BIM – based approach to Building Operating Management: a Strategic Lever to achieve Efficiency, Risk-shifting, Innovation and Sustainability. Vittorio Cesarotti(1) – Miriam Benedetti (1) – Federico Dibisceglia (4) – Daniele Di Fausto (2) – Vito Introna (1) – Giovanni La Bella (3) – Nicola Martinelli (2) – Monica Ricci(2) – Caterina Spada (1) – Massimo Varani (2) (*)

Abstract. In a historical context where economic budgets continue to tighten, companies are facing the urgent necessity to contain their expenses, while ensuring, and possibly improving, the quality of services provided and the preservation of their own goods; thus, the only feasible way to achieve costs reduction is to avoid squandering resources, hence increasing operating efficiency, innovation and sustainability. In Buildings Operations and Maintenance, often one of the most expensive building-related operations, this means preventing ineffective decisions by properly capturing and using building-related information, making them standard and interoperable through the whole asset’s life. Such a critical target can be achieved by the means of Building Information Modeling (BIM), a process involving the generation and management of digital information related to the physical and functional characteristics of a facility, enhancing their fruition and fostering the cooperation between all actors involved in both Building Design and Operation. BIM can be therefore used as a support to final-use-oriented Building Design or to efficient and effective Operations planning, monitoring and control, enabling externalization of services to private specialized organizations, a procedure which is particularly advantageous for Public Administration, as it allows to decrease risk, costs and ensures quality. BIM systems are also easily entrustable to external providers, overcoming main difficulties met in their implementation, which is to find economic resources to afford it and to deal with its technical complexities. In this paper, a specific implementation of a BIM in Building Operating Management is presented and discussed through the introduction of the eniservizi (a company of eni, Italian leading operator in the area of petroleum products and energy) case study, where a particular BIM layer related to Site Compliance, the body of activities related to legal and regulatory aspects, and to Vendor Compliance, has been created, generating a procurement control system for monitoring compliance of service contractors to contractual obligations, right from the very initial pre-qualification phases, through the service provision steps, to the conclusive financial phases. Eventually, future developments will be presented, illustrating how effective could be the use of BIM to simulate Building Operating conditions at the very early stage of Building Design, also presenting the results of an existing project.

(1) (2) (3) (4)

(*)

University of Rome Tor Vergata, Rome, Italy eFM S.r.l. Rome, Italy eniservizi s.p.a. San Donato Milanese, Italy eniservizi s.p.a. Rome, Italy [email protected] [email protected] [email protected] [email protected] [email protected]

[email protected] [email protected] [email protected] [email protected] [email protected]

1. Introduction The economic and financial crisis we have been running through over the last years has caused remarkable changes in people’s way of living, and consequently in business administration. As economic budgets are getting always more limited, it is gradually becoming essential for companies to develop the capability to optimize economic and material resources, yet preserving people’s safety, avoiding goods deterioration and improving the quality of services provided (Cesarotti – Di Silvio, 2006), in order to shield their competitive advantages. In addition, a substantial boost to resources’ optimization has also been given by emerging environmental and energetic constraints, introduced worldwide in the last decades to tackle global pollution problems. Pursuing such critical aims, the only feasible way to succeed is to increase operating efficiency, innovation and sustainability, hence intensely reducing wastes and risks. In Buildings Operations and Maintenance, an activity whose overall cost is estimated to be approximately 80% of an asset’s Total Cost of Ownership (considering the whole life of the component, and including financial, environmental and social costs of the asset) (Theriault, n.d.), this means preventing ineffective decisions; to this purpose, it is necessary not only to properly capture and use building-related information, but also to standardize them and make them interoperable through the whole asset’s life (Grilo – Jardim Goncalves, 2010). This necessity is forcing the progressive spread of Building Information Modeling (BIM), a rising technology-based methodology that improves the generation and management of digital information related to the physical and functional characteristics of a facility, enhancing their fruition and fostering the cooperation between all actors involved in both Building Design and Operation (Singh – Gu – Wang, 2011; Cesarotti – Spada, 2009). BIM implementation makes it possible for assets’ owners to easily manage and control all facility-related activities, optimizing their planning and execution from the very early Design through the Operations and Maintenance phase. For example, one can consider Building Operating Management. To take decisions related to building maintenance usually requires a high-level integration of various types of information generated by different persons at different times, such as maintenance records, work orders, causes and knock-on effects of failures, etc. In particular, while planning preventive maintenance actions, information flow

through at least three different analysis nodes, respectively dealing with legal, technical and administrative aspects, each of which producing outputs that are necessary or considerably influential to others in order to correctly process and interpret data (a schematic representation of information flow is given in Figure 1). Failing to capture, use and share this information ends up in a significant increase in costs that might be due to noncompliance to compulsory regulations as well as to out-of-standard contract conditions, etc. (Motawa – Almarshad, 2013).

Figure 1: Representation of information flow during preventive maintenance planning

In Public Administration, BIM application might be even more interesting; in fact, not only does it contribute to resources’ optimization, as stated above, but it also allows to reduce risks associated to externalization practice, which, after the dramatic drop of financial means, has become an indispensable requirement to reduce costs and ensure quality, by allowing assets’ owners and administrators to constantly have a global overview of the facility, keeping it under tight control. Building Information Modeling can therefore be considered as a powerful tool to help overcoming financial and economic problems and start planning our future beyond the crisis.

2. Building Information Modeling 2.1 BIM definition Many definitions of Building Information Modeling have been proposed by different authors, including the followings: “… a collaborative way of working, underpinned by the digital technologies which unlock more efficient methods of designing, creating and maintaining our assets.” (HM Government, 2012) “… an emerging technology focused methodology that can be used to improve the performance and productivity of an asset's design, construction, operation and maintenance process” (Love et al., 2013) “… an advanced approach to object-oriented CAD, which extends the capability of traditional CAD approach by defining and applying intelligent relationships between the elements in the building model. BIM models include both geometric and non-geometric data such as object attributes and specifications.” (Singh – Gu – Wang, 2010) “… the process of generating, storing, managing, exchanging, and sharing building information in an interoperable and reusable way.” (Vanlande – Nicolle – Cruz, 2008) Analyzing these definitions, it is possible to immediately figure BIM out as a technological way to solve an interoperability problem; in fact, main BIM features highlighted so far are its capability to link different elements of the same building, different functions working on the same project, different phases of the building Life Cycle (see Figure 2).

