Download - Ryan Forde DFD 6042016
Building Information Modelling and its impact on
Project Management in small scale Irish
Architectural design and Construction companies
A Dissertation Submitted in Partial Fulfilment of the Requirements for the
Degree of
BSc (Hons) in Architectural Technology By
Ryan Forde
Word Count: 11,950
April 2016
Department of Built Environment and Extended Campus,
IT Carlow
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Declaration
I declare that all material in this submission e.g. thesis/essay/project/assignment is
entirely my/our own work except where duly acknowledged.
I have cited the sources of all quotations, paraphrases, summaries of information, tables,
diagrams or other material; including software and other electronic media in which
intellectual property rights may reside.
I have provided a complete bibliography of all works and sources used in the preparation
of this submission.
I understand that failure to comply with the Institute’s regulations governing plagiarism
constitutes a serious offence.
Student Name: (Printed) ____________________________________________
Student Number(s): ____________________________________________
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Date: ____________________________________________
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Acknowledgements I wish to take this opportunity to thank the School of the Built Environment for
accepting me into their program and the faculty for passing their knowledge and life
experiences to me.
I would like to thank all of my lecturers, and to my supervisor Mrs. Sujana Sudhir,
your knowledge and direction was critical for the completion of my Dissertation.
I would also like to thank the professionals who took part in the interview stage of the
study, Mr. Noel Dunne, Mr. Anthony Dempsey, Mr. Gary Mongey,
To Declan and Rachel for being great housemates thank you for all your advice
To my parents, for providing me with the opportunity to complete my Degree, I could
not have done it without your help and support.
Finally to Niamh, you have been my rock during my time in College, all I have done
is in honour of you and your caring support.
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Abstract The purpose of this research was to study the success and challenges faced by
small scale architectural design and construction companies using Building Information Modelling BIM for project management in an Irish context. The aim of the
research was to study the processes and effective integration of tools involved in using BIM for managing project work. The research was also centred on
investigating the strengths and limitations of using BIM tools for collaboration, production, design phase and the pre-construction phase. Recommendations were
outlined in the possible solutions for this specific investigation.
List of Key Words: AEC - Architectural, engineering and construction, BIM - Building information model, CAD - Computer-aided design, MEP - Mechanical / Electrical / Plumbing
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Table of Contents Declaration ................................................................................................................. II
Acknowledgements ................................................................................................... III
Abstract ..................................................................................................................... IV
List of Figures .......................................................................................................... VIII
Introduction ............................................................................................................ - 1 -
Chapter 1 ............................................................................................................... - 2 -
1.0 Purpose of Study .......................................................................................... - 2 -
1.1 What is BIM? ............................................................................................. - 2 -
1.2 Using BIM for Project Management .......................................................... - 2 -
1.3 Small Scale Companies and Practices ..................................................... - 3 -
1.4 Research Aim ............................................................................................... - 5 -
1.5 Research Objectives ..................................................................................... - 5 -
1.6 Methodology ................................................................................................. - 6 -
1.7 Scope and Limitations of Study .................................................................... - 6 -
Chapter 2 ............................................................................................................... - 7 -
2.0 Literature Review ......................................................................................... - 7 -
2.1 The Implementation of BIM in Small Practices/Companies ....................... - 7 -
2.1.1 Why BIM? ............................................................................................... - 8 -
2.1.1.3 New Opportunities ............................................................................... - 9 -
2.1.1.4 Getting Started with BIM ................................................................... - 10 -
2.2 Building Information Modelling (BIM) Principles.......................................... - 11 -
2.3 Building Information Modelling (BIM) Framework and Workflows ............... - 14 -
2.4 BIM and Project Management .................................................................... - 16 -
2.5 Introducing BIM Work Stages to a Project Management Environment ....... - 17 -
2.5.1 Visualisation ......................................................................................... - 17 -
2.5.2 Constructability ..................................................................................... - 18 -
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2.5.3 Collaboration ........................................................................................ - 18 -
2.5.4 Clash Detection .................................................................................... - 19 -
2.5.5 Management of Project Delivery and Alignment .................................. - 20 -
2.5.6 Summary .............................................................................................. - 20 -
2.6 A Developed BIM & Project Management Framework for small scale Irish
Architectural Practices ...................................................................................... - 20 -
2.6.1 The need for a combined BIM & Project Management framework, based
on the needs of small scale Irish Architectural Practices .............................. - 20 -
2.6.2 Combining the different frameworks and Codes of Practice ................ - 22 -
2.6.3 Summary of Actions ............................................................................. - 22 -
2.6.4 Investigated Frameworks, Work Stages and Codes of Practice ........... - 22 -
2.6.5 Developed BIM & Project Management Framework ............................ - 23 -
2.7 Conclusion .................................................................................................. - 24 -
Chapter 3 ............................................................................................................. - 25 -
3.0 Methodology ............................................................................................... - 25 -
3.1 Overview ................................................................................................. - 25 -
3.2 Types of Qualitative Methods Used ............................................................ - 25 -
3.2.1 Key Informant Interviewing ................................................................... - 25 -
3.3 Selection of Interviewers ............................................................................. - 26 -
3.4 Developing an Interviewing Process ........................................................... - 26 -
3.4.1 Introduction: ......................................................................................... - 26 -
3.4.2 Key Questions: ..................................................................................... - 26 -
3.4.3 Probing Questions: ............................................................................... - 26 -
3.4.4 Closing Question: ................................................................................. - 27 -
3.4.5 Summary: ............................................................................................. - 27 -
3.5 Qualitative Data Management .................................................................... - 27 -
3.6 Probability and Non-probability Sampling ................................................... - 27 -
3.7 Ethics .......................................................................................................... - 28 -
VII
Chapter 4 ............................................................................................................. - 29 -
4.0 Findings and Discussion ............................................................................. - 29 -
4.1 Qualitative Analysis of Key Informant Interview Data ................................. - 29 -
4.2 Key Informant Interview Data Collection ..................................................... - 30 -
4.2.1 General Questions ............................................................................... - 30 -
4.2.2 Questions specific to Project Management .......................................... - 34 -
4.3 Production .................................................................................................. - 34 -
4.3.1 Summary .............................................................................................. - 34 -
4.4 Collaboration............................................................................................... - 35 -
4.4.1 Summary .............................................................................................. - 36 -
4.5 Design Stage .............................................................................................. - 37 -
4.5.1 Summary .............................................................................................. - 37 -
4.6 Pre – Construction Stage ............................................................................ - 38 -
4.6.1 Summary .............................................................................................. - 39 -
Chapter 5 ............................................................................................................. - 40 -
5.0 Conclusions and Recommendations .......................................................... - 40 -
5.1 Overview ................................................................................................. - 40 -
5.2 Project Summary ..................................................................................... - 40 -
5.2.1 Benefits of this Study ........................................................................... - 40 -
5.2.2 Technical Findings ............................................................................... - 40 -
5.2.3 Technical Difficulties ............................................................................ - 41 -
5.2.4 Improvements ...................................................................................... - 42 -
5.2.5 Limitations of this Study ....................................................................... - 42 -
5.2.6 Suggestions for Future Work ................................................................ - 42 -
5.3 Conclusions & Recommendations .............................................................. - 43 -
5.4 Summary .................................................................................................... - 45 -
Glossary ............................................................................................................... - 45 -
VIII
Bibliography ......................................................................................................... - 46 -
List of Figures
Figure 1: The Traditional Flow of Information - Investing in BIM: A Guide for
Architects (Building Design, 2012) ......................................................................... - 8 -
Figure 2: A Shared Building Model - Investigating in BIM: A Guide for Architects
(Building Design, 2012) .......................................................................................... - 9 -
Figure 3: The main aspects of BIM - The Basic Principles of BIM
(Sebastian, 2010) ................................................................................................. - 12 -
Figure 4: Different ways of Integration through BIM - The Basic Principles of BIM
(Sebastian, 2010) ................................................................................................. - 13 -
Figure 5: The Process for the Implementation of the BIM Framework for small scale
practices at project level - Computing in Civil Engineering
(M. Kassem, 2013) ............................................................................................... - 15 -
Figure 6: Technology Framework - Computing in Civil Engineering
(M. Kassem, 2013) ............................................................................................... - 15 -
Figure 7: Benefits of BIM to Project Management - BIM and the Project Manager
(Noble, 2013) ....................................................................................................... - 17 -
Figure 8: Project Stages - Code of Practice for Project Management for Construction
and Development - (CIOB, 2014) ......................................................................... - 21 -
Figure 9: Project Lifecycle - Code of Practice for Project Management for
Construction and Development (CIOB, 2014) ...................................................... - 23 -
Figure 10: possibilities of the Production stage involved in BIM. -
Source: www.arcdox.com ..................................................................................... - 35 -
Figure 11: BIM – A Collaborative Approach to Working - (Jennifer, 2012) ........... - 37 -
Figure 12: Example of BIM Model - Source www.autodesk.com .......................... - 38 -
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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Introduction This dissertation was undertaken as part of a BSc (Hons) Degree in Architectural
Technology. The aim of this research project was to investigate the title “Building
Information Modelling and its impact on Managing Projects in small scale Irish
Architectural design and Construction companies”.
