BIM Deployment Plan from Revit / Autodesk

BIM Strategy

The Autodesk BIM Deployment Plan – tools and guidance for building industry professionals interested in implementing Building Information Modeling (BIM) – is a reasonable framework for those beginning to investigate BIM, however, it lacks requisite depth relative to 4d, 5d BIM as well as contruction delivery methodology.  

A comprehensive BIM strategy from an owner perspective (and, in my opinion contractor and A/E’s as well as other stakeholders), should include capital planning and management (lifecycle costing, capital renewal, physical/functional conditions management), operations and maintenance (repair, maintenance, minor renovations-preventive, routine, maintenace), space planning/management, and integration of efficient construction devlivery methodsy (JOC – Job Order Contracting for facility repair/maintenance, IPD – Integrated Project Delivery for new construction, etc.), and associated reference cost data, standard definitions/metrics/taxonomy, ….

Tools offered in the Autodesk BIM deploym,ent plan are intended to provide a practical framework for AEC stakeholders, and can be used by individual organizations on specific projects. The BIM Deployment Plan includes:

  • BIM support materials for owners, architects, engineers, and contractors
  • Templates to streamline multi-discipline communications
  • Recommendations for roles and responsibilities
  • Best business process examples
  • Software suggestions for an effective BIM environment

BIM_Deployment_Plan_Final

Definitions of Terms Used in This Document
 

As-Built Model Model

—The final model that shows how a building was actually delivered and assembled. Sometimes referred to as the Record Model.

Building Information Modeling (BIM)—An integrated process aimed at providing coordinated, reliable information about a building project throughout different project phases—from design through construction and into operations.  BIM gives architects, engineers, builders, and owners a clear overall vision of the project—to help them make better decisions faster, improve quality, and increase profitability of the project. 
 
Clash Detection — The process of checking for clashes and interferences in the design of one or more BIM models.

 

Collaborative Project Management — A software solution that enables effective management of and collaboration on all project related communication, information, and business processes across the plan, build, and operate phases of the building lifecycle. The most common processes include collaborative documentation, design, bid, construction, cost, and operations management.  (Examples of software include www.4clicks.com Project Estimator for JOC construction delivery).     Coordination Model—A model created from two or more models, used to show the relationship of multiple building disciplines such as architectural, civil, structural, and MEP (mechanical, electrical, and plumbing).

Core Collaboration Team —The group of people – which should include someone from each party working on the project, such as the owner, architect, contractor, subconsultants, suppliers, and trade contractors—responsible for completing a BIM Deployment Plan, creating the document management file folder structure and permission levels in the collaborative project management system, and enforcing the action plan set out in that document throughout design and construction of the project.
Design Intent Model —The model used to communicate the design intent of a building.
Industry Foundation Classes (IFC) —A neutral and open file format structure developed by the International Alliance for Interoperability (IAI) to enable interoperability between modeling software systems.
Integrated Project Delivery (IPD)—A project delivery process (similar to JOC for facility repair, renovation, and sustainabilty)  that integrates people, systems, business structures, and practices to collaboratively harness the talents and insights of all participants in order to optimize project results, increase value to the owner, reduce waste, and maximize efficiency throughout all phases of design, fabrication, and construction (AIA,  Integrated Project Delivery: A Guide , 2007, available at http://www.aia.org/ipdg).
Model Integrator—A tool used to combine and/or link design files from different software platforms.
Model Manager(s)—The project team member(s) responsible for managing the collaboration and sharing of electronic files during the project. Model managers are also responsible for maintaining the integrity of BIM models, which can include gathering, linking, and uploading updated models.
Parametric —The relationships among and between all elements of a model that enable coordination and change management. These relationships are created either automatically by the software or manually by users as they work.
Project System Administrator (PSA) —The person who administers, and sets up folders for, the collaborative project management system. Responsible for managing and creating new user accounts, as well as contact and company information. 

