Upload
dchambolle1451
View
16
Download
1
Tags:
Embed Size (px)
DESCRIPTION
Impact of BIM on Project Management in france
Citation preview
School of Civil Engineering
Report prepared by Benjamin Gaudin
as part of the MSc individual project 2012/13
The material in this dissertation was prepared as part of the MSc in Construction Management and should not be published without the
permission of the University of Birmingham. The University of Birmingham accepts no responsibility for the statements made in this
document.
Impacts of Building Information Modelling (BIM) on Project Management in the French
Construction Industry
August 2013
University of Birmingham School of Civil Engineering
Dissertation i
Acknowledgements
The author would like to express his sincerest gratitude to his dissertation supervisor,
Mr John Shaw, who offered his precious advice all along this project.
The author would also like to thank all the construction professionals who accepted to
take part in this project by responding to the questionnaire or by being interviewed. In
particular, the author thanks Ms Gesnot, Mr Amara, Mr Levrot, Mr Moreau and Mr
Adnew.
University of Birmingham School of Civil Engineering
Dissertation ii
Abstract
Building Information Modelling (BIM) is becoming increasingly popular in the global
construction industry. The aim of this paper is to analyse the actual and potential
impacts of BIM on Project Management in the French construction industry. The scope
is limited to main Project Management activities.
Potential impacts of BIM on Project Management were identified through a literature
review. Interviews of French construction professionals allowed the state of BIM and its
actual impacts in France to be assessed. A questionnaire was conducted in order to
evaluate the French construction professionals knowledge about BIM.
BIM is very recent in France and did not, therefore, reach its final form, which involves
collaboration and Life-Cycle Management. Consequently, several impacts of BIM,
described in the literature, do not appear in France; there is no change in the way
projects are organised.
However, Architects and Contractors use BIM internally for visualisation purposes, and
to carry out specific tasks such as cost-estimating and data-synthesis.
The results of the questionnaire indicate that 27% of construction professionals have
never heard about BIM.
University of Birmingham School of Civil Engineering
Dissertation iii
Table of Contents
1! Introduction+.....................................................................................................................+1!2! Methodology+.....................................................................................................................+2!
2.1! Matrix+of+objectives+............................................................................................................+2!2.2! Methodology+flowchart+.....................................................................................................+3!2.3! Risks+.........................................................................................................................................+4!2.4! Literature+review+................................................................................................................+5!2.4.1! Aim!and!objectives!.......................................................................................................................!5!2.4.2! The!French!literature!..................................................................................................................!5!2.4.3! Sources!..............................................................................................................................................!5!2.5! Questionnaire+.......................................................................................................................+6!2.5.1! Aim!......................................................................................................................................................!6!2.5.2! Questions!..........................................................................................................................................!6!2.5.3! Responses!Collection!...................................................................................................................!7!2.6! Interviews+..............................................................................................................................+9!2.6.1! Aim!and!Objectives!.......................................................................................................................!9!2.6.2! Finding!people!to!interview!.....................................................................................................!9!2.6.3! Interviewing!people!.....................................................................................................................!9!2.7! Programme+.........................................................................................................................+10!
3! Literature+review+........................................................................................................+13!3.1! Introduction+to+BIM+.........................................................................................................+13!3.1.1! BIM!Concept!.................................................................................................................................!13!3.1.2! BIM!functions!...............................................................................................................................!17!3.1.3! BIM!interoperability!.................................................................................................................!17!3.1.4! BIM!Levels!Of!Development!..................................................................................................!18!3.1.5! BIM!Maturity!Levels!..................................................................................................................!18!3.2! Project+Management+in+Construction+........................................................................+19!3.2.1! Project!Management!Definition!...........................................................................................!19!
University of Birmingham School of Civil Engineering
Dissertation iv
3.2.2! Project!Management!main!activities!.................................................................................!19!3.3! Integration+of+BIM+in+Project+Management+.............................................................+23!3.3.1! Scope!Definition!..........................................................................................................................!23!3.3.2! Time!Management!.....................................................................................................................!24!3.3.3! Cost!Management!.......................................................................................................................!25!3.3.4! Quality!Management!.................................................................................................................!27!3.3.5! Human!Resource!Management!............................................................................................!28!3.3.6! Communications!Management!.............................................................................................!29!3.3.7! Risk!Management!.......................................................................................................................!30!
4! Questionnaire+...............................................................................................................+32!4.1! Global+results+.....................................................................................................................+32!4.1.1! Level!1:!Awareness!....................................................................................................................!32!4.1.2! Level!2:!Basic!knowledge!........................................................................................................!33!4.1.3! Level!3:!Basic!usage!...................................................................................................................!33!4.1.4! Level!4:!Advanced!knowledge!..............................................................................................!34!4.2! Comparison+between+young+and+older+professionals+.........................................+35!4.2.1! Level!1:!Awareness!....................................................................................................................!35!4.2.2! Level!2:!Basic!knowledge!........................................................................................................!36!4.2.3! Level!3:!Basic!usage!...................................................................................................................!36!4.2.4! Level!4:!Advanced!knowledge!..............................................................................................!37!4.2.5! Conclusions!...................................................................................................................................!37!4.3! Comparison+between+people+who+work+onMsite+and+others+..............................+38!4.3.1! Level!1:!Awareness!....................................................................................................................!38!4.3.2! Level!2:!Basic!knowledge!........................................................................................................!38!4.3.3! Level!3:!Basic!usage!...................................................................................................................!39!4.3.4! Level!4:!Advanced!knowledge!..............................................................................................!39!4.3.5! Conclusions!...................................................................................................................................!40!
5! Interviews+......................................................................................................................+41!5.1! BIM+concepts+and+definitions+.......................................................................................+41!
University of Birmingham School of Civil Engineering
Dissertation v
5.1.1! BIM!model!.....................................................................................................................................!41!5.1.2! PreTBIM!model!............................................................................................................................!41!5.1.3! Dead!model!...................................................................................................................................!41!5.1.4! BIM!levels!......................................................................................................................................!42!5.1.5! BIM!interoperability!.................................................................................................................!42!5.1.6! BIM!implementation!scenarios!............................................................................................!44!5.2! State+of+BIM+in+France+.....................................................................................................+45!5.2.1! Current!situation!........................................................................................................................!45!5.2.2! Common!practices!.....................................................................................................................!45!5.2.3! Obstacles!........................................................................................................................................!47!5.2.4! Impact!of!the!new!Thermal!Regulation!............................................................................!48!5.2.5! Outlook!of!development!..........................................................................................................!49!5.3! BIM+and+Project+Management+in+France+...................................................................+51!5.3.1! Scope!Definition!..........................................................................................................................!51!5.3.2! Time!Management!.....................................................................................................................!52!5.3.1! Cost!Management!.......................................................................................................................!52!5.3.1! Quality!Management!.................................................................................................................!53!5.3.1! Human!Resource!Management!............................................................................................!54!5.3.1! Risk!Management!.......................................................................................................................!55!
6! Discussion+......................................................................................................................+57!6.1! Difference+between+BIM+in+France+and+BIM+in+the+literature+...........................+57!6.1.1! PreTBIM!and!Dead!Models!......................................................................................................!57!6.1.2! Initiator!of!the!implementation!of!BIM!............................................................................!57!6.1.3! Limited!interoperability!..........................................................................................................!58!6.1.4! Construction!professionals!knowledge!...........................................................................!59!6.2! Current+evolution+of+BIM+in+France+............................................................................+60!6.2.1! Gateways!to!the!adoption!of!BIM!........................................................................................!60!6.2.2! Roles!of!big!Construction!Groups!........................................................................................!60!6.2.3! Design!and!Build!projects!.......................................................................................................!61!