This study contains research literature and also research gathered from
professionals in the field of BIM and Project Management. The research from this
study shall show how small scale practices and companies can use BIM as a tool for
Project Management. The theory and expectation of BIM cannot be met in practice,
qualitative research method has been used as part of this technical study to
investigate the implications of using BIM for Project Management faced by small
scale Irish architectural design and construction companies.
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Chapter 1
1.0 Purpose of Study 1.1 What is BIM?
“The real promise of BIM lies in its application across the entire project team,
especially in the area of efficient project management.” – (Laiserin, 2009).
Building Information Modelling (BIM) is a revolutionary technology and process that
has transformed the way buildings are designed, analysed, constructed, and
managed. BIM has become a proven technology in today’s construction age. While
there may be a number of inefficiencies that will continue to be refined, an
interrogation of BIM is still in its early stages, and is producing results for the
Architecture, Engineering and Construction industry all over the world.
“BIM is a digital representation of the building process to facilitate exchange and
interoperability of information in digital format” (Eastman, 1999) Project management
has become a common discussion relating with BIM, according to Interoperability in
the Construction Industry (McGraw Hill Construction, 2007).
Architects, Engineers and Designers demanded higher interoperability among teams
and software packages, better tools and fewer questions in the field of the built
environment. The question is, how? How can building professionals deliver a better
managed project to their clients as buildings become more multifaceted and reliant
on new technologies in an ever changing world?
The simplest answer was BIM (Hardin, 2009)
1.2 Using BIM for Project Management Although the use of BIM is commonly linked with the design team, it is in the field of
project management where it has its most long-term application. Even though the
design team may vary at different stages of an asset's life cycle, the need for
management of that asset whether a building or some other form of construction is
continuous, from inception through to end of life, a true cradle-to-grave process. The
team using BIM for managing their projects therefore need to understand and
interrogate the BIM information, in order to maximise its benefits. (NBS, 2015)
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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BIM facilitates the management throughout the entire project life cycle. Some
obstacles still remain to full implementation of BIM, mostly regarding the cost
investment of BIM tools.
Online collaboration using BIM in projects is on the rise, moving away from old-
fashioned time and labour intensive communication methods. BIM is moving from a
document-based environment to an integrated database working environment.
Constant updates of information from a range of consultants is fed into the model,
and needs to be managed; in addition to wider issues such as the project
management of the team, which is required for successful BIM implementation – BIM
is about the management of methods, people and attitudes. (NBS, 2015)
Conventionally the geometric model and scheduling have been two separate
databases. With BIM the two are combined. Project managers in a team work with
automated data, are able to see relationships; and use that to manage project
processes and hence make better decisions based on more reliable information, and
at an earlier stage. Therefore these decisions lead to better outcomes, rather than
managing the consequences of those outcomes. Scheduling and budget control are
improved, and more accurate decisions and outcomes are possible. (NBS, 2015)
1.3 Small Scale Companies and Practices A small scale Architectural company consists of five or less employees. (Enterprise
Ireland, 2007)
The relationship of small scale Architectural and Design Companies, and the
adoption of BIM is about to become mainstream in Ireland. The UK have legislated
for BIM to be a standard requirement in the Architecture, Engineering and
Construction industry for any project estimated to be above 5 million by July 2016.
As a country Ireland traditionally takes the lead from the UK in such developments.
The introduction of the UK 2016 BIM standards has set a new context for the Irish
Architecture, Engineering and Construction (AEC) sector to increase the use of BIM
in small, medium and large scale companies. (CMG Events, 2015)
With the UK BIM adoption taking full effect from 2016 many experts in the Irish
construction sector believe that an Irish adoption of BIM is not far behind. In the UK
and Ireland the majority of the large scale firms have now adopted BIM. The
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adoption in 2010, was only 13% of all scale size companies, and 43% of the
companies were unaware of BIM.
Even though the majority of small scale companies and practices in Ireland have not
integrated BIM, the small scale companies and practices which have successfully
adopted BIM are seeing the real benefits. Even though BIM seems to be become an
established process for design management, the context of small scale practices in
Ireland, 35% implemented and were using BIM, compared to 61% usage in larger
scale practices. So, why is this the case? It may be that it is difficult for the smaller
scale practices to find the funding to finance the technology and training needed, it
may be that there is less client demand, or it may be that collaboration is less
important on projects of a less complex nature. Surely adopting BIM should actually
be easier for a smaller scale Irish practice. Smaller companies have agility, whereas
larger companies often do not.
“BIM is not the domain of large scale practices. For the small scale practices, BIM
has a number of advantages, posing a way to lead and manage teams that deliver
larger scale projects, or to interact with larger scale companies.” (Hamil, 2014)
For all the above reasons, the purpose of this report is to review the implications of
using BIM for project management in small scale Architectural Design and
Construction companies in an Irish context.
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1.4 Research Aim The aim of this research is to study the implications of using BIM for Project
Management faced by small scale Irish architectural design and construction
companies. The final aim of the research is to identify the areas of integration of
using BIM for Project Management in small scale Architectural Design and
Construction companies in Ireland
1.5 Research Objectives The research aim shall be achieved by fulfilling the following research objectives:
1) To study the processes involved in using BIM for managing project work, in
small scale Irish Architectural design and Construction companies.
2) To study and investigate the effective integration of BIM tools used for
managing project work in small scale Irish Architectural design and
Construction companies.
3) To study the strengths and limitations of using BIM tools for collaboration,
production, design stage and the construction stage for small scale Irish
Architectural design and Construction companies.
4) To study the strengths and limitations of using BIM for daily operations faced
by small scale Irish Architectural design and Construction companies.
5) To recommend possible solutions for the effective integration of BIM tools
when used for collaboration, production, design stage and the construction
stage, in small scale Irish Architectural design and Construction companies.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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1.6 Methodology A Qualitative research method shall be used in this study to investigate using the
BIM and Project Management framework and explore the processes involved in
using BIM for managing project work. Individual interviews with BIM specialists and
Professionals will be carried out to gather data for the research. The interview
process shall be precise and organised with open-ended questions relating to the
topic of, the strengths and limitations of using BIM for project management in small
scale Architectural Design and Construction companies in an Irish context. The
questions shall be categorised in to duplicate the BIM framework such as Pre-BIM,
Modelling, Collaboration, Integration, and Post-BIM.
1.7 Scope and Limitations of Study The scope of this research involves studying the processes of using BIM for Project
Management in small scale Irish Architectural Design and Construction companies in
relation to the collaboration, production, design and construction stages of a project,
The scope of is limited to small scale Irish Architectural Design and Construction
companies and practices. The reason for not researching large scale companies and
practices is due to time constraints for the deadline of this paper, the research
needed for large scale companies and practices would be very broad and complex.
The volume of data would make analysis and interpretation exceedingly time
consuming.
The scope of the research is also limited to the uses of BIM used specifically for
project management, which shall be researched solely in the context of small scale
companies and practices in Ireland
The qualitative research method used for investigating the scope of the study may
cause drawbacks regarding the interviewee’s personal biases and preconceptions
relating to a topic in the interview resulting in leanings of information.
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Chapter 2
2.0 Literature Review Small scale Architectural Design and Construction practices/companies are the
workforce of the AEC industry, quick to learn, adapt, innovate and evolve with
market conditions. The integration and utilisation of BIM used as a tool for Project
Management provides an opportunity to regain ground in design, procurement and
construction processes by managing, coordinating and delivering precise data
across the asset life cycle and cementing their place as the real master designers of
the AEC industry (Enyon, 2014)
This literature review is intended to clarify the integration of BIM used as a tool for
Project Management in small scale Irish Architectural Design and Construction
companies, which probes many different topics of conversation i.e. the
implementation of BIM in small practices/companies, National BIM framework and
principles, National Project Management framework and principles. From a broad
range of literature identified in the context of this topic key pieces have been
selected and reviewed. The published research referenced in this literature review
was in the form of journal papers, handbooks and different expert articles relating to
the topic of small scale Irish practices/companies implementing BIM as a tool for
Project Management.
