MODULE 0: Introduction to BIM

Contents
1. PART 1 - INTRODUCTION ................................................................................................................ 5
1.1. Course overview...................................................................................................................... 5
1.1.1. Module 1: Transition to ISO19650 .................................................................................. 5
1.1.2. Module 2 – Assessment and need .................................................................................. 5
1.1.3. In module 2 we will have a closer look at the assessment and need and explore what
resources are essential for setting up a successful project. ........................................................... 5
1.1.4. Module 3 - Invitation to tender and tender response .................................................... 6
1.1.5. Module 4 – Appointment and Mobilization.................................................................... 6
1.1.6. Module 5 – information Production & Planning ............................................................. 6
1.1.7. Module 7 – BIM for operations....................................................................................... 6
2. PART 2 – WHAT IS BIM .................................................................................................................... 7
2.1. BIM Definitions ....................................................................................................................... 7
2.1.1. Dr Stephen Hamil, NBS.................................................................................................... 7
2.1.2. Autodesk ......................................................................................................................... 7
2.1.3. According to ISO 19650 ................................................................................................... 7
2.2. Brief history ............................................................................................................................. 7
2.2.1. 1970s & 1980s ................................................................................................................. 7
2.2.2. 1982 & 2000 .................................................................................................................... 7
2.2.3. 1994 & 1998 .................................................................................................................... 7
2.2.4. 2004 ................................................................................................................................ 8
2.2.5. MacLeamy's Curve......................................................................................................... 8
2.2.6. 2011 - UK BIM Mandate .................................................................................................. 8
2.2.7. 2013 – 2016..................................................................................................................... 9
2.2.7.1. The 8 Pillars of BIM defining BIM Level 2................................................................ 9
2.2.7.1.1. Pillar 1 .................................................................................................................. 9
2.2.7.1.2. Pillar 2 .................................................................................................................. 9
2.2.7.1.3. Pillar 3 .................................................................................................................. 9
2.2.7.1.4. Pillar 4 ................................................................................................................ 10
2.2.7.1.5. Pillar 5 ................................................................................................................ 10
2.2.7.1.6. Pillar 6 ................................................................................................................ 10
2.2.7.1.7. Pillar 7 ................................................................................................................ 10
2.2.7.1.8. Pillar 8 ................................................................................................................ 10
 2.2.8. 2017 .............................................................................................................................. 11
2.2.9. 2019 .............................................................................................................................. 11
2.2.10. 2021 .............................................................................................................................. 11
2.3. Helpful Resources ................................................................................................................. 11
2.4. What is BIM ........................................................................................................................... 11
2.4.1. The subsets of information models .............................................................................. 12
2.4.2. From 2D to 3D ............................................................................................................... 12
2.4.3. The use of intelligent objects ........................................................................................ 12
2.5. BIM uses – ............................................................................................................................. 14
2.5.1. Part A- BIMe Initiative ................................................................................................... 14
2.5.2. Part B- BIM for Design ................................................................................................... 14
2.5.2.1. Stakeholder engagement ...................................................................................... 14
2.5.2.2. Pedestrian simulation ........................................................................................... 15
2.5.3. Part C - Clash Detection ................................................................................................ 15
2.5.4. Part D - BIM for construction ........................................................................................ 16
2.5.5. Part D - BIM for operations - facility management ....................................................... 17
2.5.6. Conclusion ..................................................................................................................... 18
2.6. Scenario................................................................................................................................. 18
2.7. BIM dimensions - BIM modelling evolution .......................................................................... 19
2.8. Part 2- Summary ................................................................................................................... 21
3. PART 3 – MAKING THE BUSINESS CASE FOR BIM ADOPTATION................................................... 21
3.1. Why is this important? .......................................................................................................... 21
3.2. Business case for BIM adoption ............................................................................................ 22
3.2.1. Challenges and opportunities ....................................................................................... 22
Food for thought ....................................................................................................................... 22
3.2.1.1. PEOPLE .................................................................................................................. 23
3.2.1.1.1. Drivers for change .............................................................................................. 23
3.2.1.1.2. Assess Organisation ........................................................................................... 23
3.2.1.1.3. Implementation Strategy ................................................................................... 23
3.2.1.1.4. Available Resources ........................................................................................... 23
3.2.2. Process .......................................................................................................................... 24
3.2.3. Technology .................................................................................................................... 24
3.3. Benefits and risks of BIM for design, construction, operation and maintenance ................ 28
3.3.1. High level benefits of BIM ............................................................................................. 28
3.3.2. Risks and issues ............................................................................................................. 28
3.3.2.1. Procurement ......................................................................................................... 28
 3.3.2.2. Cost relating to fees and contract risk .................................................................. 28
3.3.2.3. Contractors............................................................................................................ 29
3.3.2.4. Standards form of contract ................................................................................... 29
3.3.2.5. Supply Chain Capabilities ...................................................................................... 29
3.3.2.6. Copyright and issues raised around intellectual property rights .......................... 29
3.3.2.7. Information Technology (IT) ................................................................................. 29
3.3.2.8. Clients asking for BIM without understanding their roles and responsibilities .... 29
3.3.2.9. Client just ‘wants BIM’ – It’s not that simple ........................................................ 29
3.3.2.10. Late engagement in the BIM Process ................................................................... 30
3.3.2.11. Data Standards are not in place (BIM Execution Planning, protocols, etc) .......... 30
3.3.2.12. Design team attempt to revert back to 2D processes mid stream ....................... 30
3.3.2.13. Lack of thought by the designer on model content .............................................. 30
3.3.2.14. Time....................................................................................................................... 30
3.3.2.15. Up front Services ................................................................................................... 30
3.3.2.16. Supply Chain Capability ......................................................................................... 30
3.4. Summary ............................................................................................................................... 30
4. Key Learning Points ....................................................................................................................... 31
4.1. Why is this important? .......................................................................................................... 31
4.2. Key terms .............................................................................................................................. 31
4.2.1. Project Parties ............................................................................................................... 31
4.2.1.1. Appointing party (A) .............................................................................................. 32
4.2.1.2. Lead appointed party ............................................................................................ 32
4.2.1.3. Appointed party .................................................................................................... 32
4.2.2. Information Management Terms.................................................................................. 33
4.2.2.1. Information ........................................................................................................... 33
4.2.2.2. Information Container .......................................................................................... 33
4.2.2.3. Information Model ................................................................................................ 33
4.2.2.4. Information Need .................................................................................................. 33
4.3. Explore .................................................................................................................................. 34
4.4. Summary ............................................................................................................................... 34
5. Essential Reading .......................................................................................................................... 34
5.1. International BIM Toolkit by CDBB. It includes templates and guidance on BIM
implementation ................................................................................................................................ 34
5.2. RICS insight paper - The future of BIM: Digital transformation in the UK construction and
infrastructure sector, July 2020 ........................................................................................................ 35
5.3. UK BIM Framework - Explore the guidance resources to further understand the
implementation of BIM in the UK. .................................................................................................... 35
1. PART 1 - INTRODUCTION
• Forum Questions
• case studies
• end of module tests
• RICS online resource
• library of resources
• RICS Academy Website
• practical tools and methods required at each stage of the BIM project process

