Becoming BIM Proficient
“From Rhetoric to Reality”
BIM Conference
Abu Dhabi, UAE
14-15 December 2011
Nicole Testa-Boston - Fiatech Deputy Director
Neill Pawsey – Fiatech European Project Director
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What Exactly Is Fiatech?
It is a global consortium of stakeholders in the
capital projects industry, including industries,
companies and organizations, private and public,
that are committed to working collaboratively to
drive advancement in the industry
Fiatech was created in 2000 by the leadership of
owner companies and organizations and has
grown and expanded
Owner members of Fiatech include
representatives that build large assets such as
refineries, power plants, health care facilities,
large commercial and public buildings,
infrastructure and manufacturing facilities
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Members
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Partners
• ARC – Advisory Research Group
• Center for Integrated Facility
Engineering (CIFE) at Stanford
University
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• International Code Council (ICC)
• National Academy of Construction
(NAC)
• SPAR
Fiatech’s Mission
The mission of Fiatech is to advance the
implementation of technology and
innovative practices to deliver the highest
business value to capital projects.
Fiatech’s Members are united by one goal
“…….to make a step change improvement
in the design, procurement, engineering,
construction, and maintenance of large
capital assets.”
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From Rhetoric to Reality: Metrics for BIM
“The benefits of supply-chain integration in the construction
sector are largely understood in terms of performance
improvement, greater project ‘certainty’ and reduced risk.”
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Information Management – Business Value
Configuration Management
Change Management
Business Value
Information Control
Standardisation, Validation
Access, Visualisation
Collection, Collation
Information Integrity and business process change
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Adapted from presentation by AVEVA
Metrics
How do we measure the value delivered by implementing technology advancements?
• Balanced Scorecard
• KPI’s – Key Performance
Indicators
• Benchmarking
• Industry Scorecards
• Activity Based Metrics
• Measurement of Objectives
• Baldrige Criteria
• Productivity Measures
• Cost, Schedule, Quality
• Behavior Measurements
Three Dimensions to Metrics
• Quantitative
• Qualitative
• Subjective
Benefits Calculation
Workbook
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LCDM – Benefits and
Metrics
Case Studies
Measuring and Reporting Business Value Outcomes has Challenges
• One of kind, individual characteristics of projects, variability in projects
• Work processes have significant variability
• Measuring of cost avoidance. Reduced accrual of demerits
• Measuring of Risk Reduction
• Siloes of responsibility characteristic of capital projects
• Benefit Accruals in different project cycle from cost occurrence
• Competitive nature of the industry, reluctance to share specific performance information
Earlier this year, a major US Health Care Provider
described that implementing 3-D integrated BIM
models on their facilities reduced their owner and
design initiated changes from an average of 30% to
essentially zero.
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The Why from the What
Industry Game Changers – Step Changes
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From Document Centric to Data Centric
Rules Based Design and Enhanced Design Analysis
Automated Code Reviews
From Construction to Assembly
Intelligent and Automated Construction Sites (including
Mobility Platforms)
• Integrated Procurement, Materials Management
• Integrated Operations including Integrated Handover/
Turnover
• Sustainability
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Advancing Interoperability as a Key
Enabler
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First We Need Agreement on What
Interoperability Is
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Interoperability: What Is It?
•
Wikipedia:
– “Interoperability is a property referring to
the ability of diverse systems and
organizations to work together (interoperate). The term is often used in a
technical systems engineering sense, or
alternatively in a broad sense, taking into
account social, political, and
organizational factors that impact system
to system performance.”
• Simple Definition – “To Communicate”
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Fiatech Industry Vision Paper on Advancing &
Enabling Interoperability
INTEROPERABILITY - both
information management and
processes, systems and tools.
*Adapted NIST, Cost Analysis Inadequate
Interoperability in U.S. Capital Facilities, 2004.
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Interoperable information management is the ability
to manage and communicate electronic data among
all project stakeholders (e.g. owners, consultants,
clients, contractors, suppliers) across a projects
planning, design, procurement, construction,
operations, and project management phases.
Interoperable processes systems and tools provide
the ability for all project stakeholders to work
collaboratively across all project delivery and
operating phases with processes, systems and tools
that allow common management, coordination and
tracking.*
What Are the aspects of Interoperability?
