3- FMT Report - Master's in Global BIM Management 2021-2022

ACKNOWLEDGEMENT First, we would like to express our special thanks and gratitude to our advisor/mentor José Carlos Coya who guided us through this journey, steering us in the right direction until we reached the end of this program.

We would also like to thank the Zigurat team of professors, the program director Mr. Stefan Mordue, and the coordination team for their continuous help, passion, and dedication.

In addition, we must express our very profound gratitude to our families for providing us with continuous encouragement and support throughout this year.

Finally, we must express our profound appreciation to our team members for providing unfailing support and continuous encouragement throughout this program.

This accomplishment would not have been possible without the collaboration of all as one. Thank you.

Abdelrahman Hafez Esam Halaseh Fahad Mazhar Khan Owais Al Sharif Tarek Elkenawy

Contents

1. Introduction 1.1. What Is BIM? 1.2. Master's Program Brief 2. Pilot Project – The Wezig Building 2.1 Pilot Project Methodology 2.2 Integrated Project Delivery 2.3 Openbim And Interoperability 2.4 Applicable Standards 2.5 Agile Management Approach 3. Team Management 3.1 Team Structure 3.2 Group Setups 3.3 Communication Strategy 3.4 Collaboration 3.4.1

CDE Workflow

3.4.2

Quality Control And Issues Resolution Process

4. BIM Implementation Through The Pilot Project Life Cycle 4.1 First Stage: Planning: 4.2 Second Stage: BIM For Design 4.2.1

Work Process

4.2.2

Stage Closing

4.3 Third Stage: BIM For Construction 4.3.1

Work Process

4.3.2

Level Of Information Need:

4.3.3

Stage Closing

4.4 Fourth Stage: Handover, Closeout, And Operation 5. Conclusion 5.1 Challenges 5.2 Lesson Learned 6. List Of Figures

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CHAPTER 01

1. Introduction In the last few decades, technological development and the information revolution have impacted the different aspects of our lives. This development occurs at a very high pace, with huge accumulated knowledge and advanced technology. The Architecture, Engineering, Construction, Operation, and Maintenance (AECOM) industry started implementing Building Information Modelling (BIM) at different levels in the last two decades. Although the relatively slow pace and the resistance to BIM implementation worldwide, BIM is still considered a game-changer in shaping this industry's future in the coming decades.

1.1. What is BIM? The term BIM continues to evolve over the years and is best understood as an 'expression of digital innovation' across the construction industry and the overall built environment (BIM Dictionary, 2021).

BIM is a set of technologies, processes, and policies that enables multiple stakeholders to collaboratively design, construct and operate a facility in a virtual space. Moreover, BIM refers to using a shared digital representation of a built Asset to facilitate design, construction, and operation processes to form a reliable basis for decisions (ISO 19650-01:2018).

The ultimate purpose of BIM is to minimize human error through constant and live collaboration and coordination throughout the project life cycle using multiple powerful 3D authoring tools and various software and platforms. BIM implementation helps engineers and constructors substantially reduce time, materials, and money waste by reflecting changes on all outputs and providing accurate and constantly updated information. Furthermore, BIM can drastically improve data management by enhancing the quality and effectiveness of asset information for more efficient asset management.

1.2. Master's program brief The purpose of the master's program is to provide the professionals with knowledge, competencies, and business vision to understand the different aspects related to the BIM application and implementation through the project lifecycle. The program's methodology is to combine theoretical knowledge and practical learning in six blocks. The program covered BIM methodologies, documents,

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tools, and workflows in the first five blocks giving the students the required knowledge to implement it in a real-life project in the last block.

Fig. 1.1. Master's Program Brief

Throughout the master's, the students' played different roles. They held various responsibilities, so they had the chance to enrich their experience, learn new software, and adapt to real-life situations where professionals may experience a change in their duties or when they start their own business.

