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19 This Guidebook has established that BIM is a strategic tool for enabling continuous improvement of airport assets across the life cycle. As briefly mentioned in other sections, to achieve the greatest benefit from BIM, implementation should be treated as a program of organizational change and transformation. The effort will need to consider BIMâs impact on all organizational functions and business processes and the contribution that each function and process can make to the success of the organization as a whole. Organizational change is not easy. It is widely estimated that 70% or more of organizational change projects fail (McKinsey & Company, 2016). The primary causes of failure are employee resistance and inadequate management support. Organization-wide change requires a signif- icant commitment from everyone in the organization, starting with leadership and including every stakeholder. Leaders need to be champions to support the initiative, and the organization needs to create an environment of trust, safety, and security so that the change is welcomed rather than resisted. Stakeholder roles should not be underestimated. Stakeholders should be given, and accept, ownership and responsibility for setting the direction for change to ensure buy-in. Successful BIM programs begin by establishing the connection between the organizationâs mission and the BIM vision and building a roadmap of goals, initiatives, and activities to achieve the vision. This connection is graphically illustrated in Figure 3-1. For every goal, initiative, and activity found in the BIM roadmap, the elements shown in Table 3-1 need to be addressed. 3.1 BIM Capabilities Maturity Tools Several different approaches exist to develop a BIM capability maturity model (CMM) that airports can use to guide improvements in organizational BIM capabilities over time. CMM systems have been used for decades to benchmark capability maturity in industries such as engineering, software development, and product development. A CMM provides a structured methodology for measuring an organizationâs capability across some standardized scaling factors deemed critical for mastery of these capabilities. The Software Engineering Institute developed the standard CMM used by the software industry. The framework measures an organization on a scale of 1 to 5 based on the processes it has in place. A CMM is not a standard that an organization can implement. Rather, a CMM measures whether an organizationâs processes are well defined, repeatable, measurable, regularly analyzed, effective, and managed through the process of continuous improvement. In some respects, a CMM can be seen as analogous to ISO 9000 in that it does not dictate work processes, but rather measures how well they are managed and aligned with the goals and objectives of the organization. S E C T I O N 3 Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation
20 BIM Beyond Design Guidebook In the UK, there is a certification process to assess an organizationâs ability to conform to BIM Level 0, 1, 2, and 3 requirements: ⢠Level 0 indicates no BIM capability. ⢠Level 1 means a mix of 3D and 2D CAD capability. ⢠Level 2 describes a BIM using a collaborative environment. ⢠Level 3 indicates a set of BIM strategic initiatives for open standards design to encourage life cycle collaboration. In the United States, there is no formal certification authority for measuring BIM CMM. There are a wide number of proposed BIM CMM frameworks that an airport can use to benchmark its existing BIM capabilities and progress toward higher levels of capability. This section will introduce two BIM CMMs that airports can use to measure capabilities devel- opment. The first is included as part of the National BIM StandardâUnited States Version 3 (NBIMS-US V3), and the second is the ownerâs BIM Capabilities Assessment Tool (BIMCAT) developed by Raymond Issa and Brittany Giel. The NBIMS-US V3 CMM has a greater focus on BIM technology and processes, whereas the ownerâs BIMCAT is more focused on how an organization utilizes BIM from a life cycle view. If BIM is going to be primarily used for design and construction, then the NBIMS-US V3 CMM may be more straightforward to implement. Airports looking to utilize BIM as a life cycle tool would obtain greater benefit from using the ownerâs BIMCAT. 3.1.1 The NBIMS-US V3 CMM The NBIMS-US V3 CMM provides a way for organizations to benchmark their BIM capabilities in 11 âareas of interest.â Organizational capability in each of these areas is assessed against 10 benchmark levels, with â1â representing the minimum BIM skills and â10â representing the most advanced. The 11 areas of interest are shown in Table 3-2 with a brief description of each. NBIMS defines a âMinimum BIMâ that defines a level of achievement in each of 12 BIM capability criteria. If these levels are not achieved, NBIMS does not recognize that organization as sustaining the necessary activities to support the BIM process. Examples of these minimums include graphical interfaces that must include 3D intelligent graphics, a spatial capability that must include basic spatial locations, and delivery methods that are supported by limited web services. A given organization will likely score highly in some areas and not as highly in others, based on its internal priorities. The CMM areas of interest are designed to just provide a set of basic parameters to assess current capabilities and track growth. Figure 3-1. Preparing for BIM.
Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation 21 Element Information Required Explanation Leadership What role will organizational leadership play to ensure success? Leadership roles include not only executive staff but also leaders of both formal and informal groups, such as union leaders and recognized subject matter experts. (These are the program champions.) Work Processes Which processes will be impacted and how? Create a BIM implementation roadmap and identify all of the touchpoints. Those touchpoints will illuminate the processes that will be impacted. Addressing this element should also include considering how organizational policies, both formal and informal, might connect with the BIM program, and whether they should also be reviewed for consistency with the BIM vision. Organizational Structure What structure will support the success and sustainability of the BIM program? BIM governance and compliance functions should be established, and someone should be assigned to review the impact of external influences on the organizationâs use of BIM (e.g., regulatory and other organizational changes at a minimum). Roles and responsibilities for staff involved in the process touchpoints that become illuminated in the âwork processâ element should be reviewed and modified as necessary. The review may involve discussions about labor rules; third-party contracts; tenant agreements; and memoranda of understanding with property owners, granting bodies, government and regulatory agencies, law enforcement, and mutual aid partners, to name a few. Staff Development What skills and training do staff need? These needs should be considered over the long term but be provided just in time for each step of the journey. Training needs should be considered for all points in the employee journeyâ recruitment (entry-level staff) and organizational-and self-directed advancement. Technology What technologies will support the end goal? This element goes beyond BIM and addresses technologies to support all of the elements listed here. It includes such things as automation devices for data collection in the field, online training, and monitoring and reporting technology. Communication What information is required, and how will we communicate it? Different stakeholders will require different messages and modes. This element builds on the element âStakeholder Identification and Interrelationshipsâ by suggesting that after all stakeholders and the role(s) they can play in achieving the vision are identified, then the types of messages and communications methods need to be identified to suit each stakeholder group. Stakeholder Identification and Interrelationships (culture, buy-in, and support) Identify all stakeholders, their interrelationships, and the roles they can play in achieving the vision. This element offers the opportunity to build community and a shared purpose. The intent is to ensure inclusion so that all stakeholders see where they fit in and understand, own, and contribute to the outcome. Incentives and Rewards What compensation and rewards will be valued in return for the commitment expected of stakeholders? Incentives and rewards include understanding how salaries and benefits packages for staff compare with best-in- class organizations and what motivates staff. Table 3-1. Addressing the impact of implementing BIM.
22 BIM Beyond Design Guidebook Title Description Data Richness Identifies the completeness of the building information model from initially very few pieces of unrelated data to the point of it becoming valuable information and ultimately corporate knowledge about a facility. Life Cycle Views Views refer to the phases of the project and identifying how many phases are to be covered by the BIM. One would start as individual stovepipes of information and then begin linking those together and taking advantage of information gathered by the authoritative source of information. This category has high-cost reduction, high-value implications based on the elimination of duplicative data gathering. The goal would be to support functions outside the traditional facility management roles, such as first responders. Roles or Disciplines Roles refer to the players involved in the business process and how the information flows. This is also critical to reducing the cost of data recollection. Disciplines are often involved in more than one view as either a provider or consumer of information. Our goal is to involve both internal and external roles as both providers and consumers of the same information so that data do not have to be recreated and that the authoritative source is the true provider of the information. Change Management Change management identifies a methodology used to change business processes that have been developed by an organization. If a business process is found to be flawed or in need of improvement, one institutes a âroot cause analysisâ of the problem and then adjusts the business process based on that analysis. Since this is related to the following item, business process, it should come after it. Business Process The business process defines how business is accomplished. If the data and information are gathered as part of the business process, then data gathering is a no-cost requirement. If data are gathered as a separate process, then the data will likely not be accurate. The goal is to have data both collected and maintained in a real-time environment, so as physical changes are made, they are reflected for others to access in their portion of the business process. Timeliness/Response While some information is more static than other information , it all changes, and up-to-the-minute accuracy may be critical in emergencies. The closer to accurate real-time information you can be the better quality the decisions that