JOC – BIM – Facility Management – Capital Planning

4d-5d BIM will support facility management and associated construction projects, however, more efficient construction project delivery methods MUST be linked to your BIM strategy.

Integrated with 4D,5d BIM or stand alone, Job Order Contracting – JOC / SABER – sets the performance “bar” for facility renovation, repair, and sustainability construction project control and transparency.

Whether your in higher education, k-12, state/local government, DOD, or healthcare, the need to increase construction project efficiency has never been greater.    JOC reduces costs and increases quality by fostering collaboration, rewarding performance, and cutting through the archaic, ad-hoc processes associated with traditional DBB (design build build) and provides additional benefits vs. design build.

From concept, through close-out, proven software (see http://www.4clicks.com if interested) is available to embed and assure the JOC process and it is populated with an exclusive 400,000 line item extension of the RSMeans cost database.

Features and benefits included in the JOC software technology deliver robust performance and “real-time” visibility for managing construction projects, programs, and contracts including JOC, SABER, IDIQ, SATOC, MATOC, MACC, POCA, and BOA.  Also…. collaboration, cost control, automated technical evaluation, document management and full reporting capabilities.

see more at: http://www.4clicks.com

Federal Facilities Portfolio Reduction – Obama

“For decades, the federal government, the largest property owner and energy user in the United States, has managed more real estate than necessary to effectively support its programs and missions. Both taxpayer dollars and energy resources are being wasted to maintain these excess assets.”

President Obama

THE WHITE HOUSE
Office of the Press Secretary
For Immediate Release June 10, 2010
June 10, 2010
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
SUBJECT: Disposing of Unneeded Federal Real Estate –
Increasing Sales Proceeds, Cutting Operating
Costs, and Improving Energy Efficiency
My Administration is committed to eliminating all forms of Government waste and to leading by example as our Nation transitions to a clean energy economy.
For decades, the Federal Government, the largest property owner and energy user in the United States, has managed more real estate than necessary to effectively support its programs and missions. Both taxpayer dollars and energy resources are being wasted to maintain these excess assets.
In addition, many of the properties necessary for the Government’s work are not operated efficiently, resulting in wasted funds and excessive greenhouse gas pollution. For example, over the past decade, the private sector reduced its data center footprint by capitalizing on innovative technologies to increase efficiencies. However, during that same period, the Federal Government experienced a substantial increase in the number of data centers, leading to increased energy consumption, real property expenditures, and operations and maintenance costs.
Past attempts at reducing the Federal Government’s civilian real property assets produced small savings and had a minor impact on the condition and performance of mission-critical properties.
These efforts were not sufficiently comprehensive in disposing of excess real estate and did not emphasize making more efficient use of existing assets.
To eliminate wasteful spending of taxpayer dollars, save energy and water, and further reduce greenhouse gas pollution, I hereby direct executive departments and agencies (agencies) to accelerate efforts to identify and eliminate excess properties. Agencies shall also take immediate steps to make better use of remaining real property assets as measured by utilization and occupancy rates, annual operating cost, energy efficiency, and sustainability.
To the extent permitted by law, agency actions shall include accelerating cycle times for identifying excess assets and disposing of surplus assets; eliminating lease arrangements that are not cost effective; pursuing consolidation opportunities within and across agencies in common asset types (such as data centers, office space, warehouses, and laboratories); increasing occupancy rates in current facilities through innovative approaches to space management and alternative workplace arrangements, such as telework; and identifying offsetting reductions in inventory when new space is acquired.
Agency actions taken under this memorandum shall
more align with and support the actions to measure and reduce resource use and greenhouse gas emissions in Federal facilities pursuant to Executive Order 13514 of October 5, 2009 (Federal Leadership in Environmental, Energy, and Economic Performance), and the Federal Data Center Consolidation Initiative, which was announced by the Office of Management and Budget (OMB) in February 2010.
In total, agency efforts required by this memorandum should produce no less than $3 billion in cost savings by the end of fiscal year 2012, yielded from increased proceeds from the sale of assets and reduced operating, maintenance, and energy expenses from disposals or other space consolidation efforts, including leases that are ended.
This is in addition to the Department of Defense’s Base Realignment and Closure efforts that are expected to achieve $9.8 billion in savings from fiscal year 2010 to fiscal year 2012, of which $5 billion is a direct result of reduced operating and maintenance from disposals or other consolidation efforts.
In addition, in order to address the growth of data centers across the Federal Government, agencies shall immediately adopt a policy against expanding data centers beyond current levels, and shall develop plans to consolidate and significantly reduce data centers within 5 years.
Agencies shall submit their plans to OMB for review by August 30, 2010.

