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Reflecting on BIM implementation

Reflecting on BIM implementation.
The critical change management steps an organisation should follow to make it effective are firstly buy in from management, that’s the most important thing to flow down all the way through an organisation, and the investment in hardware, software, training and workflows, and lastly to make sure that as many stakeholders in their management team are involved to actually get the full benefits out of doing that building information modelling workflow.
In one of the key lessons that we now really appreciate is that we need to get a common definition of BIM for everybody on our projects, from customer’s definition of what we are going to be delivering we are putting into our contract to a definition of BIM for us as a main contractor and also our consultants and our suppliers etc. Without it it’s an area that’s open to misinterpretation so its key to the successful I suppose delivery of BIM on projects and the successful implementation of BIM in a business. An organisation also needs to decide to what level they would like to adopt BIM.
Would it be used only during project delivery, to manage spatial coordination, document delivery process or would you like to pay that definition further into facilities management and what benefits would you like to see out of that information. You need to understand how your BIM information will integrate with your computer aided facilities management solution at the offset and structure the template accordingly. An organisation needs to understand its assets and how these assets need to be maintained. What constitutes a list of maintainable assets? This helps to also require information that is only necessary reducing the bulk of the BIM load.
Some of the things like trying to keep it as simple as possible we were going to keep it simple by just simply rolling out training for everybody, but we’ve realised that in order to make it effective it needs to be just in time training for people when they’re on their projects so its relevant to them and they can remember it. One of the other key learnings that we have taken on board is that it doesn’t change anybody’s existing roles in the industry it’s not replacing anything that anybody currently does. So it’s not going to replace a Design Manager, it’s not going to replace a planner, it’s not going to replace an estimator.
Building information modelling or digital construction is just a tool for our teams to use to make use of for their projects or for their roles. A key value for implementing BIM on projects is essentially the design build operator concept. What BIM ensures for us is that the client is the design information is the same information used for the construction of the building and can then be handed over to our facilities management teams so that they better understand the building. This in itself is a massive cost and time saving. Another area we find a value in implementing BIM is to be able to verify the as built information.
We use the native design models to overlay with point cloud data containing information of what is physically on site in order to validate the original design intent. A misconception exists within the industry that the additional cost for software licenses and training cannot be justified. However, there is a return on investment which implementing BIM tools offers through the increase of efficiency, reducing time accessing information, reducing waste on site as well, which could be a saving that far exceeds the initial costs.
Now watch Nick, Chris and Elena reflect back on their experience of implementing BIM as part of change management.

Your task

Make notes on what you think are the key lessons learned from each expert’s perspective.
Share and discuss your notes in the comments.
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BIM Implementation within the AEC Industry

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