Transformation from 3D modelling to building information modelling The implementation of BIM in an engineering organization
Master thesis by R.G.A. Prinsze Construction Management and Engineering Delft University of Technology November 2014
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Building information modelling
Colophon Document title
Transformation from 3D modelling to building information modelling: the implementation of BIM in an engineering organization
Location and date Author Student number Email Master track Faculty University Graduation committee
Delft, November 2014
R.G.A. (Rolph) Prinsze
4011333
[email protected]
Construction Management and Engineering (CME)
Civil Engineering and Geosciences (CEG)
Delft University of Technology (TU Delft)
Prof.dr.ir. M.J.C.M. (Marcel) Hertogh Faculty of Civil Engineering and Geosciences Department of Infrastructure Design and Management Dr.ir. G.A. (Sander) van Nederveen Faculty of Civil Engineering and Geosciences Department of Design and Construction Process Dr.ir. J.C. (Hans) Hubers Faculty of Architecture and the built environment Department of Design Informatics Ir. S. (Sander) Stolk MBA Tebodin The Hague Department of Civil, Architectural & Building Services
Delft University of Technology Faculty of Civil Engineering and Geosciences Stevinweg 1, 2628 CN Delft Tel: 015-‐2789802 www.tudelft.nl Tebodin West B.V. Laan van Nieuw Oost-‐Indië 25 2593 BJ The Hague Tel: 070-‐3480911 www.tebodin.com/nl
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Preface This research is performed at the faculty of Civil Engineering and Geosciences of the Delft University of Technology. The subject is related to the master track Construction Management and Engineering (CME). The research started in fact during the study tour the CME dispute organized to Russia in November 2013. During this trip we went to the main office of Tebodin in Moscow and watched a small presentation of their businesses. A coincidence or not, this presentation passed the subject of building information modelling (BIM). Back home in Delft, preparing for graduation the search ended up with Tebodin in The Hague. They were interested in the implementation of BIM in their design process and the research was linked to a case study. This case study “the Mountain project” for Royal Friesland Campina was to provide insight into the design process in order to give advice regarding the implementation of BIM. Therefore I would like to thank all the lead engineers and the project manager from Tebodin who contributed to the interviews concerning the case study. This also applies to the representatives on behalf of Friesland Campina, Pieters Bouwtechniek and GEA. Besides the interviews concerning the case study, the expert meetings were of great value for the validation of this research. Therefore I would like to thank all the experts: on behalf of Tebodin, Revit Opleidingen, Valstar Simonis and BAM. In addition, I want to thank my supervisors from the TU Delft and Tebodin: Marcel Hertogh, Sander van Nederveen, Hans Hubers and Sander Stolk. Thank you for the useful discussions we have had and the advice you gave me. Furthermore, I would like to thank my family and friends who supported me during this research and my entire study time. Especially my parents, who have ensured I would not miss anything and who have always allowed me to study. Delft, November 2014 Rolph Prinsze
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Abstract Building information modelling (BIM) is mentioned as one of the most promising developments in the Architecture, Engineering and Construction (AEC) industry. Up to now almost one out of five (medium) large construction companies are using BIM in their construction process. This means the vast majority of these firms will change their traditional design method towards BIM. However, to change the design method will cause a change within roles and activities on a workplace. Therefore the objective of this research is to develop recommendations for the implementation of building information modelling at an engineering and consultancy company (in this case Tebodin). The formulation of the problem statement and the research objective leads to the formulation of the following research question: What needs to be changed in the work processes of an engineering company to move from 3D modelling towards building information modelling in the design phase? Literature study The traditional design process of the construction industry is described by the Royal Institute of British Architects’ (RIBA) Plan of Work. It consists of several steps that are taken in each project: based on the demand of the client, requirements are clarified and defined; the functions are determined and then the solution principles are developed. If the other disciplines or the client approves this solution, the design solution is further developed into a detailed design. Often other project partners develop the detail design into specifications for construction. This widely accepted sequential method is also known as the over the wall approach (the principle that every discipline passes through its design to another). This method involves little time loss on consultation and a clear separation of tasks; however by passing the design through from discipline to discipline many misunderstandings arise. The fragmentation leads also to design clashes, the occurrence of late and costly design changes. The over the wall approach also leads to the inability to maintain a competitive edge in a changing marketplace and to design confusion and wasted effort. The traditional way of designing and BIM are different in multiple ways. But to describe it in short: designing with a BIM program goes beyond a 3D model by the use of dynamic, parametric objects, with additional data attached. Building information modelling is a concept that contains many definitions and one (from NBIMS) that is often used is: “Building information modelling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life cycle; defined as existing from earliest conception to demolition.” BIM can integrate every phase of construction projects, from the concept design to facility management. It can be described as a process that generates and maintains the data of a construction project during its whole lifecycle. All actors in the process, from start to finish, can use the information that is (centrally) available concerning a construction object. BIM is not software and it is much more than a 3D model. A building information model has lots of information (e.g. smart objects) and it is also an option to connect information to the model from documents. Thus BIM is not only a model, but it is also a process and information system. BIM encourages collaboration: integrated design. Concurrent engineering and multidisciplinary design both try to get a constant cycle of offering, evaluating and redesigning between designers and executors, engineers and/or contractors. The purpose of it (of a multidisciplinary design and concurrent engineering) is to realise lower costs downstream, a shorter lead-‐time and a better quality of the entire process. It implies involving the executor, contractor and/or engineer more into the design process. To achieve this, interoperability has to be created, which means that all the information the different parties create with different software can be transferred correctly. This is also the biggest challenge to overcome Building information modelling
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implementing BIM. The data exchange between different software packages is not fully reliable and leaves room for improvement. Case study The case study for this research is a milk powder plant of Royal Friesland Campina called the Mountain project. Within this project Tebodin has an EPCm contract, which means they are responsible for the basic engineering phase, supporting the client during the procurement, and the management of the construction phase. The basic engineering phase means to develop the design up to the level of development of 300 (LOD 300). The following specialists (contractors and suppliers) have developed the detail-‐engineering phase: • GEA is responsible for the part process • Cofely is responsible for the part utilities • Jorritsma is responsible for the part building and is divided into • Above zero – however they outsourced it to Pieters Bouwtechniek (PBT) • Sub zero – however they outsourced it to Pieters Bouwtechniek (PBT) • Imtech is responsible for the part • Electrical • HVAC To be familiar with the project and to be able to determine the design process, interviews were held. These interviews consisted of open and closed questions that focus on the roles and responsibilities, the forms of collaboration that took place, multidisciplinary design and the expectations towards BIM. These subjects were covered with the project managers of Tebodin, GEA, PBT, the main lead engineers of Tebodin and the process technologist of Friesland Campina. The variety of disciplines and actors in the process outlines a complete overview of the project. Out of this case study appears an early collaboration within the discipline of Tebodin, but not with the project partners previously described. The disciplines of Tebodin were all directly involved in the design process although some of the disciplines had not had experience with 3D modelling. The study also shows that some of these partners did not have the capabilities and capacity to further develop the design (in 3D), and were using eye blinkers (they were only busy with their own design and not the BIM). The collaboration sometimes was affected by the lack of experience with BIM, which is shown in the tenacity to the Revit model. Revit is BIM software. This Revit model became too heavy and was not the best option for every actor in the process. Navisworks, other BIM software, was the remedy for this problem. Implementation The most important findings of the literature study and case study are brought together in the synthesis. To establish the current status of the design method, a BIM maturity schedule is used; this schedule contains three stages to fully implement BIM as shown in Figure 1. The design process of Tebodin that is established through analysing the Mountain project can be characterized as BIM stage 1. The maturity scheme functions as a checklist to determine in which stage a company is located, but also which aspects of BIM could be covered in the future. The analysis shows that Tebodin manages to model 3D, exchange this model, and use clash detection. These aspects of BIM clearly are related to 3D modelling. In the future th Tebodin could reach further BIM stages by controlling the fourth, fifth, sixth and n dimension. These future stages of BIM are related to costs, time, sustainability, constructability, operation and maintenance. However there are also other aspects of BIM to consider such as liability, software related issues and implementation costs. The SWOT analysis is based on the gap that emerges in the BIM maturity model and the results of the case study. The strengths of Tebodin are the 3D modelling skills and their multidisciplinary design environment. Tebodin should exploit the multidisciplinary design environment that BIM offers. The aspects future BIM stages include are part of the opportunities. These opportunities will be developed as time progresses, more BIM projects will be done and more experience will be developed. By evaluation of the Mountain project (and the future projects) problems come forward. Handling these problems, the weaknesses are
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remedied and changed into opportunities or strengths. The threats are not so much a specific threat to Tebodin but these are threats in general.
Figure 1: BIM maturity stages in BIM implementation (for the complete figure see Figure 25)
Conclusion In order to meet the objective of this research to develop recommendations for the implementation of building information modelling at an engineering and consultancy company, the research question should be answered. To structure the changes in the work process of an engineering company and to move from 3D modelling towards BIM in the design phase, are divided into three groups: people, process and platform. People – the implementation of BIM needs to take place from bottom up and top down in order to be successful. Besides the recognition of the importance of BIM, knowledge is important. This can be gained by training and education in software and study cases of collaboration. Next to that the current knowledge can be supplemented by new external knowledge; hiring or attracting new employment where the existing staff falls short. Next to commitment within your own company, commitment is also required from the other project partners: the client, contractor and supplier. The engineering firms can initiate BIM, or it can be demanded by the client or the engineering firm from the project partners. Process – building information modelling is about integrated design. BIM enables to work in a parallel way with different disciplines and/or with different project partners. Concurrent engineering and multidisciplinary design stimulate to start with advanced information and reduce or eliminate non-‐value-‐ adding activities. Each project has to be structured in a different way: the most important (leading) discipline starts to develop a design from their discipline and the other disciplines join quickly. From this point they can worked simultaneously. The collaboration does not stop at the borders of the engineering company; the project partners should be involved as soon as necessary to take advantage of their knowledge. Platform – besides collaboration, software is very important to implement BIM successfully. But to implement the software successfully a working group needs to develop a certain strategy using BIM related aspects. These recommendations need to be recognized and understood by the board of the company, after which the policy can be implement in the company. The software should match the demands of a design discipline. For each project a choice can be made: a homogeneous software environment or a plural software environment. The choice depends on the amount and type of disciplines; is it possible to collaborate with a central data repository or should this shared data repository be based on an open data model like IFC (an ISO standard for data exchange)? This can depend on the type of project and the involvement of partners in the project. There should be a clear agreement with regard to the products to be delivered (type of format and files) otherwise BIM is useless. Recommendations The recommendations are based on the main findings that came forward out of this research. The recommendations to the address of engineering firms and Tebodin who are located in BIM maturity stage 1 are as follow: • Install and compose a working group to further implement BIM into the organization; • Create an integrated collaboration within the organization and project team; • Make sure somebody is liable and responsible for the building information modelling process; • Make sure the right software is available and interoperability is possible; • Create a clear structure within the organization and a clear structure for project teams. The conclusions and recommendations show that implementing BIM is often seen as just a software tool. But the fact that these basic recommendations have to be mentioned shows that implementing BIM is changing the working processes in a firm to create a clear basis from which BIM can be used. Building information modelling
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Table of contents Colophon ............................................................................................................................................... III Preface ................................................................................................................................................... V Abstract ............................................................................................................................................... VII Introduction ........................................................................................................................................... 1 Research design ..................................................................................................................................... 3
2.1 2.2 2.3 2.4 2.5 2.6 2.7
Project context ..................................................................................................................... 3 Relevance ............................................................................................................................. 4 Problem statement .............................................................................................................. 4 Research objective ............................................................................................................... 5 Research question ................................................................................................................ 6 Scope and limitations ........................................................................................................... 7 Research approach ............................................................................................................... 7
Theoretical analyses .............................................................................................................................. 11
3.1 Traditional design process ................................................................................................. 11 3.1.1 What does the design phase look like? ....................................................................... 12 3.1.2 Two-‐dimensional modelling ........................................................................................ 13 3.1.3 Three-‐dimensional modelling ...................................................................................... 14 3.2 Building information modelling .......................................................................................... 14 3.2.1 Definition of BIM ......................................................................................................... 14 3.2.2 What is building information modelling? ................................................................... 15 3.2.3 Functions of building information modelling .............................................................. 16 3.2.4 Benefits of BIM ............................................................................................................ 17 3.2.5 Disadvantages of BIM ................................................................................................. 18 3.3 Integral design .................................................................................................................... 19 3.3.1 Multidisciplinary design .............................................................................................. 20 3.3.2 Concurrent engineering .............................................................................................. 20 3.3.3 Interoperability ........................................................................................................... 21 3.4 Wrap-‐up ............................................................................................................................. 24 Case study ............................................................................................................................................. 25
4.1 Company profile ................................................................................................................. 25 4.2 Case description ................................................................................................................. 26 4.2.1 Project description ...................................................................................................... 26 4.2.2 Project structure ......................................................................................................... 27 4.2.3 BIM protocol ............................................................................................................... 30 4.2.4 Background information ............................................................................................. 30 4.3 Objective ............................................................................................................................ 31 4.3.1 Interview design .......................................................................................................... 31 4.3.2 Interview content ........................................................................................................ 31 4.3.3 Interview participants ................................................................................................. 31 4.4 Interviews results ............................................................................................................... 32 4.4.1 Collaboration .............................................................................................................. 32 4.4.2 Design software .......................................................................................................... 33 4.4.3 Expectations ................................................................................................................ 34 4.4.4 Internal design model ................................................................................................. 34 Building information modelling
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4.4.5 External design model ................................................................................................. 35 4.5 Relation to literature .......................................................................................................... 36 4.6 Wrap-‐up .............................................................................................................................. 37 Synthesis & future perspective .............................................................................................................. 39
5.1 Synthesis ............................................................................................................................. 39 5.2 Future perspective .............................................................................................................. 41 5.3 Wrap-‐up .............................................................................................................................. 44 Implementation of BIM ......................................................................................................................... 47
6.1 6.2 6.3 6.4 6.5 6.6
SWOT analysis ..................................................................................................................... 47 Strengths ............................................................................................................................. 47 Weaknesses ........................................................................................................................ 48 Opportunities ...................................................................................................................... 49 Threats ................................................................................................................................ 49 Wrap-‐up .............................................................................................................................. 50
Answering the research questions, conclusion & recommendations ...................................................... 53
7.1 Research questions ............................................................................................................. 53 7.1.1 What does a traditional design process of an engineering firm look like? .................. 53 7.1.2 What does the BIM design process look like of an engineering company? ................. 54 7.1.3 How does building information modelling influence the traditional design process these days and in the future? ...................................................................................... 56 7.1.4 What are the main challenges to fight while implementing BIM in the project context of an engineering organization? ................................................................................. 57 7.2 Conclusion .......................................................................................................................... 58 7.3 Recommendation ............................................................................................................... 60 7.3.1 Recommendations to the construction industry .......................................................... 60 7.3.2 Implications Tebodin ................................................................................................... 60 7.3.3 Recommendations for further research ...................................................................... 62 Literature .............................................................................................................................................. 65 Appendices ........................................................................................................................................... 69
Appendix A Appendix B Appendix C Appendix D Appendix E
Abbreviations ......................................................................................................... 69 List of figures .......................................................................................................... 70 List of tables ........................................................................................................... 71 Software applications ............................................................................................ 72 Interviews ............................................................................................................... 74
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Chapter 1 Introduction According to Eastman et al. (2008) “building information modelling (BIM) is one of the most promising developments in the Architecture, Engineering and Construction (AEC) industry.” BIM is a popular buzzword used by clients, building firms and software developers. Within these conversations many different definitions are used of what BIM technology actually is. One representative definition of BIM by the National Building Information Model Standard (NBIMS) Project Committee is as follows: “Building information modelling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life cycle; defined as existing from earliest conception to demolition (National Institute of Building Sciences, 2014).” BIM uses software that can be used by every single party in the entire construction process, from initial concept phase to construction until demolition. BIM can improve each phase of the construction process and will reduce problems associated with the traditional construction design method. “Intelligent use of BIM, however, will also cause significant changes in the relationships of project participants and the contractual agreements between them” (Eastman et al., 2008). Switching from the traditional design method (2D-‐3D CAD) to BIM is not so easy and therefore it acquires much more than software training and updating hardware. The implementation of BIM into the process needs to be executed with great care. The vast majority of the construction firms have to take the first step in terms of BIM implementation. Research of Snoei and Beliaeva (2012) reveals that nineteen per cent of the (medium) large Dutch construction firms uses BIM in their construction process. One of these companies is Tebodin. This research will focus on the implementation of BIM in an engineering company. Because BIM is applicable to every phase of the construction process, the main focus of this research will be on the design phase. This is due to the fact that engineering and consultancy companies are mostly active during the design phase due to their expertise and technical advice concerning construction projects. To analyse the design phase (of in this case Tebodin) the current state of the affairs (the starting point) will be established. This point will be used to indicate how BIM can be implemented within the design process of an engineering company. To analyse the design process that takes place within Tebodin will be very difficult, because Tebodin is a very diversified company with many different construction projects in its portfolio. Therefore a recent project is chosen to analyse. This project is called the Mountain project and is in fact a milk powder plant. This plant is designed for Royal Friesland Campina (RFC). Friesland Campina is investing 135 million euro in this milk powder plant in order to meet the increasing demand (Friesland Campina, 2014). In the future there will also be an infant nutrition production line. The design process of the Mountain project is executed mainly at the Tebodin West Office and the office at Deventer. Where the engineers previously and sometimes still are designing with 2D and rarely with 3D programs, this project was done with 3D modelling programs, primarily in Revit. They would like to improve the 3D modelling process and at the Building information modelling
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same time implement BIM in their design process. They wonder what needs to be changed in their design process to implement BIM successfully. This was the first project where the building department of Tebodin West worked in the 3D modelling program called Revit. Within this multidisciplinary project, multiple department and multiple offices were working together. By analysing their design process at an existing and currently executed project, their current design process is mapped out. This will be the basis from which Tebodin will depart towards BIM. With this Mountain project engineered and executed for Friesland Campina, the current way of working will come forward, next to that the future perspective will be sketched done by a literature study. Combining these results within the synthesis will establish the current design process according to the literature. Finally the road towards the current situation and the ideal future perspective will be outlined in the form of conclusions and recommendations.
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Chapter 2 Research design After an introduction to the research, the subject and the company, this chapter will discuss the design of the research. First the project context is described, and then the relevance of the research is explained. Next to that the reason why the research is executed is given as a problem statement, followed by the objective of this research. Then the research question is formulated that will be answered in the final part of this report. Finally the limitations of the research are given and the research approach will be discussed. This chapter should illustrate the main research structure and will form the basis of the further report.
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Project context
The project context will describe the cohesion in which the research occurs. The context in relation to other relevant research project will be mentioned, as well as the relation to the academic perspective and the perspective of the company. Related research Radu Panaitescu publishes some recent related work (Panaitescu, 2014). He also did research to a structured implementation process of building information modelling (BIM) in an engineering organization. There are a number of surfaces on which the two studies are distinguished. The most important differences are that first of all Panaitescu did research at the infrastructure department of an engineering company, instead of the building department. Secondly, his research focussed on the entire construction process (instead of the design phase) with the result of a management strategy. Company environment Tebodin (The Hague) is at the start of an important new path they want to follow: building information modelling. In The Hague many departments are working in different software packages. The building department worked with two-‐dimensional (2D) software such as AutoCAD and to illustrate the projects they used Google Sketchup. In Deventer the architecture department just finished a three-‐dimensional (3D) project modelled in Revit. Tebodin understands the importance of BIM and is interested in the possibilities this model offers and how they are able to use it in the future. The Mountain project can be seen as the most innovative project that is designed so far, which makes it highly appropriate to use within this research. Within Tebodin there is a SMART engineering group established consisting of all people from Tebodin and subsidiaries of Bilfiinger. This group explores various options for the future, and building information modelling is one of them. 3D modelling has been brought forward from bottom up and is now supported from top down. Academic perspective This graduation project connects to the academic perspective of the master Construction Management and Engineering (CME) at the Delft University of Technology. It should fulfil the standards for the master thesis graduation. The research project will combine theory and practice to draw a comparison through a literature and a case study. This will be combined in the synthesis and an advice will follow concerning the implementation of BIM and recommendations towards Tebodin. The committee that will overlook this Building information modelling
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research project consists of Prof.dr.ir. M.J.C.M. (Marcel) Hertogh and Dr.ir. G.A. (Sander) van Nederveen both from the faculty of Civil Engineering and Geosciences, Dr.ir. J.C. (Hans) Hubers from the faculty of Architecture and the Built Environment and the attendant on behalf of Tebodin Ir. S. (Sander) Stolk MBA department manager of Civil, Architectural and Building Services.
