Perspective Type: Technology & Innovation

In the beginning of 2019, the Robert Bird Group (RBG) embarked on an ambitious journey within our Engineering and Technology (E&T) Platform. The aim was to increase the uptake of engineering and technological initiatives and upskill our staff within the confines of our core business, which is engineering. Building Information Modelling (BIM) as part of E&T was nurtured, but it was mostly only known to industry leaders.

Within the BIM circle, I was recently referred to as the visualisation guy twice in a span of two days when trying to address specific BIM-related queries. In reality, I am one of the visualisation guys but at that particular moment, I was acting as a BIM technical support staff. In a way, that reference is a curious by-product of the current state of industry we are in – equipped with little or no understanding on the terminology of BIM. It also reminded me of a conversation I had several years ago when I was asked if I could ‘do’ BIM, or in other words if it was something doable? These questions on BIM prompted me to at least try and settle the burning question – what the heck is BIM anyway?

 CAD and Its Early Days

Computer Aided-Design or CAD has been around since the 1960s with the progression of manual drafting to the utilisation of CAD as a drafting tool. The benefits of CAD and the ability to perform engineering analyses, without a doubt, had the biggest impact on the architecture, engineering and the construction industry.

CAD was revolutionary. It gave designers a new dynamic of robust and fluid software to produce drawings and perform complex analyses on projects which became increasingly multi-faceted. It was also extremely easy to understand and define.

Then along came BIM, and with-it confusion. Is it CAD? Is it more than CAD? How can something be more than CAD, seeing that it is also computer-based and similarly producing engineering analyses with drafting capabilities?

BIM quickly became the buzz word and for the first 10 years it was known, hardly applied but always discussed within the industry. BIM became the cool uncle.

Needless to say, reality sets in. It was not the elixir which everyone expected. The transition from CAD to BIM became a concern financially, and the return of investment matrix did not seem to add up and skilled resources were few and far between. Naysayers sat on the fence, the believers soldiered on.

Gradually, the investment on BIM did pay off and everything made more sense. The excitement returned and for a while, it looked like BIM was finally working, albeit on a concentrated level. Meanwhile the understanding of BIM stagnated, but the project procurement wheel kept on spinning.

Something was still amiss. A glitch in the Matrix, maybe? The question of ‘Do we do BIM?’ was still bothering me.

It made me think about my reference as the visualisation guy, and realised that the lay person might not necessary understand BIM. I need to do better in explaining BIM, and to do so, it requires a re-evaluation of my understanding of BIM. I realised I was trapped in Hodor’s Bootstrap Paradox – the infinite cause-effect loop.

So, What Actually is BIM?

I have encountered various definitions from, “it is a concept of working collaboratively”, to “it is not a software but a process”.

One of the main misunderstandings is that BIM relates to buildings. The word “building” from BIM is a verb. It is an all-encompassing undertaking to build an information rich computer model which becomes the digital twin of the actual infrastructure. Putting this simply – CAD on steroids.

To achieve this requires a complex and intertwined concoction of processes, workflows, software, hardware and skills. It is not achieved by a single individual but rather as a collective endeavour.

Think about BIM as a collapsed star spewing information and data with CAD at its core. It utilises the four stages of development and is in constant and perpetual motion – Synchronicity – Process – Application – Mining. I know, it is spelled SPAM. This means BIM is SPAM…in a funny way.

Synchronicity

BIM begins with the utilisation of computer aided-software to create one or multiple 3-dimensional computer model. This assortment of software requires interoperability capabilities to enable a collaborative and synchronised working environment. It also entails coordinated information flowing from one software vessel to another, and concurrently retaining its 3-dimensional geometry. With the 3-dimensional model(s) created, BIM requires a process to guide design consultants throughout the project stages.

