Project Control Using BIM PDF

PROJECT TIME AND COST CONTROL USING BUILDING INFORMATION
MODELING
A Thesis
Submitted to the Graduate Faculty
of the
North Dakota State University
Of Agriculture and Applied Science
By
Dalu Zhang
In Partial Fulfillment
of the Requirements for the Degree of
MASTER OF SCIENCE
Major Department:
Construction Management and Engineering
November 2012
Fargo, North Dakota

North Dakota State University
Graduate School
Title
Project Time and Cost Control Using Building Information

Modeling
By
Dalu Zhang
The Supervisory Committee certifies that this disquisition complies with
North Dakota State University’s regulations and meets the accepted standards for
the degree of
MASTER OF SCIENCE
SUPERVISORY COMMITTEE:
Dr. Z. Jerry Gao

Chair
Dr. Darshi DeSaram

Dr. Jun Kong
Approved:
August 8, 2013 Yong Bai

Date Department Chair
ABSTRACT
Although the construction industry has been evolving for centuries and researchers
have been seeking innovative solutions for decades, diverse challenges still exist for
making the construction process faster, safer, cheaper, and more accurate. However, it is
now believed that Building Information Modeling (BIM) can lead to greater efficiency
through the incremental collaboration. The data in BIM system are extremely useful and
can be generated to optimize the project delivery processes. Because BIM increases the
design cost and requires a big learning curve, project participants are all concerned about
the project cost, hindering the adoption of BIM for the project delivery.
This thesis, using a case study, describes how BIM functions to help cut costs,
optimize the schedule, and benefit all project participants. The analysis of project cost and
time control focuses on the life cycle. The recommendations for the future use of BIM are
made generally.
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ACKNOWLEDGEMENTS
Looking back to my accomplishment with this thesis, I have received much help
and encouragement from a large number of individuals. I would like to thank Dr. Jerry Gao
for his guidance as a mentor, colleague, and friend. I would also like to thank my thesis
committee members, Dr. Charles McIntyre, Dr. Darshi DeSaram, and Dr. Jun Kong for
their assistance and time devoted to my education.
I would also like to thank the R.L.Engebretson group for providing me with data
about the case study developed in the thesis. Thanks to Judy Neubauer, architect of the
company, for meeting with me and answering my questions.
Special thanks to my friend, Cuiyuan Lu, for always being there and encouraging
me, not forgetting other friends who share ideas with me and give me strength to fight
against difficulties.
Finally, I thank my parents for supporting and understanding me throughout my
studies at North Dakota State University.
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TABLE OF CONTENTS
ABSTRACT.......................................................................................................................... iii
ACKNOWLEDGEMENTS .................................................................................................. iv
TABLE OF CONTENTS....................................................................................................... v
LIST OF TABLES .............................................................................................................. viii
LIST OF FIGURES .............................................................................................................. ix
LIST OF ACRONYMS ......................................................................................................... x
1. INTRODUCTION ............................................................................................................. 1
1.1. Project Management ....................................................................................... 2
1.2. Project Time Control ...................................................................................... 3
1.3. Project Cost Control........................................................................................ 4
1.4. Evolution of Computer-Aided Design and Construction ............................... 5
1.4.1. From 2D to 3D ......................................................................................... 5
1.4.2. 4D............................................................................................................. 6
2. BACKGROUND ............................................................................................................... 8
2.1. Concept of BIM .............................................................................................. 8
2.2. Applications of BIM in Project Management ................................................. 9
2.3. BIM Tools ..................................................................................................... 11
3. PROBLEM STATEMENT .............................................................................................. 12
3.1. Low Productivity .......................................................................................... 12

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3.2. Construction Rework .................................................................................... 13
3.3. Design Process .............................................................................................. 13
3.4. Complicated Scheduling and Cost-Control Work ........................................ 14
3.5. Demanded Solutions ..................................................................................... 15
4. RESEARCH METHODOLOGY .................................................................................... 17
4.1. Research Methodology ................................................................................. 17
4.2. Thesis Organization ...................................................................................... 18
5. CASE STUDY AND DISCUSSION............................................................................... 19
5.1. Project Overview .......................................................................................... 19
5.2. Model Analysis and Discussion.................................................................... 21
5.2.1. BIM Process ........................................................................................... 21
5.2.2. Real-Time Access Design ...................................................................... 21
5.2.3. 3D Visualization .................................................................................... 23
5.2.4. Information Integration .......................................................................... 28
5.2.5. Communication and Workflow ............................................................. 33
5.3. Model-Based Cost Estimating ...................................................................... 35
5.4. Optimization of Time Schedule .................................................................... 36
5.5. Major Challenges and Corresponding Solutions .......................................... 40
5.5.1. Learning Curve ...................................................................................... 40
5.5.2. Access/Update Coordination ................................................................. 41