2.2
Relevance
With the arrival of computers and Computer Aided Design (CAD) software the conventional design method transformed into a computing process. The results were unchanged however the precision and speed the computers brought to the development of the drawings was accelerated. With the rise of the Internet, it became easy to share design files and “the AEC industry has become fairly efficient during the design phase” (Pramod Reddy, 2012). However with this 2D communication platform it was clear that “there would be gaps in information that would be subject to interpretation. The phrase “do not see the movie, read the book instead has been heard many times by most individuals. The book leaves so much for our own individual interpretation and imagination that reading becomes a highly individualized experience” (Pramod Reddy, 2012). This is also the case with designing a construction project. With 2D designing the translation from 2D drawings into our 3D world, our imagination knows no boundaries. With highly complex constructions the last thing a client wants is uncertainty about a detail. With 3D modelling these problems are solved for a large part, but it is still up to the human mind to see all the possible problems that come forward within a 3D design. Not just the literature mentions the relevance of implementing BIM, also from practice the implementation becomes relevant. In many countries the government make it mandatory to execute public building projects in 3D BIM, among them the United Kingdom (British Institute of Facilities Management, 2012). Also in the Netherlands the Rijksgebouwendienst (Rgd) will influence the form of collaboration. By prescribing BIM as integrated contracts, the Rgd is attempting to reduce the failure costs (chain supply in construction and efficiency in the construction process) and achieve appropriate management of the building and building stock (Jägers, 2011). This new line in the policy of authorities stems from the fact that clients demand enhanced quality and productivity. To accomplish that the most important sub processes (creation and evaluation) should be better and more efficient. Most influence in cost-‐quality ratio lies in the conceptual design phase. BIM is a good instrument to stimulate an early form of collaboration. Therewith the number of problems associated with the conventional method decreases by this improved design process. BIM is not only changing the quality and efficiency of the design process, but implementing BIM within engineering firms will cause a change within roles and activities on a workplace (Eastman et al., 2008; Hubers, 2007). Most literature about BIM is written from the viewpoint of an architect or contractor. The role of an engineer is different, the specialty of Tebodin is completely different and also their interest in adopting BIM. Tebodin is a specialist in the process industry, while architects and contractors are interested in the aesthetic and quality. Next to that Tebodin (and also other engineering companies) are highly interested in two phases of a construction process, namely the design and operate and maintenance phase. Clients are using the knowledge of these specialists to create a good design and engineering companies are interested in whether their design actually works (the process) and function as they though it would. In summary, BIM is mentioned as “one of the most promising developments in the AEC industry” (Eastman et al., 2008). Up to now almost one out of five (medium) large construction companies are using BIM in their construction process (Snoei & Beliaeva, 2012), which means the vast majority of these firms will change their traditional design method towards BIM. However, to change the design method will cause a change within roles and activities on a workplace (Eastman et al., 2008; Hubers, 2007).
2.3
Problem statement
Implementing BIM into a company or construction process will cause some changes as mentioned before. Employees need to be able to work with different software, such as Revit, ArchiCAD, Navisworks or Solibri. Training enables them to use these software programmes. This does not mean they are fully capable to use all the facilities BIM offers to its users. As Deutsch (2011) says “anyone can load a single software license and be up and running with a program. Implementing BIM is different”. Hardin (2009) adds to this that BIM is not just software; it is a process and software. Companies have to realize that they not can sit in front of a computer and just model with 3D software but they have to implement a new way of thinking BIM entails. This new way of thinking should lead to more collaboration, effectively deploying, and
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utilizing data multidisciplinary and throughout the building life cycle (Adamu, 2014). As shown in Figure 2, there are many steps in a process of adopting BIM. Until recently designing happens to be two-‐ dimensional. Designers designed in 2D surfaces (horizontally and vertically) the construction object. Where 2D designing contains no consistency, 3D modelling offers the possibility to design parametrically. Every design change is synchronized in every dimension. BIM continues by adding more dimensions to it as is shown in Figure 2. Besides that the model becomes an information exchange instrument. All these possibilities that BIM contains makes it a complex piece of software. Owning the software is a big task, but owning the process is even more difficult. According to Eastman et al. (2008) there are at least three challenges to fight to implement BIM successfully: • Challenges with collaboration and teaming • Legal changes to documentation ownership and production • Changes in practice and use of information Tebodin is also experiencing problems how to implement BIM into the design process. Currently they are designing projects in 3D modelling programs and they are at the start of adopting BIM. These days they try to design integral with two departments, but with the help of BIM they want to collaborate efficient in multidisciplinary teams. Because a lack of vision of BIM it is difficult to find out what they are trying to achieve using BIM. Because of a lack of vision and the diversity of designing programs, all three challenges mentioned above are applicable to Tebodin. It is important that Tebodin creates a vision about BIM. From this point of view they can develop a strategy how they can handle the changes and challenges BIM involves in terms of collaboration and teaming, legal changes, and practical changes. The different departments at the office are using different design tools. In terms of 3D modelling this is not a problem, but collaboration with these programs, as the intention of BIM is, is quite another story. Therefore the problem statement can be formulated as follows: In the engineering and consultancy business building information modelling (BIM) is a new phenomenon that could improve the design process. There is already a complete new form of collaboration with 3D modelling. Learning to understand the 3D modelling software and implementing BIM at the same time is a process that requires lots of time and effort. Especially when there is uncertainty what the vision of the company is and what the starting point is from which the company starts.
Figure 2: BIM adaption continuum (Deutsch, 2011)
2.4
Research objective
As mentioned in the problem statement, learning and implementing BIM in the organization and construction process could be a problem. When companies are using BIM, but do not change anything in the process of working, the possibilities of BIM are neglected. In this way the possibilities that BIM offers are not optimally used and BIM is just like a normal 3D design tool. Therefore some steps have to be taken to implement BIM successfully, as is shown in Figure 2. The first one is to find out what the vision of the company (in this case the Tebodin West Office) actually is and otherwise finding out what the vision will be. Together with this the current state of development related to BIM must be discovered (this will be done by analysing the Mountain project). This can be compared with the ideal image in which BIM is fully Building information modelling
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integrated in the company and optimally used. The gap between these situations is the road a company must travel to succeed their ideals (illustrated in Figure 3). The objective of this research is to bring forward some recommendations and offer handles to which Tebodin can move forward into the future, according to the GAP analysis principle (GAP analysis – a reasonable goal, which is set in measures that the people must do to control the work, can also serve to motivate them toward closing the performance gap (Chevalier, 2010)). The main objective for this research is as follow: The objective is to develop recommendations for the implementation of building information modelling at an engineering and consultancy company (e.g. Tebodin). Current Design Process
“BIM Utopia” Design Process
How to achieve this? Figure 3: research visualization
2.5
Research question
The formulation of the problem statement and the research objective lead to the formulation of the following research question: What needs to be changed in the work processes of an engineering company to move from 3D modelling towards building information modelling in the design phase? To answer this main research question the following sub questions have to be answered: • What does a traditional design process in an engineering firm look like? The traditional design process will be outlined in chapter 3. The design process of Tebodin that is analysed in chapter 4 will be compared to this outcome. The answer will be discussed in chapter 7. • What does a BIM design process look like in an engineering company? The analysis of the BIM design process should offer a view what the ideal design process with BIM looks like. This design process will be compared to the current design process of Tebodin. Based on their current position the future perspective can be sketched, which is described in chapter 7. • What are the potential benefits and disadvantages of implementing BIM in a design process of an engineering organization? The potential benefits and disadvantages should give an idea what BIM includes and what aspects of BIM have to be taken into account. The question will be answered in chapter 3 and will be part of the answer to the question what the main challenges are while implementing BIM. • How does building information modelling influence the traditional design process these days and in the future? From the problem statement it appears to be that BIM will influence the current design process, but what will the influence look like, is it already visible or will it be visible in the future? This research should give an answer to that in chapter 7. • What are the main challenges to fight while implementing BIM in the project context of an engineering organization? From the previous question it should become clear how BIM influence the traditional design process and this research will give an answer to what the main challenges are while implementing BIM. The answer will be given in chapter 7.
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2.6
Scope and limitations
To make sure the research is possible to execute in the given amount of time and have a satisfying result the scope and limitations have to be defined. It is limited in the single but most representing project currently executed design by Tebodin. Next to that, not the entire construction process will be viewed but only a part of it, and the main focus will be on the design process. Next to that the software and actors are restricting the scope. Royal Friesland Campina milk plant The research that will be executed at Tebodin will depend on the “Mountain project” Tebodin is doing for Friesland Campina. The design process will be analysed and according to the methods used in this project, the design process is mapped out. Within this project many different disciplines are working together and therefore the participation of different departments will be analysed within Tebodin. Design phase BIM is applicable in every industry, in every stage of a construction process. From concept phase to construction and operating and maintenance until demolition of a building, BIM is applicable to every phase. To make it tangible, this research emphasizes the design phase of the construction process. This is the first stage of the whole process and within this an engineering and consultancy firm often gets involved at the design process. From this stage it can use BIM to develop the design through all the stages in the process it is involved in. Software There are many different software programmes that are suitable to module and are capable to work with BIM. Autodesk Revit, Graphisoft’s ArchiCAD, Bentley BIM (MicroStation), and Tekla Structures are internationally the most primary software applications used (Eastman et al., 2008). At Tebodin they are using AutoCAD to design 2D and Revit and PDMS to design 3D, the Mountain project is designed in Revit at the building department and Plant 3D at the Piping department. Primarily everything is designed in Revit and merged together to visualize in Navisworks. Because this research focuses on BIM, the software will be limited by 3D modelling software, only focussing on Revit and Navisworks. Actors In a construction process many different actors are involved. Within this research only the actors are involved that are directly relevant to the design process of the Mountain project. Here can be thought off different design departments within Tebodin, the client and the main and interesting contractors. People, process and platform The AEC industry is changing. For a better understanding, the functions of an organization are grouped into three areas: people, process, and platform (Pramod Reddy, 2012): • People are considered the employees of an organization or the members of a project team • The process is the steps an organization takes to complete task and projects • The platform, in most cases, is the network infrastructure, desktops, and laptops. These areas will function as a guideline to describe the research conclusions and make it easy to work in a structured way.
2.7
Research approach
In order to achieve the research goal, the research will be done in a structured and organized way. A schedule shows at a glance how the research is based (Verschuren & Doorewaard, 2003). The research approach is schematically shown in Figure 4 and it consists of five parts. Part A: Research context This part is the introduction of the research; the context of the research is described. It gives an introduction to the subject, it points out the relevance of the research, followed by the research problem, objective, questions and scope. It will be concluded with the methodology of this research. Building information modelling
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Part B: Theoretical analysis The literature study will provide the basis for this theoretical analysis. The analysis will focus on the traditional construction process (primarily the design part) and on building information modelling (BIM). Besides that different forms of integral design will be outlined. These three subjects will be the basis of the case study of part C. The analysis will provide the scientific view of the three main subjects and the practical analysis (case study) will be compared with this scientific view. The literature study will also be used to formulate questions that will be used in the interviews of the case study (part C). Part C: Practical analysis This part will contain the analysis of the current way of working of Tebodin within the Friesland Campina case. By interviewing workers related to this project about the current way of working, their vision and thoughts of BIM, an analysis can be made of the current state of development and the future perspective of them. The interviews should yield a great source of information that is not available through another way. The attendees (10) of the interviews will be the main lead engineers of Tebodin (5), the project manager and BIM coordinator, the client and two main contractors of this project to find out their expectations or experiences of 3D modelling and BIM, and the collaborations this method entails. With this case study the current design phase of Tebodin can be mapped out and shown, and provide the basis to answer what a traditional design process or BIM design process looks like. It will serve as a base of part D. To conclude this part, experts will validate the design process. These experts include a combination of people from external companies and from Tebodin (see appendix E for a list of attendees). Part D: Implementation In this part a couple of things happen. First in the synthesis part B and C are brought together. By combining the theory and practice of Tebodin a good image can be sketched of the current state of affair. To give any scale what the current state of their design process is it will be measured according to a BIM maturity model. This framework gives a view what the current BIM stage is and what the future stage of BIM includes. The difference that emerges of the current stage and the desired stages can be defined as a gap, which will be the basis of the second part of part D. From this point the GAP analysis can be made based on the strengths, weaknesses, opportunities and threats the SWOT analysis brought forward. With this analysis a direction can be outlined to where Tebodin will be moving. Part E: Conclusion The last part of the report exists of the conclusions and recommendations. The chapter will begin to answer the (sub) research questions that will be part of the main question. The most important conclusions will be part of the answer of the main research question. This part will be concluded with recommendations in general (for the construction industry), regarding further research and towards Tebodin. The limitations of this research will be explained, so the readers know the scope of the research and therefore the benefits related to this research. To give extra meaning to this research the main conclusions and recommendations will be validated by experts.
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Figure 4: research method
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Chapter 3 Theoretical analyses In order to do a case study of a current project that will serve as basis for further advice concerning building information modelling (BIM) and how to implement it into the design process within the company, the basis must be well defined. Therefore this chapter will cover three important aspects that are necessary to understand before continuing to implement BIM. First the traditional construction process will be viewed. It will be elaborated what this phase looks like in two-‐dimensional and three-‐dimensional design. Then BIM will be analysed. A clear definition will be given, the answer to what BIM actually is, and the benefits, disadvantages and functions of BIM will come forward. Finally the chapter will be concluded with the subject integral design. To implement BIM in a proper way, some changes must happen to make it successful. Therefore multidisciplinary design, concurrent engineering and interoperability are discussed because these terms might be beneficial to implementing BIM.
3.1
Traditional design process
This part of the chapter will discuss the traditional design process of a construction project in general. The design phase will be sketched and a general process will be visualized. Next to that the traditional method will be divided into two-‐dimensional (2D) and three-‐dimensional modelling (3D). Both subjects will be set out and positive and negative points will be discussed. The Royal Institute of British Architects’ (RIBA) Plan of Work described the traditional method of designing (RIBA, 1997). The model became a widely accepted model throughout the building industry (Kagioglou et al., 1998). This sequential method in the construction industry is also known as the “over the wall” approach (Evbuomwan & Anumba, 1998; RIBA, 1997). This approach contains the principle that every discipline passes through its design to another. The architect produces a design; these drawings are given to the structural engineer. He is completing the structural aspect of the design and send it to the next one. This will continue until the project is passed on to the contractor. An advantage of this method is that there is little time spent on consultation. Another benefit includes that there is a clear separation of tasks, which can be useful when a part depends on another part (Aouad, Wu, Lee, & Onyenobi, 2012). However, according to Anumba et al. (2002) there are some disadvantages of this approach, these includes:
Figure 5: over the wall approach (Evbuomwan & Anumba, 1998)
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• • • • •
The fragmentation of the different participants in the construction project, leading to misconceptions and misunderstandings. The fragmentation of design and construction data, leading to design clashes, omissions and errors. The occurrence of late and costly design changes and unnecessary liability claims, occurring as a result of the above. The lack of true life-‐cycle analysis of the project, leading to an inability to maintain a competitive edge in a changing marketplace. Lack of communication of design rationale and intent, leading to design confusion and wasted effort.
Figure 6: disadvantages according to (Anumba, Baugh, & Khalfan, 2002; Barlish & Sullivan, 2012)
3.1.1 What does the design phase look like? Designing is about creating things and this can be done in many different ways. Designing is about finding solutions to problems that emerge. According to Lawson (1997) “there are however an exhaustible number of different solutions”. A design process is therefore not easy to describe because it is an endless process that has no prescribed manner on how to design. Besides “the process involves finding as well as solving problems” (Lawson, 1997). Nevertheless these difficulties in the design process will be described according to the literature. Hanssen Creating an object begins with a set of requirements from the client before the designer can start with designing. The design process of civil engineering differs from a building process, but in essence the design process is an iterative cyclic process. According to VDI-‐Richtlinie 2221 (1993) and Pahl, Beitz, Feldhusen, and Grote (2007) a design process exists of seven steps (Hanssen, 2000): 1) Analysing the set of requirements of (potential) clients. This will result in a set of functional demands that the product should satisfy. 2) Define the functions that the product must fulfil to succeed to the functional requirements. A function of a product is defined as a transformation of energy, material and information this product must be realisable. 3) Development of solutions that are capable to realise the functions. This occurs by combining the desired output of a function and the decisions of geometry and materials of the product to be designed. 4) Translation of the function and corresponding solutions into product modules. This is a collection of interdependent products that implement one of more solutions. The result of this step is a collection of product modules and their technical interfaces. This is called the product architecture. 5) Global design product modules. In this step every module is globally defined into geometrical and material aspects. It results in a global design. 6) Detailed design of product modules. For every module and its product parts are the geometric and material aspect specified in detail. The result is a set of technical drawings and list of materials. A complete technical drawing contains information of the structure, shape, materials, dimensions, surface and Figure 7: design process civil/process industry (left) Hanssen, 2000) and building industry tolerance of the product (Andreasen & Hein, 1987). (right) Hertogh & Bosch-Rekveldt, 2013) 7) Establish production requirements. In this step the product and assembly requirements are established. However, when dependent (design) tasks within a development process are executed sequential (as is the case in Figure 7), this means the executors of the design tasks only share information with the executors of downstream tasks (for example the service, construction or tender). Furthermore, the downstream tasks are initiated after the design tasks are completely finished. This often results in higher downstream
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costs and a decrease of the quality of the development of the product. A decrease of this process results in an increase of processing time, costs and a difficult controllable development process. The characteristics of the product, which are determined during the design, have a large impact on the way this product is produced, assembled and maintained. The design phase determines thus whether the product is easy to produce, assemble or maintain. This process determines also the costs that are involved with this. However, the designers do not always have the knowledge about the consequences their decisions have at previous mentioned aspects. This knowledge is available to the executors of these tasks. The likelihood that the designers share insufficient information with the executors of downstream tasks is large, which according to Hanssen (2000) leads to high production and maintenance costs, and many hard or impossible producible, composable or maintainable design results. The amount and consequences of these design iterations are hard to predict, what makes sequential executing of these tasks hard to control (Hanssen, 2000). Hertogh and Bosch-‐Rekveldt According to Hertogh and Bosch-‐Rekveldt (2013) the design process is a creative and cyclic process. This means looking forward, think, decide, act/do, control, change and give feedback. The essential design process can be structured in the following way: • Analysis: criteria are developed in case of the next design step in this cycle; • Synthesis: possible outcomes are elaborated; • Simulation: investigation of the elaborations is effective and the associated costs are determined; • Evaluation: the hierarchy of the developed elaborations are determined; • Decisions: determine which elaboration developed on the next level of detail. The feedback takes place through the analysis and the synthesis. If the solution is not sufficient enough, new (and better) criteria are developed in the analysis. Another possibility arises, when the elaborations do not meet the requirements, new elaborations are generated. This cyclic process repeats itself during the following design phases according to Hertogh and Bosch-‐Rekveldt (2013): • Concept design: the demands and requirements are listed in the program of requirement. Often a number of concepts are made. • Preliminary design: in the preliminary design phase a (sketch/concept) design is further elaborated. In this phase there is design to scale, dimensions might change and calculations are often limited. • Final design: the design in this phase is based on main calculations. As the name implies this is the final design, dimensions will not change anymore. • Specifications: based on the final design the specifications can be written. Everything that is included in the final design is further developed and specifications will be added, allowing the contractor to give a fixed price for the work. • Detail design: in this phase the drawings serve as implantation design. These drawings are made to be used at the construction site. This cyclic process is drawn by several authors, and Dym and Figure 8: design process (Dym & Little, 2004) Little (2004) have illustrated it according to Figure 8. 3.1.2 Two-dimensional modelling Architects and engineers used hand or technical (2D) drawings to present their ideas for ages. Until the 1980s these 2D drafting methods remained largely unaltered. With the introduction of Computer Aided Drafting (CAD) the 2D drafting on paper changed to digital designing. Building information modelling
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Analogue drafting Although hand drafting can be seen as a beautiful form of art, mostly it is a repetitive and tedious form of work. With every decision or modification every set of drawings has to be changed or even redrawn on a new sheet of paper. Also the process of designing can be very dynamic. The architect or engineer switches back and forth between different models or different views. With every modification every view needs to correspond with the new design. This process is a very time consuming process. Besides that the hand drafting method causes a problem due to its inaccuracy. But in 1983 the first step towards CAD was made with pin-‐bar drafting. This was a drafting method whereby architects or engineers used multiple sheets of paper (some of which were transparent) that contains pins allowing all sheets to be aligned correctly. Every sheet contains a different aspect of the whole product, and combined the sheets show the full complexity of the construction object. Although the costs of integrating the pin-‐bar drafting method into the work process were more than the reduced labour costs, the pin-‐bar method resulted in an increase of the accuracy and quality of the work (Epstein, 2012). Digital drafting The biggest change from analogue to digital drafting is the fact that designing takes place behind a computer, a digital format. The project data can be modified, manipulated and electronically shared. As with pin-‐bar drafting, working with CAD, building information can be isolated using layers. Repetitive elements such as doors and windows can be accurate and quickly copied within the drawings. Another advantage compared to analogue is the fact that modification or corrections can easily be changed without distorting the design data (Epstein, 2012). 3.1.3 Three-dimensional modelling Initially 3D modelling was not as sophisticated as it is now. When drafting programs were developed, it created 2D documentation and 3D models separately. Besides that, these programs were not able to share the data and therefore every change had to be modified in both programs. This design method required a very close cooperation of team members, which was very difficult and prone to error. The design team had to maintain and coordinate not one database but two separate systems. With the introduction of 3D models, construction projects were still designed in 2D programs. 3D models were only used for design studies and renderings. These models are also called surface models. These models consist of surfaces only and can just look solid. A surface model only has to look correct and is therefore ideal for presentation and communication. The multifunctional 3D construction models are called virtual models or solid models. Architects and engineers can switch through the different windows to test and develop their ideas. Modifying the design is only a matter of synchronizing the model database from this database renderings, perspectives, in-‐house studies and other 3D views can be generated automatically. It can also be used to communicate ideas with owners, end-‐users and consultants. With only one database that synchronizes every modification between all the views, inconsistency errors are eliminated. Also alternative studies can be created in less time and costs (Epstein, 2012; Kymmell, 2008).