Process

The processes usually include submissions of partially constructed 3-dimensional computer model(s), quality control and review, engineering and sustainability analyses, etc. These are one of the many processes required during the lifecycle of the project. The 3Ws tool (Who’s Doing What & Where) is used to identify these processes and provide a practical component of information management, project coordination and gap analysis assessment. It demonstrates how workflow is constructed, how data is stored and how the associated model elements are checked and used.  Subsequently BIM is then applied to harness this data information.

Application

Through the application of BIM, we understand the challenges prior to construction, and also predict the time required for a facility to complete. We can accurately estimate the cost and know how much material is required for a facility. Building contractors mine and utilise these data for a variety of reasons – ranging from fast-tracking of projects to pre-empting of construction issues.

Mining

Mining BIM data provides immediate information ranging from cost comparison, understanding of project programme, managing building code compliance, constructability, risk mitigation and much more. Nevertheless, the GIGO (Garbage-In-Garbage-Out) principle still applies to BIM and therein lies the fundamental principles of BIM which are attention, commitment and consistency. These three principles are crucial for the success of producing a BIM 3-dimensional model and with it an Information model.

In conclusion, this is also my call to arms for BIM. BIM is ever-changing and ever-evolving. As the Internet of Things encroaches this space, BIM itself will morph from being a CAD on Steroids to becoming an integral part of machine learning through Artificial Intelligence. It is the future and it is now.

Revisiting the question of do we ‘do’ BIM?

My answer to that is: “More than ever.”

** End**

Connect with Us

Ken Lee

Email: Ken.Lee@robertbird.com.au

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about the Workplace of the Future, Singapore’s Logistics, and Aviation Planning in Singapore.

Flowing and Taking Form, Digitally

Universally, the Water Sector has embarked on a journey towards digital transformation, in tandem with the technology shifts happening in other infrastructure industries. Smart technology has crept into our lives, in ways we do our work as designers, and how various infrastructure owners operate and maintain their assets.

It is an exciting time for our industry, and it is interesting figuring out which side of the fence we are sitting on. We need to ask ourselves; do we want to miss the opportunities presented by new technologies, or do we want to be an early adopter?

The key to success is being aware, adaptable and be ready to take on change.

Not only must we be open to the digital innovation wave that is presented to us, we must also be ready to select the technologies we want to champion and apply early. In doing so, our clients can capitalise on these advances.

A large part of SMEC’s business derive from setting foot in the early adopters’ camp. We take on proven technologies and processes as they become available to us, and partner with companies to drive new opportunities. Some of the real value is making technologies available, and tailoring them to our clients’ specific needs.

Novel Ways to Capture and Interpret Data

Remote data capture is already embedded within the engineering community across the board and particularly within the hydropower, dams and water sector.

We move across various spectrums of technology – from aerial photography, to drones, LIDAR, 3D scanning and multiple forms of remote capture that acquire a broad data scope. The team focuses on cross-examining the data, and importantly, aims to capitalise the depth and richness of the data in different ways. A great example of this is how we manage both the collection and interpretation of data from drones.

While we are accustomed to using drones for project images and videos, our requirements have also advanced at a rapid pace.  Often, there is significant cost and time involved, and limitations on how much data a person can collect within a certain amount of time. Now we are starting to use drones in confined spaces, inside a reservoir, pipeline, manholes, pits and places which potentially pose danger to people.

The role of the engineer has also shifted in how he uses technology in a much more interactive and effective way, to increase the quality of data captured – including real time capabilities.

Back in the office, we use smart automation to connect multiple data sources and analyse the results. The data interpretation is complex and operators still require a solid technical background to understand how to analyse the data.

Driving Innovation Through BIG Data Analytics

It is possible to capture large data sets from clients over several years of asset monitoring. We utilise unguided analytics – find patterns in the data without any technical preconceptions – to extract valuable insights, and then leverage on our technical experience to understand and apply those patterns.

