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BIM – based approach to Building Operating Management: a
Strategic Lever to achieve Efficiency, Risk-shifting, Innovation and
Sustainability.
Vittorio Cesarotti(1)
– Miriam Benedetti (1)
– Federico Dibisceglia (4)
– Daniele Di Fausto (2)
– Vito Introna (1)
–
Giovanni La Bella (3)
– Nicola Martinelli (2)
– Monica Ricci(2)
– Caterina Spada (1)
– Massimo Varani (2)
(*)
Abstract. In a historical context where economic budgets continue to tighten, companies are facing the
urgent necessity to contain their expenses, while ensuring, and possibly improving, the quality of services
provided and the preservation of their own goods; thus, the only feasible way to achieve costs reduction is to
avoid squandering resources, hence increasing operating efficiency, innovation and sustainability. In
Buildings Operations and Maintenance, often one of the most expensive building-related operations, this
means preventing ineffective decisions by properly capturing and using building-related information, making
them standard and interoperable through the whole asset’s life. Such a critical target can be achieved by the
means of Building Information Modeling (BIM), a process involving the generation and management of
digital information related to the physical and functional characteristics of a facility, enhancing their fruition
and fostering the cooperation between all actors involved in both Building Design and Operation. BIM can
be therefore used as a support to final-use-oriented Building Design or to efficient and effective Operations
planning, monitoring and control, enabling externalization of services to private specialized organizations, a
procedure which is particularly advantageous for Public Administration, as it allows to decrease risk, costs
and ensures quality. BIM systems are also easily entrustable to external providers, overcoming main
difficulties met in their implementation, which is to find economic resources to afford it and to deal with its
technical complexities. In this paper, a specific implementation of a BIM in Building Operating Management
is presented and discussed through the introduction of the eniservizi (a company of eni, Italian leading
operator in the area of petroleum products and energy) case study, where a particular BIM layer related to
Site Compliance, the body of activities related to legal and regulatory aspects, and to Vendor Compliance,
has been created, generating a procurement control system for monitoring compliance of service contractors
to contractual obligations, right from the very initial pre-qualification phases, through the service provision
steps, to the conclusive financial phases. Eventually, future developments will be presented, illustrating how
effective could be the use of BIM to simulate Building Operating conditions at the very early stage of
Building Design, also presenting the results of an existing project.
(1) University of Rome Tor Vergata, Rome, Italy
(2) eFM S.r.l. Rome, Italy
(3) eniservizi s.p.a. San Donato Milanese, Italy
(4) eniservizi s.p.a. Rome, Italy
(*) [email protected] [email protected]
[email protected] [email protected]
[email protected] [email protected]
1. Introduction
The economic and financial crisis we have been running through over the last years has caused
remarkable changes in people’s way of living, and consequently in business administration. As economic
budgets are getting always more limited, it is gradually becoming essential for companies to develop the
capability to optimize economic and material resources, yet preserving people’s safety, avoiding goods
deterioration and improving the quality of services provided (Cesarotti – Di Silvio, 2006), in order to
shield their competitive advantages. In addition, a substantial boost to resources’ optimization has also
been given by emerging environmental and energetic constraints, introduced worldwide in the last
decades to tackle global pollution problems. Pursuing such critical aims, the only feasible way to succeed
is to increase operating efficiency, innovation and sustainability, hence intensely reducing wastes and
risks.
In Buildings Operations and Maintenance, an activity whose overall cost is estimated to be
approximately 80% of an asset’s Total Cost of Ownership (considering the whole life of the component,
and including financial, environmental and social costs of the asset) (Theriault, n.d.), this means
preventing ineffective decisions; to this purpose, it is necessary not only to properly capture and use
building-related information, but also to standardize them and make them interoperable through the
whole asset’s life (Grilo – Jardim Goncalves, 2010). This necessity is forcing the progressive spread of
Building Information Modeling (BIM), a rising technology-based methodology that improves the
generation and management of digital information related to the physical and functional characteristics of
a facility, enhancing their fruition and fostering the cooperation between all actors involved in both
Building Design and Operation (Singh – Gu – Wang, 2011; Cesarotti – Spada, 2009). BIM
implementation makes it possible for assets’ owners to easily manage and control all facility-related
activities, optimizing their planning and execution from the very early Design through the Operations
and Maintenance phase.