2.1 The Implementation of BIM in Small Practices/Companies BIM is emerging as an enabler for more efficient, better managed, innovative and
collaborative forms of working in the AEC industry. This proposition is relevant to the
smaller scale practices and companies in the built environment who are more agile.
With the implementation of BIM in smaller practices and companies there may be a
need for an initial investment, the realisation of quicker workflows, better
management and improved coordination of information will unlock a positive return
on their expense. (Philip, 2014)
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2.1.1 Why BIM?
The versatility of small practices makes the opportunity to transform the construction
industry to integrated digital workflows more accessible than ever before.
BIM involves the creation of multiple 3D models of a building using complex, fully
specified, intelligent, self-aware components in a powerful, computerised 3D
environment. These components may be as detailed and accurate as the designer
wants. The components act similar to building components in the real world, doors,
windows, walls, floors, roofs etc. all display properties in the 3D model which
correspond similar to their counterparts in the real world, which gives an extremely
high quality, informative, and inherently accurate result for the designer and client.
(Crotty, 2014)
Trying to keep all stakeholders in the loop on a project has become increasingly
difficult especially in a smaller practice/company as illustrated in the scheme;
Figure 1: The Traditional Flow of Information - Investing in BIM: A Guide for Architects (Building Design, 2012)
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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The implementation and utilisation of BIM and BIM standards simplify the overall
project with all stakeholders and parties working from one central intelligent building
model as illustrated in the scheme;
Figure 2: A Shared Building Model - Investigating in BIM: A Guide for Architects (Building Design, 2012)
2.1.1.3 New Opportunities
For the small scale practices/companies new opportunities shall show through
associations with the larger practices/companies who need the investment in
innovation that the smaller practices/companies can make. Trustworthy, computable
tender documents will change this situation. According to (Crotty, 2014) “The small
practitioner who is able to embrace change quickly should find themselves in a
position to compete strongly with much larger practices, because of the staff training
and structuring issues and because of their speed and cost at which they can adopt
new ways of working”
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2.1.1.4 Getting Started with BIM
The National Building Specification (NBS) published an illustrated case study journal
in 2014 entitled “BIM in Small Practices” written by, Robert Klaschka. The journal is a
reference for small scale practices and companies interested in implementing BIM
into their workplace. A chapter in the journal entitled “Getting Started with BIM”
written by Architect David Miller gives his own experience of implementing and
utilising BIM in his small practice, and gives practical steps and guidance to help
small practices understand the adoption of BIM.
When questioned, what was his motivation for adopting BIM? (Miller, 2014) replied;
“increased efficiency and profitability and a better way of working, we were all aware
of the UK Governments plans for the adoption of BIM for all projects valued at
£5million, BIM could offer our small practice speed, accuracy, improved coordination
and quality control. We realised that as a small practice we had it easier when it
came to implementing BIM, because the real barrier isn’t the cost of implementation,
but change management is the real issue, as a smaller practice we were able to spot
the opportunity and make the change quickly”.
When was asked about the adoption process of BIM, he said “the most important
part is making a full commitment and for us that was appointing a BIM manager to
lead the process. Our BIM manager developed a six-day training schedule broken
down into 40-minute modules, she then introduced BIM Boot Camp for new starters,
which involves full immersion in their first week in the office before there are any
project distractions. We implemented a BIM framework and principles that suited our
workplace and the way we work, this guided us to gain the absolute most out of BIM
as the framework kept us on track with the project, I believe that if we had have not
utilised this framework and kept with the principles that the total benefits of
implementing BIM into the practice would not have been seen.
In this small scale architectural practice the cost considerations for the adoption of
BIM into the company were expectantly quite high. £10,000 per workstation, so it
was a big investment for a small practice. This figure includes hardware, software
and training, although the cost for larger scaled practices are the same just scaled
differently. The practice have been spending approximately £30,000 per annum over
four years for total BIM adoption, implementation and utilisation. (Miller, 2014) says;
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“It’s important to note that half of the cost is in the training of BIM. When you view
cost in relation to salaries and fee income it looks far less shocking and it is easy to
see why at our practice we view BIM as an investment in our team and working
methods rather than in technology.”
When questioned what is the benefit of implementing BIM? (Miller, 2014) replies;
“efficient project management throughout the cycle of a project from inception to
completion. Completely adopting BIM along with the framework and its principles has
made the company more efficient, and we are sure it has given us a competitive
advantage. As a bonus we found that our new workflow has simplified project and
design management and allowed us to build our internal processes around BIM.
The practice believe that implementing BIM has allowed them to grow in a difficult
market and to take on bigger and more challenging projects due to better project
management.
2.2 Building Information Modelling (BIM) Principles Building Information Modelling is rapidly becoming more important for the
management of complex collaboration and communication processes in the built
environment. BIM contains two main aspects; an intelligent model and an approach
for combined collaboration between the design team, with the main focus on open
sharing and integration. BIM encompasses both a framework and technology
principle. The main aspects of BIM are illustrated in the following scheme.
(Sebastian, 2010)
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Figure 3: The main aspects of BIM - The Basic Principles of BIM (Sebastian, 2010)
An intelligent building model in the BIM framework is a simple representation of a
multidimensional model that includes; 3D visualisation and detailing, material
scheduling, planning, costings and logistic information. During the construction
phase of a project, BIM can support the communication between the building site,
the factory and the design team’s office, which is essential for an effective and
efficient production and assembly process. BIM can be used as an important
management method in a project providing and maintaining up to date information of
the building, even linking the building performance and life-cycle cost. (Sebastian,
2010)
BIM serves as an approach for integrated collaboration throughout the progressions
of a building. BIM is a method of integration between the information and
communications technology (ICT) and the business phase of collaboration. Its main
essence lies in the management, collaboration and communication between the
design team, client and stakeholders of a project. (Sebastian, 2010)
The different ways of integration through BIM are illustrated in the following scheme.
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Figure 4: Different ways of Integration through BIM - The Basic Principles of BIM (Sebastian, 2010)
BIM is not a quick ready-made solution or computer software, BIM has to be tailored
for every project as no two projects are the same. The collaboration framework, the
modelling approach, the structure and level of detail in the model itself will always
have to be coordinated in accordance to the project’s complexity. Once used in a
project, BIM develops as the project progresses, it is intended to be a living model
that can be used during the planning, design, construction, and operation of a
building. (Sebastian, 2010)
In today’s built environment the technical and organisational complexities relating to
sustainable building design has dramatically increased. The projects have to meet a
much higher technical performance, durability, comfort, safety, user-friendliness and
environmental standard. The building aims to function more effectively with a far less
energy consumption. BIM has become one of the most important innovations in the
management of these complex building projects, certain benefits through BIM
implementation in a project can be seen such as;
• Consistent information coming from the centralised building model;
• Efficient, quick design as drawing, analysing, decision making are all done
through coinciding processes involving all AEC disciplines.
• High quality buildings due to the elimination of design errors and anomalies.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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• Effective facility management using the contain data in the building model for
managing, remodelling and maintaining the building over time. (Sebastian,
2010)
BIM can provide a valuable support to both process and project management in a
building. To deal with complexities in larger building projects, the process
management approach was developed to compliment the project management.
The overall objective and focus of project management is to lead a building project
on a structured pathway. Project management focuses on three main aspects,
quality, cost and time, project management aims at providing a building that meets
the quality level within the cost budget and on time. Process management operates
before the project management begins and continues throughout the project,
process management prepares and shapes the path on which project management
leads the project through (Sebastian, 2010)
2.3 Building Information Modelling (BIM) Framework and Workflows A BIM framework is a theoretical structure explaining complex aspects of BIM by
identifying important concepts and their interrelationships. BIM workflows are
structured information i.e. process maps used for operational applications of different
BIM tools. The majority of past frameworks and workflows were created to build an
understanding and adoption at industry level or were created for BIM users in large
scale practices and companies. (M. Kassem, 2013)
The following shall illustrate and explain the implementation and utilisation of a small
scale practice-orientated BIM framework that can be used at project level.
