BIM FOR INFRASTRUCTURE

BIM for Infrastructure: A vehicle

for business transformation
Summary: Building Information Modeling (BIM) is widely
recognized as a mature design methodology in the building
industry, with high adoption rates by architects, engineers,
and contractors. The application of BIM for Infrastructure
is rapidly accelerating as owners and engineering service
providers increasingly recognize the benefits of 3D model-
ing using intelligent objects.
BIM is an information-rich, model-centric process with the power
to transform project delivery and add value across the lifecycle of
infrastructure assets.

Infrastructure firms that implement BIM as just a more powerful version of tradi-
tional CAD—that is, firms that use BIM only for design-specific workflows—will fail
to realize the full value and transformative power of this model-centric process.

This paper will discuss BIM for Infrastructure as a vehicle for business process
transformation that can:

• Increase clarity of project intent for all stakeholders—better informing

decision making and reducing risk

• Ensure data fidelity and continuity across the lifecycle of a project—

improving quality and productivity

• Provide the critical foundation for business agility—utilizing technology

enablers to maximize profit and growth opportunities

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BIM FOR INFRASTRUCTURE

Critical need for transformation

The Organization for Economic Cooperation and Development
estimates $60tn of needed infrastructure spending thorough 2030
[which] is likely to be met with only a $24tn spend by the world’s
leading economies.
—CG/LA Infrastructure CEO Norman Anderson

Traditional ways of working are insufficient to meet the unrelenting need for new
and rehabilitated infrastructure amid today’s economic realities. The methods by
which projects are delivered and assets are managed must undergo a fundamen-
tal change in order to meet critical objectives. Improved productivity and transpar-
ency will help to close the gap between soaring investment demand and limited
access to capital.

Given the pressures BIM for Infrastructure can help close

on local and national the funding gap by reducing costs
governments to cope and increasing potential sources of
with aging infrastructure funding with more predictable ROI.
and explosive urban (Growth scenario from CG/LA
growth, there is consid- Infrastructure LLC, “The Global
erable attention being Infrastructure Marketplace: The Next
paid to innovations that 20 Years)
can close the funding
gap. Methods that use
private sector financing,
such as public-private
partnerships (PPPs),
are gaining popularity
as a solution but will not
solve the problem on their own. At the 2012 CG/LA Global Infrastructure Leader-
ship Forum presenters from McKinsey and Company singled out poor productivity
as an important factor in eroding returns and making infrastructure less attractive for
private investment, and suggested a focus in this to make the economic model
more attractive to investors.

Building Information Modeling (BIM) is the vehicle by which the business of plan-
ning, designing, building, and managing the world’s infrastructure will be trans-
formed to deliver higher productivity, quality, and cost-effectiveness.1

Capital innovation

In an era where waste and inefficiency are intolerable, policy makers are
looking to expedite project delivery, reduce costs, and ensure that every dollar
is invested wisely. PPPs are being utilized at a record pace because, among
other benefits, they incorporate greater accountability into the process, helping

1
http://www.infrastructureinvestor.com/Article.aspx?article=58941&hashID=6073B1B3F07EBB1D0C
EA70434DEE670A084FF39E

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BIM FOR INFRASTRUCTURE

to reduce potential BIM contributes to a deeper un-

for wasteful spending derstanding during construction by
because all stake- providing a more accurate engineer-
ing representation of the project
holders share project
risks and rewards.

The use of BIM gives

this often diverse
group of stakeholders
a shared understand-
ing of the project
through a model-centric approach which keeps them connected to a more accu-
rate and up-to-date view. Miscommunication, design errors, and, in turn, risk are
mitigated while decision making is improved with the ability to use the model to
simulate nearly all aspects of the project.

The entire process of developing, executing and managing infrastructure proj-

ects can be transformed—initial surveying and data collection, environmental
review, public participation, design and documentation, bidding, construction,
and operations and maintenance. The model-centric approach enables planners,
engineers, and designers to explore and validate innovative design ideas and
what-if scenarios with project investors. Before ground is broken, all parties have
a better understanding of scheduling (4D) and cost (5D), environmental impacts
are assessed and understood, and the public can visualize what the project will
look like at various stages of completion.

