Building Information Modeling, BIM, is the life-cycle management of the built environment supported by digital technology.  As such, the core requirements of BIM include collaboration, standardized information, multiple domain competencies, and several supporting interoperable technologies.

Let’s face it, BIM continues to languish.  Sure a lot of architects use it for pretty pictures to win business, and there are several “case studies” surrounding clash detection, etc. etc.   However, life-cycle and/or ongoing facility management using BIM?  No so much.

This is not only sad but economically and environmentally imprudent.   The efficient life-cycle management of the built environment is critical to both global competitiveness and preserving sustainable resources.

Why is BIM of to a slow start?  Too much focus on 3D visualization, too much “reinventing the wheel” trying to fit a square peg in a round hole, and virtually NO EMPHASIS upon the requirements for life-cycle management… associated competencies, domains, technologies, ongoing collaboration, integration, and continuous improvement.

Design-bid-build and “low bid” awards are the downfall of the Architecture, Engineering, Construction, Owner, and Operations sector.   The method is antagonistic, wasteful, and typically delivers poor initial and ongoing results.

Focus upon CHANGE MANAGEMENT and building awareness relative to both COLLABORATIVE CONSTRUCTION DELIVERY METHODS AND LIFECYCLE, TOTAL COST OF OWNERSHIP MANAGMENT is the only thing that will “kick start” BIM.

Integrated Project Delivery (IPD) and Job Order Contracting (JOC) are both collaborative construction delivery methods that have been proven for decades, however, awareness remains low.  IPD’s focus is upon major new construction, while JOC focuses upon the numerous renovation, repair, sustainability, and minor new construction projects so critical to efficient use of our current infrastructure.

The below diagram outlines the competencies, technologies, and process required for the lifecycle management of the built environment.

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Facility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology. – Definition of Facility Management – IFMA

Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility.  A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition. – NIBS

In order to achieve either efficiently I argue that Information and Process must be shared in a consistent, mutually understood format among all stakeholders of the built environment: Owners, AEs, Contractors, Sub-contractors, Business Product Manufacturers, Building Users, and Oversight Groups.

The problem remains, however, that many don’t understand the multiple knowledge domains or competencies associated with the life-cycle management of the built environment, nor how to integrated them.  What is even worse, is that some of those that do understand are unwilling to share that information due to perceived issues with doing so.

NBIMS and similar efforts are steps in the right direction.  NBIMS attempts to consolidate and communicate information requirements, models, and associated usage processes, with an “open industry” approach.

Owners must clearly push for BIM and Life-cycle Facility Management.  Why?  Simple…they pay the bills and it is in their best interests to optimize their return on investment (ROI).  That said, Owners can’t do it alone.  By the very nature of the industry, all stakeholders must collaborate.  Unlike an airplane, or car… buildings are around for 50-100 years, have multiple uses, and can be adapted to changing situations.. also a far greater number of suppliers and service providers are involved, as well as a virtually infinite number of configurations.

Here’s are quick graphic of just a few of the areas, competencies, and technologies involved:

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04/26/2013 by Bernard M. Markstein (source: Reed Construction Data 2013 – Construction eWire, reblogged by 4Clicks Solutions, LLC – Premier cost estimating and efficient construction delivery management software for JOC, SABER, IDIQ, SATCO, MATOC, MACC, POCA, BOA, BOS, and more.

Total Construction Spending and its Major Components
The U.S. Census Bureau reported that total construction spending rebounded 1.2% in February to $885.1 billion at a seasonally adjusted annual rate (SAAR) following a 2.1% drop in January. However, spending numbers for December and January were revised down $9.0 billion and $8.5 billion, respectively, and were 1.0% lower than the previously reported numbers for each month. Year-to-date (January and February) not seasonally adjusted (NSA) construction spending was up 6.6% compared to the same period in 2012.

Nonresidential building construction rose 0.6% to $297.8 billion (SAAR) in February after decreasing 1.1% in January. Year-to-date spending was 0.6% (NSA) higher than in 2012.

Heavy engineering (non-building) construction spending made a modest recovery from January’s sharp decline of 5.3%, rising 0.9% to $277.8 billion (SAAR) in February. January’s drop was due to a huge jump in power construction spending in an effort to take advantage of expiring tax credits in November and December. Excluding power construction spending, heavy construction spending increased 0.7% in January and 0.9% in February. Year-to-date heavy engineering (including power) NSA spending increased 2.1% from the same period in 2012.

