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Episode 2:
Einführung in
BIM Abwicklungspläne
Agenda:
1. Warum einen BIM Abwicklungsplan (BAP)
?
2. Was gehört in einen BAP?
3. Das Team einbeziehen
4. Zustimmung erhalten
5. Den BAP fortschreiben
1. Warum einen BIM Abwicklungsplan
(BAP) ?2. Was gehört in einen BAP?
3. Das Team einbeziehen
4. Zustimmung erhalten
5. Den BAP fortschreiben
Was passiert ohne Plan?
Verwirrung
Beschuldigung
1
Warum?
Warum scheitern Projekte?1
Warum?
Wofür planen wir?
BIM
Ist für:
Marketing
Facility
Managemen
t
Analysen
MengenKollissionen
Simulationen
VR/AR/MR
Design
(Building Information
Modeling)
❏ Komplexes Design?
❏ Kollissionen?
❏ Einschränkungen Baustelle?
❏ Kostenbudget?
❏ Termine?
❏ Vorfertigung?
❏ Wartungsprobleme?
BIM bedeutet Risiken zu minimieren
Was sind Projektrisiken?
1
Super, ab sofort
IMMER BIM!!
Was sind die Vorgaben?
= gut, schnell UND billig
1
BIM Ausführung:
Alle Modelle in LOD 400 mit COBie Parametern
Anforderungen BIM Modelle
Man kann nicht alles haben!1
2. Was gehört in einen BAP?
3. Das Team einbeziehen
4. Zustimmung erhalten
5. Den BAP fortschreiben
1. Warum einen BIM Abwicklungsplan (BAP) ?
Was gehört in einen BAP?
Einführung
Projekt Informationen
BIM Anwendungen
Prozesse/ Abläufe
Standards
Technologien
BIM Pakete
Vertragliches
Matrix BIM Umfang
2
2 Der BAP enthält
EinführungProjektinformationen +
Risiken
Team Liste
Mission
CDE (Common Data Environment)/
Links
2
BIM Anwendungen
Prozesse/ Abläufe
Der BAP enthält
z.B.
Mengen-/
Kostenermittlung
4D Phasenplanung
Kollissionsprüfung
Übergabe FM
2
Standards Technologien
Der BAP enthält
2
BIM Pakete
Vertragliches
Der BAP enthält
2
BIM Umfang Matrix
Wer ist verantwortlich?
In
welchem
Umfang
?
Was sind die BIM Anwendungen?
Welche Information brauchen wir?
Der BAP enthält
Kollisionsprüfung
Streifenfundamente
Träger/ Stützen
Treppen
Lüftung
Sanitär Entwässerung
Übergabe BetriebAusschreibung Rohbau
3. Das Team einbeziehen
4. Zustimmung erhalten
5. Den BAP fortschreiben
1. Warum einen BIM Abwicklungsplan (BAP) ?
2. Was gehört in einen BAP?
Typischer Workflow3
!
3 Probleme
Große
Dokumente
Zu viele Seiten
Verwirrte Team
Oft sind die Vorgaben zu
unklar oder zu detailliert.
Zeitfresser
Erstellung, Änderungen,
Formatierungen,... benötigen
sehr viel Zeit.
!
Also, wie beziehen wir
das Team ein?
Zentrale Projektinfos3
Quick Links
Projektinformationen
Teaminfo/ Kontakte
Shortcuts
Einfach halten3
Prozesse
Standards
Abläufe
3 Team einbeziehen
Den BAP MIT dem Team erstellen
www.plannerly.com
JennyTom Lisa Mark
Videos nutzen3
“How to” Videos nutzen
Workflow Training
Ansprechender Content3
Flowcharts
Interaktive Modelle
4. Zustimmung erhalten
1. Warum ein BIM Abwicklungsplan (BAP) ?
2. Was gehört in einen BAP?
3. Das Team einbeziehen
5. Den BAP fortschreiben
“Flaschenhals”
Updates
Prüfung von Feedback,
Aktualisierung von
Feedback benötigt viel
Zeit.
