This case study concerns the establishment of Denmark's first PPP hospital, involving several AEC firms, navigating a complex project, by actively using BIM models for collaboration and user involvement in all phases of the building process. The lecture intends to inform of 'quick wins', successes and how to avoid pitfalls.
Key Learning Outcomes:
1. Knowledge concerning our experiences in creating an ICT framework that supports/contributes to a better cross disciplinary model collaboration.
2. Inspiration on how to actively use the models on-site, both for white- and blue collar workers.
3. Knowledge about which information the models should contain in order to be useful both in the design and construction phase
أنواع الفنادق ومواصفاتها
انواع الفنادق والخدمات المقدمه بها
تصنيف الفنادق وفقاً للإقامة
تصنيف الفنادق وفقاً لمدى الخدمات
تصنيف الفنادق وفقاً للمواقع
تصنيف الفنادق تبعا لعلاقة الفندق بالمدينة
تصنيف الفنادق وفقاً لمستويات الأسعار
تصنيف الفنادق وفقاً للخصائص المادية
تصنيف الفنادق (تقدير النجوم) القواعد الجديدة
كتاب رائع جداً يهتم بدراسة التكوينات والأفكار المعمارية التي تخدم المعماريين عند البداء في أي مشروع جديد ...
قمت في عام 2008 بتحويله إلى كتاب إلكتروني كي تعم الفائدة جميع زملائي عند ماكنت في السنة الثانية من تخصص الهندسة المعمارية ... والأن أتمنى أن يستفيد منه كل محبين الهندسة المعمارية ...
أنواع الفنادق ومواصفاتها
انواع الفنادق والخدمات المقدمه بها
تصنيف الفنادق وفقاً للإقامة
تصنيف الفنادق وفقاً لمدى الخدمات
تصنيف الفنادق وفقاً للمواقع
تصنيف الفنادق تبعا لعلاقة الفندق بالمدينة
تصنيف الفنادق وفقاً لمستويات الأسعار
تصنيف الفنادق وفقاً للخصائص المادية
تصنيف الفنادق (تقدير النجوم) القواعد الجديدة
كتاب رائع جداً يهتم بدراسة التكوينات والأفكار المعمارية التي تخدم المعماريين عند البداء في أي مشروع جديد ...
قمت في عام 2008 بتحويله إلى كتاب إلكتروني كي تعم الفائدة جميع زملائي عند ماكنت في السنة الثانية من تخصص الهندسة المعمارية ... والأن أتمنى أن يستفيد منه كل محبين الهندسة المعمارية ...
HOTEL of TYPES
Planning considerations of hotels
Design considerations of hotels
STRUCTURE SYSTEM of hotels
examples of hotel ( AGORY GARDEN HOTEL + Eskisehir Hotel and Spa + Carlota Hotel + Whitepod hotel )
This case study concerns the establishment of Denmark's first PPP hospital, involving several AEC firms, navigating a complex project, by actively using BIM models for collaboration and user involvement in all phases of the building process. The lecture intends to inform of 'quick wins', successes and how to avoid pitfalls.
Key Learning Outcomes:
1. Knowledge concerning our experiences in creating an ICT framework that supports/contributes to a better cross disciplinary model collaboration.
2. Inspiration on how to actively use the models on-site, both for white- and blue collar workers.
3. Knowledge about which information the models should contain in order to be useful both in the design and construction phase
A BIM-enabled collaborative platform in practice #COMIT2016Comit Projects Ltd
Presentation by Esra Kurul & Tim Carey (Willmott Dixon Construction, Scape & Oxford Brookes University) at COMIT 2016: Digitally Building Britain, September 2016
More information: http://www.comit.org.uk/liveblog
HOTEL of TYPES
Planning considerations of hotels
Design considerations of hotels
STRUCTURE SYSTEM of hotels
examples of hotel ( AGORY GARDEN HOTEL + Eskisehir Hotel and Spa + Carlota Hotel + Whitepod hotel )
This case study concerns the establishment of Denmark's first PPP hospital, involving several AEC firms, navigating a complex project, by actively using BIM models for collaboration and user involvement in all phases of the building process. The lecture intends to inform of 'quick wins', successes and how to avoid pitfalls.
Key Learning Outcomes:
1. Knowledge concerning our experiences in creating an ICT framework that supports/contributes to a better cross disciplinary model collaboration.