3.2
Building information modelling
The traditional way of designing and BIM are different in multiple ways. But to describe it briefly: designing with a BIM program or software tool goes beyond a 3D model by adding the possibility to include data to it and use dynamic, parametric objects. 3.2.1 Definition of BIM The definition of BIM mentioned in the introduction of this report by the National Building Information Model Standard (NBIMS) Project Committee is generally accepted, but was does this definition mean? “Building information modelling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life cycle; defined as existing from earliest conception to demolition (National Institute of Building Sciences, 2014).“ BIM can be seen as an instrument that integrates every phase of construction projects, from the concept design to facility management. BIM is an abbreviation of building information modelling and sometimes it is used as building information model. It can be described as a process that generates and maintains the data of a construction project during its whole lifecycle. All actors in the process, from start to finish, can
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use the information that is centrally available concerning a construction object. BIM is not software and it is much more than a 3D model: it is also possible to add time (4D) and costs (5D). A building information model has lots of information e.g. smart objects and it is also an option to connect information to the model from documents. Thus BIM is not only a model, but it is also a process and information system (Visser, de Boer, & van der Voet, 2013). 3.2.2 What is building information modelling? BIM is a term that is often used by software developers and construction companies to describe their capabilities they offer. The definition of BIM leaves room for interpretation but also creates confusion. Therefore it could be useful to mention what BIM technology does not include (Eastman et al., 2008): •
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Models that contain 3D data only and no object attributes. These are models that can only be used for graphic visualization and have no intelligence at the object level. They are fine for visualization but provide no support for data integration and design analysis. Models with no support of behaviour. These models are models that define objects but cannot adjust their positioning or proportions because they do not utilize parametric intelligence. This makes changes extremely labour intensive and provides no protection against creating inconsistent or inaccurate views of the model. Models that are composed of multiple 2D CAD reference files that must be combined to define the building. It is impossible to ensure that the resulting 3D model will be feasible, consistent, countable, and display intelligence with respect to the objects contained within it. Models that allow changes to dimensions in one view that are not automatically reflected in other views. This allows for errors in the model that are very difficult to detect.
Figure 9: what BIM technology not includes (Eastman, Teicholz, Sacks, & Liston, 2008)
As mentioned before, BIM is more than just 3D modelling; it is about 3D, 4D, 5D, 6D and even xD modelling. This seems to be a bit strange, to talk about multiple dimensions, therefore Fox and Hietanen (2007) mention the term domains. A domain can be seen as a discipline or field of study. This makes the appellation as costs and time much more suitable. • Schedule (4D): the fourth dimension relates to time, this domain is about the scheduling. In this manner it is possible to simulate the construction order with the help of additional software. By linking for example MS Project or Primavera with Autodesk Revit or Primavera with Gehry Technologies Digital Project scheduling information is possible. It is also possible to link MS Project to Navisworks by using similar names in both programs and link these files. The time dimension offers the opportunity to simulate the construction order and evaluate variants. In fact the whole project can be constructed virtually before it actually is built on site (Ashcraft, 2008; Autodesk, 2007b). • Costs (5D): the fifth domain refers to costs. Costs can be linked to the model, or to the corresponding elements in the model. This makes it possible to execute a financial analysis or monitor the construction costs. Because the bill of quantities and dimensions can be extracted out of the model, this information is always consistent to this model. Quantities and materials can be exported of Revit into an Excel sheets, but it is also possible to link it to a calculations program of for example Innovaya (Ashcraft, 2008; Autodesk, 2007a). • Sustainability (6D): the sixth dimension is about sustainability. This domain should take care of accurate estimating of the energy consumption. By performing this analysis early in the process it should improve the reduction of energy consumption. During occupancy of the building it should also be possible to perform measurements and verification, thus allowing to improve the process of the energy consumption (Impararia, 2014). • Operations (xD or nD): the last dimension is called the x or n dimension and refers to operations. This domain makes it possible to get all the data managers need during the operations and maintenance phase of a facility. During its life cycle it is possible for participants to track and extract relevant data, for example operations and maintenance manuals, specifications, status of a component. With the use of xD technology life cycle management or asset management will be optimized (Impararia, 2014). While the traditional 2D design method knows inter alia preliminary design and final design, working with a 3D program or BIM introduces LOD 100, 200 up to LOD 500 (SmartRevit.com, 2012). LOD does not mean Level of Detail but it means Level of Development. Level of Development involves the extent of development to which a model component is developed. Building information modelling
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LOD 100 – the conceptual design and master planning: this phase is about creating mass models. During this concept phase an overall indication is given of the area, volume, height, orientation and location of the facility. The mass model can be used to estimate the costs based on the current available data. It can also be used for project phasing, the overall duration or analysing the energy consumption (The American Intstitute of Architects, 2008). LOD 200 – schematic design and design development: the mass study changes into “generalized systems or assemblies with approximately quantities, size, shape, location and orientation”. The analyses’ made are now more accurate compared to LOD 100, mass models change into schematic elements (The American Intstitute of Architects, 2008). LOD 300 – construction documents and shop drawings: elements are modelled “as specific assemblies accurate in terms of quantity, size, shape, location and orientation”. These drawings are now suitable to serve as construction documents. Because of the high degree of detail (still not 100 per cent accurate), time and cost estimation can now be performed with a reasonable accuracy (The American Intstitute of Architects, 2008). LOD 400 – fabrication and assembly: this level of development goes further into detail then LOD 300. In this phase the “complete fabrication, assembly, and detailing information” is added. The model is now a virtual reality model, it is complete and ready to construct. The analysis represents the construction planning and costs. This is normally not achieved by the architects or engineers, but by the fabricators or manufacturers (The American Intstitute of Architects, 2008). LOD 500 – facility management: this phase represents the “I” of (information) in building information modelling. This model is also known as the as-‐built model and it can therefore be used during the operations and maintenance phase of the facility for e.g. warrantee information, model number, who installed a specific element, supplier contact info, or any specific information.
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3.2.3 Functions of building information modelling Above is explained what BIM contains and what BIM is not. But to get a better understanding of what building information actually is, the functions of BIM are explained below (Eastman et al., 2008; Papadonikolaki, Koutamanis, & Wamelink, 2013): • Visualization: it becomes very easy to create 3D renderings, but it is also possible to make animation movies that could support the sales of the project. • Fabrication: BIM could support generating shop or fabrication drawings for all kind of systems and objects. For example, a sheet that includes the entire metal ductwork drawings can be produced and then handled by the manufacturer. • Integration: because every actor or partner in the construction process could have (simultaneous) access to the model, the model becomes a multidimensional integrated database for all partners in the project. • Facility management: the BIM enables facilities management departments to consult the model for space planning, maintenance operations and renovations. • Cost estimating: with the help of cost estimating features, BIM software makes it possible to extract quantities and costs, which are always up-‐to-‐date because the modifications are automatically updated throughout the entire model. • Schedule: the model can be used to generate material and fabrication ordering, delivery schedules for all the building elements and make a real time scheduling model that shows the construction sequence. • Clash detection: because BIM models could be a combination of multiple different models, everything has to correspond to make it a proper model. Interference, collision, conflict or/and clash detection determine whether there are any intersections. Because everything is combined in one model, it is also possible to check visually for any interference. • Energy: with the help of special software programs, it is possible to make environmental calculations and execute energy simulations. Therefore it can improve the sustainability of the building. • Monitoring: the model makes it possible to monitor the budget and schedule during the construction process. • Accessibility: BIM can be used during the complete lifecycle of an object. Adding information in the early stage of the process, e.g. the design phase, make it possible to extract information later in the
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process, for example during the maintenance phase. A BIM generates consistent 2D and 3D drawings. This model also makes the large documentation unnecessary, such as technical specifications. 3.2.4 Benefits of BIM BIM technology makes it possible to improve many aspects of the construction process. Although Eastman et al. (2008) mention that BIM is still in the early days within the architecture, engineering and construction and facility management (AEC/FM) industry, already significant improvements have been realized. Some of these advantages are listed below; others are for the (near) future. These benefits are also part of the answer to the research question “What are the potential benefits and disadvantages of implementing BIM in a design process of an engineering organization?” Preconstruction benefits to owner • “Concept, feasibility and design benefits.” It is necessary for owners to find out whether the project goals are actually achievable for the given budget in the early concept phase. BIM makes it possible to provide a 3D visualization that quantifies space and materials, and herewith it is possible to check the feasibility of the project early on in the project. • “Increased building performance and quality.” By creating a design model and alternatives using analysis or simulation tools to evaluate, the overall quality of the building will increase. Figure 10: preconstruction benefits to owner (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman, Pel, & Hendriks, 2012) Design benefits • “Earlier and more accurate visualization of a design.” From early on a 3D model is generated to correspond with the BIM software. At any stage of the process this model can visualize the design rather than it is generated from multiple 2D views. • “Automatic low-‐level corrections when changes are made to design.” With a building information model the design is controlled by parametric rules. These rules ensure a proper alignment and decrease the need to manage design changes for the user. With 2D drawings every change made in the design allows extra work to apply in different drawings that are applicable to these changes. • “Generate accurate and consistent 2D drawings at any stage of the design.” At any time during the project, accurate and consistent drawings can be produced. If there are any changes made to the design, new and fully consistent drawings can be produced as soon as the modifications are set. This reduces time and errors that are related to creating all construction drawings for all specific disciplines. • “Earlier collaboration of multiple design disciplines.” By collaborating early on in the design process, it is prevented that the input from an engineer is applied after the major design decisions are made. By working simultaneously with multiple design disciplines the amount of design errors and omissions are significantly reduced. • “Extract cost estimates during the design stage.” It is possible with the help of BIM technology to extract a list of spaces and quantities, which can be used for a cost estimation. As the level of detail progresses, the more accurate the cost estimation will be. • “Improve energy efficiency and sustainability.” The possibility to link the model to various types of tools that can analyse the project to improve the quality of it (e.g. the energy use). This is already possible during the early stages of design, whereas using 2D drawings and their associated tools require a complete design. Figure 11: design benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012)
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Construction and fabrication benefits • “Synchronize design and construction planning.” It can simulate the entire construction process and show the project at any point in the construction project. At the same time it can show potential problems and improvement opportunities. It can also provide temporary construction objects linked to schedule activities. • “Discover design errors and omissions before construction (clash detection).” This eliminates every design error caused by 2D drawings that are inconsistent. Systems and designs from different disciplines are brought together and checked systematically and visually. This method identifies conflicts in the design phase before they are detected in the field. • “React quickly to design or site problems.” If there are any problems in the suggested design alternatives, changes can be entered to the design model. This building model will update every change automatically based on established parametric rules. The consequences can be viewed and resolved immediately. • “Use design model as basis for fabricated components.” Because all the components are already designed and defined in a 3D model, the automated fabrication can produce with large exactness components. Because of the accuracy of BIM, components can be fabricated even larger offsite than using 2D drawings. This is due to the likelihood that onsite changes take place. • “Better implementation and lean construction techniques.” BIM makes it possible to provide accurate information of the quantities for all segments of the work. It can also provide the planning and schedule of the subcontractors. All together it can provide a much leaner production process, which means less costs and a better collaboration at the job site. • “Synchronize procurement with design and construction.” A building information model (that is complete) can provide an accurate view of the quantities of materials that are contained in the design. This information can be used to produce the materials needed for the project. Figure 12: construction and fabrication benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012) Post construction benefits • “Better manage and operate facilities.” The model contains information (graphics and specifications) for every system used in the construction project. • “Integrate with facility operation and management systems.” An up-‐to-‐date building information model, complete with all spaces and systems, can provide a natural interface that supports monitoring of real-‐time control systems. This is ideal to sensors and remote operating management of facilities. Figure 13: post construction benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012)
3.2.5 Disadvantages of BIM Building information modelling is not just honey and pie; there are also some barriers to implement BIM. Whether these barriers outweigh the benefits of BIM will follow out of chapter 6. In this chapter the SWOT analysis will use these disadvantages and determine whether it is a weakness, opportunity or threat. In chapter 2.3 three challenges came forward to successfully implement BIM, these disadvantages are divided according to these three challenges and are also part of the answer to the research question “What are the potential benefits and disadvantages of implementing BIM in a design process of an engineering organization?” Challenges with collaboration and teaming (composed of (Barlish & Sullivan, 2012; Eastman et al., 2008; Straatman et al., 2012)): • Involvement: to optimally use the possibilities of BIM, external actors should be involved early on in the process and be aligned to each other. • Interoperability: interoperability could be seen as a benefit of BIM, however it can also be a disadvantage. At the current stage of development the interoperability between the different software programs is not fully developed. This allows a gap between the collaboration of some disciplines or actors in the process who are using different software that do not support each other. • Integral cooperation: BIM demands a new way of collaboration and communication in a project team. To optimally use the opportunities BIM offers, the current way of working needs to be changed into a BIM-‐prove way. • Workload: the centre of gravity of the workload currently lies at execution phase but with the use of BIM this workload will shift towards the design phase as is shown in Figure 14. This means the construction process needs to be adapted to these changes, otherwise it is not achievable at the desired amount of time and quality. It could also be explained as a benefit of BIM, because ability to influence the project is much larger than later on in the process and the costs of design changes are much lower.
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New skills: it requires new knowledge and communication skills and leads to new functions, for example a BIM manager. It costs money to train or hire these people. Legal changes to documentation ownership and production (composed of (Barlish & Sullivan, 2012; Eastman et al., 2008; Straatman et al., 2012)): • Liability: multiple questions exist at the subject who is responsible for the model. Often it is not clear who the owner of the model is, who is responsible for controlling any changes, who pays for the model and which information can be shared by the owner? These questions often remain unanswered. • Transparency: working with a BIM demands a certain degree of transparency. Because it is one shared model, other actors have a view in possible valuable information of a company. Changes in practice and use of information (composed of (Barlish & Sullivan, 2012; Eastman et al., 2008; Straatman et al., 2012)): • Applicability: BIM is less suitable for smaller projects, because of the time and costs ratio. Besides BIM is not particular relevant for engineering companies who only design a construction object and who are not involved later on in the project. In this case the company invests much time and effort in developing a model, without having the benefits of it. • Start-‐up costs: BIM requires a large investment. First of all appropriate software must be purchased. Next to that the staff needs to be trained, and the working environment needs to be adapted or replaced to BIM which means computers and attachments should be changed. • Equipment: the capacity of the computers is a thorny issue. As mentioned at the start-‐up costs computers could have problems running smoothly with large models. Having a computer or hardware that is not capable to handle too large data a model entails, neglect the benefits of BIM. • Changeableness: within a building information model elements can be changed and synchronized within a blink of an eye. This is a benefit of BIM, however it turns out to be a disadvantage if the ordering process of materials is delayed by continuous changes. • Reliability: elements can be absent or doubled in case through bad management. •
1. Ability to impact cost and functional capabilities 2. Cost of design changes 3. Traditional design process 4. Preferred design process PD: Pre-‐design SD: Schematic design DD: Design development CD: Construction documents PR: Procurement CA: Construction administration OP: Operation
Figure 14: project effort and impact (Eastman et al., 2008)
3.3
Integral design
The fact that the transformation from traditional designing to building information modelling could have some difficulties is due to the fact that the working processes change. The design process is faced with inter alia more direct collaboration, different kind of collaboration forms and other design methods. Within the traditional design phase the different design disciplines and actors were in a more serial way involved which each other. BIM brings a different form of collaboration along with it. With BIM the form Building information modelling
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of collaboration between different disciplines must be more parallel to make BIM successful. In this part of the chapter three terms will be analysed that are closely related to BIM, namely multidisciplinary design, concurrent engineering and interoperability. These three terms will cover the variety of terms related to integrated design, such as collaborative design. Collaborative design largely corresponds to multidisciplinary design and is therefore left out of this analysis. 3.3.1 Multidisciplinary design Multidisciplinary design can be considered as an association of different tasks working together. For example when the executor of downstream tasks/engineer is involved during the design phase. Executors of downstream tasks/engineers normally are hardly involved in the design process, which causes a chain of separate actions. Through multidisciplinary design it is attempted to get a constant cycle of offering, evaluating and redesigning between designers and executors, engineers and/or contractors. The purpose of it (of a multidisciplinary design) is to realise lower costs downstream, a shorter lead-‐time and a better quality of the entire process. It is attempted to achieve this by involving the executor, contractor and/or engineer more into the design process (Corbett, 1991; Nevins & Whitney, 1990; Syan, 1994; Whitney, 1989). They need to exchange information about the object in question and when this information exchange needs to take place. This form of designing will cause an increase of design iterations; also the design process will be more difficult to control comparing the sequential design process. However, with this method it is attempted to eliminate the design iterations during producing or maintaining the object (Carter & Baker, 1992). This should result in a simplified total process. Besides the costs and lead-‐time of design iterations during the design process are less compared to design iterations during the executing phase. It is therefore a trade-‐off between additional effort that takes place during the design phase and the intended benefits during the downstream process (Eppinger, 1991; Eppinger, Whitney, Smith, & Gebala, 1994). To realise a multidisciplinary design process, at the beginning of the design phase it should be thought about when and which executor, contractor and/or engineer of downstream tasks should be involved at which part of the design process (Hanssen, 2000). 3.3.2 Concurrent engineering In chapter 3.1 the main disadvantages of the current traditional approach within the construction industry are described. To address these issues, adopting concurrent engineering (CE) could be the solution. This new paradigm has the aim to integrate the function disciplines at the beginning of the construction project (Evbuomwan & Anumba, 1998). Concurrent engineering was developed as counterpart of sequential engineering. CE has been defined in many different ways by different authors; the following definition of concurrent engineering is an often-‐ used definition by Winner, Pennell, Bertrend, and Slusarczuk (1988): “A systematic approach to the integrated, concurrent design of products and their related processes, including manufacture and support. This approach is intended to cause the developers, from the outset, to consider all elements of the product life cycle from conception through disposal, including quality, cost, schedule, and user requirements.” CE (also called parallel engineering or simultaneous engineering) consists of eight basic elements that are divided into two groups by Khalfan and Anumba (2000): 1) Managerial and human aspect • The use of cross-‐functional, multidisciplinary teams to integrate the design of products and their related processes. • The adoption of a process-‐based organisational philosophy. • Committed leadership and support for this philosophy. • Empowered teams to execute the philosophy. 2) Technological aspect • The use of computer aided design, manufacturing and simulation methods to support design integration through shared product and process models and databases.
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• • •
The use of various methods to optimise a product’s design and its manufacturing and support process. The use of information sharing, communication and coordination systems. The development and/or adoption of common protocol, standards, and terms within the supply chain.
As one of the nicknames of CE suggest, CE is about simultaneous or parallel engineering, instead of sequential (traditional process). However, it is also about integrating all parties involved in the process, from client to contractor and suppliers. This is also known as multidisciplinary teams (Evbuomwan & Anumba, 1998). Parallel or simultaneous engineering means that during the design of the design process must be determined which tasks intersect and which tasks must be executed parallel. To create simultaneity in the task performance, literature mentions the following ways (Love & Gunasekaran, 1997; McCord & Eppinger, 1993): • Parallel designing of product parts: this means that every part a product consists of, is clustered in groups in such a way parallel execution is possible. • Multidisciplinary design: as described before, multidisciplinary design is about integrating the wishes and demands of downstream engineers during the design phase. Multidisciplinary design is a form of intersecting the design tasks. • Starting with advanced information: this means tasks are not being started based on information that is complete and definitive, but based on pieces of advanced information. There is an attempt to start downstream tasks before upstream tasks are finished. • Reducing or eliminating non-‐value-‐adding activities: by reducing or eliminating the non-‐value added activities, only the valuable activities will remain. These valuable activities will be the core business that forms the main part of the project.