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5.5.3. Database Maintenance ........................................................................... 41
5.5.4. Prefabrication ......................................................................................... 42
6. SUMMARY AND CONCLUSION ................................................................................ 44
7. LIMITATIONS AND FUTURE WORK ........................................................................ 46
REFERENCES .................................................................................................................... 47
APPENDIX A. MODEL SNAPSHOTS AND SHEET INDEX ......................................... 51
APPENDIX B. COLUMN MATERIAL TAKEOFFS ........................................................ 63
APPENDIX C. WALL SCHEDULE .................................................................................. 65
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LIST OF TABLES
Table Page
1. BIM Software .......................................................................................................... 11
2. Project Information Overview ................................................................................. 20
viii
LIST OF FIGURES
Figure Page
1. Construction and Non-Farm Labor Productivity Index, 1964-2003. ...................... 12
2. View of the Retail Center. ....................................................................................... 20
3. BIM Process............................................................................................................. 22
4. Wall Example. ......................................................................................................... 23
5. Scheels Retail Center-3D View. .............................................................................. 24
6. Scheels Retail Center: East View. ........................................................................... 25
7. Scheels Retail Center: North View. ......................................................................... 25
8. Scheels Retail Center: Top View. ............................................................................ 26
9. BIM Process vs. Traditional Process. ...................................................................... 27
10. Define a Door in Revit. ............................................................................................ 29
11. Door Properties in Revit. ......................................................................................... 30
12. Properties of a Bolt in Revit. ................................................................................... 30
13. Main Floor Plan. ...................................................................................................... 31
14. Part of Column Material Takeoffs. .......................................................................... 32
15. Wall Material Takeoff Drawing Sheet..................................................................... 32
16. Relationships Based on BIM. .................................................................................. 34
17. Wall Material Takeoffs in Microsoft Excel. ............................................................ 36
18. Dialog of Creating a New View in Revit................................................................. 38
19. Dialog of Creating a New Schedule View in Revit. ................................................ 38
20. Dialog of Schedule Properties in Revit.................................................................... 39
21. Part of Wall Schedule. ............................................................................................. 39
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LIST OF ACRONYMS
2D………………Two Dimensional
3D………………Three Dimensional
4D………………Four Dimensional
AEC……………Architecture, Engineering and Construction
BIM…………….Building Information Modeling
CAD....................Computer-Aided Design
CII………………Construction Industry Institute
CPM……………Critical Path Method
CURT…………..Construction Users Roundtable
FTP......................File Transfer Protocol
GC.......................General Contractor
GDP.....................Gross Domestic Product
IT……………….Information Technology
LEED...................Leadership in Energy and Environmental Design
MEP.....................Mechanical, Electrical, and Plumbing
NIBMS.................National Building Information Model Standard
ODBC…………..Open Database Connectivity
PM……………....Project Management
QA/QC…………..Quality Assurance/Quality Control
RFI.......................Request for Information
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1. INTRODUCTION
The architecture, engineering and construction (AEC) industry is the largest
industry in the United States and is even one of the largest in the world accounting for one-
tenth of the world’s gross domestic product (GDP) (Murie, 2007). It is also known as a
low-tech and low-efficiency industry (Gallaher, O'Connor, Dettbarn, & Gilday, 2004). It is
common that a business can keep running because it makes profits; there is no exception in
the AEC industry. One purpose for people delivering construction projects is to achieve
economic targets, but there is nothing to guarantee that a profit is going to be made.
Project-based businesses have to go through a variety of challenges in order to survive.
While these challenges vary for the diverse projects involved, all endeavors strive to
complete the projects within time and budget. In the history of construction, numerous
large construction projects have been plagued by cost overruns and schedule delays. A
comprehensive study of cost overrun reported that almost 90% of public-work projects had
problems with cost overruns (Flyvbjerg, Holm, & Buhl, 2002).
According to Baccarini, a successful project should meet not only the quality output
standards, but also time and budget objectives (Baccarini, 1999). Westhuizen also stated
that “within time”, “within budget” and “according to requirements” are three main
objectives to complete a project successfully (van der Westhuizen & Fitzgerald, 2005). The
main barriers to overcome are the uncertainties in the project environment. Project
management such as, planning, scheduling, and estimating, is believed to be an effective
approach to forecast the contingencies, which, furthermore, can improve project and
company profitability.
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1.1. Project Management
Project management, as defined in Wikipedia, “is the discipline of planning,
organizing, securing, managing, leading, and controlling resources to achieve specific
goals” (Wikipedia). Its function is to assure the accomplishment of project objectives, in
other words, to assure project profits (Nielsen, 2006). The purpose of project management
is to predict as many dangers and problems as possible to insure a successful project (Lock,
2004). According to R.A. Yamin and D.J. Harmelink, to accurately plan, predict and
control the construction process is critical for the successful project management
(Harmelink & Yamin, 2001). They also recommended that schedules should always be
used by project managers (PM) to perform their work.
Time, cost and quality are the three elements that are considered in the process of
project management. In fact, they are not separate elements, but are tightly connected.
When estimating the cost of a given project, the standards of quality and time required to
complete it have to be considered. Likewise, to pursue a high level of quality, a certain
amount of time and cost have to be contributed. In this thesis, the research focuses on time
and cost.
Time and cost management for a construction project have been the most important
issues since the advent of the construction industry. Various factors are involved in the
uncertainty of project development. Many efforts have been made to integrate schedule and
cost in construction projects, leading to the development of various integration methods
and models in several studies. The following sections include a literature search and
discuss related areas for a project’s time and cost control.
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1.2. Project Time Control
Time for the performance of a construction project is usually a particularly
important consideration for the parties involved. However, it is very common that projects
are seldom completed on time (Nassar, Gunnarsson, & Hegab, 2005). To minimize the
disparity between the real practice and the original plan, a lot of researchers are dedicated
to search for solutions. Currently, a number of tools regarding time control exist, some of
which differ for their functions, and some of which are only designed for certain projects
(Harmelink & Yamin, 2001). Researchers are still looking for a more integrated tool to
unify the standards
Critical path method (CPM) networks and bar charts are two basic approaches used
to lay out the project schedules. The CPM schedule is mainly used from the beginning of
the planning phase to the end of the project. It shows the logical relationships between
project activities in the form of network diagrams, which can give the user a conceptual
idea about how to carry out the project. However, Nassar, Gunnarsson, and Hegab (2005)
pointed out that the CPM scheduling is still lacking realistic expectation regarding actual
performance. Kim and de la Garza (2003) also stated the reason that CPM overlooks the
limitation of resources in practice. Koo and Fischer (2000) associated the drawings with the
related activities for presenting the schedules, which showed the importance of using two-
dimensional (2D) drawings when planning.
Therefore, as more information is considered when planning, the more closely the
plan will be to actual practice. The theory is true, but it will lead to another challenge: how
to put all the information together. Although a lot of tools are used in traditional processes,
no one can carry all the information. Furthermore, linkage between tools can be another
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issue, which sometimes may become the communication barrier because many parties are
involved with a project.
1.3. Project Cost Control
Proper cost control is also a vital ingredient for a successful project. The first step
of cost control is to identify the factors that affect project costs. The existing factors can be
divided into two major categories: quantitative factors and qualitative factors. Currently,
the AEC industry researchers have given many efforts to develop techniques that only
consider quantitative factors and ignore qualitative factors such as “client priority on
construction time, contractor’s planning capability, procurement methods and market
conditions including level of construction activity” (Elchaig, Boussabinaine, & Ballal,
2005, page 539-540).
Due to a great number of factors that need to be considered, it is difficult to predict
the exact cost to complete construction projects (Gould, 2004). It is common to see that the
final project cost is higher than the budgeted cost. It was reported that a cost overrun is one
of the main problems in the AEC industry (Reina & Angelo, 2002). Peeters and Madauss
(2008) stated the biggest cause of cost overruns is inaccurate estimation at the beginning of
a project.
An estimate is a general evaluation of the future project cost, and the budget
represents the amount of money that the stakeholders would like to invest. The more
accurate the estimate is, the closer the budget is to the actual cost, which means the profit is
closer to what the project participants expect.
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1.4. Evolution of Computer-Aided Design and Construction
1.4.1. From 2D to 3D
Currently, the AEC industry is facing enormous technical and institutional
transformations with their resulting difficulties and challenges. One very important
instrument to such change is the use of information technology and the application of
sustainable practices. The advanced technology has simplified the project delivery in many
ways: computerized design, electronic communication networks, electrical project
documentation, etc. Productivity has been highly improved compared to the past.
A 2D CAD approach, such as AutoCAD, has been adopted as the main design tool
in the AEC industry. Designing on paper drawings is really complicated and requires the
high-level skills of drafters. Because the CAD age is taking over, there are no such
requirements for hand drawings any more, and the revision of work also becomes much
easier. With the introduction of innovative and more efficient construction techniques,
equipment, materials, management initiatives, and project delivery methods (Pena-Mora &
Park, 2001), the AEC industry has improved remarkably over the last few decades.
Meanwhile, more complex construction projects become possible.
However, CAD is only for electronic drafting, and the lack of diverse information
has limited its development. Most people involved with construction projects believe that
the only use of 2D instructions is an imperfect method of planning and managing complex
projects. With traditional processes, projects are mainly managed based on the drawings,
plans and specifications. These resources provide the layout of building components and
the scope of construction activities (Benjaoran & Bhokha, 2009). Then, PMs have to
mentally generate 3D building models from these 2D resources and to associate these 3D
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building models with construction schedules. In this process, people use 2D information to
communicate, and the 2D information helps form 3D visualizations in each person’s mind
which is his own understanding of the information. Then every time the information moves
between individuals, it requires a 2D-to-3D translation, until the information finally needs
to be visualized correctly by the person who constructs the project. These steps may allow
oversights and errors to go undetected until it is too late to address them effectively.
1.4.2. 4D
Most people in construction believe that only using 2D instructions is an imperfect
method for planning and managing complex projects. Thus, it requires the project manager
to have a strong background and a long time of spatial-time analysis to redraw the
construction process in his mind. This high requirement has become an obstacle for
understanding and controlling construction schedules. However, it is important to ensure
that all project participants involved to exactly understand the entire process and schedules
in an accurate and timely way.
In such cases, an integrated model is needed. The model should be able to facilitate
efficient planning by integrating the schedule and cost, and easily control both schedule
and cost. The emergence of 3D CAD software simplifies the use of 3D graphical models in
construction projects, which can directly provide a project visualization before it is
constructed. These models are used to resolve constructability problems, conduct interfere
problems, and to perform scheduling and hazard analysis. Koo and Fischer (2000) linked a
3D model to a schedule to create a 4D model, which showed great usefulness for
interference analysis and space conflict identification. The 4D models can not only
represent the project in a 3D CAD environment, but can also connect the objects of models
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with their corresponding schedule. It is like watching a manual made in a movie for
building a house. Chau, Anson, and DeSaram (2005) also successfully developed a 4D
model for site utilization to demonstrate its impact on efficiency. However, this concept of
4D modeling has just begun, and it still needs more research to identify its potential value,
and more practical use to testify its application.
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2. BACKGROUND
This chapter discusses the concept of Building Information Modeling (BIM), and its
functions and role are introduced. Current BIM software is also discussed mainly focusing
on the project-management needs.
2.1. Concept of BIM
Referring to the National Building Information Model Standard (NBIMS), BIM is
defined as “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” (Smith & Edgar,
2009). Thus, BIM is a concept for a series of techniques that enable the process and
practice of virtual design and construction through the project life cycle.
BIM is primarily a three dimensional (3D) digital representation of a building. The
model consists of 3D animation of actual building components, which also carry the
projection information including the physical location of components, materials,
manufacturers, structures’ fire rating, etc. From the first element put into the model, the
properties are well defined and will always stay in the model. In addition, the models also
form a platform for project participants to share knowledge and to communicate. The
process of BIM is to develop models involving information management.
This new technology has been implemented by AEC firms because the productivity
gains and long-term benefits compared to existing practices are evident. BIM technology is
taking the architecture and design industry by storm. As early as 2005, design programs
across the globe began to investigate BIM, and many decided to add this event to their
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curriculum. In 2007, it was reported that the number of licensed seats of AutoDesk Revit
had grown from 100,000 to 200,000 worldwide (AutoDesk Press Releases Archive, 2007).
The development of technology has promoted the evolution of the AEC industry, but
whether new techniques can satisfy the industry’s desire still requires further proofs. Of
course, as more people learn about BIM, this number will keep growing faster, which
indicates that the AEC industry is firmly heading in the BIM direction.
Experience shows that there are many questions that need to be answered before
BIM could be implemented for a project. What is the purpose of using BIM? What type of
relevant information is required in the model to provide value to each project participant?
Who is going to develop, update, and maintain the BIM? Does the modeler have enough
expertise to update the work? How many models will there be? Are these models going to
be interoperable? How is the BIM going to be shared? What BIM tools are going to be
used? Is the contract language conducive to the use of BIM in the project? Although the
concept of BIM is already accepted in the construction field, its application and potential
value need much more research.
2.2. Applications of BIM in Project Management
BIM is not a kind of software, but is a new concept which can improve the quality
and efficiency of every link in the AEC industry chain. Lately, practitioners are embracing
new modes of interdisciplinary information sharing and are focusing on one emerging and
fast growing concept: BIM. Because BIM enables users to have an overview of the
physical and functional characteristics of a building from 3D visualization and allows
information to be shared among the designers, architects, engineers, contractors,
subcontractors, and others, the BIM use can benefit all the stakeholders involved with the
9
design, construction, ownership, and operation of buildings all through the project life
cycle. In this section, the main BIM functions for project time and cost control is
introduced, and the application is explained. BIM is a great visualization tool. It provides
three-dimensional virtual representations of the building. During the project’s bidding
phase of the project, the construction manager can provide renderings, walkthroughs, and
sequencing of the model to better communicate the BIM concept in a 3D format.
Visualization provides a detailed outlook of the final product. By working on the
same model, users can have a common understanding of the project. It takes away the
thought process of bringing the different traditional 2D views together to create the 3D
view. BIM techniques simplify the preparation of mock-ups, such as building envelopes or
building components. Virtual mock-ups can be provided to the designer and the owner
during project meetings. The virtual mock-ups enhance the process of communication and
collaboration. The developers can use them to visualize, understand, and make decisions on
the aesthetics and the functionality of the space. The utility of mock-ups also promotes
planning and sequencing construction activities based on model components.
Virtual mock-ups are cost efficient in comparison to physical ones. By creating 3D
virtual mock-ups of complex building components, such as curtain walls, the architects can
quickly make decisions on design alternatives. The virtual mock-ups enable the architects
to work with contractors on constructability analysis, which reduces risk, saves time, and
solves potential design issues in advance of construction. Physical mock-ups may not be
fully replaced because they are still required if the members need physical testing. Hence,
virtual mock-ups could become a good standard to initiate the mock-up process and an
actual mock-up may be necessary after the virtual mock-up is approved.
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2.3. BIM Tools
As the BIM concept spreads, a great number of tools are developed to achieve its
perspectives. These tools vary depending on the end user, the use purpose, and the
construction stage at which they are used. Table 1 shows the main BIM software used for
construction management. Some of these software is designed to collect as much
information as possible, while others are developed for special purpose depending on the
user’s needs. However, adopting BIM techniques involves much more than simply
switching to its supporting software. The basic function of BIM is to enable 3D modeling
and information management. Supporting by the software, BIM will lead to a unified
system consisting of all interacting parts.
Table 1. BIM Software
Product Name Manufacturer Primary Function

