For FM to benefit from the BIM revolution, it must get involved with the debate. It must contribute to the process. It must share its advice and experience of maintaining and operating buildings.

1. UNDERSTANDING THE FM CONTRIBUTION TO BIM?
USING THE RIBA PLAN OF WORKS AS A FRAMEWORK FOR GUIDANCE
Steve Owen – FM180
11

2. “There is too much focus on the capital expenditure and not the operational
expenditure.
Key to the success of BIM is the collaboration between interested parties, and not
the often-arcane discussions on data sets and technology protocols.
FM will only be the weakest link in the BIM-chain if it is not involved.”
Deborah Rowlands (2013)

3. If you want a building to be sustainable from design to
demolition, that looks beautiful, is well made and delivers
the operational service to its end users that it was
conceived to do, you must engage all stakeholders
throughout the process

4. Figure 1: Major participants in a BIM using structured information on a new construction project Source: BuildingSMART

5. Source - http://www.automatedbuildings.com/news/sep12/articles/fmsystems/120829122606fmsystems.html (2012)

6. • Get Involved
• Join the Debate
• Be heard
• Consider FM
• Invite FM
• Listen to FM
Architecture & Construction
Facilities Management
http://www.bimshowlive.co.uk/

7. The RIBA Digital Plan of Works

8. “TheRIBAPlanofWork2013:
 actsacrossthefullrangeofsectorsandprojectsizes
 providesstraightforwardmappingforallformsofprocurement
 integratessustainabledesignprocesses
 mapsBuildingInformationModelling(BIM)processes,and
 providesflexibilityin relationto(town)planningprocedures.”
(Source-RIBADigitalPlanofWorks2013)

9. www.ribaplanofwork.com
The process consists of:
 0 – Strategic Definition
 1 – Preparation and Brief
 2 – Concept Design
 3 – Developed Design
 4 – Technical Design
 5 – Construction
 6 – Handover and Close Out
 7 – In Use
The Task Bars or Themes are:
 1 – Core Objectives
 2 – Procurement
 3 – Programme
 4 – (Town) Planning
 5 – Key Support Tasks
 6 – Sustainability Checkpoints
 7 – Information Exchange
 8 – UK Government Information Exchange

11. Note: If you are starting this process, consider BIM from the outset. Starting
from a traditional footing and changing to BIM later would lead to problems.
Level 3 BIM is currently a
manual process! The goal is to
automate this after Level 2 has
been achieved in 2016

12. Level 1
Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Strategic Definition Preparation and Brief Concept Design Developed Design Technical Design Construction Handover and Close Out In Use
RIBA Plan of Works
1 – Core Objectives
2 – Procurement FM
3 – Programme FM FM
4 – (Town) Planning
5 – Key Support Tasks
6 – Sustainability Checkpoints FM
7 – Information Exchange FM/CAFM FM/CAFM
8 – UK Government Information Exchange
Access X X
Servicing X X
Inspection X X
Removal/Repair/Demolition X
Safety/User Experience X X
Level 0 Level 2 Level 3
Level 2 BIM Maturity Target 2016
BIM Maturity
Where FM currently sits?

13. At this stage, FM input should be from an advisory perspective. They should understand the business
case, be able to identify this within the wider strategic aim of the organisation (requesting the work) and
be able to offer advice to all parties on how this will affect:
 The existing building (if a refurbishment)
 The FM strategy in support of the wider business aims
 Sustainability
 The ability of the current FM operation to support the new addition and suggestions for addressing
those concerns
How can FM add value to the BIM process?

14. • Unless this is a new build, FM is most likely the custodian of the above information.
• On a new build, there will be a whole host of information learned by FM over years of building
operations that will be of value to the ‘conceptual’ team.
• Not all Facilities Managers are experienced project managers, designers or engineers however; there is
much experience of all aspects of planning within the Facilities Management sector.
• Sourcing people with this experience to advise and assist in planning will pay for itself quite quickly.
• This is also an appropriate time for some ‘what ifs’.
How can FM add value to the BIM process?