This is a process which has been applied recently with Queensland Urban Utilities (QUU), one of the largest water distributor-retailers in Australia – supplying drinking water, recycled water and sewerage services to a population of more than 1.4 million in South East Queensland. The SMEC team did some unguided analytics on the work order history of sewage pump station assets (such as requests for repairs, replacement and other works) as part of the “Enhanced Condition Assessment Programme”. The analytic plots revealed patterns and trends in the dataset which allowed QUU to make informed decisions on how to prioritise their maintenance efforts, future budgets and reduce the operational risk of assets (i.e. assets which are causing the most outages/disruptions, and then targeting them for future maintenance strategies). We were able to pull trends from the data results and confidently engage QUU with data driven recommendations to improve maintenance operations across their asset portfolio.

Championing VR/AR

The SMEC team also recently completed a 3D scanning project in the galleries of a wastewater treatment plant for South Australia Water. This project involved areas which were difficult to access by conventional means. The team produced a 3D model of the galleries which was used as an important resource for the design of key remediation works.

In addition to producing the 3D design, SMEC has championed virtual and augmented reality (VR/AR) in the built environment. Other civil engineering and water infrastructure projects include the iconic Snowy 2.0 project, a proposed pumped-hydro expansion of the Snowy Mountains (New South Wales) Scheme which will supercharge its existing hydro-electric generation and large-scale storage capabilities. Here, we utilised VR construction visualisation. Additionally, we have transformed the design into an animated construction sequence where we can see how the project will actually be constructed.

Technology’s Role in Water Security

A recent online article in Create magazine (https://www.createdigital.org.au/magazines/australias-water-security-issues-engineering/) written by my SMEC colleague, Jonathan Kent, outlines how Australia is increasingly adopting dams and engineered water storage. He described how other more high-tech and expensive technologies such as desalination have been installed to provide increased water security to major urban areas. I agree that providing water security to the driest and most in-need areas is the most challenging issue to overcome, especially when urbanisation of major coastal centres continues.

The SMEC team is providing expertise to address the issue, and we are working with Water New South Wales (NSW) on the implementation of the Wentworth to Broken Hill Water Supply Project, which will provide greater water security to regional NSW.

Leading Innovation Across Other Areas of Specialties

To keep up with challenging external environments, our clients and partners are increasingly placing high values on innovation. SMEC has entrenched this culture of innovation with an Innovation Grants Programme, which provides employees an opportunity to pitch and refine their ideas for innovation, and a chance to secure funding to develop their ideas.

Our commitment to smart technologies within the water sector aligns with our broader interest in renewables and sustainability. Our designs positively impact the built environment and help to shape a better future for all.

SMEC was also the Design Lead on the Sydney Metro Northwest surface and viaduct civil works (SMNW-SVC) project, which has been consistently recognised for innovation and sustainability. In 2015, the project won a Leading Design IS rating from the Infrastructure Sustainability Council of Australia for the most environment-friendly project design. In 2017, the project was recognised as a “Leading” As-Built IS rating – the highest possible score for sustainability. And in 2018, the project clinched “Project of the Year” and “Global Best Rail Project” from Engineering News-Record (ENR), which described its design as ‘elegant, innovative and sustainable’.

This article was first published in Infocus, SMEC’s digital platform (http://www.smec.com/infocus/expertise/powering-the-water-sector-using-smart-technology/)

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Aviation Planning in Singapore, Infrastructure & Connectivity, and Facilities Management.

The Business of the Future

It’s an exciting time to be in the world. Humankind is dipping its toe into an expanding ocean of transformative technological innovation. The popular media is full of headlines claiming that technological innovations in medicine, transportation, finance, manufacturing and service industries are about to transform our lives. Social media is full of melodrama on Artificial Intelligence and how our world is about to change. Futurists like Gerd Leonhard warn us that we must embrace this challenge now, and not bury our heads in the sand or risk becoming a short biological prelude to a machine intelligence explosion.