University of Birmingham School of Civil Engineering
Dissertation vi
6.2.4! Construction!professionals!knowledge!...........................................................................!61!6.3! Impacts+of+the+French+version+of+BIM+on+Project+Management+.....................+62!6.3.1! Limited!collaboration!...............................................................................................................!62!6.3.2! Common!uses!...............................................................................................................................!63!6.4! Validity+of+the+Results+.....................................................................................................+65!6.4.1! Interviews!.....................................................................................................................................!65!6.4.2! Questionnaire!..............................................................................................................................!65!6.5! Contribution+to+existing+knowledge+..........................................................................+65!
7! Conclusions+and+Recommendation+.......................................................................+66!7.1! Conclusions+........................................................................................................................+66!7.2! Recommendations+for+further+works+........................................................................+67!
8! References+.....................................................................................................................+68!Appendix+A:+Questionnaire+.............................................................................................+74!Appendix+B:+Levels+Of+Development+............................................................................+76!Appendix+C:+Capability+Maturity+Model+......................................................................+77!Appendix+D:+Maturity+Index+............................................................................................+78!Appendix+E:+Table+of+results+of+the+questionnaire+..................................................+79!Appendix+F:+Introduction+of+Interviewees+.................................................................+85!Appendix+G:+Interview+of+Franois+Amara+.................................................................+86!Appendix+H:+Interview+of+Philippe+Levrot+.................................................................+92!Appendix+I:+Interview+of+Simon+Moreau+.....................................................................+97!Appendix+J:+Interview+of+Adeline+Gesnot+..................................................................+102!Appendix+K:+Interview+of+Temesgen+Adnew+...........................................................+105!
University of Birmingham School of Civil Engineering
Dissertation vii
List of Figures
Figure+1:+Methodology+Flowchart+....................................................................................+3+
Figure+2:+Planned+Schedule+.............................................................................................+11+
Figure+3:+Actual+Schedule+................................................................................................+12+
Figure+4:+Comparison+between+2D+CAD,+3D+CAD,+and+ObjectMbased+parametric+
modelling+..............................................................................................................................+14+
Figure+5:+Lifecycle+of+a+construction+project+(Guo+and+others,+2010)+..............+15+
Figure+6:+BIM+model+as+a+shared+platform+(Baoping+and+others,+2010)+..........+15+
Figure+7:+The+shifting+of+activities+caused+by+BIM+...................................................+16+
Figure+8:+Differences+between+conceptual+design+and+construction+
documents+with+BIM+(Van,+2008)+.................................................................................+23+
Figure+9:+Level+of+influence+of+decisions+in+function+throughout+the+project+
(Cherry+and+Petronis,+2009)+...........................................................................................+24+
Figure+10:+Estimating+process+(Halpin+and+Woodhead,+2005)+...........................+26+
Figure+11:+Global+results,+Awareness+..........................................................................+32+
Figure+12:+Global+results,+Source+of+awareness+.......................................................+32+
Figure+13:+Global+results,+Basic+knowledge+...............................................................+33+
Figure+14:+Global+results,+Basic+usage+.........................................................................+33+
Figure+15:+Global+results,+common+usages+of+BIM+models+...................................+34+
Figure+16:+Global+results,+Advanced+Knowledge+.....................................................+34+
Figure+17:+Comparison+between+young+and+older+construction+professionals,+
Awareness+.............................................................................................................................+35+
Figure+18:+Comparison+between+young+and+older+construction+professionals,+
Basic+Knowledge+.................................................................................................................+36+
Figure+19:+Comparison+between+young+and+older+construction+professionals,+
Basic+Usage+...........................................................................................................................+36+
Figure+20:+Comparison+between+young+and+older+construction+professionals,+
Advanced+Knowledge+........................................................................................................+37+
University of Birmingham School of Civil Engineering
Dissertation viii
Figure+21:+Comparison+between+professionals+who+work+onMsite+and+others,+
Awareness+.............................................................................................................................+38+
Figure+22:+Comparison+between+professionals+who+work+onMsite+and+others,+
Basic+Knowledge+.................................................................................................................+38+
Figure+23:+Comparison+between+professionals+who+work+onMsite+and+others,+
Basic+Usage+...........................................................................................................................+39+
Figure+24:+Comparison+between+professionals+who+work+onMsite+and+others,+
Advanced+Knowledge+........................................................................................................+39+
Figure+C.1:+Maturity+Index+(BIM+Industry+Working+Group,+2011)+.....................+78+
University of Birmingham School of Civil Engineering
Dissertation ix
List of Table
Table+1:+Matrix+of+objectives+.............................................................................................+2!Table+2:+Risk+analysis+...........................................................................................................+4!Table+3:+Project+Management+Activities+.....................................................................+20!Table+B.1:+Level+of+Development+(The+American+Institute+of+Architect,+2008)
+..................................................................................................................................................+76!Table+C.1:+Capability+Maturity+Matrix+(NIBS,+2007)+...............................................+77!Table+E.1:+Results+of+the+questionnaire+......................................................................+79!
University of Birmingham School of Civil Engineering
Dissertation
1
1 Introduction
The purpose of this chapter is to introduce the aim and objectives of the project. The scope and the structure of this dissertation are described in this chapter.
Building Information Modelling (BIM) is a recent concept that is becoming
increasingly popular in the global construction industry. The aim of this dissertation is
to analyse the potential and actual impacts of BIM on Project Management in the
French construction industry. The objectives are the followings:
- Gain an overall understanding of BIM,
- Identify the impacts of BIM on Project Management activities, as described
in the literature,
- Identify the state of BIM in France,
- Evaluate the French construction professionals knowledge about BIM,
- Identify the actual impacts of BIM on Project Management activities in the
French construction industry.
The scope of this dissertation will be limited to main Project Management activities,
excluding for example Waste Management and Value Engineering.
The dissertation is structured as follows:
- The Methodology chapter: is a description of the research methodology.
Research materials that were used are identified; the aims of the
questionnaire and the interviews are detailed in this chapter.
- The Literature review chapter: is a global survey of the relevant literature.
- The Questionnaire chapter: is an analysis of the results of the questionnaire.
- The Interviews chapter: is a summary of the interviews.
- The Discussion chapter: is a comparison of the previous results with the
literature. The validity of the results is discussed in this chapter.
- The Conclusions and Recommendations chapter: is a summary of the
findings of this project. Suggestions for further works are made.
University of Birmingham School of Civil Engineering
Dissertation
2
2 Methodology
2.1 Matrix of objectives
The Matrix of objectives links the objectives with the materials used to meet them.
In order to meet the objectives defined in the introduction, the author carried out a
literature review, a questionnaire and interviews. These materials are linked with the
objectives in Table 1.
Table 1: Matrix of objectives
Materials
Objectives
Literature
Review
Questionnaire Interviews
Gain an overall understanding of BIM X X
Identify the impacts of BIM on Project
Management activities, as described in the
literature
X
Identify the state of BIM in France X
Evaluate the French construction
professionals knowledge about BIM
X
Identify the actual impacts of BIM on
Project Management activities in the French
construction industry
X
University of B
irmingham
School of C
ivil Engineering
Dissertation
3
2.2 M
ethodology flowchart
Figure 1: Methodology Flow
chart
University of Birmingham School of Civil Engineering
Dissertation
4
2.3 Risks
This chapter deals with the risks that were identified and managed in order to carry out this dissertation.
The author identified, at the beginning of the project, a number of risks that had to be
managed. In order to mitigate these risks, a list of risk responses was developed. Risks
and their associated responses are listed in Table 2.
