This document discusses the challenges of delivering a 6D BIM process that provides facilities management information. It describes four project situations showing how coordination, cost estimation, managing service openings, and verifying contractual requirements against the as-built model were addressed. Visualization tools, design reviews, and linking models to costing software and contracts helped optimize workflows for different stakeholders and deliver a successful 6D process.

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CR4224 - On the Road to 6D, Challenges and
Responsibilities in all Stages of the Project
Damien Legrand
BIM Business Development Director
Mauricio Munoz
Business Systems Manager - Australia
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Class Summary
Often BIM requirements are driven by the owner or developer who is interested in
getting the 6D (Facilities Management) benefit at the end of a BIM delivery
process. This class will describe the challenges and level of integration required
between all parties involved in the process (general contractor, subcontractors,
quantity surveyors, and design consultants).
The key goal will be to highlight the importance of a continuous delivery
process at levels, gradually building towards the final 6D target.
Using real project scenarios, we will demonstrate how to put the pieces of the
puzzle together and analyze the consequences and impact on all parties involved
at different stages of the project.
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Learning Objectives
At the end of this class, you will be able to:
Identify the critical parts of the BIM delivery process while aiming for a final 6D
result
Describe the benefits and challenges for all parties involved
Generate and drive the BIM momentum during the project life cycle
Develop the reviewing and measuring tools to monitor the overall efficiency of the
delivery process
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Agenda
Introduction
6D delivery process definition and concepts
Situation 1: Coordination in a Design Management sense
Situation 2: Using a consultant Revit model for costing purposes
Situation 3: Managing the services openings (CBW) request process
Situation 4: SOA and Room Data Sheets from a contract management
perspective
Conclusion
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Introduction
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About the Speakers
Damien Legrand
Director and BIM Business Development Executive
BIM Solutions Centre
Mauricio Munoz
Business Systems Manager - Australia
Meinhardt Group
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Quick Survey
Role / Position
Drafter
Engineer
CAD / BIM Manager
Other
Knowledge of the products
Autodesk Revit Architecture / Structure / MEP
Autodesk Navisworks
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Quick Survey
Organization
Architect
Engineers (Structure / MEP / Civil)
Main Contractor
Subcontractors
Quantity Surveyor
Owner / Developer
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6D delivery process definition and concepts
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6D delivery process definition and concepts
Why BIM?
Internal benefits to individual parties
Why 6D?
Owner or developer requirement
What is 6D?
Model information to enable facility management and maintenance
What are the consequences?
Financial and workflow Impact on designer, fabricators and builders
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6D delivery process definition and concepts
Capabilities of technology
Technology can support all aspects of the delivery process
(3D, 4D, 5D)
Challenge: Connecting the dots
Get everyone working toward a common goal
without compromising the advantages of using
BIM for each speciality
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Case studies
Situation 1: Coordination in a Design Management sense
Situation 2: Using a consultant Revit model for costing purposes
Situation 3: Managing the services openings (CBW) request process
Situation 4: SOA and Room Data Sheets from a contract management
perspective
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The project: The Singapore Sports Hub
55,000 seat stadium for athletics,
football, rugby, and cricket
3,000 seat multi-purpose indoor
arena, 6,000 seat aquatic center
40,000m2 Retail Mall, 2-storey Office
building, 4-Storey Car Park, Sports
Museum, Sports Library, and Water
Sports Centre
Integrated MRT station and many
hectares of publicly accessible
landscaping providing community
sports and leisure activities
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Situation 1: Coordination and Design Management
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Situation 1: Coordination and Design Management
Requirements
Design planning
Multidiscipline coordination
Validation of information passed on to the estimating and production teams
Challenges
Number of design teams and parties involved
Specificity and scale of the project
Time constraint
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Situation 1: Coordination and Design Management
Solutions Implemented
Visualisation
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Aquatic Centre – What does it look like inside ?
Situation 1: Coordination and Design Management

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Situation 1: Coordination and Design Management

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The Combined Models
Situation 1: Coordination and Design Management

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Internal Views of AQC
Situation 1: Coordination and Design Management

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The Diving Pool and Diving Boards – (not so easy to visualise from plans and sections)

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Situation 1: Coordination and Design Management
Solutions Implemented
Visualisation
Design Coordination Monitoring process
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Situation 1: Coordination and Design Management
Solutions Implemented
Visualisation
Design Coordination Monitoring process
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Design Monitoring Process Concept
The why’s
The quantity of design documents to review is enormous.
On the Sports Hub, the contractor iis the main co-ordinator.
How do we effectively demonstrate to the consultants that the design is not as co-
ordinated as the consultants would like us to believe
The how’s
Through this system the process of co-ordination is demonstrable and trackable.
We are using this successfully on the NST, AQC and MPIA and will soon roll it out to all
buildings.
Situation 1: Coordination and Design Management

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Key Plan for the Co-ordination Issues found for L01 NS2 of the NST
Situation 1: Coordination and Design Management

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Example page from the co-ordination report. It can be read as an A3
paper document or accessed electronically directly in the 3D model
Situation 1: Coordination and Design Management

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Example page from co-ordination report – note lift doors blocked by brickwork
Situation 1: Coordination and Design Management

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Schedule of issues from the co-ordination report – this is used to track
resolution of problems and is automatically linked to the content sheets
Situation 1: Coordination and Design Management

