EXTENDED ABSTRACT Civil Engineering
BIM Execution Plan ProposalSynergies with PMBOKBruno Miguel Claudino AntunesEXTENDED ABSTRACTCivil EngineeringSupervisor: Doctor António Morais Aguiar da CostaJuryChairperson: Doctor Augusto Martins GomesSupervisor: Doctor António Morais Aguiar da CostaMembers of the Committee: Doctor Francisco Manuel Caldeira PintoTeixeira BastosOctober of 2015
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1-IntroductionThe construction industry has experienced a gradual decrease in its labor productivity since the early1960, which means that for the same amount of work the number of hours of employees is tending toincrease, even with the technological advancement. This indicates that construction industry is lackingthe development of labor saving ideas (Hergunsel, 2011). Being that the main causes to the lack of laborproductivity in the construction industry are related to (Travaglini et al., 2014, Isikdag and Underwood,2010, Teicholz, 2013): The unique work products built by varying teams under varying site, regulatory and weatherconditions; The industry where significant output consists of remodel and renovation of existing facilities asopposed to new work; The procurement system that is often based on a competitive rather than collaborative solution The evermore increasing difficulty and complexity of the construction projects; The division among the stakeholders.As a response, Information and Communication Technology (ICT) has been developing at a very fastpace (Travaglini et al., 2014). The major shift in ICT in the Architecture Engineering and Construction(AEC) sector is the spread of Building Information Modeling (BIM) (Bryde, Broquetas, & Volm, 2013).A BIM model carries all information related to the building, including its physical and functionalcharacteristics and project life cycle information, in a series of “smart objects” (Azhar et al., 2008). Withthis information BIM acts as a support to the design, construction and facility management phases of abuilding, which needs to be sustained by agreements on project responsibility between the stakeholdersof a project (Thomassen, 2011).Looking at BIM as a system and a methodology to support efficient information management, it can beconsidered a project management matter (Travaglini et al., 2014). Being that the construction anddevelopment projects involve the coordination of many different stakeholders it is essential to carefullystructure the BIM implementation in a way that all the project s lifecycle is well defined since thebeginning and the entering point of the different stakeholders is clear.Project management manages the full development process, from the initial stages of the project to itsclosing, therefore the different bodies of knowledge of project management have the potential to impactand make important contributions to decisions at every stage of projects, and therefore they can andcontribute in creating a plan for implementing BIM and managing BIM projects.2
2-BIM Execution PlanThe objective of creating an integrated building information model to describe buildings has always beenpresent, in a way that the communication and coordination between the different stakeholders andstages of a project are improved. Although the concept of a BIM already exists for a time, the need tointegrate the parties involved in the process, and the ways in which their information is organized, havebeen a limitation on the widespread use of building information models (Howard and Bjork, 2007).BIM as lifecycle evaluation concept consists of interacting policies, processes and technologies thatfocus on creating and reusing consistent digital information by the stakeholders throughout the buildinglifecycle (Arayici et al., 2010, Succar, 2009a).Another BIM concept is by evaluating it by itsmultidimensional capacity, defining BIM as “nD” modelling incorporating multi-aspects of designinformation required at each stage of the lifecycle of a building facility (Aouad et al., 2005). This conceptincludes for besides the 3D model, another dimensions of information like the scheduling information(the 4th D) or the cost of the project (the 5th D).To an appropriate BIM implementation it is necessary to develop a detailed plan, which should take inconsideration all the BIM standards and the company values and interests. This plan should define(Akintoye et al. 2012, Fisher, 2011): the scope of BIM implementation and information exchanges; The process flow for BIM tasks; The required infrastructure for support and provides a better understanding of goals; The responsibilities and roles of each stakeholder and team member;The Computer Integrated Construction (CIC, 2011) identified some key aspects of BIM implementationon a project and within the organizations. These are organized at Table 2.1, accompanied with a briefdescription.3
Table 2.1- Key aspects of BIM Execution Plan (adapted from CIC, 2011)key aspectsBrief descriptionProject Goals/BIM Objectives (1)List of the BIM Goals, along with specific information on the selected BIM UsesCreation of the overview map of the BIM Uses, a more detailed map of each of the BIMBIM Process Design (2)Uses, a description of any elements on each map, and documentation of theInformation Exchange RequirementsBIM Scope Definitions (3)Define the requirements, responsible parties and the incorporation on the schedule ofselected BIM deliverablesDelivery Strategy/Contract (4)Organizational Roles andResponsibilities (5)Define the delivery approachDefine the roles of each organization along with responsibilitiesCommunication Procedures (6)Define the electronic and meeting communications proceduresTechnology Infrastructure Needs (7)Define the appropriate hardware and softwareModel Quality Control