are made. Some of those decisions may be lifesaving in nature. Delivery Method Data delivery is also critical to success. If data are only available on one machine then sharing cannot occur other than by email or hard copy. In a structured networked environment, if the information is centrally stored or accessible, then some sharing will occur. If the model is a Systems-Oriented Architecture (SOA) in a web-enabled environment, the net-centricity will occur, and information will be available in a controlled environment to the appropriate players. Information assurance must be engineered into all phases. Graphical Information Often the starting point is a non-graphical environment. The advent of graphics helps paint a clearer picture for all involved. As standards are applied then information can begin to flow as the provider and receiver must have the same standards in place. As 3D images come into play, more consumers of the information will have a common view, and a higher level of understanding will occur. As time and cost are added, then the interfaces can be expanded significantly. Spatial Capability Understanding where something is in space is significant to many information interfaces and the richness of the information. Energy calculations must know where the heat gains will come from; first responders need to know where water supplies and utility cutoffs are located about the facility. Information Accuracy Having a way to ensure that information remains accurate is only possible through some mathematical ground truth capability. Having a mathematical product will also allow for better management by supporting difficult-to-measure metrics. These numbers can be used for occupancy, information collection completeness, and overall inventory calculations. Interoperability/ IFC Support Our ultimate goal is to ensure interoperability of information and getting accurate information to the party requiring the information. There are many ways to achieve this; however, the most effective way is to use a standards-based approach to ensure that information is in a form that can be shared and products are available that can read that standard form of information. Source: Reproduced from data in NBIMS-US V3. Note: IFC = Industry foundation class. Table 3-2. NBIMS-US V3 CMM areas of interest and descriptions.
Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation 23 NBIMS-US provides an interactive spreadsheet version of the CMM that can be down- loaded freely from its website; this tool is called the Interactive BIM Capability Maturity Model v2.0. A tab on the spreadsheet provides category descriptions, which are listed in Table 3-2. 3.1.2 BIMCAT The BIMCAT BIM benchmark system proposed by Brittany Giel and Raymond Issa, from the University of Florida, provides benchmarking tools for an organization based on a BIM competency framework composed of operational, strategic, and administrative competencies. Operational competencies are defined as factors that support the organizationâs ability to execute BIM at an organizational level and a project level. Strategic competencies are defined as those factors that support the organizationâs ability to plan and develop a course of action. Administrative competencies are defined as factors that support the organizationâs ability to manage resources and meet desired goals. The percentages provided in Figure 3-2 show how much of the total BIM competency score is delivered by a particular kind of competency. For example, 47% of the total score comes from operational competencies, 29% comes from strategic competencies, and 24% from administrative competencies. The weighting of each BIM competency, as implemented in the Giel and Issa BIMCAT tool, shows the relative importance of the operational, administrative, and strategic elements in developing the BIM competency ranking. The BIMCAT is a self-assessment tool developed to measure an organizationâs BIM capabili- ties and is composed of 124 questions. An organization could receive an overall score between 0 and 1,200, and a BIM competency ranking between Level 0 and Level 5 (see Table 3-3). The subject areas within each core area of competence are shown in Figures 3-3 through 3-5 for strategic, operational, and administrative activities, respectively. Each diagram shows how Source: Giel and Issa, 2016 Figure 3-2. Building owner BIM competency framework.
24 BIM Beyond Design Guidebook BIM elements, defined on the right-hand side, support the operational, strategic, and admin- istrative BIM competencies. For example, in Figure 3-3, the BIM Vision/Objectives need to be defined as part of the Mission Statement, which in turn needs to be reflected in the Goals and Objectives. The BIM job descriptions, the establishment of a BIM planning committee, and the identification of a BIM champion need to be formalized in the organizational chart. Figure 3-4 illustrates the requirement to develop geometric and data richness evaluations of BIM deliverables across a wide variety of potential BIM-generated uses. It also covers software, hardware, networking infrastructure, staff training, and the development of BIM uses. Figure 3-5 illustrates the BIM controls that need to be in place to properly manage the implementation and adoption of BIM processes across the airport. The focus is on the policies, procedures, and personnel (practices and culture) required to manage the use of BIM. BIM Competency Level Maturity Score Range Level 0 Non-existent 0â200 Level 1 Initialized 200â400 Level 2 Managed 400â600 Level 3 Defined 600â800 Level 4 Quantitatively Managed 800â1,000 Level 5 Optimizing 1,000â1,200 Source: Giel and Issa, 2016 Table 3-3. Building owner BIM competency levels. Source: Giel and Issa, 2016 Note: BEP = BIM execution plan Figure 3-3. BIMCAT strategic competencies.
Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation 25 The team that developed the BIMCAT also conducted a Delphi-based study of BIM experts that included owners, contractors, architects, consultants, and researchers who had signif- icant BIM experience. This study identified the top 10 consensus factors contributing to an organizationâs capability to effectively implement BIM: 1. Upper management buy-in 2. BIM vision and objectives 3. BIM champion 4. BIM training practices Source: Giel and Issa, 2016 Note: D4M = design for maintenance; FMS = facility management system; MPS = model progression specification Figure 3-4. BIMCAT operational competencies.
26 BIM Beyond Design Guidebook 5. Construction clash detection evaluation 6. BIM education practices 7. Organizational mission statement 8. As-built model geometry evaluation 9. BIM job duties 10. BIM hiring practices 3.2 Other BIM CMM Options The NBIMS-US V3 and the BIMCAT CMMs are just two options airports could evaluate for their use. There is not yet an established standard for measuring BIM capabilities. A BIM CMM feature comparison is shown in Figure 3-6. Feature comparisons are provided in six key BIM planning elements: strategy, uses, pro- cess, information, infrastructure, and personnel. The evaluation criteria are measured using six different levels of achievement: non-existent, initial, managed, defined, quantitatively managed, and optimizing. âQuantitatively managedâ refers to having specific measures in place, and âoptimizingâ refers to having a continuous process of reviewing and improving goals and vision. Fifteen elements (not shown in Figure 3-6) are used to assess the level of achievement. These elements are individually measured and ranked and include organizational mission and goals, BIM vision and objectives, management support, BIM champion, BIM planning committee, project uses, operational uses, project processes, organizational processes, model element breakdown, LOD, facility data, software, hardware, and physical spaces. Source: Giel and Issa, 2016 Figure 3-5. BIMCAT administrative competencies.
Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation 27 Also of note is the Civil Integrated Management (CIM) Capabilities Maturity Model that appears in Chapter 3 of NCHRP Research Report 831: Civil Integrated Management (CIM) for Departments of Transportation, Volume 1 (OâBrien et al., 2016). CIM is the transportation corollary to BIM for vertical facilities. The CIM Capabilities Maturity Model can be used by agencies to analyze the current maturity of CIM across their divisions, and the model iden- tifies the characteristics of a fully mature CIM/BIM. 3.3 Cultural Change Requirements As a technology and as a process, BIM can not only change individual activities and work- flows but also fundamentally change how individuals, groups, and departments within an airportâs organization communicate and collaborate. BIM promotes transparency and sharing of data to eliminate redundant facility data collection and management activities and moves the organization toward a central facility information store. 3.3.1 BIM Champion It can be difficult to overcome the tendency of departments within an organization to develop and maintain their own data stores to support their work activities. The presence of a strong BIM champion to demonstrate an airportâs commitment to growing its BIM capabilities is essential to overcoming such difficulties in adopting and implementing BIM. Source: National Building Information Modeling Standard, NBIM-US V3 Figure 3-6. BIM CMM feature comparison.