For example, one can consider Building Operating Management. To take decisions related to
building maintenance usually requires a high-level integration of various types of information generated
by different persons at different times, such as maintenance records, work orders, causes and knock-on
effects of failures, etc. In particular, while planning preventive maintenance actions, information flow
through at least three different analysis nodes, respectively dealing with legal, technical and
administrative aspects, each of which producing outputs that are necessary or considerably influential to
others in order to correctly process and interpret data (a schematic representation of information flow is
given in Figure 1). Failing to capture, use and share this information ends up in a significant increase in
costs that might be due to noncompliance to compulsory regulations as well as to out-of-standard
contract conditions, etc. (Motawa – Almarshad, 2013).
Figure 1: Representation of information flow during preventive maintenance planning
In Public Administration, BIM application might be even more interesting; in fact, not only does
it contribute to resources’ optimization, as stated above, but it also allows to reduce risks associated to
externalization practice, which, after the dramatic drop of financial means, has become an indispensable
requirement to reduce costs and ensure quality, by allowing assets’ owners and administrators to
constantly have a global overview of the facility, keeping it under tight control.
Building Information Modeling can therefore be considered as a powerful tool to help
overcoming financial and economic problems and start planning our future beyond the crisis.
2. Building Information Modeling
2.1 BIM definition
Many definitions of Building Information Modeling have been proposed by different authors, including
the followings:
“… a collaborative way of working, underpinned by the digital technologies which unlock more
efficient methods of designing, creating and maintaining our assets.”
(HM Government, 2012)
“… an emerging technology focused methodology that can be used to improve the performance and
productivity of an asset's design, construction, operation and maintenance process”
(Love et al., 2013)
“… an advanced approach to object-oriented CAD, which extends the capability of traditional CAD
approach by defining and applying intelligent relationships between the elements in the building
model. BIM models include both geometric and non-geometric data such as object attributes and
specifications.”
(Singh – Gu – Wang, 2010)
“… the process of generating, storing, managing, exchanging, and sharing building information in
an interoperable and reusable way.”
(Vanlande – Nicolle – Cruz, 2008)
Analyzing these definitions, it is possible to immediately figure BIM out as a technological way to
solve an interoperability problem; in fact, main BIM features highlighted so far are its capability to
link different elements of the same building, different functions working on the same project,
different phases of the building Life Cycle (see Figure 2).
Figure 2: BIM lifecycle workflow (Love et al., 2014)
From a practical point of view, it consists of a multidimensional representation of a building and
of its subsystems through the overlap of different layers, providing both a visual model and a database of
related information that are stored and made easily and safely accessible through the whole building’s
life (Sabol, 2008). It is realized by the means of object-oriented software (Sing – Gu – Wang, 2010),
where objects (single components of building and building’s systems, whose break down level of detail
directly depends on users’ and owners’ needs (Leite et al., 2011)) can be associated to geometric or non-
geometric attributes carrying functional (costs or installation durations, etc.), semantic (connectivity,
aggregation, containement, etc.) or topologic (location, adjacency, etc.) information (Volk – Stengel –
Schultmann, 2014).
BIM systems have primarily been differentiated in literature through two different categorizing
approaches:
by the number of “dimensions” of the model (three-dimensional for spatial models with
quantity takeoff, four-dimensional adding costs calculation, five-dimensional adding
times and activities scheduling (Cerovsek, 2011; Teicholz Eastman - Liston Sacks,
2011), see Figure 3);
Figure 3: BIM’s dimensions
by the current building’s Life Cycle phase at the time of BIM implementation (BIM
application to new buildings or to existing buildings).
According to the second criterion, BIM for new buildings is created over various Life Cycle
stages, adding data and information as they are generated, or, when some of the stakeholders in building
Life Cycle do not mean to use BIM, partial, isolated BIM for a single purpose can be created; for
existing buildings, it might be necessary just to update pre-existing BIM (if it had been created during
Design and Construction), or to create a BIM anew (Volk – Stengel – Schutmann, 2014) (that second
situation being much more common in Europe, where 80% of residential buildings are built before 1990
(Economidou et al., 2011), but also much more perilous due to the inaccuracy of data that have to be
gathered manually through a reverse engineering process (Burak Anil et al., 2013)).