Consider London’s M25 Motorway, a£6.2 billion expansion and modernization

project, completed just in time for the London Olympics. With a design-build-
finance-operate (DFBO) contract (a variant of PPP), capital was raised from a
total of 16 institutions—making project management a more complex, and riskier,
affair. The M25 team made full use of BIM to better coordinate and communicate
among a large group of project stakeholders and financial constituents.

“It’s not about creating pretty pictures,” says David Owens, an engineer at Atkins
& Skanska Balfour Beatty Joint Venture. “BIM give[s] us a more accurate engi-
neering representation of the highway and a deeper understanding of the project
during construction.”

The whole project team was able to view the construction model, using the same
up-to-date information when assessing how best to perform construction tasks.
The ability to use information-rich models to track and visualize progress even fa-
cilitated the budgeting and payment process. Bankers, for example, could easily
grasp what had been accomplished. Ultimately, the M25 expansion was complet-
ed on schedule prior to the Olympic rush, and the project stayed within budget.

Read the case study.

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BIM FOR INFRASTRUCTURE

Scalable productivity
Accelerating BIM
According to 2011 data released by the U.S. Bureau of Economic Analysis for Infrastructure
and the U.S. Bureau of Labor Statistics, annual real manufacturing output
per (U.S.) worker doubled in the 21 years from 1976 to 1997, and doubled
again in the 13 years from 1997 to 2010. This well-documented productivity
gain is generally attributed to the aggressive adoption of computing-based
technology and particularly, in industries such as car manufacturing, to the
adoption of model-based design and fabrication processes. During that
same period, productivity in construction industries remained essentially flat.

BIM is the obvious candidate for achieving similarly dramatic gains in

infrastructure sector productivity, with its ability to aggregate, organize,
and analyze the enormous amounts of information related to infrastructure
assets. Over the next decade, given the emerging technology-enablers to
support large-scale, multidisciplinary projects and the lifecycle capabilities
of a model-centric approach, it is conceivable that the infrastructure industry • 47% of survey responders
could even surpass the productivity gains achieved in manufacturing. are using BIM on at least
25% of their infrastructure
Consider the potential:
projects today
• Plan | The City of Riviera Beach, Florida used BIM to help them
• Within 2 years, almost 80%
produce compliant documentation for local permitting agencies,
will be using BIM on at least
including the Department of Environmental Protection. This
a quarter of their projects
enabled the city to gain quick approval without a single comment,
complete the design 60 days ahead of schedule, and save • 4.4x increase in “Very high”
$30,000 in design fees through increased productivity and (>75% of projects) over the
efficiency. Read the case study. four year period (7% to 31%)

• Design | Hatch Mott MacDonald reduced project costs with a BIM Source: 2012 McGraw-Hill SmartMar-
ket Report: The Business Value of
approach for a wastewater treatment plant design, using visualiza- BIM for Infrastructure
tions to help optimize the design, avoid spatial conflicts, and conduct
earthwork calculations.Read the case study in the 2012 Autodesk®
Excellence in Infrastructure Awards.

• Build | Sundt Construction, Inc. is using BIM to help rebuild a com-

plicated highway interchange in Arizona. Virtual construction models
are helping to lower costs and increase productivity. For example,
the need to create paper-based documentation for machine guidance
and to manually determine elevations has been drastically reduced.
Says Eric Cylwik, Sundt Modeling Engineer, “In some circumstances
we estimate that for every $1 invested in creating virtual construc-
tion models of the project, we are saving at least $5 in construction
costs.” Read the case study.

• Manage | Neolant was able to help the Moscow Department of

Cultural Heritage better understand the impact of new development
on existing historical sites. Using new tools for 3D spatial analysis,
models of culturally important buildings were integrated into its
existing GIS platforms, along with details of the surrounding
environment. Read the case study in the 2012 Autodesk®
Excellence in Infrastructure Awards.