Schwer
Feedback zu
erhalten
Es werden weitere Tools
benötigt um
Kommentierungen,
Feedback zu ermöglichen.
4 Warum ist es schwer Zustimmung zu erhalten?
Isolierte +
statische BAPs
Word doc oder pdf
(zusammengestellt von
einer Person - kein
Teamgedanke)
4 “Häppchenweise” Veröffentlichung
WIP> Teilen> Publizieren
4 Ständiger Feedback Kreislauf
Kommentierungen zentral
Versionen publizieren/ archivieren4
Live mit Versionierung
1. Warum ein BIM Abwicklungsplan (BAP) ?
2. Was gehört in einen BAP?
3. Das Team einbeziehen
4. Zustimmung erhalten
5. Den BAP fortschreiben
5 Böse
Verursacht
Verwirrung
Führt zu Missverständnissen
Führt zu Beschuldigungen
Erhöhtes Risiko
Mehrkosten
Kein “Lean” Workflow
5 Folgen
Fortlaufende Verbesserungen:
Vorlagen
für das
Format
Möglichst
jeden
einbeziehen
Zentral
Einfach zu
aktualisiere
n
5
5 Ihr Wettbewerbsvorteil
Nachhaltiges BIM Management:
Kontinuierliches Verbessern der Standards, Prozesse, Methoden und der Mitarbeiter.
Die Möglichkeit zukünftige Entscheidungen aufgrund vergangener Erfahrungen zu
treffen..
Zusammenfassung - BIM Abwicklungspläne
verbessern:
- Zuerst: Warum machen wir BIM?
- BIM Anwendungen planen
- Was muß in das Modell? - Umfang festlegen!
- Vorlagen mit ansprechendem Inhalt nutzen
- Ständiges Hinterfragen und Aktualisieren
Two Resources To Help Your Team With BIM:
Training videos: plannerly.com/demo
Your own BIM Management Masterclass:
plannerly.com/masterclass
1
2
Mehr: https://www.smartbim.de/plannerly
Episode 3:
Lean BiM
Management
Bei Fragen zu BIM + CAD:
christian@smartbim.de
www.smartbim.de

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Einführung in BIM Abwicklungspläne (Episode 02)

Hinweis der Redaktion

  1. Hey everyone, today we’re going to be talking about BIM execution planning (BEP’s). This is episode 2 in our webinar series on BIM management. (Click)
  2. Our agenda! Getting engaged, agreed and continuously improve the BEP process Why do we need a BEP? What to include in your BEP How to engage your team? How to get agreement How to continuously improve your BEP? How do you take the successful parts of one project and transfer them over to the next project? (Click)
  3. The first one we’re going to discuss is “why”? Why do we need a BIM execution plan? Not planning can cause a lot of confusion which then leads to blame; finger pointing… “it was his fault! It definitely wasn’t me!” That kind of thing happens with any task, so obviously, the risk is even greater with complex BIM projects with multiple teams. (Click)
  4. As we see here, these statistics are from PMI, the three main reasons why projects fail are: Poor communication Insufficient resource planning Unrealistic schedules These are all related to things we can plan for, so if we can have a plan in for these from the start, we have the opportunity to solve these issues before they become serious problems. (Click)
  5. So we looked into what we call “project maturity levels”, and what we find is that when we start with these ad hoc, no formal standards processes – where reporting is sporadic – is that there’s a lot of confusion. A lot of blame. What we’ve done is linked this to the lean philosophy of plan, do, check and act. (Click) The second level in the maturity process is being planned. There’s the beginnings of some type of operational standard, but it’s inconsistently managed. (Click) Then the third level – This is where you’ve got a plan, and you actually start doing it – you’re in the managed level. Organisational standards are in place, but they’re poorly followed. (Click) Then, level 4 is about integration of standards, methods and being efficient with our workflow, we start to have metrics in place, these allow us to check and understand the performance across a company. (Click) And then the final phase, when you start to have a continuous improvement cycle, is when you start to act on that. When you have sustained performance, where you evaluate your performance based on past performance so you can influence your future decisions. And this is our ultimate goal. Not just following our normal ad hoc, non-formal standard, and being able to really put something in place that can be continuously improved. (Click)
