IFS3552 Breakout Group 1: BIM Mandates Roundtable #au2013 #auinfra

Room: Lando 4206
Type: Breakout

This infrastructure symposium breakout is a Building Information Modeling (BIM) mandates roundtable discussion. The conversation starts with making BIM for infrastructure work from a public sector client perspective, highlighting an example from the UK BIM initiative. No matter where you practice, join this conversation to discuss BIM return on investment and best practices.

Keith sowinski – WisDoT
Google – Uw 3d support center – 3d technologies implementation plan
Julian Jameson – Gatwick graphical data team – asset model creation
Stakeholder process mapping , education in BIM 
Pier 6 for the a380
Dr Anne Kemp
Director for BIM at Atkins and chair of association of GIS
Delivery support office for uk government office. 
“This is all information”. The government becoming an intelligent procurer of digital assets and not just physical. 
Is BIM geospatial or not
Cory Dippold – hatch Mott McDonald – project technologies group director 
Eddy Krygiel –  HNTB – director of design technology 
Denver airport Lidar and BIM

Alignment between owners and service providers 
Hand off between service providers and owner
BIM execution 
Scaling from project use to industry standard
Making information meaningful and useful. Listen to what is needed in the field. 
3d utility location. 3d design. 
Consistency in content. No instability or uncertainty in the bidding process. 
Consistent format. Downstream uses. 
Contractors are demanding more thought in the process of design. 
Complicated projects, you want to know what’s going on. 
Focus on cost and certainty of that cost. 

Key assets. Make sure they work and where they are. 
Build up asset information that you can find them and make informed decisions. To feed into designers and contractors to create more cost efficient projects. 
Expectations between what the client expected as opposed to what gets delivered. 
Need vs delivery possibility. 
Helping contractor to be more realistic in the maturity of the information. Don’t wait for the industry, you have to do it yourself. 
Client wants contractor to be more proactive in the adoption of new technologies. 

So caught up with the 3d. What going on with the people behind the 3d. What are the decisions being made? What is the business outcome that we want? Step right back and take a look at the context. Think about what could be done with expanding thinking across the whole of the UK infrastructure. What are the questions you need to address. 
The interface, what are the conversations we want to support. Capture the decisions to be made. We can be smart in technology but how can we support each other to make good decisions. Let’s have an engaged conversation. 

BIM is in a relatively transient time. No one is way out ahead. 
Some clients have well defined ideas about what they want and some have suffered marketing BIM wash. Discussion about what is it we are trying to solve? Capture an opportunity or solve a problem. Problem examining first and then look at technology to support it. You pick and choose what is needed. Is your budget big enough to have “everything modelled”. Good for the project, commercial benefits. Get to the point of having a discussion about what is going to be used technology wise and by whom further downstream. You have to balance between love of tech vs actually making money and achieving the work. Full transparency of model maturity. Add hoc protocols on the data purpose. Getting the but still figuring things out. 

The importance of proper planning. Sit down with all the stakeholders. Engage with everyone from cleaners to owners. Trying to take chaos and bring a level of predictability. Engage the client at the beginning of the project. Plan downstream impacts. Threw the archive away and took a fresh laser scene. 

BIM implementation rather than execution plan. 

First steps: 
graphic standards! Promising things that are not technically possible at the time and you hope that technology catches up with the promises. 
Plan around the large scale things, not all things. 
Wide range of people working on projects. Education vs training. 
Rate at which technology is moving. 
Longer and larger projects are affected more by tech changes. 
Need to understand the long term intent of the application of technology. 
Workflows changed in reaction to the availability of technology (iPad)
Dragging the baseline forward. 
A new level of trust in the industry that is absent. 
Change programme. Managed change. Making sure you involve the right people early on. Keep them engaged. Don’t drop them after the first involvement. 
Information flow is reliant on trust. 
When people are not comfortable they resist. 
People are key and engage with them to drive change. 
Help people rather than standing back and say go do it. 
Supplying technology. The client must help more and get involved to get what they want rather than just sitting back. 
WisDoT 2014 process now civil 3d as a baseline. 
Midstream injection of technology is not done but managed as a stage change. 

Xmas list
Open communication and talking the same language. 
Share more openly between staffs. Publicly available training material from the client to the consultant and back and forth. 
Contractors being honest about where they are and sharing that information. 
Don’t pretend they know more but be open. 
“Cut the bullshit”
Be on the level with each other, how can we exploit technology. 
Remain mindful that the tech should be leveraged for the betterment of the project. 
Technology is no longer incidental to the success of the project. 
Take the time to understand the impact of technology. 
Creating the virtual and the real with equal vigour. 


About Shaun Farrell

I have been involved in the construction sector since 1986 and over the years I have seen things change dramatically. Much of the change has been directly as a result of technology. This blog will be about the key combinations of People, Process and Technology. Any views expressed here are strictly my own.
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