Figure 15: concept of concurrent engineering (edited illustration according to (Hanssen, 2000))
3.3.3 Interoperability Interoperability appears when organisations and systems collaborate. It means that all the information that gathered in the different models with different software can be transferred correctly. These days there is a partition: one group (the homogeneous software environment group) “strongly believes in working with a central data repository based on a single homogeneous software environment”; the other group (the plural software environment group) “believes in freedom for project partners to choose its own software tools. This group also tends to believe in a shared data repository, but finds this has to be based on an open data model like IFC” (van Berlo, Beetz, Bos, Hendriks, & van Tongeren, 2012) Interoperability amongst different modelling software tools is quite often still the problem these days. The software vendors take care of the interoperability between multiple software programs they deliver to the market. Some of the larger software vendors are currently developing their software allowing that interoperability increases between each other (Grilo & Jardim-‐Goncalves, 2010). To achieve interoperability, “software developers can agree to embed support in their software applications for open-‐standard data formats, such as the Industry Foundation Classes (IFCs) (developed by buildingSMART international)” (Eastman et al., 2008). These standards make it possible to exchange building information among different software programs with a variety of data formats. This is also possible with other open standards such as CIMSteel Integration Standards (CIS/2) (developed by Computer Integrated Manufacturing for Construction Steelwork). These two exchange formats “are the only public and internationally recognized standards today” according to Eastman et al. (2008). Other well know exchange formats are eXtensible Markup Language (XML), Data eXchange Format (DXF) and Standard ACIS Text (SAT) (see also Table 1 and 2). Another possibility to increase the interoperability is to make agreements Building information modelling
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between software companies for information exchange. This is possible though “Applications Programming Interfaces (APIs) or proprietary data exchange formats” (Smith & Tardif, 2009). Table 1: common exchange formats in AEC applications (Eastman et al., 2008)
2D vector formats 3D surface and shape formats 3D object exchange formats XML formats
DXF, DWG, AI, CGM, EMF, IGS, WMF, DGN 3DS, WRL, STL, IGS, SAT, DXF, DWG, OBJ, DGN, PDF(3D), XGL, DWF, U3D, IPT, PTS STP, EXP, CIS/2 AecXML, Obix, bcXML, AGCxml
Table 2: data exchange formats (Eastman et al., 2008)
Data exchange format Description Direct proprietary link A runtime or binary interface between two applications which makes portions of the model accessible for creation, export, modifications, and deletion Proprietary files A human readable text format primarily dealing with geometry and interfacing with corresponding applications Public product model An open standard product model which in addition to geometry carries object, material properties, and relations between objects XML based XML is extensible mark-‐up language, and extension to HTML. The XML structure called schema, which is suitable in exchanging small amounts of business data between two applications.
Examples ArchiCAD’s GDL, Bentley’s MDL, Revit’s SDK
DXF by Autodesk, SAT by spatial technology
IFC by IAI (later buildingSMART), CIS/2
AecXML, bcXML
Two aspects concerning interoperability might be part of the future of BIM. These aspects of modelling are the Dutch Revit Standards (DRS) and Industry Fountain Classes. IFC is these days very often mentioned in one sentence with BIM (e.g. (Aouad et al., 2012); buildingSMART (2014)). It is called the solution for the gap between different software programs. Because the IFC turns out to be the largest public standard, this will be further elaborated below. The DRS is developed to create a better interoperability between Revit and IFC (Het Nationaal BIM-‐Platform, 2013). Industry Foundation Classes The IFC is managed by buildingSMART, previously the International Alliance for Interoperability (IAI) (buildingSMART, 2014). The IAI is developed to make the collaboration among the building industry easier. As mentioned before the IFC is a neutral and open source standard for sharing information. To explain it simple, IFC is a set of agreements that includes inter alia how to describe walls, doors, roofs, and windows, etc. in a text file. The agreement makes it possible for software programs to communicate with other programs. A particular problem IFC still have is that there are several methods to describe for example a floor. This could be done by e.g. as extrusion, loft or sweep (way to generate the object), nurbs, solid, poly surface, polygon mesh (mathematical method to define the object), as floor standard case, or as floor. Besides that the shape of the objects can be described in many ways, which makes it very difficult to support the import of all variants. It is sometimes troublesome for unequivocal exchange or sharing of information (BIM wiki, 2014). Basically different actors with different software should be capable to process the same
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data. All the actors involved in the complete building life cycle should be able to communicate with each other using IFC without the loss of data, provided that the software supports IFC. A couple of problems IFC has in practice are according to Postma and Punter (2011): it is not possible for the user to verify whether the IFC file does contain all the information it should entail, because the receiving side can differ from the users perspective. It is also unsure if the receiving side, which might use different software, beholds the exact same model after opening the file. In both cases the IFC file is correct, but with importing or exporting some errors may have occurred. Testing the interoperability between Revit and Tekla BIMsight, shows the families and parts in Revit differs between a Revit file and the same IFC file. When this Revit file is exported as IFC file to Tekla BIMsight the families and parts even differ between an IFC file in Revit and in Tekla BIMsight. These findings are also confirmed by Lee, Smith, and Kang (2011), Lipman (2010), and Jeong, Eastman, Sacks, and Kaner (2007) who took a broader perspective concerning the design software. This could be explained by the fact that many software programs use different IFC translators (Jeong et al., 2007). To find out the difference between both reproductions, it can be compared visually, or the objects can be checked in the export log or the modelling of unsuccessfully exported objects can be checked (Tekla, 2013). Besides these methods also an analysis tool can be used, such as IFC Web Server or IFC File Analyzer. Several solutions have been used to solve these problems, such Information Delivery Manual (IDM) and Model View Definition (MVD) that prescribe the documentation of “existing or new processes and described the associated information that have to be exchanged between parties” (Karlshøj, 2011). However in practice it appears to work insufficiently. IFC is therefore as weak as its weakest link in the design team and used software. Errors often emerge if the level of detail will rise (Dankers, 2013). Although the data exchange of IFC will not be hundred per cent correct and the round trip will therefore never work to its full extent, “the subset of IFC data that is shared with other partners seems to be detailed enough for project partners to be able to perform their required engineering tasks” (van Berlo et al., 2012). Therefore the workflow method of “import, add data, export and send to next user is not used. This gives the ability to work parallel” or in a concurrent way (van Berlo et al., 2012).
Figure 16: IFC possibilities (edited illustration according to (Dankers, 2013))
Dutch Revit Standards The Revit Gebruikers Groep (Revit GG) initiated the Dutch Revit Standards (DRS) to make a standard that is available for users and suppliers. The DRS should make it possible to directly use the information the supplier deliver into their project and also it should also be IFC compatible. The objective of the Revit GG is to create a better interoperability between Revit en IFC and they are trying to achieve this through developing the DRS. To make this possible a collaboration is developed between the experts of Autodesk, ArchiCAD, Tekla, Solibri, buildingSMART and Rgd (Het Nationaal BIM-‐Platform, 2013). The DRS exists of (MdR Advies, 2013): • Full documentation of the agreements made • A Revit project template • A library that offers the basics and fulfils the standard • IFC compatible • Integrated national building decree • Integrated to other worldwide standards Building information modelling
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The DRS is dependable of the information models (the standards) the vendors make and deliver. Also much effort needs to be undertaken by the company itself to optimally use the DRS and benefit from it.
3.4
Wrap-up
The traditional design method has some benefits however there are more disadvantages that outweigh the benefits. The main drawback is that it is a concatenation of activities where information loss occurs. With the rise of 3D modelling also BIM is formed. Building information modelling is not only a model, but it is also a process and information instrument, where collaboration is a keyword. BIM should lead to a better design and construction. This is due to the fact that the design process of BIM changes in such a way more influence can be exerted to the design at lower costs. In theory BIM has many advantages, but it has also some disadvantages. The literature describes 3D modelling (the visualization, clash control, etc.) quite well, but the schedule aspect (4D), costs (5D), analyses (6D) and operations (nD) are underexposed. The options these dimensions offer are mentioned in general, but the in depth theory is lacking. The gap that originates after 3D design is what this research will continue on. Alongside that, three integral design methods are discussed in this chapter: multidisciplinary design, concurrent engineering and interoperability. These forms of integrated design may be able to contribute to the successful implementation of BIM. Multidisciplinary design and CE both should lead to the integration of the wishes and demands of downstream actors during the design phase. To collaborate in such a way this possible interoperability is crucial. IFC should be the instrument that creates interoperability between the different software programs. However due to several reasons the exchange between different tools is and will not be hundred per cent reliable. The first step that needs to be taken are “BIM standards that define which IFC objects should be used for which building elements, and how they should be related to one another, in each domain” (Jeong et al., 2007). The knowledge gained during the literature study will be included in chapter 4 (the case study). In the case study it will become clear what the design process of Tebodin looks like. By using the literature study the right questions can be asked that should result in useful information and outcome of the case study. The most important outcome of this chapter and chapter 4 (the case study) will be brought together in the synthesis (chapter 5).
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Chapter 4 Case study In this chapter the case study is executed by analysing the Mountain project. This project engineered and currently built for Royal Friesland Campina, is modelled in a 3D software program (Revit) and it is a collaboration between multiple offices of Tebodin. For some of these disciplines it was their first time designing 3D. In other words, it is quite a challenge to perform this assignment successfully. To understand the project, this chapter shall begin with an introduction to Tebodin and the case description. The interview design, content and participants will be described. The outcome will describe the project design phase of Tebodin and will be compared to literature, whether the result corresponds to current design models or whether it is different. The result of this chapter will be combined with the outcome of chapter 3 in the synthesis of chapter 5. Besides the comparison of the case study with the literature, the design process that emerges from this chapter will be validated with the experts. The validation experts are a combination of external experts and internal experts. The external ones are people who have experience with BIM and the internal experts are of a high standard that have certain knowledge of SMART engineering.
4.1
Company profile
Tebodin is a multidisciplinary consultancy and engineering firm. They offer their clients worldwide knowledge and experience from approximately 4.900 experts in industry, health & nutrition, oil & gas, chemicals, infrastructure, property and energy & environment. The company has a network of around fifty offices in West, Central and Eastern Europe, the Middle East, Asia and Africa. Tebodin is part of the international engineering and services company Bilfinger SE. In the Netherlands Tebodin has nine offices, from which the office in The Hague is the largest one and is also their headquarters. There are 225 people working in the office in The Hague and 1.100 overall in the Netherlands (Tebodin, 2014). Among their clients are the industry, the business community and governments in both at home and abroad. They have one shared goal in common: efficiently and successfully achieving projects. Their range of independent services covers consultancy, project management, design and engineering, procurement and construction management, which they offer either separately or as an integrated package. The activities can contain a complete project, from concept to turnkey. It is also possible to limit to one or more project phases and Engineering, Procurement, Construction and management (EPCm)-‐contracts are also an option. Tebodin is active in nearly all industries en market sectors, including oil and gas, chemicals, pharmaceuticals, food, real estate, automotive, environment and energy (Tebodin, 2014). Through the network of Tebodin offices the client benefits from short communication lines combined with local and international expertise. Additionally, the multidisciplinary character of their organization ensures a flexible structure, providing the client services which are fully geared to their specific project requirements (Tebodin, 2014). The west office covers a wide range of industries and technological areas: oil & gas, (petro) chemical industry, buildings, health and nutrition and energy. The organization chart of Tebodin West can be seen in Figure 17. During this research the main focus will be on the Building department, however Tebodin as Building information modelling
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an engineering and consultancy company is often working in integrated projects and therefore there will be an overlap with other departments. This is also the case in the Mountain project.
Figure 17: organization chart Tebodin West
4.2
Case description
To give a good overview of what this project includes in this part of the chapter the case will be described. By the means of a project description (the basic project information is given), the project structure (the main organizational structures and the main parties involved in the project are given), the BIM protocol is described and some background information (about the objectives, goal and timeframe) completes this case description. 4.2.1 Project description Royal Friesland Campina (RFC) had decided to build a new milk processing plant in Borculo. Per year this plant will process 750 million kilos raw milk into milk powder and milk concentrate in the first phase. In the second phase at least 500 million kilos raw milk will additionally be processed into milk powder. In November 2012 Tebodin had the privilege to design a concept for this plant intending to further develop this concept into detail and accompany the project as an EPCm contractor (Gort, 2013). With this Mountain project Friesland Campina has got a unique opportunity to build an optimal milk processing plant. The factory is being built as a more or less stand-‐alone facility at a Greenfield location. Although the location also has several binding constraints (particular noise and CO2 emissions), the project offers sufficient possibilities to organize the business process and the logistic system. The modern appearance of the complex will become the business card for Royal Friesland Campina and will contribute to the high quality level of the organization. The project team of Tebodin has taken the opportunity to make an integral thought out design with all disciplines involved. This starts with the main structure of the building. It was decided to design a clear structure with a main process installation in a logical line up. At one side the RMR (raw milk reception) is placed, at this place the raw milk enters the plant and on the other side the packing area, storage and expedition are placed. At this latter side the milk powder will leave the factory in big bags and 25 kilos bags. The sub process is designed according to these thoughts; only every sub step will finish in its own sub storages. Due to the design of all circulation (hall ways and stairwells) in an elongated building section alongside the process installation, a clear concept is created with a head and a tail. At one end of this backbone the utility building is connected and at the other side all the staff facilities are located. All pipes for process and utilities are efficiently across this backbone through pipe racks at two levels. Due to this method the second phase can be realised while the production of phase one can continue (the shutdown period will be kept minimal in this way). The process that will take place in the factory can be schematized as follows (Gort, 2013):
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Figure 18: process package (Gort, 2013)
Next to that the automation and hygiene are very important while designing this factory. From the SMART factory concept the aim is to run the plant, with a minimal staff capacity, efficient and reliable. Because of the required hygiene level, a strict zoning is applicable to the design. This can be maintained, by creating a clear layout and minimizing the number of change (or dress up) moments. Another important design theme is sustainability. Within the process much effort will be made to heat recovery and if possible this residual heat will be utilized. In addition to these technical and operational optimization solutions, the best costs effective solutions will be thought through. An example of this are the truck driving routes on location, these should be as short as possible (Gort, 2013). The goal is to deliver an operational mechanically finished factory to Friesland Campina at the end of 2014. To achieve this each design choice will be assessed against the impact on the overall construction schedule (Gort, 2013).
Figure 19: visualization Mountain project: floor plan (left) and 3D visualization (right)
Figure 20: longitudinal cross-sections
4.2.2 Project structure The project is developed by several large parties. The client and Tebodin are working from start to finish closely together. RFC has its own organogram as is shown in Figure 21. This project group prepared the requirement specifications of the Mountain project. The contact between RFC and Tebodin takes place between the EPC manager of RFC and EPCm manager of Tebodin. The project team of Tebodin consists of a procurement phase team and a team of different engineering groups as is shown in Figure 22. In this figure the important role of the Revit coordinator is also shown. He is connected to every design discipline. The engineering disciplines consist of lead engineers and engineers, where the lead engineers were also the contact person to project partners, the design disciplines were responsible for the concept design phase and basic engineering phase (up to LOD 300): Building information modelling
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Project manager is responsible as EPC manager BIM/Revit coordinator is responsible for the Revit/BIM model Civil and Architecture department is responsible for the part building Electrical and Instrumentation department is responsible for the part electrical Building services (HVAC) department is responsible for the part HVAC Process department is responsible for the part process Structural department is responsible for the part building Utilities department is responsible for the part utilities Tebodin and RFC initiated this project, and when the main structure became clear, the contractors were involved into the process. The project manager, BIM/Revit manager and lead engineers remain involved to manage the project and as contact person for the contractors and suppliers: • GEA is responsible for the part process • Cofely is responsible for the part utilities • Jorritsma is responsible for the part building and is divided into o Above zero – however they outsourced it to Pieters Bouwtechniek o Sub zero – however they outsourced it to Pieters Bouwtechniek • Imtech is responsible for the part o Electrical o HVAC • • • • • • • •
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Figure 21: organogram Royal Friesland Campina (Mountain project)
Figure 22: organogram Tebodin (Mountain project)
Building information modelling
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4.2.3 BIM protocol Tebodin sets up a BIM protocol for this project to make the agreements of the working methods clear for themselves as well as for their project partners. The objective of this document is “to create a clear picture of the approach for all involved and expectations with regard to deliver (the quality) results for each stage of the process” (Senci, 2014). The protocol should benefit effective collaboration, within the building information model and the exchange and management of information. In this BIM protocol the basics of the project are described (the project partners, ambitions and basic project data), the BIM applications are described as well as the process of the protocol, how to set up a BIM model is explained and the ICT infrastructure is described. This document should offer a fundamental basis at the start of the project. The BIM coordinator also sets up a flow chart diagram that shows the agreements that are made with the contractors. These agreements are about the delivery of the required software files. It shows the integral aspect of this project. Five different companies deliver their software model according to the template that is developed by Tebodin. GEA can even be divided in seven separate companies. The process part in such a complex design GEA therefore divides it into seven separate design disciplines that are divided to seven different countries. This is merged by one part of GEA (GEA NL). 4.2.4 Background information • Objectives formulated by Tebodin (Perry, 2013): • Safety and health of all stakeholders; • Create a harmonious team together with RFC, other third parties and Tebodin; • Make optimal use of the individual knowledge of the team members; • Achieve the milestones; • Be two per cent more energy efficient as a comparable current production location of RFC; • Incorporate industries best practice within the design and budget, and develop the new facility with the aim of fulfilling all the current business needs in a more coherent and modern working environment; • The facility has to be sized correctly for the future with the correct level of flexibility and incorporate sufficient white space; • Getting the project built in time and within budget. • Time schedule The project has a very tight time schedule. The design phase was very short, and because of this tight planning Tebodin decided to design this project in 3D. Below some key point of this time schedule are listed. Striking is the fact that the construction had already begun during the engineering phase. But this will be further elaborated later in this chapter: • Overall project schedule from 21-‐02-‐13 until 01-‐04-‐16 • Basic engineering phase (LOD 300) from 01-‐03-‐13 until 29-‐11-‐13 • Detail engineering phase (by contractor) from 07-‐08-‐13 until 01-‐04-‐14 • Goals of applications of BIM in this project include (Senci, 2014): • Developing an integrated design, with optimal alignment of the component systems (civil and architecture engineering, structural, process plate engineering, building services), as regards both the spatial integration and the functioning; • The real-‐time testing of the space (amount of square meter per function, respectively per room) to the schedule of requirements for the design; • Reducing failure costs by minimizing the chances of miscommunication between building partners, the re-‐use of once entered data, generating consistent design documents and optimize the logistics implementation process; • Increasing the understanding of the client, future users and engineering partners in the spatial quality of the design; • Use each other’s models whereby doubling sign work/pads can be avoided; • Promoting innovation through collaboration of an integrated model of the building.
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4.3
Objective
Within this part of the chapter the objective of the interviews is elaborated. The interviews are held with a variety of disciplines and actors who take part in the process to outline a complete overview of the project. 4.3.1 Interview design Interviews can deliver a large amount of information. Therefore the interviews for this research will be semi-‐structured, in order to limit the amount of information. Which means it revolves around a few central questions. The research will “follow the standard questions with one or more individually tailored questions to get clarification or probe a person’s reasoning” (Leedy & Ormrod, 2001). The questions for all the participants are more or less the same. In this way the answers can be compared with each other and used to get a specified view to the Mountain project. If possible the questions are formulated in such a way that the answers fall within a given frame. In the next part of this chapter the main content of the interviews will be described. 4.3.2 Interview content The interviews will contribute to a better understanding of the project. The information the participants give should contribute to their thoughts of the project, the design method and software tools, the collaboration within Tebodin and with the client and contractors, the expectations with respect to BIM, and their thoughts with respect to multidisciplinary design. Every interview is designed specific for each participant and its role in the project. However subjects just mentioned form the leitmotiv of every interview. • To begin the interview, the participants have to subscribe their function and role in this project, which design software they have used, which they are capable to use apart from this project and if they are satisfied with this choice. Besides that they are asked to give their definition of what they think BIM means, if they have any experience with 3D modelling or BIM and if they do, what this experience includes. In this way the current level of knowledge can be established. • Then the interview will continue with the collaboration both within their discipline and with other disciplines and even with the contractor or client (if applicable). Questions will be about what went well and what not and why. Part of the collaboration is the different meetings that are held within Tebodin, within the company (GEA, PBT and RFC) and together. How often do these meetings take place and what is discussed and used during these meetings. These questions help to find out whether this form of collaboration is desirable or not and what are the reasons for that. • The design software that is used during this project is also part of the interview. Whether they are satisfied with the choice of the software, whether they are capable to use it, whether they made use of any standards and the possibility to add information to components or spaces. In addition, the comparison is made between traditional 2D projects and this new 3D/BIM project, chances in efficiency, speed, meetings, detail level and the applicability. Because new software is used, these questions are to give an indication whether the software is paying off. • Because BIM implies a new way of working, the participants are confronted with integral collaboration; the question whether the project was a multidisciplinary project and if it was necessary. But also what and if there is a relationship between BIM and multidisciplinary design. In this way the connection between BIM and integrated design is put forward. • The interview will finish with their opinion of the benefits and disadvantages of BIM, whether it was a success to do the project as it has been done in the design phase and what could have been better. Towards the future their vision is asked to the best design tool options, involvement of contractors and whether and how BIM is applicable to Tebodin in the future. With these questions, the answers should contribute to a detailed view of the project to the given subjects. These subjects are important to visualize the current design process of Tebodin and to answer the research questions formulated in chapter 2 as is shown in Appendix E table 20. 4.3.3 Interview participants The purpose of the interviews is to form a broad base of the whole Mountain project process. Not only the main persons from Tebodin, but also the people at the front and back of the process are important. This means that, next to the lead engineers, project and BIM manager, also the client and the main contractors are interviewed. Building information modelling
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Table 3: list of interview participants
Company and function Software program Royal Friesland Campina process technologist Navisworks Tebodin project manager Navisworks Tebodin BIM coordinator Revit and Navisworks Tebodin lead engineer structural Revit* and Navisworks Tebodin lead engineer utilities Plant 3D* and Navisworks Tebodin lead engineer civil and architecture Revit* and Navisworks Tebodin lead engineer building services (HVAC) Revit* and Navisworks Tebodin lead engineer process Inventor* and Navisworks GEA project manager Navisworks Pieters Bouwtechniek project manager Revit and Navisworks * Not used by the lead engineer but by its department Within Tebodin it will involve the departments process, structural, electrical & instrumentation & process control (not available for this research), engineering, civil & architecture, building Services (HVAC) and utilities. These departments have played a significant role in the process; the other departments who are involved in the process have not been of such importance and will therefore be omitted of this research. In addition the project manager and the BIM coordinator of Tebodin are also interviewed. The other interviews that will be held are with the client and two main contractors of this project. The client, the initiator of the project, should be satisfied with the result that is delivered. Therefore it could be interesting to find out their opinion to 3D modelling and BIM, whether they have an interest in it and may benefit from it. Besides that two of the main contractors are spoken to, namely GEA and Pieters Bouwtechniek (PBT). These two contractors are the two most interesting ones, because of their international allure (GEA) and the function as mediator (PBT). GEA is an international company and also one of the biggest at this market segment. Because of the international aspect of them, the process design they deliver is composed of multiple countries. Therefore they should be experienced with collaborating, which makes them ideal to interview. Jorritsma is the main contractor for the sub zero and above zero level, however PBT functions as a mediator between Tebodin and Jorritsma. PBT is first of all an engineering company in structural design. Next to that they are also experienced with 3D modelling and BIM technology projects. These two aspects are combined in their function in the Mountain project: developing the structural design and translating the 3D model into useable 2D drawings. With these departments and external parties every aspect is covered: different actors in the process, all the different software programs and different disciplines.