Table 2: Risk analysis
Risk categories Risks Risk responses
Literature Review Problems to obtain books Start early to identify the
books needed
Lack of recent references Use on-line databases
Interviews Difficulties to find people
to interview
Start early to identify
potential interviewees
People do not accept to
meet me
Ask for interviews early
People are in holydays or
busy
The results of the
interviews do not add
anything to the literature
review
Identify potential
controversial issues before
the interviews.
Questionnaire Not enough responses Design a short
questionnaire so that people
easily accept to respond.
University of Birmingham School of Civil Engineering
Dissertation
5
2.4 Literature review
In this chapter, the aim and objectives of the literature review are detailed. Issues related to the literature review are mentioned.
2.4.1 Aim and objectives
The aim of the literature review is to summarize the work produced by other researchers
in the area of BIM. More precisely, the objectives are to gain an overall understanding
of BIM concepts and technologies and to identify the potential impacts of BIM on
Project Management activities.
2.4.2 The French literature
Although this dissertation concerns the impact of BIM in the French construction
industry, this literature review is mainly based on Anglo-Saxons research papers
because of the lack of French materials. The author collected a large amount of articles
taken from French magazines but they were considered too general to be used in this
dissertation.
2.4.3 Sources
In order to carry out this literature review, the author used mainly recent on-line
sources, considering that BIM is a very recent technology that is changing rapidly.
University of Birmingham School of Civil Engineering
Dissertation
6
2.5 Questionnaire
This chapter describes the aim of the questionnaire and how it was designed. The response collection process is detailed in this chapter.
2.5.1 Aim
The aim of this questionnaire is to evaluate the French construction professionals
knowledge about BIM. Consequently, there is only one condition to respond to this
questionnaire, namely having a job experience in the French construction industry, apart
from site workers.
2.5.2 Questions
In order to collect as many responses as possible, the author decided to make a short
questionnaire based on different levels of knowledge. The questionnaire can be found in
Appendix A.
2.5.2.1 Level 1: Awareness
The first level of knowledge is the awareness of the existence of BIM. The question
asked is simply: Have you ever heard of BIM? . In order to identify whether or not
this awareness is the result of a company initiative, the additional question is: If Yes,
from where? . The proposed answers are: Collegue(s), Company training, Studies,
Press, A project where BIM was implemented and Other.
2.5.2.2 Level 2: Basic knowledge
The second level of knowledge deals with software. The author considered that the
knowledge about BIM software was a good indicator of the general knowledge. The
question asked is, therefore, What BIM software packages do you know. In order to
make it faster and easier to answer this question, several propositions were given,
namely Revit, AECOsim, and Tekla; respondents could also mention other software
products in the Other section. It must be noticed that the main objective of this
question is to determine whether or not respondents know BIM software products.
2.5.2.3 Level 3: Basic usage
The third level of knowledge relates to the utilisation of BIM. The author assumed that
construction professionals who already used BIM software know more about BIM than
those who never used such software. Consequently, the question is: Have you ever
University of Birmingham School of Civil Engineering
Dissertation
7
used BIM software? . The additional question that is asked, in order to identify if it is a
basic or a more advanced use, is: If Yes, for what purposes? .
2.5.2.4 Level 4: Advanced knowledge
The last level of knowledge relates to Industry Foundation Class (IFC). In order to
identify if respondents know about some technical issues of BIM, interoperability issues
in particular, the question is: Do you know what IFC is? . The author made the
assumption that if respondents know what IFC is, they would also have already used
BIM software. This assumption was correct.
2.5.3 Responses Collection
2.5.3.1 Short Questionnaire
Given that French students very rarely ask professionals to respond to questionnaires,
people are not used to this practice. Consequently, it is quite challenging to collect
many responses. That is why the author decided to make a short questionnaire, with
closed questions or open questions with propositions. Consequently, the questionnaire
could be completed in few minutes only.
2.5.3.2 Site Visits
From the authors experience, the only way to collect responses from random French
professionals is to meet them directly; sending massive unsolicited e-mails would have
been totally ineffective. For this reason, the author decided to visit sites and meet
directly construction professionals. In order to find a list of sites to visit and their
addresses, the author went to the city council of Lyon to meet the person responsible for
Land use. However, that person was unavailable during the summer. Consequently, the
author asked construction companies for a list of their sites. One company, Eiffage
Construction Rhne provided the author that list. After two days of site visits, the author
collected only 10 responses. It was not as effective as expected. Another strategy was
therefore considered.
2.5.3.3 Friends
In order to collect responses quicker, the author asked all his friends and former
colleagues who work in the Construction sector to respond to the questionnaire and to
ask their colleagues to do it as well. 45 responses were collected that way.
University of Birmingham School of Civil Engineering
Dissertation
8
2.5.3.4 Response Rate
In total, 55 responses were collected; this number seems sufficient to provide results
that are representative of the French construction industry. However, considering that
the author is a young engineer with a little work experience, his friends network is
mainly composed of young professionals with the same university background.
Consequently, the questionnaire is biased and is not totally representative of the whole
construction sector. For example, only seven architects filled the questionnaire against
fifteen project managers and 65% of respondents are younger than 25 years old.
University of Birmingham School of Civil Engineering
Dissertation
9
2.6 Interviews
This chapter describes the aim and objectives of the interviews, and how interviewees were identified.
2.6.1 Aim and Objectives
The aim of the interviews is to contrast the points of view of French construction
professionals, who have a strong knowledge about BIM, with the literature review. In
addition, considering that most materials used are taken from the Anglo-Saxon
literature, these interviews were an opportunity to identify French particularities about
BIM. The objectives were, therefore, to understand the state of BIM in France and to
identify the impacts of BIM on Project Management in France.
2.6.2 Finding people to interview
In order to find construction professionals with a strong knowledge about BIM, the
author used his friends network, and the on-line professional network called LinkedIn.
Two interviewees were friends with the author. Two other interviewees were directly
contacted via LinkedIn, although they did not know the author. One interviewee was
contacted via a common friend. The author tried to meet people with different
approaches about BIM. The introduction of interviewees can be found in Appendix F.
2.6.3 Interviewing people
In order to meet the objectives, the author tried to guide interviews towards the question
of the impacts of BIM on Project Management. However, considering that their jobs
and expertise did not always match exactly with these issues, it was sometimes difficult
to talk precisely about this particular subject.
University of Birmingham School of Civil Engineering
Dissertation
10
2.7 Programme
This chapter details the planned and actual schedules of this dissertation.
In order to meet the objectives of this dissertation in time, the author produced a
programme at the beginning of the project. This programme is represented in Figure 2.
The author kept a schedule updated all along the project; the actual schedule is
represented in Figure 3.
Considering the lack of time, the planned case study was cancelled, and the time
allocated to site visits was greatly reduced.
University of B
irmingham
School of C
ivil Engineering
Dissertation
11
Figure 2: Planned Schedule
TaskPreliminary-Literature-review
2mSite-visits
2w
Meet-professionals3wAnalyse-Interviews-and-site-visits
2wFinal-literature-review
1wCase-study
3wDiscussion
1wConclusion
1wCheck-References
2dReread
5dPrepare-the-presentation
2w
Due-Date
AprilMay
JuneJuly
August
University of B
irmingham
School of C
ivil Engineering
Dissertation
12
Figure 3: Actual Schedule
TaskPreliminary-Literature-review
3mSite-visits
4dMeet-
professionals5d
Analyse-Interviews-and-site-visits
2wFinal-literature-review
4dCase-study
0Discussion
2wConclusion/-Introduction-/M
ethodology1w
Check-References
2dReread
5dPrepare-the-presentation
2w
Due-Date
AprilMay
JuneJuly
August
University of Birmingham School of Civil Engineering
Dissertation 13
3 Literature review
3.1 Introduction to BIM
The purpose of this chapter is to introduce the reader to BIM and its related issues.