ProceduresDefine how the model is set-up, organized, communicated and controlled. Create(8)control proceduresProject Reference Information (9)Define the critical project overview information and the key project contactsThere is not a global BIM execution plan, being revealed that most of the times different countries havedifferent protocols or a different set of rules. Table 2.2 compares the most recognized BIM ExecutionPlans (BEP), like the AEC BIM Protocol Project Execution Plan (AEC-UK 2009) or the BIM ExecutionPlanning Guide (CIC, 2011), with the identified key aspects it can be concluded that most of the identifiedfeatures are in accordance, however BIM Execution Planning Guide (CIC, 2011) is the only one thatcontemplates all the key aspects (Annex 1).Table 2.2- BIM Execution PlansBIM Execution PlanCountry, year(1)(2)(3)(4)(5)(6)(7)(8)(9)U.S., 2011XxxxxxxxxUK, 2012X-xx-xxxxSingapore, 2013X--xxxxxxMIT BIM Execution Plan v3.2U.S., 2010XxxxxxxxxGuide to BIM Execution PlanningU.S., 2013Xxxxxxxx-U.S., 2012X-xxxxx--BIM Execution Planning Guide –Version 2AEC (UK) BIM Protocol ProjectExecution PlanBIM Essential Guide – For BIMExecution PlanPrinceton University BIMExecution Plan Template4
3-MethodologyWith the results from the literature review, a comparison between the existing BIM execution Plans andthe project management body of knowledge is made. In order to do that the main areas of PMBOK it ismade the comparison of each area, taking into account what is already contemplated at the existentBEPs and what does not concern that area. Afterward, it is discussed what processes of each area ofproject management can be contemplated and that have a positive impact in the creation of a plan toimplement BIM.Project management has its own definition depending of the organization concept. Two of the mostreputable associations, PMI and APM, have created their frameworks and set of good practices anddefined project management on its own terms. However when comparing their project managementbodies of knowledge it becomes evident that for a BIM-based project is the PMBOK (created by thePMI) is the best to use, being better detailed, including more areas, and with better explanations of howto reach a proposed goal, with well-defined processes.The PMBOK, defines Project management as the application of knowledge, skills, tools, and techniquesto project activities to meet the project requirements. Project management is accomplished through theappropriate application and integration of the 47 logically grouped project management processes,which are categorized into five Process Groups. According with this methodology project managementshould follow a systematic process and is broken into process groups and knowledge areas. Theknowledge areas are integration, scope, time, cost, quality, human resource, communications, risk,procurement, and stakeholder management. The process groups are initiating, planning, executing,monitoring and controlling, and ectManagement Body of KnowledgeThere is still a shortage of project management literature focusing on BIM from the project managementpoint of view (Bryde et al., 2013). An exception to that is the Code of Practice for Project Managementfor Construction and Development, which addresses some practices that project management in theconstruction business should take already focusing on BIM. Another exception is Allison (2010), whoaddresses the BIM potential as a PM tool directly, describing 10 reasons why project manager shouldchampion 5D BIM. In a way that a further comparison of BIM and project management is possible andfor the purpose of this work it was made a discussion between the Building Information Modeling ProjectExecution Planning Guide (CIC, 2011) and the processes and areas of knowledge of projectmanagement defined at PMBOK.5
4.1-Comparison of Integration Management in PMI and BEPComparing the integration management processes in PMI and BEP it can be concluded that althoughthere are some points that integrate the organizations in the BEP, it can make sense to develop someprocedures, like determining the companies’ culture and existent systems or to uncover the initialassumption, agreements and constraints. In addition, the BEP is lacking a plan of how to deal withchanges and how to approve and implement them.4.2-Comparison of Scope Management in PMI and BEPAlthough the scope is well defined by stating the BIM mission and by defining the BIM goals, which canact like the objectives of the project, there should exist a definition to access if the project is a successor not.Then, by deciding if each BIM Use is going to be implemented, the scope is validated and the planapproved.The requirements of the stakeholders and the deliverables required are a concern, however, thereshould exist a better development of how they should be created, organized, and registered.Although the scope is defined, there should exist some control points and measures to know if the scopeand goals are being followed or not and if they are really adapted to the reality of the project.4.3-Comparison of Time Management in PMI and BEPIn the BEP it is essential to define and order the BIM Uses (processes) and their needed resources,which will give to the project the order of implementation. In addition to the BIM detailed map, theactivities necessary to implement each BIM Use and their sequence are already defined in the existentBEPs. It is also recommended to determine a schedule for information exchanges necessary toimplement the BIM Uses and to document all the important timeline information, including the projectmilestones and their duration, being that these procedures are according with the project managementbest practices.Although defining the project milestones give to the project some control, there should exist moreinformation about when the project owner should be informed and how to deal with delays, which willgive a better control of the schedule.4.4-Comparison of Cost Management in PMI and BEPCost Management is not a concern in BEP, providing only a BIM Use, that if decided can be applied.Taking into account that BEP is just a plan, it doesn t make sense to discuss costs of the constructionyet. Although it can make sense to attribute a cost to the project by estimating the number of hoursnecessary to implement each BIM Use and by attributing a cost to the team hours.6