1.1. Course overview

1.1.1. Module 1: Transition to ISO19650

BIM Definitions throughout the years

ISO19650 series PAS1192
Organization and digitization of information BS 1192: 2007 - Collaborative production of
about buildings and civil engineering works, architectural, engineering, and construction
including building information modelling information - code of practice (+A2:2016)
ISO19650-1: 2018
BS 1192: 2007
Part 1: Concepts and principles
ISO19650-2: 2018
BS 1192: 2013
Part 2: Delivery phase of the assets
BS 1192: 2014 Specification for information
ISO19650-3: 2020
management for the operational phase of
Part 3: Operational phase of the assets
assets using building information modelling
BS 1192: 2014 Collaborative production of
ISO19650-4: 2022 information - Fulfilling employer’s information
Part 4: Information exchange exchange requirements using COBie. Code of
practice
BS 1192: 2015 Specification for security-
ISO19650-5: 2020
minded building information modelling, digital
Part 5: Security-minded approach to
built environments, and smart asset
information management
management
PAS 1192-6: 2018 - Specification for
ISO19650-6: 202?
collaborative sharing and use of structured
Part 6: Health and safety
Health and Safety information using BIM

Module 2-6: information management process as it is described in ISO19650-2

1.1.2. Module 2 – Assessment and need

1.1.3. In module 2 we will have a closer look at the assessment and need and explore
what resources are essential for setting up a successful project.
1.1.4. Module 3 - Invitation to tender and tender response
we will explore the resources the appointing party needs to include in the invitation to tender. Within
the same module we will show you how the tender should be responded by the lead appointed party
and what resources must be in place.

1.1.5. Module 4 – Appointment and Mobilization

Moving further into the activities undertaken during the information planning stage we will explore
activities associated with appointment and mobilisation.

1.1.6. Module 5 – information Production & Planning

After we establish an understanding of the resources required for activities undertaken during the
procurement and information planning stages we will finally discuss collaborative production of
information in module 5.
While information production is a broad term it is underpinned by the activities associated with
information review, sharing and approvals.
In module 5 we will provide a few examples of what it takes to produce and check your deliverables.

Module 6 – Information model delivery & project close-out

Finally, in module 6 we will explore the last activities associated with information management
process.
These activities are associated with information model delivery and project close-out.

1.1.7. Module 7 – BIM for operations

After we have explored the whole information management process and understood what it takes to
deliver a BIM project under ISO19650-2, we will conclude our course by looking at what happens in
post-project handover.
In module 7, we will delve into BIM for operations where we will look closer at the ISO19650-3 and
the use of information during the operational phase of the project.

2. PART 2 – WHAT IS BIM

2.1. BIM Definitions

2.1.1. Dr Stephen Hamil, NBS
BIM is a process for creating and managing information on a construction project throughout its whole
life cycle.

2.1.2. Autodesk
Building Information Modelling (BIM) is the holistic process of creating and managing information for
a built asset. Based on an intelligent model and enabled by a cloud platform, BIM integrates
structured, multi-disciplinary data to produce a digital representation of an asset across its lifecycle,
from planning and design to construction and operations.

2.1.3. According to ISO 19650

However, many will agree that definition should be underpinned by standards to lay common ground
for the terminology used across the industry to describe information management processes.
‘Shared digital representation of a built asset to facilitate design, construction and operation
processes to form a reliable basis for decisions

2.2. Brief history

2.2.1. 1970s & 1980s
The introduction of CAD
The early concept of BIM dates back to the 1970s and 1980s when computer-aided design (CAD) was
introduced.

[A. S. Hanna, M. Yeutter, and D. G. Aoun, “State of Practice of Building Information Modelling in the Electrical
Construction Industry,” J. Constr. Eng. Manag., vol. 140, no. 12, p. 5014011, Dec. 2014.].

2.2.2. 1982 & 2000

ArchiCAD
The creation of the ArchiCAD software in Hungary in 1982 is the real beginning of BIM, and Revit
software in 2000 is considered a major turning point in the implementation of BIM.

[V. Quirk, “A brief history of BIM,” Archdaily.{Online} Available from http//www. archdaily. com, Accessed:
2022.]