Figure 2: BIM lifecycle workflow (Love et al., 2014)

From a practical point of view, it consists of a multidimensional representation of a building and of its subsystems through the overlap of different layers, providing both a visual model and a database of related information that are stored and made easily and safely accessible through the whole building’s life (Sabol, 2008). It is realized by the means of object-oriented software (Sing – Gu – Wang, 2010), where objects (single components of building and building’s systems, whose break down level of detail directly depends on users’ and owners’ needs (Leite et al., 2011)) can be associated to geometric or nongeometric attributes carrying functional (costs or installation durations, etc.), semantic (connectivity, aggregation, containement, etc.) or topologic (location, adjacency, etc.) information (Volk – Stengel – Schultmann, 2014). BIM systems have primarily been differentiated in literature through two different categorizing approaches: 

by the number of “dimensions” of the model (three-dimensional for spatial models with quantity takeoff, four-dimensional adding costs calculation, five-dimensional adding times and activities scheduling (Cerovsek, 2011; Teicholz Eastman - Liston Sacks, 2011), see Figure 3);

Figure 3: BIM’s dimensions



by the current building’s Life Cycle phase at the time of BIM implementation (BIM application to new buildings or to existing buildings).

According to the second criterion, BIM for new buildings is created over various Life Cycle stages, adding data and information as they are generated, or, when some of the stakeholders in building Life Cycle do not mean to use BIM, partial, isolated BIM for a single purpose can be created; for existing buildings, it might be necessary just to update pre-existing BIM (if it had been created during Design and Construction), or to create a BIM anew (Volk – Stengel – Schutmann, 2014) (that second situation being much more common in Europe, where 80% of residential buildings are built before 1990 (Economidou et al., 2011), but also much more perilous due to the inaccuracy of data that have to be gathered manually through a reverse engineering process (Burak Anil et al., 2013)). Up to the present time, BIM application to new buildings’ Design has been widely explored both in scientific and technical literature, while its application to Operating Management of existing building, which is the specific focus of present paper, has been slightly neglected, that phenomenon being fueled by technical, organizational and economic issues, illustrated and commented in paragraph 2.3.

2.2 BIM application to new buildings’ Design As stated in previous paragraph, BIM application to new buildings’ Design is a subject that has been widely debated in literature (Gray et al., 2013; Gu – London, 2010; Cerovsek, 2011; Rezgui – Beach – Rana, 2013); in this paragraph, a general and brief overview of main arisen issues is provided, giving references for more in-depth studies and analysis.

From a technical point of view, a framework of BIM tools and standards, their current status and future developments has been drawn (Cerovsek, 2011), specific issues like query languages development (Mazairac – Beetz, 2013), Augmented Reality integration (Wang et al., 2014), or simulation tools to improve designer-users communication (Shen – Shen – Sun, 2012), have been analyzed, as well as general system architecture issues (Sanguinetti et al., 2012; Arayici et al., 2011). Gaps between technological developments and practical implementation have been analyzed (Hartmann et al., 2012), highlighting facilitating strategies to improve BIM diffusion (Gu – London, 2010), standardization criticality (Howard – Björk, 2008) and possible solutions (Jung – Joo, 2011). A number of specific applications and tools have been presented (Becerik-Gerber et al., 2012), mainly focusing on Safety increase (Zhang et al., 2013) and Energy Consumption reduction (Yoon – Park - Choi, 2009; Ahn et al., 2014; Azhar et al., 2011; Yuan – Yuan, 2011; Motawa – Carter, 2011), most critical issues from an environmental and legislative point of view arisen in recent years, but also on structural analysis and scheduling progresses. Eventually, a series of studies has been conducted in order to evaluate and estimate benefits deriving from BIM implementation in new buildings Design (from economical, technical and managerial perspective) (Gray et al., 2013; Takim – Harris – Nawawi, 2013; Bryde – Broquetas – Volm, 2013; Grilo – Jardim-Goncalves, 2010; Barlish – Sullivan, 2012).

2.3 BIM application to existing buildings’ Operating Management BIM application to existing buildings is a field of study with a huge potential for further developments and innovations; in recent years it has been increasingly in the spotlight, being repeatedly explored by scientists and technicians, even if still lacking in a massive practical implementation. A few literature reviews have been realized concerning this topic (Volk – Stengel – Schutmann, 2014; Becerik-Gerber et al., 2012; Arayici, 2008), some of which recent and satisfactorily complete; anyway, an overview of the state of the art will be provided in the followings, in order to both recall and complete existing literature reviews.

2.3.1

Technical issues

One of the principal barriers to BIM implementation in existing buildings is the inevitable inaccuracy of data (referring to the common situation of existing buildings lacking in pre-existing BIM); in fact, data have to be collected manually with high operative costs, usually through a reverse engineering process (called “pointsto-BIM” or “scan-to-BIM”), which is typically fallible. This process consists of laser-scanning part of the building structure and of its subsystems, completing the physical information obtained in this manner with functional additional information, uploading these data in a cloud system and interpreting them by the means of semi-automated software (that is able to associate scanner outputs to virtual objects) (Klein – Li – Becerik-Gerber, 2012; Tang et al., 2010; Xiong et al., 2013; Burak Anil et al., 2013). Other technologies often employed in data gathering are image-based technologies (Klein – Li – Becerik-Gerber, 2012; Bhatla et al., 2012) or radio frequency identification (RFID tags), an interactive tool that allows to identify and exchange information with tagged objects, but that is able to manage a limited variety of data (Costin – Pradhananga – Teizer, 2012; Motamedi – Hammad, 2009). Data collection is furthermore a critical activity not only because of its high operative costs and low reliability, but also because of its impact on subsequent phases, i.e. data processing (Tang et al., 2010), object recognition (Tang et al., 2010; Bhatla et al., 2012; Huber et al., 2011) and modeling (Tang et al., 2010; Arayici, 2008; Xiong et al., 2013), that are influenced by the data quality and level of detail (the higher the quality and/or the lower the level of detail, the lower will be the effort required to follow out these activities (Volk – Stengel – Schultmann, 2014)). 2.2.2

Organizational issues

Besides being gathered, data needs to be made standard to foster their interoperability; international standards, like ISO/PAS 16739:2005 and ISO 12006-3:2007, primarily defining formats for data exchange and a framework for object-oriented building information, have already had a fair diffusion. In addition, frameworks to link expert functionalities to BIM providing relevant information, facilitating data exchange and avoiding ambiguities have been developed, like Information Delivery Manual (IDM) and Model View Definitions (MVD) (Venugopal et al., 2012; Volk – Stengel – Schultmann, 2014), whose description is deferred to more specific literature.