3.1.1 BIM Concept
Although BIM has no single definition accepted by all (Eastman and others, 2008),
most specialists agree that BIM is both a modelling technology and a set of associated
processes aimed at creating a virtual model of a building (Smith, 2007). This model will
form, therefore, a reliable basis for decision-making during the complete life-cycle of
the project, from conception to demolition (NIBS, 2007). For the purpose of this
dissertation, BIM will be defined as follows:
BIM is a digital representation of physical and functional characteristics
of a facility. [] it serves as a shared knowledge resource for information
about a facility forming a reliable basis for decisions during its lifecycle
[...]. A basic premise of BIM is collaboration by different stakeholders at
different phases of the lifecycle of a facility to insert, extract, update, or
modify information in the BIM to support and reflect the roles of that
stakeholder. (NIBS, 2007)
3.1.1.1 BIM as a technology
From a technology perspective, a BIM model is a digital 3D representation of a project
that brings together all the information about the project components (Azhar and others,
2012).
Unlike previous CAD software, BIM models are not made of 3D graphical entities such
as spheres or arcs; this technology is based on parametric objects that contain
information about what they represent (Azhar and others, 2012), as represented in
Figure 4. Object-based parametric modelling uses a number of characteristics, called
parameters, to determine the properties of each object and the rules that define the
relationships between them (Autodesk (a), 2007). This data rich object-orientation
allows the model components to be automatically updated when a change is made
(Woo, 2007). It also enables to capture the design criteria directly during the modelling
process by converting them into object properties (Eastman and others, 2008). In
addition, each component can contain any additional information such as its material
University of Birmingham School of Civil Engineering
Dissertation 14
and its price. Consequently, the model can be used as a platform to manage all the
building information (Succar, 2009).
Figure 4: Comparison between 2D CAD, 3D CAD, and Object-based parametric
modelling
3.1.1.2 BIM as a process
A common misconception about BIM is that it is only 3D modelling software (Eastman
and others, 2008). The other important aspect of BIM is the associated processes, which
are defining a new paradigm in the construction industry, which notably involves
significant changes in information exchanges, workflows, and project delivery
processes (Azhar, 2011).
Indeed, BIM supports integrated collaboration based on life-cycle approach (Rizal (a),
2010), by focusing on open information sharing and integration of all project phases
(Rizal (b), 2010).
In traditional Construction Project Management, which is divided into several phases,
participants of different phases do no communicate with each other (Grandsberg and
Ellicot, 1997; Guo and others, 2010). By contrast, Life-cycle Management aims at
integrating all phases of Project Management, by considering the impact of each
decision on the whole life-cycle, described in Figure 5 (Guo and others, 2010).
Consequently, all project participants must be involved in every phase of the project.
University of Birmingham School of Civil Engineering
Dissertation 15
Figure 5: Lifecycle of a construction project (Guo and others, 2010)
As a shared platform for all stakeholders in all project phases (Rizal (a), 2010), BIM
encourages this collaboration, as shown in Figure 6. It favours concurrent design and
engineering by different disciplines (Rizal (b), 2010), which causes project phases to
overlap (Succar, 2009). This phenomenon leads to the shifting of most activities from
their dedicated phases to the early design phase (Rizal (a), 2010) as described in Figure
7.
Figure 6: BIM model as a shared platform (Baoping and others, 2010)
University of Birmingham School of Civil Engineering
Dissertation 16
Figure 7: The shifting of activities caused by BIM
The Integrated Project Delivery (IPD) concept naturally emerged to support processes
associated with BIM (Azhar and others, 2012). According to The American Institute of
Architects (AIA) (a) (2007), IPD is a highly collaborative project delivery approach
based on open information exchange between project stakeholders. It notably takes the
advantage of the early contributions of participants expertise in order to increase
project value and maximise efficiency through all project phases. BIM and IPD appear
to be highly complementary. BIM supports the IPD approach by providing a platform
for collaboration that can notably combine design, fabrication information and project
logistics in a single database (The American Institute of Architects, 2007). Reciprocally,
IPD supports BIM by encouraging project participants to be involved early and to share
building information.
University of Birmingham School of Civil Engineering
Dissertation 17
3.1.2 BIM functions
3.1.2.1 Clash detection
According to the BIM Journal Editor, (2012), clash detection is a crucial element of
BIM. As models of every discipline can be combined into a single composite master
model (Grilo and Jardi-Goncalves, 2010), clashes can be detected. A clash refers to
an occupation of the same space by two different objects (Words & Images, 2009).
Consequently, design inconsistencies and constructability issues can be easily identified
before the construction phase, which prevents expensive and time-consuming defects
and reworks (Words & Images, 2009).
3.1.2.2 Analyses
BIM models can be used to carry out a large number of analyses of different types
(Words & Images, 2009). Using the data of a BIM model, specialised software can be
used to simulate and analyse the buildings characteristics in various categories such as
energy performance, structural analyses, acoustic and lighting analyses (Words &
Images, 2009). The proposed design can, therefore, be measured against the Clients
requirements and the expected building performance. The other main benefit of these
tools is their abilities to run what if scenarios that will lead to optimal solutions (Azhar
and others, 2008). Therefore, the project value will be highly increased, particularly in
terms of energy efficiency, which is a crucial criterion for the accreditation of
environmental labels.
3.1.3 BIM interoperability
Considering that collaboration is a fundamental aspect of BIM and that different BIM
software packages can be used, the interoperability of information is a crucial issue.
This is why several exchange formats were developed. Industry Foundation Class (IFC)
is the main protocol for interoperability (Eastman and others, 2008). This format was
developed by the buildingSMART alliance and therefore does not belong to a particular
software vendor. Most BIM software is IFC compliant, which means that they correctly
implement IFC. A list of the IFC compliant software can be found on the
buildingSMART website (Espedokken, 2013). Although it has been proved that the IFC
protocol is sufficiently mature to be adopted in BIM projects, the use of IFC requires an
important knowledge about interoperability and BIM standards (Pniewski, 2011). In
addition, IFC does not enable to import/export the totality of a BIM model (Pniewski,
2011).
University of Birmingham School of Civil Engineering
Dissertation 18
3.1.4 BIM Levels Of Development
BIM technology offers the opportunity to develop a realistic and detailed model of a
building or a basic model that represents the conceptual geometry of project
components. This is why the American Institute of Architects (2008) defined 5 Levels
Of Development (LOD). These LOD are contractually used by the different
stakeholders to identify, for each element, to what extent the BIM model will be
detailed and who will be responsible for developing each component. Table B.1 defines
the five LOD as described in the AIA BIM protocol exhibit (2008) and can be found in
Appendix B.
3.1.5 BIM Maturity Levels
While BIM Levels Of Development are contractually used on projects, maturity levels
were developed for organisations to benchmark their BIM practices and processes.
There are several Maturity Levels models such as the Capability Maturity Matrix
developed by the NIBS (2007) and the Maturity Index defined by the BIM Industry
Working Group (2011). Table C.1 defines the Capability Matrix and can be found in
Appendix C. Figure D.1 represents the Maturity Index and can be found in Appendix D.
University of Birmingham School of Civil Engineering
Dissertation 19
3.2 Project Management in Construction
The purpose of this chapter is to give a brief overview of Project Management of a construction project. This will allow the author to analyse the potential impacts of BIM on Project Management in the next chapter.
