CROSS-WHITEHALL SUSTAINABILITY PRACTITIONERS FORUM ADDRESSING THE BENEFITS OF BIM - SPONSORED BY FORGE TRACK LTD We kick-started the series with a webinar for the Cross-Whitehall Sustainability Practitioners Forum. These webinars will provide the practitioners with the latest information, knowledge and policy announcements on a range of sustainability issues and was decided to launch this series by addressing BIM. BIM is a new requirement for government which Sustainability Practitioners will need to be aware of and one that will help Departments in the achievement of the mainstreaming commitments outlined below. The Green Government Commitments require transparency and, in addition to the above requirements, must address the following areas: climate change adaptation; biodiversity and natural environment; procurement of food and catering services; sustainable construction; and staff wellbeing and quality of life. The Government Construction Strategy published May 2011, set out the framework for a range of workstreams, all of which have the ultimate aim of reducing the cost of government construction projects by 15-20 per cent by the end of the current Parliament. The BIM task group are supporting and helping deliver the objectives of this strategy and the requirement to strengthen the public sector's capability in BIM implementation with the aim that all central government departments will be adopting, as a minimum, collaborative level 2 BIM 2016. This webinar examined how BIM can support central government departments in their achievement of collaborative level 2 Bim by 2016 and highlight the great work already taking place within this field.

1. Introduction and welcome
Keith Snook
Information Systems Development
Manager
BRE

2. Building Information Modelling (BIM)
Task Group Update
Richard Lane
Departmental Support & Training Development
25 September 2013

3. Background
• Lack of Clear Communication of Client Needs
• Incorrect Assumptions or Miscommunication within
the Supply Chain
• Rework / Recreation of Data
• Inability for Project Participants to ‘Speak the Same
Language’
• Poor or No Information Management
• Limited Reuse or Standardisation
35%

4. Background
Government Construction Strategy
Mandatory requirement for Level 2
BIM
“15-20% cost and carbon reduction
on all centrally procured government
construction projects within the
current parliament”

5. What is BIM?
• “A collection of value-creating best
practices, underpinned by a culture of
collaboration and the exchange of
structured asset data”
Building Information Modelling

6. What is BIM?
Building a consistent, collaborative industry, with
clear and open communication
Information of high-quality is procured to
support business outcomes
Modelling the design increases efficiency,
enabling simulation & analysis

7. What is BIM?
“A whole-estate, whole-life approach”

8. Thanks
For more information
www.bimtaskgroup.org
@BIMgcs
richard@creonova.co.uk
@richardlane

9. 24 September 2013
BIM in the MoJ
Bill Davis
Ministry of Justice

10. Who are we?
• One of the largest government departments
• Employ around 76,000 people
• Annual budget of approximately £8 billion
• Around 500 courts and tribunals, and 133 prisons in England and Wales
– overall, nearly 2,000 properties of widely varying size and complexity

11. Why us?
Government target is for level 2 BIM
implementation on all Government
projects by 2016.
New MOJ Strategic Alliance Framework
was tendered in early 2012. It is for a
period of up to 6 years. So we needed to
include BIM in the tender exercise.
Our target is to have all projects at level 2
by summer 2013.

12. Benefits
Based on:
• Palace Exchange, Enfield
• Festival Place, Basingstoke
• Endeavour House, Stansted
• Terminal 5, Heathrow
• Portcullis House, London
• St. Bart’s Hospital, London
From: Government Construction Client Group
Building Information Modelling (BIM) Working Party Strategy Paper
March 2011
CookhamWood

13. Initial
Design
Tender Design &
Construct
Operate
Full
None
Knowledge
1st FM
Provider
Time
BIM
Traditional
2nd FM
Provider
3rd FM
Provider
Life Cycle Phase
BIM
Traditional
Keeping the information alive

14. What have we done?

15. What data do we need?
Key decision points Data drop points
• Drop 1 – Initial project data to inform Outline Business Case (OBC) submission.
• Drop 2a – lnitial project proposals based on preferred option from OBC to form
tender brief
• Drop 2b – Tenderer’s initial project proposals.
• Drop 3 – Selected constructor’s developed project proposals to agree the
contract maximum price (AMP) and to inform Full Business Case (FBC) when
required.
• Drop 4 – Practical completion (Certificate A) information.
• Drop 5 – Post occupancy validation.

