structuring the adoption and implementation of bim and
TRANSCRIPT
Structuring the Adoption and Implementation of BIM and Integrated Approaches to Project Delivery across
the Canadian AECO Industry: Key DRIVERS from abroad
Souha Tahrani, Erik A. Poirier, Gulnaz Aksenova and Daniel ForguesÉcole de Technologie Supérieure, Montréal, Qc.
Allianz Arena - Munich,De
Canadian AECO industry
1.4 M employment
= 7,5 % Workforce
CapEX 2013 = $290G
20% Canadian GDP
(Statistics Canada, 2014) (OCDE, 2014)
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Construction industry alone ≈ 7% of provincial GDP
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Canadian AECO industryComplexity Fragmentation
Resistant to change
Notion of value is poorly defined
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Canadian AECO industry
10-15% additional cost
30% waste at worksite
57% non-value added activities
(Engineers Australia, 2005)
(Forbes & Ahmed, 2011)
(CURT, 2004)
design errors =
78% quality problems
+25% construction delays
(Koskela, 1992)
(Undurraga, 1994)
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Canadian AECO industry
International Consensus
Strategic reform of the industry
Adoption of innovative approaches
• Integrated Approaches
• Building Information Modeling
• Lean Construction
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Initiatives around the world
UK
Total reconfiguration of practices
Scandinavian countries
Technological Advancement / Innovation
USA
Increase performance
Singapore- Korea
Direct interaction with industry
Financial Incentives / academic
Strategic Action 7
Canadian AECO industry
How can the Canadian AECO industry:
1. learn from other countries’ experiences in the transition to innovative project delivery approaches?
2. develop a comprehensive reform strategy in order to improve its performance and efficiency to ensure its sustainability and competitiveness?
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BIM adoption in CanadaCurrent situation
McGraw Hill construction
2009 20
12 2014
87%
49%
72%
NBS + IBC 2013
Cana
da
Finl
and
65%64%
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BIM adoption in CanadaCurrent situation
McGraw Hill construction
2009 20
12 2014
87%
49%
72%
NBS + IBC 2013
Cana
da
Finl
and
65%64%
?Limited results
Small sample sizeRespondents- familiar with BIM
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BIM adoption in CanadaCurrent situation
McGraw Hill construction
2009 20
12 2014
87%
49%
72%
NBS + IBC 2013
Cana
da
Finl
and
65%64%
Gaps between the Canadian AECO industry and American industry
Transition to BIMTo be endorsed by public clientsTo be supported by research and professional associations
(Forgues and Staub-French, 2011) 11
Public sector
Governmental Policy
BIM standards and guidelines
Clear information
exchange requirements
Designated organizations
Reporting and promotion of
BIM
BIM research programs
Key Drivers for
Canada
(Wong et al., 2010) 12
1. Public sector
International
• Recognition of the power of the public sector as a key actor in the reform of the AECO industry
• A specific government department leads the initiative
• Investments
Canada
• The complexity of multi-layered governmental context
• The need for a national initiative
• National framework for innovative project delivery adapted at all levels of government
A National Building Code for BIM ?
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1. Public sector
Country Organization Investment
United Kingdom BIM Task Group Public sector funding
Mobilisation - £ 1.4 million
Operations – £ 480 000 / year (5 years)
Total – £ 3.86 million ($ 6.94 million CAN)Finland Tekes Public and private sector funding
Pre program at RYM oy. R & D – € 21.7 million (4 years between 2010 and 2014) ($ 30.9 million CAN)
Norway Statsbygg Public and private sector funding
R & D – € 21.7 million (4 years between 2010 and 2014) ($ 30.9 million CAN)Singapore Building Construction Authority (BCA) Public sector funding
BIM fund – cover up to 50% of costs associated to BIM adoption within firms: 12 millions SGD ($ 10.4 millions CAN)
France Transition committee € 20 million for a road map
Investment 14
2. Governmental policy
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2. Governmental policy
No formal policy mandating BIM implementation on all public projects in Canada
Four separate initiatives
Space management and open BIM
Royal Alberta Museum pilot project
Several small pilot projects
Moose Jaw Hospital
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2. Governmental policy
No formal policy mandating BIM implementation on all public projects in Canada
Four separate initiatives
Space management and open BIM
Royal Alberta Museum pilot project
Several small pilot projects
Moose Jaw Hospital
Fragmented policies across the county
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3. BIM standards and guidelines
A Review of BIM--Guidelines: Content, Scope & PositioningMartin Hooper, LTH Interreg midtvejsseminar 2 November 2011
Presence of so many different standardsProblem for broadcasting a consistent message and gaining traction within the industry
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3. BIM standards and guidelines
Advantage for CanadaBenefit from the efforts and lessons learned of other
countries in developing its standards
AEC (Can) BIM Protocol Toolkits, Practice
Manual and contract language document
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4. Clear information exchange requirements and open standards
International
An international consensus:The use of the exchange standard provides relative stability and confidence
Joint statement in 2008 to support open BIM (IFC)GSA, Senate Properties, Statsbyggand DECA (Denmark)
Canada
Reconfiguration of practice
Requirements for reuse of information over the product lifecycle
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5. Designated organizations for BIM implementation and promotion
TOPGovernment
Designated organizationsFor BIM implementation
BottomIndustry
BIM task group- UKBCA – Singapore
Professional associations –AIA, RIBA
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5. Designated organizations for BIM implementation and promotion
TOPGovernment
Designated organizationsFor BIM implementation
BottomIndustry
National level: IBC, bSC, CanBIMProvincial level: aceBIM, BIM BC user
group, BIM Quebec group
In Canada
The need for an organization mandated to lead the national initiative All professional associations to support and buy into this initiative
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5. Designated organizations for BIM implementation and promotion
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6. BIM research programs
International
• Investment in research and development
–Innovation programs
–Technology development
–Transition Support
Canada
• Involvement of research groups, universities and organizations
• Funds from government : Engage Grants, IRAP
• Research projects are one off and remain fragmented and the findings are highly contextual
The need to redefine professional curricula to fit the new context of integrated approaches (Forgues and Farah, 2013)
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Conclusion
• Innovative approaches improve the performance and value generated
•Governments around the world are driving the reform
•Canadian mandate can rely on international efforts to inform its initiatives
•Canadian initiative must share a single vision
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THANK YOU!
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