3.2.1 Project Management Definition
According to Ward (2000), there is no single definition of Project Management,
accepted by all. The Project Management Institute (2013) defines Project Management
as the application of management skills and techniques to execute effectively and
efficiently projects, whereas businessdictionary.com defines Project Management as
the body of knowledge concerned with principles, techniques, and tools used in
planning, control, monitoring and review of projects. For the purpose of this
dissertation, Project Management will be defined as the interdisciplinary process, from
a concept of an idea, to the achievement of a satisfactory end result (Ward, 2000), and
a Project Manager will be defined as the person responsible for carrying out this
process, regardless who this person is working for.
3.2.2 Project Management main activities
According to the Project Management Institute (2000), the Project Management
Knowledge is based on nine areas:
1. Scope,
2. Time,
3. Cost,
4. Quality,
5. Human resources,
6. Communications,
7. Risk management,
8. Procurement and,
9. The integration of all these areas,
For the purpose of this dissertation, only the first seven areas will be developed
considering that no information about potential impacts of BIM were found for the two
last categories.
The deliverables, the associated processes and the objectives of each area are identified
in Table 3, as described in the Project Management Body of Knowledge (2000). Each
area is further explained below.
University of Birmingham School of Civil Engineering
Dissertation 20
Table 3: Project Management Activities
Responsibility Deliverables Processes to develop the deliverables
Objectives / Utilisation of the deliverables
Project Scope Definition
1. Scope Statement
2. Work Breakdown Structure
1. Identify the customers requirements
2. Identify the project goals and functions
3. Identify the project deliverables
-
1. Ensure that all the stakeholders understood the project scope and objectives
2. Ensure that all the project deliverables have been identified
Project Time Management
1. Project Schedule
1. Activity Definition 2. Activity Sequencing 3. Activity Duration Estimating
1. Monitor progress to ensure that the project will be completed on time
2. Identify the specific activities that must be completed and when
Project Cost Management
1. Cost Budget 1. Resource Planning 2. Cost Estimating 3. Cost Allocating
1. Ensure that the project will be completed within the budget
Project Quality Management
1. Quality Planning
1. Identify Quality Standards relevant for each activities
2. Identify solutions to meet these standards
1. Quality Assurance 2. Quality Control
Project Human Resource Management
1. Organisational Planning
2. Staff Acquisition
1. Assign roles and responsibilities of stakeholders
2. Determine the relationships between stakeholders
1. Ensure that roles and responsibilities are properly defined
Project Communication Management
1. Communication Planning
1. Determine the information needs of the stakeholders
1. Information Distribution
Project Risk Management
1. Risk Identification
2. Risk Analysis 3. Risk Response
Planning
- Determine what hazards could occur
- Evaluate the probability of occurrence of these hazards
- Use Qualitative and/or Quantitative Risk Analyses methods
- Develop possible risk responses
1. Risk Monitoring and Control
University of Birmingham School of Civil Engineering
Dissertation 21
3.2.2.1 Project Scope Definition
The Project Management Team is responsible for clearly identifying the project scope,
which includes the project goals and functions, the customers requirements and the
extent of works to be carried out in order to successfully complete the project (Project
Management Institute, 2000).
This task is usually performed by writing a Scope Statement which is an agreement
among the key stakeholders and the project team (Project Management Institute, 2000).
In addition, a Work Breakdown Structure is generally carried out to clearly identify the
boundaries of the project in terms of deliverables (Project Management Institute, 2000).
3.2.2.2 Project Time Management
In order to ensure that the project will be delivered on time, the Project Management
Team is responsible for developing a detailed project schedule (Project Management
Institute, 2000). This process involves identifying all the tasks, estimating their
durations, and sequencing them according to their dependencies (Project Management
Institute, 2000).
This Schedule must then be used to measure progress.
3.2.2.3 Project Cost Management
The Project Management Team is responsible for delivering the project within budget.
Therefore, a detailed cost estimate must be developed (Project Management Institute,
2000). This process involves identifying the quantities of materials required to perform
each task, and cost controlling (Project Management Institute, 2000).
3.2.2.4 Project Quality Management
Concerning the quality requirements of the project, the Project Team must implement a
quality management strategy, which includes quality planning, quality assurance and
quality control (Project Management Institute, 2000). Quality planning is to identify the
quality standards that are applicable to the project and to develop solutions to meet them
(Project Management Institute, 2000). Quality assurance is to assess the overall quality
of the project on a regular basis (Project Management Institute, 2000). Quality control is
to monitor the quality of specific works performed and to determine their compliances
with the relevant quality standards (Project Management Institute, 2000).
University of Birmingham School of Civil Engineering
Dissertation 22
3.2.2.5 Project Human Resource Management
In order to manage the key stakeholders of the project and to organise the staff working
on the project, the Project Management team is responsible for developing a Human
Resource Management plan (Project Management Institute, 2000). This includes an
organisational planning that determines the roles and responsibilities of stakeholders.
Staff acquisition and team training must also be considered (Project Management
Institute, 2000).
3.2.2.6 Project Communications Management
In regards to communication between the key stakeholders, the Project Management
Team is responsible for developing a communication planning that defines the
information required by each project participant and the information exchanges to be
carried out (Project Management Institute, 2000).
3.2.2.7 Project Risk Management
The Project Management Team is responsible for managing the risks of the project.
They must therefore respect a risk management framework that includes: risk
identification, risk analysis, risk mitigation and risk responses (Project Management
Institute, 2000). In addition, these risks must be monitored and controlled during the
project (Project Management Institute, 2000).
University of Birmingham School of Civil Engineering
Dissertation 23
3.3 Integration of BIM in Project Management
The purpose of this chapter is to analyse how BIM can impact the several Project Management activities, as described in the recent literature.
3.3.1 Scope Definition
BIM models are typically created after the Project Scope Definition stage (Performance
Building Institute, 2009). Consequently, BIM is not used to help define the project
scope and to develop the scope statement. Nevertheless, it can be used to visualise and
check the design concept and the scope of work (Himes and Steed, 2008).
Indeed, BIM can be used during the Conceptual Design phase whose goal is notably to
develop design alternatives in order to respond to the projects requirements mentioned
in the scope statement and the programme (Association of Professional Architects
Belize, 2013). This phase involves generating the general appearance of the building
and describing how it will meet the basic building programme. Figure 8 illustrates the
differences between conceptual design and construction documents with BIM.
Figure 8: Differences between conceptual design and construction documents with
BIM (Van, 2008)
BIM allows the project team to ensure the compliance of the proposed design(s) with
the owners requirements. By using the 3D representation, spatial analyses can be
carried out and the owner can quickly provide feedbacks (Eastman and others, 2008).
These early feedbacks have a strong and positive impact on the overall project success,
since most of the major decisions are made during the conceptual design phase
(Eastman and others, 2008). Changes can therefore be made earlier in the project life-
cycle, which increases their influences on the project outcomes (Cherry and Petronis,
2009) as described in Figure 9.
University of Birmingham School of Civil Engineering
Dissertation 24
Figure 9: Level of influence of decisions in function throughout the project
(Cherry and Petronis, 2009)
In addition, later in the design process, the several analyses that can be conducted
through the BIM model, such as energy, light, and acoustic analyses, allow the design
team to ensure that the project will meet the project requirements regarding these areas
(Words & Images, 2009).
3.3.2 Time Management
Construction planning and scheduling is a complex process that involves estimating
tasks durations and sequencing activities according to their dependencies (Project
Management Institute, 2000). Spatial constraints, procurement and resources are some
of the issues that need to be considered during this process (Eastman and others, 2008).
Consequently, it requires the schedulers a significant personal experience to take into
account all the parameters, using only 2D drawings and the description of the project
constraints (Tulke and others, 2008).