2.2.2

Applications

Several examples of BIM applications to Facility Management activities (Singh – Gu – Wang, 2011) and of its functionalities can be found in literature often associated with practical case studies. Energy (as energy-related monitoring and control activities usually requires a significant information flow, see Figure 4) and space management, together with Life Cycle assessment and sustainability (Becerik-Gerber et al., 2012; Succar, 2009; Motawa – Carter, 2012) is most assuredly one of the most constantly developing fields, aiming at placing the building itself to an higher environmentally friendly standard (Cesarotti – Di Silvio – Introna, 2009) followed by maintenance (Arayici, 2008; Motawa – Almarshad, 2013).

Figure 4: Example of data flow for Energy Management in Buildings during the operation stage (Motawa – Carter, 2012)

Relatively recent progresses have been obtained also in BIM application to emergency management, assessment and monitoring (Arayici, 2008), to quality control (Boukamp – Akinci, 2007) and to deconstruction (Becerik-Gerber et al., 2012). 2.2.2

Benefits evaluation

Several authors have attempted to quantify impacts and benefits deriving from BIM implementation. The “business value” of BIM implementation for assets’ owners has been defined (also considering strategic business outcomes and the impact on governance, performance measurement, change management and

stakeholder management) (Love et al., 2014), also trying to consider intangible benefits and indirect costs (Love et al., 2013). An attempt to create ad-hoc Key Performance Indicators (mainly related to costs, activities’ duration and client satisfaction) has been made, in order to measure BIM benefits over the whole lifecycle of a building to ensure continual improvement (Eadie et al., 2013). A baseline for BIM projects evaluation has been created starting from the collection of results of different case studies (Barlish – Sullivan, 2012), by the means of which a general and overall quantification of economic benefits has also been outlined and confirmed (Sabol, 2008; Motawa – Carter, 2012): “With a slight increase in upfront building cost of 2%, a lifecycle savings of about 20% of the initial building cost can be achieved” (Azhar et al., 2011) 2.2.3

Diffusion and barriers

While BIM adoption in Building Design is rapidly increasing, its implementation in existing buildings struggles to stand out and spread. Some authors have focused on the evaluation of BIM maturity levels, trying to quantify its diffusion and efficacy in various sectors (Porwal – Hewage, 2013; Barlish – Sullivan, 2012), as well as to delineate possible development scenarios.

Figure 5: BIM maturity map (Department of Business, Innovations and Skills, 2011)

Main result of these studies has been to assess that public sector is reluctant to large-scale BIM adoption, partly due to the lack of sufficient technical training, partly due to bureaucratic slowdowns (primarily in outsourcing contracts definition), and partly due to the relevant initial costs (that might be overcome through the externalization of BIM implementation and management to specialized companies). In order to evolve this situation, some Governments are gradually adopting policies to foster the diffusion of BIM. In United Kingdom, for example, Government is starting from the cogent request of adopting collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on all projects by 2016, and trying to delineate standard formats for outsourcing contracts that include BIM implementation, in order to facilitate the introduction of this methodology in Design and Operating Management (Eadie et al., 2013).

3. eniservizi s.p.a. case study In this section, the case study of eniservizi s.p.a. will be presented, as well as a proposal of a methodology to create and operate a BIM layer devoted to Site Compliance and Vendor Compliance management (Site and Vendor Compliance Model). eni s.p.a. , is a major integrated energy company, committed to grow in the activities of finding, producing, transforming end marketing oil and gas, operating across over 85 countries in the world, eniservizi s.p.a is the is the owner of processes in corporate real estate, whose mission is to provide to integrated services and to preserve eni Real Estate assets. Aiming at effectively and efficiently accomplish this mission, to have a clear awareness of the assets and related compulsory fulfillments, together with the own (and vendors’) compliance level and capacity, is a critical matter, as it allows to understand and prevent risks, promptly planning preventive and corrective actions, hence containing expenditures and avoiding unbudgeted costs. Answering that necessity, BIM methodology has been judged the most suitable to foster the creation of a database and interactive platform, accessible by assets’ owners, managers and service providers, because of its previously discussed interoperability and standardization features, as well as its capability to easily and completely describe facilities.

The project that will be described is part of the eniservizi s.p.a. experience of the “ECBx – Existing Building Commissioning”, whose main scope is to make the building operating correctly and safely, hence reducing costs and extending its life (Cesarotti et al., 2013).

3.1 Compliance Compliance can be defined as follows: “Compliance generally refers to the conformance to a set of laws, regulations, policies, best practices, or service-level agreements. Compliance governance refers to the set of procedures, methodologies, and technologies put in place by a corporation to carry out, monitor, and manage compliance. Compliance governance is an important, expensive, and complex problem to deal with…” (Silveira et al., 2011) Compliance governance problem is therefore considered: 

Important, due to the increasing regulatory pressure on companies;



Expensive, mainly because of the high costs companies usually incur while preparing and performing internal or external audits;



Complex, as any company has to face a wide set of compliance requirements, each of them having its own control mechanism and sets of indicators to monitor.