2. Inspiration on how to actively use the models on-site, both for white- and blue collar workers.
3. Knowledge about which information the models should contain in order to be useful both in the design and construction phase
A BIM-enabled collaborative platform in practice #COMIT2016Comit Projects Ltd
Presentation by Esra Kurul & Tim Carey (Willmott Dixon Construction, Scape & Oxford Brookes University) at COMIT 2016: Digitally Building Britain, September 2016
More information: http://www.comit.org.uk/liveblog
0006-EUBIM-MGT-05-ARCADIS BIM White paper (English)Bram Mommers
1) BIM is defined as the processes and collaborative behaviors associated with creating and sharing object-oriented databases of an asset from its initial design through construction and eventual operation.
2) BIM provides significant advantages over traditional paper-based methods by enabling information sharing between project teams, improved coordination to reduce errors, and dynamic updates that reflect changes across the project documentation.
3) Examples of Arcadis projects demonstrate benefits of BIM including more efficient design processes, reduced project timelines through clashed detection and automatic updates, and improved collaboration between project stakeholders.
Building Information Modeling (BIM) is a process that creates and manages construction project information digitally across the project lifecycle. BIM provides competitive advantages such as optimized delivery through predictability, enhanced business alignment and value-add opportunities, improved staffing and client relationships, and serves as a business strategy. For a QS firm, adopting BIM software such as Glodon and CostX allows more efficient measurement, estimation and construction management. Consistent, optimized use of BIM delivers projects predictably and distinguishes the firm. BIM also opens new opportunities, enhances staff, and builds better client relationships through improved communication of design intent.
Building Information Modeling (BIM) is a process for creating and managing information on construction projects across their lifecycle. BIM uses 3D models and intelligent data to help architects, engineers, and contractors plan, design, construct, and manage buildings more efficiently. Implementing BIM gives competitive advantages like optimized project delivery through increased predictability, added business value through collaboration, and opportunities to enhance staff skills and build better client relationships. BIM is also a business strategy that can improve a company's competitiveness.
On line BIM project execution by PLANNERLYStephen Au
BIM execution is a complex process that involve a lot of parties working together and responding instantly. How can we ensure the BIM tasks are closely aligning with construction schedule and able to deliver the right models for problem solving?
The document discusses the development and implications of Building Information Modelling (BIM) in the UK construction industry. It notes that a national BIM survey found most SME contractors have never used 3D modeling, clash detection, or other BIM tools. It also references reports showing UK construction projects often exceed budget and timelines. The document argues for adopting BIM to improve industry performance and sustainability by reducing waste and change orders. It outlines the UK government's plans to mandate collaborative 3D BIM by 2016 to achieve cost savings and lower carbon emissions from the construction sector.
Digital construction for integrated project deliveryStephen Au
The industrial challenges and the value proposition, how and what are the Digital Construction with some case studies are discussed in the presentation.
This document summarizes the key findings from interviews with engineers in Sweden regarding their experiences using Building Information Modeling (BIM) in construction project management. Some of the main points found are:
1) BIM allows for easier collaboration between engineers from different disciplines by facilitating simultaneous work and data sharing in a single model.
2) Meetings using the 3D BIM model alone have replaced printed drawings, enabling better visualization and active participation from all parties.
3) Changes made in the BIM model are automatically updated in all views and plans, reducing errors and allowing engineers to focus on more significant issues earlier in the design process.
4) The role of the project manager is shifting to focus more
IRJET- Application of Revit as Building Information Modeling (BIM) for Integr...IRJET Journal
This document provides a review of applying Revit as a Building Information Modeling (BIM) tool for Integrated Project Delivery (IPD) on building construction projects. It discusses BIM and IPD, describing how BIM can facilitate collaboration and information sharing between project stakeholders in IPD. The document also reviews several research papers on topics like the benefits of BIM for design, construction, and facility management, challenges of implementing BIM and IPD, and best practices for BIM usage in commercial construction. It concludes that while BIM enables improvements in IPD, its full benefits require changes to traditional project delivery methods.