To address these difficulties, BIM allows schedulers to include planning data within the
model such as the start date and the end date of a component, and float time available
(Autodesk (b), 2007). Some software applications allow schedulers to directly import
MS Project or Primavera files into the BIM model to automatically add the planning
data into the model (Autodesk (b), 2007). Construction simulations can therefore be run
to visualise the sequence of activities on the model. This visual link between the
University of Birmingham School of Civil Engineering
Dissertation 25
schedule and the situation on the ground provides a reliable basis for decision making
when evaluating various options (Chau and others, 2004) and help schedulers to
consider all the project constraints (Eastman and others, 2008).
The construction simulations are very effective to communicate with stakeholders.
Traditional methods of representing schedules, namely Gantt charts, are difficult to
understand. Only people who developed the schedule can fully understand its impact on
site logistics (Eastman and others, 2008). This is why one of the benefits of 4D models
(3D+time) is its ability to visually communicate the planned construction process to all
the stakeholders. This allows the project stakeholders who did not develop the schedule
to review the proposed construction process, which can lead to better solutions and/or to
correct mistakes (Eastman and others, 2008).
3.3.3 Cost Management
Cost-estimating is a major task of Cost Management. This estimating process as
described by Halpin (2005), is divided into 4 phases that are represented in Figure 10.
Although Quantity take-offs is only one of these 4 phases, this is the longest activity
that traditionally takes from 50% to 80% of the overall process time, depending on the
type of the project (Autodesk, 2007 (c)). Indeed, estimators typically carry out manual
quantity take-offs from the 2D drawings (digital or paper-based), which involves
potential human errors and a lot of efforts (Sabol, 2008). BIM models offer the
possibility to automatically generate quantity take-offs, counts and measurements, since
they do not only contain graphical entities but parametric objects. Estimators can extract
these quantities from the BIM model and use this information in cost-estimating
applications (Hartmann and others, 2012). Consequently, a lot of time is saved and
errors are reduced (Autodesk, 2007(c)). Besides, as the quantity take-offs can be almost
instantaneously updated from the BIM model, estimators can rapidly react to design
changes (Eastman and others, 2008).
University of Birmingham School of Civil Engineering
Dissertation 26
Figure 10: Estimating process (Halpin and Woodhead, 2005)
Some estimating software applications, such as Innovayas Visual Estimating, provide a
graphic interface that allows the user to visualise the model for estimating purposes
(Sabol, 2008). For example, by selecting an object type in the cost estimate table,
Innovaya can display the concerned objects in the model, distinguished from the non-
selected objects. This visualisation has a significant impact in the accuracy of estimates;
it allows estimators to gain a better understanding of the project and to make fewer
assumptions (Thurairajah and Goucher, 2013).
However, BIM does not automatically generates cost estimates, it is just a starting point
that provides some of the required information. The accuracy of quantity take-offs will
depend on the level of details of the model; in order to create a detailed cost estimate,
the model needs to be sufficiently detailed (Eastman and others, 2008). In addition, the
quantity take-offs activity does not become effortless with BIM, since estimators still
have to map the model and to identify project components in the same way these
components are divided in estimators cost databases (Hartmann and others, 2012). The
skills required to carry out this operation are new (Hannon, 2007). This may be the
reason why only 8% of Quantity Surveyors often use BIM to extract quantities
(Building Cost Information Service, 2011).
University of Birmingham School of Civil Engineering
Dissertation 27
3.3.4 Quality Management
BIM offers new ways of managing quality of construction projects and creates new
quality issues that must be managed.
First, BIM greatly facilitates the quality assurance and control of the design. The
possibility to run performance analyses allows testing the design against the clients
requirements and the quality standards that must be met in such areas as energy,
acoustic, lighting, and even structural performance (Rizal (b), 2010). In addition, the
clash detection function makes possible to rapidly correct many design errors (Editor
BIM Journal, 2012). This constitutes, therefore, an effective quality control of the
design.
Secondly, the combination of 3D laser scanning and BIM makes possible to compare
what is actually built on site with the BIM model. 3D laser scanning is a recent
technology that enables to produce a collection of data points, called point clouds,
which generates a 3D representation of the scanned area (Slattery, 2010). BIM models
can thus be compared with the laser scan to detect potential deviations from the design
(Jones, 2012). This can therefore be used as a quality control technique. However, it is
costly and time-consuming; 3D lasers are expensive high-tech products and scans can
take a relatively long time, depending on the required level of details. This is why it can
be more specifically used to control the quality of structural components that does not
require a high level of details (Haijian and Brandow, 2012). Indeed, structural
components such as rebar can be modelled as cylinders and steel sections can be
selected from standard section lists (Haijian and Brandow, 2012). Akinci et al (2006)
demonstrated the capability of this technology to detect the construction defects and
deviations in general. This technique is currently not widely used, but some specialists
are confident about its future expansion (Jones, 2012).
Although BIM offers new possibilities concerning quality assurance and quality control,
it also involves managing the quality of the BIM model itself. According to Kim and
Seo, (2010) BIM models must be checked on three distinct areas, namely: physical
elements, logical elements and object definition.
Physical elements refer to the level of details of the model, which must be checked and
measured against what was contractually defined (Kim and Seo, 2010).
Logical elements refer to logical checks such as the compliance with the programme in
terms of space areas, rooms, safety regulations etc. (Kim and Seo, 2010).
University of Birmingham School of Civil Engineering
Dissertation 28
Object definition refers to the names, attributes and properties of project components
described in the model. For example, if a wall is defined as a window, a quality control
must detect this mistake in order to correct it (Kim and Seo, 2010).
Given that BIM models are object-oriented, these quality checks can be performed
using software tools to support the process (Kim and Seo, 2010).
3.3.5 Human Resource Management
As a new technology that is associated with new processes, the use of BIM on a project
requires new roles and responsibilities to be assigned to new individuals. Modifications
in the way major stakeholders perform their activities are also needed (Rizal, 2010).
One of the most critical factors to successfully implement BIM on a project is the
personnels quality and knowledge (Sacandi, 2013).
According to Sacandi (2013) and the Department of Veterans Affairs (2010), a BIM
team must be established in the initial phases of a project where BIM is to be
implemented. This team must comprise a BIM Manager, a BIM Sponsor and Technical
disciplines/trades Lead Coordinators. There can be several BIM Managers, for example
a Design BIM Manager and a Construction BIM Manager (Department of Veterans
Affairs, 2010).
A BIM Manager is an individual with an important BIM experience and a sufficient
knowledge of the proposed authoring and coordination software (Department of
Veterans Affairs, 2010). His main role is to guide the rest of the project participants to
use BIM (Sacandi, 2013). He is responsible for ensuring the coordination and
integration of model information by providing appropriate technical configurations
(Department of Veterans Affairs, 2010; Sacandi, 2013).
A BIM Sponsor is a higher management BIM advocate who understands the need of
resources to successfully implement BIM (Sacandi, 2013).
Technical disciplines/trades Lead Coordinators must be the BIM leaders of major
operating units, such as Architecture, Civil, MEP and Structural units (Department of
Veterans Affairs, 2010). Their role is to coordinate the works of their units with the
other project participants (Department of Veterans Affairs, 2010; Sacandi, 2013).
In addition, BIM implementers must be involved in the project (Sacandi, 2013). They
are not necessarily part of the BIM team, as they do not participate in decisions
(Sacandi, 2013). Their role is to assist the operating units by actually using the software
University of Birmingham School of Civil Engineering
Dissertation 29
applications and helping them to understand the processes associated with BIM and the
information required (Sacandi, 2013).