Many authors have been dealing with compliance governance problem, primarily focusing on the development of models to manage it by the means of Service-Oriented Architectures (SOA) and Information Technology (IT) tools, as well as on the realization of specific dashboards and interfaces, on the creation of checking procedures and supportive techniques and on the definition of Key Compliance Indicators. The state of the art of the research on Compliance methodologies and tools has been briefly summarized in Table 1. The original contribution of present research to fostering Compliance problem solving effort, has been to put an emphasis on the interoperability issue (which, because of the large amount of different data to be produced and analyzed by different functions, can be considered as a key to facilitate that hard task), applying the BIM methodology presented in previous paragraphs to Site Compliance (the real estate

administrative and technical information and data management, aimed at ensuring their availability, update and compliance to regulatory framework) and Vendor Compliance Management (the vendors’ monitoring system, aimed at easily gathering and controlling data and documentations related to service providers and subcontractors). The model proposed is also relevant to Public Administration as it envisages the entrustment of BIM creation and management to a service outsourcer, and can therefore be replied to foster BIM

Letia I.A. - Groza A. Caron F. Vanthienena J. Beasens B. Trana H. - Zduna U. - Holmesb T. Oberortnerb E. Mulob E. Dustdar S. Silveira P. Rodríguez C. Birukou A. Casati F. - Daniel F. - D’Andrea V. Worledge C. Taheri Z. Governatori G. Rotolo A. Saqid S. Governatori G. Awad A. - Weske M. Trinh T. - Do T. Truong N. Nguyen V. Rozinat A. - van der Aalst W. Daniel F. - Casati F. - D'Andrea V. Mulo E. - Zdun U. - Dustdar S. Strauch S. Schumm D. Leymann F. Sebahi S. - de Marchi F. - Hacid M. S. Governatori G. Hoffman J. Sadiq S. - Weber I. Chung P. Cheung L. Machin C.

2013

X

2013

X

2012

X

2011

X

2010

X

2010

X

2009

X

2008

X

Focus on information technology field

X

X

Case study of a drug reimbursement process in the healthcare domain in Italy Structural compliance (obligation concerning the structure of a business process)

X

X

Compliance monitoring at runtime: UML Timing Diagrams to specify constraints and Aspect Oriented Programming to control executions

X

2009

2009

Remarks

X

2009

2009

Data mining techniques

Compliance checking

Compliance dashboards

Year

Compliance modeling at design time

Author(s)

Compliance systems and benefits

diffusion in public sector, where, as aforesaid, the high cost of BIM is one of the main barriers.

X

X

X

X

X

Focus on information technology field

X Check if the user-defined process is compliant to predefined ontology and a specific model, in which compliance requirements are described

Trent H. Hagerty J. Hackbush J. Gaughan D. Jacobson S.

2008

Failing to meet these regulations means safety risks, hefty penalties, loss of reputation, or even bankruptcy

X

2008

X

2008

X

Companies would have spent US$32B only on governance, compliance, and risk in 2008 and more than US$33B in 2009 Automated compliance checking of process activities and their ordering is an alternative whenever business processes and compliance rules are described in a formal way

Awad A. - Decker G. - Weske M.

Liu Y. - Müller S. Xu K. Lu R. - Sadiq S. Governatori G. Brunel J. Cuppens F. CuppensBoulahia N. Sans T. Bodeveix J.

Saqid S. Governatori G. Naimiri K. Bellamy R. Erickson T. Fuller B. - Kellogg W. - Rosenbaum R. - Thomas J. Vetting Wolf T. Seol H. - Choi J. Park G. - Park Y. Ghose A. Koliadis G.

Giblin C. - Müller S. - Pfitzmann B. Chowdhary P. Palpanas T. Pinel F. - Chen S. K. - Wu F. Y. Cannon J. - Byers M. Governatori G. Milosevic Z. Sadiq S. Grigori D. - Casati F. - Castellanos M. - Dayal U. Sayal M. - Shan M. Grigori D. - Casati F. - Dayal U. Shan M. Apte C. Bibelnieks E. Natarajan R. Pednault E. - Tipu F. - Campbell D. Nelson B.

X

2007

X

2007

X

2007

X

2007

X

2007

Problem of static (i.e., before process execution) compliance checking of process models against compliance rules

Policies are modeled and checked as deontic sentences Format Contract Language (FCL), a combination of defeasible logic and deontic logic, is used to express normative specifications. Once the FCL specification is built, control tags can be derived from it and used to annotate the process model so that control concerns can be visualized in the process model space. Designing visualizations (i.e., the representation of data through visual languages) for risk and compliance management. Specifically, the study is focused on capturing the exact information required by users and on providing visual metaphors for satisfying those requirements

X

2007

X

2007

Heuristic approach to compliance resolution using a notion of compliance patterns Advocates the use of the REALM (Regulations Expressed As Logical Models) metamodel to define temporal compliance rules and the Active Correlation Technology to check them. That way, it can detect duplicate events or compute a user-definable function, which checks whether a function exceeds some threshold

X

2006

X

2006

Business performance reporting is provided in a modeldriven fashion

X

2006

X

2006

X

X

2004

X

2001

X

2001

X

Bibelnieks E. Campbell D.

2000

X

Adopted log files and a consolidated warehouse containing business and process historical data, from where data subsets are extracted and used as input to mining algorithms in order to predict or understand the origin of undesired business process execution behaviors

Table 1: Compliance methodologies, techniques and tools review summary, partly based on (Silveira et al., 2011)

3.2 Model’s actors, criticalities and processes The Site and Vendor Compliance Model proposed is fundamentally based on the interaction (schematically represented in Figure 6) between three principal stakeholders groups: 

the Property User, whose task is to ensure the standards’ observance, and is constituted of different functions and departments (like Health, Safety and Environment, Project Manager, Facility Management, Asset, Lease & Property Management, etc.);



the Service Outsourcer, whose task is to provide consulting, managerial and technical outsourcing services;



the Service Providers (and Subcontractors), whose task is to execute the Building Operating activities, and to transmit related data to the Property Users.

Figure 6: main stakeholder interaction flow

In order to efficiently manage the assets, these three stakeholders groups need to be coordinated and work together, integrating their competences and processes. These very needs introduce criticalities in the model, which are also the strengths of the proposed solution, i.e.: 

the audit support, to protect the property user’s (and owner’s) interests by providing the competences needed to manage and correctly apply to the company’s context all the complex and multidisciplinary requirements from the regulatory framework; it can also be partially externalized to an experts’ team;



the creation and monitoring (and continuous updating) of a technical database, conceived to manage all the buildings’ systems and components with a high level of detail, and needed to correctly define and dimension the documental system;



the maintenance processes integration, fostering preventive maintenance rather than emergency maintenance;



the integration in the model of vendors, that in a pre-contractual phase can have a partial access to the database in order to correctly estimate their offer, while during the services supply are meant to continuously update the database and the documental system (allowing the property users and owners to monitor their activities).

To overcome such criticalities, the model primarily relies on three processes that are constantly and carefully monitored and controlled, i.e. the regulatory process (to constantly monitor the contextual framework evolution), the asset monitoring process (to continuously check and update the technical database related to each facility), the system monitoring process (to verify and manage the associations between the single facility’s database and the related fulfillments’ catalogue), and the agenda monitoring process (to collect, validate and upload on time the required compliance documents). A schematic representation of the model’s main processes is given in Figure 7.