4.5-Comparison of Quality Management in PMI and BEPIn the BEP there is a description of how the deliverables should be controlled and by whom, with someexamples of quality checks that should be considered. In addition, it is indicated the time of the qualitycontrols but there isn’t any type of plan to deal with nonconformities, which are a part of every project.In general BEP only concerns the quality of the BIM files and, although there is an indication of whichchecks should be done and the admitted tolerances for the models, a better development of the typesof files that need to be controlled should be done, for example by creating checklists.The BEP should contemplate some points of how to control the system quality and not only the BIMfiles, which could be done for example by defining some key performance indicators. This will help theteam to know if there are processes that need to be improved or to better define the admitted tolerancesof the project system.4.6-Comparison of Human Resource Management in PMI and BEPThe greater concern in BEP is how to manage the existent human resources, instead of acquiring newteam members. There are processes to identify and define project roles, responsibilities and the existingrelationships.The choice at the BEP is to rate the capabilities of the team on each BIM Use and then decide to use it,instead of developing the team to meet the demands. It should exist at this phase a plan of how todevelop the project members if necessary, in order to achieve the full potential of the BIM project.It doesn’t make sense to define at BEP procedures to acquire new teams as for that it should exist aprocurement guide prior to the development of the plan, being that this guide is a concern of eachproject s organization.4.7-Comparison of Communication Management in PMI and BEPThis is the most developed area in the BEP. There is plan of how to manage an appropriatecommunication by defining all the notations, the BIM contractual language, and by defining acommunication protocol and how the collaboration is done. In addition there is also a process to defineand control the information exchanges, its requirements and who is receiving and sending it and how.Processes and methods to control the communications also exist, as comparing the authoredinformation with the requested and defining responsible parties to each line item in an informationexchange.Although this area is well developed according with the processes of the communication managementarea, it can be improved by developing a responsibility assignment matrix (for example a RACI matrix)for each activity necessary to implement each BIM Use and by defining a common data environment forthe BIM implementation.7
4.8-Comparison of Risk Management in PMI and BEPAlthough there is at the BIM Use selection worksheet a section where the team has the opportunity toidentify the risks associated with each BIM Use, there is no identification at the BEP of the risks of theproject, and taking into account that every project has its risks, there should be more guidelines at thispoint of how to analyze the risks and how the team should respond to them, including a more quantitativeway of assessing the risks that each BIM Use helps mitigating.4.9-Comparison of Procurement Management in PMI and BEPAt BEP there is almost no information about procurement, which make sense as the BEP is a plan toimplement BIM on a project. Procurement should be analyzed at a procurement guide before the BEPis created, and they should be the concern of each project organization.4.10- Comparison of Stakeholder Management in PMI and BEPIn the BEP the Stakeholders are identified as well as their requirements and representatives. Thecontact information is exchanged simplifying communication and working in a collaborative manner.Although there is an indication that the reunions and phases should be completed with the stakeholdersto better engage them, there is almost no information about mapping and controlling the stakeholders’engagement, and how to create plans and strategies to allow that. This should be improved in order toenhance the project communication and ojectManagement Best PracticesThe proposed BEP enables the project team to develop a BIM implementation strategy, by addressingthe necessary BIM Uses to deliver throughout the project and by helping the project team to deal withthe different areas related to project management. The BIM execution plan described throughout thischapter presents an implementation guide comprised of 12 categories of information:1. Overview and scope of the project: When initiating the BIM Execution Plan the leading teamshould integrate the organizations involved on the project, defining their methods and ways ofwork as well as the BIM objectives and project initial requirements. At this phase of the BEP itshould be documented the product scope description, the acceptance criteria, the projectexclusion, constraints, and assumptions as the PMBOK suggests;2. Project information: The second phase of the proposed BEP is the description of the projectinformation for future reference throughout the building s lifecycle, which is an integrated part ofthe project reference information from the key aspects of the BIM execution plan. There shouldbe included information relating to the general information of the project, to the schedule andcost of the project and to the inherent risks;8