2.2.3. 1994 & 1998

The Latham and Egan reports
Nevertheless, BIM concept does not relate to the technological advancement alone.
BIM concept relates to the process improvement, and this is by far not a new idea. The call for a more
collaborative working had been echoed a few times.

The most celebrated reports such as ‘Constructing the team’ by Sir Michael Latham in 1994 and
‘Rethinking construction’ by Sir John Egan in 1998 called the industry to re-think the way we enhance
teamwork.

2.2.4. 2004
2.2.5. MacLeamy's Curve
In 2004, Patrick MacLeamy drew a set of curves based on a pretty self-evident observation: a project
becomes more difficult to change the more developed it becomes.

The reasoning behind the curve was that with integrated project delivery coupled with BIM workflows
the project design efforts are pushed to the early stages of the project where change has lower impact
on cost.

In a nutshell it’s more cost effective to make a change upfront on a computer than on site!

2.2.6. 2011 - UK BIM Mandate

All this early research and development led the government bodies across the globe to develop BIM
strategies for their regions. Some came earlier than the others, but a dramatic impact has been
witnessed across the globe in the last decade. To date there are quite a few countries and regions
including Scandinavia, UAE, Australia, France, Germany, USA etc. that have some sort of BIM mandate.
In the UK, the 2011 Government Construction Strategy introduced fully collaborative BIM – with all
project and asset information, documentation and electronic data – as a minimum requirement for all
government clients by 2016. This is referred to as the UK BIM Mandate.

2.2.7. 2013 – 2016

PAS1192 and BIM Level 2 pillars

While the strategy was there, the definition of BIM Level 2 Mandate was not fully developed until the
release of publicly available specifications.
PAS1192 series alongside classification, BIM protocol, digital plan of works and Government Soft
landings developed in the following five years what became part of the BIM Level 2 pillars.

2.2.7.1. The 8 Pillars of BIM defining BIM Level 2

2.2.7.1.1. Pillar 1
PAS 1192-2 Specification for information management for the capital/delivery phase of assets using
building information modelling.

This specification sets out the overall outline for a BIM project including the requirements
for Employer's Information Requirements and the BIM Execution Plan.

2.2.7.1.2. Pillar 2
PAS 1192-3 Specification for information management for the operational phase of assets using
building information modelling.
This specification builds on PAS 1192-2 and develops the processes for the operational phase of the
asset.
This document is crucial for BIM in the facilities management stage of an asset's life cycle.

2.2.7.1.3. Pillar 3
BS 1192-4 Collaborative production of information Part 4: Fulfilling employer's information exchange
requirements using COBie – Code of practice.

COBie is the Government's chosen information exchange scheme.

2.2.7.1.4. Pillar 4
The BIM Protocol

A standard form BIM Protocol was developed and published by the CIC in 2013.

2.2.7.1.5. Pillar 5
Government Soft Landings (GSL)

'Start at the end to inform the start'.

Through Government Soft Landings, the end user of the asset is involved from the start.

GSL is a form of soft handover which incorporates the operational team into design decisions.

The design team are also on hand after completion to assist with the handover and learn lessons from
the real everyday use of the asset

2.2.7.1.6. Pillar 6
An industry standard method of detailing concepts, definition templates and details of the
management of the built asset data.

The NBS BIM Toolkit is a free to use digital plan of work accessible online.

2.2.7.1.7. Pillar 7
A structured and standardised information classification system.

This integrates with the digital plan of work and is also accessible in the NBS BIM Toolkit.

2.2.7.1.8. Pillar 8
PAS 1192-5. Specification for security-minded building information management, digital built
environments and smart asset management.

This specification is designed to provide a framework to assist asset owners in understanding the key
vulnerability issues and the nature of controls required to enable the trustworthiness and security of
digitally built assets.

8 Pillars of BIM defining BIM Level 2 [https://www.lexology.com/library/detail.aspx?g=bde9dd73-

020d-420d-969e-08ed814828da , Accessed: 2022]
2.2.8. 2017
The publication of ISO 19650-1 and ISO 19650-2
The success of UK’s BIM implementation led to a wider adoption of BIM in the construction industry.
On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment.
The draft standard was in two parts:
• ISO 19650-1 Organization of information about construction works - Information
management using building information modelling. Part 1: Concepts and principles and
• ISO 19650-2 Organization of information about construction works - Information
management using building information modelling. Part 2: Delivery phase of assets.

ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly
available specification PAS 1192-2, which have already been shown to help users save up to 22 % in
construction costs. Taking this to an international level not only means more effective collaboration
on global projects, but allows designers and contractors working on all kinds of building works to have
clearer and more efficient information management.
Jøns Sjøgren

2.2.9. 2019
The UK BIM Framework
In the UK, the adoption of ISO 19650 series is framed under the UK BIM Framework, which is brought
to us by BSI, Centre for Digital Built Britain (CDBB) and the UK BIM Alliance.
UK BIM Framework outlines the overarching approach to implementing BIM in the UK.
The official website www.ukbimframework.org provides series of fantastic resource and guidance on
BIM implementation utilising ISO 19650 series.

2.2.10. 2021
Finally, an updated Information Management Mandate delivered through the application of UK BIM
Framework has been published by the Infrastructure and Projects Authority in their policy paper
‘Transforming Infrastructure Performance: Roadmap to 2030’ in September 2021.