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BIM FOR INFRASTRUCTURE

BIM is not a 3D model

According to the recently published McGraw-Hill SmartMarket Report, nearly half
of the respondents (46 percent) report that they are “just scratching the surface”
of BIM’s potential. Given the nascence of BIM for Infrastructure, this makes
sense. But, as stated earlier, firms that implement BIM solely for design work-
flows are missing the mark. The potential for transformative value begins with the
creation of a design model, but it doesn’t end there.

The models created for BIM are not just 3D geometry; they are data-rich
objects which are:

P intelligent | para-
metric engines help
define relationships
between objects
and keep changes
consistent and coor- BIM is a model-centric business
dinated process that enables accurate,
accessible, and actionable insight
P knowledge-based
across the asset lifecycle.
| can be constrained
by things like
AASHTO codes,
design criteria, and
company standards

P scalable | able to aggregate huge amounts of data from multiple sources

P visual | enable better analysis, simulation and communication

BIM is a process that uses the intelligent model to facilitate coordination,

communication, analysis and simulation, project management and collaboration,
and even asset management, maintenance and operations.

The resulting value of BIM for Infrastructure differs for owners and their consul-
tants. Reported benefits range from improved marketing and project quality to
higher profit margins, reduced risk, and new opportunities for growth. (For more,
read the 2012 McGraw Hill SmartMarket Report: The Business Value of BIM for
Infrastructure.)

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BIM FOR INFRASTRUCTURE

Profit from project insight

Implementing BIM on capital projects can provide benefits across planning,
design, delivery, and operational areas. Access to coordinated and consistent
model views by all stakeholders supports:

Increased project control

• Improved coordination through clash detection and visual analysis

• Mitigated cost and schedule risk with real-time assessment of project

data and interdependences

• Accelerated delivery using visual representations for approvals and

stakeholder coordination

• Greater accuracy of construction documentation and handover

information

• Better predictability with integrated schedule (4D) and cost (5D)

information to support logistics and supply chain management

More efficient asset management

• Improved quality using analytical tools to help ensure compliance to

engineering codes and safety standards

• Potential to reduce post-construction rework and costs of operation

supported by earlier project visibility and data continuity

• Link precise geometry associated with asset data to enterprise asset

management and facilities management systems

• Simplify location and identification of built assets during inspection and

maintenance activities

• Support facility assessments for renovation, rehabilitation, and

replacement needs

With BIM, project information is available and actionable throughout every phase
of the infrastructure lifecycle.

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BIM FOR INFRASTRUCTURE

Planning
Seeing is believing
Every infrastructure project begins with existing conditions, and massive amounts
of data. Gathering and understanding the constraints of nearby assets and land-
forms along with regulatory considerations can be overwhelming. And for owner
organizations, the ability to simultaneously analyze scheduling and costs for
multiple projects across a major capital program is hugely valuable. Right away,
a BIM approach can improve the accuracy and speed of the planning process
by helping to aggregate multiple types of data from a variety of sources into a
single reference model.
Visualization is particularly
This comprehensive view of existing conditions provides all stakeholders with useful when seeking feed-
greater clarity—which can help inform their decisions. Visualizations from this back and approvals from
non-professional stakehold-
information-rich model can be shared with non-professional stakeholders, helping
ers. Few people can easily
to ease approvals and further speed the planning process. (See Sidebar: Seeing comprehend typical 2D
is believing). Just as important, the information and decisions at this point are plan sets, but understanding
captured in the model and will remain consistent through project completion. is nearly universal when
stakeholders can interact
As an example, let’s say underground utility locations are captured with ground with an animated represen-
penetrating radar (GPR) and incorporated into the model for a road rehabilitation tation of the design in
three dimensions.
project. This kind of information is vital during construction to avoid damage
and expensive delays and change orders. With the model-centric coordination To help the public under-
that BIM makes possible, designers can minimize potential impact and stand San Francisco’s
contractors are in the know long before ground is broken. Later, when the Presidio Parkway Project,
municipality contemplates future expansion or repair, the utility data persists the California Department
of Transportation (CalTrans)
in the model and can be updated as changes are made, with no loss of fidelity
imported 3D visualizations
or time-consuming rework. into a video game engine,
which interested citizens
could download onto iPads
Preliminary design (or other devices) and use
Using the existing conditions model, designers can then work with 3D concepts for virtual drive-throughs and
in a representation of the actual environment. other views of the proposed
new construction.
Consider the Keystone Parkway in Carmel, Indiana. Built in the 1960s, the
parkway had become a sluggish and dangerous four-lane roadway. Carmel col-
laborated with American Structurepoint Inc. to create a long-term solution that
would be minimally
disruptive to the BIM-enabled simulations of real-world
heavily developed performance proved to be invaluable
surroundings, and to communicate the unusual design
incorporate facili- to the public and meet project goals.
ties for pedestrians
Image courtesy of American
and bicyclists.
Structurepoint, Inc.

