BIM-FM for Healthcare Facilities Management
 

BIM-FM for Healthcare Facilities Management

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Due to the many benefits inherent in Building Information Modeling (“BIM”) and Virtual Design and Construction (“VDC”), these practices are on the rise in major healthcare facilities projects. ...

Due to the many benefits inherent in Building Information Modeling (“BIM”) and Virtual Design and Construction (“VDC”), these practices are on the rise in major healthcare facilities projects. Much like any other large project, the devil is in the details and success often relies on efficient planning.

Navigant’s Jay Dougherty outlines several strategic considerations that healthcare facility owners can utilize to develop a scalable, flexible and realistic BIM-FM implementation strategy. Read BIM-FM for Healthcare Facilities Management – Key Strategic Considerations.

For more information, please visit http://www.navigant.com/insights/industry_and_services/construction/.

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BIM-FM for Healthcare Facilities Management BIM-FM for Healthcare Facilities Management Document Transcript

  • BIM-FM for HealthcareFacilities ManagementKey Strategic ConsiderationsAdoption of Building Information Modeling (“BIM”) technologies and Virtual Design CONTACT »and Construction (“VDC”) practices has skyrocketed over the last decade. Two Jay Dougherty, LEED APrecent surveys, one by McGraw-Hill and another by Mortenson Construction, pres- 215.832.4428ent compelling findings about the overall construction industry and the healthcare jay.dougherty@navigant.comindustry, respectively.McGraw-Hill’s research, the most recent issue of a 5-year compendium on BIM,notes that the percentage of design and construction companies using BIM has navigant.comjumped from 17% in 2007 to 71% in 2012. Respondents to this survey report BIM/VDCas enabling, “…better profits, more accurate documentation, less rework…fewerclaims”. The report also points out that for the first time ever, more contractors (74%)are using BIM than architects (70%).1In their survey of healthcare administrators, facilities leaders, architects and aca-demics, Mortenson Construction reported that over 60% of respondents cited BIMand VDC as best practice tools that are “always” or “usually” in major healthcarefacilities projects.2 Echoing the McGraw-Hill survey, respondents to the Mortensonsurvey note that BIM/VDC enhances team collaboration and integration, results inbetter design, improves design process efficiency, and improves construction pro-cess efficiency. Perhaps most significant within the Mortensen survey was the highpercentage of respondents affirming the power of BIM/VDC to provide a value-added tool for future facility management. The downstream value of BIM/VDC-en-abled facilities management is further validated in research published in the Jour-nal of Construction Engineering and Management.3For healthcare Owners, several factors play into the success of a BIM/VDC project.Key among these are the time and effort taken prior to contract execution to un-derstand the BIM-to-Facilities Management (“BIM-FM”) goals and objectives of thehealthcare Owner. Without this up-front planning process, BIM-FM is destined to fail– a result of not defining the scope of the Owner’s specific BIM data requirements,failing to contractually require that scope in BIM clauses, and not actively manag-ing compliance of the project team against the Owner’s BIM-FM requirements.1 “The Business Value of BIM in North America; Multi-Year Trend Analysis and User Ratings (2007-2012)” McGraw-Hill, 2012.2 “Healthcare Industry and Design Trends” Mortenson Construction, January 20133 “Application Areas and Data Requirements for BIM-Enabled Facilities Management” B. Becerik-Gerber, et. al.; Journal of Construction Engineering and Management. March 2012.1 | PE RS P E CTI V E S B I M for Healthcare Facilities Management
  • PRE-PLANNING: TWO KEY QUESTIONS The second question is equally straightforward, but has noth- ing to do with BIM, per se.Prior to a BIM-FM implementation, it is important to considertwo key questions. Have your real estate, facilities maintenance, opera- tions, design & construction, and finance/asset manage-First: Why are your pursuing a BIM-FM implementation? ment teams taken a look at the systems and processesThe answer is fairly straightforward – long-term facilities they currently have in place, decided where they wantcost savings. to go in the future, and clearly articulated that currentTurning the mountains of project information dumped in the state/future state plan as an enterprise-wide goal?Owner’s lap at close-out into something that an Owner can It is only after answering this second question - even if theactually use to effectively manage the building or facility answer is, “No” or, “All those functions fall under two depart-they just bought is a monumental, inefficient and expensive ments/people,” that a healthcare Owner can effectivelyprocess. Indeed, a government study by the Department of convey specific BIM deliverable requirements to their projectCommerce suggested that Owners waste/spend $15B an- teams at closeout.nually to combat the problem of making project data use- Additionally - and perhaps even more fundamentally - an-ful post-occupancy.4 BIM-FM integrations present a possible swering these questions will help Owners crystallize the po-solution in combating and recouping some portion of an tential downstream cost savings and efficiencies that a BIM-Owner’s lost costs in this regard. FM implementation can offer. So, where to begin?For example, because BIM deliverables are a database, ifan Owner properly mandates that a project team standard- BI M - F M S T RA T E G Yize data collection and embed specific equipment attributes Developing an