2.3. Helpful Resources

• UK BIM Framework
• 'Transforming Infrastructure Performance: Roadmap
to 2030'
• RICS Insight paper
• Centre for Digital Built Britain (CDBB)
• UK BIM Alliance
• UK BIM Framework

2.4. What is BIM

2.4.1. The subsets of information models
1. A graphical model, which is commonly known as 3-dimensional model
2. A database of information associated with the asset, which could be cost, performance or
construction information, warranty information, etc.
3. And traditional documentation which you’d expect to see on any project. Floor plans,
elevations, reports, everything.

2.4.2. From 2D to 3D
The introduction of BIM is moving us away from the flat 2D world and often uncoordinated
document led world and into a 3D and virtual environment.
Traditional plans, sections, elevations and schedules are produced from a coordinated information
model made up of ‘real’ parametric objects.
Changing a window in the model will change that same window in the plan, elevation and section, as
well as the data held in schedules.

2.4.3. The use of intelligent objects

A fundamental difference from 2D drafting is the use of intelligent objects that know what they are,
how they should perform and who are their manufacturers.
The current setup means that multiple actors on the project will have their own Building Information
Models that link to internal databases and external information.

This setup allows the project participants to own the information they produce and share it with
others for coordination and information purposes.

Figure 14 - BIM linked to internal and external information

As you can imagine, with the intelligent object oriented modelling techniques we can
achieve impressive BIM uses that enhance the model usage beyond just 3D visualisation.

While BIM stands for Building Information Model/Modelling/Management, the terms in not
constrained by vertical assets only (Buildings). Information Model/Modelling and Information
Management extends beyond buildings and is used on linear infrastructure assets such as roads, rails
and bridges.

2.5. BIM uses –

2.5.1. Part A- BIMe Initiative
There are dozens of model uses which relate to building information modelling.
BIM Excellence (BIMe) Initiative is a not-for-profit, knowledge generating and sharing community led
by world leading researchers from both industry and academia. They have identified and categorised
a number of model uses, which we highlighted (some of them) below:

3D coordination lighting analysis

asset management mechanical analysis
building maintenance scheduling microclimate analysis
building systems analysis pedestrian simulation
carbon analysis phase planning
clash detection Programming
construction simulation rapid prototyping
cost estimation renewals optimisation
design review site analysis
digital fabrication structural analysis
energy analysis sun / shadown path analysis
life cycle costing / management visualisation / design
analysis communication

https://bimexcellence.org/

2.5.2. Part B- BIM for Design

The obvious benefit of BIM is the Visualisations.
BIM allows us to show the CLIENT, the END USER and all STAKEHOLDERS around the building before
it’s BUILT.
With a VIRTUAL MODEL you can run scenarios:
• Be a parent taking their children for a swim at a leisure centre
• Take a PUPIL through their SCHOOLDAY in their NEW SCHOOL
• FILL and EMPTY a sports arena
• IRON OUT PROBLEMS BEFORE YOU BUILD – TRY BEFORE YOU BUY
2.5.2.1. Stakeholder engagement
• Improved communication
• Clear decision making
• Enhanced understanding
• Assist in planning
2.5.2.2. Pedestrian simulation
Simple mass models can be created to communicate design intent at a concept stage. These models
accrue information and detail through the design process ultimately resulting in a model that can be
used to build from.
The models can also be utilised for other purposes – such as pedestrian simulation. This allows
designers to consider pedestrian flow, bottleneck areas in a design and escape routes in a virtual
environment.
• Improved spatial awareness
• Improved pedestrian flow

2.5.3. Part C - Clash Detection

The federated BIM is made up of sub models – Architectural, Structural and MEP, etc.
BIM design software allows us to coordinate these models into one multidisciplinary model.

This in turn allows us to coordinate the design in a more efficient manner. For example, it enables
us to see if a column location clashes with a door location or whether the MEP can fit in the ceiling
void zone or plant room area.
This improved coordination and control helps to risk the contractor’s risk.
While clash detection software packages allow us to quickly identify hard clashes (geometry clashes),
there are more advanced model checkers such as Solibri.

• Solibri is a rule-based model checker that allows its users to define rules based on different
parameters. Such examples include fire escape route distance checking or space area
checking.
• Another example of rule-based checks include what is called soft clashes, where there is no
obvious geometry clash, but a set clearance clashes with another object (for example, door
swing clashes with a cable tray).
• Additionally, there are tools like Navisworks that allow dynamic (utilising construction
sequence) clash detection meaning that a crane may clash with the roof, however it will be
removed by that point.
2.5.4. Part D - BIM for construction
Use of BIM in construction has seen Project Managers and contractors utilising BIM to identify,
control and manage risk.
Advances in software are allowing contractors to align the models with their proposed work
programmes and test in a virtual environment alternative construction, phasing and logistic
sequencing to develop an optimum time solution. This in turn is
providing time and performance certainty as well as:

• Greater collaboration
• Reduced risk in construction
• Enhanced coordination
• Improved quality outcomes
• Improved Health & Safety

2.5.5. Part D - BIM for operations - facility management

BIM uses extend beyond design and construction. The information collected throughout the project
capital phase may be utilised for running the assets.
This is one of the greatest benefits of BIM as it represents structured information use at the
operational stage.
Given that the operational stage of the whole lifecycle of an asset represents around 80% of the
total expenditure, having reliable information is key for facilities management.
A good example of software used at the construction stage is Dalux.
It allows not only the review of the models but also the log of snagging, health and safety and other
forms of information.
Follow the link for further information on how the software is used for design, construction, and
facilities management:

2.5.6. Conclusion
While implementing different BIM uses might be tempting, it is crucial to understand that each BIM
use ultimately must provide VALUE.

“Understanding your client's OBJECTIVES, identifying what a client WANTS and more importantly,
what a client NEEDS should be of paramount importance at the START of the process.”\

A client who has requirements for BIM to aid asset management would require different BIM uses
from a client who has requirements in sustainability.