3. Stakeholders’ information: The main objective of this phase is to create methods to influencethe stakeholders to have the best impact possible within their possibilities, taking into accountthat while some stakeholders have the power to influence the project, others are more limited.In order of doing it the team should find the best way of communicating with the stakeholders,to understand their expectations, managing conflicts and to be able to adopt the appropriatestakeholder engagement at each project phase and project decision. Therefore, it is essentialto identify, analyze, characterize, and find strategies to engage the different stakeholders thatexist on the project;4.Project goals/BIM Uses: Once defined the project information and the necessary informationabout the project s stakeholders the planning team should perform a detailed analysis of theproject s main goals and the necessary actions to achieve them with the appropriate BIM Uses.The BIM Uses should be identified as early as possible, to be possible to create appropriatemodels for the uses. This point of the BEP is one of the most important and very specific to BIMrelated projects;5. BIM positions, responsibilities and training actions: Once the project goals and BIM Usesare decided the team should define the roles in each organization and their specificresponsibilities, helping the team members to know what are their roles on the project.Along with the defined BIM positions it should be registered who is responsible for implementingthe BIM Uses and developing the models, being that advance planning around which modelswill need to be created during the different phases of the project, and predetermining the contentand format of models as much as possible will help the project run more efficiently and costeffectively during every phase (Indiana University, 2012).In addition, at this phase, it should bedecided which training actions should be prepared thorough the project to increase thecompetencies and capabilities of the teams to optimize the performance of the project;6. BIM process mapping: After each BIM Use and the organizations responsible for theirimplementation are identified it is necessary to understand and organize the implementationprocess for each BIM Use and for the project as a whole. This is a method to illustrate theexecution process, by representing through the use of process maps the workflow andinteractions between the BIM Uses. In addition there should also exist maps that documentmore detailed process maps with the activities necessary to implement a BIM Use, as well asthe responsible stakeholders for their implementation;7. Information exchanges requirements: At this phase of the BIM execution plan the teamshould define the information exchanges necessary among the BIM Uses and to a successfullyBIM implementation. The information exchanges should be defined after the BIM overviewprocess map and detailed process maps are completed, where it is documented what, whenand from whom information exchanges are required;To effectively define the information exchanges the team should define the model elementbreakdown structure, the minimum information requirements of the selected BIM Uses and theirclassification according to the LOD specification, the information exchange requirements andthe model delivery schedule of information exchanges;9
8. Collaboration procedures: The good communication and collaboration between the teammembers and the stakeholders is essential for effectively implement BIM. At this phase thereshould documented the electronic and collaboration activity procedures. It includes how it willbe established the common data environment, the meeting schedules and agendas, and themodel management procedures as the file permissions and access rights;9. Quality management: At this phase the team should plan the quality management to guaranteethe quality of the project. The team should invest in the quality of two main points, the first is theproject management related topics (cost, process, time, satisfaction of the client, among others),and the second is the quality of building designs according to what BIM-based design currentlyenables, which means that there should be a control of the BIM files and of the accuracy of themodels. In addition there should also be defined how the nonconformities are going to be treatedand how changes are managed;10. Technological infrastructures: It is important for the planning team to ensure that there iscompatibility between the technological infrastructures of the stakeholders to avoidmisconceptions relating software incompatibilities or insufficient hardware power. Therefore atBEP there should be defined the hardware and software infrastructures needed to implementthe BIM Uses;11. Model Structure: To support the collaborative process and the good implementation of BIM itis essential to have a good folder structure organization of the interactive platform and acoherent file naming. This also becomes important to ease the accurate and fast search ofinformation, and to know what information is the most up-to-date. Therefore the team shoulddocument the folder, model and file naming structure, the measurement and coordinatesystems, and the BIM and CAD standards;12. Project deliverables: To implement BIM is essential that each member of the project teamunderstands the expected deliverables and their respective roles and therefore they should bedocumented.6-ConclusionsThe use of the Building Information