1 - “The model they sent us is a mess... it’s not very good”

PROBLEMS

• It is very difficult to understand the particularities of a model created by another team without a prior explanation. This can lead us to believe that the quality of the model is lower than it actually is.
• Reference standards are sometimes undefined or too generic. This makes it even more difficult to understand models created by other teams and to transfer information between stakeholders.
• Quality controls on the information contained in project models are often weak or non-existent. This can cause significant real difficulties when trying to use model information in subsequent project phases.
• Projects (and therefore their models) are sometimes developed long before construction actually begins. As a result, construction teams may end up working with models created several years earlier, when the BIM maturity level in our environment was still very low.

SOLUTIONS

• Information transfer criteria must be properly agreed upon from the beginning by developing a BEP (BIM Execution Plan) and a MIDP (Master Information Delivery Plan) that establish how information should be transferred according to the project’s information requirements.
• Specific characteristics and exceptions must be documented and communicated during the modeling process. Working with BCF communication systems between stakeholders involved in different phases and including a Technical Note with every model delivery are measures that are usually very useful.
• Quality control systems should be implemented and periodic audits carried out on the models to guarantee the validity of the information they contain. In this post, we explain how to perform an audit of a BIM model.

2 - “BEP? Of course, which one?”

PROBLEMS

• Contractors or construction companies usually join the project during later phases. At this point, a significant amount of management work should already have been carried out correctly or, otherwise, corrected quickly to prevent coordination problems from continuing.
• Currently, it is common for each team to be immersed in its own internal implementation processes, which can sometimes be very rigid and not particularly conducive to collaboration.
• In some cases, teams work with “template BEPs” that are not collaborative or are not developed directly from the asset’s Exchange Information Requirements. As a result, they often fail to meet these requirements properly and are not led or coordinated by the asset owner or asset manager (or by a person designated by them), as recommended by ISO 19650. You can download a diagram of this standard from this link.

SOLUTIONS

• The application of BIM methodology is even more effective when projects are contracted according to collaborative principles such as Integrated Project Delivery. It is also more effective when combined with agile management methodologies such as Lean Construction or the Last Planner System. These systems also encourage the involvement of construction companies during the early stages of a project, which generally results in greater efficiency and profitability during construction.
• Each project must be analyzed independently, establishing objectives that all stakeholders involved are capable of achieving successfully.
• Assigning BIM management roles and distributing responsibilities is essential to ensure proper coordination.

3 - “They’re very good, but they don’t work with BIM”

PROBLEMS

• It is common, and even positive, for contractors or construction companies to work with companies they already know or have previously worked with. However, sometimes the person choosing these companies does not have sufficient knowledge of BIM methodology to consider it a key factor, and this can become a problem.
• When we ask someone who has never worked with BIM to do so, we feel responsible if the results do not meet expectations.

SOLUTIONS

• We need to stop being afraid to ask our partners or subcontractors to work using BIM methodology. For a BIM project to fail, it may be enough for just one of the main teams to be unable or unwilling to work using this methodology. BIM is the present, and by requesting it or establishing it as a requirement, we are helping others avoid being left behind.
• It is also true that before we can require others to use BIM, we must first implement it ourselves. Sometimes, when the relationship between different companies is close and we do not want to lose that proximity, a joint and shared BIM implementation is both possible and advisable, primarily improving collaboration and providing benefits to both companies.

4 - “All this BIM stuff sounds great to me, but where does this fan coil go?”

PROBLEMS

• BIM models are a major source of information, but this information may be inaccessible to personnel who have not received BIM training or do not have the necessary tools.
• All construction site personnel should have enough knowledge to understand how the methodology affects their daily work and how they can benefit from this new way of working. However, this is not always feasible or straightforward because of the high turnover and involvement of different teams and personnel on construction sites.

SOLUTIONS

• For the information contained in BIM models to be genuinely useful, it must be delivered filtered and simplified, at the time and place where it is needed.
• It is important to understand the reality of the “last person” who will receive the information from the models, who is often a worker standing on a ladder or scaffolding. For this reason, delivery formats must be adapted by listening to workers’ needs and ensuring that information is communicated clearly and without errors.
• It is also necessary for team training plans to be realistic and properly adapted. A single course on modeling platforms will never fully prepare construction site personnel to understand the specific characteristics of carrying out a project using BIM methodology. Therefore, particularly during these early stages, it is very important to have a BIM consultant/implementer within each technical office, supported by a BIM Implementation and Monitoring Plan adapted to the needs of the project and the team.

5 - “Sorry, did you call me? I was in the basement and there’s no signal down there”

PROBLEMS

• More and more BIM management and visualization tools are being developed around cloud-based environments. This is actually a positive development, as it makes it possible to maintain an updated and shared latest version of the models. However, the reality is that the cloud still does not reach everywhere, and construction sites are often one of those places.
• Furthermore, the IT equipment and devices available on construction sites are often outdated or simply unsuitable for carrying out a project using BIM methodology. We spend a lot on smartphones and too little on PCs and other equipment.

SOLUTIONS

• BIM objectives and uses must be adapted to the facilities where the project will be carried out or, whenever possible and economically viable, the facilities should be adapted to the proposed BIM uses by bringing forward the installation of mobile signal repeaters, setting up temporary telecommunications infrastructure, etc.
• Technology implementation studies should be carried out within contracting companies to ensure that their equipment is suitable for the work being proposed. Investment in suitable equipment usually more than compensates for the time wasted when working with outdated hardware.

At ATBIM, as specialists in BIM implementation for contractors and construction site environments, we recommend taking these points into account before beginning an implementation process and contacting us if you have any questions or believe we can help you.