It’s important to have a clear idea and indicate right from the outset exactly what needs to be
derived, generated or extracted from the BIM
If it’s NOT documented, it’s harder to control at a later date and can become increasingly harder to
achieve.

The BIM uses need to be included within the Exchange Information Requirements (EIR), which we’ll
cover later in the course, so there is no confusion about exactly what is required during the project.

2.6. Scenario
Watch this scenario about when BIM is implemented right at the beginning of a project.

This diagram illustrates a project when BIM is implemented right at the beginning. All BIM tasks are
achievable and key decision points have been identified. What is important to note is that a BIM
Execution plan (BEP) has been put into place to identify what BIM uses apply to the project so the
designers understand that the model needs to be developed, containing the correct data and
geometry to allow other project stakeholders to use the model for the different BIM uses to be
carried out at the key stages.

Now, if we assume that BIM was implemented later in the project, you can see the knock-on effect
with regards to what BIM uses and tasks that can be achieved.
Some become more challenging, and some become unachievable entirely. Key decision points have
been missed which means that important information is not recorded, and the model is not being
formulated and developed correctly.
As we push this implementation of BIM further into the project, again we see lots of BIM uses/tasks
becoming increasingly challenging to achieve and more become unachievable.
So it’s clear that defining BIM uses and starting the implementation of BIM must happen at the
earliest stages to enable the full benefits and uses of BIM to be realised.
Solution
To embed BIM uses on the project we need to specify the uses early in the project by involving the
client and delivery team.
To ensure its implementation BIM uses should be included in the Exchange Information
Requirements and then detailed in the BIM Execution Plan.

2.7. BIM dimensions - BIM modelling evolution

Previous examples of BIM uses could be potentially grouped under what is called BIM dimensions.
Although there is no real consensus between BIM dimensions, at least not in the international
standards, this lesson will explore the dimensions that are being referred to in different sources on
the internet.
BIM dimensions have evolved from a need to differentiate between modelling geometry in two or
three dimensions. This has been part of the modelling evolution, moving from drawing boards to the
first 2D CAD systems, to 3D modelling packages.
Adding further aspects to this modelling can help project teams understand what information they
are setting out to model.
4D is commonly known as ‘modelling scheduling information (time) to model construction
sequences’.
5D is known as ‘adding financial cost’.
There is little international consensus beyond this, and arguably cost isn’t a ‘dimension’ at all – it is
just a further information field.

In a nutshell, we could define the following dimensions:

• 2D BIM is a digital geometric model that constitutes an X and a Y-axis associated with
further information.
• 3D BIM is a digital geometric model that constitutes an X, Y and Z-axis associated with
further information. It refers to design and 3D modelling to communicate design intent.
• 4D BIM adds the aspect of Time to a project so the models are aligned to the programme to
communicate construction sequencing and timelines.
• 5D BIM adds the aspect of Cost and quantification to a project – quantities and data are
harvested from the model to use in commercial activities. It is advised to clearly set out
specific requirements to differentiate between capital or operation costs.
• 6D BIM is the operational part of BIM. This is where a model has been handed over to a
Client and they can then use this to assist in asset management activities. Data can be
assigned to model objects that can then be used by a client to assist in life cycle cost
programmes. Please note that quite often 6D is not considered a dimension at all. As always,
it is better to set out precise information requirements for facilities management rather than
use a blanket term.
• There are also less known dimensions such as 7D BIM, which relates to sustainability
information set and 8D BIM, which relates to health and safety information set.

As with other dimensions, rather than referring to the dimensions we would advise defining specific
exchange information requirements that have specific purposes and deliverables.
While the terms may spark the conversation, we always have to keep the information purpose in
mind. In most cases, if specific information is required to be modelled, it is far better to be clear on
precisely what this information is than to use terminology such as 5D, 6D or 7D, etc.

NOTE
BIM dimensions and BIM Maturity levels are two completely different topics. While there is no
consensus on BIM dimensions, BIM Maturity levels have been previously defined in PAS1192 series.

Don’t utilise BIM dimensions to communicate project requirements, as they are normally vague and
are not backed up by standard definitions.
Be specific in DEFINING EXCHANGE INFORMATION REQUIREMENTS to meet your project needs.

2.8. Part 2- Summary

• As explained in the previous lessons, BIM is not a new concept. While it has been around for
some time, it is constantly evolving. Luckily, instead of having multiple definitions of what
BIM is, international standards help us find a consensus on what good information
management is supposed to look like.
• Depending on where you find yourself in the project’s lifecycle you will most likely find how
to harvest BIM uses for your needs. Whether it is for clash detection at the design stage or
facilities management at the operation stage the information models can assist you along
the way.
• While there are multiple BIM uses and multiple BIM dimensions out there, it is crucial to
identify the purpose of the information and translate the purpose into specific exchange
information requirements, whether it is information exchange between the project design
team or contractor and the client, specificity is always the key for successful information
management.

3. PART 3 – MAKING THE BUSINESS CASE FOR BIM ADOPTATION

The key points for you to focus on in this part are:
1. The business case for BIM: benefits and challenges, risks and opportunities to BIM adoption.
2. The benefits of BIM for design, construction, operation and maintenance.