Children's Hospital Colorado challenged its Planning, Design & Construction department to complete construction of a new satellite hospital in just 23 months, far less than the typical 36 months. They used the project as an opportunity to pioneer the use of building information modeling (BIM) throughout the full lifecycle of design, construction, and facility management. While buy-in to using BIM varied amongst project participants, the hospital worked with its architect and contractor to develop reasonable BIM goals. After completion, it contracted a third-party consultant to further develop the BIM for ongoing facility management, linking the model to operations and maintenance data. Lessons from the project demonstrated the importance of defining BIM goals early and ensuring continuity of BIM information across
The document provides an overview of the role of project managers in successful Building Information Modeling (BIM) processes. It discusses how project managers can manage the design and construction process to deliver successful BIM requirements. The document outlines an agenda covering the project manager's role in BIM, how to manage the design and construction process for BIM delivery, and the top 10 BIM tips for project managers. It emphasizes that project managers must understand change management, build trust among teams, and foster collaboration and innovation.
This document summarizes the BIMcert project, which aims to develop a framework for recognizing Building Information Modeling (BIM) skills across Europe. The project is led by Belfast Metropolitan College in partnership with higher education institutions. It seeks to improve sustainability in construction through BIM training, engage industry stakeholders, and create clear career pathways for skills development. If successful, BIMcert would establish a pan-European system of micro-accreditations for specialized BIM knowledge and an adaptable curriculum to help workers gain skills for energy efficiency and sustainability in construction.
BIM and Construction Management Proven Tools, Methods, and Workflowspinoy cadplus
Integrated project delivery (IPD) is a new form of project delivery that has gained popularity as an integrated solution.
Although many firms have practiced integration, this new definition of project delivery and contract language aims to take
it to a new level.
Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and
practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and
optimize efficiency through all phases of design, fabrication and construction.
Opening Keynote Speech (By Video)
Ms. Ada Fung, JP
Chairperson, The Construction Industry Council Working Group on Roadmap for BIM Implementation
HKIBIM-CIC BIM Conference 2014
Date: 29-Oct-2014 (Wed)
Time: 9:30 a.m. – 5:00 p.m.
Venue: Room 201 B & C, Asia World Expo, Hong Kong International Airport, Lantau, Hong Kong
Organizers:
The Hong Kong Institute of Building Information Modelling (HKIBIM)
http://www.hkibim.org
Co-organizers:
The Construction Industry Council
http://www.hkcic.org
HKTDC Hong Kong International Building and Hardware Fair
http://www.hktdc.com/fair/hkbdh-en/HKTDC-Hong-Kong-International-Building-and-Decoration-Materials-and-Hardware-Fair.html
The HKIBIM - CIC BIM Conference 2014 is the 5th Annual Conference organized by the Hong Kong Institute of Building Information Modelling (HKIBIM). It is the premier annual event for experienced AEC professionals to demonstrate the practical use of Building Information Modelling (BIM) processes using real cases. The speakers will illustrate lessons learned in practical projects so that others can improve their efficient use of BIM and advance practical knowledge.
The Building Information Modeling (BIM) is a technology that is rapidly gaining popularity in the world of of Architecture Engineering and Construction. This presentation shows a complete history of the BIM and highlights its applications during Building Life Cycle and finally provides its advantages and limitations.
Experience with digital buildingproducts @bimobjects LIVe 2013, Malmø, 130913Lars Chr Christensen
Presentation given at bimobjects LIVe 2013 in Malmø on Friday 13.th of September 2013. Content focused on BIM/open BIM, the HENT company and experiences gained in two projects with digital products from bimobjects.
Extended version based on powerpoint
The world of architecture, engineering and construction is changing. New ways of working and new tools are transforming the face of industry, allowing architects, designers, engineers and contractors to work more quickly, accurately and more cost affective. New Processes and Technologies are making it easier to collaborate and coordinate projects.
Dr. Noha Saleeb discusses Building Information Modeling (BIM) with Omar. BIM uses technology to improve project design, construction, and management through integrated information sharing. Dr. Noha explains that BIM maturity levels require greater cooperation and information integration between project stakeholders over time. While countries like the UK have implemented BIM, different cultures require customized roadmaps. Creating an Arab BIM code would require experts to study regional practices and challenges before establishing goals and a phased implementation plan. The biggest challenge is overcoming resistance to cultural and intellectual change.