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CHAPTER 02 2. Pilot Project – The WeZiG Building The pilot project is called the WeZig office building, which is a modern design building set up by an envelope made of an interesting curtain wall combined with a core tower, nine above-ground stories, a basement, and a total gross area of approximately 2600 sqm. The building is distinguished by its extreme cantilever, which protects the main entrance and generates a shading public area. It is a real-life construction project simulation where the master's students applied the acquired knowledge in BIM in four different project stages; management, Design, Construction, and handing over (refer to fig.4.1.).

Zigurat, acting as the project owner, provided the team with the required documents to start this project, and they include: 

Concept drawings: These drawings provide the students with basic information to develop the design and construction models during the master's program in terms of details and information.



Exchange Information Requirement (EIR): Zigurat, being the appointing party, prepared this document to reflect their needs. The EIR sets out the managerial, commercial, and technical aspects to satisfy what was defined in Project Information Requirements and Asset Information Requirements (bimdictionary.com, 2022).

In response to the EIR, the students representing the lead appointed party prepared the pre-appointed and post-appointment BEP in addition to the Project information model (PIM) and the Asset Information Model (AIM).

2.1. Pilot Project Methodology The EIR specified how the WeZiG building project should be developed through this program, outlining the main objectives and concepts that the students should address throughout the master's program: 

The project delivery method: Integrated Project Delivery (IPD).



The collaboration process: OpenBIM and interoperability.



Project Standards.



Project management approach: Agile and lean management.

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The following section explains these concepts and how the lead appointed party addressed these concepts.

2.2. Integrated project delivery IPD is a project delivery method distinguished by a contractual agreement; it is based on shared risks and rewards, open communication, multi-party contract, and the involvement of the key participants such as the owner, consultant, and contractor at the very early stage of the project. IPD principles made this method very successful because it leads to collaborative decision-making and control. Although BIM is not mandatory in IPD contracts, it adds value and ensures better models, information, and project quality.

Fig. 2.1. IPD implementation in the Pilot Project

In reality, an IPD method requires full coordination and collaboration among many actors who cannot be part of a virtual project; therefore, the delivery team focused on the achievable IPD goals and applications to adopt in this pilot project. The integrated project delivery guide (Allison, M. et al., 2018) mentioned some actions that we could implement in the pilot project, and they include: 

To identify the roles and responsibilities early.



To involve the different parties; the owner (Zigurat), the management team, and the development team at all the project stages.



To determine the required information from team members.



To define deliverables and the time needed to complete deliverables.

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

To ensure effective and continuous communication between the different stakeholders.



To collaboratively make decisions.



To adopt lean management thinking.



To secure the appointing party's validation for every stage.

2.3. OpenBIM and Interoperability OpenBIM refers to the process of exchanging non-proprietary BIModels and other data (bimdictionary.com, 2021). It is a collaborative process that is vendor-neutral. OpenBIM extends the benefits of BIM by improving the accessibility, usability, management, and sustainability of digital data in the built asset industry (buildingSMART.org, 2022).

According to buildingSMART (2022), openBIM has different types of standardized documents, such as IFC, bSDD, and BCF, some of which are ruled by the International Standardized Organization (ISO). These rules establish a common standard that allows the AECOM community to benefit from a common language to export and import data.

The appointing and the lead appointed parties are committed to aligning with the openBIM standards, using interoperable BIM software. All project deliverables were submitted in two native and IFC file formats. Interoperability is essential in ensuring a successful OpenBIM workflow. It gives freedom to work with the best software in any discipline and allows the appointed parties to use the tools they are most comfortable and productive with.

2.4. Applicable Standards BIM standards are required to ensure continuity for the project and provide the Client with the desired format. They greatly improve productivity and achieve a sustainable BIM implementation.

