to make decisions. BIM has the potential to deliver better information about construction projects, to enable users to mange the assets they operate more effectively, and to cut the cost of delivering projects as well as operating them. What are we waiting for?
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