Easy Earnings Through Refer and Earn Apps Without KYC.pptxFx Lotus
Learn how to make extra money with refer and earn apps that don’t require KYC. Find out the advantages, top apps, and strategies to boost your earnings quickly and easily.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
japanese language course in delhi near meheyfairies7
Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
1. BILT EUR 2017
Radisson Blu Scandinavia Hotel Aarhus
5 – 7 October 2017
Session 1.3.
Practical BIM Collaboration in a PPP (Public-Private-
Partnership
Søren Christensen, MT Højgaard
Vivi Nyehuus Andersen, MOE A/S
Marianne Friis, Arkitema Architects
Class Description
This case study concerns the establishment of Denmark's first PPP hospital, involving several AEC firms,
navigating a complex project, by actively using BIM models for collaboration and user involvement in all
phases of the building process. The lecture intends to inform of 'quick wins', successes and how to avoid
pitfalls.
Key Learning Outcomes:
1. Knowledge concerning our experiences in creating an ICT framework that supports/contributes to a
better cross disciplinary model collaboration.
2. Inspiration on how to actively use the models on-site, both for white- and blue collar workers.
3. Knowledge about which information the models should contain in order to be useful both in the
design and construction phase
About the Speaker:
Søren Christensen, BIM Coordinator, MT Højgaard
Vivi Nyehuus Hansen, Head of BIM | Revit development at MOE A/S
Marianne Friis, Head of BIM Management, Arkitema Architects
2. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 2 of 15
Practical BIM Collaboration in PPP Projects
Introduction:
While preparing for this presentation we have had a number of meetings between the contractor,
engineer and architects, trying to sum up 3 years of BIM development on the Vejle Psyc. project. This is
quite a challenge, as we find there are so many BIM stories to be told. But with our key learnings
outcomes as guideline we have chosen a selection of BIM-experiences that hopefully will inspire you.
What we also hope will inspire you, is our story of an excellent collaboration between all involved parties
on this BIM project. Every participant had a high degree of BIM experience, and our collaborative joint
ambitions were overly to use the BIM model to create value for the client, the project and in the
collaboration between all participants but also:
Provide development within the project teams firms,
Create better processes,
Testing of new software/hardware,
Emphazis on do´s and dont´s
Everyone involved with BIM projects know that collaboration is a cornerstone for a successful BIM project,
so how to organise and create that foundation for the successful collaboration, will also be part of our
story.
Agenda
1.0 Presenting project scope ............................................................................................................................ 3
2.0. First BIM Challenges..................................................................................................................................... 6
3.0. Tender, quantities and interaction with suppliers models ................................................................... 9
4.0 Collision controls ......................................................................................................................................... 11
5.0 Knowledges sharing ................................................................................................................................... 13
6.0 Findings ........................................................................................................................................................ 14
3. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 3 of 15
1.0 Presenting project scope
1.1 Key figures.
The project Vejle Psychiatric Hospital, 17.400 m2, is one of several healthcare facilities being built in
Denmark in recent years.
Construction costs: 432 million DKK. / 58 million Euro.
Plot: 40.000 m2 combined with a tunnel and walkway to the existing hospital.
Building time: 32 months, starting May 2014 and delivery January 2017
The architectural ambitions for the project Vejle Psychiatric Hospital
The architecture has a centralized service area, from which eight connected cluster houses emit. Here
are screened sections, sensory rooms, discussion rooms, sports hall, training room, rubber floors in a colour
scale with reference to fixtures, departments and functions - blurred glass walls with colour foil to rooms
and dynamic indoor lighting to support the patient's healing process.
The surrounding nature favours the architecture and gets almost completely into it, with outdoor activity
areas and courtyards. From the first floor you can see forest slopes and colonial gardens and the
environmentally-friendly, sediment-grown roof surfaces. The facades are characterized by large bright
glass sections and lightly changing alloy plates.
Involved parties / Project team organisation
Client OPP Vejle P/S(Sampension, PKA and Pension Danmark)
Contractor MT Højgaard
Arkitema Architect
MOE Engineering Consultants
Brøndum (sprinkling and ventilation), MTH D&E & MTH D&E Vietnam,
Contiga Tinglev (Prefab. Concrete supplier)
4. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 4 of 15
The project team and models
Introduction to the project time line:
“Under construction while designing underway”
1.2. Why is there so many who have BIM project experience in Denmark?
Since 2007 The ICT Executive Order imposes public requirements to use BIM in all government
construction projects and from 2013 all public construction projects.