Figure 7: model’s main phases representation

3.2 Model’s description The Model is implemented through five subsequent steps: 1) A census of all building’s systems and components is taken, considering an adequate level of detail, and gathering all information concerning their main characteristics, criticalities, global maintenance and exploitation status. All information is uploaded in a multimedia interactive platform and the BIM layer is created, in order to make them interoperable during subsequent phases. This activity is performed by Service Providers and supported by Service Outsourcer, providing synthetic and complete data sheets (Figure 8) and advanced technologies (like applications for mobile devices, Augmented Reality, Geographic Information Systems, radiofrequency identification tags, etc.), and validating the data to reduce the uncertainties inevitably introduced by the manual data gathering processes (as stated in paragraph 2.3.1 referring to BIM application to Existing Buildings); is then supervised by the Database Responsible, nominated by the Property User.

Figure 8: data sheet sample

2) The regulatory framework is analyzed, individuating all compulsory and voluntary norms and regulations (those considered in the specific case study are more than 500, the most relevant among them are reported in Table 2), as well as safety and maintenance concerns reported by technical manuals that are applicable to the considered asset (all information is added to the BIM layer, through which are connected to those added in phase 1) generating some sort of Building Operations and Maintenance best practices list). A fulfillments’ catalogue is created, generally divided in three areas (administrative, safety/environmental and technical), where each building’s system and component is associated to specific compliances, current level of compliance, corrective actions to possibly be undertaken and penalties that are bound to occur. This activity is performed by Service Outsourcer, possibly in collaboration with experts of local legislation.

Regulation

Typology

Field

ISO 9001

Voluntary

Quality Management

OHSAS 18001

Voluntary

Safety and Health Management

ISO 14001

Voluntary

Environmental Management

ISO 50001

Voluntary

Energy Management

D.Lgs. 81/2008

Compulsory Safety, protection systems

D.M. 27/01/2006

Compulsory Safety, protection systems

D.M. 37/2008

Compulsory Safety, pressurized components

D.P.R. 380/2001

Compulsory Safety, pressurized components

D.M. 329/2004

Compulsory Safety, pressurized components

UNI EN 671/3

Voluntary

Efficient technology management

UNI 10779

Voluntary

Fire escape systems

UNI 12845

Voluntary

Fire escape systems

UNI 9994

Voluntary

Fire escape systems

Table 2: most relevant regulations considered

3) All the information is categorized within the BIM layer according to different classification schemes: by area, by fulfillment typology, by facility, by system or component, etc., and dashboards and interfaces are created in order to facilitate the navigation and search (Figure 9). The asset is then completely described according to its technical and functional characteristics, fulfillments are

applied to the proper technical function, and a compliance checklist is organized for each facility. These activities are all under direct Service Outsourcer’s responsibility.

Figure 9: dashboard sample

4) Periodical statistically relevant reports (highlighting non-compliances’ frequencies and trends) are elaborated by the BIM according to several data stratifications, analyzed by the Service Outsourcer and sent to the Property User, who is then able to have a complete overview on the compliance level of his own asset and of the service level provided by vendors and subcontractors. 5) In a continuous improvement perspective, the process is iterated, and databases are continuously updated by Service Providers and monitored by Service Outsourcer, thanks to the BIM interoperability feature. This allows to gradually improve the quality of services and to have a total control of expenditures, avoiding risks-related costs. The entire process is supervised and fostered by the Site Compliance Manager, a function that is nominated by the Property User and whose tasks are to commit and coordinate various actors and to ensure the information flow and data gathering efficacy, as well as to directly report to the owners.

3.3 Results and benefits A proper and valid statistical study of the results obtained by the proposed Model application has not been conducted yet, hence only macroscopic and estimated results are presented in this section. Compared to the previous situation (where most of the compliance-related data and documentation where manually handled and stored in hardcopy archives without precisely defined procedures), the implementation of the Site and Vendor Compliance Model described has resulted in a sensible increase of the quality level of services, together with a remarkable reduction of the time spent not only in Compliance monitoring and documents managing, but also in controlling vendors’ activities, results, and compliance to contractual conditions (therefore rationalizing resources’ employment). BIM implementation in the proposed solution has contributed to make processes and activities much more lean and integrated, fostering the coordination and cooperation of various actors involved, reducing connected risks and efforts and therefore making the practical realization of the whole model feasible from both a technical and economic point of view. Costs related to the Facility Management have been optimized and rationalized, thus consistently dropped, having prevented those generated by non-compliances and reduced those connected to audits and controls, while in the long term an increment of the asset’s and provided services’ value is expected, as well as of customer satisfaction and engagement.

3 Conclusions and future developments Building Information Modeling has proved to be an effective technology-based methodology to control and reduce Building Operating Management related expenditures, fostering availability and interoperability of data, and allowing to constantly having a precise and complete overview of buildings’ functional features, always in connection to their physical ones. In this paper, the proposal of the generation and operation of a BIM layer devoted to Site and Vendor Compliance Management has been presented and its application to the real case study of eniservizi s.p.a. illustrated, together with its criticalities and strengths and its estimated benefits. The Model proposed is considered to be applicable to public sector because it involves the externalization of generation, maintenance and operation of the BIM, hence reducing costs and technical

competences required. Its application to Public Administration is also advised, as it fosters Service Providers’ control and therefore the reduction of costs related to Outsourcing activities (a common practice in public sector, allowing transferring most of risks to the suppliers, hence containing expenditures while maintaining high quality of services provided). Moving forward from the UK Government’s regulation case (previously mentioned in paragraph 2.2.3), it is desirable and very likely that in the foreseeable future most of the industrialized Countries will adopt policies to foster the introduction in the Public Administration of the BIM, in both the Construction and Building Operating Management sectors. In such context, this study can be considered the starting point of a wider research framework aimed at transferring BIM-related best practices that are well known in the private sector to the public sector, making BIM-based models and techniques always more affordable and spread. A future development of present research might also be to further integrate the Design and Operating phases of buildings by the means of BIM, mainly performing simulations of all of the Operations and Maintenance activities during the Design phase, in order to include final-use-oriented parameters into the decision system and to develop governance models prior to the actual use of the facility, hence making easier and more sustainable Building Operating Management. An example of that development can be found in the experience of the Etlik Hospital in Turkey, where BIM has been adopted to create the governance model for all of the 19 no-core services during its design, comparing different methods for handling logistics (checking adherence to Service Level Agreement), verifying adequacy of Space and Asset sizing used for Service distribution, selecting the optimal configuration for the supply of no-core services in the hospital, managing interferences among all services supplied in the hospital (core and no-core services). The advantages obtained by these simulations have been the following: •

Optimize the integration between service design and building design;

•

Manage the interferences among all services;

•

Reduce inefficiencies due to operators inactivity;

•

Reduce the number of resources planned by Service Providers and optimize resources sizing;

•

Carry out activity scheduling and optimize resources allocation;

•

Optimize service delivery time;

•

Improve logistic flows and eliminate the queues and bottlenecks;

•

Optimize investment and services costs.