Modelling has been increasing on the construction projects, in spiteof the implementation of this methodology being a total shift of paradigm that involves some difficultiesof implementation, being a complex project that implicates the integration and coordination between allproject parties. Therefore, and evermore, it is necessary to create plans for the implementation anddevelopment of BIM, in a way that the coordination and responsibilities of a project are defined from thebeginning of its lifecycle.Some of the dissertation s objectives were not only to demonstrate that the project management bodiesof knowledge can improve and be integrated in a BIM implementation but to contribute with animplementation plan of BIM as well, in order to assist the Portuguese companies incorporating the BIMmethodology on a project. The suggested plan is made of twelve categories of information.10
The main conclusions drawn after the completion of the work were: There are already some well-developed BIM Execution Plans with the most needed informationfor the implementation of BIM, being that the most developed BEP was considered to be theBIM Execution Planning Guide; In the development of the BIM Execution Plan, the project leading team is referred multipletimes, showing that the leading team is essential to guarantee the good integration andcollaboration between the involved stakeholders. It is also demonstrated that evermore theleading team should understand the project as a whole and be multidisciplinary in order tounderstand the multiple subjects and developed processes at the plan, maximize thecollaborative word and guarantee the project success; When comparing the PMBOK with the BIM Execution Panning Guide it is evidenced that mostof the project management areas of knowledge have already some of the processes and bestpractices applied. However, it is also shown some space for improvement in most of the areas,being that the only exception is the procurement management area and it is only because thisarea should be the concern of each individual enterprise and not of the BEP itself. So it isevidenced that the BEP can be better implemented when the project management bestpractices are taken into account; Stakeholders are a crucial part of every project, being that their support can mean the differencebetween success or failure. The existing BEPs identify them and their requirements, however,with the analysis of the project management practices it could be implemented methods toengage and influence the stakeholders to make the best possible impact. This analysis will allowa better integration and collaboration between the stakeholders and project teams, which meansan improvement of the collaborative process and consequently the improvement of the BIMimplementation;11
7-ReferencesAkintoye, A. (2012). Construction innovation and process improvement. John Wiley and Sons.Aouad, G., Cooper, R., Fu, C., Lee, A., Marshall-Ponting, A., Tah, J., and Wu, S. (2005). nD modelling–a driver or enabler for construction improvement. RICS Research paper series, 5(6).Arayici, Y., and Aouad, G. 2010, 'Building information modelling (BIM) for construction lifecyclemanagement', in: Construction and Building: Design, Materials, and Techniques, Nova SciencePublishers, NY, USA, pp. 99-118.Azhar, S., Nadeem, A., Mok, J. Y., and Leung, B. H. (2008, August). Building Information Modeling(BIM): A new paradigm for visual interactive modeling and simulation for construction projects. In Proc.,First International Conference on Construction in Developing Countries (pp. 435-446).Bryde, D., Broquetas, M., and Volm, J. M. (2012). The project benefits of building information modelling(BIM). International Journal of Project Management, 31(7), 971-980.CIC (2011). BIM Execution Planning Guide - Version 2.1. The Computer Integrated ConstructionResearch Program, July, The Pennsylvania State University, University Park, PA, USA.Fisher, J. (2011). BIM Technology Briefing Steering Committee. BIM Execution Plans. Retrieved From:http://www.advsolinc.com/pdf/events/StLouis BIMExecutionPlan.pdf. Accessed March 2015.Hergunsel, M. F. (2011). Benefits of building information modeling for construction managers and BIMbased scheduling (Doctoral dissertation, Worcester Polytechnic Institute).Howard, R., and Björk, B. C. (2008). Building information modelling–Experts’ views on standardizationand industry deployment. Advanced Engineering Informatics, 22(2), 271-280.Isikdag, U., and Underwood, J. (2010). Two design patterns for facilitating Building Information Modelbased synchronous collaboration. Automation in Construction, 19(5), 544-553.PMI. (2013). A Guide to the Project Management Body of Knowledge (5th ed.). Pennsylvania USA:Project Management Institute.Succar, B. (2009a). Building information modelling framework: A research and delivery foundation forindustry stakeholders. Automation in Construction, 18, 357-375.Teicholz, P. (2013). Labor productivity declines in the construction industry: causes and remedies(Another look). AECbytes Viewpoint.12
Thomassen, M. (2011). BIM and Collaboration in the AEC Industry. Master of Science in Engineering Management in the Building Industry, Aalborg University, Department of Mechanical and ManufacturingEngineering.Travaglini, A. (2014). Building information modeling (BIM) and project management: a stakeholderperspective. Guidelines for the successful implementation of BIM.13
Plans (BEP), like the AEC BIM Protocol Project Execution Plan (AEC-UK 2009) or the BIM Execution Planning Guide (CIC, 2011), with the identified key aspects it can be concluded that most of the identified features are in accordance, however BIM Execution Planning Guide (CIC, 2011) is the
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