The main emphasis on the adoption of BIM has been on interoperability and
visualisation where consistent and precise information can be linked across the life-
cycle process. The main focus on the implementation of a BIM framework and BIM
workflow is so they can be used in building projects to increase the efficiency of
processes and increase the quality of information to all stakeholders involved in the
project life-cycle. (Succar, 2008) The process for the implementation of a BIM
framework for small scale practices at project level are illustrated in the following
scheme;
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Figure 5: The Process for the Implementation of the BIM Framework for small scale practices at project level - Computing in Civil Engineering (M. Kassem, 2013)
This framework and workflow was put into practice at an international live design
competition titled “Build London Live 2009”, in the competition a number of design
teams of all AEC disciplines competed in a 48 hour project design. The winner was
chosen by a group of industry experts. The above BIM framework was followed and
the project started with a workshop where a technology review (figure 4) was
established and is illustrated in the following scheme;
Figure 6: Technology Framework - Computing in Civil Engineering (M. Kassem, 2013)
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Within the competition time of 48 hours all the BIM deliverables were produced by
the team following the proposed BIM framework and workflow. The judges awarded
the team “Best Multi-disciplinary BIM and use of Interoperability”, this result shows
that the proposed BIM framework and workflow helps in creating a shared vision
about the implementation of BIM; facilitating communication and workflow, also
increasing the overall efficiency of the stakeholders involved in the design process of
the project. (M. Kassem, 2013)
2.4 BIM and Project Management The term Project Management in relation to the built environment, is the overall
planning, coordination, and control of a project from beginning to completion. Project
Management is aimed at meeting a client's requirement in order to produce a
functionally and financially viable project. (CIOB, 2014) established discipline which
executively manages the full development process, from the client’s idea to funding
coordination and acquirement of planning and statutory controls approval,
sustainability, design delivery, through to the selection and procurement of the
project team, construction, commissioning, handover, review, to facilities
management coordination.
In the UK construction industry, they are currently facing increasing pressure with
regards to Building Information Modelling (BIM) following the announcement in
September 2010 by Paul Morrell, chief construction advisor for the UK government,
that by 2016 all major centrally procured government construction projects valued at
£5 million must use Level 2 BIM. (Rawlinson, 2013) Many of the UK construction
firms are already finding that both public and private sector clients are seeking to use
BIM well in before 2016 due to the amount of benefits that it can bring to a project.
As a result, the pace of BIM adoption in the UK and also Ireland is increasing
throughout the AEC industry. (Malone, 2013)
BIM requires that every project team member and stakeholders can access and work
on a single collaborative project design from a single centralised information pool.
This represents a change to the way projects are undertaken and managed. BIM can
bring multiple benefits to project management, as summarised in the scheme;
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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Figure 7: Benefits of BIM to Project Management - BIM and the Project Manager (Noble, 2013)
2.5 Introducing BIM Work Stages to a Project Management Environment The following section investigates the use of different BIM technologies as a
management and collaboration tool of producing projects from the initial inception,
planning, design, to pre-construction phase all these sections are relating back to a
developed BIM/Project Management framework, showing the benefits of
implementing and utilising BIM Project Management. This section also relates to the
use of BIM in the current Irish construction industry, its practices and some of the
barriers which are in the way of increasing Project Management within the industry.
As it is impossible to become an expert in each of the disciplines, it is also
impossible to become an expert in all fields of the BIM process. This is why the
following section is an overview of the process of how BIM can be dissected in
different stages and implemented into a framework supporting BIM and Project
Management in correlation. Notes were gathered on a broad range of articles,
journals and books.
2.5.1 Visualisation
The visualisation aspect of BIM allows the designers and all stakeholders of a project
to see and comment prior to the project starting on-site. Simply, it gave the
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
- 18 -
stakeholders an opportunity to add or remove components they approved of or
disapproved of without having incurred the same costs as they would have had
during the construction phase of that project. Perhaps, more importantly the
visualisation aspect of BIM in relation to a Project Management context, it allows on-
site teams view the expected outcome and understand more quickly what the design
team expects to be built. (Stewart, 2009)
2.5.2 Constructability
“The optimum use of construction knowledge and experience in planning, design,
procurement and field operations to achieve overall project objectives” (Construction
Institute, 2015). (Basu, 2007) Understood the preconstruction benefits of using BIM
and 4D scheduling. He noted its help in a complex construction site. In fact, his case
study suggested the “project could not be done without the initial detailed planning
and buy-in using the 4D BIM model”. Virtual construction, facilitates improvements
during the initial development phases of a project. The knowledge the design team
bring together in producing the model help during the “constructability review”, this
includes suggestions and inputs from all team members, and this allows all parties to
prove their validity of assumptions without having to learn from physically
constructing them. Through this constructability can be seen to lead a great return on
investment of a project. (Wissam Hijazi, 2009) says “The idea is to minimise the gap
between what designers draw and what contractors execute on site”.
In its most simplistic form, 4D BIM Models and schedules help people and all the
stakeholders understand how things are put together. They help designers
understand the consequences of many of their choices. This is possibly one of the
most valuable benefits for the implementation of BIM. Using BIM as a tool for the
constructability stage of a project can influence the productivity in the management
of a project.
2.5.3 Collaboration
Project collaboration ensures that there is constant intermingling of information
throughout the various project phases. (Noble, 2013) points out that BIM is not
simply technology but a process that requires the use of available technology and
the collaboration of users, constructors, designers and owners to extract the most
out of the building information model. Visualisation and constructability requires a
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
- 19 -
collaborative approach and early stakeholder involvement to be useful. Intel in
Ireland use BIM extensively in the planning of its latest expansion. Full design of
these plants are not fully complete when construction begins therefore they are
dynamic environments that are always in design development. It’s clear to see that
this project could not be successful without this collaborative approach. BIM works
well with the project delivery approach, which requires the use of collaborative
agreements which helps “harness the power of BIM and lean construction methods”
(NBS, 2015)
One of the major issues with the construction industry is its inherent fragmentation.
All disciplines have traditionally worked apart. Architectural firms, Mechanical and
electrical consultants, structural engineers etc. are often in different practices and
when they work in the same practice/company they are often managed as separate
bodies of that practice. BIM has forced the different disciplines to look differently with
regard to collaboration. Designers understand the advantages of reducing their own
time on the project, as they are not being told to redesign at a later stage because
there issues have been discussed and solved through collaboratively, have become
evident through the one shared model. Which in turn turns out to be a valuable tool
for the management of a project as whole collective unit.
2.5.4 Clash Detection
Clash detection is a buzz word associated with BIM. This is because it is possible to
put a value on savings made from eliminating problems found during a clash
detection. Clash detection can be broken into three simple categories; 1) Hard clash.
2) Soft clash. 3) 4D/Workflow clash. A Hard clash is when two objects occupy the
same space, i.e. a pipe cannot go through a wall where there is no opening from the
pipe to pass through. Soft clashes refer to allowable space. Buffer zones between
components, these special allowances may be to provide for ongoing maintenance,
future expansion etc. 4D/Workflow clashes refer to clashes in scheduling work
crews, equipment, materials delivery clashes and other issues relating to time.
(CIOB, 2014) This stage that is associated with BIM influences time savings in the
project and therefore reduces costs, and increases the productivity of the design
team of a project.
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2.5.5 Management of Project Delivery and Alignment
Alignment is the process by which design team or project stakeholders are all
brought together to achieve the same goal. In relation to the built environment and
construction the objective should be to provide a client with the building that satisfies
their requirements at the lowest cost, over the shortest timescale and to the highest
standard and quality. With BIM increasing the management of Project Delivery and
Alignment the whole design team and stakeholders share in both the risks and
rewards. In order for BIM to be used as an alignment tool for project delivery, full and
early project team involvement and collaboration is needed.
2.5.6 Summary
All the above headings are work stages taken from a framework implemented by the
“RIBA BIM overlay Plan of Work 2013” and shall be developed into a new framework
that shall correlate a relationship with the Project Management set of work stages
and a BIM set of work stages, which upon completion will result in a combined set of
work stages for Project Management and BIM under one common framework.
2.6 A Developed BIM & Project Management Framework for small scale Irish Architectural Practices This section of the literature review aims to investigate and develop a set of work
stages and framework suited to a small scale Irish Architectural practice/company.
The proposed framework shall correlate a relationship with the Project Management
set of work stages and a BIM set of work stages, which upon completion will result in
a combined set of work stages for Project Management and BIM under one common
framework, with the intention to be used by small scale Irish Architectural
practice/companies wishing to implement and utilise BIM as a tool for Project
Management in their workplace.
2.6.1 The need for a combined BIM & Project Management framework, based on the needs of small scale Irish Architectural Practices
Currently in Ireland there is lack of a developed or recognised BIM work stage
framework, due to this inconvenience for the sake of the research to be proven as a
trustworthy reference tool, the decision was made to use the work stages framework
developed by the U.K. RIBA (Royal Institutes of British Architects) The RIBA
developed a BIM framework in conjunction with the “RIBA Plan of Work 2013”. (The
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RIBA Plan of Work 2013 organises the process of briefing, designing, constructing,
maintaining, operating and using building projects into a number of key stages).This
relatively new BIM framework is essentially and overlay to the existing “RIBA Outline
Plan of Work” that provides clear guidance about which BIM-related activities are
required at each stage of the RIBA Plan of Work to successfully design and deliver
projects in a BIM environment.