A complete model of the building (including governance data and models) has therefore been created, and information gathered has been standardized and stored in proper BIM layers, in order to be on tap for further use in Operating phase, hence making the implementation of the Compliance model proposed even easier and leaner. That case study shall be therefore studied and replicated, and the applied methodology shall be generalized and consolidated.

4

References AHN K. – KIM Y. – PARK C. – KIM I. – LEE K., “BIM interface for full vs. semi-automated building energy simulation”, Energy and Buildings 68: 671–678, 2014. APTE C. - BIBELNIEKS E. - NATARAJAN R. - PEDNAULT E. - TIPU F. - CAMPBELL D. NELSON B., “Segmentation-Based Modeling for Advanced Targeted Marketing”, 7th ACM SIGKDD international conference on Knowledge discovery and data mining: 408-413. New York, NY, USA: ACM, 2001. ARAYICI Y., “Towards buildings information modeling for existing structures”, Structural Survey 26: 210-222, 2008. ARAYICI Y. – COATES P. – KOSKELA L. – KAGIOGLOU M. – USHER C. – O’REILLY K., “Technology adoption in the BIM implementation for lean architectural practice”, Automation in Construction 20: 189–195, 2011. AWAD A. - DECKER G. - WESKE M., “Efficient Compliance Checking Using BPMN-Q and Temporal Logic”, DOI: 10.1007/978-3-540-85758-7_24, 2008. AWAD A. - WESKE M., “Visualization of Compliance Violation in Business Process Models”, 5th International Workshop on Business Process Intelligence BPI (43): 182-193, 2009. AZHAR S. – CARLTON W. A. – OLSEN D. – AHMAD I., “Building information modeling for sustainable design and LEED® rating analysis”, Automation in Construction 20: 217–224, 2011. BARLISH K. – SULLIVAN K., “How to measure the benefits of BIM — A case study approach”, Automation in Construction 24: 149–159, 2012. BECERIK-GERBER B. – JAZIZADEH F. – LI N. – CALIS G., “Application areas and data requirements for BIM-enabled facilities management”, Journal of Construction Engineering and Management 138: 431-442, 2012. BELLAMY R. - ERICKSON T. - FULLER B. - KELLOGG W. - ROSENBAUM R. - THOMAS J. VETTING WOLF T., “Seeing is believing: Designing visualizations for managing risk and compliance”, IBM Systems Journal 46(2): 205-218, 2007. BHATLA A. – CHOE S. – FIERRO O. – LEITE F., “Evaluation of accuracy of as-built 3D modeling from photos taken by handheld digital cameras”, Automation in Construction 28: 116-127, 2012. BIBELNIEKS E. - CAMPBELL D., “Mail Stream Streamlining”, Catalog Age 17(12): 118-120, 2000. BOUKAMP F. – AKINCI B., “Automated processing of construction specifications to support inspection and quality control”, Automation in construction 17: 90-106, 2007. BRUNEL J. - CUPPENS F. - CUPPENS-BOULAHIA N. - SANS T. - BODEVEIX J., “Security Policy Compliance with Violation Management”, 2007 ACM Workshop on Formal Methods in Security Engineering: 31-40, 2007. BRYDE D. – BROQUETAS M. – VOLM J. M., “The project benefits of Building Information Modelling (BIM)”, International Journal of Project Management 31: 971–980, 2013. BURAK ANIL E. – TANG P. – AKINCI B. – HUBER D., “Deviation analysis method for the assessment of the quality of the as-is Building Information Models generated from point cloud data”, Automation in Construction 35: 507–516, 2013. CANNON J. - BYERS M., “Compliance deconstructed”, ACM Queue 4(7): 30-37, 2006. CARON F. - VANTHIENENA J. - BEASENS B., “Comprehensive rule-based compliance checking and risk management with process mining”, Decision Support Systems 54(3): 1357–1369, 2013.