Considering these new roles and individuals, the project manager must include them in
the organisational planning and the staff acquisition strategy.
Furthermore, the collaboration promoted by the use of BIM involves changing the roles
of the major stakeholders, namely: the Client, the Architect, and the Contractor (Rizal,
2010). These changes must be managed by the Project Management team to ensure an
optimal use of BIM (Rizal (a), 2010). Unfortunately, according to Rizal (a) (2010),
there is no complete practical knowledge on how these stakeholders should be managed
to allow collaboration to be effective. However, it is clear that traditional project phases
must be adjusted, as mentioned in chapter 3.1.1.2, to allow all the stakeholders to be
involved in early phases (Autodesk, 2008). In addition, the Project Management team
must clearly explain the importance of collaboration to the Architect and the Contractor
(Autodesk, 2008).
3.3.6 Communications Management
In theory, BIM makes possible for all members of the team to see any modification
made on the model in real-time (Mondrup and others, 2012). Consequently, BIM
improves the speed of communication and the quantity of information that can be
exchanged (Socha and Lanzetti, 2012). However, it does not necessarily improve the
overall communication among the project participants if the project team does not
develop a clear and appropriate communication strategy (Goldberg, 2011).
The Project Execution Planning Guide that was developed by the Computer Integrated
Construction Research Program (2010) details the several communication issues to be
considered.
The project team must define a collaboration strategy that determines the general
collaboration process, which should include communication methods and document
management (The Computer Integrated Construction Research Program, 2010).
Collaboration activities and their procedures should be defined, including frequency,
participants, and the location of each activity. (The Computer Integrated Construction
Research Program, 2010)
More importantly, the model delivery schedule of information exchange must be
developed. It should include the due dates of exchanges, but also the file type of the
model, the software used to create the file, the native file type, and the file exchange
University of Birmingham School of Civil Engineering
Dissertation 30
type (The Computer Integrated Construction Research Program, 2010). This is part of
the general electronic communication procedures that must be established by the project
team.
In addition, the project team must determine which software applications and versions
will be used (The Computer Integrated Construction Research Program, 2010). This
must be done at the very beginning of the project in order to be able to solve any
interoperability problems that could arise. Project participants must agree upon the
modelling content and reference information (The Computer Integrated Construction
Research Program, 2010).
Thus, the speed of communication made possible with BIM must be combined with an
important communication planning and the development of procedures to truly improve
communication between the project stakeholders (Goldberg, 2011).
3.3.7 Risk Management
BIM does not change the way risks are managed on a construction project, but it
generates new risks and mitigates others.
From a technology perspective, some benefits of BIM effectively mitigate several
significant risks (Hammad and others, 2012). For example, the clash detection function
allows the risk of design errors to be reduced and, therefore, potential reworks are
avoided (McGraw Hill Construction, 2011). The building performance analyses allow
the certainty to meet the Clients requirements to be increased, which notably reduces
the risk of not achieving sustainability goals (McGraw Hill Construction, 2011). In
addition, the automatic extraction of quantity take-offs reduces the risk of errors in cost-
estimates (Hammad and others, 2012).
From a process perspective, 77% of respondents of the SmartMarket Report, published
by McGraw Hill Construction in 2011, believe that integrated teams and collaboration
made possible with BIM help to reduce several factors of risk in construction. For
example, the involvement of all the major project stakeholders in early phases tends to
result in a more complete design (McGraw Hill Construction, 2011). Communication is
improved in a collaborative environment, which reduces risks of delays and
misunderstandings (McGraw Hill Construction, 2011)
However, BIM also generates new risks due to collaboration between project
participants. Disputes are very frequent in construction projects; this is why the
contractual relationships between stakeholders traditionally detail the several
University of Birmingham School of Civil Engineering
Dissertation 31
responsibilities of each party. Because of the collaborative environment that is
associated with BIM, it is difficult to establish liability when a problem appears
(Martin, 2012). Given that the BIM model and data are shared between all the project
stakeholders, it is arduous to track the genesis of errors (The American Institute of
Architects, 2007). In addition, some changes that are made automatically can also lead
to mistakes (The American Institute of Architects, 2007). Consequently, there could be
a higher risk of disputes and litigations on projects where BIM is implemented (Martin,
2012). Although this issue could theoretically be managed by the use of BIM-specific
contractual provisions (The American Institute of Architects, 2007), some argue that
aggressive use of disclaimers and clauses would strongly reduce the benefits of BIM
(The American Institute of Architects, 2007).
University of Birmingham School of Civil Engineering
Dissertation 32
4 Questionnaire
The purpose of this chapter is to present and analyse the results of the questionnaire.
4.1 Global results
The table of results of the questionnaire can be found in Appendix E.
4.1.1 Level 1: Awareness
As described in Figure 11, 27% of construction professionals never heard of BIM.
Have you ever heard of BIM?
Figure 11: Global results, Awareness
Figure 12 describes from where respondents heard about BIM.
From where have you heard about BIM?
Figure 12: Global results, Source of awareness
University of Birmingham School of Civil Engineering
Dissertation 33
4.1.2 Level 2: Basic knowledge
As described in Figure 13, 42% of respondents do not know any BIM software package.
How many BIM software packages do you know?
Figure 13: Global results, Basic knowledge
4.1.3 Level 3: Basic usage
As described in Figure 14, 62% of respondents have never used BIM software.
Have you ever used BIM software?
Figure 14: Global results, Basic usage
University of Birmingham School of Civil Engineering
Dissertation 34
Figure 15 represents for what purposes respondents used BIM.
For what purposes have you used BIM model(s)?
Figure 15: Global results, common usages of BIM models
4.1.4 Level 4: Advanced knowledge
As described in Figure 16, 82% of respondents do not know what IFC is.
Do you know what IFC is?
Figure 16: Global results, Advanced knowledge
University of Birmingham School of Civil Engineering
Dissertation 35
4.2 Comparison between young and older professionals
As mentioned in the methodology chapter, most respondents are young construction
professionals. For this reason, the author decided to make a comparison between young
and older construction professionals answers to determine if the global results are
biased by the young average age of respondents. This comparison also makes possible
to identify a potential evolution of the construction professionals knowledge about
BIM.
4.2.1 Level 1: Awareness
Figure 17 indicates that 86% of professionals younger than 25 have ever heard of BIM,
against 47% of older professionals.
Have you ever heard of BIM?
People up to 25 years old
People strictly older than 25
Figure 17: Comparison between young and older construction professionals, Awareness
University of Birmingham School of Civil Engineering
Dissertation 36
4.2.2 Level 2: Basic knowledge
Figure 18 indicates that 72% of professionals younger than 25 have at least a basic
knowledge about BIM against 32% of older professionals.
How many BIM software packages do you know?
People up to 25 years old
People strictly older than 25
Figure 18: Comparison between young and older construction professionals, Basic knowledge
4.2.3 Level 3: Basic usage
Figure 19 indicates that 50% of professionals younger than 25 have ever used BIM
software, against 16% of older professionals.
Have you ever used BIM software?
People up to 25 years old
People strictly older than 25
Figure 19: Comparison between young and older construction professionals, Basic usage
University of Birmingham School of Civil Engineering
Dissertation 37
4.2.4 Level 4: Advanced knowledge
Figure 20 indicates that 22% of professionals younger than 25 know what IFC is,
against 11% of older professionals.
Do you know what IFC is?
People up to 25 years old
People strictly older than 25
Figure 20: Comparison between young and older construction professionals, Advanced knowledge
4.2.5 Conclusions
Two conclusions can be drawn from these results.
First, it can be noticed that younger construction professionals know more about BIM.
