CONSTRUCTION & BIM
At this early stage, the painfully-compiled BIM contracts can entirely fail to detail the FM insights that will be most useful to those who will ultimately have to manage and maintain the assets.
IDENTIFY O&M NEEDS EARLY Benefiting fully from Government initiatives means
considering O&M more fully from the outset. There are several ways to ensure operations owners gain the information to commission, operate, maintain, refurbish, and ultimately decommission and demolish, new housing assets:
“THE OBJECTIVE OF BIM WAS NOT ONLY TO REDUCE CAPEX AND DELIVERY COSTS, BUT TO REDUCE WHOLE LIFE OPERATIONAL COSTS.”
Much has been written about the potential power of rich building data to power digital O&M manuals. But, can FMs really expect fully-formed, digital O&M information? With enormously rich as-built data compiled during construction, the answer is theoretically, yes: it is perfectly possible for buildings to be delivered complete with the supplier and maintenance information to ease future asset management. In reality, FMs are highly unlikely to get this unless it is contractually specified. The contractors’ focus has, understandably, been to meet contracted BIM data requirements. They have worked to ensure they can deliver COBie data – yet this is a spreadsheet-style format, not designed to carry all the rich data amassed in the IFC model. Achieving even basic BIM compliance has required significant adjustment to standard approaches to tenders, investment in education, adoption of BIM-enabled planning tools, such as our own Asta Powerproject BIM, not to mention something of a culture change around collaboration.
• Project owners must build long-term operational data needs into the contractual Employers Information Requirements (EIRs) EIRs – so must learn what the operational essentials are. For local authorities and Housing Associations this is an internal process: as they gain grants and start planning they can invite counsel from maintenance colleagues and FM providers even before tenders are written. Collaborating to detail every single aspect of information that can enable easier and more plannable operation will pay dividends at handover.
• Earlier and broader FM and operational input may also support the use of two-stage tendering. Although this is normally utilised on complex projects, it is collaborative in nature and highly suited to BIM projects. It can enable clients to benefit from the wider expertise of some contractors, embracing maintenance and refurbishment specialists.
• Two-stage tenders allow for fuller provision of sub- contractor services and detailed work packages, offering clients a voice around, and more complete incorporation of, the prefabrication options which may be mandated for some funding grants. Planning with a broader church can have other benefits too. Bringing in the expertise of timber frame manufacturers, experienced in working with national housebuilders, may help project owners envisage more of the long-term maintenance benefits to be secured via off-site building methods.
• Construction industry players with stakes in the operational space could lead the way in developing new organisational best practices around BIM. They can bring in a range of experts to create rounded tenders that reflect the priorities of housing clients, as well encouraging collaboration that keeps operations in mind throughout the construction phase.
All parties are working better together throughout. As BIM gains momentum, earlier collaboration between a broader set of disciplines will help secure BIM efficiencies, as well as ensure effective use of off-site manufacturing to help accelerate construction, and ultimately lead to better long-term operational management. Software tools are available to facilitate every stage. All those involved in the planning process need to fully embrace the opportunity this gives to solve the housing challenge.
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www.tomorrowsfm.com TOMORROW’S FM | 41
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