To establish a consistent approach to collaboration, the delivery team followed the guidance provided in the following recognized standards during all project stages as required by the EIR: 

ISO19650-1:2018: Concepts and principles;



ISO 19650-2:2018: Delivery phase of the assets;



ISO19650-3:2020: Operational phase of the assets;



ISO19650-5:2020: Security-minded approach to information management;



Uniclass 2015: Consistent classification structure for all disciplines in the construction industry;

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

BS 1192-4:2014: Collaborative production of information;



PAS 1192-6:2018: Health & Safety Standards.

2.5. Agile management approach The development team adopted an agile management approach in implementing the WeZig building, where the development processes pass through an iterative and incremental approach. The delivery team held weekly meetings to track the project progress, fix the project priorities, plan the next week's sprint, and perform a sprint retrospective to conclude what tasks need to be reviewed or moved to the next sprint.

Scrum board strategy was developed and elaborated throughout the master's program. The team used Trello workspace to create the following sections: 

Scrum team board: This workspace illustrated the management and development teams that form the scrum team, briefly discussing each one and defining their roles and responsibilities.

Each role was identified by a unique color code used in all workspaces to show the task ownership.

Fig. 2.2. Scrum team board workspace structure



Project Road Map: The road map board is structured based on the FMT phases. It shows BIM benefits and goals for each phase. Moreover, it defines the milestones based on the start and end of each program block.

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Fig. 2.3. Project map workspace structure



Scrum Board: This board shows the sprint workflow, which is structured based on the following lists: Sprint backlog, To Do, WIP, Done, and Retrospective. The task owners move the task cards from one list to another based on their progress, starting with "To Do" and ending with "Done."

Each list consists of activity cards that provide a detailed description of the task, identify task owner and timeframe, and include a checklist to track every deliverable/task.

Fig. 2.4. Scrum board workspace structure

Incomplete, unresolved, or newly introduced tasks are moved to the retrospective list to be included in the next sprint backlog. The structure of the scrum board can be changed over time to adapt to the project's needs. The sprint retrospective can be done in the middle or at the end of the sprint. The timing is decided based on its duration, load, and resources.

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

User Story Map: User Story Map Board consolidates all information and provides a holistic overview of the product journey until the FMT in a single board. It arranges user stories (activities) into multiple items, contextualized for easy understanding of the functionality of a system.

Fig. 2.5. User story map workspace structure

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CHAPTER 03

3. Team Management Team management is an integral part of BIM implementation in any project. It identifies team organizational structure, outlines the communication strategies and platforms, defines the collaboration methods, and clarifies the quality control of these processes.

3.1. Team Structure The EIR outlined the delivery team structure under two main categories: a. The Project Management Team: Which is responsible for all design and construction-related activities on the project, and it comprises two roles: 

Product Owner; and



Scrum Master.

Fig. 3.1. Team Structure

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b. The Development Team: Which is responsible for the production of the project, aligning it with the BIM protocol, managing key information workflows, and driving BIM process consistency according to its strategic objectives. The development team comprises five main roles: 

Project Manager;



Project Coordinator



Architecture Manager;



Structure Manager; and



MEP Manager.

3.2. Group Setups The master's program aims to offer the candidates the best theoretical and practical experience by exposing them to the different roles related to BIM practice. Therefore, the development of the pilot project was divided into two setups, where the students practiced different roles in each group setup.

3.3. Communication Strategy Communication is crucial in IPD and agile management since the tasks' decision-making and application should be achieved quickly. Therefore, a communication strategy was defined, established, and agreed upon to accomplish a smooth flow of information and minimize miscommunication between project team members and the appointing party. The appointed party had used slack as a unique communication platform for that purpose.

The development team created a communication workspace in Slack, representing the group's official and sole platform that organizes the group communications, exchange of information and documents, holds meetings, and even makes secondary discussions. The team established several channels, and each served a specific purpose or a precise subject; team members communicated all related subjects over the related channel. Using a unified communication platform allows linking the most used platforms, such as Zoom, Trello, Google Drive, and Miro.