CEROVSEK T., “A review and outlook for a ‘Building Information Model’ (BIM): A multi-standpoint framework for technological development”, Advanced Engineering Informatics 25 (2): 224-244, 2011. CESAROTTI V. – CASARA E. – DI FAUSTO D. – LA BELLA G. – MARTINELLI N. – ROTUNNO R. – SPADA C. – VARANI M., “A Holistic Approach to Developing Existing Building Commissioning in European Public Real Estate”, Rivista di Politica Economica 2: 67-95, http://EconPapers.repec.org/RePEc:rpo:ripoec:y:2013:i:2:p:67-95, 2013. CESAROTTI V. – DI SILVIO B., “Quality Management Standards for Facility Services in the Italian Healthcare Sector”, International Journal Of Health Care Quality Assurance, 2006. CESAROTTI V. – DI SILVIO B. – INTRONA V., “Energy Budgeting and Control: A New Approach for An Industrial Plant”, International Journal of Energy Sector Management, 2009. CESAROTTI V. – SPADA C., “A Systemic Approach to Achieve Operational Excellence in Hotel Services”, International Journal Of Quality And Service Sciences, 2009. CHOWDHARY P. - PALPANAS T. - PINEL F. - CHEN S. K. - WU F. Y., “Model-driven Dashboards for Business Performance Reporting “, 10th IEEE International Enterprise Distributed Object Computing Conference: 374-386, 2006. CHUNG P. - CHEUNG L. - MACHIN C., “Compliance Flow - Managing the compliance of dynamic and complex processes”, Knowledge-Based Systems 21(4): 332-354, 2008. COSTIN – PRADHANANGA – TEIZER, “Leveraging passive RFID technology for construction resource, field mobility and status monitoring in a high-rise renovation project”, Automation in Construction 24: 1-15, 2012. DANIEL F. - CASATI F. - D'ANDREA V. - MULO E. - ZDUN U. - DUSTDAR S. - STRAUCH S. SCHUMM D. - LEYMANN F. - SEBAHI S. - DE MARCHI F. - HACID M. S., “Business Compliance Governance in Service-Oriented Architectures”, Advanced Information Networking and Applications AINA '09: 113-120, 2009. DEPARTMENT OF BUSINESS, INNOVATION AND SKILLS, “A Report for the Government Construction Client Group. Building Information Modelling (BIM) Working Party Strategy Paper”, http://www.bimtaskgroup.org/wp-content/uploads/2012/03/BIS-BIM-strategy-Report.pdf, 2011. EADIE R. – BROWNE M. – ODEYINKAH. – MCKEOWN C. – MCNIFF S., “BIM implementation throughout the UK construction project lifecycle: An analysis”, Automation in Construction 36: 145–151, 2013. ECONOMIDOU M. – ATANASIU B. – DESPRET C. – MAJO J. – NOLTE I. – RAPF O., “Europe's Buildings under the Microscope. A Country-by-Country Review of the Energy Performance of Buildings”, Buildings Performance Institute Europe (BPIE), 2011. GHOSE A. KOLIADIS G., “Auditing Business Process Compliance”, http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1577&context=infopapers&seiredir=1&referer=http%3A%2F%2Fscholar.google.it%2Fscholar_url%3Fhl%3Dit%26q%3Dhttp%3 A%2F%2Fro.uow.edu.au%2Fcgi%2Fviewcontent.cgi%253Farticle%253D1577%2526context%253 Dinfopapers%26sa%3DX%26scisig%3DAAGBfm0yOoW3EcKYwt5ZcyDed4T5Nlt57g%26oi%3D scholarr%26ei%3D310sUrULc7T4QTauoCoDw%26ved%3D0CDoQgAMoADAA#search=%22http%3A%2F%2Fro.uow.edu .au%2Fcgi%2Fviewcontent.cgi%3Farticle%3D1577%26context%3Dinfopapers%22, last accessed 03/13/2014, 2007. GIBLIN C. - MÜLLER S. - PFITZMANN B., “From Regulatory Policies to Event Monitoring Rules: Towards Model-Driven Compliance Automation”, IBM Research Report RZ 3662, Zurich, 2006. GOVERNATORI G. - HOFFMAN J. - SADIQ S. - WEBER I., “Detecting Regulatory Compliance for Business Process Models through Semantic Annotations”, DOI: 10.1007/978-3-642-00328-8_2, 2009.

GOVERNATORI G. - MILOSEVIC Z. - SADIQ S., “Compliance checking between business processes and business contracts”, Enterprise Distributed Object Computing Conference, 2006. EDOC '06. 10th IEEE International: 221 - 232 , 2006. GOVERNATORI G. - ROTOLO A. , “Norm Compliance in Business Process Modeling”, in M. Dean et al. (Eds.): RuleML 2010, LNCS 6403: 194-209. Springer, 2010. GRAY M. – GRAY J. – TEO M. – CHI S. – CHEUNG F., “Building Information Modeling. An International Survey”, Brisbane, Australia, 2013. GRIGORI D. - CASATI F. - CASTELLANOS M. - DAYAL U. - SAYAL M. - SHAN M., “Business Process Intelligence”, Computers in Industry Journal 53(3): 321-343, 2004. GRIGORI D. - CASATI F. - DAYAL U. - SHAN M., “Improving business process quality through exception understanding, prediction, and prevention”, 27th International Conference on Very Large Data Bases: 159-168. San Francisco, CA, USA: Morgan Kaufmann Publishers Inc, 2001. GRILO A. – JARDIM-GONCALVES R., “Value proposition on interoperability of BIM and collaborative working environments”, Automation in Construction 19: 522–530, 2010. GU N. – LONDON K., “Understanding and facilitating BIM adoption in the AEC industry”, Automation in Construction 19: 988–999, 2010. HAGERTY J. - HACKBUSH J. - GAUGHAN D. - JACOBSON S., “The Governance, Risk Management, and Compliance Spending Report, 2008-2009: Inside the $32B GRC Market”, AMR Research, 2008. HARTMANN T. – VAN MEERVELD H. – VOSSEBELD N. – ADRIAANSE A., “Aligning building information model tools and construction management methods”, Automation in Construction 22: 605–613, 2012. HM GOVERNMENT, “Industrial strategy: government and industry in partnership. Building Information Modeling”, 2012, www.bis.gov.uk, last accessed 03/13/2014 . HOWARD R. – BJÖRK B., “Building information modelling – Experts’ views on standardisation and industry deployment”, Advanced Engineering Informatics 22: 271–280, 2008. JUNG Y. – JOO M., “Building information modelling (BIM) framework for practical implementation”, Automation in Construction 20: 126–133, 2011. KLEIN L. – LI N. – BECERIK-GERBER B., “Image-based verification of as-built documentation of operational buildings”, Automation in Construction 21: 161-171, 2012. LEITE F. – AKCAMETE A. – AKINCI B. – ATASOY G. – KIZILTAS S., “Analysis of modeling effort and impact of different levels of detail in building information models”, Automation in Construction 20: 601-609, 2011. LETIA I. A. - GROZA A., “Compliance checking of integrated business processes” Data & Knowledge Engineering 87: 1–18, 2013. LIU Y. - MÜLLER S. - XU K., “A static compliance-checking framework for business process models”, IBM Systems Journal 46(2): 335-361, 2007. LOVE P. E. D. – MATTHEWS J. – SIMPSON I. – HILL A. – OLATUNJI O.A., “A benefits realization management building information modeling framework for asset owners”, Automation in Construction 37: 1–10, 2014. LOVE P. E. D. – SIMPSON I. – HILL A. – STANDING C., “From justification to evaluation: Building information modeling for asset owners”, Automation in Construction 35: 208-216, 2013. LU R. - SADIQ S. - GOVERNATORI G., “Compliance Aware Business Process Design”, Lecture Notes in Computer Science: Business Process Management Workshops: 120-131. Berlin, Germany: Springer, 2007. MAZAIRAC W. – BEETZ J., “BIMQL – An open query language for building information models”, Advanced Engineering Informatics 27: 444–456, 2013.