But this article isn’t about predicting the future, it’s about looking hard enough and being brave enough to take action. We can all look back at predictions of the future made decades ago and laugh at their naivety, however any such disappointing points of reference simply divert attention from the fact that the accelerating rate of technological development will impact all our lives in the near future.

If you were working as a salesman in the automotive industry, a taxi driver, or even as an insurance or legal professional, would you have known 10 years ago that machine learning, coupled with advancements in scanning technology, would not only render drivers irrelevant but literally transform our paradigm for personal transportation? Probably not. In the coming years, a similar story will unfold in finance, law, service industries and many other professions.

Business leaders across the globe are now spending more and more time looking into the future. Artificial intelligence, additive manufacturing, nanotechnology and robotics are poised to penetrate and transform our industries, and business leaders want to be ahead of the curve. Futurism is now big business and business is taking it very seriously indeed.

Getting Left Behind

But what about the construction industry? Of all humankind’s industries, it is surely the most fundamental; fulfilling our basic physiological and safety needs described in Maslow’s Hierachy of Needs. Indeed, the Institution of Civil Engineers defines civil engineering in its Royal Charter as;

…the art of directing the great sources of power in Nature for the use and convenience of man…

Indeed, what other professions could claim such a grandiose role in society? Looking beyond the many great monuments across the world representing milestones in mankind’s historical ability to direct “the great sources of power in nature” such as the Pyramids of Giza, The Great Wall of China, The Empire State Building and the Panama Canal, the history of the built environment is littered with other lesser known but transformative technological milestones; Iron Bridge (1781, the first iron bridge), Ditherington Flax Mill (1796, the first iron framed building) and Alvord Lake Bridge (1889, the first reinforced concrete bridge) to name just a few.

The truth is these technological milestones have defined our paradigm for construction in the last few centuries. Our understanding of these traditional materials, and our ability to squeeze out ever increasing performance from them has continued to refine and improve the efficiency of the paradigm, but nevertheless the fundamental methods of construction, and the materials used to create our modern built environment, have remained exactly the same as they were.

Let’s take reinforced concrete for example. Ernest Ransome’s Alvord Bridge used deformed (twisted) reinforcement, placed by hand, and bonded to concrete poured into a shape predefined by temporary formwork. This process used in 1889 will seem familiar to many construction professionals today because it has fundamentally remained unchanged.

At this point I may hear protests from the industry, claiming a multitude of developments in the last few decades – concrete additive technology, prefabrication, modular construction, high strength steel and concrete to name a few. These are improvements sure enough, but they are no more than incremental changes, or slightly different applications of old technologies.

A similar story is apparent when we look at design. Computers have certainly improved our efficiency in performing calculations, and in some instances have helped us to perform calculations that were not possible before, however the fundamental paradigm for design remains largely unchanged.

Concept designs are based on the often tacit experience of individuals – feeding into a collaborative, iterative process to arise at a solution which is usually measured and compared using a combination of intuition and qualitative judgement. In general terms, as a project moves through the design stages the process becomes less creative, increasingly linear, more constrained by standards and more numerically driven. Despite the computing power that can be brought to bear using a standard desktop PC, the process remains relatively disjointed, slow and typically results in a compromised, imperfect outcome.

In terms of design communication, the use of Building Information Modelling (BIM) has improved our ability to visualise, measure and coordinate in three-dimensions, however the industry still insists, through fear and/or habit, on delivering 2D drawings – essentially the same format used to document designs several centuries ago.

There have been attempts in the construction industry to provide a vision of the future. A 2050 plan was recently announced by a major contractor which predicted the use of drones for surveying, Augmented Reality goggles for construction visualisation, exoskeletons for site workers and autonomous vehicles for delivery and movement of materials. When you consider that this represents a vision of construction in 33 years’ time (greater than the average age of many organisation’s employees), but is wholly based on current (or near-future) technology and relies entirely on current construction paradigms, it seems relatively short-sighted when compared with the blue-sky vision and ambition of other industries.