The RIBA Plan of Work guides a project from inception stage of the project brief to
the post completion review of the construction stage.
Due to a lack of time to investigate and develop a BIM/Project Management
framework covering all the different RIBA Plan of Work stages, a decision was made
to focus on the work stages where BIM could be best utilised as a tool for Project
Management in small scale Irish Architectural Design practices/companies. The
stages investigated are inception, feasibility, strategy, and pre-construction, which
are illustrated in the scheme below. This narrowed the research focus areas of the
study and made clear what type of structure the interview process would follow.
Figure 8: Project Stages - Code of Practice for Project Management for Construction and Development - (CIOB,
2014)
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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2.6.2 Combining the different frameworks and Codes of Practice
The Irish RIAI (Royal Institute of Architects Ireland) developed their own set of work
stages to be followed, though not as sophisticated as the UK stages, they shall be
used in conjunction with the adopted RIBA BIM work stages and framework.
Moving away from the BIM element of the study, a current Project Management
framework was investigated highlighting a code of practice for Project Management,
published by CIOB (Chartered Institute of Builders). For research purposes this
specific code of practice was best suited for the study as it is newly published, and
already takes into account the influence of BIM and gives a direct correspondence of
BIM alongside each of the Project Management work stages. This code of practice
was used as a framework for the Project Management aspect of the study, providing
the different work stages involved in Project Management, and therefore this
framework was then used in conjunction with the newly developed BIM/Project
Management framework used for the purpose of this study.
2.6.3 Summary of Actions
To simply summarise the above decisions and actions;
BIM framework and work stages – “RIBA BIM overlay Plan of Work 2013”
Project Management work stages – “RIAI Work stages 2011”
Project Management code of practice – “CIOB Project Management Code of
Practice”.
Aspects shall be taken from each of the above references and developed into a set
of work stages and framework suited to a small scale Irish Architectural
practice/company.
2.6.4 Investigated Frameworks, Work Stages and Codes of Practice
The scheme below illustrates the CIOB project lifecycle which correlates the “RIBA
BIM overlay Plan of Work 2013” with the “RIBA Plan of Work” and “CIOB Project
Management Code of Practice”. This framework as explained before this study will
only be focusing on inception to pre-construction, as highlighted in red in the scheme
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Figure 9: Project Lifecycle - Code of Practice for Project Management for Construction and Development (CIOB,
2014)
This lifecycle was used as a clear reference point in this study, but for the purpose of
the study, the context needed to be altered to introduce an Irish Framework
produced by the RIAI.
2.6.5 Developed BIM & Project Management Framework
The scheme below shows the correlation between the above lifecycle and the RIAI
work stages, which as an overall result shall produce a relationship with the Project
Management set of work stages and a BIM set of work stages, which upon
completion will result in a combined set of work stages for Project Management and
BIM under one common framework, with the intention to be used by small scale Irish
Architectural practice/companies wishing to implement and utilise BIM as a tool for
Project Management in their workplace.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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2.7 Conclusion There is very little research from a project management perspective, in small scale
architectural practices and companies on how project management is treated in a
BIM environment. One could argue that the output is still the same as well as the
core job role and that the implementation of BIM is no more onerous for project
management as for the practice’s design team to adapt to working under a different
contract, or perhaps working in a different country, but this is far from certain.
Therefore this study aims to investigate and review the implications of using BIM for
project management in small scale Architectural Design and Construction companies
in an Irish context. Based on a structured interview with professionals who have had
BIM project experience, this study will present a snap shot of the current situation of
BIM implementation in relation to Project Management. Conclusions and
recommendations on how Project Management adapts to BIM shall be made through
critical analysis and discussion.
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Chapter 3
3.0 Methodology 3.1 Overview Throughout this study one method of data collection was used. Qualitative research,
required a flexible and iterative approach. During the research and data gathering of
this study, the choice and design of methods were constantly modified, based on
ongoing analysis, which allowed the investigations of important new issues and
questions as they arose, and allowed the researcher to drop any irrelevant or
unproductive areas of research from the original research plan. This type of
research used a sampling method, which involves a selection of informants selected
based on an important characteristic of the study. It was essential to identify the
important subgroups or categories of people to be interviewed. These were (1)
Production (2) Collaboration (3) Design Stage (4) Pre Construction Stage, which
were all imperative parts of the Project Management framework and Work Stages
set in place by the RIBA, which in turn shall be used as a structuring system for the
exploratory research stage of the data collection. Within these areas of investigation,
a selection of professionals proficient with BIM and Project Management were
carefully chosen for the study, all with architectural and construction backgrounds.
3.2 Types of Qualitative Methods Used Data gathering methods included key informant interviews, and systematic data
collection techniques. The research used a variety of different methods to achieve
triangulation which is confirmation of the same information by different methods or
sources to increase the validity of the results. A short description of each of the main
methods used is listed below;
3.2.1 Key Informant Interviewing
Key informant interviewing is the process of dialogue between the informant and the
interviewer. Questions are systematically structured, and the interviewer makes an
effort to build rapport with the informant. The interviewer explores relevant topics as
the informant brings them up during the interview
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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3.3 Selection of Interviewers Interviewers were selected from college relationships with fellow peers and
professionals who were all proficient in the field of BIM and/or Project Management.
For the interview process to be successful, the interviewer must learn how to build
rapport; and how to keep the informant talking on the topic of interest without
imposing his own biased beliefs or opinions. This requires an appreciation of how
much the interviewer’s belief system affects their conversation.
3.4 Developing an Interviewing Process The interview process used for in this study, was an outlined script with a list of
structured and themed questions relevant to each topic, in relation to BIM and
Project Management. Beginning with the most factual and simplistic questions,
followed by the informants experiences, opinions and beliefs, and finally ending with
general recommendations. The following is a list of components of the interviewing
process;
3.4.1 Introduction: Before the interview process began the interviewer and informant
became acquainted with one another. The purpose and credibility of the interview
was established, the importance of the informant’s own information was duly noted
and appreciated, and it was explained to the informant how the collected information
was going to be used and how the Irish construction industry and built environment
would benefit from this research study.
3.4.2 Key Questions: The questions were structured around important subgroups or
categories; such as (1) Production (2) Collaboration (3) Design Stage (4) Pre
Construction Stage, which were all imperative parts of the Project Management
framework and work stages set in place by the RIBA. The questions were asked in
relation to BIM, and how the implementation and utilisation of BIM could be used as
a tool for each of these work stages. The questions were delivered in a way that
drew upon the informant’s expertise and unique viewpoint
3.4.3 Probing Questions: Probing questions were strategically placed at the more
important stages of the interview, which encouraged the informant to reflect more
deeply on the meaning of their comments or answers. This was a useful tool as it
influenced the informant to think carefully about the root of the probing question
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3.4.4 Closing Question: The closing question proved to be very successful in
providing an opportunity for the informant to add any additional information or
comments when recommending solutions or guidance in addressing the topic at
hand
3.4.5 Summary: The interview was summarised by listing the major comments
collected and the informant was given the chance to elaborate on anything that they
feel was left too vague in the interview.
3.5 Qualitative Data Management Data management and analysis was used to preserve as much of the interview
process as possible, and to permit ongoing analysis; during each of the interviews
the research was collected in abbreviated notes in a hardbound notebook. These
were the “raw” field notes gathered from the informant’s interviews, topical answers,
direct observations and opinions, case narratives etc. The same day of each
interview, the “raw” field notes were re-written into full sentences which are called the
“expanded” field notes. The “expanded” field notes were coded in the field by hand.
Coding was done in the page margins of the “expanded” field notes.
The research began with an initial preliminary coding system that was adapted and
refined during the study. Text mnemonic codes were given their own colour for quick
finding of relevant text during analysis. Each interview feedback and analysis was
categorised and developed into folders with the following identifying information; date
of the interview, informant’s own name and name of workplace, type of qualitative
method used, which codes appear in the margins of the field notes, the number of
times each code appears and the pages on which each code appears.
3.6 Probability and Non-probability Sampling
“The difference between Probability and Non-probability sampling is
probability is research carried out at random with no selection being specific.
Non-probability is the selection being quite specific and a rationale behind
the reason for selection.” (Trochim, 2001) In this plan of research all
methods will be non-probability. The rationale behind this is the need for
professionals who are proficient in the areas of BIM and/or Project
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Management. The informants can provide experiences, opinions and
observations they have made to aid the research of this study.