Up to the present time, BIM application to new buildings’ Design has been widely explored both
in scientific and technical literature, while its application to Operating Management of existing building,
which is the specific focus of present paper, has been slightly neglected, that phenomenon being fueled
by technical, organizational and economic issues, illustrated and commented in paragraph 2.3.
2.2 BIM application to new buildings’ Design
As stated in previous paragraph, BIM application to new buildings’ Design is a subject that has been
widely debated in literature (Gray et al., 2013; Gu – London, 2010; Cerovsek, 2011; Rezgui – Beach –
Rana, 2013); in this paragraph, a general and brief overview of main arisen issues is provided, giving
references for more in-depth studies and analysis.
From a technical point of view, a framework of BIM tools and standards, their current status and
future developments has been drawn (Cerovsek, 2011), specific issues like query languages development
(Mazairac – Beetz, 2013), Augmented Reality integration (Wang et al., 2014), or simulation tools to
improve designer-users communication (Shen – Shen – Sun, 2012), have been analyzed, as well as
general system architecture issues (Sanguinetti et al., 2012; Arayici et al., 2011).
Gaps between technological developments and practical implementation have been analyzed
(Hartmann et al., 2012), highlighting facilitating strategies to improve BIM diffusion (Gu – London,
2010), standardization criticality (Howard – Björk, 2008) and possible solutions (Jung – Joo, 2011).
A number of specific applications and tools have been presented (Becerik-Gerber et al., 2012),
mainly focusing on Safety increase (Zhang et al., 2013) and Energy Consumption reduction (Yoon –
Park - Choi, 2009; Ahn et al., 2014; Azhar et al., 2011; Yuan – Yuan, 2011; Motawa – Carter, 2011),
most critical issues from an environmental and legislative point of view arisen in recent years, but also
on structural analysis and scheduling progresses.
Eventually, a series of studies has been conducted in order to evaluate and estimate benefits
deriving from BIM implementation in new buildings Design (from economical, technical and managerial
perspective) (Gray et al., 2013; Takim – Harris – Nawawi, 2013; Bryde – Broquetas – Volm, 2013; Grilo
– Jardim-Goncalves, 2010; Barlish – Sullivan, 2012).
2.3 BIM application to existing buildings’ Operating Management
BIM application to existing buildings is a field of study with a huge potential for further developments
and innovations; in recent years it has been increasingly in the spotlight, being repeatedly explored by
scientists and technicians, even if still lacking in a massive practical implementation.
A few literature reviews have been realized concerning this topic (Volk – Stengel – Schutmann,
2014; Becerik-Gerber et al., 2012; Arayici, 2008), some of which recent and satisfactorily complete;
anyway, an overview of the state of the art will be provided in the followings, in order to both recall and
complete existing literature reviews.
2.3.1 Technical issues
One of the principal barriers to BIM implementation in existing buildings is the inevitable inaccuracy of data
(referring to the common situation of existing buildings lacking in pre-existing BIM); in fact, data have to be
collected manually with high operative costs, usually through a reverse engineering process (called “points-
to-BIM” or “scan-to-BIM”), which is typically fallible. This process consists of laser-scanning part of the
building structure and of its subsystems, completing the physical information obtained in this manner with
functional additional information, uploading these data in a cloud system and interpreting them by the means
of semi-automated software (that is able to associate scanner outputs to virtual objects) (Klein – Li –
Becerik-Gerber, 2012; Tang et al., 2010; Xiong et al., 2013; Burak Anil et al., 2013).
Other technologies often employed in data gathering are image-based technologies (Klein – Li –
Becerik-Gerber, 2012; Bhatla et al., 2012) or radio frequency identification (RFID tags), an interactive tool
that allows to identify and exchange information with tagged objects, but that is able to manage a limited
variety of data (Costin – Pradhananga – Teizer, 2012; Motamedi – Hammad, 2009).
Data collection is furthermore a critical activity not only because of its high operative costs and low
reliability, but also because of its impact on subsequent phases, i.e. data processing (Tang et al., 2010),
object recognition (Tang et al., 2010; Bhatla et al., 2012; Huber et al., 2011) and modeling (Tang et al., 2010;
Arayici, 2008; Xiong et al., 2013), that are influenced by the data quality and level of detail (the higher the
quality and/or the lower the level of detail, the lower will be the effort required to follow out these activities
(Volk – Stengel – Schultmann, 2014)).