MOTAMEDI A. – HAMMAD A., “Lifecycle management of facilities components using radio frequency identification and building information model”, Journal of Information Technology in Construction 14: 238-262, 2009. MOTAWA I. – ALMARSHAD A., “A knowledge-based BIM system for building maintenance”, Automation in Construction 29: 173–182, 2013. MOTAWA I. – CARTER K., “Sustainable BIM-based Evaluation of Buildings”, Procedia - Social and Behavioral Sciences 74: 419 – 428, 2012. PORWAL A. – HEWAGE K. N., “Building Information Modeling (BIM) partnering framework for public construction projects”, Automation in Construction 31: 204–214, 2013. REZGUI Y. – BEACH T. – RANA O., “A governance approach for BIM management across lifecycle and supply chains using mixed-modes of information delivery”, Journal of Civil Engineering and Management 19: 239-258, 2013. ROZINAT A. - VAN DER AALST W., “Decision Mining in Business Processes”, BETA Working Paper Series, WP 164, Eindhoven University of Technology, Eindhoven, 2009. SABOL L., “Building Information Modeling & Facility Management”, IFMA World Workplace, November 2008, http://dcstrategies.net/files/2_sabol_bim_facility.pdf, last accessed 03/13/2014. SANGUINETTI P. – ABDELMOHSEN S. – LEE J. – LEE J. – SHEWARD H. – EASTMAN C., “General system architecture for BIM: An integrated approach for design and analysis”, Advanced Engineering Informatics 26: 317–333, 2012. SAQID S. - GOVERNATORI G., “Managing Regulatory Compliance in Business Processes”, DOI: 10.1007/978-3-642-01982-1_8, 2010. SAQID S. - GOVERNATORI G. - NAIMIRI K., “Modeling Control Objectives for Business Process Compliance “ in G., Alonso, Dadam, P., & Rosemann, P. (Ed.), BPM 2007 4714: 149-164. Heidelber: Springer, 2007. SEOL H. - CHOI J. - PARK G. - PARK Y., “A framework for benchmarking service process using data envelopment analysis and decision tree”, Expert System Applications 32(2): 432-440, 2007. SHEN W. – SHEN Q. – SUN Q., “Building Information Modeling-based user activity simulation and evaluation method for improving designer–user communications”, Automation in Construction 21: 148–160, 2012. SILVEIRA P. - RODRÍGUEZ C. - BIRUKOU A. - CASATI F. - DANIEL F. - D’ANDREA V. WORLEDGE C. - TAHERI Z., “Aiding Compliance Governance in Service-Based Business Processes”, http://www.igi-global.com/chapter/aiding-compliance-governance-service-based/60900, last accessed 03/14/2014, 2011. SINGH V. – GU N. – WANG X., “A theoretical framework of a BIM-based multi-disciplinary collaboration platform”, Automation in Construction 20: 134-144, 2010. SUCCAR B., “Building information modeling framework: a research and delivery foundation for industry stakeholders”, Automation in Construction 18: 357-375, 2009. TAKIM R. – HARRIS M. – NAWAWI A. H., “Building Information Modeling (BIM): A new paradigm for quality of life within Architectural, Engineering and Construction (AEC) industry”, Procedia Social and Behavioral Sciences 101: 23 – 32, 2013. TANG P. – HUBER D. – AKINCI B. – LIPMAN R. – LYTLE A., “Automatic reconstruction of as-built building information models from laser-scanned point clouds: a review of related techniques”, Automation in Construction 19: 829-843, 2010. TEICHOLZ EASTMAN, LISTON SACKS, “BIM Handbook — a guide to building information modeling for owners, managers, designers, engineers and contractors”, Aufl, 2, Wiley, Hoboken, 2011. THERIAULT M., “Reducing the Total Cost of Ownership through a Lifecycle Approach”, Facility Management Magazine,

http://www.fmlink.com/article.cgi?type=Magazine&title=Reducing+the+Total+Cost+of+Ownership +through+a+Lifecycle+Approach&pub=RFP+Office+Space&id=31099&mode=source, last accessed 03/13/2014. TRANA H. - ZDUNA U. - HOLMESB T. - OBERORTNERB E. - MULOB E. - DUSTDAR S., “Compliance in service-oriented architectures: A model-driven and view-based approach”, Information and Software Technology 54 (6): 531–552, 2012. TRENT H., “Products for Managing Governance, Risk, and Compliance: Market Fluff or Relevant Stuff?”, In-Depth Research Report, Burton Group, 2008. TRINH T. - DO T. - TRUONG N. - NGUYEN V., “Checking the Compliance of Timing Constraints in Software Applications”, 1st International Conference on Knowledge and Systems Engineering, Hanoi, Vietnam, 2009. VANLANDE R. – NICOLLE C. – CRUZ C., “IFC and building lifecycle management”, Automation in Construction 18: 70–78, 2008. VOLK R. – STENGEL J. – SCHULTMANN F., “Building Information Modeling (BIM) for existing buildings — Literature review and future needs”, Automation in Construction 38: 109–127, 2014. WANG X. – TRUIJENS M. – HOU L. – WANG Y. – ZHOU Y., “Integrating Augmented Reality with Building Information Modeling: Onsite construction process controlling for liquefied natural gas industry”, Automation in Construction 40: 96–105, 2014. XIONG X. – ADAN A. – AKINCI B. – HUBER D., “Automatic creation of semantically rich 3D building models from laser scanner data”, Automation in Construction 31: 325-337, 2013. YOON S. – PARK N. – CHOI L., “A BIM-based Design Method for Energy-Efficient Building”, Fifth International Joint Conference on INC, IMS and IDC, DOI 10.1109/NCM.2009.406, 2009. YUAN Y. – YUAN J., “The theory and framework of integration design of building consumption efficiency based on BIM”, Procedia Engineering 15: 5323 – 5327, 2011.

5 Additional references ISO Standard, ISO/PAS 16739:2005 Industry Foundation Classes, Release 2x, Platform Specification (IFC2 x Platform), International Standard, 2005. ISO Standard, ISO 12006-3:2007 Building Construction: Organization of Information About Construction Works, Part 3: Framework for Object-oriented Information, 2007.