After creating a
model of the existing
interchanges,
American Struc-
turepoint evaluated
a variety of
configurations and
geometries to understand their effect on adjacent properties. An unexpected
solution—a double-roundabout interchange—quickly emerged as the best way
to meet all requirements.

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VALUE OF BIM

Using BIM helped the team to confidently select this unusual alternative because
the process was able to simulate real-word performance and help the public
envision how it would look and function once completed.

Read the case study.

Detailed design & engineering

The complexity of many infrastructure projects requires intense multidisciplinary
collaboration. Since the model is comprised of data-rich objects with defined re-
lationships to each other and to the environment, immensely useful information is
accessible by all project stakeholders, who in turn can contribute to the model—
all without loss of data fidelity.

Columbia Univer- Integrated model view showing the

sity’s new 17-acre complexities of subgrade utilities.
campus in the
Image courtesy of Stantec, Inc.
Manhattanville
manufacturing
zone of West
Harlem in New
York City provides
a case in point.
When complete,
the mixed-use
development will
feature more than
6.8 million square
feet of mixed-use
space, including a
labyrinth of below-
grade pedestrian hallways, mechanical spaces, and classrooms, and a site with
widely varying elevations. Precise coordination is critical.

Stantec, Inc. is using BIM to develop a detailed 3D infrastructure model for

spatial analysis, collaboration, and coordination. The model incorporates existing
conditions—including telephone duct banks and sewer, water, gas, and electric
utilities—in order to coordinate the connections between the proposed utilities
and buildings. The model is also facilitating visual cross-discipline collaboration
and coordination. As the project progresses, Stantec incorporates design models
(created by other project consultants) into the infrastructure model, regardless
of the authoring software used by the consultants. This integrated project model
facilitates whole-project visualization, clash detection, and construction planning.

Read the case study.

This is just one example of how BIM enables large team workflows, and how it
can impact the types of projects firms bid on, as well as the partners, clients, and
consultants they choose to work with. Before adopting BIM, Stantec typically de-
livered 2D plans for these types of infrastructure projects. “Now we can show our
clients the complexities of a project in three dimensions,” says Eric Smith, who is
a project manager at Stantec. The firm’s success on the Columbia Manhattanville
project has attracted a number of inquiries from potential civil engineering clients.

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BIM FOR INFRASTRUCTURE

“People are starting to understand that BIM can really help with the spatial analy-
sis of infrastructure projects”, says Smith.

Construction and program management

Without the data continuity and discipline coordination that the BIM process
enables, information is lost and must be recreated at every hand-over. By
contrast, BIM conserves and uses information across the lifecycle of an infra-
structure asset.

Historically, at the end of the design stage a construction firm received 2D plan
sets that often dumbed down much of the engineering data that went into creat-
ing those plans. These flat document sets then became the primary interface
between builders and designers and owners. This not only inhibits collaboration,
increases risk,
and works against BIM represents a fundamental shift in
design fidelity, it project execution and management of
can create onerous the asset lifecycle.
rework for contrac-
tors on competitive
bid projects.

Owner organiza-
tions are plagued
with issues de-
riving from poor
communication.
BIM systematically
dismantles that
problem by providing owners greater program control, ultimately enhancing major
capital program construction planning. Multi-project visibility and greater insight
into possible conflicts, impacts, logistical constraints, and other critical variables
is better coordinated across internal and external projects.