2.2.2 Organizational issues
Besides being gathered, data needs to be made standard to foster their interoperability; international
standards, like ISO/PAS 16739:2005 and ISO 12006-3:2007, primarily defining formats for data exchange
and a framework for object-oriented building information, have already had a fair diffusion.
In addition, frameworks to link expert functionalities to BIM providing relevant information,
facilitating data exchange and avoiding ambiguities have been developed, like Information Delivery Manual
(IDM) and Model View Definitions (MVD) (Venugopal et al., 2012; Volk – Stengel – Schultmann, 2014),
whose description is deferred to more specific literature.
2.2.2 Applications
Several examples of BIM applications to Facility Management activities (Singh – Gu – Wang, 2011)
and of its functionalities can be found in literature often associated with practical case studies. Energy (as
energy-related monitoring and control activities usually requires a significant information flow, see Figure 4)
and space management, together with Life Cycle assessment and sustainability (Becerik-Gerber et al., 2012;
Succar, 2009; Motawa – Carter, 2012) is most assuredly one of the most constantly developing fields, aiming
at placing the building itself to an higher environmentally friendly standard (Cesarotti – Di Silvio – Introna,
2009) followed by maintenance (Arayici, 2008; Motawa – Almarshad, 2013).
Figure 4: Example of data flow for Energy Management in Buildings during the operation stage (Motawa – Carter, 2012)
Relatively recent progresses have been obtained also in BIM application to emergency management,
assessment and monitoring (Arayici, 2008), to quality control (Boukamp – Akinci, 2007) and to
deconstruction (Becerik-Gerber et al., 2012).
2.2.2 Benefits evaluation
Several authors have attempted to quantify impacts and benefits deriving from BIM implementation. The
“business value” of BIM implementation for assets’ owners has been defined (also considering strategic
business outcomes and the impact on governance, performance measurement, change management and
stakeholder management) (Love et al., 2014), also trying to consider intangible benefits and indirect costs
(Love et al., 2013). An attempt to create ad-hoc Key Performance Indicators (mainly related to costs,
activities’ duration and client satisfaction) has been made, in order to measure BIM benefits over the whole
lifecycle of a building to ensure continual improvement (Eadie et al., 2013).
A baseline for BIM projects evaluation has been created starting from the collection of results of different
case studies (Barlish – Sullivan, 2012), by the means of which a general and overall quantification of
economic benefits has also been outlined and confirmed (Sabol, 2008; Motawa – Carter, 2012):
“With a slight increase in upfront building cost of 2%, a lifecycle savings of about 20% of the initial
building cost can be achieved”
(Azhar et al., 2011)
2.2.3 Diffusion and barriers
While BIM adoption in Building Design is rapidly increasing, its implementation in existing buildings
struggles to stand out and spread. Some authors have focused on the evaluation of BIM maturity levels,
trying to quantify its diffusion and efficacy in various sectors (Porwal – Hewage, 2013; Barlish – Sullivan,
2012), as well as to delineate possible development scenarios.
Figure 5: BIM maturity map (Department of Business, Innovations and Skills, 2011)
Main result of these studies has been to assess that public sector is reluctant to large-scale BIM adoption,
partly due to the lack of sufficient technical training, partly due to bureaucratic slowdowns (primarily in
outsourcing contracts definition), and partly due to the relevant initial costs (that might be overcome through
the externalization of BIM implementation and management to specialized companies).
In order to evolve this situation, some Governments are gradually adopting policies to foster the
diffusion of BIM. In United Kingdom, for example, Government is starting from the cogent request of
adopting collaborative 3D BIM (with all project and asset information, documentation and data being
electronic) on all projects by 2016, and trying to delineate standard formats for outsourcing contracts that
include BIM implementation, in order to facilitate the introduction of this methodology in Design and
Operating Management (Eadie et al., 2013).