15. • Consider using FM at an advisory level, this is the FM’s bread and butter.
• FM here is beneficial but, not essential.
• Many of the discussions will relate to tables and calculations used as standard across the industries but,
the cautionary note here is ‘just because the book says it’s correct, doesn’t mean it’s the best solution’.
How can FM add value to the BIM process?

16. FM should be given the opportunity to review and provide an ‘FM Health check’.
This simply enables the operator’s perspective to be taken into account.
This is also a point where an information exchange takes place. It is therefore an ideal time for FM to
review information that may be required later i.e. during operation, and that it will support the needs of
the operator and, more importantly, the reports and measures provided to the building owner.
How can FM add value to the BIM process?

17. As above, this is another opportunity for an ‘FM Health check’.
Although this would now be more likely to involve looking at
compatibility and conflict between systems from an operator
point of view.
How can FM add value to the BIM process?

18. At present, apart from cases where an existing building is being refurbished, an FM presence is often not
considered or seen as a requirement until the handover period.
FM (even if a temporary/consultancy position) should start to manage the lifecycle of the building from
this point. There are a number of reasons for this:
 The FM has the whole lifecycle in mind rather than looking to the handover date.
 Most issues described as ‘snagging’ are in fact errors or faults that have either been missed during
clash detection or are not managed during construction.
 ‘Snagging’ can last up to 24months in some cases past the handover date. This can cause legal and
contractual issues out of all proportion to the actual issues.
 It costs more to rectify a problem once other elements of the program have been completed.
How can FM add value to the BIM process?

19. As this is traditionally where FM steps in, there should be no real changes. Hopefully, if FM is more
involved in the BIM process, this will be less like skydiving into a pond of alligators than it has in the past.
At least BIM involvement should provide us with an inflatable and a paddle!
An FM who has managed the building literally as it ‘comes out of the ground’ will have a much richer
understanding of it. The knowledge and experience gained during the construction phase will enable
much better understanding and ‘feel’ for the building. Couple this with an information system as part of
the fabric of the building and you are streets ahead of a traditional FM who receives a building cold.
How can FM add value to the BIM process?

20. “Stage 7 In Use is a new stage which includes Post-occupancy Evaluation and review of Project
Performance as well as new duties that can be undertaken during the In Use period of a building.”
Post Occupancy Evaluation has been a core task of FM in new buildings for many years.
The addition of this stage to the RIBA Plan of Works at least indicates that people are thinking that little bit
further than the hand over date and understand the need to confirm that the building provides the service
it was original designed and built to do.
How can FM add value to the BIM process?

22. Level 1
Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Strategic Definition Preparation and Brief Concept Design Developed Design Technical Design Construction Handover and Close Out In Use
RIBA Plan of Works
1 – Core Objectives FM FM FM
2 – Procurement FM FM FM FM FM FM FM FM
3 – Programme FM FM FM FM FM FM FM FM
4 – (Town) Planning FM FM FM FM FM
5 – Key Support Tasks
6 – Sustainability Checkpoints FM FM FM FM FM FM FM
7 – Information Exchange FM/CAFM FM/CAFM FM/CAFM FM/CAFM
8 – UK Government Information Exchange
Access X X X X X
Servicing X X X X X
Inspection X X X X
Removal/Repair/Demolition X X X X X
Safety/User Experience X X X X X X
Level 0 Level 2 Level 3
BIM Maturity
Level 2 BIM Maturity Target 2016
Tender for CAFM?
Where FM could be within the BIM process

23. BIM CASE STUDY:
BEREWOOD PRIMARY SCHOOL
HAMPSHIRE COUNTY COUNCIL PROPERTY SERVICES
Information kindly provided by Allister Lewis, Architect, Hampshire County Council

24. Modular designs allowing flexible arrangements, know costs & timescales, reduced waste etc

25. ‘Hard’ clash detection within design software

26. ‘Soft’ clash detection using the BIM model and FM experience

29. The next step? CAFM/BIM information integration

30. 0330 6600 180
#MainManager
@fm180ltd
@fm180steve
https://www.linkedin.com/company/fm180-ltd?trk=company_name
www.fm180.com
info@fm180.com
http://www.slideshare.net/SteveOwenMBACBIFM