The Value of NBIMS = The Value of BIM?

The primary focus of the NBIMS-US™ is to provide open standards to transform the currently inefficient and ineffective  life-cycle management of the built environment…  Is this not the same value provided by BIM?

This transformation is accomplished through the creation and exchange of building information modeling (BIM) information and management processes.  Elements included include reference standards; outlining classifications of data and processes, data exchange formats, requirements for many different types of information exchanges and practice standards; which outline practices and workflows for data modeling, project execution, and robust feedback on success or failures so that assumptions are quickly improved. The metrics by which these open standards are to be evaluated include: total cost of ownership vs. first costs, impacts upon organizational mission, sustainability, life-safety, utilization, up-time, project timelines, fewer change orders, fewer legal disputes, ….

Goals, Objectives, and Benefits of NBIMS and BIM:

1. Reduce the total cost of ownership of the built environment in concert with the mission of an organization and its relationship to the environment via timely, accurate, re-usable information and associated enhanced decision support capability.
2. Enable collaboration and information sharing among all shareholders via established products, methods, and information formats.
3. Front end information gathering, planning, and decision-making to have the greatest positive impact in the overall design, procurement, construction, operations, and decommissioning process, taking advantage of collaborative, integrated project delivery.
4. Information development and sharing via consensus documents that select a common path forward when multiple divergent paths were once available
5. Build a growing community of practice which allows progress to be made built upon previous levels of agreement
6. Share information with software vendors as well as other product and service providers to build solutions that supports a consensus agreement of practitioners
7. Identify specific reference standards that are used for BIM
8. Documents “best practices” to potentially become standard practice for creating and managing information be re-used and re-purposed

Building Owner Perspective

1. How can I better optimizing building performance to contribute to improving overall performance (e.g. financial, environmental, organizational, operational efficiencies) across the lifespan of my physical assets.
2. Where can I find process documentation and contract language to cost-effectively develop and consistently deploy efficient construction delivery methods, enable high quality and quantity work at a reasonable cost.

Contractor Perspective

1. An understanding of how to develop long lasting relationships with Owners, AEs, Subs and leverage BIM and associated optimized construction delivery
2. How to perform more projects that provide a more predictable revenue stream and a reasonable profit margin.

A/E Perspective

1. Participation in emerging efficient project delivery processes to better acheive design excellence, meeting project schedules and exceeding client service expectations.
2. An understanding of how to develop long lasting relationships with Owners, Contractors, BPMs …and leverage BIM and associated optimized construction delivery
3. How to perform more projects that provide a more predictable revenue stream and a reasonable profit margin.

Business Product Manufacturer (BPM) Perspective

1. How can I make my products available to designers and contractors so that they fit in with BIM project delivery processes

2. How should I format my products as BIM objects (e.g. level of graphical detail and business properties) so they are most useful by designers and contractors

3. I am interested in getting designers and contractors to specify and purchase my product

ALL:

1. How to use BIM for specific construction tasks (e.g. cost estimating, material procurement, digital fabrication, valuation of in-place construction, commissioning and handover, safety management)

2. How to mitigate risk.

3. How to organize my organization and project teams to take advantage of BIM processes and technologies.

4. How to participate in emerging efficient project delivery processes to focus on design excellence, meeting project schedules and exceeding client service expectations.

5. I am interested in optimizing staff resources, project profitability, maintaining relationships with my clients and finding the next job

Ballot Cover Letter Statement:

The National BIM Standard is a consensus document, where many ideas are brought together, presented to a variety of people representing different parts of the industry, discussed, debated, and ultimately subjected to the democratic process to determine which ideas rise to the stature of inclusion.