4.4
Interviews results
The interviews provide a diversity of information that can be structured in several ways. The main subjects that are covered during these interviews are collaboration, the software and the expectations. But the interviews are primarily held to analyse the design process within Tebodin. The design process can be divided into an internal design model, that is the model that represents the design phase as it takes place during this project within Tebodin. Next to that Tebodin is also involved in the design process after the basic engineering phase (as they have defined their detail level). During this detail-‐engineering phase the contractors will continue the design Tebodin has developed. Therefore these two separate design models will be further elaborated in this part of the chapter. 4.4.1 Collaboration The design process of Tebodin at this project can be characterized as a multidisciplinary design process. Multiple disciplines are involved in this project and are collaborating to have one integral design. Already from the initiation of the project the project manager encourages early collaboration from the main disciplines that will be involved during the project. Because the engineering time was very short, he thought it was necessary to work almost parallel with six different design disciplines. The parallel collaboration, although it was necessary because of the limited amount of time, caused some troubles. The parallel design process had a consequence that certain information was not (yet) available when it was needed or normally would have gone. This could be countered by communicating, just ask the person in question what the design solution will be. As a result of the interviews it appears that each discipline would prefer to cooperate at one location, but they also think that it is not necessary the whole project
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team is placed at one location, this is partly due to the large distance between Deventer/Borculo and The Hague and partly because they think the modern world offer sufficient sources to collaborate and communicate sufficiently. Besides collaborating in terms of communication there is also the collaboration with or through the software. There are complaints the model is changing so fast; it is therefore not to keep track of every modification the way it is currently used. Besides that, the model is so large and complex it is difficult to find every part or modification in the model. Every discipline of Tebodin was working in Revit (architecture, structural or MEP) or joining someone who was capable to work with Revit, in order to process his or her part in the model. They have their own family file, which does not include every part of the entire model. Only the BIM coordinator had access to the central Revit file. He merged everything together and processed this Revit file into Navisworks. The Navisworks model was accessible to all disciplines and this model was in fact the tool that made collaboration possible. A 3D or BIM model encourages multidisciplinary design. The participants also believe it is necessary to work integral if 3D modelling is used as a design method. A gloss upon multidisciplinary design however it is does not mean they are working integral. This can be compared with the over-‐the-‐wall approach, people are working with other disciplines at the same time, but this does not mean they are collaborating with each other (working with blinkers on). This is corresponding with the iteration of the design process. There are different interpretations whether the 3D/BIM process is a more iterative process then an old fashion design process. The amount of iterations is not necessarily more, which corresponds to the fact that people are not always informed of any modifications. The fact that the process supplier was unknown during the engineering phase did not benefit the process. Initially Friesland Campina informed Tebodin Tetra Pak would be supplier of the process equipment and Tebodin can assume the process is copied from two other plants. After a change in the list of requirements, the supplier of the process installation became GEA instead of Tetra Pak. This decision had large consequences for the design of Tebodin and they had to take a large step backwards. Although Tebodin could not directly be blamed for this, it was the decision of the client (RFC); they could have promoted an early decision-‐making. This ties in with the involvement of the contractors to the process. It is not usual contractors are involved early in the design phase; most participants find it not necessarily that contractors are involved in the design phase. But everyone agreed upon the appointment of GEA that this should be done much earlier. GEA sees the earlier involvement in the design process of contractors, engineers and/or suppliers as a benefit. This will be relevant by the important role they have in a design. 4.4.2 Design software The initial idea of Tebodin about the design was they would do it by combining Revit, Plant 3D, Inventor and Navisworks. Early in the project it became clear the collaboration between Revit, Plant 3D and Inventor was not a great success. Next to that, the Revit model became very large and heavy, normal computers have great problems processing everything. The Navisworks model turns out to be the solution. This tool was quite easy to learn for all participants and also the computer could process these models without having any problems. All engineers do think Revit is the best option to design. Partly because it is a complete package that Autodesk offers and the majority uses Revit and partly because they are unfamiliar with other design tools. Many (lead) engineers did not have any experience with Revit or 3D modelling before the Mountain project. As a consequence many possibilities of BIM are unknown and/or not used during the project. Inexperienced is probably the keyword to many problems or opportunities. The clash control appears to take more time than previously thought (initially the idea was to do clash control in Revit automatically, but became a visual clash control in Navisworks), the Box is chosen as exchange program (Project Place might be a good alternative), the workload moves from the construction phase to the design phase, and the precision of modelling become much more important. The choice for Revit and Navisworks, part of the package of Autodesk, was quickly made. In Deventer some engineers already had experience with Revit. By combing Revit with Navisworks and (in theory) it seems to be possible to combine Revit with Inventor and Plant 3D, the choice fell on this software package. IFC, Solibri and other software tools are unknown to most (lead) engineers and partly because of this not chosen as software tool that is used in the Mountain project. The choice to make everything Revit compatible is seen as unnecessary because information is lost and the transfer protocol via SAT (of maximum 100 MB) is old fashioned. Transferring all the files does cost GEA much extra time and the added value was nil because other partners did not use this model. The consequence of this according to Building information modelling
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the project manager of GEA was that partners did not (are hardly) execute self-‐control. Because not everybody invested in Navisworks Manager they could not control their work directly and abused or used the layout meetings to do the self-‐control. This took a lot of extra time. 4.4.3 Expectations As mentioned in the previous part of this chapter, many participants are unfamiliar with building information modelling. The definition that came forward includes the following keywords: 3D model, organize, collaborate, appointments, clash control, information (generation of information such as quantities, costs or reports). Many participants agreed on the fact that this project is more 3D modelling than BIM, although they think the project has some similarities with BIM. The possibilities BIM offers are partly known, but how to take benefit from the possibilities are unknown. All participants do think BIM is the future. The benefits of the design method used during the Mountain project are the adaptability of the model, the consistency 3D modelling entails and the visualization of the complete model. The disadvantages that are mentioned are the time and energy that is spent to set up a model, a lack of overview in the model and the feedback arrived from it, the security that people cannot change everything in the model, the lack of experience and developments of BIM, the dependency because of a malfunction, and full integration is necessary. Points for improvements are the reliability of the model, everything must be designed in 3D that means also the partners in the project have to model in a compatible 3D program, and the BIM protocol and task description (how far something has to be developed) should be clarified. Engineers are preferred to draughtsmen, because they have more qualities to collaborate (without blinkers) with other disciplines. An important note GEA made concerning the software is that the software package should be used what they are designed for (Revit for architecture, structural and MEP, inventor and Solidworks for mechanical, and Navisworks to review and use clash control). 4.4.4 Internal design model During the basic engineering phase the different design disciplines collaborated to establish within a limited amount of time a conceptual model. At the intercession of the project manager the six most important disciplines were directly involved at the concept phase. The thoughts behind this idea were to create a complete conceptual model as soon as possible, in which every part of the project is represented. From this point the individual disciplines can further develop their part of the project that is combined once in a certain predefined period. The BIM coordinator was the main person who received all the different models from each discipline. He was the only one who had the ability to work in the central file and merged the families every discipline delivered. Beforehand he developed a protocol for the engineering groups where the families had to live up to, such as rules about the orientation and conditions. After combining all the family files into the central file, a visual clash control is executed. Initially clash control was done automatically by composing a set of rules, which can be tested in Revit Autodesk. Because of the complexity and the large extent of the central file an automatic clash control was no longer useful. The visual clash control took place at Navisworks Freedom. This program allows Tebodin to combine the different models into one model visualized in one software program. This time-‐ consuming process was used to check the complete model on errors in the design. The design team within Tebodin exists of three different groups: the project manager, 3D/BIM coordinator and engineering teams. • The different disciplines exist of a lead engineer and multiple engineers depending on the department. The lead engineers were involved at internal meetings to discuss the latest design problems. At these meetings both the project manager and the BIM coordinator were in place. • The project manager was on the one hand the leading and central person at Tebodin at this project and on the other hand he representative on behalf of Tebodin towards the client and the external actors such as the contractors. He also has to be master of the Navisworks model. • The BIM coordinator as mentioned before was the manager of the 3D model, both internally as externally. Every design change that takes place is going through him. The project manager and the BIM coordinator are two main roles and therefore shown in Figure 23. The other functions shown in this figure are the different design disciplines. It shows the importance of
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communication via this model and the importance of the BIM model and the corresponding function of a BIM coordinator.
Figure 23: internal organization scheme (Tebodin – Mountain project)
4.4.5 External design model Tebodin is contracted to design to a certain level of detail. If this level of detail is accomplished the design is not sufficient enough to use it for construction. Therefore the basic engineering design is handed over to the contractors of the project. They will further develop the model until it is detailed enough to construct the milk powder factory. The 3D or BIM model will remain the central file also for the detail phase. This means that in this case the BIM coordinator of Tebodin remains the BIM coordinator during the project. Because of the type of contract this is the case. As is shown in Figure 24, the BIM coordinator also has a separate central role in the external process. The flow chart shows the deviation of the project. It is divided in a group utilities, sub and above zero (building) and process. Cofely, a technical service provider, covers the utilities group. The building group is covered by Jorritsma, a (mainly industrial) contractor, and is divided into construction, electrical and HVAC. Imtech, also a technical service provider, covers both the electrical and the HVAC part. Pieter Bouwtechniek, an engineering company in structural design, handles the construction part. The last but most important part of the Mountain project is process. “GEA Group Aktiengesellschaft is one of the largest suppliers for the food processing industry” (GEA Group, 2014) and covers the process part in this project. Although it seems one organization, in practice it exists of seven different companies. Because the process installation consists of seven different parts (according to the deviation within GEA), seven different parties of GEA are designing the process installation. These seven parts are located in five different countries and use four different design packages. Tebodin is responsible during this entire process for the 3D model and the overall design. Whereas Tebodin were primarily designing in the basic engineering phase, in the detail-‐engineering phase Tebodin primarily has a management function. During the design phase the role of Tebodin changes and the involvement of engineers and lead engineers differ from full time involvement to a more steering role or in some cases not even involved anymore.
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Figure 24: external organization scheme (Mountain project)
4.5
Relation to literature
The findings of the interviews become more meaningful if these findings correspond with the analysis made in chapter 3 out of the literature. The collaboration within the Mountain project has some similarities with the literature. Also the aspects of the project that went not so well can be traced back to these findings. The parallel multidisciplinary design approach that is used in the Mountain project is used to create a shorter lead-‐time. The project manager also had the task to a get a constant cycle of offering, evaluating and redesigning between engineers as mentioned in chapter 3.3.2. The benefits of this method were mainly expressed within Tebodin and not downstream at the contractors. The choice of the software that is used in the project was declared by the fact that the civil and architecture department at Deventer had some experience with Revit. It is also confirmed by Eastman et al. (2008) this choice was not so bad; “Revit is the best known and current market leader for the use of BIM in architectural design.” Revit has a user-‐friendly interface and also supports a multi-‐user interface. A frequently mentioned problem is that the Revit model became very slow to work with. The BIM Handbook refers to the weakness of Revit, namely Revit slows down significantly for projects larger than about 220 megabytes. The central file of the Mountain project abundantly exceeds this limit. The family files have an average size of 200 megabytes. The main issue of the speed is (provisionally) an unsolvable problem; Revit (and also other design software) are running only at one core processor on the computer. Therefore a multicore processor does not make any sense with loading and working in a Revit model (loading a render is much faster with a multicore processor). The participants mention more or less the same corresponding benefits as literature describes. Consistency in the drawings, visualization, and increased quality are the main benefits mentioned by them and these benefits can be found back in the preconstruction benefits and design benefits earlier described. Some benefits do not come forward are based on the functions used in the Mountain project. Not all functions that BIM includes are used during the project and therefore not all benefits are known. Also the disadvantages BIM involves are recognized by Tebodin, things as the involvement that is required by all project partners, high start-‐up costs, high demands to hardware, workload and changeableness are mentioned by both the participants as well as the literature.
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4.6
Wrap-up
This chapter starts with a project description showing that the project team of Tebodin carefully considered how they want to tackle the project. In practice some things are disappointing, such as the progress achieved by the contractors with 3D modelling. The interviews provide insight to the thoughts and developments related to BIM or 3D modelling software, collaboration and their expectations. There are no remarkable outcomes that are different to what the majority response. The interviews also contribute to the development of a representative design model. The interviews are held with representatives from all disciplines that got a clear overview of their department and also the ratio with respect to the complete process. The disadvantage of this choice was that these people (often) are not experienced with 3D modelling software. Besides the lack of experience with 3D modelling, they also do not have any experience with BIM (except the people from PBT). This is an observation, but it is unfortunate that no one inside Tebodin has this experience. The main findings of the case study are presented to the experts (a list of the experts can be found in Appendix E and these outcomes are elaborated below: • The project manager stimulates an early collaboration within Tebodin. The civil and architecture discipline were leading the process (this is (partly) because RFC moved Tetra Pak forward), the other disciplines were following closely. The collaboration with project partners was “old fashion”; they were involved after the basic engineering phase. The type of collaboration within Tebodin corresponds to the model that is presented in P. H. Chen et al. (2005) and van Nederveen and Tolman (1992). The early involvement is not something that is different to other projects of Tebodin according to Tebodin Director Buildings West; the type of software that is used is different. • A lack of knowledge of 3D software and BIM caused problems (mainly in the detailed engineering phase/construction phase, where the contractors were involved). All experts indicated that a lack of knowledge in the construction industry is a well-‐known problem. More and more companies have the ability to model 3D and collaborate within BIM, however the “weakest partner” in the process determines the ability to BIM. • The Revit model became too heavy; Navisworks provided the solution to visualize the model. The external experts indicate that this is a well-‐known problem. Revit becomes too heavy and slow because of the single core processor, curved geometry, heavy plug-‐ins, the hard and software is not up-‐to-‐ date. • Eye blinkers caused problems (to collaborate efficiently) within disciplines and partners. This is a well-‐known problem in the construction industry. Companies who are not used to collaborate in a BIM project do not yet fully understand the point of BIM to create an integrated design. It is therefore necessary to select your project partners carefully. This case study has established the design model of Tebodin and their current status with respect to 3D modelling and BIM. This data is used in the following chapter: the synthesis. The results of the literature study and the case study are combined and verified according to a BIM maturity scheme to establish the current status of the BIM implementation process of Tebodin. This will lead to an advice related to BIM implementation based on the future BIM stages.
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Chapter 5 Synthesis & future perspective Previously the literature study and the case study of the Mountain project were analysed and these two outcomes will be combined in this chapter. This chapter will combine both important outcomes and based on these outcomes the current stage of BIM will be determined according to an existing maturity scheme. This scheme consists of different BIM stages that will be used to determine the current BIM status of Tebodin (the synthesis) and next to that, based on the phases to be covered, a description will follow of how these stages may be achieved (future perspective). The results of this chapter together with the main conclusions in chapter 7 will be validated at the end of this chapter. The validation will consist of the findings of the experts regarding the research results.
5.1
Synthesis
Within the synthesis the previous results will be merged together to explain the cohesion between the literature and the case study. To combine these parts, a BIM maturity scheme will be used. In this research the maturity model of Khosrowshahi and Arayici (2012) is used because of its simplicity and clearly described BIM stages. These terms will be used to verify whether a certain stage is accomplished or not and will be used in a time frame in the recommendation of chapter 7. But first the current situation of Tebodin will be visualized based on this scheme. After this is established the future perspective can be outlined.
Figure 25: BIM maturity stages in BIM implementation (adapted from (Khosrowshahi & Arayici, 2012))
Determination current BIM maturity stage Based on the different BIM maturity stages it will be determined what the current stage is of Tebodin. The pre BIM status is not applicable to this project and therefore will be omitted for this reason. Each stage Building information modelling
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lists a number of aspects that must be met for each stage. The Mountain project (the design process of Tebodin) will be classified on the basis of these aspects. Table 4: BIM maturity stage 1
BIM stage accomplishments 3D object-‐oriented model Automated and coordinated views Streamlined 3D visualizations Basic data harvested from the model such as 3D plans, elevations, sections, quantity take-‐off, lightweight models for internet Asynchronous communication
Current position of Tebodin Achieved Achieved Achieved Partly achieved: (e.g.) Tebodin does not yet use quantity take-‐off Achieved
Table 5: BIM maturity stage 2
BIM stage accomplishments Information share and exchange th th 4 and 5 dimensions (time and cost) Generate array of analysis driving deliverables Clash detection between disciplines Asynchronous communication
Current position of Tebodin Achieved Not achieved Not achieved Achieved (largely visual) Achieved
Table 6: BIM maturity stage 3
BIM stage accomplishments Multi-‐dimensional model (nD) Complex analysis in early stages such as sustainability, constructability, lifecycle costs, etc. Multi-‐discipline utilise the same model through an integrated, interoperable or federated database
Streamlined lean process Synchronise communication
Current position of Tebodin Not achieved Not achieved Partly achieved: within Tebodin every discipline utilises the same model. Contractors also did, however not everything is model (directly) in 3D Not achieved Achieved: but not every aspect of synchronized communication is optimal Not achieved
Multi-‐server technologies for collaboration Out of this analysis Tebodin can be categorized as a company who is currently at BIM maturity stage 1 and on its way to stage 2; they already master some aspects of stage 2. In chapter 3 the literature study showed that some benefits of BIM are interoperability, consistency in 2D drawings, visualization of a design and workload. The fact that these benefits correspond to BIM maturity stage 1 can be explained by the fact that stage 1 mainly concerns 3D modelling. The Mountain project has been a project that is designed as a 3D model but without adding data to it. The 3D model is used to visualize the design and to check the design visually on any errors. The 3D model is also used to extract elevations, sections and 3D plans by Tebodin and the contractor uses quantity take-‐off. The communication has been taken place both asynchronous as synchronous; during the project it has been possible to communicate at the same place at a different time (asynchronous communication) as well as at the same time at a different place (synchronized communication). These aspects are (largely) part of stage 1 and show Tebodin is master of stage 1. It does not mean these aspects could not be improved. Besides aspects of stage 1 Tebodin is also master of some aspects of stage 2 and 3. The aspects of BIM maturity stage 2 and 3 that Tebodin is master of, are related to collaboration: information sharing and exchanging, clash detection and communication. This shows Tebodin excels in collaboration; it corresponds to what they pretend to be: a multidisciplinary firm. From this analysis is concluded that Tebodin has mastered the 3D aspects but that the extra dimensions (such as 4D, 5D, 6D and nD) are not. The collaboration takes place between 3D model, sharing and exchange geometrical data, but data such as product data or data gathered from analyses has not been exchanged yet.