Proportionally the difference between these two categories becomes greater with the
level of knowledge, apart from the last level.
Secondly, the global results are biased by the fact that most respondents are young
construction professionals. In reality, it can be expected that the global knowledge of all
construction professionals is significantly lower than presented above.
University of Birmingham School of Civil Engineering
Dissertation 38
4.3 Comparison between people who work on-site and others
4.3.1 Level 1: Awareness
Figure 21 indicates that 31% of construction professionals who work on-site have ever
heard of BIM, against 26 % of other construction professionals.
Have you ever heard of BIM?
People who work on-site
Others
Figure 21: Comparison between professionals who work on-site and others, Awareness
4.3.2 Level 2: Basic knowledge
Figure 22 indicates that 56% of construction professionals who work on-site do not
know any BIM software package, against 36 % of other construction professionals.
How many BIM software packages do you know?
People who work on-site
Others
Figure 22: Comparison between professionals who work on-site and others, Basic knowledge
University of Birmingham School of Civil Engineering
Dissertation 39
4.3.3 Level 3: Basic usage
Figure 23 indicates that 63% of construction professionals who work on-site have never
used BIM software, against 62 % of other construction professionals.
Have you ever used BIM software?
People who work on-site
Others
Figure 23: Comparison between professionals who work on-site and others, Basic usage
4.3.4 Level 4: Advanced knowledge
Figure 24 indicates that 100% of construction professionals who work on-site do not
know what IFC is, against 74 % of other construction professionals.
Do you know what IFC is?
People who work on-site
Others
Figure 24: Comparison between professionals who work on-site and others, Advanced knowledge
University of Birmingham School of Civil Engineering
Dissertation 40
4.3.5 Conclusions
From these results, it can be concluded that construction professionals working directly
on-site know less about BIM than others. However, this is not due to the utilisation of
BIM on projects, considering that the percentage of people who already used BIM is the
same for the two categories of professionals.
University of Birmingham School of Civil Engineering
Dissertation 41
5 Interviews
The purpose of this chapter is to summarise the results of the interviews.
5.1 BIM concepts and definitions
5.1.1 BIM model
Mr Amara explained that a real BIM model is to be used by several participants at
several phases of the project (e.g. design phase and execution phase).
In more practical terms, Mr Levrot stated that the objective of BIM is to produce a
complete virtual model of the building before the execution phase.
5.1.2 Pre-BIM model
Mr Amara defined what he calls a pre-BIM model. A pre-BIM model is created with
BIM software, but it is not used by several participants and/or at several phases of the
project. It cannot be called a BIM model, since it does not comply with the condition
mentioned above.
5.1.3 Dead model
Even more specifically, Mr Amara defined what he calls a dead model. A dead model
is created with BIM software, but it cannot be used during the utilisation phase, since it
does not represent the final building. For example, if a model is created by the Architect
during the design phase, and is not updated by the Contractor during the execution
phase, there will be many differences between the model and the final building; it will,
therefore, become a dead model.
BIM is aimed at being used until the maintenance and utilisation phases, or even the
deconstruction phase. If a model is created and used only during the design phase and is
not updated according to the modifications that will be made afterwards, this model will
eventually be different from the real building. Consequently, this model is not a real
BIM model, it is only a dead model.
Franois Amara (2013)
University of Birmingham School of Civil Engineering
Dissertation 42
5.1.4 BIM levels
Mr Amara defined three levels of BIM. Each level involves different missions and
software products.
5.1.4.1 Level 1: Modeling
Each member of the design team (Architect, MEP Engineers, Structual Engineers etc.)
creates a model using BIM software, such as Revit, AECOSim etc. (Amara).
5.1.4.2 Level 2: Navigation
The different models are compiled to create the BIM model that will be used for several
analyses, such as clash-detection, using for example Navisworks or Navigator (Amara).
5.1.4.3 Level 3: Collaboration
This level refers to a real collaboration between the project stakeholders, involving
verifications and approvals. Buzzsaw and Projectwise can be used for this level
(Amara).
5.1.5 BIM interoperability
5.1.5.1 The three operability levels
Mr Amara distinguishes three operability levels:
1. Compatibility: A is compatible with B; C is compatible with D. This level
refers to the different software from the same software publisher (ex: Revit MEP
is compatible with Revit Architecture; AECOsim Energy simulator is
compatible with AECOsim Building Designer)
2. De-facto standard: A, B, and C are compatible with D. This level refers to the
scenario when a specific software product is used by most project participants;
the others must, therefore, work with the same format.
3. Interoperability: A, B, C and D are all compatible through an open standard.
This level is not currently reached in BIM.
University of Birmingham School of Civil Engineering
Dissertation 43
5.1.5.2 IFC
Mr Amara considers that IFC is not harmful when a file is imported from a different
software product, considering that it is almost the only way to convert the information.
Moreover, IFC is relatively effective for visualisation purposes.
However, Mr Amara pointed out the fact that IFC conversions cause 15-20% of random
data loss and double the size of files. This is unacceptable for the client and it causes
liability issues (Amara). Indeed, if a file is converted into IFC, the author of the original
file cannot guarantee the converted version (Amara).
The main point is the difference between exchanges and deliverables (Amara).
Exchanges refer to the regular exchanges between designers, whereas deliverables refer
to the final exchanges with the Client (Amara).
There is absolutely no project in the world where regular exchanges were to be in IFC
contractually. The last New York Guidelines, published in July 2012 is IFC-free.
American companies do not want to use IFC.
Franois Amara
Nevertheless, Mr Amara thinks that working with a single software publisher and
delivering a final BIM model to the client in IFC - what is called Native + IFC - is a
good practice.
IFC are useful, but professionals must accept that exchanges between designers cannot
be in IFC.
Franois Amara
In order to ensure operability between designers, Mr Amara thinks that a de-facto
standard must be established on every project. This means to impose the software
publisher that is used by most project participants (Amara). However, some BIM
specialists disagree, considering that each software editor offers particular advantages
(Moreau, 2013). For example, Revit is particularly effective for Architectural elements,
whereas Tekla is specialised in steel structures (Moreau, 2013).
University of Birmingham School of Civil Engineering
Dissertation 44
5.1.6 BIM implementation scenarios
Three different kinds of BIM implementation scenarios were identified by Mr Amara,
depending on who takes the initiative to implement BIM on a project.
5.1.6.1 Client initiative
The ideal scenario is when the client wants to use a BIM model and appoints a Project
Manager who will be responsible for the entire project, from design to delivery
(Amara).
5.1.6.2 Contractor initiative
The Contractor can decide to use BIM, even though the Architect works with 2D
drawings (Amara). In that case, the model is called a synthesis model and is used to
carry out the data synthesis (Amara). The Contractor will create this model on the basis
of the 2D drawings made by the design team (Amara).
The Contractor can then decide to sell this BIM model to the Client so that it could be
used during the utilisation and maintenance phases (Amara). Most of the time, the
model is used only to synthesise the data and is not sent to the Client (Amara).
5.1.6.3 Architect initiative
Sometimes, the Architect takes the initiative to implement BIM on the project. This
leads to different options (Amara).
First, if the Client did not express any needs for a BIM model, the Contractor can decide
to work with 2D drawings (Amara). This is the most common scenario in France;
models are only dead models that are used only by the Architect in order to visualise
the project (Amara).
Secondly, if the Contractor chooses to work with BIM, or if the Client imposes him to
do so, he can work with a synthesis model, different from the Architects model
(Amara). This is what is happening on the Louis Vuitton Foundation in Paris (Amara).
Thirdly, the Contractor can work with the same model as the Architect, as it is the case
on the future Paris Courthouse