Related docu,ment – http://fire.nist.gov/bfrlpubs/build04/PDF/b04022.pdf – Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry Michael P. Gallaher, Alan C. O’Connor, John L. Dettbarn, Jr., and Linda T. Gilday

BIM Strategy and Change Management II

BIM (Building Information Modeling) is the life-cycle management of the built environment supported by digital technologies.  As such it is a process of collaboration, continuous improvement, transparency, and integration.   3D distractions aside,  achieving optimal return-on-investment (ROI) on BIM requires focus upon change management, first and foremost.  Ad-hoc business practices, traditional construction delivery methods, and legacy software must be cast aside.

BIM is managing information to improve understanding. BIM is not CAD. BIM is not 3D. BIM is not application oriented. BIM maximizes the creation of value. Up, down, and across the built environment value network. In the traditional process, you lose information as you move from phase to phase. You make decisions when information becomes available, not necessarily at the optimal time.  BIM is not a single building model or a single database. Vendors may tell you that everything has to be in a single model to be BIM. It is not true. They would be more accurate describing BIM as a series of interconnected models and databases. These models can take many forms while maintaining relationships and allowing information to be extracted and shared. The single model or single database description is one of the major confusions about BIM.(http://4sitesystems.com/iofthestorm/books/makers-of-the-environment/book-3/curriculum-built-world/categories/introductionbim-integration/)

The principles of BIM:

• Life-cycle management: Process-centric , longer term planning  and technologies that consider total cost of ownership, support decision making with current, accurate information,  and link disparate knowledge domains and technologies.
• Collaborative Delivery Processes:  Integrated Project Delivery (IPD) procurement and construction delivery processes that consider and combine the knowledge and capabilities of all stake holders – Owners, AEs, Contractors, Business Product Manufacturers, Oversight Groups, Service Providers, and the Community.  (i.e.  IPD, Job Order Contracting/JOC)
• Standards and Guidelines:  Common glossary of terms, metrics, and benchmarks that enable efficient, accurate communication on an “apples to applies” basis.
• Collaborative, Open Technologies and Tools:   Cloud-based systems architectures that enable rapid, scalable development, unlimited scalability on demand, security, real-time collaboration, and an full audit trail.

(Johnson et al. 2002) – There is an interrelationship between business goals, work processes, and the adoption of information technology. That is, changes in business goals generally require revising work processes which can be enhanced further by the introduction of information technology. But we also recognized that innovations in information technology creates possibilities for new work processes that can, in turn, alter business goals  In order to understand how information technology influences architectural practice it is important to understand all three of these interrelated elements.
Business Goals…   Work processes  ….   Information  technology
require/create               require/create                    require/create

(Via http://www.4Clicks.com – Premier cost estimating and efficient construction project delivery – JOC, SABER, IDIQ, SATOC, MATOC, MACC, BOCA, BOA.  Exclusively enhanced 400,000 RSMeans Cost Database with full descriptions and modifiers.)

Sustainability -  “to create and maintain conditions, under which humans and nature can exist in productive harmony, that permit fulfilling the social, economic, and other requirements of present and future generations.”  – US Executive Order 13423

Ceasel – Patents Pending

BIM Framework

Metrics for BIM – Total Cost of Ownership and Facility Life-cycle Management

BIM Metrics

If you think the value of BIM is in pretty 3D pictures, don’t both to read the attached article…   there is too much for you to learn.    Remember…  “you can’t manage what you don’t measure.”