To achieve these goals, the Director of the OMB shall develop, in consultation with the Administrator of General Services and the Federal Real Property Council established pursuant to Executive Order 13327 of February 4, 2004 (Federal Real Property Asset Management), within 90 days of the date of this memorandum, guidance for actions agencies should take to carry out the requirements of this memorandum.
The guidance shall include agency-specific targets to achieve $3 billion in cost savings and shall be developed in consultation with the agencies. The Administrator of General Services, in consultation with the Director of the OMB, shall coordinate agency efforts to satisfy the requirements of this memorandum and shall submit to the President periodic reports on the results achieved.
This memorandum shall be implemented consistent with applicable law and is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
The Director of the OMB is hereby authorized and directed to publish this memorandum in the Federal Register.
BARACK OBAMA
# # #

The Value of BIM – Building Information Modeling – IPD – Integrated Project Delivery and JOC (Job Order Contracting)

The true value of BIM in NOT in 3D modeling, clash detection, or providing architects and AEC firms a with a better way to “sell” new projects/buildings.

The value of BIM is in INFORMATION and the associated aspects of collaboration and life-cycle building management / total cost of ownership.

BIM is NOT technology alone, but a business process that is embedded within and support by technology. Autodesk, Bentley, Archicad, et al can not and do not supply BIM. They supply basic components of BIM, the 3D visualization engine and an associated database architecture … (both hopefully based upon open standards or they will be of little value). While all three would argue the point, facts are facts. There is too much domain knowledge required for life-cycle management for a single technology vendor to cover “all the bases”.

It up to Owners, Contractors, AE’s, and the wide range of Consultants and Complementary Technology/Software Providers to deliver true value to BIM – space planning, capital planning, operations and maintenance, costing/cost engineering, standardized taxonomies, metrics, benchmarks, decision support, collaborative project delivery processes, etc. …. components that enable a complete BIM system.

Transparent standardized information, collaboration and technology may someday enable BIM to deliver integrated construction / renovation / repair / maintenance / sustainability project delivery on a life-cycle basis.

In the interim, both JOC (job order contracting) and IPD (integrated project delivery) deliver today relative to exponentially more efficient and transparent construction project delivery methods and processes. Both are superior to design-bid-build, design-build, etc. etc.

Both JOC and IPD demand collaboration and both are performance based. JOC drives the project from concept/scoping through bidding, construction, warranty, and close-out.

IPD currently focuses upon collaboration from project conception through start-up, however, can be easily extended.

The limited view of IPD. The contractual IPD based upon various standardized IPD contracts ( IFoA – integrated form of agreement, etc). While the more important view of IPD is extension of the collaborative processes throughout the project and associated use of technology.

JOC already provides IPD and associated technology for renovation, repair, maintenance, and sustainability projects. It is a proven process, developed by the U.S. military years ago, however, currently, vastly improved through the use of technology such as that provided by e4Clicks (www.e4Clicks.com) and associated reference cost information (RSMeans) or other price “guides”.