  6. Ok, that was some good project management speak but what are we actually planning? What are we planning for?
  7. Here are some examples of models that could be associated with those uses that would allow teams to eliminate a lot of that risk These are pretty typical examples of a project life cycle, starting with design, through to construction, coordination all the way to facilities. Figure out where you are in the process. Sometimes you’re coming in half-way through the design process or just getting into construction, so align those expectations with a client or team member right away and you’ll definitely start on the right foot. (Click)
  8. We can use BIM for a variety of tasks. but To reduce your risk you must align your BIM Uses For example using more detailed coordination with BIM for complex design projects Or if you have concerns on project cost you could chose to use the BIM to generate more accurate quantities, more quickly so that you stay informed of the impact of design updates Or if your facilities require more data to run them - make sure that the data can be more accurate and more useful by using the model Identify the main risks and use BIM to help eliminate these risks
  9. So, you can use BIM for lots of things, we might say, let’s use it for everything! Well, actually, that’s probably not the best strategy! A targeted approach is always the best.
  10. However along with the excitement of the opportunity to do BIM for so many reasons it can be confusing With soooo many potential benefits from BIM sometimes the process is set up for failure from the start! :( Here we see a contract from an owner with very poorly defined requirements Broad/undefined requirements like this do not help teams deliver the value expected Just having a request for LOD 400 and a BIM guy to deliver
  11. So you can’t have all three. I think most of you will recognise this sign. There’s three kinds of service: Good, Fast and Cheap. You can pick two of them. If you want good and cheap, it won’t be fast You can have fast and good, but it won’t be cheap, And if you want cheap and fast, but can’t have it good. (Click)
  12. We’ve established that we need a BIM execution plan to align expectations. Now let’s go through what needs to be included, in the plan. (Click)
  13. Here are some typical Categories for the types of content in your BIM Execution Plan - Maybe starting with an introduction of why we are doing BIM in the first place (on this project specifically), through the BIM Uses, processes to follow, standards to reference, tech to support, formats to deliver, terms to comply with and the scope for each participant
  14. A typical BIM execution plan will have anything from project information, the contact team list, even links to other web applications or just share where all of the other files or models are stored. (Click) We mentioned introductions, but they could be different for each and every project. Some project might need a very robust mission statement, and a definition of why we are even starting to adopt BIM. Some might be slightly further along, it might be more training related introductions. And others might be more detailed into the processes and understanding of how things will be delivered. (Click)
  15. And then we need to define what the BIM uses are. What’s the value that we’re trying to achieve with a 4D phase schedule, why are we doing that? Why are we cost estimating? Why are we getting these quantities? Let’s identify the customer, and the reason why they’re about to do it. There are many uses, like we mentioned a little while ago, but align with your team what your services are. What your possibilities are, as well. So aligning that with the client, will align those expectations on those BIM uses right away. (Click) And then what processes do you need in order to achieve those BIM uses. Is there a flow diagram that requires a step by step explanation about how you’re going to run a coordination workflow, for example? (Click)
  16. And then we look at standards. Are you following the standards like ISO 19,650? Are you looking to define the same terminology so that everyone is always on the same page? We highly recommend that you do that! What is an asset information model and how is that driven? What are the connections? How do you go through scoping that and finding out what informs it? Who are the parties that are involved and why? Believe me when I tell you that standardising your models helps so much because you’re combining them into one platform for coordination so the naming of the equipment, the piping, all the way down to the naming of the files is extremely helpful. So standardise your models and keep everyone on the same page so you know where to find things. (Click) On the technology side, how are you going to support that? Are you going to have interactive work-spaces? Are you going to recommend certain hardware, computers? Whether it’s iPad, or whatever. And then the software versions, so that everyone can stay in touch and it’s more a recommendation to align that than to mandate depending on how you’re working. (Click)
  17. And then deliverables - how do you define your information requirements and your handover, and essentially the format that you are looking for. We recommend open BIM standards and IFC as a file transfer. There are other requirements that people put into contracts, relevant information specific to the project, so like on the right hand side there, adding a signature block so we can actually get people’s contractual buy-in. And, We’ll talk more about other buy-ins later. (Click)
  18. On to probably the most important part of a BIM execution plan: Scope. You want to align what scope is required, who’s responsible, how much information is needed and again, why are we doing BIM? What are those BIM uses? Aligning a really clear scope plan can help everyone. (Click)
  19. Now that we’ve covered why you need a BIM execution plan, and what needs to be included. We can now focus on how you can get your team engaged. How do you get your team to start actively being part of that process? (Click)
  20. This is the common workflow however there are many challenges This is the common workflow. The workflow would be to create a file, potentially a pdf, email that to a team, try to collect feedback and we see a lot of challenges in that workflow. (Click) who even has the latest BEP (/who has agreed to it)?