Metrics/Cost Models

􀀹 FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal)/
CRV (Current Replacement Value)
􀀹 AI (Adaptive Index) or PI (Programmatic Index) = PR (Program Requirements)/
CRV (Current Replacement Value)
􀀹 FQI (Facility Quality Index) or Quality Index or Index = FCI (Facility Condition Index)+ AI (Adaptive Index)
􀀹 Annualized Total Cost of Ownership (TCO) per building per gross area = Rate per square foot
􀀹 Annualized TCO per building/Current replacement value = Percent of Current Replacement Value (CRV)
􀀹 Annualized TCO per building/Net assignable square feet = Cost rate per net assignable square
feet per building
􀀹 Annualized TCO per building/Non-assignable square feet = Cost rate per non-assignable square
feet per building
􀀹 Annualized TCO per building/Building Interior square feet = Cost rate per interior square foot per
building
􀀹 Total Cost (inclusive of construction, design, project management, etc.)/square foot vs. Regionalized
Applicable Standard Reference Cost, Percent Variance
􀀹 AI (Adaptation Index) or PI (Programmatic Index) = PR (Program Requirements)/
CRV (Current Replacement Value)
􀀹 Uptime or Downtime – Defined in percent, as amount of time asset is suitable for the program(s)
served.
􀀹 Facility Operating Gross Square Foot (GSF) Index (SAM Performance Indicator: APPA 2003)
􀀹 Custodial Costs per square foot
􀀹 Grounds Keeping Costs per square foot
􀀹 Energy Costs per square foot
􀀹 Energy Usage
􀀹 Utility Costs per square foot
􀀹 Waste Removal Costs per square foot
􀀹 Facility Operating Current Replacement Value (CRV) Index (SAM Performance Indicator: APPA 2003)
􀀹 Churn Rate
􀀹 Utilization Rate
􀀹 Planned/Preventive Maintenance Costs per square foot
􀀹 Emergency Maintenance Costs as a percentage of Annual Operations Expenditures.
􀀹 Unscheduled/Unplanned Maintenance Costs as a percentage of Annual Operations Expenditures.
􀀹 Repair costs (man hours and materials) as a percentage of Annual Operations Expenditures
􀀹 FCI (Facility Condition Index) = DM (Deferred Maintenance) + CR (Capital Renewal)/
CRV (Current Replacement Value)
􀀹 Recapitalization Rate, Reinvestment Rate
􀀹 Deferred Maintenance Backlog
􀀹 Facilities Deterioration Rate

U.K. National BIM Survey Released 2012 – BIM in UK as Confusing as in the US?

“In the long history of humankind… those who learned to collaborate and improvise most effectively have prevailed.”
Charles Darwin

Latest BIM Adoption Figures for the UK

(Reference Source-NBS National NIB Survey)

As annual industry wide survey, carried out by NBS was completed in late 2011 by nearly 1,000 construction professionals representing a range of business sizes and disciplines from across the industry in the UK, including architecture, engineering and surveying. Over 200 RIBA members were among the participants, making sure the views of the membership came across.

Highlights:

BIM Awareness

Organizational Use of CAD

General Responses

Attitudes towards BIM

• 78% agree the BIM is the future of project information, though how that future will look is uncertain, with 4 out of 5 agreeing that the industry is not yet clear enough of what BIM actually is
•  31% of construction professionals are now using BIM – up from 13% in 2010 (to what degree appears uncertain however)
• 75% of those construction professionals currently aware of BIM predict they will be using it on some projects (another indication of uncertain implementation levels)  by the end of 2012, and almost 19 out of 20 people expect to be using it in five years’ time
• 80%+ agreed BIM increases the coordination of construction documents, with 65% of those using the technology saying BIM delivered cost efficiencies.

Survey Notes:

1000 Respondents from a range of business sizes, with a quarter coming from very small organisations (one or two employees) and 14% coming from very large businesses (more than 500 employees). A majority, 52%, of respondents came from organisations with 15 or fewer employees.

Job Description

Use of CAD

CAD Tools Used

Noteworthy quotations-

Unfortunately, the second NBS National BIM Survey provides a potentially worrying picture of a divided UK construction industry in which real progress has been made but where real areas of inertia remain.

it still heresy to say that construction is endemic with waste?

… the term BIM has become universally commonplace (though often misused) in our construction vocabulary; so what do we (the Cabinet Office BIM Task Group) mean by BIM? Well,
expectedly, the clue is in the title: constructing a managed digital information 3D model of an asset (interesting as 3D is NOT in the title), be it a building or an infrastructure project (both new-build or retained estate) that is infused with data. This information model can be used to inform the decision-making process and answer questions throughout the entire project life-cycle.