JOC ( also known as SABER in the Air Force ) is available today for renovation, repair, and sustainability projects and is proven to improve collaboration and quality as well as reduce costs. Paperwork costs, which average 2-3% of total project costs are mitigated using JOC cost estimating and project management software (such as e4Clicks Project Estimator), while project timelines can be reduced dramatically, providing exponential value.

While the importance of BIM can not be overlooked as it will hopefully reshape the AEC industry, BIM is currently limited to 3D CAD and modest functionality, requiring the integration of third party software for CAFM, CMMS, CPMS, and JOC to reach it’s potential.

Integration of BIM and Business Strategy

Integration of BIM and Business Strategy

MPM-Harris-Capstone1

(2010, Joe Harris, Masters of Project Management Program, Department of Civil and Environmental Engineering,  McCormick School of Engineering and Applied Science,  Northwestern University Evanston )

Abstract
BIM is the newest technological innovation in the construction industry, and companies are trying to adopt the best practices of this new technology. The industry is moving towards better implementation of BIM technologies. Best Practice for the implementation of Building Information Modeling include: the integration of the project team, leveraging the current capabilities of BIM, and moving forward with an open mind.
Executive Summary
Building Information Modeling, BIM, and Integrated Project Delivery, IPD, are two of the fastest growing trends in the construction market. They are quickly replacing the older systems of computer aided design, or CAD, and other delivery methods such as lump sum.
Building Information Modeling is the future of the industry and staying ahead of the curve takes time, effort, and innovation. However, because the technologies are still in the early development stages they are not being utilized to their full potential. That being said, BIM technologies need to broaden the horizons of the current applications and be simplified for the everyday user.
Current BIM examples tend to be virtual models of buildings for the purpose of supporting the design, and construction phases of the built environment.
The future of BIM modeling is to expand the information model to include more of the life cycle phases (property valuation, operations and maintenance, sustainability), to integrate the program controls, and to standardize information management so that meanings are clear and consistent.
While all answers regarding Building Information Modeling are still up for debate, there is no argument that the BIM process is gaining momentum, and to stay ahead of the curve research and development are necessary.
Investments need to be thoroughly researched on a case by case basis, but the return on quality, time, cost, and marketability are becoming evident.
One answer is clear; BIM is becoming the new standard and will result in tremendous change for everyone involved in the construction industry.
Introduction
My objective in this capstone report is to examine the current uses of Building Information Modeling technologies, and then showcase the industry’s shortsightedness in applying BIM. I will show how communication is the most effective tool within BIM, and propose strategies to better implement the current technologies.
Building Information Modeling is defined as:
. . .the process of generating and managing building data during its life cycle. Typically it uses three-dimensional, real-time, dynamic building modeling software to increase productivity in building design and construction. The process produces the Building Information Model (also abbreviated BIM), which encompasses building geometry, spatial relationships, geographic information, and quantities and properties of building components. 1
BIM is a new communication tool, process, and technology in project delivery and is also known as computer-integrated project delivery because computers have helped drive the integrated project delivery methods.
However, I feel that using integrated project delivery is shortsighted because the construction industry as a whole should take a more comprehensive look at how BIM can contribute through the “whole life-cycle” of the program to communicate the design, construction, operations and maintenance of the facilities, as well as financial information during the life cycle of the facility.