3.4. Collaboration The collaboration in this context is related to data sharing and information exchange between the different project stakeholders. As a BIM process, collaboration is essential for successful project delivery.

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The pilot project team used BIMSync as CDE, and it was the only source of truth for all parties to exchange and share information simultaneously.

3.4.1. CDE Workflow The appointed team was committed to the ISO19650-1:2018 recommendations for the CDE workflow, information exchange, accessibility, and permissions.

Fig. 3.2. CDE Workflow

When the task teams complete their part, they upload the work on the CDE platform (BIMSync), which send a notification to the authorized delivery team members. The task team sends another notification through the established communication tool (Slack) to ensure that all concerned members are informed.

3.4.2. Quality Control and Issues Resolution Process The appointed party performed quality control procedures for the WeZig building at different levels and in different approaches:

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

Mono-discipline model review: At the beginning of each phase, the delivery team identified the stage requirements for the deliverables, the level of information need for graphical and alphanumeric information, the model view definition (MVD), and others. They prepare a checklist based on which they perform a continuous model review before sharing their files for multidiscipline review.

The mono-discipline model review was done for the native files using the authoring tools and for the IFC using the CDE platform or just a BIM viewer like BIMCollab.



Multi-discipline model review: Once the mono-discipline model is reviewed, discipline managers share the IFC files of two or more disciplines for further review and coordination. This coordination is generally made by importing the IFC file(s) into the authoring tool or combining the IFC files using BIM collaboration platforms like BIMCollab or BIMSync. When an issue is detected by the BIM coordinator or the discipline manager, they inform the responsible task manager to take the necessary action. BIMCollab/BIMSync allows the reviewer to export a BIM Collaboration Format (BCF) file specifying the issue, assigning a task member, and indicating the urgency and the expected deadline to resolve this issue. BCF file can include a picture or, in some cases, a direct link to the issue's location. Once the issue is resolved, the task manager informs the delivery team and closes this issue.

Fig. 3.3. Multi-discipline model review

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

Clash detection: During the pilot project development and before the end of each stage, the BIM coordinator combined all the IFC models to create the federated model and started the clash detection procedures by applying the agreed-upon rules using Solibri as a clash detection tool.

The same procedures used in the multi-disciplines model review were applied for the clash detection. At the end of the construction and the handing over phases, the delivery team generated a clash detection report showing that all clashes and issues were resolved based on the agreed-upon rules.



Review Meetings: The delivery team held specific review meetings to discuss the project status, identify clash detection rules, and find solutions to unresolved issues.

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CHAPTER 04 4. BIM Implementation Through the Pilot Project Life Cycle The pilot project aims to enable the team members to understand BIM processes throughout the project lifecycle, focusing on employing the ISO-19650 standards, among others specified in the EIR, applying the agile methodology, and adopting the openBIM approach for the information exchange.

During this program, the delivery team developed the project through four stages:

Fig. 4.1. Project Stages and Deliverables

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

Planning (equivalent RIBA plan of works: Strategic definition);



BIM for design (equivalent RIBA plan of works: Concept Design);



BIM for construction (equivalent RIBA plan of works: Construction Design); and



BIM for handover, closeout, & operation (equivalent RIBA plan of works: Handover and Closeout).

The development team played various roles they might perform in real-life, worked with several programs and software, and most importantly, understood how to deliver the project with the appropriate model development and level of information need that conforms to the stage requirements.

4.1. First Stage: Planning: In the first stage, the "potential" lead appointed party shows their capabilities that qualify them to deliver the project. In a real-life project, the appointing party provides the tenderers with the project's anticipated details, mainly in the form of Exchange Information Requirements (EIR); which sets out the managerial, commercial, and technical aspects to satisfy Project Information Requirements (PIR) and Asset Information Requirements (AIR).

In response to the EIR and as part of their tender response, the appointed party prepared the preappointment BEP, showing their understanding of the project requirements and communicating how the delivery team intends to approach the information requirements process through the project life cycle.