Total residential construction spending, which includes improvements, increased 2.0% in February to $309.6 billion (SAAR) after no change in January. New residential construction spending, which excludes improvements, advanced 3.0% after jumping 3.9% in January. Year-to-date NSA total residential construction spending was 19.2% higher, and new residential construction was 33.8% higher than the same period in 2012.

Total public construction spending rose for the second month in a row, up a seasonally adjusted (SA) 0.9% in February after increasing 0.2% in January. However, year-to-date NSA public construction spending was 3.8% lower than in the same period in 2012.

Total private construction spending increased 1.3% in February after plunging 3.1% in January. Nonetheless, year-to-date NSA private construction spending was 11.5% higher than in 2012.

The Economy
The employment report for March was disappointing. The data showed a scant 88,000 increase in nonfarm payroll jobs for the month. That is the smallest increase since June 2012. It follows the largest monthly gain — 268,000 — since February 2012. Some solace can be taken in that the March number is subject to revision. The January payroll number was revised up 29,000 jobs, and the February number was revised up 32,000 jobs.

Care should always be exercised when looking at just one month’s report. February’s increase was a surprise on the upside. The average for the February and March increases is 178,000 jobs, roughly in line with the average monthly increase of 180,000 jobs for the six months prior to that. Also, special circumstances may have held the employment number down. Federal jobs fell by 14,000 — 12,000 of which were due to reductions in U.S. Postal Service employment.

Still, the low number bears watching. It is unlikely that the disappointing report was solely due to federal budget cuts from sequestration, but sequestration may well have been a contributing factor. Although there were no direct layoffs in the federal government due to sequestration, many private firms involved in government contracts have indicated they are holding hiring in abeyance and are not renewing some employment contracts. Likewise, many federal departments and agencies have slowed or stopped hiring due to sequestration.

On the positive side, construction employment saw an increase of 18,000 jobs — the tenth month in a row that construction employment increased. On a year-over-year basis, construction employment was up 174,000 jobs.

Overall, the United States economy appears to be healthy and able to move forward despite many impediments and risks. One of the impediments to faster growth is sequestration. To date, sequestration’s effects have been limited, but are expected to grow over the next several months as the cutbacks in federal spending are instituted and the effects spread throughout the economy. Recession in much of Europe also hurts U.S. growth by limiting our exports to that region of the world.

Major risks on the horizon include the expiration of the temporary federal debt ceiling in mid-May and likely battles over funding the federal government’s operations beyond fiscal 2013, which concludes at the end of September 2013.

Despite these impediments and risks, there are positive forces helping lift the economy. These include historically low interest rates and the improving housing market. The Reed forecast is based on the economy continuing to advance at a moderate pace.

Risks to the Economy and the Forecast
Major risks to the economy include:

• Expiration of the temporary federal debt ceiling without an extension or putting a higher debt ceiling in place
• Sharp reductions in government spending in the short term rather than phasing in cuts over a number of years
• Sovereign debt default by one or more European governments
• One or more European governments abandoning the euro
• A sudden, significant increase in oil prices for a prolonged period

The result of any one of these risks occurring would be to reduce economic growth and to increase the probability of recession. It would also mean lower commercial construction spending than currently in the Reed Construction Data forecast.

The Forecast
The Reed Construction Data forecast assumes that the above risks are avoided. Total construction spending is forecast to grow 7.3% this year and 9.7% in 2014.

Emergent disruptive technologies and construction delivery methods are altering both the culture and day-to-day practices of the construction, renovation, repair, and sustainability of the built environment. Meanwhile, a shifting economic and environmental landscape dictates significantly improved efficiencies relative to these facility related activities. This is especially important to any organization dependent upon its facilities and infrastructure to support and maintain its core mission.

The disruptive digital technologies of building information modeling (BIM) and cloud computing, combined with emergent collaborative construction delivery methods are poised to alter the status quo, ushering in increased levels of collaboration and transparency. A disruptive technology is one that alters the very fabric of a business process or way of life, displacing whatever previously stood in its place. BIM and cloud computing fit the profile of disruptive technologies, individually, and when combined these stand to create a tidal wave of change.

