Arto Kiviniemi

Challenges in the Implementation of BIM for FM - Case Manchester Town Hall Complex

An often-introduced claim is that BIM can be a powerful tool for facility managers to improve buildings’ performance and manage operations more efficiently throughout the life-cycle of buildings. Although this claim has been common since the early introduction of BIM, there is relatively little information about the real use on BIM in the operation and maintenance of buildings. Even most large public owners who have been early adopters of BIM, such as GSA, USACE or Senate Properties, have used BIM more in managing their construction projects than implemented it into their FM activities. The benefits of BIM for design and construction are relatively well studied and documented, but there is little evidence of the benefits of BIM in the operational phase. In addition, the challenges involved in shifting from traditional FM processes to new BIM-based processes are not well-known. In this paper we document some of the issues involved in the adoption of BIM in FM and identify some of the enablers and barriers to BIM implementation in FM. The findings are based on a case study carried out during the final design and construction phase of Manchester Town Hall Complex, a major re-development project in the UK. Results confirm the lack of awareness the potential of BIM in the operation phase and need of clear guidelines for the implementation of BIM in FM defining required level of integration, standard BIM protocols and the key deliverables for FM purposes.

Developing a tailored RBS linking to BIM for risk management of bridge projects

Purpose The purpose of this paper is to address the current theoretical gap in integrating knowledge and experience into Building Information Model (BIM) for risk management of bridge projects by developing a tailored Risk Breakdown Structure (RBS) and formalising an active link between the resulting RBS and BIM. Design/methodology/approach A three-step approach is used in this study to develop a tailored RBS for bridge projects and a conceptual model for the linkage between the RBS and BIM. First, the integrated bridge information model is in concept separated into four levels of contents (LOCs) and six technical systems based on analysis of the Industry Foundation Classes specification, a critical review of previous studies and authors’ project experience. The second step develops a knowledge-based risk database through an extensive collection of risk data, a process of data mining, and further assessment and translation of data. A critical analysis is conducted in the last step to determine on which level the different risks should be allocated to bridge projects and to propose a conceptual model for linking the tailored RBS to the four LOCs and six technical systems of BIM. Findings The findings suggest that the traditional method and BIM can be merged as an integrated solution for risk management by establishing the linkage between RBS and BIM. This solution can take advantage of both the traditional method and BIM for managing risks. On the one hand, RBS enables risk information to be stored in a formal structure, used and communicated effectively. On the other hand, some features of BIM such as 3D visualisation and 4D construction scheduling can facilitate the risk identification, analysis, and communication at an early project stage. Research limitations/implications A limitation is that RBS is a qualitative technique and only plays a limited role in quantitative risk analysis. As a result, when implementing this proposed method, further techniques may be needed for assisting quantitative risk analysis, evaluation, and treatment. Another limitation is that the proposed method has not yet been implemented for validation in practice. Hence, recommendations for future research are to: improve the quantitative risk analysis and treatment capabilities of this proposed solution; develop computer tools to support the solution; integrate the linkage into a traditional workflow; and test this solution in some small and large projects for validation. Practical implications Through linking risk information to BIM, project participants could check and review the linked information for identifying potential risks and seeking possible mitigation measures, when project information is being transferred between different people or forwarded to the next phase. Originality/value This study contributes to the theoretical development for aligning traditional methods and BIM for risk management, by introducing a new conceptual model for linking RBS to BIM.

BIM for FM: A Case Support for Business Life Cycle

Relatively little information exists about the use of BIM in the operation and maintenance of buildings. Reported cases of BIM adoption to support facilities management and lifecycle management reveals that the implementation of BIM for FM processes is, in general, limited to an experimental scale. Even large public owners who have been using BIM for managing their construction projects have not implemented it into their FM activities. Therefore, there is little evidence of the benefits of BIM in the operational phase. In addition, the challenges involved in shifting from traditional FM processes to new BIM-based processes are not well known. In this paper we document some of the issues involved in the adoption of BIM in FM and identify some applications, metrics and benefits related to its adoption. The findings are based on a case study carried out within a major re-development project in Manchester, UK. Results indicate a step rise in the level of awareness regarding potential benefits of BIM in FM activities and lifecycle information management.

