Owners choose the design service providers, control the type of procurement and delivery processes, and the general specifications and requirements of a structure. They do not understand well that they may even be unaware of the benefits of the BIM process

Owners say changing design and construction standards in the contracts of regulatory agencies such as the American Institute of Architects or the General Contractors Association will be challenging.

The Integrated Project Delivery (IPD) integrated delivery approach for procurement projects has been successful with close collaboration between all members of the project team. BIM has proven to be a key technology for Integrated Project Delivery (IPD) teams. The owner is pivotal in starting and maintaining IPD projects. This role is associated with the first project contract, sometimes referred to as the Integrated Lean Delivery Agreement Form. There are also standard IPD contracts published by the American Institute of Architects (AIA) and the ConsensusDocs.

Excellent discussion of how IPD supports owners’ needs, along with an analysis of contractual issues in an article written by a team with extensive experience in this project procurement method. The use of the IPD contract is discussed in detail in the BIM book for structural managers, written by Kimberly Egler and Howard Ashcroft. These authors answer the following questions about owners.

1-What is the contractual status of the model (including the role of the BIM implementation plan)

2-Who owns the modeling information (during and after delivery / transfer)

3-Who owns the intellectual property rights produced at the design stage?

4-Does using BIM increase the risk of project participants (including the owner), how can the risks be reduced?

IPD contracts usually define the software tools used by different team members. In addition, project-supported information sharing server solutions are considered for the benefit of the team on a large scale. According to IPD contracts, the owner plays an active role in the life of the project, as well as at all levels in decision making. BIM tools are essential for the owner to understand the intentions and considerations of the builders and designers who make up the IPD team.

Owners maximize value for the organization by reviewing and developing BIM guidelines, building internal relationships and knowledge, selecting service providers with BIM project experience and knowledgeable, and training a network of service providers, and changing contract requirements. Fortunately, the increasing use of BIM and the use of integrated teams and contracts that require increased collaboration, facilitate and facilitate access to these goals.

Develop instructions for using BIM in projects

Many organizations, especially owners who have built and managed multiple structures, help develop BIM instructions. These instructions include the following key components:

1-Identify practical goals and coordinate them with organizational goals

2-Scope and use of BIM at different stages of the project (sample checklist of BIM applications, such as using BIM for energy analysis or detecting interference)

3-The realm of standards and formats related to BIM and information exchange

4-The role of stakeholders in the BIM process and the precise definition of what stakeholders are responsible for, at what stage of the project, what details are called the BIM Execution Plan (BEP) details, and Ensures that each team member is aware of the expectations for successful BIM data transfer, to be used for Facility Management (FM) or other areas

5-Owners should review these guidelines as a starting point and define over time guidelines that are consistent with the project objectives. The image below contains some guidelines for BEP development. This plan is developed by the owner and a consultant Accompanies him with expertise in this process.

One of the softwares of the owners in the development of BEP is transparent is the Level of Development planning. This software is a tool to determine the level of detail required in the BIM model at each stage of design and construction, information supply agent, standards used for Identification of design objects is considered. Then this information can be optimized with the cooperation of the project team to ensure the smooth implementation of BIM in the project.

Reflect all facts in writing

All efforts are in accordance with George Washington University Construction Performance Management (GWU) guidelines. This led to the construction of a 43-hectare university campus.

One of the key components is the BIM project implementation plan, which defines the roles and responsibilities of the project team and provides detailed guidance on objectives, deliverables, electronic communications, collaboration procedures (such as coordination meetings). BIM), and the content requirements of the BIM model are defined

BIM Executive Plan Define Level of Development (LOD) for project deliverables, from exterior walls, windows, roofs to interior design, transportation system, Lighting System / Machanaical, Electrical, Plumbing, equipment And corrections, perform executive activities. The interior door sample must meet the LOD100 schematic design level, the LOD200 design development level, the LOD300 construction documentation, the LOD500 delivery level.