BIM is the life cycle management of the built environment, supported by digital technology. While a great deal of emphasis has been placed upon 3D visualization, this is just a component of BIM. The shift from a “first cost mentality” to a life cycle cost or total cost of ownership is a huge change for many. Improving decision making practices and applying standardized terms, metrics, and cost data can also prove challenging. An understanding and integration of the associated knowledge domains important to life cycle management is required, resulting in what is now being referred to as “big data.”

Cloud computing is also a disruptive technology, and it’s one that impacts several areas. The National Institute of Standards and Technology (NIST) definition of cloud computing is as follows, “Cloud computing is a model for enabling ubiquitous, convenient, on demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. The cloud model is composed of five essential characteristics, three service models, and four deployment models.”

It is perhaps helpful to define cloud computing in terms of its benefits. Cloud computing enables far greater levels of collaboration, transparency, and information access previously unavailable by traditional client/server, database, or even prior generation web applications. Multiple users can work on the same data set with anyone, anywhere, anytime, in multicurrency, multilanguage environments. All changes can be tracked to “who did what” within seconds (potentially the best form of security available), and information is never deleted.

The disruptive technologies of BIM and cloud computing will accelerate the adoption of emergent construction delivery methods and foster new frameworks. Design-bid-build, the traditional construction delivery method for decades, is inherently flawed. As a lowest bid deployment it immediately sets up adversarial relationships for involved parties. Owners prepare a solicitation for construction projects based on their understanding of them¹, with or without third-party A/E assistance, and in most cases they go out in search of the lowest bidder. Then without a thorough understanding of the owner’s facility, bidders base their responses on the owner’s solicitation, plans, and specifications. Owners typically allow a period of time for bidders’ questions and clarifications; but the quality of this interchange is at best questionable if based solely on a written scope, plans and specifications, and/or a meeting with suppliers.

Design-build, arguably a step in right direction, falls short of bringing all stakeholders together. More responsibility of design and construction is shifted to the contractor and/or A/E. However, the dual level participation structure doesn’t assure the interests of all parties are equally addressed. Furthermore, the design-build process is typically reserved for major new construction projects versus the numerous sustainability, repair, renovation projects, and minor new construction projects typically encountered by facility managers (fms).

Because BIM brings together previously disparate information into a framework that enables decision support, using the technology requires a collaborative construction delivery method. The integration of the domain knowledge and robust processes required to allow fms, A/Es, and other stakeholders to achieve heightened levels of information sharing and collaboration is enabled by methods that include Integrated Project Delivery (IPD) and Job Order Contracting (JOC).

Key characteristics of these emergent construction delivery methods include: choices based on best value; some form of pricing transparency; early and ongoing information sharing among project stakeholders; appropriate distribution of risk; and some form of financial incentive to drive performance.

Both IPD and JOC allow, if not require, owner cost estimators and project managers to “partner” with contractors, subcontractors, and A/Es to conceptualize, create, cost, prioritize, start, and report upon projects—in the very early phases of construction.

IPD, JOC, and Simplified Acquisition of Base Civil Engineering Requirements (SABER)—the U.S. Air Force term for applying JOC practices—are practiced simultaneously by a growing number of organizations and supported by digital technologies. These construction delivery processes are embedded within software to allow for rapid, cost-effective, and consistent deployment as well as the associated level of collaboration and transparency.

BIM and cloud computing are disruptive technologies that will accelerate the adoption of emergent construction delivery methods such as IPD and JOC. Construction delivery methods set the tone and level of interaction among project participants and can be viewed as the management process framework. When supported by BIM and cloud computing, the life cycle management of the built environment, and the associated management of big data, can be expected to become commonplace for many construction projects.

Cholakis

Cholakis is chief marketing officer for 4Clicks Solutions, LLC, a Colorado Springs, CO provider of cost estimating and project management software. With expertise in facilities life cycle costs and total cost of ownership in various market segments, he is involved in numerous industry associations and committees including the American Society of Safety Engineers, Association for the Advancement of Cost Engineering, Society of American Military Engineers, BIM Library Committee-National Institute for Building Sciences (NIBS), and National Building Information Model Standard Project Committee.

¹ “The Art of Thinking Outside the Box;” Vince Duobinis; 2008.

To:        OmniClass Development Committee members
From:   Dianne Davis, OmniClass Development Committee Chair
Kelly Sawatzky, OmniClass Development Committee Vice Chair
Greg Ceton, OmniClass Secretariat

These OmniClass Status Reports will be issued every few months through this review cycle. They are
designed to keep you apprised of ongoing OmniClass development work and afford you the opportunity
to ask questions or get involved. The report is organized to give updates on the development work
being performed by the three Working Groups (WGs) that are each independently working on a
different area of OmniClass development.