3.7 Ethics Ethics is about considering morally what the right thing to do is. Ethics was examined
in order to maintain that all the informants involved in the interview process felt
comfortable providing information. No information obtained from the interview
process was disclosed. The material used was purely for the research purposes of
this study. Informants were well-versed that any information that was collected was
readable upon request at any time.
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Chapter 4
4.0 Findings and Discussion In this chapter the results of the research analysis are presented. The research was
collected and then processed in response to the objectives posed in chapter 1 of this
dissertation. Objectives 1 & 2 were aforementioned in the Literature Review with the
remaining research objectives 3, 4 & 5 used to process the findings taken from the
qualitative research from the interviewing process stage. The three research
objectives used are; 1) To study the strengths and limitations of using BIM tools for
collaboration, production, design stage and pre-construction stage of a project. 2) To
study the strengths and limitations of using BIM for daily operations faced by small
scale Irish Architectural design and construction companies. 3) To recommend
possible solutions for effective integration of BIM tools when used for collaboration,
production, design stage and pre-construction stage of a project. A further method of
categorising the qualitative research from the interview stage was to group the
questions into the aforementioned stages of project management, Production,
Collaboration, Design Stage and Pre-Construction Stage, this method aims the
questions directly for the purpose of each of these stages, which inevitably shows in
a more detailed finding how BIM can impact each of these four Project Management
stages.
These objectives were accomplished and are shown in the Technical Findings
presented in the Conclusions and Recommendations chapter.
4.1 Qualitative Analysis of Key Informant Interview Data In order to preserve as much of the interview process as possible, and to permit
ongoing analysis; during each of the interviews the research was collected in
abbreviated notes in a hardbound notebook. These were the “raw” field notes
gathered from the informant’s interviews, topical answers, direct observations and
opinions, case narratives etc. The same day of each interview, the “raw” field notes
were re-written into full sentences which are called the “expanded” field notes. The
“expanded” field notes were coded in the field by hand. Coding was done in the page
margins of the “expanded” field notes.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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The research began with an initial preliminary coding system that was adapted and
refined during the study. Text mnemonic codes were given their own colour for quick
finding of relevant text during analysis. Each interview feedback and analysis was
categorised and developed into folders with the following identifying information; date
of the interview, informant’s own name and name of workplace, type of qualitative
method used, which codes appear in the margins of the field notes, the number of
times each code appears and the pages on which each code appears.
4.2 Key Informant Interview Data Collection
4.2.1 General Questions
Q1) Explain your background in Project Management and/or BIM?
Interviewee 1 (P1)
Limited BIM knowledge,
Teaches Project Management at college honours degree level
Involved in the writing of a master’s degree programme in Project
Management
Previous work involved being project manager on small to medium scale
construction site projects
Interviewee 2 (P2)
Implemented and utilised the process of BIM 10 years before it became well
known.
Introduced and teaches BIM at college honours degree level.
Uses BIM extensively on all AEC projects.
Interviewee 3 (P3)
Little to no BIM knowledge
Extensive Project Management background in small scale residential and
commercial projects.
Interviewee 4 (P4)
Implemented and utilised BIM in 2007
Uses BIM extensively on all AEC projects
Uses BIM as a management tool for all project work
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Q2) Have you ever been involved in using BIM in a project?
(P1) – No, BIM was not known, Projects were CAD based.
(P2) – Yes, every project involves the usage of BIM
(P3) – No, Unfortunately all projects were CAD based.
(P4) – Yes, different BIM tools are used on all project work
Q3) How long have you been utilising BIM for project work?
(P2) Over 10 years, since the initial concept of BIM started to emerge.
(P4) Implemented and utilised BIM in 2007 to date
Q4) what caused you to/to not implement and use BIM?
(P1) – Has not implemented BIM, due to the little knowledge on the process of
BIM but aware of the financial investment to start using BIM. Content with
using the traditional methods i.e. CAD.
(P3) - Has not implemented BIM, based off being not informed enough on
BIM, unaware of its uses.
(P2) – Has implemented and utilised BIM. Could foresee the possibilities and
potential of BIM through its earlier adaptions, and anticipated how the AEC
sector could benefit from utilising BIM.
(P4) – Initially was using CAD and Sketch up as a modelling tool, The practice
were told by an auditor that there IT department needed an upgrade and
showed the practice different BIM tools. The practice then invested in BIM as
they felt it was the future in Architecture and Construction
Q5) Do/Did you find the initial cost and training of implementing BIM an issue?
(P1) – Yes it would be an issue for small scale companies. Unaware of
definite cost figure but aware that it is quite high especially for a small scale
company that would find the investment quite high.
(P2) – Yes the initial cost is high, especially for small scale companies. The
investment would be approximately €10,000 per workstation, for hardware,
software and the training, half the cost is in the training of staff. It would take
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the staff 6 months – 1 year in training to be efficient in BIM for usage on
projects.
(P4) – Yes the overall investment is expensive but worth the cost in the long
run. Believes the payback of investing in BIM is less than two years. Invested
€20,000 in implementing and staff training of BIM
Q6) How long did it take you to feel fully confident in your efficiency in using BIM on
a regular basis?
(P2) – To be able to use different tools of BIM i.e. Revit, Green build Studio,
Eco Tech, Navis Works etc. it would take 1-1.5 years to be fully confident in
your BIM abilities and capabilities.
(P4) – The learning of BIM is constant and ever evolving. It is upto the user to
keep upskilling to stay on top of the ever changing BIM technologies
available. To complete a project from start to finish using different BIM tools
would take approximately 2 years in training to feel fully comfortable.
The UK Government have legislated that any centrally procured public sector
projects will require the implementation of BIM at Level 2 to be a standard
requirement in the Architecture, Engineering and Construction industry by 4th April
2016. As a country Ireland traditionally takes the lead from the UK in such
developments. The introduction of the UK 2016 BIM standards has set a new context
for the Irish Architecture, Engineering and Construction (AEC) sector to increase the
use of BIM in small, medium and large scale companies.
With the UK BIM adoption taking full effect from 2016 many experts in the Irish
construction sector believe that an Irish adoption of BIM is not far behind.
Q7) Were you aware of the statement above, and what is your opinion on the
matter?
(P1) – Yes, very aware that BIM was to become a standard requirement in the
UK. Believes Ireland will also make BIM a standard requirement in less than 5
years. BIM has to filter across every AEC sector for total BIM adoption to take
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place. Everyone has to implement and use BIM for it to work across the
board.
(P2) – Yes, aware and approves of the UK BIM adoption, believes Irish
adoption is not far away. Companies are accepting the change and adopting
BIM to stay in competition with their competitors, believes that any company
that does not adopt and utilise BIM in the next two years will be at a major
disadvantage.
(P3) – Aware of the legislation but believes that Ireland will not adopt BIM in
the manner of the UK adoption. Insists that BIM will not be a requirement in
Ireland as Ireland will remain with the contemporary way of producing 2D
drawings due the risk of breaking tradition.
(P4) – Yes, aware and agree of the legislation. Believes that Ireland will follow
in the footsteps of the UK soon. Believes BIM should be mandatory, to design
and think in 3D should be compulsory.
The term Project Management in relation to the built environment, is the overall
planning, coordination, and control of a project from beginning to completion. Project
Management is aimed at meeting a client's requirement in order to produce a
functionally and financially viable project.
Q8) How do you feel BIM can be used as a tool for Project Management in relation
to the statement above?
(P1) – BIM can be used as a useful tool for Project Management in its
production of detailed information to site. Collaboration across the
stakeholders in a large scale company is easier with BIM and minimises the
errors in communication across different disciplines.
(P2) - One of BIM’s biggest advantages in terms of production and design is
the 3D visualisation of the building model. Relating this to the client’s
requirements in showing how the building will be constructed is a big
advantage in managing time on a project.
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(P4) – BIM in relation to Project Management is a great communication tool
between all the stakeholders of the project especially the client who may have
difficulty reading a traditional 2D drawing, BIM enables the client to see the
project in 3D visualisation.
4.2.2 Questions specific to Project Management
Q9) Major areas of Project Management are the Production of the project,
Collaboration between stakeholders, the Design stage and the Pre-Construction
stage, of a typical project taken on by a small Architectural Design company. How do
you feel that BIM can play a role in these areas of Project Management?
4.3 Production (P1) - Time and Cost savings such as the removal of any unnecessary construction
materials, and BIM saves time in providing very accurate quantities list of materials
and work costings, and also saves time on site with better finished drawings and
technical detailing.