Some types of buildings, such as hospitals are considered to make good case studies in showing how BIM strategies can be implemented due to their complexity of systems. In a recent case study of Sutter Medical Center in Castro Valley, California the project team used an Integrated Project Delivery method, which it defined as:
. . 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. IPD principles can be applied to a variety of contractual arrangements and IPD teams will usually include members well beyond the basic triad of owner, designer and contractor. At a minimum, though, an integrated project includes tight collaboration between the owner, architect/engineers, and builders ultimately responsible for construction of the project, from early design through project handover.2
BIM and IPD are currently being used in a shortsighted way because they could support a better method of controls and communication that is Integrated Program Controls (IPC). Integrated Project Delivery stops once the building is turned over to the owner, but Integrated Program Controls would last throughout the life cycle. Currently, most owners and project teams use a number of different applications to communicate data, financial information, project information and all internal communication that needs to occur during typical business functions. BIM should be the central application.
Current BIM examples tend to be virtual models of buildings for the purpose of supporting the design, and construction phases of the built environment. Used within this scope, BIM speaks primarily to architects, engineers, estimators, constructors, and owners as they participate in the new-building development process. The future of BIM modeling is to expand the information model to include more of the life cycle phases (property valuation, maintenance and operations, sustainability), to integrate the program controls, and to standardize information management so that meanings are clear and consistent. This expanded scope definition will make BIM useful to a wider community and prove that the construction industry can make progress in regards to its’ shortsighted implementation of BIM.
To show how BIM can be used in this expanded scope, this paper first will look at the history of BIM and then explain the planning, construction and operation phases of Building  Information Modeling. Next, the paper will demonstrate how businesses can communicate more efficiently through the use of BIM. After that, the paper will focus on how and where to move forward with Building Information Modeling. Finally, the paper will conclude by explaining how all of these elements can come together with BIM to help develop and manage a company’s strategic plan. The final objective of this research is to show the need for a platform that combines all business sectors into one source including all business function and levels (business, functional, and corporate). By integrating marketing, engineering, operations, finance and information technology, companies can operate more efficiently, reduce rework and improve interoperability, or ability of one system to work with another.
Research shows that interoperability at this time is in great need of improvement. In August 2004, the U.S. National Institute of Standards and Technology published a report entitled Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry, which concluded that, in a conservative estimate, the U.S. capital facilities industry loses $15.8 billion annually as a result of inadequate interoperability due to “the highly fragmented nature of the industry, the industry’s continued paper based business practices, a lack of standardization, and inconsistent technology adoption among stakeholders.”
The report also said this about BIM: “Recent exponential growth in computer, network, and wireless capabilities, coupled with more powerful software applications, has made it possible to apply information technologies in all phases of the building/facility life cycle, creating the potential for streamlining historically fragmented operations.”3 By creating a central platform and Integrating Program Controls problems with interoperability should be reduced and the industry will become more efficient.