3. eniservizi s.p.a. case study
In this section, the case study of eniservizi s.p.a. will be presented, as well as a proposal of a methodology to
create and operate a BIM layer devoted to Site Compliance and Vendor Compliance management (Site and
Vendor Compliance Model).
eni s.p.a. , is a major integrated energy company, committed to grow in the activities of finding,
producing, transforming end marketing oil and gas, operating across over 85 countries in the world,
eniservizi s.p.a is the is the owner of processes in corporate real estate, whose mission is to provide to
integrated services and to preserve eni Real Estate assets. Aiming at effectively and efficiently accomplish
this mission, to have a clear awareness of the assets and related compulsory fulfillments, together with the
own (and vendors’) compliance level and capacity, is a critical matter, as it allows to understand and prevent
risks, promptly planning preventive and corrective actions, hence containing expenditures and avoiding
unbudgeted costs.
Answering that necessity, BIM methodology has been judged the most suitable to foster the creation
of a database and interactive platform, accessible by assets’ owners, managers and service providers, because
of its previously discussed interoperability and standardization features, as well as its capability to easily and
completely describe facilities.
The project that will be described is part of the eniservizi s.p.a. experience of the “ECBx – Existing
Building Commissioning”, whose main scope is to make the building operating correctly and safely, hence
reducing costs and extending its life (Cesarotti et al., 2013).
3.1 Compliance
Compliance can be defined as follows:
“Compliance generally refers to the conformance to a set of laws, regulations, policies, best
practices, or service-level agreements. Compliance governance refers to the set of procedures,
methodologies, and technologies put in place by a corporation to carry out, monitor, and manage
compliance. Compliance governance is an important, expensive, and complex problem to deal
with…”
(Silveira et al., 2011)
Compliance governance problem is therefore considered:
Important, due to the increasing regulatory pressure on companies;
Expensive, mainly because of the high costs companies usually incur while preparing
and performing internal or external audits;
Complex, as any company has to face a wide set of compliance requirements, each of
them having its own control mechanism and sets of indicators to monitor.
Many authors have been dealing with compliance governance problem, primarily focusing on the
development of models to manage it by the means of Service-Oriented Architectures (SOA) and Information
Technology (IT) tools, as well as on the realization of specific dashboards and interfaces, on the creation of
checking procedures and supportive techniques and on the definition of Key Compliance Indicators.
The state of the art of the research on Compliance methodologies and tools has been briefly
summarized in Table 1.
The original contribution of present research to fostering Compliance problem solving effort, has
been to put an emphasis on the interoperability issue (which, because of the large amount of different data to
be produced and analyzed by different functions, can be considered as a key to facilitate that hard task),
applying the BIM methodology presented in previous paragraphs to Site Compliance (the real estate
administrative and technical information and data management, aimed at ensuring their availability, update
and compliance to regulatory framework) and Vendor Compliance Management (the vendors’ monitoring
system, aimed at easily gathering and controlling data and documentations related to service providers and
subcontractors). The model proposed is also relevant to Public Administration as it envisages the entrustment
of BIM creation and management to a service outsourcer, and can therefore be replied to foster BIM
diffusion in public sector, where, as aforesaid, the high cost of BIM is one of the main barriers.
Author(s) Year Co
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Remarks
Letia I.A. - Groza A. 2013 X
Caron F. - Vanthienena J. - Beasens B. 2013 X X
Trana H. - Zduna U. - Holmesb T. - Oberortnerb E. - Mulob E. - Dustdar S. 2012 X Focus on information technology field
Silveira P. - Rodríguez C. - Birukou A. - Casati F. - Daniel F. - D’Andrea V. - Worledge C. - Taheri Z. 2011 X X X
Case study of a drug reimbursement process in the healthcare domain in Italy
Governatori G. - Rotolo A. 2010 X
Structural compliance (obligation concerning the structure of a business process)
Saqid S. - Governatori G. 2010 X X X
Awad A. - Weske M. 2009 X
Trinh T. - Do T. - Truong N. - Nguyen V. 2009 X X
Compliance monitoring at runtime: UML Timing Diagrams to specify constraints and Aspect Oriented Programming to control executions
Rozinat A. - van der Aalst W. 2009 X
Daniel F. - Casati F. - D'Andrea V. - Mulo E. - Zdun U. - Dustdar S. - Strauch S. - Schumm D. - Leymann F. - Sebahi S. - de Marchi F. - Hacid M. S. 2009 X X Focus on information technology field
Governatori G. - Hoffman J. - Sadiq S. - Weber I. 2009 X X