(P2) – Producing a 3D Visualisation of the building model is vital for understanding
how the building will be constructed. BIM saves time on nearly every aspect of a
project from labour hours to unnecessary stakeholder meetings.
(P4) – BIM produces different design options that can be tested to suit a particular
type of project, and effectively communicate this to clients, therefore the clients have
a better understanding earlier in the project through the production of the BIM model.
4.3.1 Summary
The ability for a design team to be able to produce a 3D visualisation of the project
there working in provides invaluable time and cost savings aswell as representation
of the building model for the client to interpret and understand. Relating to Project
Management of Time and cost, significant savings can be made in cost, as follows. A
BIM model correlates the design team and contractors detailing so that all
stakeholders agree with clashes identified upfront, which will reduce rework,
conflicts, waste and delays. 3D Visualisations of the model help clients to explore
spatial requirements. BIM implementation and execution plans ensures
documentation is coordinated and on time to ensure projects progress as planned.
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It’s very clear to see that the visualisation aspect of BIM allows all stakeholders of a
project see and comment on the model project prior to starting construction. It gives
the stakeholders an opportunity to add or remove components they like or dislike
without incurring the same costs as they would have had during construction stage
and without the same delay consequences.
Figure 10: possibilities of the Production stage involved in BIM. - Source: www.arcdox.com
4.4 Collaboration (P1) – BIM helps to coordinate and collaborate the building model between all the
relevant stakeholders of a project, and makes life easier for everyone involved in the
design. It will help the industry and its clients move from inefficient, paper-based
information within project teams towards the seamless flow of structured data
between collaborators
(P2) - Collaboration in terms of Project Management can be delivered in the cloud,
such as Autodesk’s BIM 360. There are tools for different disciplines to share their
complex project models and to coordinate integration with their peers.
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(P4) – Collaboration of a BIM model ensures that there is a constant intermingling of
information through process, but it requires for every stakeholder of the project to be
utilising BIM.
4.4.1 Summary
Collaboration in terms of Project Management is a term used to plan, coordinate,
control, and monitor distributed and complex projects. It enables project teams to
collaborate across departments, corporate, and national boundaries and to master
growing project complexity.
One of the major issues with the construction industry is its inherent fragmentation.
All disciplines have traditionally worked apart. Architectural firms, Mechanical and
electrical consultants, structural engineers etc. are often in different practices and
when they work in the same practice/company they are often managed as separate
bodies of that practice. BIM has forced the different disciplines to look differently with
regard to collaboration. Designers understand the advantages of reducing their own
time on the project, as they are not being told to redesign at a later stage because
there issues have been discussed and solved through collaboratively, have become
evident through the one shared model. Which in turn turns out to be a valuable tool
for the management of a project as whole collective unit.
Therefore, the benefits of collaborative working with BIM are endless. Every design
team member is involved in the complete project life cycle from beginning till the end.
This creates one vision among the stakeholders, which encourages them to
collaborate and co-ordinate better. All this achieving better project management for
the overall project.
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Figure 11: BIM – A Collaborative Approach to Working - (Jennifer, 2012)
4.5 Design Stage (P1) – BIM offers a fully coordinated and detailed model design. BIM has
dramatically increased accuracy and confidence in project documents such as the
drawings and models.
(P2) – In the design different BIM tools can identify design issues “clashes” in the
model before construction starts which in turn reduces the construction delays, the
design team using BIM is capable of addressing issues quickly in the the building
model.
(P4) – In the design stage of BIM the model is producing better more informative
detailed documents for the stakeholders and the client for a better understanding of
the project.
4.5.1 Summary
BIM streamlines the method of design and delivery reducing waste found in
traditional design approaches. The visibility of a project is increased through an
integrated BIM process which allows stakeholders to see things earlier in the project.
3D nature in a BIM environment enables the design team confidence to become
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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more confident around their project design proposals, where the design can be
shown with better detail and clarity to the stakeholders. Isolation of disciplines is
disappeared, with BIM each discipline of the design team is brought together,
enabling them to visualise and review things with increased speed and better
alignment. The efficiency of a small scale practice/company that implements BIM
can have the same number of staff doing more projects with better results. This in
turn counteracts the return on investment of implementing BIM into the
practice/company.
Below is an image of a commercial building designed using different BIM tools to
create one building model during the design process.
Figure 12: Example of BIM Model - Source www.autodesk.com
4.6 Pre – Construction Stage (P2) - BIM models can be issued as tender documents to ensure that contractors
fully understand the extent and complexity of the project. BIM provides peace of
mind to all stakeholders on the project in relation to the accurate estimates of costs
in the energy that the building will produce yearly and the cost of the construction
materials.
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(P4) – The object scheduling functions are very useful in tracking design changes.
All fixtures and fittings are scheduled automatically from the BIM model. Before the
construction process begins the model allows greater efficiency in providing clarity of
information to the contractor
4.6.1 Summary
In any construction project, before ground is ever broken on a construction site, what
happens in the pre-construction phase of a project can affect up to 70 percent of the
cost drivers. This shows that it is vital that practices and companies focus on
accurately estimating for the project in order to maintain budgets. BIM tools
integrated with estimating software provide builders with accurate construction cost
estimates in real time, allowing the design team to make decisions early. BIM can
also accurately simulate a structure’s annual energy usage based on its design and
location. This can be used to analysis whether it makes sense to use different
building materials, change the orientation in order to reduce energy consumption and
total operating costs of the structure.
The key informants of the interview agreed that BIM lowers the initial development
costs, in the design and pre-construction process. Pre-construction and the
implementation BIM is critical to provide the client with peace of mind during the
construction process, and helps that the project will proceed smoothly and meet its
deadlines and budget.
In terms of Project Management in the Pre-Construction phase of a project BIM
Resolves issues in reduced errors, lower costs, and better planning and better
overall project management.
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Chapter 5
5.0 Conclusions and Recommendations 5.1 Overview This final chapter of this dissertation summarises the conclusions, technical and
general findings, and also recommendations of the study. The qualitative research
method of key informant interviews are reviewed. Possible improvements of the
study are clarified and the limitations of the study are reported. Suggestions for
future investigation and overall conclusion of the study are also identified in this
chapter.
5.2 Project Summary
5.2.1 Benefits of this Study
This study describes how Building Information Modelling impacts Project
Management in small scale Irish Architectural design and Construction
companies/practices. The research shows how BIM and Project Management can
correlate under one common framework, and also, how BIM can impact the
Production, Collaboration, design stage, and pre-construction stages of Project
Management in small scale practices/companies. Recommendations are based on
small scale Irish practices/companies wishing to implement and utilise BIM as a tool
for Project Management.
5.2.2 Technical Findings
The qualitative research based upon expert opinions and experience gathered from
the key informant interviews leads to the conclusion that BIM will become
mainstream in Ireland in the near future. With the UK BIM Level 2 mandate and its
effort to implement BIM on all centrally funded public projects by April 2016, the UK
is becoming the leaders of BIM adoption, with many experts believing Ireland is next
to adopt the process. The findings of this study show how the benefits of BIM to be
used as a tool for Project Management, especially in the key areas of the work
stages, such as production, collaboration, the design stage and pre-construction
stage. One objective of this study was to show how BIM can impact these four
stages. The research was gathered from the key informant interviews and
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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summarised under each independent work stage. The research findings show that
the production and the collaboration stage was considered as the two most
beneficial stages where BIM could most effectively impact. When the production and
collaboration stages are combined in correlation to each other working with a BIM
process results in the ability for a design team to be able to produce a 3D
visualisation of the project there working in provides invaluable time and cost savings
aswell as representation of the building model for the client to interpret and
understand. Relating to Project Management of Time and cost, significant savings
can be made in cost, as follows. A BIM model correlates the design team and
contractors detailing so that all stakeholders agree with clashes identified upfront,
which will reduce rework, conflicts, waste and delays. Every design team member is
involved in the complete project life cycle from beginning till the end. This creates
one vision among the stakeholders, which encourages them to collaborate and co-
ordinate better. All this achieving better project management for the overall project.
These two work stages alone working under BIM results in the same number of staff
doing more projects with better results. This in turn counteracts the return on
investment of implementing BIM into a small scale practice/company.
5.2.3 Technical Difficulties
Referring to the complexity of this study, there is a macro amount of in-depth
information relating to the UK and elsewhere, although there is an absence in an
Irish context. The main technical difficulty encountered in the study was the rapid
learning curve of BIM and Project Management. There was vast amount of
information on the two different subjects but very little in relation to an Irish context
especially in the area of BIM. The lack of current BIM practitioners and knowledge of
BIM in the Irish construction industry has pointed toward the need for significant
further research to take place, especially in the area of BIM Project Management.