28 BIM Beyond Design Guidebook Airports, like other large organizations, are likely to have experienced change initiatives in the past that were unsuccessful. Human tendency will be to stick with the status quo until sufficient momentum to change has been achieved. This takes time, and a BIM roadmap, or detailed business plan that is supported by the BIM champion, can help provide a long-term vision to the organization and reinforce the airportâs commitment to implementing BIM. Ideally, there is not just one BIM champion but a network of BIM champions in each department who can serve as the âlocalâ trusted sources of how and why to use BIM. The Port of Seattle establishes âCenters of Excellenceâ when instituting port-wide organizational changes (such as BIM and sustainability efforts). These centers develop leaders within each department who can act as the internal resource and advocate. 3.3.2 BIM Manager The existence of an internal BIM manager is critical to the future success of BIM within an airport organization. While the BIM champion works toward cultural change and organizational adoption of BIM, the BIM manager is responsible for ensuring the BIM implementation and standards fit the airportâs needs and the requisite organizational structure is in place to maintain BIM. A McGraw-Hill survey of BIM users shows a strong correlation between BIM ROI and the level of engagement that the organization has with BIM (McGraw- Hill Construction, 2009). The research teamâs survey results also show that the existence of a BIM manager greatly increases the anticipated ROI, the number of fully completed BIM projects, and the O&M uses for BIM. 3.3.3 Internal Staff Training and Development Although some airports (such as SFO and LAX) have had success implementing BIM programs (primarily in design and construction) by relying on long-term consultants, airports should consider developing the BIM skills of internal staff to further establish BIM as an organi- zational capability and not a temporary activity. DEN made a conscious decision to invest in internal BIM capabilities rather than relying on consultants, and this has enabled it to explore and expand the use of BIM beyond planning, design, and construction. Investing in internal staff training and development, or the hiring of new full-time BIM staff, will also demonstrate an airportâs commitment to implementing BIM as a long-term solution. Where BIM is supported only by external consultants, it (and most other technology initia- tives) generally suffers from a lack of maintenance, cuts in funding due to the higher cost of maintenance versus using in-house personnel, and a lack of internal knowledge of how to sustain the program if the consultantâs contract is not renewed. Consultant contracts should include assistance in establishing the BIM program and providing training for internal staff so that they are prepared to manage and maintain the BIM upon project delivery. 3.3.4 Incremental versus Big Bang Although choosing a âbig bangââ approach to implementing BIM (i.e., trying to implement BIM for all capital projects and for the entire airport organization all at once) may seem like it would maximize the airportâs commitment to BIM, experience has shown this type of approach has limited long-term success. Developing BIM as a capability should be approached as 5- or 10-year effort. The BIM roadmap can be helpful in communicating this long-term commitment. Incremental BIM implementation that enables the airport organization to absorb change over time, and that is supported by demonstrations of short-term benefits, will have the highest
Pre-BIM ActivitiesâPreparing the Organization and Stakeholders for Implementation 29 chance of success. Airports such as SFO and DEN have more than a decade of BIM experience and their growth has been incremental, growing from a design and construction implementation to exploring post-construction activities. 3.4 Summary Preparing an organization to support a life cycle BIM approach is a complex activity that will fundamentally affect the manner in which the airport operates. A comprehensive CMM should be performed to assess the readiness of the organization to utilize BIM and to identify where investments will be required to improve readiness. The CMM should be used to iden- tify organizational capabilities after the BIM needs assessment. It should also be used as an ongoing tool to assess the growth of organizational BIM competencies and to identify where future investments in BIM training, education, tools, infrastructure, policies, and processes should occur. The collaborative environment supported by BIM may not be achieved quickly. There will need to be investments in education and training and methods implemented to overcome the cultural resistance to change. The use of a BIM CMM can aid in the identification of short- and long-term investments needed to achieve the most effective BIM program for an airport. Another key to successful implementation of a BIM program is for an airport to identify a BIM champion to navigate the challenges accompanying this type of change to organizational processes. Larger airports have successfully implemented BIM by hiring and developing in-house BIM staff or using semi-permanent extensions of staff. Without some reliable ability to maintain the BIM in house, it is unlikely that airport staff will trust BIM as their primary source of facility data. The development of a BIM roadmap can communicate the long-term vision for BIM and further reinforce an airportâs commitment to BIM. Organizational development is critical to the success of BIM. While consultants can play a key role in implementing BIM, investments in internal staff BIM skills will accelerate BIM adoption and iden- tify areas where BIM is bene ficial. An incremental approach to BIM should be followed to overcome cultural resistance and build wide- spread support. Section 3 Checklist 1. Select and develop a BIM CMM. 2. Identify the airportâs BIM champion. 3. Identify those who will maintain the airportâs BIM. 4. Provide necessary BIM training to those maintaining and using the BIM.