Using the BIM process, the design model is available earlier to better inform
preconstruction planning for activities such as staging, sequencing, scheduling,
quantity take-off, and estimating. Given access to the model, contractors can
produce more accurate bids in less time by evaluating various coordination
activities, such as temporary roads, location of material, and other logistics
prior to breaking ground. Construction operations are also facilitated by the
BIM process, as data can be added to the model to support schedule (4D) and
cost (5D) project management.

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BIM FOR INFRASTRUCTURE

In 2010, the Wisconsin Department of Transportation (WisDOT) conducted four pilot

projects2 in which models were provided to contractors as part of the bid package. After
successful completion of the projects during the 2011 construction season, WisDOT
interviewed bidding contractors and was told that the availability of the models resulted in:

P Less uncertainty and risk in bidding

P More time to prepare multiple bids

P Easier identification and design of cost reduction initiatives

P Better planning of earthwork activities

Asset management, operations and maintenance

The operations and maintenance phase of the infrastructure asset will persist longer
than any other project phase, so advantages gained here have cumulative effects.
Using a BIM process operators have access to the richest information streams ever
created, including detailed data from the post-construction model and information
from real-time sensors that continuously update the model during operation.

That owners and operators can benefit from rich, detailed information about a particu-
lar asset is intuitively obvious; however, owner/operators are usually responsible for a
wide array of interconnected and often interdependent assets. BIM facilitates improved
management and analysis of project-level information, which can be used in large-
scale integrated asset management workflows.

Revisiting our Keystone Parkway example, the team used actual traffic data to determine
optimized design, and traffic counts and demographic data showed how the new facilities
would meet future needs. Those early simulations are paying off in quantifiable benefits
to the city of Carmel today in the form of:

• Public Safety | Personal injuries have been reduced by 78 percent at remaining

intersections.

• Sustainability | City officials have the option of establishing tighter controls

over traffic with sensors and automated management of peak flows, which
could help further reduce emissions due to less idling and promote bicycle
and pedestrian travel.

• Efficiency | Improved maintenance schemes and longer facility life

are also expected. For example, laser scanning can help reveal subtle wear
patterns and enable proactive maintenance and rehabilitation. Decisions about
future expansions and modifications will be based on higher-quality information.

As operators become accustomed to integrating models into their operations

and maintenance plans, they are beginning to specifically ask for BIM deliverables.
Large entities, such as the U.S. General Services Administration (GSA)3 and the city-
state of Singapore,4 have established standards for BIM model handoff and require 3D
models in some cases. The U.K. government has specifically cited efficiency gains and
improved supply chain management as the primary driver of their BIM mandate5 for
construction projects.

1
WisDOT pilot project information taken from agenda for Wisconsin DOT: Adopting a Model-Based
Approach to Roadway Design and Construction, an Autodesk University course, Code CI4707.

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VALUE OF BIM

Enabling technology:
what you need to know now
The rate of innovation for web, mobile, and SaaS continues to accelerate. These
platforms, along with emerging technologies, are amplifying the transformative
potential of BIM for Infrastructure. In fact, technology is what enables for BIM,
connecting stakeholders to the information-rich model and helping them make
sense of the data in order to drive significant ROI. Here’s what you need to know
now:

Putting big data in context

No infrastructure
A model of the Presidio Parkway
project exists in a
in the context of its environment
vacuum. BIM helps
includes all of the underlying design,
to collect, analyze, GIS, and reality captured data—
and aggregate the data that remain accessible for
huge amounts of interrogation and update throughout
data necessary to the asset lifecycle.
connect designs
to the context
of the surround-
ing environment.
Major advances in
how infrastructure
models
are created make useful vast amounts of data related to the project environment
and its constraints. BIM employs parametric engines to make the connections
between design and reality with its intuitive object-oriented and rules-based
design and decision making.

GIS data is essential for this model-centric approach, but GIS data alone does
not add context that can be critical to decision making and communication. Now
it is possible to unlock that information for real-time use, with location-based data
acquisition and management capabilities. Civil engineers, planners, contractors,
and owners have immediate access to geo-referenced data directly into the infra-
structure model. GIS—as a system that stores and analyzes geographic informa-
tion—is simply becoming one component of the BIM process.