3.1. Why is this important?

BIM is changing our methodology and approach to information management.
Our industry is known to be slow to adopt new work practices. We are all known to fall back on the
traditional methods that we feel comfortable with and know.
The change brought about by the introduction of BIM and digital construction should not be feared –
it is EVOLUTION rather than REVOLUTION.
All BIM does is use software and processes to enable the client to understand their asset
requirements, and articulate them in a way that is easy to understand by the supply chain, so they
can achieve their desired outcomes.
3.2. Business case for BIM adoption
3.2.1. Challenges and opportunities
While BIM methodology seems like a good idea, it poses some challenges and opportunities for the
organisations trying to adopt it.
BIM implementation challenges will be different depending on your organisation size.
Food for thought
Imagine a small organisation with 10 people or less. Their BIM implementation strategy will be very
different from a government department such as the Ministry of Justice or a large organisation such
as AECOM.

There are quite a few factors one needs to take into consideration when implementing BIM.
Normally, the proposed change comes in three main categories:

1. PEOPLE
2. PROCESS
3. TECHNOLOGY
3.2.1.1. PEOPLE
The subject of change management is vast and has been covered by multiple professions. The key to
BIM implementation is to find a way to embed new concepts into the organisation without
disrupting what works well.
While there is no single approach on how to embed change into the organisation, we would like to
point out a few items for consideration:

3.2.1.1.1. Drivers for change

The key drivers for change are:
• Legislative
• Fear of missing out
• Opportunity for new business or enhanced service
The first question the organisation should ask is ‘WHY’?
1. Why does the organisation want to change the way it operates?
There are multiple factors that will influence the decision. It may be that new legislation is out that
prevents the organisation to tender on some of their jobs or it may be that they want to
differentiate themselves from the competition.
Whatever your ‘WHY’ is it is crucial to identify it before actually implementing BIM.
3.2.1.1.2. Assess Organisation
It is crucial to understand:
• what your organisation does well
• what is missing
This will enable you to identify BIM implementation Key Performance Indicators in relation to:
• people
• process
• technology

3.2.1.1.3. Implementation Strategy

There are two types of BIM implementation strategies:
1. Top-down approach
2. Bottom-up approach
As a change agent in your organisation, you should consider what is the best approach.
• Do you need the company’s leadership to push the requirement?
• Do you want to allow the professionals to experiment on their own terms?
Both approaches have benefits and risks.

While the top-down approach may enforce structure, it may also be perceived with higher resistance
to change.

On the other hand, having professionals implement BIM uses on the project may lead to multiple
people re-inventing the wheel without any rigid process behind it.

3.2.1.1.4. Available Resources

When evaluating the available resources, consider the following:
1. Upskill existing team
2. Hire new professionals
3. Blend the tech-savvy personnel with existing personnel
Understanding your team is equally important.
Rolling out new processes and technology might hinder the project outcomes thus identifying BIM
champions is sometimes considered a good approach.
Again, there is no right or wrong answer when implementing BIM, however, we wanted to give you a
few pointers to lead you in the right direction.

NOTE

You can utilise BIM Maturity Matrix developed by BIMe to get you started.

3.2.2. Process
You might have heard an expression that BIM is a process rather than technology and in part, this is
a correct statement. While technology enables the use of BIM methodologies, the key to BIM is
information management, which is underpinned by a good process to foster collaboration. In fact,
this course is based upon information management using BIM and we will explore the whole
information management cycle utilising ISO19650 series throughout the course in the following
modules.
From the organisational point of view, it is crucial to establish the PROCESS for information
management at the organisational level to identify how the information flows inside the
company as well as outside.
Different organisations will need various resources depending on their function at the project level.
Again, this is well determined by the ISO 19650 series, which we will cover in greater detail
throughout the course.

DID YOU KNOW?

BIM implementation can be viewed not only at the organisational level but also at the government
level. While the UK government took the top-down approach when implementing BIM, the US
government led a bottom-up approach without providing a rigid framework.

NOTE:
Take some time to explore the International BIM Toolkit by CDBB. It includes templates and
guidance on BIM implementation.

https://www.cdbb.cam.ac.uk/AboutDBB/Promoting-digital-construction-
Internationally/international-bim-toolkit

3.2.3. Technology
Every organisation should identify how they share information not only internally, but also externally
as it will determine what is required from BIM processes and technology.

Example 01
An architectural studio of 20 people may identify that SketchUp software is the software of their
choice due to ease of use, cost, training requirements and connectivity with their internal software
for visualisation such as Unreal Engine.
While internal requirements must be taken into consideration the company needs to understand the
sector where they operate.
If their regular clients employ design teams (mechanical and electrical (M&E) and structural
engineers) who utilise Revit and Tekla software packages, it might be worth considering BIM
applications such as Revit or ArchiCAD, which are better tailored to exchange information in Industry
Foundation Classes (IFC-SPF format).
This in essence would avoid friction in the information exchange and collaboration.

While we may be tempted to consider primarily 3D software packages when thinking about BIM, it is
the information need that should drive the decisions of technology choice.

Example 02
A major contractor may invest in some of the 3D software packages, but their needs will be different
to the ones of architectural or structural practice.
A contractor may want to coordinate the design to ensure the design does not have major clashes
before going into the construction phase.
The same contractor may utilise issue tracking software that visualises the reduction of the clashes
throughout the design stage.

While 3D software is important for the contractor, the activity of clash detection may be performed
by a lead designer or a third party.
The important aspect of BIM for the contractor is the information availability and accessibility to the
entire supply chain. Therefore, instead of concentrating on 3D, the contractor should invest
in Common Data Environment to manage the information of the entire supply chain.

The choice of the CDE will be driven by the contractor's needs and processes.
For example, the contractor may require the CDE to capture all the snags and allow for the O&M
collection.
Example 03
Imagine a university as a client. Their information need is very different to the consultant or
contractor.

The university needs to ensure that information is shared effectively with the lead appointed parties
during the capital phase of the project and that they receive structured information that could be
utilised in the operational phase.
In this case, the client may choose the software based on connectivity between CDE and their CAFM
system.