  21. The result can be large documents
  22. So when you ask what happens to the BEP. Did you get that file I sent by email? No, I didn’t It’s really easy to ignore something that’s sent by email. And even if they admit that they did see it, often they’ll tell you they didn’t read it or understand it, or it was just too long. There’s a lot of excuses, so how do we engage them to actually look at it and understand the useful information that is in there? (Click)
  23. So how do we engage the team? (Click)
  24. Few tips: create a central hub. So as we mentioned earlier: project information, contact details, how do you get access to those files that everyone needs on that specific project? So rather than storing sets of links and everything in lots of different places, keep it all in one place. Make it easy for teams to find contact details for example and let them keep their contact details up to date, rather than you having to keep them up to date.
  25. visualise those standards and processes, making it a lot more attractive for people to get into. (Click)
  26. Engage your team. Being able to get that feedback. Create it together. If you create it together it feels less mandated and it feels more like a team effort (Click)
  27. Video Link: https://youtu.be/vj6LfRfbXHQ Use video content. It’s better than five pages of text that people aren’t going to read, and it saves paper!! We see a lot of successful teams creating one or two minute how-to videos. How to model something in Revit, how to coordinate something or use clash detection in Navisworks. One or two minute videos are so much clearer than having pages of instructions And people will actually watch it! (Click)
  28. <iframe width='853' height='480' src='https://my.matterport.com/show/?m=urwL1Q2NQCe' frameborder='0' allowfullscreen allow='vr'></iframe> Draw.io link: www.draw.io Use https://whimsical.com/ to create great process maps to embed into Plan sections Use video content. It’s better than five pages of text that people aren’t going to read, and it saves paper!! We see a lot of successful teams creating one or two minute how-to videos. How to model something in Revit, how to coordinate something or use clash detection in Navisworks. One or two minute videos are so much clearer than having pages of instructions And people will actually watch it! (Click)
  29. So we’ve talked about why we need a BIM execution plan, what to include in it, and how to get people engaged in it. But even if we have one with the right content, how do we get people to sign off on it? How do we get agreement? (Click)
  30. Some of the challenges that we see in attaining that agreement is that these documents usually start out being created in an isolated form. It’s difficult to get that buy-in because it’s a single file in a single place most of the time. And also the feedback. Once the document has been created, they send it to ten people. You have to wait to get the feedback, gather that feedback, update the content, and because it’s a large document. Because there’s so much to provide. It takes time, which creates a bottleneck, either when that feedback is received or when it gets shared again. (Click)
  31. So those are some of the challenges. The best results come from breaking it down into bite sized releases of information. Taking a section of a document and publishing it, or sharing it. Allowing a viewer to only see that section, and you can control the amount you want them to see. Then they can review the workflow of the document and be able to leave their thoughts and comments. Comments which relate precisely to that section, rather than trying to review & comment on the whole document. (Click)
  32. It becomes like leaving a comment on social media. You can just leave a sentence or two and leave that feedback and then get notified right away. So you know right away what the feedback is, and updates can be done in minutes and not days. (Click)
  33. To get agreement, we can’t just have a live document, because there’s a fear that it’s always going to be changing. But there are certain aspects that develop over time, which means that there are times when we benefit from having a live document, but also, being able to archive it as a PDF, and then share the link with others, this is a really important part of that workflow. (Click)
  34. So we’ve talking about why, what to include, how to include your team and how to get agreement from everyone on the team. So now let’s talk about how to continuously improve it. (Click)
  35. Let’s just copy it from the last project. That would be evil! But it’s the fastest way! Duplicating a file can seem the easiest way to get to a starting point, and we completely understand that, (Click)