Endor Graham of the American Institute of Architects (AIA), National Council of Architectural RegistrationBoards, Leo A Daly’s Washington-based architect, is amazed by the George W. Washington University project BIM process. They take everything into account from the beginning and prepare for future operations-maintenance. According to him, operations and maintenance personnel have a system to access the required data. This system is highly organized.

According to Graham, George Washington University thinking about BIM provides a better view. We see BIM architects as a model, but in terms of facility management, it is seen more as a database tool. In fact, only one member GeorgeWashingtonUniversity has a Revit software degree

Many architects pay attention to the BIM model. They need to focus on how they manage buildings and equipment. This view was expressed by Doug Williams, Leo A Daly’s director of digital procedures. Is centralized. Up to 16 data points are assigned to each of the specialty equipment: model number, lifespan, warranty information, installer, etc. Much of the survey data is entered into the Revit model, but some separately Compiled to meet Facilities Information Management (FIM) requirements

In the delivery phase, which takes place later in the previous year, Leo A Daly and Whiting-Turner are responsible for ensuring that compliance information is included and additional information such as maintenance and operation guidance is included in the Revit final model. Whiting-Turner Gathers the need for Facilities Information Management (FIM) in Excel, which is desirable at the academic level, as long as the data is collected.

Williams, who joined Leo A Daly from Perkins + will in July last year, believes the university has many corporate owners who have developed a sophisticated BIM implementation program at George Washington University. University of Texas – Southwestern Medical Center where he worked in P + W was a high-pressure project to track medical equipment.Williams believed that the equipment needed to be coded for the purposes of Computerized Maintenance Management System (CMMS refers to computer maintenance management systems). Williams believed that the University of Texas wanted extensive modeling of the Machanaical, Electrical, It is plumbing to determine components such as the amount of milk cut-off or service areas

Another graduate school, Brigam Youth University, has demanded a detailed inventory of materials used per square meter for life cycle budgeting. They are managed and an O + M report is prepared.

Williams was of the opinion that structural workers should definitely be involved in the performance of important projects and BIM modeling. They should run the building for the next 50-30 years. They should ask: What is important to me as an employer? As a second person, Graham supports his colleague’s point of view. You can also bring the people in charge of the buildings with you from the middle of the work. You have to involve them from the beginning.

Creating leadership and linear knowledge

BIM-owned asset efforts are two key processes:

1-Malik initially developed linear knowledge about BIM technologies

2-The owner has hired key employees to lead the activities

For example, in the Stanford Hospital project, the owner thoroughly examines the internal work processes and identifies the tools that can be used to support Facilities Information Management (FIM) operations. They select consultants to assist them. Implement these systems under a specific set of common and basic tasks and then compare how these tasks are supported by the new integration systems. And enable quick access to data, as opposed to referencing article documents. These comparisons lead to strong conclusions about implementing integrated BIM-FM systems and educating all management and staff about using and supporting new processes. This activity requires a lot of time and effort. But it has led to significant cost reductions and significant customer support.

Howard’s case study never shows that an owner has already worked on integrating a BIM-FM system, but wants to understand more about systems that can be operated at multiple points, especially during a breakdown or shutdown. They studied different approaches to incorporating this knowledge into their system and carefully considered how to reduce their response time to better serve employers.

This case study shows that knowledge owners have developed knowledge through the exploration of their internal business models and work processes related to the delivery and operation of structures. They understand the inherent inefficiencies that govern current business processes and how they affect them. In doing so, key members of the building staff will be equipped with the knowledge and leadership skills of BIM-FM efforts.

Choosing a service provider

Unlike examples seen in global manufacturing industries such as automobiles or semiconductors, no single-owner organization dominates the construction industry market. Therefore, efforts to standardize processes, technologies, and industry standards in the Architecture, Engineering, and Construction industry are by far the most challenging of other industries with clear leaders. Given that there is no market leadership, homeowners often consider the actions of competitors or industrial organizations as one of the best practices or the latest technological trends. In addition, many homeowners start building or launching a project without the necessary expertise to become a leader. But what all owners share is control over how they select service companies and the format of project deliverables.

BIM consultants are able to create three core values ​​for owners