Denmark has at the same time invested heavily in the public health sector for the past 10 years. The so
called Quality Funds projects alone have invested 47 billion kr. / 6.3 billion euros in healthcare projects –
among other 8 large “Super Hospitals” ranging from 30.000 – 250.000 m2. This is a large investment and
undertaking for a country with only 5,7 million inhabitants.
All these public projects have very high client-demands for use of BIM, which have kick-started the BIM
revolution in Denmark. The importance of these projects for BIM development in Denmark cannot be
emphasized enough.
… and why is the number of ACE professionals with BIM project experience specifically high in Aarhus?.
A number of the 8 large “Super Hospitals” was won by ACE consortia from Aarhus and executed in
Aarhus.
DNU – New University Hospital Aarhus, 250,000m2,
DNV – New Hospital in West Gødstrup, 130,000 m2,
NAU – New Aalborg University Hospital, 170,000 m2.
So the number of architects, engineers, contractors and other professions participated in these projects
are high and is why the majority of ACE professionals in Aarhus have BIM experience.
5. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 5 of 15
1.3. The first hospital PPP Project – Public Private Partnership
The essence of a PPP project is that the public client finds a private investor not only to carry out a
construction project but also to run the building after completion. Thus, the private investor is not only
responsible for running the building, but also for running maintenance and operational tasks.
That is why the public client has more focus on performance requirements than execution requirements,
which on the other hand gives the private investor more margins for maneuver than in conventional
construction projects.
The PPP investor must plan how to ensure that the building contains the agreed functions and how it is
subsequently run and maintained.
BIM workflow supports this way of developing a PPP project, because it supports long-term solutions and
solve the task right from the start.
1.4. ICT specification
For this specific project the Contractor and the rest of the project team had from the very beginning high
ambitions for the development of BIM model and how it will bring value to the project – regardless that
the Client ICT / BIM demands was on an basic level. All parties involved in the project team have been
working with BIM for a number of years and all saw this project as a possibility to develop the BIM
workflow further, and the PPP project conditions supported just that.
1.5. MTH start-up procedure
New projects are screened by the VDC consultants to evaluate the quality of the BIM model according
to MTH standards. This give the project manager an understanding of the project material combined with
the VDC coordinator work practice – the model is always used for QTO, Collision control and 4D,
machinecontrol.
1.6 Findings
The construction site starts up while we are still planning the project, and leading the design
phase.
The strategic choice in allocating extra resources into BIM development payed off, and benefited
the outcome, and the internal collaboration while boosting the BIM level in the participating firms.
6. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 6 of 15
2.0. First BIM Challenges
2.1. Bumps on the road:
Unfortunately, it was discovered that the building's location in Revit was placed too far from origin. After
delivery for approval by the building authorities. This made the model cooperation between architects
and other participants difficult.
After a long meeting, it was decided that the architects should not restart the model, but MT Højgaard
had to accept the inaccuracies that this might give. Both in the models, but also on delivered sheets.
The startup manual was subsequently made so that the other models were correctly located in Revit's
Origin (0.0.0).
Manuals were created for Link of Revit Models, Export of IFC and Composition of IFC and Revit Models.
2.2 Involving the user
To involve the users of the hospital, a huge 400 m2 mockup was built – see picture below.
CAD drawings were made to show the users, where in the building they were located.
So they had a better understanding of the drawings later in the process.
The mockup was built with the components already considered by the contractor.
A MCS (material component specification) was prepared, which was sent from engineer to architect
and then to the contractors. Everything in the 3D models was created according to real-life database
data.
Communication with the client:
How to communicate BIM related issues with the client organization who is a non-BIM user.
What worked
o Live viewing of the building with a commentary sets a great scene.
o Manipulating the BIM models to create better understanding with the client base e.g.
colorization of key areas the build, differentiation between types of objects etc.
Pitfalls
o If it´s in the model the client WILL expect it there in real life e.g. furniture.
o The client must be led according to focus at hand, otherwise they tend to wonder off, and
start cherry picking at the wrong details.
7. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
Page 7 of 15
2.3. The importance of Structure
Structure and consistency within the BIM models, naming of files and objects are essential to creating a
successful project for example:
1. The object codes run through both the bid lists, descriptions and CAD drawings where it needs to
be coherent in order to provide clarity.
2. The delivery of discipline models between advisor need to be purged of all non-essential material
e.g. work views.