Navisworks Manage AutoDesk 3D model-based design and clash detection
Dynamic coordination between models and
Bentlay Navigator Bentley
disciplines
Gehry Full featured suite: design, review and
Digital Project Suit
Technologies information management
Solibri Model
Solibri Quality Assurance/Quality Control (QA/QC)
Checker
Synchro
Synchro Ltd. Scheduling system and planning simulations
Professional
Tekla Structures Tekla 3D structural modeling and detailing
Various 3D model analysis for coordination,
Vico Office Vico Software
scheduling and estimating
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3. PROBLEM STATEMENT
3.1. Low Productivity
Acknowledged as having low-productivity, the AEC industry is declining
progressively and will continue the decline if traditional processes remain unchanged.
Figure 1 (Teicholz, 2004) describes the productivities of construction and non-farm labor
from 1964 to 2003. It indicates that the construction productivity decreased through those
decades while the productivity of non-farm labor kept rising. This trend is extremely
alarming and indicates that the traditional project delivery processes no longer fit the time
as the whole world is moving forward.
Figure 1. Construction and Non-Farm Labor Productivity Index, 1964-2003.

Source: U.S. Dept. of Commerce, Bureau of Labor Statistics.
There are various factors that cause a loss of productivities, such as, weather,
unexpected disruption, congestion and unavailability of manpower. Many researches have