  36. but usually what that does – and this is a list of just a few of those challenges, copy and paste being one of them – copy and paste can carry those unrealistic expectations into another project. Potentially copying and pasting will cause a lot of problems down the line if it’s not selective and if it isn’t done in a controlled way. If you just copy everything over from the previous project, you then need to go through everything and decide what is relevant and what isn’t. That is a whole lot of work (Click)
  37. And that’s just a few challenges But the implications of those challenges. It’s not lean. We’ve talked about implementing bite-sized workflows to be able to be lean, but those unlean workflows that create bottlenecks, create misunderstandings, that create confusion and blame and finger pointing. There’s a lot of liability and a lot of risk in that workflow (Click)
  38. Here’s a few tips: Figure out what is the general information that you use from project to project. What’s consistent on every project? If you make those templates, you’ll save time at the start of each plan, and you can focus on adding only the project specific information Involving your team. If someone in your team isn’t happy with something, listen. What is it that would make their workflow more efficient? Not just mandating a certain workflow because you read about it somewhere. Figure out what’s right for your company. Gather all of that information. You might use multiple platforms and file types, but putting all of that in a single location is really helpful for streamlining and keeping all the teams updated. So those of you who are big companies with multiple offices, you want to have that one template that you can go to and update. For each project type, or each region, or both. Managing those templates and getting buy-in from everyone, but keeping them in a single place so they can continuously improve and making them easy to update. (Click) 1. The document (BEP) is usually static: Usually created by one person Mostly copied + pasted from previous projects 2. No one reads the BEP: Usually one large text document that references other external standards Processes are unclear and not aligned for the project needs 3. Agreement from all stakeholders: Processes and standards naturally evolve throughout the project (and that’s ok) Multiple teams need quick access to reference or update The cycle of gathering comments, updating and re-sending the whole document seems never ending
  39. And finally, you create your competitive advantage, you reach level 5, sustained performance for the future by evaluating your past performance and learning the lessons to help you achieve success!
  40. So in conclusion, we have just shared a few insights into to improving the BIM execution planning workflow. The first one was really understanding why we’re doing BIM in the first place. Really understanding what those BIM uses are. That’s going to help you tie your BIM uses. Once you’ve identified the why, you then share, not just for yourself, but for everyone involved why we’re doing BIM in the first place. And that’s going to lead you into a perfect scope - a lean scope. Everyone is aware of why they’re modelling to a certain level of geometry or why they’re adding that information. There’s fewer questions and more efficient. And again, create your templates, so you can save time when you start a new project. Remember, it’s easier than having to update your new project with a template rather than copying and pasting. Also adding in that rich content, those flowcharts or videos. Making it easier to engage people and get their buy in. Make sure your templates are always accessible and easy to update so your team can keep feeding back and continually improving.
  41. Your tasks: watch the “Basics” videos and let us know when you would like to schedule your SmartLeanBIM® Masterclass!
  42. Next up! Contracting for the right BIM!
  43. In conclusion… So in conclusion, to improve BIM management, we must: Make sure all teams are in agreement on the plan Create a lean scope - A very lean scope can really help you accomplish your BIM execution plan. sequencing and scheduling so that you’re actually making sure that the sequence is lean and efficient and we’re not creating more rework when we add things too early to the model. Also, as a team, managing the tracking-and-controlling, making sure that nothing is missed, so trying to consolidate tools and systems so that we can adhere to those requirements as we manage the process And then, verifying that the model is ready for its BIM use, whether it’s for a cost estimation, co-ordination, or whatever. making sure that you really are confident in that model