Why BIM is in trouble.

Read this post and please comment.  It is part of discussion on linked-in.  To me it is very telling of the educational and cultural issues that are preventing the widespread adoption of BIM.

I still don’t understand what FM has to do with it. As architects we get enormous benefits from using BIM, from being able to do more complicated and therefore better designed buildings to doing more with less staff. Engineers can do the same.  Contractors benefit from accurate documents and schedules, and more certainty over clash detection. All this can be done with NO consideration of FM.
So “BIM can not be leveraged without the input and consideration of FM” is simply not true, and a great misunderstanding in the AEC industry.

So, the author believes that BIM can be practiced without the input and consideration of FM?  I think NOT.   Certainly components of BIM can be practiced separately, with the ultimate goal of integration.  That said, the above statement not only shows a lack of understanding of the meaning and major value of BIM, but also demonstrates a lack of appreciation for the role of FM professionals.

It is my hope that organizations like IFMA, APPA, NIBS, buildingSMART, CEFPI, et al, rapidly address the pervasive lack of understanding relative to FM.  Failure to address this core issue stands to place BIM in silos…. exactly what we all don’t need.

IFMA 2012 – World Workplace and BIM

On my way back from IFMA 2012, which included the initial meeting of the BIMLO committee/group.  This is a group focused upon BIM and life-cycle operation of the built environment.

Interestingly enough IFMA’s definition of facility management is virtually equal to that of BIM.   I am hopeful that IFMA will leverage it’s potential to finally get BIM moving in the right direction, and away from the the “3d distraction”.   The true value of BIM is in the development, communication, and on-going improvement of robust business processes supporting life-cycle management of the built environment, supported by standardized terms, information, data, metrics, and supporting technologies.
Lastly, collaborative construction project delivery methods are critical to BIM, including Integrated Project Delivery (IPD) for new construction, and Job Order Contracting (JOC) for renovation, repair, sustainability, and minor new construction.

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

BIM Framework and BIG DATA for Life-cycle Management of the Built Environment

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