The consequences if the model is lacking structure:
At the receiving end they lose the big picture:
Project browser with structure Project browser lacking structure
2.4. Testing MCS (Material component specification)
Because the project has been sent in tender before the main project was completed. The contractors
were found and they could be consulted during the completion of drawings and model.
This came as a MCS created in an excel sheet. This was sent from MOE to Arkitema, which filled in their
part consisting of among other: doors, sanitary ware and lighting. Then it was sent to the contractors who
filled in all their information.
This information was then sent back to MOE and Arkitema, where we customized the objects and their
data in the Revit models.
8. 1.3. - Practical BIM Collaboration in a PPP (Public-Private-Partnership)
Søren Christensen, MT Højgaard
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Material component specification
Datasheet from contractor
Excel sheet
Revit model
Datasheet from contractor
Excel sheet
Excel Sheet refers to data sheets.
But sums it all up in one sheet.
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Søren Christensen, MT Højgaard
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Revit component
2.5. Findings
Whatever it is public or private projects. It works so well making MCS (material component
specifications). The only difference between the two types of tender projects is the amount of
information that can be distributed.
A coordinated Kick-off meeting always pays off, as shown on this project.
Why does it happen so seldom and why is not it prioritized higher?
We are always busy and sometimes too busy!.
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Søren Christensen, MT Højgaard
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3.0. Tender, quantities and interaction with suppliers models
”Short Contiga Tinglev video containing their work process with structural discipline models in PlanBar”
3.1. Tender “Concrete prefab elements”
Projectweb was used for quality assurance and is divided into three stages:
1. For commenting
2. Commented
3. Shop drawings
However this meant each participant handed in their response on separate drawings, and these had to
be combined in the end by the supplier. These days we use online big room concepts, where everyone
has live opportunity to see each other’s comments, and can act on them accordingly e.g. Bluebeam
sessions. This has proven to be very efficient for the workflow!
3.2. Tender “Windows”
The tendering process for windows/doors for the project was kicked off by a random encounter between
a BIM Coordinator, and a project purchasing manager. The manager soon realized that he wouldn’t
have to manually create lists for the supplier dialogue, but could help set up information demands, which
the BIM model then provided.
This payed of in significant ways:
1. The model contained the information, and thus no redundancy regarding revision updates.
2. Every time there was an update the information was placed exactly the same place as last time.
3. The suppliers all got exactly the same starting point on which to place their offer creating greater
transparency.
4. The object classification helped facilitate the process, and was even used by the blue-collar
worker on-site.
Quantities
Who is responsible for the quantities? It is a general challenge in Denmark with huge legal and financial
consequences, as there is no tradition for tender with quantities, and leaves open a number of questions
and challenges that we are battling with at the moment:
Who verifies the quantities during tender?
Measurement rules – is there only one set of rules?
Communication between the involved parties during both the bidding- and construction phase.
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Søren Christensen, MT Højgaard
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3.3 Findings
Bluebeam helps create a better quality assurance, and collects all data in one place.
Lacking rules for quantities does have an impact on the efficiency, hours spent and the teamwork
between the parties.
4.0 Collision control
4.1. Processes and methods / Collision control as active project management tool.
We created an IDM showing the collision control process that spanned 2 weeks every time, and
explained each advisor what to receive and deliver. Standard Solibri rulesets were used.
4.2. How do we communicate “issues” in the project team?
We used Solibris internal method of maintaining the issues, where they are in the model, and all
communication between the advisors was via the reporting system. This is a heavy process since solving
collisions require a fast means of communication, where we afterwards learned of online services such as
“BIMcollab”. Here issues are uploaded/downloaded and discussed between the advisors solving them
at a faster rate.
4.3. Focus points – what is most efficient?
When dealing with collision control it´s important to divide this process into smaller chunks that
correspond with your planning schedule for design. Hereby you pinpoint your efforts towards the areas
that need focus her and now, and that is still possible to influence. We divided our building up into
partitions corresponding with the architect drawings, and looked at them separately starting with
structural foundations vs. plumbing and so forth.
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Søren Christensen, MT Højgaard
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4.4. Drawing or model?
According to the first version of the ICT agreement, the 3D model should be used as the only thing on the
building site. This was later changed to a delivery of DWF drawings, with the text, tags and dimensions not
shown on the standard drawings.