That’s not to say there aren’t innovation forums and platforms in the industry (i3P for example), all of which are welcomed, but I fear none really ask truly challenging questions of the industry or are brave enough to look far enough outside the box.

All of which reminds me of one of Henry Ford’s supposed quotations;

“If I had asked people what they wanted, they would have said faster horses”

Although it is quite possible he never actually said these words, they certainly ring true for the construction industry – replace the words ‘faster horses’ with ‘stronger concrete’, ‘better drawings’ or ‘more accurate surveys’ and you will see the parallels. The industry has spent the last couple of centuries trying to perfect faster horses.

So (staying with the equine analogies), while other industries have been seen accelerating technological change transform their horses into rocket-propelled drag bikes, the construction industry appears to be happy with its old lumbering nag, brushing its tail and giving it a pretty rosette from time to time when it learns a new trick.

Why is this? Where is the new paradigm for construction? What makes the construction industry different from other industries where innovation, forward thinking and technological advancements are embraced quickly with rapid rewards?

Industrial Lock-in

In Jaron Lanier’s book ‘You are not a Gadget’, he explains the concept of lock-in as it applies specifically to programming and the design of computational systems. The concept is that it can often be difficult to implement change, even when technology can provide a far better solution, simply because of the prevalence of the current system. The example Lanier gives is the use of the MIDI format in the digitisation of sound and music; a format that stubbornly persists despite its limitations. Indeed, Lanier states that lock-in hinders development and creativity as solutions are inevitably developed to work around the limitations rather than challenge them.

On this basis the construction industry has more lock-in than Alcatraz. Indeed it has more than any other industry I can certainly think of, and that includes the massive automotive industry. However, if size is not the key factor to lock-in then what is?

• The construction industry builds unique products every time, differentiated either by brief, by design or by geographic/topographic constraints. As a result, the research phase of the product development cycle is non-existent and project teams are continually formed and disbanded without the benefit of continuity.
• The design and delivery cycle of a construction project is typically divided by procurement models that aim to pass on risk and limit reward. It’s inherently an industry of self-interest. After all, who reaps the rewards for innovation and who carries the risks?
• Economic drivers simply do not encourage innovation. How is anything different when there is no economic benefit to invest in change or do things differently? Why invest across boundaries when your commercial position is only as strong as your latest project?
• Clients continue to equate value with lowest cost. Whilst there are notable exceptions to this, for many in the industry, it is extremely limiting when clients do not respect or value brands that represent quality in engineering. Whilst this can be seen in other industries, it would appear that these industries seem better at educating and influencing the market place. Why has the construction industry continually failed to educate clients away from a ‘lowest bidder wins’ mentality and towards one that values quality and innovation?
• Standards and regulations always favour those that play safe and follow the status quo. They also vary by geographic location making it even more difficult to see the global picture when looking at the economics of innovation.

So there is lock-in on an industrial scale, the effects of which can be seen not just in an apparent lack of innovation but in stagnation of performance and a failure to meet society’s ever-increasing demands.

This is not new. Constraints to research and development in the construction industry have existed for decades and continue to hold the industry back. An example is the relatively recent application of additive manufacturing (3D printing) to the construction industry which, although holding great promise, has not yet been met with an adequate level of investment and interest by the industry;

• 3D printing innovators are crying out for partners and investors to help them effectively penetrate the construction market.
• Enthusiastic designers are wondering how they can apply the technology within current standards for competitive fees, or fit in a research project when they have ‘real’ projects to deliver.
• Contractors are wondering how the technology adds value, whilst reducing cost and decreasing (or at least maintaining) levels of risk.
• Clients just want their one-off asset at the cheapest price. Full stop.

While there is some innovative thought out there, the fact that the industry has failed to grasp the opportunities with both hands demonstrates a lack of holistic innovative thought and (cringe as I say it) an ‘out-of-the-box’ mindset. Why should it take a competition by NASA to get innovative thought moving in construction?