From Finnish AEC knowledge ecosystem to business ecosystem: lessons learned from the national deployment of BIM

Abstract Government actors, public agencies, industry and academics have struggled to change the rules of the existing business ecosystem to support the networked practices that were envisioned back in the 1980s with the introduction of building information modelling (BIM). Despite the industry’s far-reaching technological capabilities, BIM has primarily assumed productivity improvement by individual firms, which has not lead to a systemic change in the Finnish architecture, engineering and construction (AEC) business ecosystem. A field study of the Finnish AEC industry has resulted in a critical understanding of why successful and intensive R&D at a national level and wide adoption of BIM technology in Finland has not led to the expected systemic evolution of its AEC business ecosystem. Additionally, a methodology based on inductive grounded theory and historical analysis has been used to capture and identify the evolving and dynamic relationships between various events and actors between 1965 and 2015, which, in turn, has aided in the identification and characterisation of the knowledge and innovation ecosystems. The research findings provide insights for BIM researchers and governments in terms of establishing new policies that will better align BIM adoption with the systemic evolution of business practices in the AEC business ecosystem.

Evidencing changes in design practice

We started this special issue with a call for an open debate as to whether or not improving the design process is concerned with reducing the time it takes to design. Contrary to that idea, we argued that the efficiency of a process cannot be at the cost of effective design solutions. Thus, to improve the design process could mean that, sometimes, processes are lengthened to accommodate improved practices. As architectural, engineering and construction companies change their design practices by adopting Building Information Modelling (BIM) enabled tools, methods and standards of work, comes the opportunity to reflect on reconfigured design processes (be they shorter or longer). This special issue is focused on research related changes in design practice showing evidence of impact in both processes and products: particularly how they support improved communication and collaboration across the multidisciplinary project team. In this respect, three articles presented in this issue are focused on changes in the process to improve the levels of design integration that leads to enhanced products (buildings and infrastructure). In the context of continuously increasing complexity, the exploration and solution of design trade-offs seems to be the bottleneck of design, irrespective of the design phase. BIM appears as a common cross-cutting theme (but not restricted to it) that supports design trade-offs and in our final article emphasis is placed on metrics of an efficient design process through BIM implementation. The first article presents a longitudinal investigation concerned with future proofing design solutions in the context of environmental changes. Goldsmith and Flanagan promote adaption of the Value Methodology in the United States, which combined with the multi-criteria analysis supports resilient design solutions. The approach was developed through action research within seven cases where the method was applied to leverage the challenges related to stakeholder concerns, practitioner preferences and uncertainty around future conditions. The authors suggest that the combined approach offers an effective platform for collaboratively developing innovative design solutions. Our second article follows the idea of support to decision-making and discusses the need for better tools within the early stages of design, when the brief is still developing and decisions are made in an environment of uncertainty. Donato addresses this problem by linking parametrical design with graph theory through BIM-enabled software. His approach was developed through a series of case studies which were focused on exploring building layout and circulation patterns through graph theory. This way, spatial relationships are converted in numerical reference values which assist the assessment of design options and help minimise the risk of project failure. The method seems to be particularly advantageous in large complex projects that contain a multitude of criteria and parameters. While our first and second articles are focused on the early stages of design, the third article concentrates on the flows of information within the detail design phase. In this article, Mejlænder-Larsen discuss change management and how a change control system linked to design information within a building model can be used to manage design change requests and assess the impact and consequences of changes. The findings are based on experiences from project execution in major infrastructure oil and gas projects through case study research. The change management approach is characterised by four aspects concerned with: the coordination and categorisation of changes, the approval of changes and the identification of downstream consequences of changes.