Fig. 4.2. Planning Stage inputs and outputs

Generally, the structure of the pre-appointment BEP follows that of the EIR. However, it could include other contractual documents like the BIM protocol in the addendum. The appointed party can proceed with the following stage when the Client validates the submitted documents (refer to figure 4.3.).

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Fig. 4.3. General structure of the EIR & the BEP

The development team used cloud-based platforms for communication, planning, documentation, collaboration, and storage throughout the project lifecycle. This strategy aims to ensure that all team members have access to the project's documents and information, have one source of truth, have a similar understanding of the requirements and milestones, and avoid data loss.

Figure 4.4. Cloud-based platforms

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4.2. Second Stage: BIM for Design Generally, this stage starts with the appointment of the delivery team, so they begin with finalizing the documents submitted in the previous stage, ensuring that they are in line with the final agreement with the appointing party. Moreover, the appointed party should provide details about the deliverables, key participants, and milestones at this stage. As the lead appointed party for the WeZig building, the development team started with the following documents: 

The Post-appointment BEP: After the appointment of the delivery team, the lead appointed party updated and resubmitted the BEP under the name of post-appointment BEP, demonstrating a full understanding, agreements, and commitment to the EIR.



The Master Information Delivery Plan (MIDP): In this document, the lead appointed party defined the project deliverables, assigned ownership, set milestones, and scheduled the relevant tasks team.

Both the EIR and the MIDP are live documents. The lead appointed party continuously updates them whenever there is any change in the project requirements, agreements, schedules, etc. However, the appointing party should approve any change to these documents.

Figure 4.5. Appointment documents

4.2.1. Work Process As per the project requirements, the development team adopted an openBIM approach. They used two authoring tools to create the BIM models; AutoDesk Revit was used for the architectural and structural models, while Graphisopht ArchiCAD was used to develop the MEP model.

The coordination between the different disciplines was achieved by interoperability between the native and the IFC files. Task teams coordinated with other disciplines using the authoring tool in importing and 18

exporting IFC models during the modeling process, ensuring the use of the appropriate model view definition (MVD).

Figure 4.6. Modeling and coordination

When the development team coordinates the model, the BIM coordinator combines the mono-discipline IFC models to check that they are all coordinated and clash-free. At this point, the team starts the preparation of the Project information model, which comprises information containers covering the design of the WeZig building, including the BIM Models, Documents, Data set, and any other structured or unstructured information.

Figure 4.7. Validation process and Project Information model

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4.2.2. Stage Closing Before submitting the PIM, the development team confirmed that: 

All deliverables are as per the approved BEP.



Naming Convention is in line with the BEP and MIDP.



The level of development of the model conforms to the stage requirements.

After having the project checked, the lead appointed party published and uploaded the PIM (including all models, drawings, documents, and reports) to the CDE. 4.3. Third Stage: BIM for Construction After securing the appointing party's approval of the previous stage, the development team started the preparation of the construction PIM for the WeZig Building. Similar to the previous stage, The appointed party started with updating the BIM execution plan, ensuring its compliance with the construction stage requirements and contractual obligations. At the same time, the MIDP was updated based on the revised post-appointment BEP and the approved design package (PIM). Both the BEP and the MIDP remained under constant update.

Figure 4.8. Appointment documents – construction stage

4.3.1. Work Process This stage required the development team to prepare more comprehensive BIM models for details, development, and information. Moreover, the level of information need was detailed both graphically and non-graphically to ensure the adequacy of the model for construction.

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Construction models require comprehensive coordination to ensure the adequacy of these models for execution. The quality control of this stage occurs at two levels (as detailed in part 3.4.2.: quality control and issues resolution process): 

Mono-discipline (by the tasks team); and

Figure 4.9. Model coordination by discipline manager



Inter-discipline (by the coordination manager & the development team).

