Ricci Piper


Published on

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ricci Piper

  1. 1. Ricci Piper Building Information Modelling 2013 Summit: 26-27 August 2013 Sydney, Australia Successful Project Management of BIM
  2. 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?
  3. 3. 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
  4. 4. 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
  5. 5. why do I need to know about this?
  6. 6. 7 Image copyright: www.ccrc.unsw.edu.au We only have one planet earth
  7. 7. 8 Image copyright: http://www.footprintnetwork.org/en/index.php/gfn/page/world_footprint/ We only have finite resources
  8. 8. 9 Construction industry productivity is declining over the last 40 years…. productivity
  9. 9. 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!
  10. 10. 11 Planning Conceptual Design Detailed Design Construction Operation and Management Data,information,Knowledge Traditional Process Lifecycle Information Management Lifecycle Information Management
  11. 11. what are the fundamentals from a Project Management point of view?
  12. 12. 13 Gestalt’s Theory
  13. 13. It’s a process……
  14. 14. Building Information Modelling
  15. 15. Building Information Modelling Built environment
  16. 16. Building Information Modelling Built environment Asset
  17. 17. Building Information Modelling Built environment Asset
  18. 18. Building Information Modelling Built environment Asset Management
  19. 19. BIM = Single point of truth
  20. 20. BIM facilitates Strategic Asset Management
  21. 21. 22 Is this Nirvana?
  22. 22. 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)
  23. 23. 24 Building Information Modelling (BIM) “The process of generating and managing building data throughout a building’s lifecycle”
  24. 24. 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/
  25. 25. 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
  26. 26. It isn’t a future trend – its happening now
  27. 27. 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
  28. 28. 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.
  29. 29. 30 *BIM Maturity Model from Australia’s CRC for Construction Innovation, National Digital Modelling Guidelines (2009).
  30. 30. 31 Understanding the transition Manual draughfting CAD Computer Aided Draughfting BIM Building Information Modelling Manual Computerised version of manual 3D geometry + Data
  31. 31. 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
  32. 32. 33 Collaboration - Information Exchange
  33. 33. Implementation in the Australian context
  34. 34. 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)
  35. 35. 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)
  36. 36. ..still we seem to be slow on the up-take!
  37. 37. 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).
  38. 38. Use available resources to understand the processes
  39. 39. 41 The Australasian context *All images copyright to web page authors
  40. 40. 42 Global best-practice information *All images copyright to web page authors
  41. 41. 43 Case Study: Health Infrastructure (NSW) *All images courtesy of Health Infrastructure (NSW Government)
  42. 42. 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
  43. 43. 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
  44. 44. 46 Management Plans  Team document  Set all expectations  Collaboration framework  Who, what, when, how…  Protocols for information exchange  BY the team FOR the team
  45. 45. 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
  46. 46. Yes, you can review without being a software guru
  47. 47. 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
  48. 48. 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
  49. 49. 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).
  50. 50. Simple …right?
  51. 51. What are the objectives again?
  52. 52. 54 Macleamy curve
  53. 53. 55 Information gathering Image sourced from: http://www.wbdg.org/bim/nibs_bim.php
  54. 54. What does that really mean?
  55. 55. 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
  56. 56. Model Maps – Information Exchange
  57. 57. So it’s not all about data & software…
  58. 58. 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)
  59. 59. 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)
  60. 60. Change
  61. 61. 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.
  62. 62. Trust = C x I R
  63. 63. 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
  64. 64. 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
  65. 65. So why is everyone so negative?
  66. 66. 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
  67. 67. above the line below the line
  68. 68. 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
  69. 69. Thankyou ricci.piper@arup.com