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been done on these and other factors (Thomas & Npolitan, 1995; Dai, Goodrum, &
Maloney, 2009; Jarkas, 2012). Changes have to be made to the AEC industry to avoid
being eliminated. More productive methods for project delivery method should be
developed. Currently, a lot of efforts have been focused on the support of advanced
technology.
3.2. Construction Rework
Construction projects often experience time and cost overruns, most of which are
usually caused by construction rework. Rework has been defined as: "The unnecessary
effort of re-doing a process or activity that is incorrectly implemented the first time" (Love
& Edwards, 2004). According to the research engaged by Construction Industry Institute
(CII), the direct costs caused by rework ranges from 0.5% to 19% of the total project costs
(CII, 2005).
Rework can have severe consequences, such as cost and time overruns. Besides
these direct consequences, there might also be indirect consequences, such as stress, de-
motivation or loss of future clients. Therefore, rework must be considered a significant
factor affecting cost performance in the construction industry. Rework events can have
many different origins, and for this research they have been categorized into four
categories: changes, errors, omissions and damages. This thesis focuses on how to use BIM
to reduce the rework due to changes, errors, and omissions.
3.3. Design Process
It is true that the AEC industry has moved to the CAD stage. With this advanced
technology, the AEC industry is brought to a higher level: the design process is simplified;
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data can be conveniently stored and shared; the quality of drawings is improved; etc.
However, the contradiction between the architect and constructor, as before, remains
unresolved. Frequently with building projects, some special parts are non-constructible.
Even if they could be completed, the cost is very high. With CAD, this issue is
unpredictable at the design stage. Once these issues are encountered in the construction
process, contractors have to submit their request for information (RFI) and then wait for the
engineers’ response. If the RFI is processed, change orders are issued to let the contractor
continue construction work according to the revised drawings and specifications. Every
time the above process happens, additional time and/or cost is incurred. Meanwhile, since a
lot of organizations are involved in this process, productivity is also affected because of
ineffective communication and coordination. Therefore, the current AEC industry lacks a
more effective approach to optimize its design process.
3.4. Complicated Scheduling and Cost-Control Work
The AEC industry consists of many separate layers, and the amount of information
a construction project contains is tremendous. Project time and cost are the two main
elements that concerns all stakeholders. These elements are vital to the project, and they
can be the basic foundation for decision-making, collaboration, procurement, etc. The
accuracy of the information source determines where the project goes.
Cost estimation for construction projects usually starts with quantification, which is
a time-consuming and high-pressure process. Estimators produce the cost estimate
following these steps: (1) identify quantitative data used for estimating according to project
drawings and specifications; (2) analyze data generated and (3) produce plans. In the
traditional approach, this process is primarily completed manually with a high possibility
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of human errors. The problem becomes even worse when preparing estimates for large and
complex projects. Obviously, the stakeholders do not want to spend their money and efforts
to obtain inaccurate results.
Problems may also be found at the end of the construction phase, or even after the
construction is done: well-furnished walls still need punching through to add attachments;
warning signs are hung all over the buildings to remind people be cautious; after a water
pipe blowout, it takes too long to go through the drawings to find the right valve; etc. These
issues are also the factors that increase project time and cost. Unlike earthquakes, or other
acts of God, such problems are evitable with thorough preparation. This challenge is still a
great issue that the AEC industry is currently facing. There is also a demand for a more
advanced tool to manage the building information throughout its life cycle.
3.5. Demanded Solutions
On the other hand, the technology that supports the AEC industry keeps growing,
but few companies have embraced this development very effectively. In today’s AEC
industry climate, the information world is at a point of transferring from two dimensional
(2D) systems to three dimensional (3D) systems. Many companies and organizations have
started investing and reorganizing to get involved in the implementation of 3D technology
as much as possible.
BIM is one of the 3D modeling solutions that is being given close attention. It
suggests that the best way to build and maintain a construction project is to create a digital
3D model that illustrates everything about the building, from its basic geometry to the
model number of its connecting bolts. Using BIM presents plenty of potential, and
researchers believe that this new technology will bring the AEC industry to a whole new
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generation. It was reported that almost “50% of the AEC industry is using BIM; 87% of
expert users are experiencing positive return on investment with BIM; 93% of BIM users
believe that more return can be achieved for the potential value of BIM” (Young, Jones,
Berstein, & Gudgel, 2009, page 4).
To make full use of BIM, significant changes need to be made to a project’s
traditional plan-build-operate life cycle. Because starting BIM increases the firm’s cost and
requires a big learning curve, owners, designers, and contractors are all concerned about
the project’s cost, which might limit the use of BIM from many perspectives of cost. It is
obvious and important to further investigate how a project’s time and cost can be impacted
by using the BIM process and technology.
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4. RESEARCH METHODOLOGY
The main purpose of this research is to conduct a pilot and case study of using BIM
to help control the project’s time and cost. The objectives of this study are: (1) to examine
the benefits of using BIM for project time and cost control and (2) to study the challenges
of applying BIM to a case project during its life cycle. This project is being achieved by
introducing AutoDesk Revit Architecture (The 2009version was used in the study.) as the
BIM software to develop project control and by generating data from the case-study project
with a local architect and construction firm for discussion and analysis.
4.1. Research Methodology
This thesis was based on a case study to discuss the impact of applying the BIM
technique to project time and cost control. The BIM models were supplied by the architect,
and other project-related information was obtained and organized through meetings with
architects. The methodology used basically contained a (1) literature review and (2) case-
study model analysis.
First, a literature review was conducted mainly considering the approaches of
project time and cost control, and CAD and BIM applications. Basic concepts and current
methods of project time and cost control were reviewed and presented. Existing problems
that cause time and cost overruns in the AEC industry were described.
Then a local architect and construction management firm was consulted to work
together with a real project’s BIM model. The process and model were analyzed. Data
analysis based on the 3D models was conducted to illustrate how this new project delivery
17
method can help optimize a project’s time and cost control. Major challenges for the BIM
process were stated, and the solutions to address these challenges are also addressed.
In the end, the benefits of using BIM to deliver the project were highlighted.
Recommendations for the future use of BIM, in general, were made. The main barriers that
constrain the applications of BIM were also discussed.
4.2. Thesis Organization
The thesis is organized basically following the research methodology. Chapter 1
introduces project management. Chapter 2 summarizes the literature review conducted, and
new technologies including BIM and its applications are discussed. Chapter 3 explains
Problem Statement. The Research Methodology is described in Chapter 4. Chapter 5
reports the case study. A brief summary of the project information is presented. Major
challenges, solutions, features and applications are summarized in this chapter. Chapter 6
concludes the benefits of using BIM to deliver projects and makes recommendations for
the future use of BIM. Chapter 7 discusses the main barriers that constrain the development
of BIM as well as the limitations and future work. Case-study model data and information
are included in the thesis as appendices.
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5. CASE STUDY AND DISCUSSION
In this chapter, a case study is developed to discuss how the application of BIM
affects time and cost control in practice. The Revit model is studied to analyze the BIM
applications. Major benefits and challenges from the project are summarized.
5.1. Project Overview
The case project is to build a Scheels All Sports retail center in Springfield, Illinois.
Scheels Sporting Goods chain is the owner; R.L. Engebretson Architects serves as the lead
architectural design team. The original models and data studied in the case are all obtained
from R.L. Engebretson. Table 2 is a summary of the basic project information, and Figure
2 shows how the retail center will likely be rendered in AutoDesk Revit 2009. This project
is a two-story store which will include 90 specialty shops; a gift lodge; virtual golf and
shooting galleries; a 60-foot Ferris wheel; a giant aquarium; and a hall of presidents,
including an animated Abraham Lincoln. The site area is over 200,000 square feet. It is
planned as the anchor for a larger retail and commercial development at the south end of
the MacArthur extension at Interstate 72. In fact, the Springfield store is a new property for
the North Dakota-based chain of 23 stores.
R.L. Engebretson is the one of the first companies that is using the BIM process to
develop a project. The company is a full-service professional corporation offering
architectural, interior design, and construction management services with its corporate
headquarters in Fargo, North Dakota. It has a long business relationship with the Scheels
Sporting Goods chain. The following sections report the analysis and discussion of the
19
case-study project as a summary for the model data. However, much more information can
be found in the appendices attached to this thesis.
Table 2. Project Information Overview
Project Name Scheels All Spots Retail Center
Location Springfield, IL
Area 200,000 sq.ft.
Complete Date June 2011
Owner Scheels Sports Goods Chain
GC Sampson Construction
Architect R.L. Engebretson
Figure 2. View of the Retail Center.
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5.2. Model Analysis and Discussion
5.2.1. BIM Process