4D – 5D BIM – Strategic Total Cost of Ownership Framework

The true value of BIM is Total Cost of Ownership / Life-cycle Management, NOT 3D visualization.

TCOpcholakis

Once we move toward this goal in an integrated manner, owners and the AEC industry will be able to transition toward a collaborative, efficient method of working together to address the significant sustainability and economic issues faced by all.

The consistent use of appropriate terminology provides a foundation for the establishment of robust, scalable and repeatable processes, best practices, methodologies, standards, metrics and benchmarks for facilities and
physical infrastructure management.  Common terminology also enables effective communication among the various decision makers, building managers, operators and technicians involved with facilities and physical
infrastructure investment and management.
4D – 5D – BIM provides a business process and a supporting technology backbone to leverage the above and drive transformational AEC industry change.
To help foster effective communication among public and private-sector organizations with interests in facilities, infrastructure and real property, a charter, inter-association  I catalyzed and organized the formation of a group several years ago.  A  Definitions Committee was established in June 2002. The Committee was comprised of representatives of the National Association of State Facilities Administrators, the Association of Higher
Education Facilities Officers/APPA, the Federal Facilities Council, the International Facility Management Association, Holder Construction Company and Infrastructure Strategies, my consulting company at the time.
The task was to put forward a framework and a glossary of terms commonly used to communicate about facilities-related issues, from space
planning and construction, through operations and upgrades, to demolition/replacement.
This document represents the culmination of the Definitions Committee’s work. The framework, glossary of terms and associated metrics contained within will be put forward for adoption or approval by the respective
governing bodies of the participating organizations.
The Asset Lifecycle Model for Total Cost of Ownership Management (Figure 1) defines the cradle to grave responsibility for measuring and managing a physical asset’s useful life. The framework provides a structure to help property owners, managers, overseers and others determine and manage the Total Cost of Ownership (TCO) to best support their particular organization’s overall business or mission. In this instance, the Model is
used as a framework for organizing the glossary of commonly used terms and definitions.
The Asset Lifecycle Model has its foundation in the activities that occur over the lifetime of a physical asset -programming, design, construction, operations, maintenance, repairs and utilization – and the core skills or
COMPETENCIES required perform these activities. The competencies are further aligned with the business areas supporting specialized asset management business processes and practices, referred to as
INDUSTRIES. This organization gives focus to the resources and skills required to effectively manage an asset in any particular phase of its lifecycle. How well the industry or competency is being performed will
impact an asset’s useful life. The glossary of terms and definitions is organized by industry – space management, project delivery
management, operations management, capital asset management – and competencies. Metrics and/or cost models that can be used to measure the level of performance of each industry and competency are identified.
The definitions for each of the identified terms are derived from earlier work of the participating organizations and modified by the Definitions Committee.
It is the hope of the Definitions Committee that by learning from each other, sharing best practices and otherwise developing a rapport for future partnering and cooperation, we can, in some small measure,
contribute to more effective facilities and infrastructure asset management across the entire industry.

The above can be used in concert with COBIE / COBIE2 , IFC , as well as other important standards.

Sustainability / Green – E.O. 13514 – High Performance Building Strategy & Process Framework

Operating more than 500,000 facilities and more than 3 billion square feet,  the United States Federal Government is the nation’s single largest landlord and energy consumer.   Construction spending is approximately $30 billion per year and energy costs are approximately $7 billion each year.

While Executive Order (E.O.) 13514, Federal Leadership in Environmental, Energy, and Economic Performance and similar mandate are important, more needs to be done:

1. Make sustainability the standard practice.

2. Transform the existing built environment by integrating sustainability into campus and portfolio management.

3. Measure and verify building performance.

4. Institutionalize greenhouse gas management and abatement.

E.O. 13514 goals focus on high performance and sustainable buildings, including:

• Ensure all new construction, major renovation, or repair and alteration complies with the Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings.

• Ensure 15 percent of existing facilities and building leases (above 5,000 gross square feet) meet the Guiding Principles by fiscal year (FY) 2015.

• Make annual progress towards 100 percent conformance with the Guiding Principles.

• Require all Federal buildings entering the design stage in 2020 or later be designed to achieve zero net energy by 2030.E.O.

13514 also includes many other Federal sustainability requirements related to greenhouse gas reduction, sustainable communities, water efficiency, electronic stewardship, transportation management, and pollution prevention and waste reduction.

The summary of these requirements can be found at: http://www.femp.energy.gov/regulations/eo13514.html

Both the Energy Independence and Security Act (EISA) of 2007 and the Energy Policy Act (EPAct) of 2005 have further requirements related to sustainable design and energy efficiency. Information on all key requirements, including a crosswalk of sustainability and energy goals between relevant executive orders and legislation, is available at: http://www.femp.energy.gov/regulations/regulations.html.

Beyond Federal Guidelines….

Renovating Existing Buildings is the Key to Sustainability

90% of Construction dollars spent go toward maintaining / operating existing buildings, vs. new construction.  With that said, contractors, engineers, owners, architects, and policy makers should clearly focus Energy Efficiency in Existing Buildings.  By 2030, a milestone date for many sustainability initiatives, 75-85% of all current buildings will still be standing.  Investing $170B in energy retrofits would yield 25%-30%+ in energy savings, a 15% ROI ! (McKingsley Report and others).

LEED Platinum, Gold, and Silver for  new construction is a great tool for awareness building / marketing, but will do little to reduce GHG, carbon foot print, and energy usage.