Chung P. - Cheung L. - Machin C. 2008 X
Check if the user-defined process is compliant to predefined ontology and a specific model, in which compliance requirements are described
Trent H. 2008 X Failing to meet these regulations means safety risks, hefty penalties, loss of reputation, or even bankruptcy
Hagerty J. - Hackbush J. - Gaughan D. - Jacobson S. 2008 X
Companies would have spent US$32B only on governance, compliance, and risk in 2008 and more than US$33B in 2009
Awad A. - Decker G. - Weske M. 2008 X X
Automated compliance checking of process activities and their ordering is an alternative whenever business processes and compliance rules are described in a formal way
Liu Y. - Müller S. - Xu K. 2007 X
Problem of static (i.e., before process execution) compliance checking of process models against compliance rules
Lu R. - Sadiq S. - Governatori G. 2007 X
Brunel J. - Cuppens F. - Cuppens-Boulahia N. - Sans T. - Bodeveix J. 2007 X Policies are modeled and checked as deontic sentences
Saqid S. - Governatori G. - Naimiri K. 2007 X
Format Contract Language (FCL), a combination of defeasible logic and deontic logic, is used to express normative specifications. Once the FCL specification is built, control tags can be derived from it and used to annotate the process model so that control concerns can be visualized in the process model space.
Bellamy R. - Erickson T. - Fuller B. - Kellogg W. - Rosenbaum R. - Thomas J. - Vetting Wolf T. 2007 X
Designing visualizations (i.e., the representation of data through visual languages) for risk and compliance management. Specifically, the study is focused on capturing the exact information required by users and on providing visual metaphors for satisfying those requirements
Seol H. - Choi J. - Park G. - Park Y. 2007 X
Ghose A. - Koliadis G. 2007 X
Heuristic approach to compliance resolution using a notion of compliance patterns
Giblin C. - Müller S. - Pfitzmann B. 2006 X
Advocates the use of the REALM (Regulations Expressed As Logical Models) metamodel to define temporal compliance rules and the Active Correlation Technology to check them. That way, it can detect duplicate events or compute a user-definable function, which checks whether a function exceeds some threshold
Chowdhary P. - Palpanas T. - Pinel F. - Chen S. K. - Wu F. Y. 2006 X
Business performance reporting is provided in a model-driven fashion
Cannon J. - Byers M. 2006 X
Governatori G. - Milosevic Z. - Sadiq S. 2006 X X
Grigori D. - Casati F. - Castellanos M. - Dayal U. - Sayal M. - Shan M. 2004 X
Grigori D. - Casati F. - Dayal U. - Shan M. 2001 X
Apte C. - Bibelnieks E. - Natarajan R. - Pednault E. - Tipu F. - Campbell D. - Nelson B. 2001 X
Bibelnieks E. - Campbell D. 2000 X
Adopted log files and a consolidated warehouse containing business and process historical data, from where data subsets are extracted and used as input to mining algorithms in order to predict or understand the origin of undesired business process execution behaviors
Table 1: Compliance methodologies, techniques and tools review summary, partly based on (Silveira et al., 2011)
3.2 Model’s actors, criticalities and processes
The Site and Vendor Compliance Model proposed is fundamentally based on the interaction (schematically
represented in Figure 6) between three principal stakeholders groups:
the Property User, whose task is to ensure the standards’ observance, and is constituted of different
functions and departments (like Health, Safety and Environment, Project Manager, Facility
Management, Asset, Lease & Property Management, etc.);
the Service Outsourcer, whose task is to provide consulting, managerial and technical outsourcing
services;
the Service Providers (and Subcontractors), whose task is to execute the Building Operating
activities, and to transmit related data to the Property Users.
Figure 6: main stakeholder interaction flow
In order to efficiently manage the assets, these three stakeholders groups need to be coordinated and
work together, integrating their competences and processes. These very needs introduce criticalities in
the model, which are also the strengths of the proposed solution, i.e.:
the audit support, to protect the property user’s (and owner’s) interests by providing the
competences needed to manage and correctly apply to the company’s context all the
complex and multidisciplinary requirements from the regulatory framework; it can also
be partially externalized to an experts’ team;
the creation and monitoring (and continuous updating) of a technical database,
conceived to manage all the buildings’ systems and components with a high level of
detail, and needed to correctly define and dimension the documental system;
the maintenance processes integration, fostering preventive maintenance rather than
emergency maintenance;
the integration in the model of vendors, that in a pre-contractual phase can have a partial
access to the database in order to correctly estimate their offer, while during the services
supply are meant to continuously update the database and the documental system
(allowing the property users and owners to monitor their activities).