The BIM concept has already existed for a period of time. Interested people have
learned about plentiful benefits that it can bring. At the same time, some people are
confused about what the BIM process is, additionally what it can specifically do is still a
confusing question. In this section, further discussion about the impact of BIM to the
building project is given based on this project’s case study.
Figure 3 shows the basic BIM process of project delivery. The project usually starts
with the development of 3D BIM models. This stage is complex; during it the architects
design and test the models, back and forth until no more clashes are detected visually. At
that time, the coordinated BIM model is formed. Quantities can be extracted from this
model for estimating, scheduling, etc. During construction, BIM models are used for
directing, decision making and change management. After the project is finished, an as-
built model is prepared for future use, bringing the model to another project cycle. The
BIM models act as interactive connections to coordinate all project participants throughout
the design, pre-construction, facility management, and renovation project life cycle.
5.2.2. Real-Time Access Design

The BIM process first benefits the design team. With traditional design processes,
drawings for different views are completed separately. This method is a very time-
consuming and work-loaded process which also increases the possibility of conflicts. In
addition, if there is a change to one of the drawings, the architect will have to revise all of
the others. However, BIM has introduced new methods to improve the design process.
AutoDesk Revit, known as BIM software, is the main tool for design. Its diverse functions
21
offer a 3D parametric world, allowing the architect to build projects, and information about
the models is stored in its database.
BIM Setup
Architect
As-built BIM
BIM
Model
Modeling
Construction Coordinated
Model BIM Model
Figure 3. BIM Process.
An example is given to describe the design process for simply creating a 3D wall in
AutoDesk Revit Architecture 2009. The steps are as follows:
1) Open Revit Architecture 2009, create a new project;
2) Go to the Design Bar on the left side of the window, click on Wall, as shown in
Figure 4a;
3) Use cursor to finish drawing the wall. When moving the cursor, the dimension
of the wall is automatically shown (Figure 4b). However, this dimension is
editable after completing the drawing;
4) Once the wall is finished, it will be like the one shown in Figure 4c. At this
point, the 3D wall is completed, too. Go to the Tool Bar; click on 3D; and
Figure 4d shows up.
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Figure 4. Wall Example.
As described above, in Revit, to create the wall, one only needs to draw the shape
on one elevation, and the other elevation drawings are created simultaneously. Not only are
the walls done this way, but the entire BIM model is produced this way. This real-time
access supplies a dynamic environment where all architects for the same project can work
individually on their parts, and then merge the different parts of the work files together to
form the complete model. This process saves a lot of time in the design stage, and much
more work is achieved.
5.2.3. 3D Visualization
Visualization is the apparent benefit that users have with BIM. BIM models are
created by accurately simulating the actual project field. These models enable the users to
see the building before the ground is broken. This function is tremendously important for
23
all the project stakeholders because it can be difficult to visualize the structure from a stack
of 2D drawings.
Figure 5, Figure 6, Figure 7, and Figure 8 show the different views of the Scheels
retail center model created in AutoDesk Revit Architecture 2009. The parametric flexibility
offered in Revit is compelling. Unlike 2D applications, the views in BIM models are very
similar to the real world. Each model is visible both vertically and horizontally; one can
look over and under the models as well as from side to side without any other tools.
Furthermore, Revit also enables the users to virtually walk through the space and to view
the interiors and exteriors from a variety of angles prior to the start of any construction.
Thus, the 3D visualization provides the client with a directly accurate impression for how
the finished project would look.
Figure 5. Scheels Retail Center-3D View.
24
Figure 6. Scheels Retail Center: East View.
Figure 7. Scheels Retail Center: North View.
25
Figure 8. Scheels Retail Center: Top View.
In addition, the 3D environment in Revit makes it very convenient to carry out
conflict detection to identify the physical clash of building components. This function is
used mostly for structure and MEP installation, but can also be used to detect design
mistakes based on the 3D visualization. It is a common problem that design teams are
working under pressure to complete their work at the lowest price to remain competitive.
Shortcuts, which may cause design mistakes, are often taken. In traditional processes,
people have to go through complex procedures to locate the interferences during the design
phase. Otherwise, the mistakes remain hidden until problems are encountered when the
project is moved to the construction phase. With this circumstance, change orders are the
common way to keep the project moving. This process, inevitably, will affect the original
plan, resulting in overtime and extra cost. Therefore, the later conflicts are found, the
harder they are to control.
26
Figure 9 is a better illustration to show this issue. This figure is called the McLeamy
Curve (Construction Users Roundtable, 2004), where curve 1 represents the “ability to
control cost,” curve 2 represents the “cost of design changes,” curve 3 represents the
“traditional process,” and curve No.4 represents the “BIM process.” It is very clear that, as
the project moves through the stages, the ability to control project cost goes down, and the
cost to make changes increases. Compared with curve 3, most of the project costs for the
BIM process occurs at the beginning of the project cycle when it is easier to control cost
and less money is needed to make changes.
Figure 9. BIM Process vs. Traditional Process.
With the BIM process, the coordinated models allow users to check for design
conflicts and potential constructability issues among all the building systems at the front
27
end of a project from the office instead of at the job site. This way can drastically reduce
the number of change orders, save thousands of dollars in wasted effort, and accelerate the
build process and time to market.
5.2.4. Information Integration

The information silo and information gap, resulting in the lack of data-exchange
standards and information-integration mechanisms during the development of information
for the construction industry, have made it difficult for the exchange and sharing of
information during the different phases and different application systems, and have blocked
the application of information technology in the construction area. Therefore, it has become
a research direction and trend to construct the building life cycle management framework
and to develop an integrated information management system in order to enhance the
application level of information technology (IT) in the building industry.
The core essence of BIM is “I”, which represents the information that the BIM
models can carry. Unlike a 2D drawing, the 3D models created in Revit are not only simple
graphics of the future building; but they also record all data for a project throughout the
project life cycle. Each element input into the Revit model must be defined in detail. As
Figure 10 shows, when a door is created in Revit Architecture, its basic properties, such as
material, type, thickness, height, width, fire rating, etc., are defined. When the information
is input, the data are saved in the database corresponding to the component.
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Figure 10. Define a Door in Revit.
When using traditional processes, the design and construction teams are
disconnected. The architect creates a building component with 2D drawings, but when the
contractor reviews the drawings at the job site, a different one may form in his mind. To
minimize the probability of this error happening, BIM seeks to reconnect the information
and the people. Figure 11shows the detailed properties for the door created as well as its
3D view. This function gives all the viewers direct and highly detailed information. The
components can be as detailed as a small bolt used in the structures as shown in Figure 12.
The information is changeable according to the project plan anytime.
29
Figure 11. Door Properties in Revit.
Figure 12. Properties of a Bolt in Revit.
30
Meanwhile, the information in the database is not isolated by itself but linked with
each other. Therefore, if one item is changed, the other related items are automatically
updated. Likewise, the plans, drawings, specifications, takeoffs, etc. are all saved
electronically in the same database at the time they are created. They can all be generated
through relevant views. For example, Figure 13 is the main floor view; Figure 14 is part of
the column material quantity takeoffs; Figure 15 is the drawing sheet for the wall material
takeoffs. They are all automatically recorded in the database during the design process,
saving a large amount of time compared to the traditional process.
Figure 13. Main Floor Plan.
31
Figure 14. Part of Column Material Takeoffs.
Figure 15. Wall Material Takeoff Drawing Sheet.
32
The files carrying the building information can also be exported for other specific
purposes. The function of BIM and its supporting software make the information
transmission and storage highly efficient. Significantly, the information in the databases
stays with the building throughout its life cycle, meaning that even after the construction
the information can still be significant for future maintenance or other purposes.
5.2.5. Communication and Workflow