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Issue Highlighted by DSPL.
Opening in Wall Missing
The revised model is inserted
into the same view and we see
that the consultant has fixed the
issue.
Key Plan for the Co-ordination Issues found for L01 NS2 of the NST
Situation 1: Coordination and Design Management

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On the schedule we change the
status from “issue outstanding” to
“issue resolved” and the relevant
comment in the report changes from
red text to grey text.
Situation 1: Coordination and Design Management

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Incorrect Levels

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Situation 1: Coordination and Design Management
Solutions Implemented
Visualisation
Design Coordination Monitoring process
Impacts
Better reactivity to the design coordination problem
Better collaboration between the consultants and the main contractor
Better confidence in the post process such as the QTO or Set-outs drawings
and so on
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Situation 2: Using a consultant Revit model for
costing purposes
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Situation 2: Using a Revit model for costing purposes
Project requirements
Model and workflow established for coordination
purposes initially
(Architecture, Civil, Structure MEP)
Challenges
QS performing quantity take-off from the models
Models enabled to support their requirements
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Situation 2: Using a Revit model for costing purposes
Solution implemented
Analysed the scope of work to comply with the new
QS requirement
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Situation 2: Using a Revit model for costing purposes
Solution implemented
Reviewed information in current models
Understand the interoperability between Revit
and the costing software
Had no other choices than to remodel
all the structural elements
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Situation 2: Using a Revit model for costing purposes
Impacts
Delivery schedule
Human impact (frustration)
Financial impact
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Situation 3: Managing the services openings
(CBW) request process
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Situation 3: Managing the CBW requests process
Project requirements
CBW accuracy and traceability
Collaborative work with Structural and Architectural department
Challenges
Getting builder’s work holes in the right place on a large project is very difficult and the
failure to get it right is one of the biggest causes of rework in the construction process:
More labor, more time, more cost
Loss of opportunity to focus on critical path activities
With BIM we can improve the proportion of holes which are cast/cored/cut in the right
place first time.
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Situation 3: Managing the CBW requests process
The “ Flag” family
• Faced based components
• Site category
• ID parameters
• Unique ID number
• Status
• Dated created
• Services type
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Solution implemented

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Situation 3: Managing the CBW requests process
A Revit model of the slab openings as sent to the main contractor
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Situation 3: Managing the CBW requests process
Combined models to produce the CBW drawing
• Floor plan annotated
• List of all the opening requests
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Situation 3: Managing the CBW requests process
Callout plan for the congested area
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Situation 3: Managing the CBW requests process
Drawing annotated manually during the
meeting
Coordination Meeting
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Situation 3: Managing the CBW requests process
The CBW model is updated accordingly
The flag changes colour to reflect their new
status
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Situation 3: Managing the CBW requests process
Impacts
Less labor, less time, cost effective
Better opportunity to focus on critical path activities
With BIM we can improve the proportion of holes which are
cast/cored/cut in the right place first time.
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Situation 4: SOA and Room Data Sheets in a
contract maangement sense
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Situation 4: SOA and Room Data Sheets
Project requirements
Deliver according to the contract
Prove that the building is comp[lying with the contraact
Challenges
Long and manual process if performed on the as built documentation
Cost factor associated to the rectification of some parts of the building to match the
contract
Constant negotiation with the client in a pressure period of the prpject just before final
delivery.
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Situation 4: SOA and Room Data Sheets
Solutions Implemented
Linked the Revit Model to the Contract
Visualied the problems graphically with the help of the model
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Situation 4: SOA and Room Data Sheets
1. The contract INTO Revit
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Example of a room data sheet
• Frozen version of the
contract linked in the topright
corner
• Live Revit schedule
Manual visual comparison

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Situation 4: SOA and Room Data Sheets
1. The contract INTO Revit
2. The contract & the model IN Excel
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9. VERIFICATION OF THE CONTRACT REQUIREMENTS
AQCUIRED FROM REVIT
SCHEDULE
FROM CONTRACT
SCHEDULE OF
ACCOMODATION AND
ROOM DATA SHEET

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Situation 4: SOA and Room Data Sheets
The Excel Link add-on
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Situation 4: SOA and Room Data Sheets
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Situation 4: SOA and Room Data Sheets
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Situation 4: SOA and Room Data Sheets
1. The contract INTO Revit
2. The contract & the model IN Excel
3. The contract and the model IN on single access database
Enable the generation of validation form to be checked by different specialist
One central point of information for the room information
Revit used as a graphical interface
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Conclusion
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Conclusion
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To be successful in delivering a 6D process:
Identify requirements for every stages of the
project from the beginning
Establish collaborative workflows as part of your
BIM execution plan
Ensure project’s workflows and process remained
in check at all times

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Focus on technology
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Focus on workflow and process

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Questions
Damien Legrand
BIM Solutions Centre Ltd
damien.legrand@bimsolutionscentre.com
Mauricio Munoz
Meinhardt Group - Australia
mauricio.munoz@meinhardtgroup.com

63. © 2011 Autodesk
Autodesk, AutoCAD* [*if/when mentioned in the pertinent material, followed by an alphabetical list of all other trademarks mentioned in the material] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and
services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2011 Autodesk, Inc. All rights reserved.
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