To overcome such criticalities, the model primarily relies on three processes that are constantly
and carefully monitored and controlled, i.e. the regulatory process (to constantly monitor the contextual
framework evolution), the asset monitoring process (to continuously check and update the technical
database related to each facility), the system monitoring process (to verify and manage the associations
between the single facility’s database and the related fulfillments’ catalogue), and the agenda monitoring
process (to collect, validate and upload on time the required compliance documents).
A schematic representation of the model’s main processes is given in Figure 7.
Figure 7: model’s main phases representation
3.2 Model’s description
The Model is implemented through five subsequent steps:
1) A census of all building’s systems and components is taken, considering an adequate level of detail,
and gathering all information concerning their main characteristics, criticalities, global maintenance
and exploitation status. All information is uploaded in a multimedia interactive platform and the
BIM layer is created, in order to make them interoperable during subsequent phases. This activity is
performed by Service Providers and supported by Service Outsourcer, providing synthetic and
complete data sheets (Figure 8) and advanced technologies (like applications for mobile devices,
Augmented Reality, Geographic Information Systems, radiofrequency identification tags, etc.), and
validating the data to reduce the uncertainties inevitably introduced by the manual data gathering
processes (as stated in paragraph 2.3.1 referring to BIM application to Existing Buildings); is then
supervised by the Database Responsible, nominated by the Property User.
Figure 8: data sheet sample
2) The regulatory framework is analyzed, individuating all compulsory and voluntary norms and
regulations (those considered in the specific case study are more than 500, the most relevant among
them are reported in Table 2), as well as safety and maintenance concerns reported by technical
manuals that are applicable to the considered asset (all information is added to the BIM layer,
through which are connected to those added in phase 1) generating some sort of Building Operations
and Maintenance best practices list). A fulfillments’ catalogue is created, generally divided in three
areas (administrative, safety/environmental and technical), where each building’s system and
component is associated to specific compliances, current level of compliance, corrective actions to
possibly be undertaken and penalties that are bound to occur. This activity is performed by Service
Outsourcer, possibly in collaboration with experts of local legislation.
Regulation Typology Field
ISO 9001 Voluntary Quality Management
OHSAS 18001 Voluntary Safety and Health Management
ISO 14001 Voluntary Environmental Management
ISO 50001 Voluntary Energy Management
D.Lgs. 81/2008 Compulsory Safety, protection systems
D.M. 27/01/2006 Compulsory Safety, protection systems
D.M. 37/2008 Compulsory Safety, pressurized components
D.P.R. 380/2001 Compulsory Safety, pressurized components
D.M. 329/2004 Compulsory Safety, pressurized components
UNI EN 671/3 Voluntary Efficient technology management
UNI 10779 Voluntary Fire escape systems
UNI 12845 Voluntary Fire escape systems
UNI 9994 Voluntary Fire escape systems
Table 2: most relevant regulations considered
3) All the information is categorized within the BIM layer according to different classification schemes:
by area, by fulfillment typology, by facility, by system or component, etc., and dashboards and
interfaces are created in order to facilitate the navigation and search (Figure 9). The asset is then
completely described according to its technical and functional characteristics, fulfillments are
applied to the proper technical function, and a compliance checklist is organized for each facility.
These activities are all under direct Service Outsourcer’s responsibility.
Figure 9: dashboard sample
4) Periodical statistically relevant reports (highlighting non-compliances’ frequencies and trends) are
elaborated by the BIM according to several data stratifications, analyzed by the Service Outsourcer
and sent to the Property User, who is then able to have a complete overview on the compliance level
of his own asset and of the service level provided by vendors and subcontractors.
5) In a continuous improvement perspective, the process is iterated, and databases are continuously
updated by Service Providers and monitored by Service Outsourcer, thanks to the BIM
interoperability feature. This allows to gradually improve the quality of services and to have a total
control of expenditures, avoiding risks-related costs.