When the contractors were joined, it was changed again to a delivery of PDF drawings, and now with all
dimensions, tags and text etc. As this could not be done, a conflict between contractors and designers
appeared.
Since the building in the architectural model was located far away from origin, a minimum of objects
could be dimensioned. But this deal was not made with those who should receive the drawings, so it
ended up with a lot of manual work. This cost a lot of time and put the design team backwards.
4.5. The object that disappeared and it´s friend
“Picture showing gypsum wall and fire insulation”
“Picture showing a 30 mm excess steel flange”
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Søren Christensen, MT Højgaard
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5.0 Knowledges sharing
5.1. Knowledge sharing through objects
Need to know vs Nice to know.
LOD level / what information is needed on drawings, schedules and tender specifications.
Use predefined schedules.
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Søren Christensen, MT Højgaard
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5.2. Interfaces between the different trades
Anxiety
Economy vs Responsibility
Automatic door locking systems
Plumbing fixtures
Loose and fixed furniture
Component Responsible for placing Responsible for component data
etc.
Sinks Architect Engineer
Toilets Architect Engineer
Floor drains Architect Engineer
Doors Architect Architect/Engineer
Lighting Fixtures Engineer Architect/Engineer
When is a door pinned in a project?
The architect knows that the door should be placed in a wall, the engineer draws a socket next to the
door. The architect moves the door, the engineer moves the socket again. The architect now flips the
door to the other side, the engineer moves the socket again.
Opening direction is actually important especially for the engineer, but for the architect it is different.
When are things so locked for both parties and do we understand things the same way?
5.3. Sitemodel
Landscape Architect could not get the elevations to work in their Revit model, so MOE was bought to do
this work.
It was a challenge because this work was to be done ASAP because the building crew needed the
information, but nobody could see where the covers should be placed.
6.0. Overall findings
Collaboration ALWAYS pays off especially when this mindset is agreed upon from day one.
Structure, structure, structure……. and more structure
The technology development is moving so fast that for instance Bluebeam/VR glasses/BIMcollab
would have made a difference, and made our workflow easier. This holds great promise for the
future!
Important to retain keypersons on the project, and keep the knowledge throughtout the project.
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Søren Christensen, MT Højgaard
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Overall Sum up
Practical BIM Collaboration in PPP Projects............................................................................................................ 2
Agenda.......................................................................................................................................................................... 2
1.0 Presenting project scope ............................................................................................................................ 3
1.1 Key figures. .............................................................................................................................................................. 3
Introduction to the project time line:................................................................................................................... 4
1.2. Why is there so many who have BIM project experience in Denmark?.................................................... 4
… and why is the number of ACE professionals with BIM project experience specifically high in
Aarhus?...................................................................................................................................................................... 4
1.3. The first hospital PPP Project – Public Private Partnership.............................................................................. 5
1.4. ICT specification.................................................................................................................................................... 5
1.5. MTH start-up procedure....................................................................................................................................... 5
1.6 Findings .................................................................................................................................................................... 5
2.0. First BIM Challenges..................................................................................................................................... 6
2.1. Bumps on the road:.............................................................................................................................................. 6
2.2 Involving the user ................................................................................................................................................... 6
2.3. The importance of Structure............................................................................................................................... 7
2.4. Testing MCS (Material component specification) ......................................................................................... 7
3.0. Tender, quantities and interaction with suppliers models ................................................................. 10
3.1. Tender “Concrete prefab elements” ............................................................................................................. 10
3.2. Tender “Windows” .............................................................................................................................................. 10
3.3 Findings .................................................................................................................................................................. 11
4.0 Collision control........................................................................................................................................... 11
4.1. Processes and methods / Collision control as active project management tool. ................................ 11
4.2. How do we communicate “issues” in the project team? .......................................................................... 11
4.3. Focus points – what is most efficient?............................................................................................................. 11
4.4. Drawing or model?............................................................................................................................................. 12
4.5. The object that disappeared and it´s friend................................................................................................. 12
5.0 Knowledges sharing ................................................................................................................................... 13
5.1. Knowledge sharing through objects............................................................................................................... 13
5.2. Interfaces between the different trades........................................................................................................ 14
5.3. Sitemodel.............................................................................................................................................................. 14
6.0. Overall findings........................................................................................................................................... 14