16. Lessons
learned &
POE feed
back into
Standards
Committee
BIM – MOJ Value Model
Current standards are
modelled / depicted as
standard components
Cell Office Classroom Roof
Elements arranged to produce required product. QA is inbuilt as required standards are embedded and
automatically report non compliance. Virtual construction results in fewer mistakes and less waste
Appointed Constructor works up
Developed Project Proposals in open
book environment and submits Agreed
Maximum Price
Standard components
build up required
output for drop 2A
tender package
Delivery Benchmarking
(more product for our money)
MoJ Standard Component Library
Tenderers
prepare drop 2B
tender
More timely
handover
information
Escort costs
Client fees, design only
Client fees
Client risk
Profit, supply chain
Overhead, supply chain
Profit, main
Overhead, main
Prelims, C
Prelims, B
Prelims, A
Design development contingency
Constructor fees
Constructor risk
Non-productive
Product

17. Cookham Wood
• Provision of 179 room accommodation unit for the Youth Justice Board
together with an associated education facility at Cookham Wood
Young Offender Institution in Rochester, Kent.
• Approximate out-turn value of £20million
• Designers model and COBie 2a drop issued with tender package.
• Tenderers had to return a developed model, 2D cuts and COBie drop
2b.
• Constructor appointed: Interserve
• Commencement Agreement signed 19/10/12, Start on site November
2012

18. Cookham Wood

19. Cookham Wood

20. Drop 4 Pilot
HMP Oakwood (New Energy Centre only)
Some modelling done during construction, but full model now developed
and back populated with drop 4 data. From this we will extract a COBie
file. This will be used to develop how we get the information into our
CAFM and Asset Management systems.
Together with work that is being done on the Cookham Wood project
and on our handover procedures in general, this will inform what
information we need (and in what format) for the drop 4 for all future
projects.

21. Moving toward business as usual
HMP Winchester - New build kitchen
HMP Leeds - Improved reception facilities
HMP The Mount - New houseblock & kitchen and some refurbishment
works
HMP Durham – New healthcare
Other BIM projects now coming on line:

22. Refurbishments

23. What’s in it for us?
BIM
Component
Standardisation
Reduced
Cost
Build
off-site
Better &
timely handover
information
Better
stakeholder
involvement
through early 3D
visualisation
Stakeholder
feedback
Less
re-work
Virtual
constructionBetter design co-
ordination
Better
programming Better
cost
data
Carbon reduction
Clash
detection
Performance
modelling
Better
productivity
Compliance
checking
Improved
H&S

24. Lessons learned so far
A lessons learned (so far) document is available at www.bimtaskgroup.org
The following are some of the major findings:
• You have to fully understand your own processes and what information you need at each stage.
• There is great benefit to be had from using the model for early stakeholder engagement.
• IT security may be an issue. It certainly was, and continues to be, for MOJ.
• If you issue a model for tender purposes you need to decide what you expect your tenderers to do with it – and
make sure they know!
• The Contractors need to manage the tender process differently, and use different resources. They need more
forward planning and adherence to dates. A six week tender period was seen to be too short.
• Contractors are keen to engage
• BIM will change the way you operate your projects and you have to put appropriate systems and training in place.
• Although there seems to be a lot of experience of BIM amongst
Contractors, there is very little experience of COBie.

25. What do we need?
In the short term:
• Better interoperability between software packages including ‘no data loss’ IFC files from
native model(s) and seamless transfer of models from one software package to another.
• Better COBie data extraction tools.
• COBie data interrogation/analysis tools.
In the longer term:
• Seamless transfer from model to CAFM software or perhaps the model becoming the
CAFM tool - a ‘through life’ BIM package!
• More cost effective ways of getting models of our existing estate.

26. Thank you.

27. Alan Windley BSc
Nomitech
(on behalf of ForgeTrack Ltd)
07812 771860
alan@nomitech.eu
“Achieving BIM Level 2 - Estimating, 4D, 5D
& Value Engineering”

28. A LITTLE REMINDER
Level 2 BIM
A managed 3D environment held in separate
discipline 'BIM' tools with data attached. Commercial
data will be managed by enterprise resource
planning software and integrated by proprietary
interfaces or bespoke middleware. This level of BIM
may utilise 4D construction sequencing and 5D cost
information. The Government’s BIM Strategy Paper
calls for the industry to achieve Level 2 BIM by 2016.
Sounds scary!!

29. DISPELLING MYTHS
• It is another fad
• It does not affect me
• Its just for Architects
• Its just CAD on steroids
• Its CAD with 3D
• Just to look pretty
• It is only for buildings
• The Architect doesn’t put all the information in
• It is no use to owners/clients
• It is no use to contractors
• It is no use for FM
• It is none of the above!