NOTE
It does not matter what software is used by different actors on the project. What matters is that
the software packages meet the internal requirements based on the organisation’s processes and
that information can be shared with other project participants.

Nevertheless, when implementing software in the organisation there are a few items that should be
taken into consideration:
• Business case (BIM uses, what is the return on investment)
• Ease of use (learning curve)
• Training requirements (internal staff and supply chain)
• Cost (software and hardware)
• Interoperability (internal and external)
• Implementation plan (non-financial factors should be considered, such as leadership and
peer education)

While it is nearly impossible to define every case study of BIM implementation, we hope that the
above content provided you with some ammunition when considering a change. We would like to
see how you would implement BIM in your organisation. This task will be your first task on this
course.
3.3. Benefits and risks of BIM for design, construction, operation and maintenance
As you may have realised, there are quite a few benefits BIM brings to the projects. In this section,
we would like to highlight a few benefits, risks and issues associated with BIM throughout the
lifecycle of the project.

3.3.1. High level benefits of BIM

The high-level benefits of BIM are focused around:
• Enhanced understanding
• Greater collaboration
• Digital asset data capture
• Enhanced coordination, etc.

During the different stages of delivery, more certainty and understanding ensures helping to reduce
risk levels previously associated with key activities.
The end result is an asset model that contains the correct level of data for the client to utilise during
the operational phase and a model that can be re-used and developed during the asset lifecycle.

Benefits during design, construction, and operational phases

3.3.2. Risks and issues

While there are quite a few benefits, BIM still has some risks & issues attached to it.
To start we need to remember the model is only as good as the information placed in it. So all
parties need to be on board to work more collaboratively to ensure the BIM objectives are achieved.
Key strategic decisions need to be established early on – what will the model be used for? what level
of information is expected at each stage of the project?
It can be a complex information exchange, so rules need to be set relating to data exchange.
3.3.2.1. Procurement
Design & build procurement routes seem to currently work on BIM projects however this may
change as more upfront service is required by all parties and a specific BIM route may be
established.

3.3.2.2. Cost relating to fees and contract risk

Some consultants are charging a premium for a BIM service, however, over time this will disappear
as the use of BIM becomes the norm and a natural part of the Project management service.

We also have new functions such as the information manager being introduced which are critical to
ensuring control and coordination of the BIM.
This function will be covered later in the course.
3.3.2.3. Contractors
Contractors always include a cost for Risk on a project and it is anticipated that the use of a BIM
model will help to control and reduce the expected risk on a project, therefore, in turn, bringing this
cost down.

3.3.2.4. Standards form of contract

Standard forms of contracts will change to include a focus on BIM and the collaborative environment
Standard forms of contract are starting to make reference to the Information Management protocol
which we will touch on later in this course.

We need to ensure our scopes of service reflect the roles and responsibilities associated with the
development of a BIM

3.3.2.5. Supply Chain Capabilities

We need to ensure the correct team are appointed who are able to deliver our BIM objectives and
outcomes.

3.3.2.6. Copyright and issues raised around intellectual property rights

It is easier for someone to extract objects from a model and reuse the objects. We will look at the
adoption of the Information Management protocols later in this course which help to address issues
associated with sharing the model, copyright and intellectual property rights.

3.3.2.7. Information Technology (IT)

Possible investment is required by stakeholders to be able to use the model and meet BIM
expectations, functions and responsibilities.

It is currently recommended that the appointing party creates an external data environment, i.e
Asite, Viewpoint or Aconex so you can then use this environment in the operational phase.

3.3.2.8. Clients asking for BIM without understanding their roles and responsibilities
A big issue you need to be aware of is when a client asks for BIM but doesn’t realise this comes with
exchange information requirements, functions and responsibilities which we will touch on later in
this module.

A big problem we often face is when a client is asking for BIM that can be used during the
operational phase but then fails to tell you what data is important and required in the model for
operational activities.

3.3.2.9. Client just ‘wants BIM’ – It’s not that simple

The client has functions and responsibilities associated with setting up and managing a BIM
environment as well as actually defining what their BIM objectives are and how they want to utilise
the information themselves.

3.3.2.10. Late engagement in the BIM Process

An example is the RIBA plan of works stage 2 once the client team has been appointed. This will tend
to mean that the Design team have been appointed on a standard scope and there is no reference in
their scope of service that BIM is required or is to be developed and shared for utilisation by other
project stakeholders.

3.3.2.11. Data Standards are not in place (BIM Execution Planning, protocols, etc)
There are no BIM protocols or BIM execution planning so it's left to interpretations as to what data
standards are to be adhered to.

3.3.2.12. Design team attempt to revert back to 2D processes mid stream

The design team promised BIM but failed to develop models with any details and revert back to
providing the team with all design information in a 2D format.

3.3.2.13. Lack of thought by the designer on model content

The model is only as good as the information in it we need to identify what level of information need
we expect to see in the model at key stages.

3.3.2.14. Time
Can our clients allow for more time spent up front designing, analysing and preparing?

3.3.2.15. Up front Services

Clients need to see the benefit of paying for up front services.

3.3.2.16. Supply Chain Capability

Supply chain capability also needs to be assessed before we commence to ensure the right team
that can meet the client's BIM objectives is appointed.