The entire process is supervised and fostered by the Site Compliance Manager, a function that is nominated
by the Property User and whose tasks are to commit and coordinate various actors and to ensure the
information flow and data gathering efficacy, as well as to directly report to the owners.
3.3 Results and benefits
A proper and valid statistical study of the results obtained by the proposed Model application has not
been conducted yet, hence only macroscopic and estimated results are presented in this section.
Compared to the previous situation (where most of the compliance-related data and
documentation where manually handled and stored in hardcopy archives without precisely defined
procedures), the implementation of the Site and Vendor Compliance Model described has resulted in a
sensible increase of the quality level of services, together with a remarkable reduction of the time spent
not only in Compliance monitoring and documents managing, but also in controlling vendors’ activities,
results, and compliance to contractual conditions (therefore rationalizing resources’ employment).
BIM implementation in the proposed solution has contributed to make processes and activities
much more lean and integrated, fostering the coordination and cooperation of various actors involved,
reducing connected risks and efforts and therefore making the practical realization of the whole model
feasible from both a technical and economic point of view.
Costs related to the Facility Management have been optimized and rationalized, thus consistently
dropped, having prevented those generated by non-compliances and reduced those connected to audits
and controls, while in the long term an increment of the asset’s and provided services’ value is expected,
as well as of customer satisfaction and engagement.
3 Conclusions and future developments
Building Information Modeling has proved to be an effective technology-based methodology to control
and reduce Building Operating Management related expenditures, fostering availability and
interoperability of data, and allowing to constantly having a precise and complete overview of buildings’
functional features, always in connection to their physical ones.
In this paper, the proposal of the generation and operation of a BIM layer devoted to Site and
Vendor Compliance Management has been presented and its application to the real case study of
eniservizi s.p.a. illustrated, together with its criticalities and strengths and its estimated benefits.
The Model proposed is considered to be applicable to public sector because it involves the
externalization of generation, maintenance and operation of the BIM, hence reducing costs and technical
competences required. Its application to Public Administration is also advised, as it fosters Service
Providers’ control and therefore the reduction of costs related to Outsourcing activities (a common
practice in public sector, allowing transferring most of risks to the suppliers, hence containing
expenditures while maintaining high quality of services provided).
Moving forward from the UK Government’s regulation case (previously mentioned in paragraph
2.2.3), it is desirable and very likely that in the foreseeable future most of the industrialized Countries
will adopt policies to foster the introduction in the Public Administration of the BIM, in both the
Construction and Building Operating Management sectors. In such context, this study can be considered
the starting point of a wider research framework aimed at transferring BIM-related best practices that are
well known in the private sector to the public sector, making BIM-based models and techniques always
more affordable and spread.
A future development of present research might also be to further integrate the Design and
Operating phases of buildings by the means of BIM, mainly performing simulations of all of the
Operations and Maintenance activities during the Design phase, in order to include final-use-oriented
parameters into the decision system and to develop governance models prior to the actual use of the
facility, hence making easier and more sustainable Building Operating Management.
An example of that development can be found in the experience of the Etlik Hospital in Turkey,
where BIM has been adopted to create the governance model for all of the 19 no-core services during its
design, comparing different methods for handling logistics (checking adherence to Service Level
Agreement), verifying adequacy of Space and Asset sizing used for Service distribution, selecting the
optimal configuration for the supply of no-core services in the hospital, managing interferences among
all services supplied in the hospital (core and no-core services).
The advantages obtained by these simulations have been the following:
• Optimize the integration between service design and building design;
• Manage the interferences among all services;
• Reduce inefficiencies due to operators inactivity;
• Reduce the number of resources planned by Service Providers and optimize resources
sizing;
• Carry out activity scheduling and optimize resources allocation;
• Optimize service delivery time;
• Improve logistic flows and eliminate the queues and bottlenecks;
• Optimize investment and services costs.
A complete model of the building (including governance data and models) has therefore been created, and
information gathered has been standardized and stored in proper BIM layers, in order to be on tap for further
use in Operating phase, hence making the implementation of the Compliance model proposed even easier
and leaner.
That case study shall be therefore studied and replicated, and the applied methodology shall be
generalized and consolidated.
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