30. FROM BIM TO BILL TO BID TO BUILD
Early Phase / Feasibility
Utilise outline or incomplete
models
Standard Method Bills With
Associated Prices
Associate Costs & Descriptions
– Multiple Formats
Combining Parametric
Assemblies With Models
Value Engineering,
optimisation
Multiple Models
Different BIM Authoring Tools - IFC
Project Planning & Risk
Synchronised Integration with
Project Planning & Risk Analysis
Not just for buildingsInfrastructure Projects
Design Cost Schedule

31. From an early stage Model to
CostOS (5D) To Primavera Project
Planning To Synchro (4D)
Highlighting Transparency,
Synchronisation & Collaboration

32. Not just for buildings

33. The model, provided by the Architect, is loaded into the
estimating solution.
Cost data, (local, historical,
commercial) is associated with
each model element. In this
case, BCIS cost data.

34. If, as you would expect in the early stages of a project, if not much detail
regarding specification is available, then value options can be explored by
associating parametric cost assemblies.

35. A fully measured and costed estimate/cost plan is produced directly
from the model, and in this example, classified (WBS) in a simple
BCIS, industry standard elemental structure.
The relationship is maintained between the model entity and cost
and clearly visualised.

36. The estimate or cost plan in more detail, including productivities.
The information can be grouped by any of the traditional industry
standard formats eg, BCIS Elements, SMM7, NRM (New Rules Of
Measurement)

37. The estimate is then synchronised with the project planning solution
to create the initial project plan, fully cost loaded

38. The initial project plan now created directly from the estimate.

39. The project plan is then then synchronised with the construction
sequencing solution. Once here the schedule was linked to the model
and hence by ‘sliding’ the red vertical dotted timeline, you will next
see the model being built in line with the schedule and also the
‘Earned Value’ at each construction stage.

40. We have now started to collaborate 4 important aspects ie, the
design, the cost, the schedule and the construction sequence which
all started from an early stage (feasibility) design.

41. We can now visualise the potential sequence of construction and
make any required adjustments. In other words, ‘virtually’ constructing
the project now rather than making costly and wasteful mistakes
onsite.
In other words ‘will the project work?’

42. Any required adjustments are made and then simply synchronised back
to the project plan.

43. And in turn, synchronised back to the estimate so that any effect on
cost can be clearly highlighted and hence ultimately delivering the
most cost effective project.
Reduce waste – Reduce Cost – Create Transparency - Collaborate

44. Finally… the estimate, produced from a model, synchronised
with the plan and the construction sequence can be
synchronised with Risk Management solutions such as Crystal Ball
to run Monte Carlo simulation techniques.
Reducing and mitigating risk! In the example shown, a very high
value Oil & Gas project.

45. Case Study – The Ionion Highway

46. • The Ionion Highway and E65 were 2 major build and operate initiatives,
operating under a Public Private Partnership (around 2,700 miles long)
• Total budget 3 Billion Euros
• Winning consortium ‘Nea Odos’ to build, operate and receive tolls for
30 years
• The consortium invested 1.15 Billion euros into the programme.
• The principles, practices and knowledge used on the Ionion Highway
then used to support the E65 programme bid.
The Project

47. • Nomitech CostOS was chosen to undertake the cost estimating of all
the bridges and culverts for both highways
• Smart assemblies/cost models developed to model the different types
of bridges to be used.
The Concept

48. • Engineering optimized by modifying bridge cost assemblies
• Options quickly assessed
• Budgets producing in in double quick time
• Accurate budgets produced from typical first principles
The budgets were synchronised with the Project
plan!
What Happened?

49. •Large European banks funding
•Accurate & realistic schedule and cashflow demanded
•CostOS integrated with planning solution
Problem!
•2 major bridges on the critical path were causing delays
•Concerns raised
•Purchase another bridge?
Why The Importance?

50. • Design options were evaluated early – from a cost and a scheduling
viewpoint
• Informed decisions made
• On closer analysis, by collaborating design, cost and schedule, the
total cost was far less than the original 60 days delay would have
caused!
• All knowledge retained for the subsequent E65 project.
Let the Tolls begin! ££££
The Result!

51. BIM – Bringing the whole professional team
together – collaborating from the earliest
concept stage to final completion and
complete life cycle.
Reduce waste – Reduce Cost – Create
Transparency - Collaborate
It’s not that scary - really
In conclusion….

52. Thanks & Acknowledgements
Information and tools used during this webinar
CostOS Bim-enabled Estimating – Nomitech Ltd
Cost Data - BCIS
Synchro 4D Sequencing – Synchro
Oracle Primavera P6 – ForgeTrack Ltd
Oracle Crystal Ball Risk Management – Oracle
Model designed and provided by – Metz Architects
Integrated Process Facilitated by - Fulcro Ltd
Project courtesy of – Dudley College