We are just commencing the 2012-2014 review cycle. Generally speaking, WGs are just beginning to
identify review issues and set priorities for areas of work needed.

OmniClass Spaces WG (Lead: Alan Edgar)
(Table Responsibilities: 13 – Spaces by Function and 14 – Spaces by Form)
The Spaces WG is charged with reviewing Table 13 – Spaces by Function and Table 14 – Spaces by Form
to determine the nature of any development work needed to expand or modify Table 13 contents, to
provide a baseline review of Table 14, as it has not been reviewed in depth since its initial
publication in 2006, and to harmonize the work of other existing space classifications with the revised contents
of both Tables.  The Working Group has commenced review work on both Table 13 – Spaces by Function and Table 14 –
Spaces by Form.  Table 13 review has been focused on laboratory space organization to start. Additional review of
medical spaces is also anticipated.
Table 14 review has begun with comparison of form-based aspects of other classification systems,
including those used as references in the prior work on Table 14. Some simplification of the table
to address purely formal concerns may be needed.
If you would like to participate in review work on either of these tables or have any comments to
share, please send them to Spaces WG lead Alan Edgar at alan.edgar@rsparch.com and to Greg Ceton at
gceton@csinet.org

OmniClass Products WG (Lead: Robert Keady)
(Table Responsibilities: 23 – Products)
The Products WG is charged with examining the structure of Table 23 – Products and confirming that
the contents and organization support the needs of users.

Work has commenced with the examination of Table 23 – Products. The WG Lead, Robert Keady, has
started cross-referencing Table 23 with Tables 21 (Elements) and 22 (Work Results). Additionally,
there have been equipment additions (200 to date) proposed to Table 23. Currently there is an
effort being made to identify Work Group members who will focus on specialized areas for review
within Table 23. This review cycle, the Work Group will also be focusing on adding definitions for
Table 23 entries.
If you have any comments or resources to lend to this effort, please send them to Properties WG
Lead Robert Keady at robertkeady@hotmail.com and to Chris Gummo at cgummo@csinet.org
OmniClass Activities and Processes WG (Lead: Dianne Davis)

The Properties and Materials WG is charged with examining and revising content and organization of
Table 32 – Services, Table 35 – Tools, and Table 36 – Information in light of recent work on Table
31 – Phases, Table 33 – Disciplines, and Table 34 – Organizational Roles.

Work has commenced with the examination of Table 32 – Services. The WG has tapped Robert Keady,
CEM, CDSM, FMP for his specialized knowledge of tasks, and how they may be fit into the structure
of Table 32 while limiting the impact on the table as a whole. The group has agreed that any
changes to Tables 32 and 36 must be in response to intended or known table usage that currently not
being met. Adding content or improving the tables without reference to a real improved process will
not satisfactorily address the WG charge.
Definition creation and harmonization with existing OmniClass Tables and creation of transition
matrix for each reviewed table will be commenced further along in the review cycle.
Work on other tables will be initiated after the work on Table 32 – Services has progressed
further.
If you have any comments or resources to lend to this effort, please send them to Properties WG
Lead Dianne Davis at  d.davis@aecinfosystems.com and to Rob Holson at rholson@csinet.org

If the work of any of these Working Groups interests you, or you would like to participate
in their development work, please contact Greg Ceton at gceton@csinet.org

BIM – Life-cycle Management Perspective

The purpose of this Framework is to provide  a general guide that your team can quickly customize to your specific requirements.   Like a restaurant menu or a travel guide, you can visualize the resources available and decide on an appropriate strategic configuration of options.

Just begin in the Center and work thru this Action Agenda using, when available and appropriate, tested  processes and templates.   Using these guidelines, set up a BIM Management structure with your stakeholders.

 The Building Information Management Framework (BIMF) illustrates a how people, processes, and technology interact to support the built environment throughout its life-cycle.  Based upon the associated level of detail, an operating model can be developed to more efficiently identify,  prioritize, and meet the current and future needs of built environment stakeholders (Owners, AE’s, Contractors, Occupants, Oversight Groups…)

More specifically, modular, Model View Definitions (MVD), associated exchange specifications and common data architectures [for example: Industry Foundation Class (IFC), OMNICLASS] can  help to integrate multi-discipline Architecture, Engineering, Construction (AEC) “activities”,  “business processes”, “associated competencies” and “supporting technologies”  to meet overall requirements with a goal of continuous improvement.