effective BIM strategy must “begin with theand information into BIM close-out deliverables - as opposed end in mind.” In determining the, “end” of any BIM-FM plan, itto scattered three ring binders and non-uniform spreadsheets is crucial that healthcare Owners first take stock of their existing- that information can then be extracted from the BIM for in- procedures, systems, and people, and then conclude wherecorporation into the Owner’s preventative maintenance and BIM data that is created during design and construction of awork order systems. This can reduce the Owner’s lost down project can either a) support those systems or b) recognizetime when trying to locate current and accurate systems infor- gaps where a different approach may be in order. It is onlymation. Similar data extractions can be had for accounting, after looking internally that healthcare Owners can properlyreal estate/lease management and life-safety reporting. instruct their outside design and construction teams on BIM de-Furthermore, if an Owner demands that their Construction liverable requirements that lead to cost-savings and long-termpartners provide accurate geometric as-Built models at efficiencies in facilities maintenance and operations.close-out, then those models give the Owner an advantage Below are nine (9) strategy considerations that healthcarewhen preparing for their next renovation or rehab project, Owners can utilize in developing a scalable, flexible, and re-greatly reducing the uncertainty of 2D paper as-builts, as- alistic BIM-FM implementation strategy.suming 2D as-builts even existed, or as is often the case – canbe located by the Owner.4 “Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry” NIST GCR 04-867. 20042 | PE RS P E CTI V E S B I M for Healthcare Facilities Management
  • I. Clearly Defining Asset Management Goals and Objectives In order to be truly effective and set the stage for cost Successful BIM-FM transitions require healthcare Owners savings, healthcare Owners will typically need to prepare to be extremely specific in articulating their asset man- new BIM-centric RFPs and Scopes of Work for their existing agement goals and objectives – before contemplating facilities and operations software and service providers. BIM technology, VDC technique, or nascent industry BIM IV. Turn Asset Goals and Software Needs into BIM Standards standard/protocol. & Guidelines This analysis should take place far in advance of provid- Once healthcare Owners have a clearly defined as- ing design and construction teams with detailed require- set management plan and software system mapping ments for BIM deliverables, or time-lines related to hand- in hand, they will need to translate and articulate those over protocols. First, an Owner must be able to explain to findings into clear, concise BIM standards and guidelines their design and construction project teams what asset for their enterprise. data is important to them in the long run and how they These BIM standards and guidelines should incorporate plan to use this data. established best practices from industry, but be specifi-II. Define Data Needs of Software Systems Currently in Use cally customized to the Owner’s needs as discovered Part and parcel to excavating and clearly presenting and articulated in the preceding steps/research. the healthcare Owner’s asset management goals and V. Convey/Qualify Design & Construction Partners re: objectives is an in-depth understanding of their existing BIM Standards software systems. The BIM adoption and implementation curve is still on All Owners, regardless of size, market sector, or build- the up-swing. Depending upon geographic location ing type, have some type of system in place to manage and market readiness, different Owners will encounter their facility maintenance, operations, and assets. Some different success timelines in conveying their new BIM-FM use highly customized software platforms, others use standards and guidelines to their design and construc- simple spreadsheets and calendar reminders. A detailed tion partners. understanding those systems is critical to a meaningful In some instances, the Owner may wish to establish new BIM–FM transition. Owners cannot mandate and gather pre-qualification procedures to ensure that selected or BIM project data without understanding when, where pre-approved bidders are ready to meet the demands and how their existing internal systems will process the in- of the new BIM-FM requirements. formation that a project collects. VI. Select Pilot Project(s) and Write BIM Execution Plan (BEP)III. Develop BIM Transition Scope for Existing Software With preliminary planning and strategy underway, Systems/Vendors Owners should first test, and then refine, their emerging It is critical that healthcare Owners can qualify that their guidelines and standards. current vendors and service providers for CMMS, CAFM, BAS and the like, have demonstrable BIM-FM experience, or, at the very least, can clearly articulate their intended plan for integrating with design and construction BIM deliverables at turnover.3 | PE RS P E CTI V E S B I M for Healthcare Facilities Management