Figure 4.10. Inter-discipline models review

Coordinating the model on the CDE platforms allows the BIM coordinator and the task manager to review the combined model, searching for any design issues or detecting clashes. When an issue or a clash is detected during the pilot project development, the BIM coordinator or the development team member notifies the concerned task manager, explains the case, and sets a deadline to resolve this issue. When the task managers resolve the issue or clash, they notify the development team and close it. When the development team finalized the quality control of their models, they started applying the BIM model uses and updated the model whenever needed.

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4.3.2. Level of information Need: The level of information need is intended for clients who define their information needs for project management. It specifically defines geometry, alphanumeric data, documents, and unstructured information such as plans, reports, photographs, etc. Alphanumeric information should be considered at least as important as geometry (M. Baldwin, 2022).

The appointed party, in their BEP, has identified how the level of information need should be addressed at the different stages. The same was reflected and applied to the project BIM models at all stages.

Figure 4.11. Graphical information difference - level of information need

Figure 4.12. Level of information need – Alphanumeric information

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4.3.3. Stage Closing By the end of this stage, the appointed party published the updated post-appointment BEP, the Project Implementation Model, and the model uses reports to be used in the construction and procurement processes.

Figure 4.13. Model uses and Project Information model

4.4. Fourth Stage: Handover, Closeout, and Operation When the project is executed in real life, the contractor transforms the Project Information Model (PIM) into Asset Information Model (AIM). At this stage, the project should have been theoretically built, and based on that, the delivery team updated the post-appointed BEP and the MIDP. Moreover, they should have the PIM of the previous stage completed and approved by the appointing party.

Figure 4.14. Appointment documents – handover & closeout stage

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As an appointed party, The development updated and delivered all the asset documents needed to manage the facility and operate the different systems, including: 

Final BIM Execution Plan (BEP)



Asset Information Models (As-built);



Clash detection report showing the clash resolution;



COBie Spreadsheets.

Figure 4.15. Asset Information Model process

According to the master's, this is the last stage of the pilot project.

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CHAPTER 05 5. Conclusion In this final section, we want to shed light on our own experience by discussing some of the obstacles we faced and how we overcame them, pointing out some of the lessons we learned during this program and ending with the general conclusion.

5.1. Challenges During the master's program, we faced many challenges as individuals and as a group. Yet, we knew that overcoming obstacles was key to our success, so we worked hard and stretched ourselves to reach our targets and achieve our goals. Below we list the most significant ones: 

Time management was one of the main challenges, besides our commitment to our current jobs and family responsibilities, especially when we worked on two or more tasks simultaneously. The adoption of the lean management methodology helped us focus on the targets, although it was difficult at the beginning.



Project IPD contract required both experience and full collaboration and coordination between all project participants, which was unrealistic due to the lack of open communication between the team and the Client. Furthermore, IPD requires the involvement of other participants whose input is indispensable to delivering a successful IPD project. Eventually, the team managed to fulfill some of the contract requirements, yet we cannot say that it is a full IPD project.



Working with new software is always tough and requires a learning curve to master. However, Zigurat's academic methodology gave the students the basic knowledge and encouraged us to push the boundaries, be more open to learning and trying new things, and perform beyond our comfort zone. The team became more familiar and comfortable working with the different software (Revit, Archicad, Solibri, Synchro, Dialux, etc.), adapting the openBIM mindset and feeling freed from the one software mentality.

5.2. Lesson learned The master's program has a big impact on our perception and appreciation of the aspects related to Building information modeling and current trends in the AECOM industry. Below we list the most important lesson learned from this program.

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

BIM is a process for creating and managing construction project information throughout its life cycle. Mastering BIM tools does not necessarily mean understanding this process. BIM as a technology is in continuous and rapid development; therefore, it is essential for those who want to pursue their career in this domain to follow the continuous updates on BIM over the specialized websites and platforms.



It's all about information: Information is one of the essential inputs/outputs of the BIM process.