Today, standard practice is very disjointed. Each party is responsible for its own
element of the design, and each design change requires numerous documents to be revised,
checked and approved by at least one other party. This procedure is very labor intensive
and can cause significant project delays. A 3D computer model is an extremely useful tool
for communicating design ideas, recognizing construction conflicts, or supplementing the
fundraising campaigns. For this case project, the BIM models brought the stakeholders
together early in the conceptual design stage. Based on the same 3D models, all project
participants can finally understand each other better.
Figure 16 shows that BIM acts as a connection medium among the owner, architect,
contractor, and engineer. Through each link to BIM, these four parts are indirectly
connected. The collaborations between different parties are all achieved based on BIM.
BIM significantly improves information sharing and communication between the different
project parties, resulting in improved efficiencies and, therefore, substantial project
savings.
33
Figure 16. Relationships Based on BIM.
For this project the flow of information was entirely fluid throughout the design and
the construction process. Because the design team members used the BIM models in a
linked format, they were able to constantly coordinate on issues as they occurred and to
immediately confirm that changes were picked up in the model. Expectations for consistent
electronic and verbal communication were made from the outset. By interfacing with team
members and the client on a regular basis, the team was able to assess changes and make
any necessary updates to the model in a timely manner. This coordination amplified the
team’s ability to use the BIM modeling system to efficiently deliver their designs.
Throughout the design process, models were shared via a FTP site. This FTP option is also
34
be available at the job site, through a computer, so that this information and the model can
continue to be quickly accessed throughout construction.
5.3. Model-Based Cost Estimating
The first step of estimating is to identify the quantitative data that can be used
because the accuracy of the data collection method is extremely important for the plan’s
outcome. BIM offers a new way to record data as real building components. For example,
when all the properties of a window are defined in Revit, they are always grouped together.
This means that part of the model can be scheduled or quantified as the window is created,
which extremely decreases the amount of work for cost estimation.
Revit, as the design tool, automatically records and calculates the data input into the
program, carrying information about quantity, cost, and types. These data are not
independent. The function of Revit enables users to export data. For example, one can
export the material takeoffs in Revit, put them into a Microsoft Excel spreadsheet (Figure
17), and then send them to the cost estimator. The function of Revit enables users to export
them out. For example, one can export the material takeoffs in Revit, put it into a
spreadsheet, and then send it to the cost estimator. Besides the function embedded in Revit,
data can also be extracted with various tools, which are developed by a third party for to
extend the use of Revit.
Revit, as a platform, provides accurate data for project participants. As long as all
the data input into Revit are correct, Revit can process them without faults. Because Revit
runs all by itself to generate quantity takeoffs for cost estimation, the time spent by the
estimator on quantification as well as the possibility of human errors are significantly
35
reduced. The takeoffs generated in Revit can be used as the basis for cost estimating,
decision making, procurement, etc.
Figure 17. Wall Material Takeoffs in Microsoft Excel.
5.4. Optimization of Time Schedule
The application of the BIM process also improves the way engineers develop the
project schedule. To plan a project with BIM, a fourth dimension, time, is added to the 3D
model, forming the 4D model. This concept is still new to most people due to technical
challenges for its application, but the emergence of BIM has totally changed the situation.
The 4D scheduling model allows people to link components in the 3D BIM model to the
corresponding tasks and time. This represents a visual representation of a project timeline,
which again raises the probability to resolve conflicts before the construction of projects.
36
With the 3D building model linked to schedules, the project constructors can evaluate
various construction options off the job site.
There are also schedules stored in the Revit model; they specify the quantities of
components, such as wall length, wall area, and the numbers of doors/windows. In fact,
these schedules are also views. The following steps show how to achieve a wall schedule in
Revit:
1) In the opened Revit project, go to Tool Bar; find the View tab; click on New,
select Schedule/Quantities; this process is shown in Figure 18;
2) A dialog similar to Figure 19 opens. Revit supplies many categories for users to
select. Find Walls; click OK;
3) In this dialog (Figure 20), the properties of the wall schedule can be defined by
adding expected fields, and then, click OK to see the schedule (Figure 21).
The schedule created in Revit can be saved as views, and can also be exported for
other purposes. For example, the schedule for the windows is exported to Excel for the
manufacturer because, sometimes, they do not need drawings. Back to the 4D scheduling
model, various tools, such as AutoDesk Navisworks Manage, Vico Software, and Tekla
BIM sight, are available now to support this scheduling method as the technology grows.
37
Figure 18. Dialog of Creating a New View in Revit.
Figure 19. Dialog of Creating a New Schedule View in Revit.
38
Figure 20. Dialog of Schedule Properties in Revit.
Figure 21. Part of Wall Schedule.
39
5.5. Major Challenges and Corresponding Solutions
The researcher contacted the R.L Engebretson Group, and submitted requests to
using its BIM models. Once approved, the case study started with understanding the
models. The information sections helped the data collection and organizing. Detailed
discussion about the case study is presented in the following sections.
Through the information sections, major challenges during the application of BIM
were first found by the architects, and corresponding solutions for those problems were
addressed. They are summarized as follows.
5.5.1. Learning Curve

For the application of BIM in the case studied, the R.L. Engebretson architects used
AutoDesk Revit Architecture 2009 as the design software to start the project. To fully
benefit from this tool, high-level operating skills are required. Because the concept of BIM
is still relatively new, the company was at the stage of transferring from AutoCAD to
Revit. Although most architects in the company are AutoCAD professionals, that
knowledge of using AutoCAD would not help too much when learning Revit. Affected by
the time required for the learning curve, the time for design work was going to be extended.
As a result, the project would be delayed, and extra cost would be added, going against the
original purpose of using the BIM process as the project-delivery method. Several means
were sought to solve this learning curve problem:
1) Hire Revit professionals to train current architects;
2) Recruit new employees who are skillful in Revit;
3) Cooperate with colleges and universities to get well-trained personnel.
40
These solutions produced good results. Especially, the newly hired employees
brought strong supports for the work
5.5.2. Access/Update Coordination

For the project, architects were divided into several teams to perform each assigned
task. This process involves simultaneously working on and saving different portions of the
project. Revit enables users to work on individual worksets that are subdivided from the
original Revit project, the central file. When the users finish their worksets, they can save
them on the individual user end and publish it to the central file. The challenge here is that
a data-access rule is defined in Revit to prevent possible project conflicts, once a user starts
accessing or updating his work to the central file, it remains unchangeable to others until
the authority is released. This principle means that all the design teams have to import their
work in the central file one by one. For large projects, such as Scheels Sporting Goods
retail center, a large number of design teams are involved. Throughout the BIM process,
the possibility of conflicts can be limited to a lower level. The time for data accessing can
be much more challenging, and this issue can be the factor that affects the total project
time. During this process, two measures were implemented as solutions for this problem:
1) Before the starting the design, a clear schedule of data access for each design
team must be developed;
2) A control manager is assigned to supervise the implementation of the data-
access schedule, enhancing the collaboration among design teams.
5.5.3. Database Maintenance