The design authoring tool is a lens into an almost infinite source of data—using
intelligent objects to represent real-world assets within the actual context of the
surrounding environment.

3
http://www.gsa.gov/portal/content/105075
4
http://www.corenet.gov.sg/integrated_submission/bim/BIM_Guide.htm
5
http://www.buildingsmart.org.uk/buildingSMART/buildingSMARTnews/uk-government-
construction-strategy-published-by-the-cabinet-office-may-2011

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BIM FOR INFRASTRUCTURE

Actionable reality
Reality capture: Capturing existing physical conditions is critical at every point
in the lifecycle of an infrastructure asset. Traditional surveying is one method,
but existing conditions are now as (if not more) likely to come from reality-based
point clouds captured via laser scanning or digital photographs (photogramme-
try). Sensors that capture real-time data, ground-penetrating radar—even crowd
sourcing—are other examples of emerging reality capture technologies that will
revolutionize the type, accuracy, and quantity of data available for infrastructure
assets, existing and proposed.

The key is connecting reality to the design model, so that the rich data can be
accessed, analyzed, and adapted over time. For example, contractors create
interim as-builts that update the model during construction, and owners may
monitor performance of current designs, such as traffic patterns or load on
bridges and roads.

Virtual Reality: When it comes to portraying proposed reality virtually, the indus-
try is moving far from what has been called “Hollywood BIM” to visualizations that
are created directly from the model and contain all of the underlying data. These
animations can have just as much “blockbuster” appeal visually and help facili-
tate more effective connections to the public to speed the approvals process. But
the rising star here is the ability to interact with, manipulate, and scale the data in
real time. Planners can sketch multiple scenarios (even while meeting with clients
or the public) and understand the potential impact of design options well before
moving into design phase.

Augmented
reality: The goal of this approach is to make the future a reality. Using augment-
ed reality, any stakeholder can connect to an array of complex information in the
context of what’s
real. Then spatially Images of intersections viewed thru
referenced mobile a mobile viewer. Within the viewer
devices can take the existing underground and above
the model off the ground utilities are shown overlaying
the existing roadway. Images cour-
desktop and into
tesy of VTN Consulting.
the field. The tech-
nology has valu-
able applications
for construction as-
set management,
enabling real-time
insight into exist-
ing infrastructure
location.

More accurate and contextual data translates into higher levels of confidence in
the project design, improved communication, and more efficient management of
completed assets.

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BIM FOR INFRASTRUCTURE

Cloud-based optimization
Engineering analysis connects the design to data and is critical to success. But
it also can be the most resource-intensive and error-prone part of the process.
With cloud-based computing, multiple iterations of very complex analyses can
be done in near real time—versus minutes, hours, or even days. This ability
provides greater project clarity earlier in the design process and can reduce the
need for costly expert analysis or hardware. Generalists and designers can now
run analysis more often during conceptual design—using the information to guide
choices and better ensure optimal outcomes—before an expert validates the
results later in the detailed design stage.

With the virtually Air flow simulation for airport walkway

infinite power of as part of a terminal expansion
cloud-based paral- project. Image courtesy Johnson,
lel processing, it Mirmiran & Thompson (JMT)

will soon be pos-

sible to do simulta-
neous analysis of
multiple factors in a
shared model envi-
ronment. This mul-
tivariable optimiza-
tion will result in
even higher-quality,
more cost-effective
design solutions.

Cloud-based design and analysis deliver greater project clarity earlier in the
design process.

Mobility and collaboration

Connecting diverse and distributed teams to the project requires data continuity:
consistently accurate data that is accessible at any time, by anyone, working any-
where. Using BIM, the information inherent in the model provides the foundation
for today’s web-based and mobile collaboration tools, with a model-
centric approach
to better coordinate large, diverse,
and distributed team workflows and keep projects on course.

Further, the use of mobile devices in the field vastly increases project efficiency
during construction. Using a tablet to instantly check current model details is
considerably faster and more effective than rooting through plan sheets in the
site trailer.