Similarly, in design delivery and design communication, advancements in technology have yet penetrated the industry. Issues of software compatibility, formats for data exchange, bandwidth for digital collaboration, digital change control, the application of machine learning algorithms, and the use of so-called ‘big data’ have yet to find their way to the construction market-place. The software part of the supply chain is too small to invest in the research and development necessary to apply these technologies effectively. And while the top-tier consultants inevitably use their own innovative abilities to apply patches to achieve certain aims (in the form of scripts and add-ins), the approach is parochial and the outcomes limited.

Design communication and coordination is perhaps an area where there is more of a buzz in the industry. Building Information Modelling (BIM) has gained momentum in the last decade, however this extended timeframe is symptomatic of an industry that is slow to realise the benefits of technology and stubbornly insists on keeping one foot in the past. Despite the obvious benefits in coordination, clash detection and design visualisation, one of the reasons 3D BIM was slow to penetrate the market was due to the criticism that it produced poorer quality drawings. We can all see the irony, but such lock-in is still pervasive today. 2D drawings are still a default contractual deliverable and are still the primary tool for design coordination and on-site reference. Faced with a problem, a site engineer is still likely to pull out a bulky roll of A1 drawings, thumb through them and scribble on them with a pencil – so clearly there is still much to be done to move an industry out of its comfort zone. With developments in virtual reality, and in particular augmented reality now providing tangible solutions, there is every reason to look at new paradigms for visualisation, communication and coordination that do not rely on rolls of paper, aid practical delivery and add significant value to project stakeholders. It’s not hard to see how powerful BIM could be when aligned fully with Life-cycle Asset Management and the Internet of Things.

To summarise, unlike a ‘widget’ market, where successful business models demand a more efficient widget, a different kind of widget, or even the benefits of a widget delivered in a different way, the construction market has no significant driver for change or innovation, or any effective mechanism to deliver it. The lock-in in construction is systematic and self-fulfilling. Faster horses it is then?

Time For a Change

The debate continues and the causes persist. But of course talk is easy and turning it into action is where it gets difficult. There’s clearly no magic bullet and making changes to an industry is akin to turning an oil-tanker locked on auto-pilot.

In very simple terms, the industry must turn its attention away from giving individual clients what they want and instead focus on developing new solutions for what society will need. The tail should stop wagging the dog. Clients will ultimately want what we can provide for society as it will make overriding commercial sense to provide it.

So how do we do it?…

• More collaboration, less barriers. The construction industry is unmatched in its ability to collaborate on huge projects at very little notice, pulling together multi-disciplinary teams and extraordinary talent to solve problems. This collaboration needs to bridge across contractual, procurement and project barriers if long-term, value-adding, holistic solutions are to be realised. We need industry-led mechanisms to pull these barriers down.
• More ambition. We need people to be ambitious and have strong and persuasive visions. Where are the industry visionaries sticking their heads up over the parapet? The industry needs to look beyond how it can utilise the innovations of other industries (although they inevitably have their place) and lead innovation from within – setting itself bigger goals. Institutions such as the Institution of Civil Engineers and the Institution of Structural Engineers are critical to engendering this ambition.
• More learning from other industries. The construction industry will learn to innovate from within better if it looks outside itself. How do other industries do it? What barriers have they broken down? How do they work together? How do they fund research?
• More original research. With greater collaboration and ambition, the industry will understand the research that it needs in both materials and construction methods, and the investment necessary to develop new holistic design solutions. As a regular reviewer of technical papers, I see very few that actually tread new ground or present innovative technologies or methods.
• More understanding of the potential risks and opportunities technology presents to the industry. There is a general lack of understanding seen in other industries regarding the areas where technology will be pervasive and the consequences and strategies that go hand-in-hand with its use. The potential for automation, the application of machine learning and the future impact this will have on the design industry I will explore in a later article.