An ambitious company always wants to keep the project database in the company
profiles, because it shows the quality and ability of the company in the industry. Another
reason to maintain a project database is that it can also be used for similar projects or
41
rebuilding projects in the future. Although the highly developed technology has enabled
companies to save their projects electronically, a systematical database storage method
with multi-aspect compatibility is still needed. The Revit database is used because Revit
has its own method to maintain the database of building information, and the database can
be exported to Open Database Connectivity (ODBC) for other uses.
Although challenges exists in the application of BIM for building projects, the
company has the confidence that the adopting BIM would be the most efficient and suitable
way to achieve its goals based on many years in this business. Using BIM, company
architects can quickly evaluate design schemes, make the right decisions at early project
stages, and efficiently cooperate with the organizations involved. The advantages of this
highly advanced technology will also benefit the participants throughout the project life
cycle.
5.5.4. Prefabrication
One of the most import goal of project control is safety on the construction site. The
contractors always wants to control the size of field crews, the number of large equipment
and the materials storage on site. Prefabrication is considered to be an effective method to
help reduce potential hazards. By fabricating most of the building components in
workshops, the amount of labors and equipment in job site can be reduced. Fewer materials
are necessary to be stored, which lowers the chance of losing and wasting. However,
prefabrication can also cause problems. Preparing for fabrication is a time consuming
process which involves many complex factors. Ordering the wrong parts would endanger
the project outcome, and late delivery would delay the project duration sequentially. So the
42
great challenge here is how to determine whether the component can be prefabricated and
how to fabricate it precisely.
BIM brings construction parties to get involved at early project stage. This
facilitates the communication among them. On this case project, the contractor had
sufficient time to look for manufacturers and schedule delivery with them. The
subcontractors joined the team in time to collaborate with contractors working on BIM
models. These digital models can be easily broken down to fabrication workflows.
Outstanding for accurate real-time design, BIM effectively cuts down errors during
fabrication errors. The combination of BIM and prefabrication is proved to be logical,
doable, and profitable.
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6. SUMMARY AND CONCLUSION
Undeniably, from paper-based design to CAD, the remarkable technology leap has
taken the AEC industry to a computer-based age. What BIM can bring is not only another
leap, but also a subversive change for the entire industry. In this new era, the design is not
merely about drawings, but is more a serious of virtual processes of building models. The
application of BIM can spread throughout the project life cycle, from the planning stage to
construction and installation, and even rebuilding or dismantling. BIM is improving the
AEC industry to a high-tech and high-productivity industry.
The overall objective of this research was to see if BIM can reduce project time and
save money. To find the result, the researchers introduced a BIM-centered project delivery
process. The case study developed for this thesis showed the application of BIM in
practice. This study compared the BIM processes with the traditional processes for project
delivery, combining the actual use of BIM, and found the benefits of applying BIM to the
project: fast real-time design; accurate 3D visualization with multiple design views;
automatic document management; enhanced collaboration and communication; fast and
accurate model-based estimating; and optimized 4D scheduling.
Although there are various benefits when using BIM for project time and cost
control, the learning curve required and the initial cost for BIM setup could be the main
barriers for the spread of this advanced technology. A long-sighted company should be
confident that the rewards of bringing in BIM are more significant. The application of BIM
also meets the standard of sustainability in various ways: shortening the field-cycle time,
increasing on-site renewable opportunities, reducing the waste produced through
44
construction, saving energy, increasing labor productivity, etc. In summary, the impact of
BIM on time and cost control is all about minimizing cost and accelerating progress.
45
7. LIMITATIONS AND FUTURE WORK
After seeing the outcomes of this study, it would be beneficial to conduct further
study about the use of BIM. Because the AEC industry is still at a stage transferring into
the 3D world, a lot more research would be required to promote the development of new
techniques. Overall, the cost of the BIM and its supporting technologies can be expensive
at the start. However, the powerful uses of BIM increase profits, lowers costs, and shorten
scheduling time. This nature determines that BIM will be the trend of the AEC industry.
Thanks to the advanced technology, various software is developed to extend the BIM
application. But not all of them are suitable for any kind of projects. So the new
technologies still need time for researchers to test.
In this study only one case was studied, and the type of project were limited.
Therefore, a direction for future work on this subject is to develop more studies on various
projects. More research about the connection and compatibility of BIM tools with other
software will also be inquired. Because multi-dimensional models are becoming more
attractive for multivariate data visualization, their application would require further review.
46
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APPENDIX A. MODEL SNAPSHOTS AND SHEET INDEX
A1.1 R2 MAIN FLOOR REFERENCE PLAN
A1.1A R2 MAIN FLOOR MEZZANINE REFERENCE PLAN
A1.2 R2 SECOND FLOOR REFERENCE PLAN
A1.2A R2 SECOND FLOOR MEZZANINE REFERENCE PLAN
A1.3 R1 MAIN FLOOR PLAN - A
A1.4 R1 MAIN FLOOR PLAN - B
A1.5 R1 MAIN FLOOR PLAN - C
A1.6 MAIN FLOOR PLAN - D
A1.11 R1 SECOND FLOOR PLAN - A
A1.12 R1 SECOND FLOOR PLAN - B
A1.13 SECOND FLOOR PLAN - C
A1.14 SECOND FLOOR PLAN - D
A1.19 R1 WEST ATRIUM CURTAIN WALL PLAN
A1.20 R1 EAST ATRIUM CURTAIN WALL PLAN
A1.21 STUD FRAMING PLAN, RAILING ELEVATIONS & DETAILS
A3.1 BUILDING ELEVATIONS

R2
R1
R2
R1
A4.1 BUILDING SECTION
R1
R1
R1
51
52
53
54
55
56
57
58
59
60
61
62
APPENDIX B. COLUMN MATERIAL TAKEOFFS
Structural Column Material Takeoff

Assembly Material:
Type Description Length Area Material: Name
Metal - Steel - ASTM A500 - Grade

HSS3X3X1/4 Superstructure 7' - 11 1/2" 14 SF B - Rectangular and Square
HSS4X4X1/4 Superstructure 8" 2 SF B - Rectangular and Square
HSS4X4X1/4 Superstructure 20' - 0" 48 SF B - Rectangular and Square
(continues)
63
Structural Column Material Takeoff (continued)
Assembly Material:
Type Description Length Area Material: Name

W10X49 Superstructure 7' - 11 1/2" 39 SF Metal - Steel - ASTM A992
W10X49 Superstructure 7' - 11 1/2" 39 SF Metal - Steel - ASTM A992
64
APPENDIX C. WALL SCHEDULE
Wall Schedule
Assembly
Family and Type Code Assembly Description
Basic Wall: 8" CMU - 2" Rigid B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Ext - 8" CMU Actual B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Ext - 12" CMU B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Ext - Elev Chase Wall - Dog House- Ext. Wall - Wood Stud w/ Siding &
8"stud - 1/2" Gyp- 1/2" Coverboard B2010180 Shingles
Basic Wall: Ext - Mtl - 8" - 1/2" Gyp - 1" Rigid B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Ext -Scheelsl Atrium Sill- B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Int - Mtl - 6" - 5/8" Gyp - 1/2" Gyp C1010145 Partitions - Drywall w/ Metal Stud
Basic Wall: Int - Mtl - 6" - (1)5/8" Gyp C1010145 Partitions - Drywall w/ Metal Stud
Basic Wall: Int - Mtl - 6" - (2) 5/8" Gyp B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Int - Mtl - 6" - (2) 5/8" Gyp - 1
Hour C1010145 Partitions - Drywall w/ Metal Stud
Basic Wall: Int - Mtl - 8" B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Int - Mtl - 8" - 1" Rigid - 1/2" Gyp -
5/8" Gyp B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: Int - Mtl - 8" - 5/8" Gyp B2010175 Ext. Wall - Metal Siding Panels
Basic Wall: M5e - Ext - SAS Canopy - 6" - 1/2" Ext. Wall - Wood Stud w/ Siding &
Gyp - 1" Metal Panel B2010180 Shingles
Basic Wall: Pallet Storage
Basic Wall: RoofWall- Mtl - 6" - (1)1/2"
Sheath-(1)1/2" Densdeck-epdm C1010145 Partitions - Drywall w/ Metal Stud
Basic Wall: SAS Pilaster @ Loading Dock Base
- Brick - 3 5/8" AS- 11 5/8" CMU-AS-3 5/8"
Brick -no wrap B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: SAS Pilaster @ Loading Dock
Upper -15' Brick - 3 5/8" AS-CMU 11 5/8" B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: SAS Stud 8" - Gyp 5/8" (1 side) B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS Back
wall - top B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS back
wall Mid 1 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS Back
wall-Base 1 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS End 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS End @
glass B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS End
base B2010158 Ext. Wall - Brick Veneer w/ Stud
base @ glass B2010158 Ext. Wall - Brick Veneer w/ Stud
(continues)
65
Wall Schedule (continued)
Assembly