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Who: Everyone
What: Information
How: Some kind of medium
When: As often as necessary
Why: Increase business value
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So what is the challenge with
Interoperability?
Fact: Interoperability happens
Challenges: The cost of doing
Opportunity: Increased Business Value
Complexities:
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Ambiguity
Interpretations
Subject matter is diverse
Confusion
Stakeholders have different motives
Conflicts of interest
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Four building blocks for advancing interoperability
via standardized, structured information exchanges
Business Value
Culture Changes
Process Management
Information Management
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Business Value
ROI, metrics, business case
1. Develop a sustainable long-range plan to deliver meaningful
progress - identify easiest opportunities first, and build business
case for financing the cost of change
2. Create a business case analysis showing cost/time savings on
specific information exchanges in current work processes
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Business Value
30% of projects do not
make schedule or budget
CMAA Industry Report
2007
37% of materials used
in the construction
industry become waste
Economist Magazine
2002
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Culture changes
training, resources
1. Develop Best Practices to help adopters of new interoperability
technologies and tools understand the impact on their people
2. Use case studies and research to explore and define key people
issues to develop the most effective ‘enablers' for the successful
uptake of these new tools and technologies
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Culture Changes
Cultural “Transformation”exceeds the task of creating
a new work process
Barriers (individual,
organizational, business or
process technology)
Change Management
(teams, communications,
training, recognition &
incentives)
Implementation
Guidelines
– Focus on team
formation & project
approach
– Obtain deep
management
involvement
– Communicate for
clarity & realism
Benefits and Barriers to Engineering Information Reuse, Task 2 report, Fiatech (2003)
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Process Management
processes, systems, and tools
1. Develop common process mappings, definitions and views to
align and communicate information exchanges and workflow
management
2. Establish a globally accessible automated & integrated supply
chain system: including tracking industry IE, materials & manages
access
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Process Management
• For the information exchanges to work in
practice, a tight integration is critical between
the technology, business, and asset life cycle
work processes
• Part of that integration requires that
corresponding work processes be updated to
address IE requirements
• Interactions of these processes need to be
clearly defined and resourced appropriately
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Components of Building Industry’s
Information Delivery Manual (IDM)
Graphic: IDM General Overview, Presentation, Jeffrey Wix. Origin of IDM: Mayer, R. Painter, M.,
deWitte, P. IDEF Family of Methods for Concurrent Engineering and Business Re-engineering
Applications. Knowledge Based Systems Inc. 1992.
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Information Management
data specifications, standards, and testing
1. Develop a robust, common methodology for conformance
and interoperability testing
2. Create initial mappings moving towards harmonizing
between ISO 15926 and BIM (ISO/PAS 16739) to benefit both
process facilities and buildings
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Based On a Counterintuitive Idea
When you and I exchange information, the less we
know about each other’s systems, the more
reliable will be our information exchanges.
Your computer and my computer can talk to each
other, and neither of us has to know anything
about each other’s system beforehand.
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Information Sharing What We Want
Constructor
Manufacturer
Engineer
Regulatory
& Standards
Bodies
Purchasing
Agent
Owner-Operator
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Information Sharing What We Get
Constructor
Engineer
Purchasing
Agent
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Manufacturer
Regulatory
& Standards
Bodies
Owner-Operator
Info Layer Enables Different
Processes & Technology Layers
Internet uses 3 layer
architecture
“IT 101” – importance is to
keep layers independent
– Business uses (top)
– Integration & Interoperations
(middle)
– Technology resources (bottom)
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Integration of AEC and EPC
Project Man.
Architect
BIM
Server
Electrical
HVAC
handover
BIM
Server
BIM
Server
Facilities
Management
Contractor
Structural
Design
handover
Construct
Maintain
ISO16739 (IFC) & ISO15926
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Summary
• Metrics Business Value
• Case Studies
• Game Changers
• Interoperability
• Four Building Blocks for Interoperability
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Business Value
Cultural Changes
Process Management
Information Management
• Alignment of AEC BIM IFC’s and ISO
15926
http://fiatech.org/
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Contact Us
Neill Pawsey
European Project Director
pawsey@fiatech.org
Nicole Testa Boston
Deputy Director
ntboston@fiatech.org
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