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5.2
Future perspective
The previous part shows that Tebodin controls BIM maturity stage 1. In this part of the chapter, stage 1, 2 and 3 will be elaborated. Based on these BIM maturity stages the main challenges of BIM will be covered, the remaining opportunities are elaborated together with the approach towards the weaknesses and threats. In the following tables (Table 8-‐10) the aspects of each BIM maturity stage are shown and the solutions are described if certain aspects are not achieved (yet). The aspects that are not achieved yet can be divided in the following categories: scheduling (4D), cost estimating (5D), sustainability or analysis (6D) and facility management (nD). These topics will be further elaborated later in this section, together with the indirect effects of BIM. Table 7: BIM maturity stage 1
BIM stage goals 3D object-‐oriented model Automated and coordinated views Streamlined 3D visualizations Basic data harvested from the model such as 3D plans, elevations, sections, quantity take-‐off, lightweight models for internet Asynchronous communication
How to achieve Achieved Achieved Achieved Partly achieved: quantity take-‐off will be th th covered with the 4 and 5 dimension Achieved
Table 8: BIM maturity stage 2
BIM stage goals Information share and exchange th th 4 and 5 dimensions (time and cost)
Generate array of analysis driving deliverables
Clash detection between disciplines
Asynchronous communication
How to achieve Achieved Can be achieved by doing research to sufficient th th 4 and 5 dimension software. The employees who have to work with this have to be trained Can be achieved by integrating the deliverables into the software, allowing to generate these analyses Achieved (largely visual). Navisworks Manager or similar other viewer is highly recommended to exploit the opportunities of BIM Achieved
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Table 9: BIM maturity stage 3
BIM stage goals Multi-‐dimensional model (nD)
How to achieve Can be achieved by doing research to sufficient th n dimension software. The employees who have to work with this have to be trained Complex analysis in early stages such as Can be achieved by entering these data in the sustainability, constructability, lifecycle costs, etc. models. This might need support from contractors or suppliers Multi-‐discipline utilise the same model through an Can be fully achieved by demanding the integrated, interoperable or federated database required modelling level from all relevant actors in the process Streamlined lean process Always can be improved Synchronise communication Communication is partly done in a synchronized way, but by communicating e.g. via videoconferences this can be even better. Multi-‐server technologies for collaboration Currently there is a single server technology. Multi-‐server technology can be achieved by a collaboration with partners who add a server to Tebodin, which make it a multi-‐server technology Scheduling (4D) The fourth dimension in BIM is devoted by time, namely about project phasing simulations and lean scheduling. 4D modelling makes it possible to visualize and communicate within project teams, which means also the owners and users. This instrument should give the team a better understanding of the construction plans and milestones of the project. This type of simulation provides the team an identification of problems before the actual construction phase starts, which makes it easier and less costly to solve. It is also possible to visualize the occupancy during a renovation project. By visualizing the phased occupancy, multiple options can be highlighted to consider and evaluate (space) conflicts. BIM models can also be used to explore construction activities, time-‐based clashes can be identified and it can be used for the planning and management of materials (Halvorson, 2010). But to make use of these options the fourth dimension offers, the 3D model needs to be connected to 4D software. Table 10 shows some of these software programs, (some of) these programs can be connected to Microsoft Project (MS Project) or Primavera. These two programs are software packages that are designed to support companies by making schedules. By combing the schedule of Primavera or MS Project with for example the TimeLiner tool in Navisworks it can be possible to visualize the scheduling of a construction project (Autodesk, 2014). Cost estimating (5D) The fifth dimension is the part of BIM that offers the following possibilities: it shows the user the consequences to the budget and schedule when a change is made to the project; it makes it possible to organize the cost and pricing information, crew composition data, labour productivity rates and sub KPI’s; multiple estimations can be shown to the owner, which offers the owner the opportunity to compare it to the target costs; and cost loaded schedules can be provided to the owner (Vicosoftware, 2014). The costs will be made on the basis of for example predefined costs per square meter or costs given from vendors, contractors or costs that are known from history. RS Means offers a database “to find reliable cost data on construction materials, equipment, and labour” (RSMeansOnline, 2014). This type of data can also be gathered with the support of the information suppliers or contractors to make this available. Quantity Take-‐off (QTO) is a feature of Autodesk and is incorporated in Navisworks 2014, which makes it a handy tool to use for Autodesk users. Innovaya supports Autodesk Revit, AutoCAD, Tekla and any other CAD 3D tool (Innovaya, 2014). Within this program the 3D model is visualized, together with a tab of component types, building sections, managed quantities and assembly take-‐off. Every component or section of the construction can be specified and quantified. This fifth dimension will be combined with the information that becomes available through the fourth dimension.
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Sustainability and/or analysis (6D) When sustainability plays a role within the project model, a well-‐known term is Leadership in Energy and Environmental Design (LEED). LEED is a rating system that gives an indication how green a building is (Autodesk, 2014). Autodesk has a couple of software services that makes it able for users to analyse sustainable aspects, namely Green Building Studio and Ecotect. Green Building Studio can be used to evaluate the environmental impact of the construction and alternatives. Tools of this program are energy and carbon results, photovoltaic potential, daylight results, water usage data and design alternatives. Green Building Studio is a web-‐based service that can be integrated with Revit, by exporting the Revit model (via export gbXML (green building eXtensible Markup Language)) and importing this file in Green Building Studio the building information model can be used. Ecotect is in line with this tool and emphasizes climate and environmental factors. Tools of Ecotect are a building energy analysis, thermal performance, solar radiation, day lighting, and shows and reflections. Ecotect is a software tool that has a very simple interface that looks like Google Sketchup. Also in Ecotect the Revit model can be exported as a gbXML file. Another analysis tool is VE-‐Pro that offers a wide range of energy related analytical and simulation tools. To collaborate with Revit it makes use of two things: a gbXML file and an IES toolbar (Chan & Farrell, 2014). Operations and facility management (nD) The operations and facility management dimension of BIM has applications such as life cycle strategies, an as-‐built model, embedded operation and maintenance (O&M) manual, integration with COBie, and maintenance plans and technical support. The software tools offer applications that provide real-‐time integration of BIM; in fact during this phase with the help of these tools the “I” in BIM is used. Table 10: BIM tools (for further information see Appendix D)
Clash control
4D simulation
5D simulation
6D Analysis
Navisworks Manage Solibri Model Checker Synchro Professional Tekla BIMsight
Navisworks Simulate Innovaya 4D simulation Synchro Professional Tekla Structures
QTO
Robot
DProfiler
Green Building Studio Ecotect
Onuma System
YouBIM
Vico Office
Vico Control
Solibri Model Checker VE-‐Pro Apache HVAC FloVent DesignBuilder
Innovaya visual estimating or QTO Vico Take-‐off Manager RS Means
nD Facility management EcoDomus
FM:Interact
Archibus
Indirect effects of BIM The BIM maturity framework describes the aspects that BIM involves, however BIM includes not only the aspects that are described in this framework it also has some indirect effects. These indirect effects of BIM are aspects that should be dealt with in order to implement BIM successfully. • Liability of the BIM model: the liability of the model is related to transparency, management/control, involvement, roles and responsibility and changeableness. To be aware of this indirect aspect the design of the organisational structure and corresponding responsibilities and roles must be clear. It is important the scope of the project is clearly written, who is involved from which moment in the process, and what are the roles and responsibilities each actor covers in the process (Chao-‐Duivis, 2013). This is necessary because building information modelling is a broad concept. Because BIM is not exactly one thing it must be clear what is being asked. In case of the client: if the client just uses the term BIM in an assignment (and no further explanation what is implied with BIM), the contractor is free to use his interpretation of BIM. This could be the use of clash control in combination with a 3D model; whether this is what the client is expecting is the question. In case of an engineer related to a supplier or contractor: the agreement they enter into must define clearly what the quality is of the supplied models. This is depending on the type of contract, if it is a Construction Team (in Dutch: Building information modelling
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•
•
5.3
Bouwteam) type of contract (which supports integrated collaboration) or a more traditional type of contract (which drives partners to the over the wall philosophy). This determines the mutual alignment whether it must be sharply defined or it is not so important. But because BIM is a broad concept the different functions need to be marked out sharply to prevent issues with liability. BIM software: this theme covers the indirect effects of software, such as naming the objects, model sharing, product libraries, and flexibility. There are two options that have different thoughts of central data repository: homogeneous software environment and plural data environment. The homogeneous software environment assumes a central data repository and the plural data environment are “believers of freedom for a project partner to choose its own software tools. This groups tends to believe in a shared data repository, but finds this has to be based on an open data model like IFC” (van Berlo et al., 2012). Whether a project team is working with an Autodesk software environment or in an IFC environment, in both cases the structure of the model is very important. Consistency in naming the objects will be most valuable to work multidisciplinary. Also experience will play a role with BIM software; the more projects will be done with 3D modelling and BIM, the more handy facts of BIM will be familiar. The changeableness of the model will not disappear, but by using for example the switchback option, essential changes will be known to those who have an interest to it. But apart from the substantive challenges, the focus must only not be on specific software. Each discipline or project partner should be able to choose the software tool to perform their task and they should not be forced to use selected software to have the ability to share data (van Berlo et al., 2012). The viewer will be the tool that combines the different models and share the information. Costs: the costs of BIM are a frequently cited disadvantage. However, many costs are only made once. But nevertheless extra costs are made to educate the employees, to buy the required hardware, software, and/or hire or employ BIM-‐experience. Another cost related issue concerns the workload. According to the literature the centre of gravity of the workload shifts from the execution phase towards the design phase. From the viewpoint of an engineering company, this means a growth of the workload for the engineers but the price of the tender does not increase until this project. From the interviews appears it is not in line with the expectations the tender price of engineers will increase because of the movements of the workload. The expectations are the design process will be more efficient because of BIM, but this can be monitored whether the time spend to a project is according to the offer made. By registration one or more projects the outcome can be to increase the tender. If the outcome appears to be negative, the contractual relationships may need to change. The appreciation that an engineering firm will need to increase in that case.
Wrap-up
The BIM maturity model is used to establish the current stage of Tebodin implementing BIM and the future aspects of BIM come forward. Tebodin is capable to manage stage 1 (which does not mean Tebodin should not improve itself in these aspects). Tebodin, as a multidisciplinary firm, excels at the collaboration aspect of BIM, but the modelling and interoperability qualities need to be developed. The ability to collaborate integrally will be an advantage in the further implementation of BIM. The maturity model appoints just the direct aspects BIM includes, however indirect consequences of BIM that are important for a successful implementation are neglected in this framework. The different dimensions BIM includes are described: • Time (4D) make it possible to simulate project phasing and lean planning. Several tools make it possible to connect a time frame to the design. This time frame can be used in advance, during or after the construction phase. • Costs (5D) give the user the ability to gain inside in the costs of the project, e.g. the consequences of a design decision to the budget, estimations can be made and comparisons can be made. • Analysis (6D) makes it possible to gain knowledge that should improve the design. These analyses could be about inter alia sustainability and constructability. • Operations and facility management (nD) focuses on the post construction phase and have applications such as maintenance plans and technical support. Out of the expert meetings appears the analysis tool could be the most relevant dimension for engineers (Tebodin). These tools can be used to evaluate the environmental impact of the construction, are calculated the daylight, water usage, etc. The time and costs dimension should be used in an early stage of
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the design phase to calculate or show the feasibility of the project (in terms of time and costs). The software tools for each dimension should be chosen based on the usage of the tool and not whether it fits the design software (this is often the case). The indirect effects of implementing BIM are related to liability, software and costs. These challenges will also be mentioned in the recommendations in chapter 7. • The liability of the model is related to transparency, management/control, involvement, roles and responsibility and flexibility. Because the BIM process involves (often) an integrated design process, all the actors have access to the model. Therefore it should be clear who is in charge of the model. • There are plenty of modelling tools; important is the modelling software fits to the design discipline. Each project should be analysed which disciplines will be involved and what the consequences are for the collaboration between the software tools (whether it is a homogeneous or plural software environment). • The costs are related to education and the shift in workload. The experts mention a single 3D design will not be rewarded with higher rates, however when it includes a building information model the contractors are prepared to reward the architect/engineer for the extra effort.
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Chapter 6 Implementation of BIM While adopting BIM into the design process, the benefits that BIM offers must be exploited and at the same time the disadvantages must be diminished. This chapter offers an in depth analysis in the form of a SWOT analysis. Whereas the previous chapters were used to formulate the current design process of Tebodin and the future perspective based on the BIM maturity stages, this chapter will describe the path that emerges from the gap between the current situation and the future perspective. To describe this path use will be made of a SWOT analysis to find out what Tebodin need to be focussed on and can excel at, and which aspects could be neglected. The outcome of the SWOT analysis will be used for the recommendations towards Tebodin for the implementation of BIM in their design process.
6.1
SWOT analysis
This analysis provides an overview of four different viewpoints about implementing BIM. SWOT is an abbreviation of strengths, weaknesses, opportunities and threats. These four viewpoints will give a good overview what the benefits (the strengths) of BIM are, and therefore which aspects need to be maintained and exploited by Tebodin. It also reveals the opportunities, the aspects that need to be captured and further developed into strengths. On the other hand the analysis exposes possible negative side effects of implementing BIM. This could be weaknesses that need to be stopped before it becomes a threat and if possible it needs to be remedied to thereby turn it into an opportunity or strength. The disadvantages (threats) should be countered, minimized or eliminated. By being aware of the strengths, weaknesses, opportunities and threats of BIM, it is possible to precede any negative outcomes. The SWOT analysis will give an in depth analysis of the current level of building information modelling within Tebodin. It means the SWOT is based on the design process that is established based on the case study. Some aspects of the SWOT are specific to Tebodin and other aspects are benefits or disadvantages in general to engineering firms at this BIM maturity level. In the previous chapter the validation has shown the design process of the Mountain project is typical for implementing BIM. The strengths, weaknesses, opportunities and threats are formulated according to the current design process as found in the case study.
6.2
Strengths
The strengths of BIM in the design process can be implemented and should be maintained and exploited by Tebodin. These strengths are primarily benefits to Tebodin based on the Mountain project and expert meetings. Nevertheless these strengths can also be strengths in general to other engineering firms. The strengths are as follows: Strengths of Tebodin • Early discovery of errors and omissions (clash control): with the help of clash control every design error caused by 2D drawings that is inconsistent is eliminated. Systems and designs from different disciplines are brought together and checked systematically and visually. This method identifies conflicts in the design phase before they are detected in the field. This aspect of BIM was of Building information modelling
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•
•
tremendous value during the Mountain project; to design this project in 2D was not possible without making mistakes. Simultaneous: By collaborating early on in the design process, it is prevented that the input from engineers applied after the major design decisions are made. By working simultaneously with multiple design disciplines the amount of design errors and omissions are significantly reduced. It can be compared with concurrent engineering and facilitate to design multidisciplinary, which is ideal for a multidisciplinary engineering company as Tebodin. Therefore Tebodin should especially maintain and exploit this aspect of BIM. Consistency in 2D drawings: at any time during the project, accurate and consistent drawings can be produced. If there are any changes made to the design, new and fully consistent drawings can be produced as soon as the modifications are set. This reduces time and errors that are related to creating all construction drawings for all specific drawings. Especially for Tebodin as a multidisciplinary engineering company, consistency in the model is beneficial.
Strengths in general • Interoperability: with a BIM the design is controlled by parametric rules. These rules ensure a proper alignment and decrease the effort to manage design changes for the user. This should to be further developed to create interoperability between all actors and all models. • Visualization of a design: because the project is created in a 3D modelling tool, the object is already in 3D. At any stage of the process 3D visualization models and 2D drawings can be provided, for example during the construction phase, as is the case in the Mountain project.
6.3
Weaknesses
The weaknesses of implementing BIM should be stopped and changed or remedied. The points that are brought forward in this group are not as dangerous as the threats, but neglecting these issues can have a large impact on the successful implementation of BIM in the design process of Tebodin. Some weaknesses are close related to threats or opportunities: Weaknesses of Tebodin • Product libraries: “most libraries are commercial available”, such as Autodesk Revit, which means that these libraries will bought or will be created by gathering own created elements. Besides a standard format for data exchange, there is a greater need for standard vocabulary for the consistency of data when exporting from one package to another” (Gu & London, 2010). Tebodin is at the early stage of adopting Revit and the product libraries are rather limited. These libraries will grow in the future doing more projects within Revit. Therefore IFC and DRS are important to implement, to cover the lack of interoperability between Revit and other software packages. • Equipment: the equipment exists of multiple aspects. The capacity of the computers is a thorny issue. As mentioned at the start-‐up costs computers could have problems running smoothly with large models. Having a computer or hardware that is not capable to handle the large data a model entails, abolish the benefits of BIM. Besides the capacity of equipment, the type of equipment is important. By focussing on Autodesk Revit some disciplines are obligated to work with a modelling program that might not fit to their discipline and the collaboration with partners might not be optimal. The current stage of Tebodin is applicable to this aspect of BIM, because Tebodin focussed on Revit especially for the Mountain project. It will not necessarily be a weakness because of the interoperability problems with IFC. • Communication: several weaknesses are related to communication. The weaknesses often were mentioned in the interviews and can be related to the lack of experience of Tebodin: • Naming objects: because of the diversity of objects in models it can be hard to find certain objects; this can lead to unnecessary loss of time and increases the opportunity at mistakes. By naming the objects in a consistent way, objects are easy to find and garbage is minimalized/eliminated. • Management/control: who controls the input of data in the model? It must be clear who controls the input of the data and who communicates this information to the relevant actors. If this does not happen, everyone can upload data that might be incorrect and not all the actors are familiar with the changes. Besides that changes and adaptions within the model should be
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•
visualized (to give a notification for example), this prevents design disciplines are not aware of changes or could not find these changes. Backup system: a lack of registration of communication and information exchange can cause a problem. Because this information is not captured In a BIM model, things can be uncertain and unknown for actors involved in the process. By arranging the “naming objects” and “management/control” in a proper way, this problem is minimalized.
Weaknesses in general • Involvement: to optimally use the possibilities of BIM the external actors should be involved early on in the process and be aligned to each other. Especially when Tebodin has a management role during the construction phase (e.g. EPCm contract), early involvement of project partners during the design phase can be beneficial to the progress of the project. • Model sharing: adequate methods to share model information among the project participants. It is only possible to work with an IFC or data centric approach at small and tractable projects according to Lee and Jeong (2012).
6.4
Opportunities
If an aspect of BIM is an opportunity, it means it could be a potential strength. In order to make an opportunity a strength it needs to be developed. That is exactly the case of the following opportunities of BIM. The aspects that are mentioned are potential very valuable to the design process, however it needs to be developed and some effort needs to be made in order to succeed: Opportunities for Tebodin • Feasibility: BIM makes it possible to provide early on in the concept phase the quantities and materials. Herewith the possibility is created to check the feasibility of the project. Feasibility is an opportunity to Tebodin because they are involved early on in the design process as a consulting firm. • Quality increase: by creating a design model with alternatives using analysis or simulation tools, the overall quality of the project will increase. Examples of these analyses or simulation tools are the following: • Cost analysis and monitoring: it is possible with the help of BIM technology to extract a list of spaces, objects and quantities, which can be used for a cost estimation. As the level of development progresses, the cost estimation will be more accurate. But Tebodin could use the cost analysis during the design phase to give more precise figures. • Scheduling: it can simulate the entire construction process and show the project at any point in the construction project and show at the same time potential problems and improvement opportunities. It can also provide temporarily construction objects linked to schedule activities. • Analyses: the possibility to link the model to various types of tool that can analyse the project to improve the quality of it. Tebodin should develop this opportunity of BIM to integrate the consultancy aspect with the 3D model (that will be a BIM). Opportunities in general • Operations: the model contains information for every system used in the construction project. An up-‐ to-‐date building information model can provide a natural interface that supports monitoring of real-‐ th time control systems. The n dimension of BIM becomes relevant for Tebodin when they have a DBFM(O) type of contract or are involved in a maintenance or renovation project. • Procurement: a building information model can provide an accurate view of the quantities of materials that are contained in the design. This information can be used to procure the materials needed for the project. This aspect of BIM is only useful for Tebodin when they are involved during the procurement.