In order for this process to be effectively implemented, however, it needs to be undertaken in a truly collaborative environment (with iterative feedback loops), and here lies the real challenge. Manifesting BIM beyond the technology and process to a cultural paradigm shift (never easy) is where the real challenge lies. BIM is very much more a verb than a noun.

A large part of BIM success and a potential industry shift will be down to education and training, ensuring that new entrants to the
construction arena have the apposite blend of knowledge and skills: a BIM literacy to fit their function.

Although much has been written about BIM, few have truly considered it from the perspective of the Client.  …the real big value proposition lies in the bandwidth consequent to practical completion where the data (in our case COBie) and model outcomes can be used to ensure optimal asset performance… Modelling for better user outcomes and being able to feed this data back to inform future projects is where the real Client value proposition sits.

In the current commercial environment the ability to do more for less has been a considerable advantage. Being able to offer additional services outside our traditional scope has helped to differentiate us in a difficult market particularly with services like Quantity-Take-Off. We are also confident that the consistency in our output is generating repeat business, not least because mwe have been able to drive efficiencies from project to project as our database of standard components has become richer.

NBS-NationalBIMReport12

BIM Process

BIMF - A BIM FRAMEWORK

Cloud Computing and BIM – Article 2012 – TME

Cloud Computing and BIM - TME Article 2012

 

The increasingly competitive financial
and environmental landscape requires
public and private institutions to further
maximize facility planning and management.
Technologies such as Building Information
Modeling (BIM) and Cloud Computing
(Cloud) are disruptive technologies
converging to significantly alter traditional
construction and facility management
practices. Both technologies also embed
associated business process rules and
components that will enable enhanced
life-cycle management of the built environment,
alignment of structures with
organizational mission, and better consideration
of general community impacts.
Leading organizations already are investing
in the formalized definition and
creation of robust business process frameworks,
cultures, workflows and capabilities
to support collaboration, continuous
improvement and lean practices needed
to achieve higher productivity within the
architecture, engineering, construction,
owner and operator (AECOO) sector.
BIM and Cloud provide the digital
backbone to support the cost effective,
scalable development and deployment of
adaptive and efficient facility life-cycle
management practices.

 

via http://www.4Clicks.com – premier software for cost estimating and efficient project delivery methods – JOC, SABER, IPD, IDIQ, SATOC, MATOC, MACC, POCA, BOA

Facility Management Process/Technology Roadmap – BIM, IPD, JOC, TCO, EVM, IWMS

If you believe Cloud Computing is “hype”, “unsecure”, “won’t be accepted as an enterprise-wide solution”…. WRONG.

Significant change is upon the AECOO (Architecture, Engineering, Construction, Operations, Owner) Sectors, and many are unprepared.

BIM… as a process (not as a 3D visualizuati0n tool) will be commonplace, in parallel with cloud computing, total cost of ownership, as well as efficient construction project delivery mechanisms such as IPD (integrated project delivery) and JOC (Job Order Contracting).

Currently used techologies and processes such as IWMS (Integrated Workplace Mangement Systems), EVM (earned value management), and LEAN are interim at best as they do not provide the level of domain-knowlege, ease-of-use, or scalability, collaboration and interoperability needed to be efficient.

IWMS systems, for example… like Maximo, TMA, Planon, etc.   have roots in legacy applications and/or specfic knowledge-domains (such as CMMS-commuterized maintenance management, or CAFM-computer-aided facilities management/space planning/utilization).  Despite attempts to provide equivalent levels of sophisitications across all requisite domains, they appear to struggle at best.

Similarly, processes sush as EVM or ” earn-valued management” are being applied to Construction Project Management.  While this may represent a step forward for many construction firms and Owners, is far too simplistic to enable facility life-cycle management and/or total cost of ownership (TCO) level decision support.

The convergence of BIM as a process and Cloud Computing provides the enabling platform for facility life-cycle mangement.   The future is now.