The research findings of this study revealed various issues that with future research
in relation to BIM adoption in Ireland may be worthwhile. The first issue that could be
studied is the extent to which the results of this study can be generalised to the many
other stages of Project Management. This study primarily focused on the first, four
stages of Project Management where it was felt BIM would have the biggest impact.
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5.2.4 Improvements
There is always room for improvement in a study such as this. One area that could
be improved is the recommendations to small scale Irish practices/companies that
wish to implement BIM for Project Management into their workplace. It is clear to see
with the UK’s BIM adoption that BIM will eventually have to be adopted in Ireland. It
is suggested to research more and focus on correct recommendations and guidance
of how small scale Irish practices/companies who wish to implement BIM for
managing projects in the projects, whole life cycle from inception to completion.
5.2.5 Limitations of this Study
With a study such as this, the main topic is revolved around BIM which is a relatively
new process that has been implemented into the AEC industry especially in an Irish
context. There are some limitations of this study that must be noted. The research
was limited to a small number of key informants in the interview stage of the study
due to the absence of utilisation and implementation of BIM in architectural
practices/companies in Ireland. Much of the gathered information for the Literature
Review of the study was information based on a UK and British perspective due to
the lack of knowledge and information of BIM in Ireland. As BIM is only in its infancy
in Ireland the evidence based research is not fully possible yet which limits the
research from an Irish perspective.
5.2.6 Suggestions for Future Work
With the UK BIM Level 2 mandate and its effort to use BIM on all centrally funded
public projects by April 2016, Architectural practices and companies in the UK are
now implementing and utilising BIM to keep ahead of their competitors, it’s only a
matter of time before Ireland start to enforce the same measures as the UK. With
more practices and companies that start to implement BIM in Ireland the awareness,
knowledge, and expertise of BIM will become apparent which suggests a possibility
for this type of study to be approached in a more confident manner with a greater
amount of information that will be at hand from an Irish context the level of
information will be more detailed and specific from an Irish BIM perspective.
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5.3 Conclusions & Recommendations This research paper has shown the relative absence of any BIM process that may be
used as a tool for Project Management in an Irish context. The lack of BIM
practitioners and knowledge of BIM in the Irish construction industry has pointed
toward the need for further research, although the Literature Review of this study
shows how successful BIM implementation can be, showing how BIM is
revolutionising architecture and construction in the UK and other countries. The
study delves into greater detail, and focuses on the Project Management work
stages and identifies four stages where BIM can have the upmost impact of a small
practice/company, production, collaboration, design stage and the pre-construction
stage. From this, summaries and conclusions were made upon each stage,
investigating the strengths and limitations of the four stages when utilised with BIM
From the information gathered from the key informant interview stage of the study it
is clear to see that BIM combined with Project Management running in correlation
has potential benefits to all stakeholders involved in the project. However this must
be driven by all the stakeholders of the project and there must be a buy in of BIM
process from all the stakeholders involved in the project at hand.
The implementation of BIM in small scale practices in Ireland has considerable
challenges. Primarily the initial investment required following the worst recession the
building industry in Ireland has ever experienced certainly take an initial financial
investment which will cover software, hardware and staff training. It’s important to
note that half the cost is in the training of staff, if you view the cost in relation to
wages, salaries, and fee income the cost is far less alarming and then BIM can be
seen as an investment in working methods certainly in terms of Project
Management.
The results from the study show that small Irish architectural practices and
companies that have implemented and utilised BIM are positive even with the low
maturity and integration level, the use of BIM is profitable according to the key
informants that were interviewed. The often mentioned obstacles are the same
reasons for implementing BIM: time and cost. The investment is an issue for small
practices, the key informants from the interviews agree with the issues, but are very
clear that implementing BIM is worth the investment.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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The clients of small architectural practices and companies differs from size and type
of client. After experiencing the benefits of BIM, clients are positive and willing to
utilising BIM in projects. Clients are aware of the shift in design methods, the time
consuming early phases and the overall reduction of time used.
Issues that occurred when implementing BIM were the costs and software. The large
investment costs are a drawback, but the key informants immediately compensated
the drawbacks with the above mentioned benefits.
One of the most important steps in the implementation of BIM is when to start using
BIM. The organisational structure of the practice/company is important. Encouraging
all employees in the practice/company in the early stages of implementation and
involving them in the process is very important. Another important part of
implementation is the training. The key informants recommend basic BIM courses,
followed by training in real projects, instead of mock projects.
According to the research gathered from the key informant interviews, developing a
solid BIM action plan should be the first step toward getting a small
practice/company up and running in a BIM environment. The plan should consist of
two sections: analysis and implementation. The analysis section of the proposed
plan should be focused on information gathering of a business strategy for the
practice/company, based upon the financial investments for the cost of the hardware,
software, training etc. To successfully implement BIM within a company starts with
the shared vision of change and buy-in from all members of the practice/company.
Senior members of the practice/company needs to show support to the
implementation and be willing to sacrifice a little in the beginning to reap the future
rewards.
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5.4 Summary This chapter of dissertation summarises the benefits of the project, including the
expert opinions and experiences of professionals in the field of BIM and Project
Management. The technical difficulties encountered during the development of the
study were identified, aswell as the problems that were met while writing this study.
Possible improvements for the study were shown. There is a lot of scope and many
possible themes for future work based off this research. The chapter concluded that
the project succeeded in developing a greater understanding of BIM, Project
Management and the Correlation of the two, and recommended possible solutions
for small scale practices and companies in Ireland wishing to implement BIM as a
tool for Project Management
Glossary AEC - Architectural, engineering and construction
BIM - Building information model
CAD - Computer-aided design
MEP - Mechanical / Electrical / Plumbing
Design Team - The architects, engineers, technical specialists responsible for the
conceptual design aspects of a building or structure and there development into
models, drawings and specifications required for construction.
Interoperability - The ability of two or more systems or components to exchange
information and to the use that information together.
Project Management - The process of managing multiple ongoing inter-dependent
projects. An example would be that of designing, manufacturing and providing
support infrastructure for an automobile manufacturer.
3D Modelling - The representation of objects with full geometric description, instead of the traditional plan/section/elevation of paper drawings.
Building Information Modelling and its impact on Project Management in small scale Irish Architectural design and Construction companies
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Appendix
Qualitative Research – Key Informant Interview Questions 1. Explain your background in Project Management and/or Bim?
2. Have you ever been involved in using BIM in a project?
3. How long have you been utilising BIM for project work?
4. What caused you to implement and use BIM?
5. Did you find the initial cost and training of BIM an issue?
6. How long did it take you to feel fully confident in your efficiency in using BIM on a regular basis?
The UK Government have legislated that any centrally procured public sector
projects will require the implementation of BIM at Level 2 to be a standard
requirement in the Architecture, Engineering and Construction industry by 4th
April 2016. As a country Ireland traditionally takes the lead from the UK in such
developments. The introduction of the UK 2016 BIM standards has set a new
context for the Irish Architecture, Engineering and Construction (AEC) sector to
increase the use of BIM in small, medium and large scale companies.
With the UK BIM adoption taking full effect from 2016 many experts in the Irish
construction sector believe that an Irish adoption of BIM is not far behind.
7. Were you aware of the statement above, and what is your opinion on the matter?
The term Project Management in relation to the built environment, is the overall
planning, coordination, and control of a project from beginning to completion.
Project Management is aimed at meeting a client's requirement in order to
produce a functionally and financially viable project.
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8. How do you feel BIM can be used as a tool for Project Management in relation to the statement above?
The table below is a developed set of work stages and framework created by the
researcher, suited to a small scale Irish Architectural practice/company. The
proposed framework shall correlate a relationship with the Project Management set
of work stages and a BIM set of work stages, which upon completion will result in a
combined set of work stages for Project Management and BIM under one common
framework, with the intention to be used by small scale Irish Architectural
practice/companies wishing to implement and utilise BIM as a tool for Project
Management in their workplace.
This table is a combined set of work stages for Project Management and BIM
under one common framework that can relate the Project management side and
the BIM side of a project in sequence.
Major areas of Project Management are the Production of the project,
Collaboration between stakeholders, the Design stage and the Pre-Construction stage, of a typical project taken on by a small Architectural Design
company how do you feel that BIM can play a role in these areas of Project
Management?
i. Production ii. Collaboration iii. Design Stage iv. Pre-Construction Stage
9. Where do you think BIMs power is more elusive in terms of Project
Management under the headings above?