6.5
Threats
The following aspects that the implementation of BIM entails are the threats. Although some of these aspects are closely related to the group weaknesses, the threats have to be countered and minimized, before it can change into a weakness of opportunity. Some of the threats may call for large resistance: Building information modelling
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Threats to Tebodin • Interoperability: although interoperability can be seen as a benefit/strength of BIM, it can also be a threat. At the current stage of development the interoperability between the different software programs is not fully developed. This causes a gap between the collaboration of some disciplines or actors in the process who are using different software packages that do not connect well. This is also experienced during the Mountain project: within Tebodin some design disciplines did not use the design software, and partners in the project also experienced some difficulties with the exchanging format. Threats in general • Data centric database is not sufficient: the shared database quickly becomes too large and unwieldy to support the dynamic process of designing buildings in multidisciplinary collaborative design. Multiple attempts have been made to overcome this, an example of this attempt is: IFC base information exchanges, Information Delivery Manual (IDM) and Model View Definition (MVD). “This may increase the complexity of the IFC deployment by adding additional sets of specifications” (Lee & Jeong, 2012). • Applicability: BIM is less suitable to smaller projects, because of the time and costs ratio. Besides BIM is not particular relevant for engineering companies who only design a construction object and who are not involved later on in the project. In this case the company invest much time and effort in developing a model, without having the benefits of it and/or without passing on the extra costs that are made. To be sure a project is profitable a cost benefit analysis can be executed or the costs (hours) should be monitored very precisely during the project (this is related to costs – workload). • Costs: multiple issues are related to costs: • BIM requires a large investment. First of all appropriate software must be purchased, next to that the staff needs to be educated, and the working environment needs to be adapted to BIM which means computers and attachments should be changed (related to equipment). • The centre of gravity of the workload lies at the execution phase but the use of BIM this workload will shift towards the design phase. This means the construction process needs to be adapted to these changes, otherwise it is not achievable at the desired amount of time and quality. The shift in workload can be a huge threat if the project is cancelled, then great losses will occur. • Roles and responsibilities is a threat that has some similarities with other threats. However some roles become obsolete and new roles will emerge (Gu & London, 2010) as is the case at Tebodin. During the Mountain project an external expert was hired to assist in the design phase, while Tebodin Deventer already has some knowledge to 3D modelling/BIM. If Tebodin The Hague designs a project this knowledge is lacking. • Liability: multiple threats concerning liability are involved with implementing BIM: • Multiple questions exist at the subject who is responsible for the model. Often it is not clear who the owner of the model is, who is responsible controlling any changes, who pays for the model and which information can be shared by the owner? Also pointed out by Gu and London (2010). They have concerns about design protection (intellectual property (IP) and copyright issues). It can be alleviated by greater awareness and legal measures. • Working with a BIM demands a certain degree of transparency. Because it is one shared model, other actors have a view in possible valuable information of a company.
6.6
Wrap-up
The strengths, weaknesses, opportunities and threats are summed up in Table 11. The benefits and disadvantages that came forward in chapter 3 are contained in this overview, together with the gap that arises in the BIM maturity model. Some of the benefits are already strengths. Other benefits are opportunities because they are not yet useable and need to be developed to become a strength. The weaknesses are issues that came forward during the Mountain project and Tebodin is (partly because of this research) aware of these issues and therefore they are manageable. The threats of this analysis are often issues that are threats in general, Tebodin and other firms should counter these threats by paying attention to these problems to minimalize the effects of it.
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Tebodin is an engineering company that could excel in the multidisciplinary aspect of projects, because their company consists of multiple disciplines that can unite the design process without collaboration with other engineering firms. Therefore they should take advantage of this fact by creating a BIM environment that fits to all disciplines. The opportunities will be developed as time progresses; these aspects of BIM can be managed by investing time and effort to it. The weaknesses are issues that emerge from the Mountain project. By being aware of these weaknesses and paying attention to it, the weaknesses can be transferred into opportunities or strengths. The difference between the weaknesses and threats is that developing a protocol or solution can minimize the threats, but often Tebodin will depend on others by solving this threats. The weaknesses can be managed within Tebodin and even changed into a benefit. This does not mean they should not take these threats into account. Table 11: SWOT analysis
Strengths
S
Maintained, built upon or levered
• • • • •
Interoperability Consistency in 2D drawings Visualization of a design Early discovery of errors and omissions Simultaneous
Opportunities Prioritized, captured built on and optimized
• •
• •
Feasibility Quality increase • Cost analysis and monitoring • Scheduling • Analyses Operations Procurement
O
Weaknesses Remedied, changed or stopped
• •
• • • Threats
Countered or minimized and managed
• • • •
•
Involvement Communication • Naming objects • Management/control • Backup system Model sharing Product libraries Equipment
W
T
Data centric database is not sufficient Applicability Interoperability Costs • Large investment • Workload • Roles and responsibilities Liability • Responsibility • Transparency
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Chapter 7 Answering the research questions, conclusion & recommendations In the previous chapters the literature, case study, and the synthesis took place and the SWOT analysis for Tebodin has been done. The results of these chapters are discussed according to the predefined research questions. These research questions contribute to answering the main research question. This main question will be answered in the second part of this chapter, by which the objective of this research is achieved. After the conclusion of the research the recommendations will be discussed. The recommendations will be to the address of Tebodin and in general concerning the best practice to use this research and the implementation of BIM in the future. Besides that there will be also recommendations for further research topics that can elaborate the results this research presents or go further beyond the scope of this research. Within this part there will be also a reflection on improvements that the research offers. The conclusions and recommendations of this chapter will be validated by experts.
7.1
Research questions
This part of the chapter the results are described, by answering the research question. The information that is gathered during the literature study, case study, synthesis and SWOT analysis will help to answer the research questions. These research questions will help to answer the main research question in the next part of the chapter. 7.1.1 What does a traditional design process of an engineering firm look like? Traditional design can be characterized as a sequential or over the wall design process. In a single discipline (often small projects) the design process remains slightly compact, where a multidisciplinary project becomes a chain of activities that are preformed sequentially. Within Tebodin the over the wall approach is not so much applicable to their internal design process, but to their collaboration with project partners. General design process The design process illustrated by Hanssen (2000) as is shown in Figure 7 consists of several steps. The first step in this process is the project demands, these are clarified and defined, the functions are determined and then the solution principles are developed. If the other disciplines or the client approves this solution, this design solution is further developed into a detail design and (often by other project partners) into specifications for construction. The design process is an iterative process done by each discipline. This process that Hanssen (2000) describes can also be summarized as concept design, preliminary design, final design, specifications and detail design. In each phase the process of analysis, synthesis, simulation, evaluation and decision is repeated. Besides a separation of phases the moment of involvement from disciplines as well as project partners is separated. Each phase of the construction process is clearly defined: the client involves the architect or engineer through procurement; the architect/engineer or Building information modelling
53
client involves the supplier or contractor through procurement when the detail design phase is finished for example. The lines between the different groups are clearly outlined. Tebodins’ design process The design process of Tebodin is established in two different schemes: the commercial building activities and plant engineering process. Both activity schemes are divided into several phases that are similar to the design process of Hanssen (2000) . The design process of the commercial building is divided to the definition phase, the preliminary design, final design, and technical specification phase and after the tender phase the construction phase is included. The plant engineering design process is practically the same; it uses different terms and leaves out the tender phase. The aspect in which both schemes differ is the leading discipline: architectural within the commercial building activity and process in the plant engineering activity. 7.1.2 What does the BIM design process look like of an engineering company? BIM is a broad and complex concept. The meaning of what BIM could include can differ which makes is difficult to describe. The design process of BIM can differ from time to time and can include many different design tools. Different actors can use BIM and every actor can use it for its own purpose and have therefore its own definition of BIM. But basically the design process of BIM is in essence every time the same process, there is one integrated model and all actors (no matter how many) are all making use of the same model (central of distributed). Current BIM design process There can be discussions whether the Mountain project was a BIM project, but let’s assume it was in its early stage of BIM (based on the synthesis earlier described in this chapter). The project manager insisted every discipline of Tebodin was involved from the start. This is corresponding to the model that is made by H. M. Chen and Hou (2014) illustrated in Figure 26. Within the Mountain project initially the architectural department was leading in the design phase. This is partly due to the fact that RFC was heading for the known process installation of Tetra Pak. Compared to a traditional design model, BIM makes it possible to model multidisciplinary in a parallel way (van Berlo et al., 2012). Initially disciplines that are not leading in the process could not begin designing because they would not have sufficient information, however with BIM the model is much more up-‐to-‐date which makes it possible to design in a concurrent way. In the Mountain project there is still a deviation visible between different design phases within Tebodin and the involvement of contractors and suppliers in the design phase. But the design team within Tebodin did make use of the up-‐to-‐date information by almost parallel modelling of different disciplines.
Figure 26: the common interdisciplinary modelling approach (H. M. Chen & Hou, 2014)
Future BIM design process The Mountain project of Tebodin is as stated in its early stage of BIM, but what could the BIM design process of an engineering look like in the future? Because it is possible to design simultaneously with BIM (aspect of concurrent engineering), all disciplines are designing at the same time in the same model. All these models are part of the central file. There are two choices of central data repository: homogeneous software environment and plural software environment. The homogeneous software environment is suitable for mono disciplinary projects or a project within a single company; they can make use of a single software package for example Autodesk Revit combined with Navisworks. Projects that are suited for a
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plural software environment are multidisciplinary projects. This design process will be shaped by multiple software design tools, which combine these tools within Navisworks (if possible) or IFC model checkers (such as Solibri). In this way it is possible for actors to work in their family file or reference model, discipline model or aspect model as Lundsgaard et al. (2008) calls it. The BIM makes it possible to work in an up-‐to-‐date model, however engineers “prefer a synchronization that is not done in real-‐time, but once a day, or even once a week” (Arcadis, 2011). This combined is to keep it manageable to work in a model that is not changed every second and is not too heavy to work with. An illustration is shown in Figure 27. There are two different types of teams: “interdisciplinary team consists of teams from different disciplines” (lead engineers) and “intradisciplinary teams consists of several members of the same discipline ((lead) engineers)” (H. M. Chen & Hou, 2014).
Figure 27: collaboration model (adjusted to the original model of H. M. Chen and Hou (2014)
Analysing the BIM design process it is noticeable that functionality is important. In the concept phase all (important) disciplines will give their input in general. With this general thought the discipline that is leading on the functional aspect of the project will create a first draft. When the outlines are visible, the other disciplines can jump into the design. To create an integrated design it is important to involve all disciplines but also the (important) suppliers and/or contractors. This should be done gradually during the design phase as is illustrated in Figure 28. Therefore there will be less matter of different phases. The different design phases will be more and more interrelated with each other.
Figure 28: time-based involvement
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7.1.3
How does building information modelling influence the traditional design process these days and in the future? The influence of BIM on the traditional process is initially not directly shown. The reason for this can be deducted from the fact that the traditional design process is merged with the new BIM process and this process takes place gradually. Dimension (2D-‐3D) The main change that takes place is the movement from 2D into 3D modelling and not necessarily BIM. But the old habits are not replaced directly and for that reason, the influence of BIM at this moment is restricted to (mainly) new software. 3D modelling is covering a wide range of functions that are initially used; however this makes it not BIM. Therefore the main changes that take place in an engineering company are related to software. This may include a training course, new software packages, new or additional employees with specific knowledge, and a specific demand (of software skills) in respect of suppliers and contractors. Besides that multiple meetings are arranged to evaluate the model with all lead engineers during 3D sessions. These meetings identify where the clashes in the design are located, instead of multiple sessions where multiple 2D layers need to determine whether different disciplines clash. Within the Mountain project the client Friesland Campina is directly involved in the design process. Campina indicates that there is no difference compared to traditional projects, however from the viewpoint of Tebodin the involvement of the client is definitely a change compared to other projects. Collaboration The Mountain project is in its early stage of BIM implementation, and therefore this project has some early influence of BIM compared to the traditional design process. But this influence will and has to change in the future. BIM will influence the collaboration within the project. Where the over the wall approach was common in the past, BIM will change this method into a concurrent way as follows: • In the initiation or concept phase all disciplines will stick together to give an outline what is important to the concept. The leading discipline will make a concept design, where other disciplines can hook up to as is illustrated in Figure 28. The different disciplines will start based on preliminary information, which is possible because of the availability of an up-‐to-‐date model, as is illustrated in Figure 29. • Besides the internal collaboration the collaboration with project partners will change. There should be made use of the specific knowledge certain partners have (confirmed by the project manager of GEA), this should be done earlier in the design Figure 29: concurrent time-based model process as shown in Figure 28. The new form of collaboration will be encouraged by a type of contract that allows early collaboration and involvement of contractors and/or suppliers. Other influences • The employees of an engineering company will change. For example there are currently lead engineers, engineers and draftsmen. Because of BIM the required skills of engineers will increase and eventually also that of the lead engineers. An employee with multiple skills becomes very useful. CAD-‐ operators might become redundant, because this function becomes obsolete by the required skills of (lead) engineers. The same goes for project managers; this manager becomes more of a project information manager as mediator between the contractors, suppliers and advisors (Adriaanse, 2014). • The dependency of technology will be even larger than it currently is. The building information model is the only way to access the design and when there is a hard-‐ or software failure, designing becomes impossible. An alternative or a backup is therefore necessary. • The communication that currently takes place primarily via telephone and face to face will shift towards communication through this model. By having hard-‐ and software that is able to process the model within a fraction of a second, changes will be transferred and processed through a notification option of BIM. • BIM offers a seamless form of collaboration between different partners in the project; therefore it is important that the engineering company will focus on what kind of software is common in their type
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of industry. It is sensible to not ignore this software in order to encourage cooperation (this is endorsed by GEA). For example if a project is limited to architectural, structural and building service departments Revit combined with Navisworks could be a good option (a homogeneous software environment). If a project is dominated by non-‐civil and architectural disciplines, it is likely that different software packages are used (a plural software environment). To support these different tools, it is important that data exchange is based on IFC or at least viewer software is able to combine the output of these software packages. 7.1.4
What are the main challenges to fight while implementing BIM in the project context of an engineering organization? The possibilities BIM offers will be challenging to implement (these are elaborated previously in this chapter). But it is at least as important to focus on the indirect consequences BIM entails. Interoperable As mentioned before BIM makes the seamless collaboration between partners in the project possible. To achieve this, there must be established inter alia how the data-‐, information-‐ and knowledge exchange takes place and what the delivered products are. If the contractor receives a BIM model and works in a modelling program that allows no mutually exchange, lots of effort is wasted. BIM enables a smooth data transfer but this should be guided and defined. A challenge that this entails is the earlier involvement of contractors and suppliers in the process. Two different ways describe the possibility to tackle issues earlier in the process or to prevent them of taking place: create a protocol to describe the design process of the project (involvement, agreements and interoperability related aspects); and create a collaborative environment (the type of contract should change or a partnership lies on the basis of a project). Transparency Another challenge BIM entails is about the transparency of information that will be exchanged. Parties are reluctant to share sensitive information to partners in the process. An option to prevent that sensitive information ends up out on the streets is to sign a confidentiality agreement. Another option could be to block certain information in the building information model by asking permissions to the responsible party. Liability The transparency is related to the liability issue BIM entails. Liability is already an issue these days with the traditional design method, for example the question “who is liable for which part of the design?” But BIM entails a new dimension of liability. At the beginning of each project there should be wondered whether there is one manager/actor of the model or is the model passed on from stage to stage to different actors? The second option will not be realistic, because the model will have several owners and the information will not be reliable anymore. In practice the main contractor will deliver the BIM manager/coordinator because they are (often) involved from the design phase up to the construction phase (Chao-‐Duivis, 2009). Because BIM is a broad concept at the start of a project it should be made clear what is expected with the use of BIM to prevent liability issues. The client could do this by creating a clear description what the assignment includes in terms of BIM, for example which level of BIM is required. Also the leading construction firm should describe what is expected from which partner in the process. Then clarity is created in advance and each party involved knows what it means to participate in the project. Reliability As mentioned in liability, reliability is important. Unreliable information will decrease the confidence using BIM. It should be possible to extract the quantities of BIM and if these quantities are calculated the old fashion way, this advantage of BIM is lost. To create reliable information the data that is included in the model should be useful and correct and therefore there is a role for suppliers. By having an information or knowledge exchange between engineers, contractors and suppliers the reliability of the model will increase.