Sustainability and Federal Government Facilties – A Candid Survey of Federal Executives – GBC and Deloitte – September 2010

Federal agencies and public companies share sustainability challenges, however, JOC / Job Order Contracting provides an efficient Construction Delivery Method to deploy associated renovation, renovation projects for existing buildings.

Unfortunately…

Many respondents believe the level of  effort and resources put towards sustainability by their agency is lacking.  Over half  of  them call the sustainability effort “inadequate.” 

“Many of  the roadblocks to sustainability are strategic or cultural.”

“A majority (54 percent) of  respondents anticipate the level of  effort put towards sustainability will remain constant.”

- www.4clicks.com

 

Executive Summary

 
 Federal executives surveyed have taken significant steps to “go green” in their personal lives.  A strong majority (81percent) say they now turn off  lights when not in use.  Almost as many print less, turn off  electronics, use more energy efficient products, or recycle. 
 Federal executives believe they have a responsibility to promote sustainability in their agency as well.  Nine in ten of  those surveyed agree with the idea that they have such a responsibility.  Nearly as many of  them say that they have personally taken action to promote sustainability. 
 Respondents almost universally agree that it is important that their agency implements sustainable practices.  Over 95 percent call it very or somewhat important.  When presented with a list of  three elements of  sustainability and asked to rank their importance, most viewed all three as critical.
 While a “sense of  obligation” is the top reason for going green on a personal level, it ranks fourth among reasons agencies make changes.  Agencies’ moves towards sustainability tend to result from different motivators including fulfilling a mandate or reducing costs.
 Almost all respondents believe it is important to increase sustainability, but most report their agency has taken few actions
to do so.  In fact, on average, those surveyed know of  less than three things their agency has done
 Many respondents believe the level of  effort and resources put towards sustainability by their agency is lacking.  Over half 
of  them call the sustainability effort “inadequate.”  In contrast, four percent say the effort has been “excessive.”  
 Many of  the roadblocks to sustainability are strategic or cultural.  Over a quarter say that sustainability is not an agency
priority, or that there is a lack of  coordination.  Almost as many claim there is a lack of  involvement, enthusiasm, and engagement in “going green” among agency employees.
 Respondents recognize ways in which their agencies could become more sustainable.  Almost 60 percent say that better
education, training, and engagement can help their agency implement more sustainable practices.
 A majority (54 percent) of  respondents anticipate the level of  effort put towards sustainability will remain constant.  A significant portion (39 percent) anticipate their agency will be more dedicated to sustainability in the future, while almost
none expect that their agency will be less committed to it.   Almost all federal executives (86 percent) say that a primary force driving them to be more sustainable is a sense of 
obligation.  Many also behave more sustainably to save money, while far fewer do so to follow a trend, or because of  social
pressure.

REPORT

Executive Order 13514

Strategic Sustainability Performance Plans

AEC Myth #147 – Construction Estimating is More Art than Science

Efficient, accurate construction cost estimating is a very detailed profession that is highly dependent upon robust process, definitions, cost databases, terminology / taxonomy, technology, collaboration, and experience.

Granted the AEC industry in the US suffers from cultural issues and lags other sectors in the efficient adoption and deployment of technology, but this will change due to the altered worldwide environmental and economic landscape.

The evolution and convergence of Building Information Modeling (BIM), more efficient construction delivery methods such as Integrated Project Delivery (IPD) and Job Order Contracting (JOC), Capital Planning and Management Systems (CPMS), Computerized Maintenance Management Systems (CMMS), and Computer-aid Facility Management (CAFM), will drive a more collaborative, productive,Architecuture, Engineering, Construction, Operations, and Maintenance industry.

High Performance Building Information Modeling

Cost Modeling – Reference Cost Information

High Performance Building Reference Cost Information

Tools for the Facility Steward

MeansData

O & M & M* Audits / Implementation / Planning

FM Benchmarking

Life Cycle / Sustainability Costing

Capital Planning

 

*Operations, Maintenance, and Management