WORK GROUP FORMATION – Roles and Relationships;

PROCESS MAP – who does what, in which sequence, and why;

EXCHANGE REQUIREMENTS & BASIC BUSINESS RULES – Overall guidelines for information integration

EXCHANGE REQUIREMENT MODELS – Specific information “maps”

GENERIC MODEL VIEW DEFINTION (MVD) – Strategic approach incorporating guidelines for information format, content, and use;

MODEL VIEW DEFINTION & IMPLEMENTATION SPECIFICATIONS   – Specific format, content, and use

PROJECT AGREEMENT REQUIREMENTS – LEVEL OF DEVELOPMENT (LOD) – Defined “project” deliverables

(Adapted from: IMPROVING THE ROBUSTNESS OF MODEL EXCHANGES USING PRODUCT MODELING ‘CONCEPTS’ FOR IFC SCHEMA -Manu Venugopal, Charles Eastman, Rafael Sacks, and Jochen Teizer – with ongoing assistance/input from NBIMS3.0 Terminology Subcommittee)

Model View Definitions (MVD) and associated exchange specifications, provide the best benefit if they are modular and reusable and developed from Industry Foundation Class (IFC) Product Modeling Concepts.   Model views and overall life-cycle management are similar in this regard.

Building Information Modeling (BIM) tools serving the Architecture, Engineering, Construction (AEC) span multiple  “activities”,  “business processes”, “associated competencies” and “supporting technologies”, and each may required different internal data model representation to suit each domain.  Data exchange is therefore a critical aspect.   Inter and intra domain standardized data architectures and associated adoption of matching robust processes are really the first step toward successfully managing the built environment.

The Process Side of BIM = Collaboration: People, Process, & Technology

http://epubs.democratprinting.com/article/Professional_Development%3A_Construction_Disruption/1338940/149812/article.html

“New recommendations by a National Research Council (NRC) expert panel on green and sustainable building performance could lead to a revolution in building science by creating the first large building performance database”  – Paul Fisette, University of Massachusetts Amherst.

NRC panel members were asked to consider whether nearly 500,000 structures owned by the U.S. Department of Defense (DOD) worldwide are being operated as sustainably and as efficiently as possible according to a number of green building standards, including Green Globes, Leadership in Energy and Environmental Design (LEED) and American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE).   After a  nine-month assessment of energy efficiency, water use and many other sustainability factors at about 300,000 of the DOD facilities, one of their top recommendations is that the department should start metering such variables as energy and water use, to collect information on how different facilities perform in many different environments.

What is lacking in building science has been this consistent set of data, really large samples over time.

One of the things learned from this study is that the Defense Department is the perfect organization to be able to provide  ongoing data.   The DOD is  a “single” owner of a lot of property and they have control over how it’s operated, along with costs, uses and standards.

The DOD has the opportunity to continue to take a leadership role in improving the knowledge base about high-performance buildings, improving decision-support tools and improving building models by collecting data on measured energy, water and other resource use for its portfolio of buildings and by collaborating with others.

Central to any sustainability effort, however, is the ability to execute the numerous associated renovation, repair, and minor new construction projects.   Proven collaborative, transparent, and productive construction delivery methods such as Job Order Contracting, JOC, are an important component of success.

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1. The 4 (4)  dimensions of BIM are:  Process, Information, People, and Technology

2. The dimension of technology is the least concern to all the global experts, compared with the other three dimensions

3. The USA experts focus more on information and training, while non-USA experts emphasize more on process and team structure.

BIG DATA = BIM

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Simple.  BIM is the life-cycle management of the built environment supported by digital technology.  BIM therefore, requires the integration of multiple knowledge domains, stakeholders and supporting technologies… from strategic and capital planning, through design, construction, operations, utilization, repair, renovation, adaptation, maintenance, and deconstruction.

Efficient project delivery methods such as IPD and Job Order Contracting (JOC) are integral components of efficiently managing the built environment over time.  The help define the specialized framework needed to enable Owners, AEs, Contractors, Oversight Groups, and other Stakeholders share information and collaborate to enable the appropriate distribution of resources needed to optimize the physical and function conditions of the built environments.

BIG DATA = BIM

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