3.4. Summary
Let's do a quick recap of Part 3 - Making the business case for BIM adoption

• As we identified in the previous lessons, there is no size that fits all organisations when it
comes to BIM implementation. Nevertheless, each organisation must answer the question
‘Why?’ they are trying to implement BIM. Once the ‘Why?’ question is answered, it is much
easier to navigate through BIM requirements. You may consider assessing the current BIM
maturity of your organisation, establishing Key Performance Indicators (KPI’s) and defining
the strategy for the roll-out.
• While many organisations see BIM as a technology, don’t forget that it is all about process
and people management. Once you define your approach and establish the process,
technology is there to support it.
• As part of the implementation, it is a good idea to identify what benefits BIM will bring to
your organisation not only during the capital expenditure phase but also through the
 operational. While benefits might be tempting it is equally important to identify risks
associated with the implementation plan and try to mitigate them before they arise.
4. Key Learning Points
Key terms used throughout the ISO19650 series (high-level terminology)

4.1. Why is this important?

While many of you may be familiar with the terminology used in PAS1192 series, the ISO19650
series use terminology that could be translated across multiple countries.
As mentioned before we will explore the differences between PAS and ISO in more detail in the next
module. In the introductory module, we want to emphasise the key terms used throughout the
standards.
4.2. Key terms
4.2.1. Project Parties
One of the most important terms are associated with the project parties. In essence, there are three
parties on any given project:

a) Appointing party
b) Lead appointed party
c) Appointed party

Their relationship is clearly illustrated in figure 2 of ISO19650-2.

4.2.1.1. Appointing party (A)
The identification of the party is normally, but not necessarily, determined by their contractual
relationship. At the centre, we have an appointing party. An appointing party is the receiver of
information concerning works, goods or services from a lead appointed party.

Note 1: In some countries, the appointing party can be termed client, owner or employer but the
appointing party is not limited to these functions.

Note 2: This term is used whether or not there is a formal appointment between the parties.

4.2.1.2. Lead appointed party

The lead appointed party is the party that has a direct relationship with the appointing party and it
may include lead designers, lead contractors, cost consultants and project managers etc.

Note 1: A lead appointed party should be identified for each delivery team but this can be the same
organization as one of the task teams.

Note 2: This term is used whether or not there is a formal written appointment in place.

4.2.1.3. Appointed party

Appointed party is the party that has a direct relationship with the lead appointed party and
provides information concerning works, goods and services on the project.
As identified in the figure above - Interfaces between parties and teams for the purpose of
information management - a lead appointed party and their appointed parties form a delivery team.
When it comes to the delivery teams the structure may be different based on the project setup.

Note 1: A delivery team can be any size, from one person carrying out all the necessary functions
through to complex, multi-layered task teams.
The size and structure of each delivery team are in response to the scale and complexity of the asset
management or project delivery activities.

Note 2: Multiple delivery teams can be appointed simultaneously and/or sequentially in connection
with a single asset or project, in response to the scale and complexity of the asset management or
project delivery activities.

Note 3: A delivery team can consist of multiple task teams from within the lead appointed party’s
organization and any appointed parties.

Note 4: A delivery team can be assembled by the appointing party rather than the lead appointed
party.
4.2.2. Information Management Terms
While there are quite a few terms and definitions in relation to information management such as
asset information requirements, project information requirements, etc., we wanted to concentrate
on a few key elements that were coined with the introduction of ISO19650 series. We would like to
begin by defining the term ‘information’:

4.2.2.1. Information
It is a reinterpretable representation of data in a formalized manner suitable for communication,
interpretation or processing by human or automatic means.

4.2.2.2. Information Container

Differently from a file-based exchange of information, an information container is a persistent set of
information retrievable from within a file, system or application storage hierarchy.

Example
Including sub-directory, information file (including model, document, table, schedule), or distinct
sub-set of an information file such as a chapter or section, layer or symbol.

Note 1: Structured information containers include geometrical models, schedules and databases.
Unstructured information containers include documentation, video clips and sound recordings.

Note 2: Persistent information exists over a timescale long enough for it to have to be managed, i.e.
this excludes transient information such as internet search results.

Note 3: Naming of an information container should be according to an agreed naming convention.

4.2.2.3. Information Model

Under the ISO19650 series, information model is a set of structured and unstructured information
containers. Meaning that the information model does not relate only to the information contained
within 3D model, but extends to the information held on the CDE.

4.2.2.4. Information Need

While under PAS 1192 series we referred to the level of detail and level of information as the level of
development under ISO19650, level of information need is a framework that defines the extent and
granularity of information.

It is generally broken down into three categories:

1) Documentation
2) Geometrical
3) Alphanumerical Information

Note 1: One purpose of defining the level of information need is to prevent the delivery of too much
information.

4.3. Explore

Link: https://www.iso.org/obp/ui#home

• Level of Information Need - Concepts and principles can be found in BS EN 17412-1:2020.

Link: https://standardsdevelopment.bsigroup.com/projects/2018-02659#/section

• Terms and definitions used in ISO19650 series are included in ISO19650-1 section 3.

Link: https://www.bsigroup.com/en-GB/iso-19650-BIM/

4.4. Summary
While information management using BIM might be an overwhelming subject, having clear
definitions is key to having a common playing field. Terms and definitions allow all project actors
agree on the project activities and conditions.
Understanding the terms used in ISO19650 will allow you to better understand the information
management cycle. While the introductory module explained the key terminology we will go into
greater detail in the upcoming modules where we explain not only the terminology but also an
application of those terms and definitions.

5. Essential Reading
5.1. International BIM Toolkit by CDBB. It includes templates and guidance on BIM
implementation
https://www.cdbb.cam.ac.uk/AboutDBB/Promoting-digital-construction-
Internationally/international-bim-toolkitn and infrastructure sector, July 2020
5.2. RICS insight paper - The future of BIM: Digital transformation in the UK
construction and infrastructure sector, July 2020

5.3. UK BIM Framework - Explore the guidance resources to further understand the
implementation of BIM in the UK.