New paradigms for construction will only come from within the industry if the above challenges are met head on. So, while contemplating this challenge, it is worth remembering that the recent transformative developments in the automotive and personal telecommunication industries did not come from within those industries.

The world needs smarter construction solutions. I would like to think we are smart enough and determined enough to provide them from within the construction industry, but we must look to the future soon or someone, or who knows – maybe something, will take the future out of our hands.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

Building Information Modelling (BIM) is a digital representation of physical and functional characteristics of a facility. It is about information that is built up starting from the phase of design, to construction, and finally operations and maintenance, in both geometry and non-geometrical form describing building elements. It is gaining traction around the world, presenting new ways of building models that were previously not possible. So, how can a BIM model be advantageous to facility managers?

It is important to firstly understand that BIM is not a technology. While technology helps in the creation of a BIM model, the software alone does not make up BIM. It is the way in which the model is produced, shared and used throughout the entire project life cycle. And in the case of Facilities Management (FM), it means working on the same vanguard beyond construction phase.

Where Model Integrates Data

Effective FM includes the ability to achieve real-time access to accurate information on building facilities. Knowing instantly about your assets (basic information) and how things can be fixed correctly (maintenance information) are key to providing quick & effective responses to issues & problems.

With BIM modelling that integrates real-time data, FM professionals are able to plan smartly for building systems that require preventive maintenance, and understand the real-time health conditions of the operations systems. For this, extending BIM modelling through to meet the needs of FM is essential.

Manufacturers are now offering their products in BIM format, so engineers and architects can incorporate specific product data into the model from the onset. One could even create a quick link of the manufacturer’s manual and operating instructions to our BIM FM models.

BIM Processes, Standards & Classifications

The BIM development process is usually planned and defined in the BIM Execution Plan (BEP), to ensure that all parties involved have access to shared data and platform. Data exchange formats need to be agreed by the entire value chain, collaborating and contributing to the Information Delivery Process.

A step-by-step approach (Refer to Diagram 1 – BIM Guide for Asset Information Delivery) is conducted to assist the building owner in:

• Defining and identifying information requirements at Strategic Level (Organisational Information Requirements or OIR);
• Achieving information requirements at Operational Level (Assets Information Requirements or AIR);
• And how this could be specified in the Tender Specifications (Employer Information Requirements, EIR). our BIM FM models.

The process also establishes an Asset Data Drop throughout the whole project cycle, adding data in the build-up of the BIM model. It is designed for BIM managers to manage all data drop during the design stage, and further complete it throughout the entire construction stage.

The current situation with the design and build sector is that asset information handovers are usually done in the form of 2D drawings or paper documents. Hence, COBie (Construction-Operations Building information exchange) standard is introduced as an open, standardised electronic format to replace the current paper-based documents. In general, the COBie standard was developed for the exchange of information including spaces, equipment and assets. This standard defines expectations for the exchange of information throughout the lifecycle of a facility.

The importance of building an Asset Classification Systems in BIM (Omniclass; Uniclass or other) is to provide the sector with agreed and standardised terminology and semantics. It is a unique set of numbers to describe everything in the building element, and is usually agreed upon at the planning & design stages. It also aids the contractor to ensure the completeness of this information in the handover BIM as-built model. The as-built model will then be made suitable for further development into BIM FM models, to be integrated for building facilities management.

BIM Maturity Towards Digital Sustainability

New projects are always planned with different set of requirements. Either the client or the local authorities have high expectations of the overall process of implementation regarding building standards and sustainable design. BIM allows all parties including building owners, architects, consultants, contractors and FM, to work simultaneously with the access of shared collaboration and BIM information.

In this section, we explore the different levels of shared collaboration and information throughout the lifecycle of a building asset and these are known as BIM maturity levels. As we move across the levels, the collaboration intensity increases. There are 0-4 distinct BIM maturity levels (please refer to Diagram 2):

Level 0 (Low Collaboration)

At Level 0, there is no collaboration between parties collating information about a built asset. Most data is available in 2D (likely CAD) drawings, and any exchange in information is done so using paperwork.