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7.2
Conclusion
The objective of this research is to develop recommendations for the implementation of building information modelling at an engineering and consultancy company (e.g. Tebodin). To achieve this objective the current state of design methods needs to be analysed. This is done by a literature study of the traditional (current) design methods and a case study of a representative project (the Mountain project) at an engineering company (Tebodin) to analyse their design process. Alongside the current situation of the design process, also the ideal picture must be researched. Therefore BIM is analysed and the strengths, weaknesses, opportunities and threats are exposed. The points mentioned above are all included in the synthesis, where the current stage of Tebodin is established using an existing BIM maturity scheme. From this stage the aspects to be covered in the future are described. These steps will result in answering the research questions as is done previously in this chapter (and in chapter 3.2) and the main question: What needs to be changed in the work processes of an engineering company to move from 3D modelling towards building information modelling in the design phase? There are many aspects that BIM includes and therefore many aspects that can be changed in the work processes of an engineering company to move from 3D modelling towards BIM in the design phase. To structure the answer the answer is divided into the three groups Pramod Reddy (2012) suggests: people, process and platform. People People are considered the employees of an organization or the members of a project team. The employees of the company are the most relevant people for this question. It is important that the line of thought about implementing BIM is recognized by the management of the company and also by the engineers. If bottom up and top down both stimulate the same thoughts about BIM, the implementation of BIM will be possible. Imparting such knowledge should be done through a special working group (this will be discussed in the part “platform”). Next to recognition, knowledge is a keyword for implementation. Knowledge can be acquired at different ways: training and education of the current employees, attract external knowledge, and/or piggyback on existing knowledge during projects. Training and educating the current employees through courses that connect to the level they control at that moment should be about the modelling software and BIM software, but besides that it could also be about collaborating within a multidisciplinary project. Attracting new and external knowledge can be beneficial by having specific knowledge from which the other staff members could learn. This new member of the firm can adapt to the philosophy of the firm and could give advice what needs to be changed to work successfully. By hiring temporarily people to facilitate the design team, the adoption to the firm takes place time after time. Another way to gain knowledge and experience is to join several BIM projects and then observe the current practices (piggybacking). An engineering company does not have direct influence on the partners in the project, such as the client, contractors and suppliers. The client should obligate the ability to work in BIM for the architect, engineer, contractor and supplier. The reward of the different actors in the project should be changed. Another possibility is that an engineering company demand the project partners to master the necessary software knowledge. • •
•
Recognition (bottom up and top down) Gaining knowledge • Training and education current staff • Complement the current staff if necessary • Piggyback on the experience of project partners Commitment at the client and project partners
Figure 30: list of actions for Tebodin (people)
Process Process is the steps an organization takes to complete task and projects. Where in the past multidisciplinary projects would be done sequentially, BIM makes it necessary to collaborate integrally
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and parallel in time. Concurrent engineering is a concept that exists for some time and may prove highly conducive as form of collaboration of BIM. Each discipline of an engineering company is involved and the most important discipline is leading the project in question. Because the building information model is up-‐ to-‐date it is possible to start for all disciplines on preliminary information, which shortens make the design process of the engineering company. Besides a change in the process within an engineering company, there will be also a change in the process related to the client, and contractors and suppliers. The client does not have to have specific knowledge to verify the status of the design. The 3D model and accurate information that is connected to this model (the BIM) make it possible for the client to follow the project (without having technical skills) and to intervene the design process when something does not go according to plan (only for crucial design decisions, otherwise the client becomes the engineer). The process between engineering companies and contractors and/or suppliers will also change. This can be done in two ways: clear agreements about the supplied products or even better integrated cooperation. Firstly, the clear agreements about the supplied product are necessary. In the past drawings were handed over and these 2D drawings could be used and read out by the next party in the chain. The BIM that an engineering company deliver to the contractor or supplier must be useable by the actor otherwise it completely ignores the principles of the model and building information model is useless. Therefore agreements need to be made about the product supplied. Secondly, integrated cooperation is even better for the process of BIM. Knowledge can be shared quite easily through this model. If the supplier or contractor uses its knowledge for certain design problems during the engineering phase, then a better model is created earlier in the process. Spaces or constructions that initially were unfamiliar or left blank, are in this case designed whereby the level of the design increases. Therefore it is important the design process does not include a clear separation of actors, but exists of a collaborative design environment between engineers, contractors and suppliers. The connection between people and platform is also improved by creating a process that improves the completion of tasks and projects. • • •
BIM is integrated design (create an multidisciplinary, concurrent and interoperable environment Most important design discipline will be leading in the design process, other disciplines will hook up quickly (Earlier) Involvement of clients and (relevant) project partners and clear agreements
Figure 31: list of actions for Tebodin (process)
Platform Platform, in most cases, is the network infrastructure, desktops, and laptops. But to be able to use these tools, a working group should explore the options and develop a strategy to implement in the company. This study group should be motivated and able to have the knowledge of the modelling software, develop standards and have the competence to negotiate and share knowledge. This knowledge will be transferred to the boardrooms; the directors and advisors have to be trained in the prerequisites of BIM. After this step the project managers and other members of the project teams will be trained to implement BIM. The study group will be the research and development department and the helpdesk of the company. This study group that is part of a platform will do research into the platform the firm will be working at: building information modelling. This takes place with the help of software and platform is therefore meanly about software related issues. First of all it is important an engineering company has the appropriate gear: software tools, laptops and other hardware. The design software should be chosen because it suits to the design discipline and therefore for each discipline must be considered which software is best suited. A computer or other hardware devices should not limit software and therefore the hardware and data centres should be more than capable to run the software smoothly. By focussing at one software package, a company could excel by mastering this software completely. However, most likely the company will limit itself in collaboration by being able to model with a single software package, especially in a multidisciplinary engineering firm. Besides modelling software also analysis software is important to BIM. Each design discipline will have their own analysis tools that can help to improve their design decisions; these tools should correspond to their demand. Building information modelling
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Besides the choice which software should be chosen to invest in, each project entails a choice which software combination should be chosen. Shall it be a homogeneous software environment or a plural software environment? A homogeneous software environment aims to allow projects that include disciplines that are related to each other (for example architecture and structural: both can work in Revit). A plural software environment corresponds to multidisciplinary projects with multiple software programs from multiple software suppliers. Geometry will be shared by exchanging SAT files and geometry including data will be shared by exchanging IFC files. • • •
Create a dedicated study group à communicate and educate the board members à implement BIM into the organization Create an appropriate soft-‐ and hardware environment Homogeneous or plural software environment
Figure 32: list of actions for Tebodin (platform)
7.3
Recommendation
The recommendations (in general and towards Tebodin) and are part of the evaluation of this research. It consists of reflections on the possibilities that are created with this research, but also its limitations. 7.3.1 Recommendations to the construction industry Building information modelling causes a change in the market. The workload will shift from the construction documents towards the schematic design and design developments, often from the contractor to the architect or engineer. The fact that this movement takes place is beneficial for the costs of design changes (that increase with time), however the increase in workload for engineers must also mean an increase financially. The contractor saves time and effort if he receives a well-‐structured and developed building information model (indicated by a.o. BAM). This movement in time and effort should also mean a change in financial reward. The contractor is willing to pay for this extra effort (based on the expert meetings) in case this model is enriched with data. If the contractor does not recognize the benefits of this, the extra reward could be accomplished by the client by making a redistribution. The change in the design process also fits to the performance specifications. Herewith the contractor can determine the necessary activities and quantities of building materials to achieve the desired result and is not restricted to what needs to be done, how it should be done and how often it should be done. The involvement of engineers, contractors and/or suppliers should be stimulated. BIM enables early collaboration if the project requests it. Engineers, contractors and suppliers with specific knowledge support the progress of the project by advising or collaborating in the concept or preliminary phase instead of the detailed design or specification/fabrication phase. The client or the engineering firm can initiate this. By recognizing the importance of this the client can insist on early involvement or a Construction Team (in Dutch: Bouwteam) structure. In the Mountain project it has been noticed that partners do not always collaborate within the project. This means they are partners in a project and they do collaborate, however they do not assist each other. In the design phase everything must be modelled in such a way so that every discipline and every partner fits in the model that is necessary. There is no need to baulk at this, because they have to work it out. To create a successful project it is therefore easier to create a mentality to support each other because in the BIM must be collaborated one way or another. Collaboration provides a higher quality of the design; questions that remain while designing will be solved (earlier) working in an integrated collaborative way. The collaboration can be simplified by working with consistent data (that provides a clear structure) and by having fixed or long-‐term partnerships. 7.3.2 Implications Tebodin The recommendations towards the construction industry are also applicable to Tebodin, but this section will give recommendations specifically to Tebodin (The Hague). Previously in this research the BIM maturity scheme is presented, Figure 33 presents a comparable scheme: a time based framework. Tebodin has arrived already at stage 1; this does not mean they should not invest in previous steps. Tebodin has several study groups that are exploring the horizon related to BIM (a Revit working group and SMART engineering working group), but this should be united into a BIM
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study group. Someone from the senior management should develop a study group with people who are interested in the subject, have the skills and competence to develop standards. The developer of the study group should translate the ideas to the boardrooms to educate the directors and advisors. They should be able to understand the current practices to convince the clients to “invest” in a BIM project and at the same time understand what the prerequisites of BIM are. Besides the communication towards the client the changes should also be implemented in the organization. From the study group the recommendation towards the boardrooms should be introduced and implemented within all the disciplines. But not just the design disciplines and project managers should be incorporated but also the ICT department. The ICT department should be able to act quickly and proactively. For example the Mountain project is designed by modelling in Revit combined with Navisworks, but there are more modelling tools that might be better to use for the structural or process department. PDMS is such a program that Tebodin already owns and by being able to combine PDSM with for example Revit Tebodin could create a strong position in the construction market. A study group (for example the BIM working group) should investigate which software (modelling, viewers, analysis tools and other tools) is most suitable for which design discipline. When this is known, there should be an investment in design related software that does not limit the possibilities (for example the free version of Navisworks). Make sure there are enough opportunities to give education possibilities for those who need it or benefit from it. In the Mountain project Tebodin had access to a Revit/BIM coordinator. Assuming in the future more and multiple projects will be done with the help of BIM, there will be demand for more BIM (project information) managers or coordinators. It should be necessary to train a suitable (lead) engineer or project manager, or there should be an external search for a suitable BIM manager. In the Mountain project an external office was hired to assist on the field of BIM. This knowledge is highly valuable and perfect to have around in the company. The collaboration within Tebodin is important but it is important for Tebodin to question, could we be distinctive to cooperate with certain chain partners? First of all to gain more knowledge of BIM it can be useful to collaborate with more experienced BIM partners to observe the do’s and don’ts of BIM. Besides that collaboration and early involvement of relevant partners in the project can create a better design earlier in the process. Also Tebodin should be aware of the fact that the client can track the progress of the design much more. To involve the client within design decisions can create a higher satisfaction, but Tebodin must be able to manage the involvement of the client in a sensible way, otherwise the client becomes the engineer and every design decision will be discussed. The form of collaboration related to BIM will be captured in a BIM protocol. The BIM protocol that is written on the start of the Mountain project should be modified for each project that starts. But the protocol as is it is now, is too vague and too large. It should be clear and concise. The current protocol for the Mountain project is a bookwork that mentions many things without getting to the point. It should formulate the goal of the project, the encodings and task description. Besides that it should be concise, straight to the point and in Dutch to prevent confusion. Every project partner should sign this protocol and should stick to it, otherwise they should be corrected and even measures must follow. In this thesis the aspect liability is mentioned several times. It is important the firms are familiar with the risks a BIM involves. By having a single actor in the process that will function as BIM manager during the entire project, it is clear to all actors who is in charge of the model. Often the contractor (such as BAM) takes the responsibility to own the BIM during the design and construction phase. If this is not the case a form of shared responsibility can be a solution. In this way every partner is responsible for a certain part of the project (in case something goes wrong afterwards all the project partners are liable for a specific percentage of the total amount). The type of contract that shall be entered to, should serve to achieve the common goal, where collaboration is paramount. During the Mountain project Revit (combined with Navisworks) is used and this project already covers some problems modelling with Revit. These limitations of Revit (as discussed in chapter 4) can be minimalized in several ways: the model can be cut in work sets (to keep the model manageable), certain templates can be switched off temporarily, the model can be fragmented, and/or have a separate data server that stores all the data that is linked to the model. Sharing data and geometry can be done in Building information modelling
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several ways; a common way is IFC. An issue related to IFC is the unreliability in the transfer of data. This should be accepted and the missing data should be known to deal with it. To get the most reliable data, the data exchange (including IFC) should be originated from one central file and ensure there is no difference concerning the settings, policies/apps or software updates, because this can create a difference in data transmission (according to the expert of BAM). IFC can be used to work in a native environment or can be used as an underlay. The data that is included in the BIM gets value when basic values are known, therefore the list of requirements should be compared to the outcome of design decision to give any meaning to the data that is included in the BIM. The two activity-‐relation-‐schedules of Tebodin show that Tebodin likes to work according to a certain structure. BIM makes it hard but not impossible to create a new schedule. BIM makes concurrent engineering possible and therefore the activities will take place (almost) simultaneously. Besides the activities that take place within Tebodin, activities that take place with project partners should be placed into this schedule that is presented in 7.1.2. BIM enables to work at various locations and communicate at the same time through various telecommunication tools. Despite these available tools, many participants of this research think it is necessary to sit around the table and collaborate to develop a conceptual design. Early on in the process it is important that the design team digs into detail to check the constructability and then switch back to the current level of detail.
Figure 33: time-based BIM maturity stages
7.3.3 Recommendations for further research This research focussed on the implementation of BIM in the design phase of an engineering firm. The objective of this research is to develop recommendations for the implementation of building information modelling at an engineering and consultancy company (in this case Tebodin). Because Tebodin has just started with implementing 3D modelling and therefore is located at the beginning of BIM, there are some limitations to this research. The case study that has been done showed that Tebodin is currently working and investing in Revit Autodesk. The main focus of this research was placed on Revit. An alternative for creating an Autodesk modelling environment (a homogeneous software environment) is to create a plural software environment. This includes other software modelling tools and therewith also IFC. IFC has been discussed in this research but is not of key importance in this research. Further research could go in depth whether IFC can meet the expectations and where and what the limitations of IFC are. In that research various software programs should be used such as modelling software, software for sustainability analyses, software used by plant consultants, contractors or facility management. This research made use of a single case study that is validated; nevertheless it leaves space to verify whether multiple case studies deliver the same result. Different kind of case studies could give the result of this research more support or could tackle the outcome of the case study.
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The research is currently based on the design process of a company at the start of implementing BIM. Further research could be done at a different phase of BIM, for example the use of BIM during the construction phase of operations and maintenance phase. Another possibility is to do further research within a company that is at another BIM stage or with a different construction type of company to investigate the applicability of BIM in a different sector. An important aspect that comes forward in this research is liability. It will be an important and new theme with the rise of BIM. New law and regulation might be applicable to process that BIM involves. Therefore research to changing regulatory requirements will be very useful the industry. The use of parametric design in building information modelling could improve the design process. The geometrical relations between objects are explicitly defined and with the help of parametric design applying changes will be easier and it cost less time and money. An example of parametric design software is Dynamo. According to AUGI: Autodesk User Group International (2014) it is “the newest, most amazing add-‐in to hit Revit”. This program could be combined with Revit and can improve the design by generating multiple alternatives that can be changed in seconds. This subject is not only interesting for further research but a recommendation towards Tebodin to invest time and effort to this modelling tool. These recommendations for further research correspond to issues that will arise in the future. BIM will influence the current way of the design process in multiple ways as described above, other issues are: • The client will demand a building information model; • Parametric design will be particular relevant using a BIM; • A list of requirements will generate a design based on the given requirements (combined with parametric design); • Suppliers provide contractors and engineers a complete database of building elements; • The emphasis will be even more on prefabricated construction. 3D printing will be a part of this; • There will be procured through a building information model.
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Appendices Appendix A
Abbreviations
Table 12: list of abbreviations
Abbreviation AEC industry BIM BREEAM CAD CE CME COBie DBFM(O)-‐contract DRS DXF EPCm-‐contract FM gbXML HVAC IAI ICT IDM IES IFC ISBL KPI LEED LOD MEP MS Project MVD NBIMS O&M OSBL PBT QOHSE TQO Revit GG RFC Rgd RIBA SAT SMART SWOT analysis TQS XML 2D, 3D, 4D, etc.
In words Architecture, Engineering and Construction industry Building information modelling or building information model Building Research Establishment Environmental Assessment Method Computer Aided Design Concurrent Engineering Construction Management and Engineering Construction Operations Building information exchange Design Build Finance Maintain (Operate) contract Dutch Revit Standards Data eXchange Format Engineering, Procurement, Construction and management contract Facility Management green building eXtensible Markup Language Heating, Ventilation and Air Conditioning International Alliance for Interoperability Information Communication Technology Information Delivery Manual Integrated Environmental Solutions Industry Foundation Classes In-‐Side Battery Limit Key Performance Indicator Leadership in Energy and Environmental Design Level of Development Mechanical, electrical and plumbing Microsoft Project Model View Definition National Building Information Modelling Standard Operations and Maintenance Out-‐Site Battery Limit Pieters Bouwtechniek Quality, Occupational Health and Safety Director Quantity Take-‐off Revit Gebruikers Groep Royal Friesland Campina Rijksgebouwendienst Royal Institute of British Architects Standard ACIS Text Specific, Measurable, Accurate/Attainable/Achievable, Relevant and Timely Strength, Weaknesses, Opportunity and Threat analysis Tebodin Quality System eXtensible Markup Language Two-‐dimensional, three-‐dimensional, four-‐dimensional, etc.
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Appendix B
List of figures
Figure 1: BIM maturity stages in BIM implementation (for the complete figure see Figure X) ..................... IX Figure 2: BIM adaption continuum (Deutsch, 2011) ....................................................................................... 5 Figure 3: research visualization ....................................................................................................................... 6 Figure 4: research method .............................................................................................................................. 9 Figure 5: over the wall approach (Evbuomwan & Anumba, 1998) ............................................................... 11 Figure 6: disadvantages according to (Anumba, Baugh, & Khalfan, 2002; Barlish & Sullivan, 2012) ........... 12 Figure 7: design process civil/process industry (left) Hanssen, 2000) and building industry (right) Hertogh & Bosch-‐Rekveldt, 2013) ......................................................................................................................... 12 Figure 8: design process (Dym & Little, 2004) .............................................................................................. 13 Figure 9: what BIM technology not includes (Eastman, Teicholz, Sacks, & Liston, 2008) ............................. 15 Figure 10: preconstruction benefits to owner (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman, Pel, & Hendriks, 2012) ............................................................................................ 17 Figure 11: design benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012) .............................................................................................................................................. 17 Figure 12: construction and fabrication benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012) .............................................................................................................. 18 Figure 13: post construction benefits (Barlish & Sullivan, 2012; Eastman et al., 2008; Fernandes, 2013; Straatman et al., 2012) ........................................................................................................................ 18 Figure 14: project effort and impact (Eastman et al., 2008) ......................................................................... 19 Figure 15: concept of concurrent engineering (edited illustration according to (Hanssen, 2000)) .............. 21 Figure 16: IFC possibilities (edited illustration according to (Dankers, 2013)) .............................................. 23 Figure 17: organization chart Tebodin West ................................................................................................. 26 Figure 18: process package (Gort, 2013) ...................................................................................................... 27 Figure 19: visualization Mountain project: floor plan (left) and 3D visualization (right) .............................. 27 Figure 20: longitudinal cross-‐sections ........................................................................................................... 27 Figure 21: organogram Royal Friesland Campina (Mountain project) .......................................................... 29 Figure 22: organogram Tebodin (Mountain project) .................................................................................... 29 Figure 23: internal organization scheme (Tebodin – Mountain project) ...................................................... 35 Figure 24: external organization scheme (Mountain project) ...................................................................... 36 Figure 25: BIM maturity stages in BIM implementation (adapted from (Khosrowshahi & Arayici, 2012)) .. 39 Figure 26: the common interdisciplinary modelling approach (H. M. Chen & Hou, 2014) ........................... 54 Figure 27: collaboration model (adjusted to the original model of H. M. Chen and Hou (2014) ................. 55 Figure 28: time-‐based involvement .............................................................................................................. 55 Figure 29: concurrent time-‐based model ..................................................................................................... 56 Figure 30: list of actions for Tebodin (people) .............................................................................................. 58 Figure 31: list of actions for Tebodin (process) ............................................................................................. 59 Figure 32: list of actions for Tebodin (platform) ........................................................................................... 60 Figure 33: time-‐based BIM maturity stages .................................................................................................. 62
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Appendix C
List of tables
Table 1: common exchange formats in AEC applications (Eastman et al., 2008) ......................................... 22 Table 2: data exchange formats (Eastman et al., 2008) ................................................................................ 22 Table 3: list of interview participants ........................................................................................................... 32 Table 4: BIM maturity stage 1 ....................................................................................................................... 40 Table 5: BIM maturity stage 2 ....................................................................................................................... 40 Table 6: BIM maturity stage 3 ....................................................................................................................... 40 Table 7: BIM maturity stage 1 ....................................................................................................................... 41 Table 8: BIM maturity stage 2 ....................................................................................................................... 41 Table 9: BIM maturity stage 3 ....................................................................................................................... 42 Table 10: BIM tools (for further information see Appendix D) ..................................................................... 43 Table 11: SWOT analysis ............................................................................................................................... 51 Table 12: list of abbreviations ....................................................................................................................... 69 Table 13: 4D software tool description ........................................................................................................ 72 Table 14: 5D software tool description ........................................................................................................ 72 Table 15: clash control tool description ........................................................................................................ 72 Table 16: BIM analysis tool description ........................................................................................................ 72 Table 17: BIM facility management tool description .................................................................................... 73 Table 18: list of interview participants ......................................................................................................... 74 Table 19: list of expert meeting participants ................................................................................................ 74 Table 20: relation between interview and research questions .................................................................... 74
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Appendix D
Software applications
Table 13: 4D software tool description
4D software tool Navisworks Simulate by Autodesk Visual Simulation by Innovaya (Innovaya Visual 4D Simulation) Synchro Professional by Synchro Tekla Structures by Tekla Vico Control by Vico Software
Function Linking 3D model to popular project schedule applications (e.g. MS project or Primavera) Linking 3D model to popular project schedule applications (e.g. MS project or Primavera) Linking 3D model to popular project schedule applications (e.g. MS project or Primavera) Schedule driven by link between model and project software Schedule is scientifically derived from the resource-‐loaded, cost-‐loaded, location-‐based BIM
Table 14: 5D software tool description
5D software tool QTO by Autodesk DProfiler by Beck Technology Visual Applications by Innovaya (Innovaya Visual Estimating or Quantity Take-‐off) Vico Take-‐off Manager by Vico Software RS Means by RS Means Online
Function Generating take-‐offs from multiple environments both 2D and 3D Conceptual 3D modelling with cost estimating and life cycle operational costs forecasting Extracting quantities and building estimates from ADT and Revit files Quantity take-‐offs, feeding into estimating and scheduling Database to find cost data on construction materials, equipment, and labour
Table 15: clash control tool description
Clash control software tool Navisworks Manage by Autodesk Solibri Model Checker by Solibri Synchro Professional by Synchro ltd. Tekla Structures by Tekla Vico Office by Vico Software
Function Model-‐based clash detection between trades QA/QC of models based upon rule sets and spatial requirements Schedule-‐driven site coordination Structures is a very broad BIM offering from a structure-‐centric perspective As the level of detail increases, the schedule become more precise
Table 16: BIM analysis tool description
BIM analysis tool Robot by Autodesk Green Building Studio by Autodesk Ecotect by Autodesk Solibri Model Checker by Solibri
Function Bi-‐directional link with Revit and Structure Measure energy use and carbon footprint Weather, energy, water, carbon emission analysis Rule-‐based checking for compliance and validation of all objects in the model VE-‐Pro by Integrated Environmental Solutions All aspects of energy analysis and simulation in (IES) many areas Apache HVAC by IES HVAC plant simulation DesignBuilder by DesignBuilder Integrated set of high-‐productivity tools to assist with sustainable building design FloVent by Mentor Graphics Environmental simulation and analysis
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Table 17: BIM facility management tool description
BIM facility management tool EcoDomus Onuma System FM:Interact by FM:Systems YouBIM Archibus by Itannex and Procos Nederland BV
Function Facility management Facility management Facility management Facility management Facility management
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Appendix E
Interviews
Table 18: list of interview participants
Company and function Royal Friesland Campina process technologist Tebodin project manager Tebodin BIM coordinator Tebodin lead engineer structural Tebodin lead engineer utilities Tebodin lead engineer civil and architecture Tebodin lead engineer building services (HVAC) Tebodin lead engineer process GEA project manager Pieters Bouwtechniek project manager * Not used by the lead engineer but by its department
Software program Navisworks Navisworks Revit and Navisworks Revit* and Navisworks Plant 3D* and Navisworks Revit* and Navisworks Revit* and Navisworks Inventor* and Navisworks Navisworks Revit and Navisworks
Table 19: list of expert meeting participants
Company and function Tebodin Director Buildings West and partner of SMART engineering group Tebodin Director Projects West Revitopleidingen.nl Revit Expert Valstar Simonis Branch Director BAM Virtual Design and Construction Coordinator Table 20: relation between interview and research questions
Interview questions General questions • Job description, design software What does BIM mean and experience of not? Collaboration within the project • How do they perceive the collaboration within Tebodin and with project partners? Used software • Current skills and collaboration methods the software contains Integrated design/multidisciplinary design • Link between BIM, integrated design and this project Any changes noticed? • Efficiency, errors, etc. Future perspective • Satisfied, advantages, disadvantages, challenges, improvements and collaboration
Research questions 1 + 2 + 3 + 5 1 + 2 + 3 + 4 + 5
2 + 4 + 5
1 + 2 + 3 + 4 + 5
1 + 2 + 3 + 4 + 5 2 + 3 + 4 + 5
Research questions that will help to answer the main question: 1. What does a traditional design process in an engineering firm look like? 2. What does a BIM design process look like in an engineering company? 3. What are the potential benefits and disadvantages of implementing BIM in a design process of an engineering organization? 4. How does building information modelling influence the traditional design process these days and in the future? 5. What are the main challenges to fight while implementing BIM in the project context of an engineering organization?
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