Engineers and contractors in the field can connect to the corporate office through
RFID tracking, GPS logging, mobile computing, and other technologies that will
further advance project management. Reporting can be continuously updated,
and managers will be alerted to budget and logistical conflicts in time to do some-
thing about them.

“Why exactly is your project team in the trailer again?”

—overheard at the Engineering News-Record’s (ENR)
FutureTech Conference in San Francisco

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BIM FOR INFRASTRUCTURE

Project controls
Reliable visibility across all aspects of the project is necessary in order to over-
see and report on the execution of project goals. With a model-centric process,
data remains coordinated and consistent throughout the project, connecting
schedules and budgets with reality to better assess risk and status.

BIM scheduling tools are being used on large project sites, and can be viewed
as visualizations of GANTT charts—virtual timelines showing constraints and
dependencies. If a crane needs to be in place on a certain date, the visualization
can be fast-forwarded to that date to see if necessary staging areas are clear or
obstructed. And since this kind of work is essentially an extension
of existing interference and clash detection tools, the way seems clear for
continued improvement.

In addition, visualizations can help to calculate the associated cost impacts

of design options in real time, as well as analyze and validate sustainability
impact (6D).
A model-based project dashboard
There is consider- enables more complete project clarity
able will among at any point in time.
large, established
makers of enter-
prise software to
tie their solutions
to BIM in support
of other mission-
critical operations
such as procure-
ment, resource
deployment, and
estimation. Most
already have second- or third-generation entrants in the field. As owners and
their consultants develop and use intelligent models to drive efficiencies, it is a
logical next step
to connect this process with work management systems.

Greater value is realized when BIM is used “beyond design” in order to better
manage the project.

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BIM FOR INFRASTRUCTURE

Generation next
By the year 2020, an entire generation will have grown up in a primarily digital
world. While not a technology per se, “millenials” will help drive the business
transformation that technology makes possible. They have been described as
“digital natives” and are connected, content-centric, community-oriented, and
always clicking. By some accounts, this group (born between 1979 and 1995)
will comprise 40 percent of the workforce within the next decade—and they will
be charged with solving some very big and complex problems.

Attracting and retaining a younger, skilled workforce has become increasingly

critical, especially in the engineering ecosystems where the majority of
experienced workers are approaching retirement age. To do so successfully,
the approach taken to pursue this up-and-coming workforce must change.
Firms that have made investments in BIM, supported by a strong vision for BIM
implementation, will hold the advantage in attracting the valuable, multi-process
thinking in this new workforce, which already thinks in three dimensions, works
without wires, and doesn’t hesitate to crowd-source solutions.

Modern model-based design applications, which use visualization tools that were
developed for the gaming industry, provide an environment that is much more
familiar and stimulating for the millennial generation than 2D CAD drawings.
Cloud computing and collaboration platforms make the process of planning and
designing infrastructure more intuitive, social, and immediate. With rules-based
design and documentation, BIM can help to capture the knowledge of experienced
workers and transfer it to generation next, while maintaining high rates of productivity.

“ Generation next” will use 3D model–based technologies to solve the world’s

most challenging infrastructure needs.

The case for BIM

This paper presents BIM as a vehicle for business process transformation,
illustrating the many benefits of the model-centric approach across the lifecycle
of infrastructure projects. It must be noted, however, that the successful imple-
mentation of BIM within the complex and highly diverse companies that carry out
these projects poses distinct challenges at every level and requires a careful and
structured approach that takes into consideration the many integrated components
of an organization’s business. A companion white paper, A Framework for
Implementing a BIM Business Transformation, published by Autodesk Consulting,
reviews the key elements for successful implementation.

BIM-enabled firms hold a competitive advantage today. In the not-so-distant

future, BIM may simply be the cost of entry, a requirement on virtually every
RFP. Then, only sophisticated BIM shops—firms that utilize the full potential of
BIM across the asset lifecycle—will retain the edge. Successfully implementing
a BIM process requires vision, leadership, and carefully managed organizational
change. As such, return on investment (ROI) is a primary consideration for
business and government leaders considering the move to BIM.