Top B2010158 Ext. Wall - Brick Veneer w/ Stud
Top @ glass B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS Front
wall - base 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
wall - Mid 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
wall -top 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels - High Parapet EIFS wall
Typ - Mid B2010158 Ext. Wall - Brick Veneer w/ Stud
Typ base B2010158 Ext. Wall - Brick Veneer w/ Stud
Typ-top B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Atrium Pilaster Base - Cast
Stone - 3 5/8" AS- 3 5/8" CMU-AS-5/8"
GypBD-8"Stud 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Atrium Upper Pilaster -
Brick - 3 5/8" AS-5/8" GypBD-8"Stud B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base - Brick - 3 5/8" AS-1"
Rigid-1/2" GypBD-8"Stud-5/8" GYP B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base - Cast Stone - AS - 4"
CMU -AS- 6" Stud B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base @ Low Wall of
Vestibule - 2-Cast Stone - 3 5/8"AS-12" CMU B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base @ Low Wall
Vestibule Behind Column - 2-Cast Stone - 3
5/8"AS-12" CMU 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Ext Pilasters - Cast
Stone - 3 5/8" -(2) 8" CMU B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Ext Pilasters - Cast
Stone - 3 5/8" -Rigid - 8" CMU - 6" CMU B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base High Wall - Cast
Stone - 3 5/8" AS-4" CMU- AS-1" Rigid-1/2"
Gyp BD-8"Stud-5/8" GYP 2 B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base High Wall End - Cast
Stone - 3 5/8" AS-4" CMU- AS-1" Rigid-1/2"
Gyp BD-8"Stud-5/8" GYP B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Int Pilaster Wall End
Wall- Block - 2" Rigid-1/2" GypBD-8"Stud-5/8"
GYP Int B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Interior 1st Fl Pilaster
Cart Corral- Cast Stone - 3 5/8" AS-4" CMU-
AS-1"-5/8" Gyp BD-8"Stud-5/8" GYP B2010158 Ext. Wall - Brick Veneer w/ Stud
(continues)
66
Wall Schedule (continued)
Assembly
Basic Wall: Scheels Base Interior 1st Fl Pilaster-

Cast Stone - 3 5/8" AS-4" CMU- AS-1"-5/8"
Gyp BD-8"Stud-5/8" GYP B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Interior 1st Fl Pilaster-
Cast Stone - 3 5/8" AS-4" CMU- AS-1"-5/8"
Gyp BD-8"Stud-no gyp B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Base Under Loading Dock -
Brick - 3 5/8" AS-1" Rigid-1/2" GypBD-8"Stud-
5/8" GYP B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Brick - 3 5/8" AS 3 1/8"
Sheathing 5/8" B2010158 Ext. Wall - Brick Veneer w/ Stud
Assembly
Basic Wall: Scheels Brick - 3 5/8" AS 3 3/4" 2"
Rigid B2010158 Ext. Wall - Brick Veneer w/ Stud
Sheathing 1/2" 1" Rigid B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Brick - 3 5/8" AS 5 3/4" B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Brick - 3 5/8" AS 5/8" Gyp
6" Stud B2010158 Ext. Wall - Brick Veneer w/ Stud
Basic Wall: Scheels Ext High Parapet Back Ext. Wall - Wood Stud w/ Siding &
Wall - Mtl - 8" - 1/2" Cover Board - 1/2" Gyp B2010180 Shingles
67

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PROJECT TIME AND COST CONTROL USING BUILDING INFORMATION

Fargo, North Dakota

Project Time and Cost Control Using Building Information

The Supervisory Committee certifies that this disquisition complies with

Dr. Z. Jerry Gao

Dr. Darshi DeSaram

August 8, 2013 Yong Bai

their assistance and time devoted to my education.

company, for meeting with me and answering my questions.

Finally, I thank my parents for supporting and understanding me throughout my

studies at North Dakota State University.

LIST OF TABLES .............................................................................................................. viii

LIST OF FIGURES .............................................................................................................. ix

LIST OF ACRONYMS ......................................................................................................... x

1.1. Project Management ....................................................................................... 2

1.2. Project Time Control ...................................................................................... 3

1.3. Project Cost Control........................................................................................ 4

1.4. Evolution of Computer-Aided Design and Construction ............................... 5

1.4.1. From 2D to 3D ......................................................................................... 5

2.1. Concept of BIM .............................................................................................. 8

2.2. Applications of BIM in Project Management ................................................. 9

2.3. BIM Tools ..................................................................................................... 11

3. PROBLEM STATEMENT .............................................................................................. 12

3.1. Low Productivity .......................................................................................... 12

3.3. Design Process .............................................................................................. 13

3.4. Complicated Scheduling and Cost-Control Work ........................................ 14

3.5. Demanded Solutions ..................................................................................... 15

4. RESEARCH METHODOLOGY .................................................................................... 17

4.1. Research Methodology ................................................................................. 17

4.2. Thesis Organization ...................................................................................... 18

5. CASE STUDY AND DISCUSSION............................................................................... 19

5.1. Project Overview .......................................................................................... 19

5.2. Model Analysis and Discussion.................................................................... 21

5.2.1. BIM Process ........................................................................................... 21

5.2.2. Real-Time Access Design ...................................................................... 21

5.2.3. 3D Visualization .................................................................................... 23

5.2.4. Information Integration .......................................................................... 28

5.2.5. Communication and Workflow ............................................................. 33

5.3. Model-Based Cost Estimating ...................................................................... 35

5.4. Optimization of Time Schedule .................................................................... 36

5.5. Major Challenges and Corresponding Solutions .......................................... 40

5.5.1. Learning Curve ...................................................................................... 40

5.5.2. Access/Update Coordination ................................................................. 41

5.5.4. Prefabrication ......................................................................................... 42

6. SUMMARY AND CONCLUSION ................................................................................ 44

7. LIMITATIONS AND FUTURE WORK ........................................................................ 46

APPENDIX A. MODEL SNAPSHOTS AND SHEET INDEX ......................................... 51

APPENDIX B. COLUMN MATERIAL TAKEOFFS ........................................................ 63

APPENDIX C. WALL SCHEDULE .................................................................................. 65

1. BIM Software .......................................................................................................... 11

2. Project Information Overview ................................................................................. 20

1. Construction and Non-Farm Labor Productivity Index, 1964-2003. ...................... 12

2. View of the Retail Center. ....................................................................................... 20

4. Wall Example. ......................................................................................................... 23

5. Scheels Retail Center-3D View. .............................................................................. 24

6. Scheels Retail Center: East View. ........................................................................... 25

7. Scheels Retail Center: North View. ......................................................................... 25

8. Scheels Retail Center: Top View. ............................................................................ 26

9. BIM Process vs. Traditional Process. ...................................................................... 27