The new ASHRAE Standard 189.1, Standard for the design of High-Performance, Green Buildings Except Low-Rise Residential Buildings,  is a good start.  This provides for a 15 percent higher efficiency than the previous Standard 90.1.

What’s coming? Standard 90.1-2010, set for release this summer, is a potential minimum compliance standard, a 30 percent reduction in energy over 90.1-2004.

Attaining the above is NOT DIFFICULT, but rather a straightforward implementation of  practical, cost-effective, off-the-shelf technologies.

It will,however, be critical for large building portfolio owners to have insight into current physical conditions of their buildings (FCI – see http://www.fciworks.com) to be able to properly allocate reinvestment dollars between energy and operational needs.

Operational efficiency is CRITICAL, as buildings typically deteriorate in performance by as much as 30 percent in the first three to four years.  Simply renovating to “green” will not be of value in itself if not coincident with better building operations, maintenance, and associated capital planning processes and metrics.  In many cases owners can save 20% in energy just by improving operational and maintenance practices.

Lastly, ROI for many of the above programs can be less than a year.

The Business of BIM

Source: BIMS – Business of BIM – Smith,Deke-2009

  • Facilities consume 41% of our energy
  • 71.8% of total U.S. elec. consumption
  • Facilities contribute 40% of the emissions
  • Facilities contribute 40% of land fills
  • 40% of global raw materials are consumed by buildings – 75% by all facilities
  • U.S. is no longer the worlds largest consumer…but we did not slow down

The Desired Outcome of  BIM

1. Collect data once and use from inception onward and allow information to flow

  • Authoritative source collects information and records metadata
  • Information assurance is in place to protect intellectual property
  • Multi faceted analysis is supported by software
  • Facility management uses information for operations and sustainment
  • All facets of the lifecycle are supported
2. Build facilities electronically and completely before we build them
physically. “Build a model then build the model”
  • Reduces risk and therefore litigation
  • Reduces RFI’s and change orders
  • Allows more activities to occur in parallel thus speeding delivery
  • Provides better estimates
  • Delivers true as-built
Although architects are using BIM information is still not flowing because we are implementing BIM using the same “traditional” business processes.
Government involvement is key ;
•GSA – Leaders in innovation in BIM
•USCG – Implemented BIM to support mission and
sustainability
•USACE – $50B in projects slated for BIM – seeking open
standards BIM solution
•VA – Seeking open BIM standards for hospital design
•Smithsonian Institute – Seeking open standards solution
•Wisconsin – requiring open standards based BIM
•Texas – requiring a proprietary BIM solution
A Building Information Model (BIM) is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle from inception onward.
– United States National BIM Standard V1, P1 Jan 2008

Life-cycle Costing Manual – Energy Management

http://www.uniformat.com/support-files/nist-handbook-135.pdf

There are reliable established guidelines and computer-based tools that effectively support Present Value LCC analyses.

Click here to download NIST Handbook 135 -- Life Cycle Costing Manual for the Federal Energy Management Program (PDF 9.7 MB).For example, the National Institute of Standards and Technology (NIST) offers NIST Handbook 135 — Life Cycle Costing Manual for the Federal Energy Management Program (PDF 9.7 MB).

NIST annually issues real growth Energy Price Indices and Discount Factors for Life Cycle Cost Analysis as an Annual Supplement to NIST Handbook 135.

As a companion product, NIST also offers life cycle cost software with its Building Life Cycle Cost (BLCC) computer program to perform LCC analyses. The latest version of the BLCC program not only structures the analysis, but also includes current energy price indices and discount factor references.

These no-cost NIST materials define all required LCC methodologies used in GSA design applications. We recommend that the building design team obtain the BLCC software and updates from NIST.

When used in conjunction with the ASTM UNIFORMAT II standard, the NIST materials we recommend will result in best-value decisions throughout the entire design process… the perfect complement and answer to the question “What is life cycle costing for construction management?”