It is unlikely to have correct or accurate outputs and benefit from the BIM models if the data fed are not precise. Moreover, it is also important not to fill the BIM model with unnecessary or unrequired information since it will consume time and money and not add any value. We learned to always stick to the level of information need, as specified in the EIR, and conform to the required BIM uses.



Think big: Although the FMT was developed according to the ISO-19650 series, the international standards helped improve the BIM implementation worldwide. As BIM specialists, we must keep in mind that the standards might vary from project to project or country to country; our role is to implement the correct standards required by the appointing party.



Use cloud-based tools: many cloud-based tools allow multiple users to work simultaneously on the same documents (like plannerly, google documents, BIMSync), which does not only help keep one source of information and truth for every participant accessible from any location in the world but also avoid data loss.



Use the best tool for you: As professionals, it is important to realize that various software and tools available in the market are adequate to successfully develop and deliver BIM projects.

OpenBIM and interoperability open new doors for inter-software collaborations, which help us use the software that best fits our needs and aspirations, far from the trendy or dominant ones.

This notion can impact our decision to invest in software or a tool based on our needs and budget.



Practice is key: We learned from this master's the importance of simultaneously having a structured BIM application aligned with a deep theoretical education despite the associated difficulties and challenges. The WeZig building pilot project concretizes this idea by simulating a real construction project delivery that focuses on the building, the information, and the management.

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To conclude, the AEC industry is changing and still needs more to reduce the time and waste that comes with it by utilizing the new technologies and digital tools. The biggest challenge here is changing the people's mindset to reach a more collaborative and productive industry and benefit from technological innovations, especially those gained from deploying openBIM.

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References:

Baldwin, mark. "From Lod to Loin." Plan.One, 8 Oct. 2021, https://en.plan.one/blog-en/from-lodto-loin/.

Allison, M. et al (2018). Integrated Project Delivery: An Action Guide for Leaders. Integrated Project Delivery Alliance (IPDA), Center for Innovation in the Design and Construction Industry (CIDCI), Charles Pankow Foundation.

Falk-Petersen CEO, Dag, et al. “OpenBIM.” BuildingSMART International, 12 Mar. 2021, https://www.buildingsmart.org/about/openbim/.

Bim dictionary. (n.d.). Retrieved May 15, 2022, from https://bimdictionary.com/terms/search ISO. (2018). ISO 19650-1:2018 Organization and digitization of information about building and civil engineering works, including building information modeling – Information management using building information modeling: Concepts and principles.

ISO. (2018). ISO 19650-2:2018 Organization and digitization of information about building and civil engineering works, including building information modeling – Information management using building information modeling: Delivery phase of the assets.

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List of Figures No. Fig. 1.1.

Fig. 2.1.

Fig. 2.2.

Fig. 2.3.

Fig. 2.4.

Fig. 2.5.

Fig. 3.1.

Fig. 3.2.

Fig. 3.3.

Fig. 4.1.

Fig. 4.2.

Fig. 4.3.

Title Master's Program Brief IPD implementation in the Pilot Project Scrum team board workspace structure Project map workspace structure Scrum board workspace structure User story map workspace structure Team Structure CDE Workflow Multi-discipline model review Project Stages and Deliverables Planning Stage inputs and outputs General structure of the EIR & the BEP

Fig. 4.4.

Cloud-based platforms

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Fig. 4.5.

Appointment documents

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Fig. 4.6.

Modeling and coordination

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Fig. 4.7.

Validation process and Project Information model

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Fig. 4.8.

Appointment documents – construction stage

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Fig. 4.9.

Model coordination by discipline manager

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Fig. 4.10.

Inter-discipline models review

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Fig. 4.11.

Figure 4.11. Graphical information difference - level of information need

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Fig. 4.12.

Figure 4.13. Model uses and Project Information model

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Fig. 4.13.

Figure 4.14. Appointment documents – handover & closeout stage

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Fig. 4.14.

Figure 4.15. Asset Information Model process

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