  • In addition to selecting appropriate pilot project(s) for Owners looking to gain the most from an enterprise- roll-out and testing, we recommend that Owners de- wide BIM implementation should adequately educate velop project-specific BIM Execution Plans (BEP). The BEP and train the diverse group of employees - from CEO to will incorporate the requirements of enterprise-wide stan- Property Engineer - that will touch, influence, or be influ- dards, but ensure that project-specific tactical goals, enced by the BIM-FM process. A comprehensive, role- means, and methods are clearly spelled out for all proj- appropriate training and education plan is a necessary ect participants. This is a critical step for Owners and no step in earning value and achieving true cost savings BIM pilot project should proceed without a well-defined, with a BIM-FM implementation. Owner-centric BEP in place. IX. Additional Software/Hardware/Network NeedsVII. Designate BIM Information Manager to Control/Audit BEP While most people immediately think of software, hard- Once the BEP is written it must be actively enforced and ware and IT networks when they hear “BIM” there are audited throughout the the design, construction, com- significant non-technical elements involved in the BIM- missioning and turn-over phases of the selected pilot(s). FM process. However, software/hardware/network con- siderations will ultimately come into view as objectives Healthcare Owners should designate internal person- are declared, BIM standards and guidelines are written, nel (either wholly or in part with external resources) to be existing vendors are engaged, and personnel are edu- active managers of the BEP process. Intense Owner in- cated and trained. volvement enables tight controls and allows for constant improvement and refinement throughout the process. For example, will each Project Manager in the Design and Construction department need to view BIM mod-VIII. Educate and Train Affected Departments/Personnel els? What about Facilities personnel using CMMS sys- The long-term, total-cost-of-Ownership related to a tems? Where will as-built BIM deliverables from the Con- healthcare Owner’s real estate portfolio is a significant struction team be accessed and housed? As the project cost center that is influenced by multiple departments progresses, organization-specific plans and budgets can and personnel. In light of this fact, healthcare Owners be developed to address the inevitable IT questions. would be well served to re-purpose the “BIM” acronym as, “Business Information Model.”4 | PE RS P E CTI V E S B I M for Healthcare Facilities Management
  • B IM- F M BU D G E T In addition to the costs associated with the strategic con- siderations mentioned above, Owners should also plan forJust like no two Owners are alike, nor are any two BIM imple- potential, ongoing annual costs such as; software mainte-mentations. Owners can expect that the lion’s share of the nance, update training, new personnel, and, as BIM-FM is abudget will go towards; identifying their true BIM-FM data quick moving stream, possibly even partial re-tooling on theneeds, ensuring that their current FM systems can process 5, 10 and 15yr horizon. Over time, annual costs stand to con-data from BIM deliverables, articulating BIM-FM requirements vert into savings as processes are established and systemsto design and construction partners, and then ensuring com- are streamlined. For example, it is not unreasonable to proj-pliance throughout the design and construction schedule. ect that “BIMing – Up” even 20% of a given facility might see forms of payback in 5-10 years. BIM-FM EFFORT CURVE To realize BIM-FM efficiencies and cost-savings, Healthcare Owners must anticipate how project BIM deliverables will be uti- lized by downstream Facilities Management systems. Furthermore, Owners benefit greatly by setting BIM-FM strategy early in the Capital and Master Planning phases. The early slope of the “Effort Curve” is more difficult to ascend if BIM-FM strategy is defined later in the process. Educate and Train BIM Influenced/Affected Departments & Personnel Designate BIM Information Manager Select Pilot Project(s) & Write BIM Execution Plan(s) Convey/Qualify Design & Construction Partners re: BIM Standards Turn Asset Goals into BIM Standards and Guidelines Additional Software/Hardware/ BIM-FM Integration Network Needs Effort Curve Develop BIM Transition Scope of existing FM Systems Defining Data Needs of Existing FM Software Systems Clearly Defining Asset Management Goals and Objectives CAPITAL/MASTER PLANNING RFP DESIGN CONSTRUCTION FACILITIES MANAGEMENT5 | PE RS P E CTI V E S B I M for Healthcare Facilities Management
  • BIM IN PRACTICE Significantly, Northwestern has seen successful BIM-FM inte- gration with beta-testing of data exchange between BIMNorthwestern Memorial Health System Outpatient Care Pavilion deliverables and existing facilities management and opera-In 2009, Northwestern Memorial Health System embarked on tions systems. Recognizing the benefits of BIM, Northwesternthe development of a new Outpatient Care Pavilion (OCP), is now using the design and construction of the OCP as aa mixed-use high rise located on Northwestern’s downtown catalyst to manage enterprise-wide BIM integration for newChicago campus. The OCP will contain over 600,000 square facility development and facility management across theirfeet of space for advanced imaging and diagnostic testing entire network.services, ambulatory surgery, clinical institutes, physician of- Northwestern’s on-going, positive management of the BIM-fices, and retail. FM “effort curve” began with early strategic planning sup-As Development and Program Manager for the project, Nav- ported by Navigant’s BIM/VDC services.igant provides a comprehensive array of services includingBuilding Information Modeling (BIM) management.To-date, as a result of extensive pre-contract execution BIM/VDC planning, Northwestern has seen; a <1% variance be-tween preliminary budgets and final executed GMP, theidentification and resolution of +1,500 clashes during pre-construction, and a significant reduction in early Requests ForInformation (“RFI”) related to trade coordination.© 2013 Navigant Consulting, Inc. All rights reserved. 00001285 Navigant Consulting is not a certified public accounting firm and does not provide audit, attest, or public accounting services.See www.navigant.com/licensing for a complete listing of private investigator licenses.6 | PE RS P E CTI V E S B I M for Healthcare Facilities Management