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The ROI of BIM implementation generally measures key performance indicators

(KPI) such as:

Cost | cost variance in actual costs to budgeted costs

Quality | percentage of rework to overall cost

On-time completion | time variance and costs due to time overrun

Productivity | performance (costs or man hour per unit), increased profits

Safety | lost man hours

Other KPIs may include turnaround times (time effectiveness), revenue per head,
reduced costs of traditional approach (printing, travelling), business won (bids
won percentage), or overall client satisfaction.

The most quantifiable returns result from better coordination, clash detection, and
fewer RFIs and change orders. According to a 2010 study of firms implementing
BIM published in the Journal of Information Technology in Construction, half of
the firms reported a decrease of project costs of up to 50 percent, and 62 percent
reported a decrease of project times of up to 50 percent, compared with projects
run with a traditional approach. In addition:

• less than 1.5 percent of the project costs went to approved change orders

• claims and disputes represented less than 0.5 percent of the costs

• correcting errors and omissions also represented less than 0.5 percent
of the cost6

6
Becerik-Gerber, B., Rice, S. “The Perceived Value of Building Information Modeling in the US Building
Industry” ITcon Vol. 15, 2010.

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Sample ROI calculation

The following ROI calculation is meant only to provide a theoretical example. The
assumptions and results come from Autodesk Consulting and are based
on years of experience implementing BIM on projects and helping organizations
measure the ROI of using BIM over traditional project execution methods.
The calculation is based on a major capital program (>$20B USD) over a three-
year timeframe, where the total investment in BIM is 0.2 percent of the total
program budget.

Assumptions:

BIM implementation costs average 0.5 percent of the total program

budget (average accepted by the industry as standard for major capital
projects/programs).

Cost overruns in project delivery may usually be reduced by

15 percent (a conservative estimate) from industry average of
20–24 percent, primarily due to a reduction in RFIs, addenda, and
engineering change orders.

Savings from reduced rework after project close is estimated at

5 percent of program budget.

Savings due to better visibility of the contractors’ cost breakdown

is factored into both the bidding and negotiation phases, as well as
controlling the as-built.

An average saving of about 5.5 percent of the total program budget

based on industry experience in major capital projects where BIM
is implemented.

The resulting savings of using BIM on this theoretical program

over traditional methods is approximately 4 percent, meaning a
return of about 20X the original investment (ROI = 20X).

This theoretical ROI calculation may be conservative, as it considers only

selected aspects of the savings potential. There are many more aspects (such
as reduced work for preparing tender documentation, handling RFIs, and more
efficient operation and management). Also, these savings are based on a single
program over three years, whereas there are likely to be other programs that will
use the BIM investment over that same period of time.

It also conservatively assumes that the efficiency increase and reduction in cost
overrun would only be achieved gradually and progressively over the course
of three years. A more immediate increase in efficiency would improve the ROI
calculation significantly. A more detailed ROI analysis would also take quantita-
tive project execution processes into consideration (staff/roles, tools, manual or
automatic tasks, artifacts/data objects/inputs & outputs, resources/costs/time).

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Industry transformation
Different titles and acronyms have been tested to describe a model-based
approach to design for civil engineering—virtual design and construction (VDC) and
civil information management (CIM), to name two. However, it is clear that despite
early resistance to the term as applied to civil engineering and related disciplines,
BIM for Infrastructure is entering the mainstream.

BIM changed the nature of how buildings are designed, constructed, and
operated, and will even more rapidly drive the transformation of infrastructure
project delivery and ownership. The potential for improvements in productivity,
cost, and quality of infrastructure design, construction, and asset management
is virtually unlimited.

The old ways of working are no longer adequate and soon will be obsolete as gov-
ernment, public, and private entities look to BIM to reduce lifecycle costs and close
the gaps in funding in order to meet the world’s critical infrastructure needs.

Autodesk, AutoCAD, and Civil 3D are registered trademarks or trademarks of Autodesk, Inc., and/
or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product
names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product
and services offerings, and specifications and pricing at any time without notice, and is not respon-
sible for typographical or graphical errors that may appear in this document.
© 2012 Autodesk, Inc. All rights reserved.

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