Level 1 (Partial Collaboration)

Most organisations today are conducting their work at this level. A Common Data Environment (CDE) is used in this case. It is an online shared repository, where all the necessary project data is collected and managed. BIM Level 1 focuses on the transition from CAD to 2D/3D pieces of information.

Level 2 (Full Collaboration)

At Level 2, collaboration is introduced between teams and the process of BIM is now being followed through. There is still a lack of a single source of data, but crucially any data collected about a built asset is now shared. There is commonality in the data structure which enables a federated BIM model to be produced.

Level 3 (Full Integration)

Level 3 is where full integration (iBIM) of information is achieved in a cloud-based environment. This is accomplished through the use of a common shared model. A new dimension (6D BIM), which is also known as BIM for FM is expected to evolve and develop at this stage to address the needs of FM operators.

Level 4 (Digital Sustainability)

This level describes how 6D BIM Model can be well integrated with SMART Data to develop the final BIM FM Model within the Operational Digital Environment (ODE). A higher level of intelligence can be achieved through added information generated from Big Data Analytics. This environment (ODE) develops predictive and prescriptive ability – from iterative domain processes that optimises work efficiency, through continuous learning throughout the lifecycle of the building management.

The complete process of BIM maturity progression towards digital sustainability encompasses two stages of “transformation”. First, it will undergo a model transformation at Level 3 where a “Heavy-weight” BIM (as built) Model is “transformed” into a “Light-weight” 6D BIM Model. Irrelevant information that is not required for facilities management purposes will be taken off from the completed BIM (as built) Models.

Secondly, in order to be applicable for Facility Management, a final transformation process at Level 4 into an Asset Management System or “BIM FM” operational readiness is therefore necessary. This final stage of transformation shall rest on the Operational Digital Environment (ODE) for future digital sustainability.

Glossary of Terms

4D – A 3D representation of an asset with the element of time is included to enable simulations.

5D – A 3D representation of an asset with the element of time and cost included/linked to enable simulations, commercial management and earned value tracking to take place.

6D – A 3D representation of an asset which includes data which enables the efficient management, operation and maintenance of the completed asset.

Bringing Benefits to the FM Industry

The progress of BIM maturity delivers the following important benefits for the FM Industry:

Increased Productivity

With the ability to share information faster, easier and more accurately, it offers a significant productivity boost to the work process. The increased productivity through collaborative work can also help lower cost and increase efficiency in terms of building maintenance & management.

Efficiency Transformation

The digital transformation through leveraging on technologies requires the FM team to re-strategise current working methods. It is not just about improving the overall service quality and realigning the scope of works, but most importantly, it’s about changing mindsets and moving out of comfort zones.

Iterative Learning Process

It is by nature that we often depend on our experiences to conclude that we have reached work optimisation. Or are we less comfortable and more reluctant to manage changes? The process to digital sustainability requires continuous iterative learning push. Refining process and our domain knowledge as we move along with internal and external changes (including building management constraints and the advancement in technologies) is what we need to adapt.

Improved Liveable Environment

When attaining full integration of BIM modelling with higher efficiency in FM, more complex & higher quality buildings can be designed and built. This is also determined by the ability to manage more complex building with operations that require higher precision and service quality.

Conclusion

The introduction to BIM for Facilities Management represents the highest level of BIM maturity towards Digital Sustainability of the intelligent built environment. All these new processes & technologies hold potential, but it depends on how much efficiencies and group synergies can be maximised from the various stages of integration. Can the different stakeholders across the design & construction stages contribute to a better delivery of BIM model for FM? As BIM for FM is a relatively new kid on the block, adding it to the traditional FM process means rethinking how the team works together. Nevertheless, this is still an evolving practice & change that has significant meaning & value towards building a better, efficient, smarter and sustainable environment.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership