The New Zealand BIM Handbook

The New Zealand BIM Handbook A GUIDE TO ENABLING BIM ON BUILDING PROJECTS SECOND EDITION | NOVEMBER 2016

Acknowledgements This update to the New Zealand BIM Handbook has been produced with significant industry input.

The Ministry of Business, Innovation and Employment (MBIE) would like to thank all of those involved.

In particular, we acknowledge the contributions of the members of the New Zealand BIM Acceleration Committee. The Committee is a nationwide alliance of industry and government, established in 2014 to coordinate efforts to increase the use of BIM in New Zealand Special thanks go to: Jon Williams, Beca; Steve Davis, Assemble; Glenn Jowett, AECOM; Melanie Tristram, Jasmax; and Gemma Collins, Fletcher Construction for their work on this update. Thanks also to all of those who provided feedback on the original version of the Handbook.

The Handbook draws on documentation produced by a variety of international parties including: NATSPEC Construction Information, Penn State Computer Integrated Construction (CIC) Research Program, buildingSMART, BIM Forum, the US Chapter of buildingSMART international, UK BIM Task Group, Collaborate ANZ, BSI Standards Limited (BSI) and Construction Project Information Committee UK. The BIM Acceleration Committee would like to thank all of these organisations for allowing text and graphics from their documents to be reproduced in this Handbook. Permission to reproduce extracts from British Standards is granted by BSI. No other use of this material is permitted. British Standards can be obtained in PDF or hard copy formats from the BSI online shop: www.bsigroup.com/Shop.

The New Zealand BIM Handbook is published with the support of the BRANZ Building Research Levy and the Ministry of Business, Innovation and Employment.

The use of the New Zealand BIM Handbook is supported by: New Zealand Institute of Architects (NZIA) Association of Consulting Engineers New Zealand (ACENZ) Facilities Management Association of New Zealand (FMANZ) New Zealand Institute of Building (NZIOB) The Institution of Professional Engineers New Zealand (IPENZ) Enquiries to: BIM Acceleration Committee email: info@BIMinNZ.co.nz www.BIMinNZ.co.nz ISBN 978-0-473-37662-8

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Table of contents Foreword 3 1 Introduction 4 1.1 What is BIM?

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1.2 Purpose of the Handbook

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1.3 How the Handbook is structured

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1.4 Benefits of adopting the BIM process

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1.5 BIM in New Zealand

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1.6 Global BIM

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1.7 BIM and the NZCIC Design Documentation Guidelines

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2 BIM basics

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2.1 Definitions

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2.2 BIM and project management

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3 Legal implications of BIM 12 4 Typical BIM workflow 14 4.1 The information delivery cycle

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4.2 Project BIM Brief

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4.3 BIM Evaluation and Response Template (pre-contract ) 16 4.4 Design BIM Execution Plan

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4.5 The Common Data Environment (CDE)

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4.6 Model Element Authoring Schedule

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4.7 Construction BIM Execution Plan

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4.8 FM/AM Plan

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5 Modelling and documentation practice

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5.1 Planning the modelling process

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5.2 Model location and orientation

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5.3 Naming conventions and structures

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5.4 Level of Development (LOD)

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5.5 Modelling for Quantity Surveyor

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5.6 Model coordination

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5.7 Model handovers

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5.8 BIM deliverables

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6 BIM in New Zealand construction 7 Enabling Facilities Management via BIM

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7.1 Data overload

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7.2 Data structure

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7.3 Modelling best practice

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7.4 Recommended approach

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Glossary

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Appendices This document references the following appendices which are published separately.

Appendix A – Modelling and documentation practice Appendix B – BIM Uses across NZCIC phases Appendix C – Levels of Development definitions Appendix D – BIM Uses definitions Appendix Ei – Project BIM Brief – example Appendix Eii – Project BIM Brief – template Appendix Fi – Model Element Authoring (MEA) Schedule – example Appendix Fii – Model Element Authoring (MEA) Schedule – template Appendix Gi – BIM Evaluation and Response – example Appendix Gii – BIM Evaluation and Response – template Appendix Hi – Project BIM Execution Plan – example Appendix Hii – Project BIM Execution Plan – template Appendix I – Model coordination Appendix Ji – Model Description Document (MDD) – example Appendix Jii – Model Description Document (MDD) – template

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Foreword Few things have the potential to impact as positively on the performance of New Zealand’s building and construction sector as BIM or Building Information Modelling.

Of all the improvement initiatives investigated by the Ministry of Business, Innovation and Employment, BIM is the only one that holds the promise of a step-change, rather than an incremental gain in productivity.

The first edition of this Handbook was released in July 2014. The genesis was an industry workshop initiated by the former Productivity Partnership where 50 representatives of most parts of the construction industry were asked what should be in a BIM Handbook.

Developed in partnership with industry at every step, the Handbook is very much anchored in New Zealand. It draws on best BIM practice from around the world, but is tailored to the specific needs of New Zealand’s building and construction sector. The establishment of a consistent approach to using BIM across New Zealand, underpinned by a common language, is a significant achievement of which all the contributors to the original Handbook can be justly proud.

Since its first release, the uptake and understanding of BIM within New Zealand has increased significantly. This is based both on anecdotal evidence and industry surveys undertaken by EBOSS. The solid framework and common language provided by the Handbook, industry training and a more knowledgeable client base have been behind this.

The aim remains unchanged, that is, to capture the many benefits of BIM to provide affordable, quality buildings and infrastructure for New Zealand at a time of high construction demand.

BIM encapsulates better building processes and building better performance through the sharing of structured information.

BIM adds value to the whole life of a built asset from pre-design to operation. It allows the latest in digital technologies to be applied to the design and project management process.

This second edition of the Handbook provides more commentary on the construction and handover phases of the project. Based on direct feedback and observations from around the industry, more detail has been provided on BIM workflows, common data environment (CDE) and levels of development (LOD). Additional documents have been added, including the BIM Evaluation and Response Template and the Model coordination appendix. This is aimed at providing further clarity on how to implement BIM on a project.

We hope that this edition of the BIM Handbook continues to promote the use of BIM and helps unlock its benefits for the wider New Zealand building and construction sector. Our thanks go to all of those who have been involved in creating it.

Andrew Reding

Jon Williams

Chair, BIM Acceleration Committee

Chair, BIM Handbook Working Group BIM Acceleration Committee

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1— Introduction 1.1 What is BIM?

BIM is the sharing of structured information.

There are many definitions of BIM (Building Information Modelling). The focus will vary from designers to constructors and operators. BuildingSmart defines it as follows:

IM is a digital representation of physical and functional characteristics of a facility.

B A building information model is a shared knowledge resource for information about a facility, forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition.

BIM can contain information/data on design, construction, logistics, operation, maintenance, budgets, schedules and much more. The information contained within BIM enables richer analysis than traditional processes. Information created in one phase can be passed to the next for further development and reuse.

The key principle is that BIM is not any single act or process. It is not creating a 3D model in isolation from others or utilising computer-based fabrication. It is being aware of the information needs of others as you undertake your part of the process.

FIG 1.

THE PROJECT LIFE CYCLE

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TA B

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PRO CE SS

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D ES I G

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BUILDING INFORMATION MODELLING

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1.2 Purpose of the Handbook The creation of this Handbook has been driven by the BIM Acceleration Committee and the Ministry for Business, Innovation and Employment. Their aim has been to create a New Zealand-centric document that: • promotes the use of BIM throughout the project life cycle • creates a common language for the industry to use • clarifies the briefing process for design consultants and constructors • promotes an increased level of coordination in both design and construction phases • promotes a more proactive approach to Facilities Management • creates a clear path for the future development of the industry.

The Handbook does not cover every aspect of BIM in detail. Its primary focus is on the design and construction phases of the building life cycle. To realise the maximum benefits of BIM, the information/data created during the design and construction phases must be fed into facilities and asset management systems and used throughout its life cycle.

FIG 2.

PROPORTIONAL SPLIT OF WHOLE OF LIFE COSTS OF AN ASSET

87% OPERATIONS

9%

1%

CONSTRUCTION

DESIGN & PLANNING

3% TRANSITION

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A BIM philosophy can be applied to creating and operating all types of assets: buildings, industrial facilities or civil infrastructure. In fact, industrial and civil projects have been using digital modelling and shared data for more than ten years. To simplify the language used, the Handbook is focused on building projects.

The geospatial data provided from survey tools is a key input to BIM. The production and formatting of 3D survey information for use in BIM is outside the scope of this edition of the Handbook.

Future editions will provide more details on BIM for Facilities Management, BIM for industrial/civil projects and integration with digital survey data.

1.3 How the Handbook is structured The Handbook follows the normal progression of a project: • project establishment/briefing • design • procurement • construction • handover • operation.

The appendices contain examples of BIM planning documents and more detail on specific aspects of the BIM workflow. It is suggested that the reader refers to these while reading the main body of the document.

1.4 Benefits of adopting the BIM process BIM delivers benefits within each of the design, construct and operate sections of the project life cycle. These benefits are enhanced when the process is considered as a whole and the information/data requirements are coordinated. They can be summarised as: COORDINATION • Models show spatial relationships and, just like real facilities, virtual models are comprised of virtual components and elements.

• Relationships between elements are updated as the model evolves.

• Drawings are derived from the model by viewing it from whatever vantage points are required, including slicing it to produce plans, sections and details.

• Models are combined into a single “federated model”; the sharing and coordination of this information tends to reduce errors in the documentation.

• Better coordination in the virtual model leads to better coordination during construction resulting in less waste and greater efficiency.

COMMUNICATION • 3D models/images can be grasped immediately by most people and are less susceptible to misinterpretation than 2D images.

• BIM improves communication between stakeholders and anyone relying on, or affected by, the proposed facility including clients, building assessors, local communities and contractors.

• BIM provides an opportunity to engage clients, contractors and other stakeholders much earlier in the design process when the greatest value can be derived from their input.

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DATA MANAGEMENT • Generates non-graphical representations of built elements.

• Modelling software manages data associated with each element of the building.

This data is updated automatically as changes are made to the model.

• Reports produced at any time will reflect the current state of the model/project.

• Being digital, BIM data can be easily stored and transmitted, and rapidly searched, sorted and filtered, as required.

ANALYSIS AND SIMULATION The relative ease of accurately re-calculating performance following changes to the model allows different design options to be explored and optimised. Data associated with the model can be used for: • quantity take-off and costing • simulation of various aspects of the proposed building’s behaviour such as structural, thermal, acoustic, lighting and fire performance • more effective option analysis during the early stages of a project, allowing for better informed decision making by stakeholders prior to committing to capital cost • the analysis of the design information/model can improve the construction and operational safety of a facility by using it during the safety in design review process • allowing owners/operators/constructors to interact with the facility in a virtual environment prior to it being built.

IMPROVED PRODUCTIVITY DURING CONSTRUCTION BIM improves construction quality, improves on-site safety, shortens construction programmes and reduces costs by allowing: • better planning of site activities and optimisation of the construction sequence • quicker and more accurate set out • more prefabrication off-site as building elements can be modelled, documented and manufactured with greater precision • linkage to computer controlled fabrication equipment and site machinery using digital model files.

BETTER INFORMATION FOR FACILITIES MANAGEMENT The involvement of the facility managers/facility operators/asset managers at the project establishment and BIM briefing stage of the project can add real value. As different facilities require different sets of information to be managed effectively over their life span, this input can also affect and improve the design.

Data generated during design and construction can be readily passed on to facility managers to assist them in operating and maintaining buildings more effectively.

With appropriate procedures in place, capturing this data is easier than with traditional paper-based methods.

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1.5 BIM in New Zealand On most significant or complex building projects, design teams are now designing and documenting in 3D. This is delivering the benefits of improved coordination. Main contractors are requiring their supply chain to provide construction phase BIM inputs to increase the level of coordination and reduce rework on site and to assist digital handover of As Built information to the asset owner.

At the time of publishing this edition of the Handbook, the depth of the supply chain that can adequately support a BIM project in New Zealand is still limited. Clients need to be aware of this when selecting design and construction teams. The process of preparing a Project BIM Brief and evaluating the BIM Evaluation and Response Template (see later sections) should ensure that the client’s needs and the capability of the delivery team are matched.

An increasing number of projects are requiring the contractor to maintain the BIM throughout the construction phase and provide an As-Built or Record Model at handover.

The maintenance of the model may be undertaken by the contractor or as an extension to the designer’s scope.

This Handbook aims to aid the further development of this process by: • increasing clients’ understanding of the benefits of BIM so that they can better brief their design teams • providing a common framework for designers and constructors to respond to BIM procurement requests • creating a common language so that owners, designers and constructors understand what they are being asked to provide • outlining the process that should be followed to efficiently implement BIM on a project • providing a framework so that those new to BIM can understand what is involved and decide if/how they could benefit from adopting BIM.

1.6 Global BIM The development and subsequent revision of this Handbook have been undertaken with reference to international standards, codes and guidelines, specifically, the PAS1192 series of documents from the United Kingdom and the Natspec documents from Australia.

New Zealand needs to operate on the international stage and leverage international developments.

Where possible, the Handbook uses internationally accepted language and work flows.

Commonly used terms are included in the glossary.

BIM processes have been mandated in some countries. At this stage, the New Zealand government has decided not to mandate BIM, but to encourage its development and use by supporting the activities of the BIM Acceleration Committee and assisting government clients to adopt BIM. Defining the “BIM maturity” of a project, organisation or country is part of promoting a common understanding of BIM. PAS1192-2:2013 provides a BIM maturity model, setting out the progression from CAD to “Level 3” BIM. Whilst the New Zealand government is not mandating the adoption of BIM to a specific level, it is useful to understand both the language used internationally and how the BIM process may be developed Levels of BIM maturity are described as follows:

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• Level 0 – unmanaged CAD, usually in 2D format with paper (or electronic formats, e.g., pdf files) as the main data exchange mechanism.

• Level 1 – managed CAD in 2D or 3D format with collaboration tool (e.g., extranet) providing a common data environment.

• Level 2 – managed 3D environment held in separate discipline models comprising elements with attached data. Data exchange is mainly on the basis of proprietary exchange formats.

• Level 3 – fully open process with a single project model. Data integration and exchange using open standards.

1.7 BIM and the NZCIC Design Documentation Guidelines The New Zealand Construction Industry Council (NZCIC) publishes the Design Documentation Guidelines. This Handbook has been coordinated with the Guidelines to provide a consistent message and to minimise duplication. The BIM Handbook is the key reference document for undertaking and managing a BIM-centric project; the NZCIC Design Documentation Guidelines focus on defining the responsibilities of the parties involved in design and construction on a phase by phase basis.

The August 2016 version of the Guidelines includes references to BIM. These should be seen as a high-level indication of how BIM should be implemented. It is intended that the BIM Handbook provides more detail – specific project requirements are contained within the BIM Execution Plan.

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2— BIM basics 2.1 Definitions A glossary of BIM terminology is provided at the end of this document. Following are some key definitions to aid the reader with interpreting the next sections and to provide an overview of how the key documents and roles in BIM relate to each other.

BIM USES BIM covers a number of processes or tasks, for example, design authoring and coordination. To create a common language this Handbook lists these as “BIM Uses”. Most international BIM guides contain a similar listing of Uses. For this Handbook, 21 separate Uses have been identified. These have been taken from the “Penn State BIM Execution Planning Guide” with minor terminology changes to match the New Zealand context. Some of the Uses will be commonly used on projects; others are an indication of where BIM may be applied in the future. For each Use an outline definition is provided. Refer Appendix D. MODELS AND FEDERATION For the majority of projects, each designer or sub-trade will produce their own model.

These models can be then combined or “federated” to create a single shared model.

Interdisciplinary coordination is confirmed in the federated model. Required changes are made in the individual discipline models.

On large projects discipline models may be split into multiple, smaller models to make file sizes more manageable.

FIG 3.

MODEL FEDERATION DIAGRAM

BUILDING OWNER

FEDERATED MODEL

ARCHITECT

STRUCTURAL ENGINEER

CONTRACTOR AND SUBCONTRACTORS

MEP ENGINEER

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BIM DOCUMENTS Project BIM Brief The Project BIM Brief is developed by the client prior to engaging the consulting team. It provides an outline of the project and the goals and benefits that the client wants to achieve from BIM. It should include sufficient detail to allow the consultants to adequately assess the commercial and programme implications of the client’s BIM expectations. Refer Appendix E. BIM Evaluation and Response template The BIM Evaluation and Response document is a supplemental template to the Project BIM Brief in the RFP or contractor procurement stage. It is intended to provide a consistent framework for the BIM component in the response to an RFP.

Refer Appendix G.

roject BIM Execution Plan P This is the key document for successfully implementing BIM on a project.

An expansion of the Project BIM Brief, it is developed collaboratively by the project team after they have been engaged and prior to commencing the design. It is a live document and can be updated throughout the design and construction phases. It expands on each of the client’s goals and how they are to be achieved.

The Project BIM Execution Plan allocates key responsibilities and defines the processes, procedures and tools to be used. At the completion of the design phase, the Project BIM Execution Plan will be passed from the design team to the construction team who will modify and supplement it with construction phase BIM activities. Refer Appendix H.

BIM ROLES BIM Manager The person engaged by the client (either independently or as an extension to another consultant’s role) to lead the production of the Project BIM Execution Plan and coordinate the input of the other project participants. Their focus is combining/federating the various models into a single, coordinated model that contains consistent and structured information/data.

The BIM Manager may be engaged for the entire project or separately for the design and construction phases.

Discipline BIM Coordinator The Discipline BIM Coordinator is the lead modeller from each of the design disciplines, with responsibility for ensuring that their models comply with the BIM Execution Plan. During the construction phase each sub-trade that is inputting to the construction BIM should have a BIM Coordinator to lead the coordination activities for their respective teams. This role is sometimes referred to as a Model Manager.

2.2 BIM and project management The implementation of BIM on a project does not replace the project management function.

The Project Manager must retain overall control of the project programme, deliverables and communication. The Project BIM Brief and Project BIM Execution Plan should be supplements to the project management documentation. In creating the BIM plans, the aim should be not to duplicate what is contained within the overall project plans.

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3— Legal implications of BIM CONSULTANT SELECTION The Project BIM Brief should be provided to any project consultant, along with other project information as a part of the Request for Proposal (RFP) process. The RFP must clearly outline what the client’s BIM expectations of the consultant are. The expectations should focus on the specific BIM goals and benefits that the client has identified. The inclusion of BIM activities that are for the benefit of the consultant (e.g., analysis) is secondary.

Reviewing the BIM Evaluation and Response Template will allow the client to select a team with skills matched to the complexity of the specific project and who have aligned BIM delivery methodologies.

As with the other parts of the RFP, the Project BIM Brief and the BIM Evaluation and Response Template will form a part of the consultant engagement contract when it is executed. In assembling the contract, care must be taken to avoid contradictions between the various documents. A clear order of precedence must be provided.

It must be clearly detailed in the RFP how the BIM process will be managed and what each individual will be responsible for. It is recommended that the role of the BIM Manager be specifically detailed and not combined with the general “Lead Consultant” role description.

The functions may be performed by the same organisation, but the requirements and skills required of the roles are separate.

If, during the development of the Project BIM Execution Plan, the scope or responsibilities of an organisation are changed, this should be treated in the same way as any other scope change under the contract.

The consultant’s responsibilities with respect to timeliness, completeness and quality of deliverables are no different under a BIM delivery method. The contract (including the Project BIM Brief and/or BIM Evaluation and Response documents) must clearly state what is to be produced and by when. However, with a BIM process there may be far more interdependencies that need to be included. These must be considered when developing the delivery programme.

CONTRACTOR ENGAGEMENT The Request for Tender (RFT) process must clearly outline the client’s BIM expectations of the contractor. The expectations should focus on the specific BIM goals and benefits that the client has identified. The inclusion of BIM activities that are for the benefit of the contractor (e.g., scheduling) are secondary.

The key BIM information that needs to be provided in the RFT is: • what models, format and level of development and information will be provided to the contractor from the design team • whether the Design BIM Manager will be retained during the construction phase or if the contractor will be required to provide a person for this role • the handover process from Design to Construction BIM Manager • what format and what level of development are required for handover models to the client/operator.

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INTELLECTUAL PROPERTY AND MODEL DISCLAIMERS With a BIM process there is far more dependency between the documentation of the design disciplines during the design phase and sub-trades during construction.

The exchange of models is the very basis of the BIM process. All users need to understand the level of reliance that they can place on the models they are receiving. In the interest of fostering true collaboration across the life cycle of a project, the use of blanket “for information only” disclaimers should be avoided. The issuer of a model must clearly define what it can (and can not) be used for, for example: • work in progress – issued for ongoing coordination • developed design issue • detailed design issue for consent and contractor pricing • issued for construction – for production of shop drawings, not for fabrication • issued for construction – suitable for fabrication.

The above classifications can be defined in a Model Description Document (MDD). Models should also be read in conjunction with the BIM Execution Plan which defines the BIM Uses that can be applied to the model at a given project stage. Models must also be read in conjunction with other project documentation including specifications and schedules.

Models can contain far more information than traditional electronic deliverables.

To maximise the benefits of BIM, this information must be freely available for others to use. Most standard forms of contract cover the ownership of Intellectual Property.

Following is a description of how the Conditions of Contract for Consulting Services 2009 can be applied to the copyright of BIM documents.

• All models created for the project are “New IP” and are jointly owned by the client and the consultant. Each grants the other an unrestricted royalty-free license to use the model. The client can make the complete models available to the project team for any project-related use.

• Specific element details and libraries are “Pre-existing IP” and ownership remains with the consultant. The consultant grants the client an unrestricted royalty-free license to use the specific element details and libraries “to the extent reasonably required to enable the Client to make use of the Service”.

• The client can use the models created for whatever purpose they want, but can only use the specific element details as required to complete the specific project.

The above commentary is provided for guidance only. Contracts are developed on a project-by-project basis and specific legal advice should be sought.

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4— Typical BIM workflow This section of the Handbook outlines the key steps to follow in the BIM process for a building project. A typical BIM workflow centres on the information delivery cycle diagram shown below. This diagram is based on the PAS1192-2:2013 Specification for information management for the capital/delivery phase of construction projects using building information modelling.

This publicly available specification was developed as part of the UK government’s Level 2 BIM Strategy. The diagram has been modified to suit the New Zealand market.

FIG 4.

THE INFORMATION DELIVERY CYCLE

PROCUREMENT

HANDOVER (Post Completion)

COMMON DATA ENVIRONMENT (CDE)

PROJECT ESTABLISHMENT

CONCEPT PRELIMINARY DEVELOPED DETAILED DESIGN DESIGN DESIGN DESIGN

PROJECT BIM BRIEF

BIM EVALUATION & RESPONSE TEMPLATE

DESIGN BIM EXECUTION PLAN (BEP)

Documentation

Graphical Model

OPERATION

CONSTRUCTION

ASSET INFORMATION MODEL

PROJECT INFORMATION MODELS

CAPEX START

Non-Graphical Data

CONSTRUCTION BIM EXECUTION PLAN (BEP)

OPEX START

FM/AM PLAN

© MERVYN RICHARDS

4.1 The information delivery cycle The information delivery cycle has two distinct start points: 1. The CAPEX start – for stand-alone new-build projects, where the focus is on capital delivery efficiencies rather than on-going operational requirements. This starts with the development of the Project BIM Brief.

2. The OPEX start – for projects that are part of a larger asset portfolio, or for projects that involve existing assets. This starts with the FM/AM Plan and draws on information from the existing asset information model.

The diagram shows the generic process for identifying a project need, defining a project’s BIM requirements, procuring a suitable team, executing the design and construction BIM requirements, and producing project and asset information models that are relevant to the project needs.

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For clarity, Project Information Models are defined as all of the information needed to design and construct an asset. This information can include graphical models, documents (drawings, schedules, etc.) and data. Asset Information Models are defined as all of the information required to operate an asset. This information can include graphical models, documents (drawings, warranties, product manuals, etc.) and data.

The grey wedge in Figure 4 represents the NZCIC design stages. Models and associated documentation and data will be developed in accordance with these stages to support any project-specific BIM Use requirements.

The information delivery cycle is bound by the Common Data Environment (CDE) which will be used to collect, manage, disseminate, exchange and retrieve project information throughout the project life cycle. Information is exchanged between project stakeholders at agreed milestones using the Common Data Environment, as agreed in the Project BIM Execution Plan.

4.2 Project BIM Brief The Project BIM Brief is an important element of project BIM implementation. It is used to clearly define what BIM Uses are required and the objectives of these Uses for the tenderer. These requirements are incorporated in the project’s contractual documentation and implemented through the Project BIM Execution Plan.

The Project BIM Brief is developed by the client, prior to engaging the consultant team, and forms part of a wider set of procurement documentation. Unless the client is experienced in BIM, it is recommended that the Project BIM Brief is developed in consultation with the project manager, lead consultant or BIM Manager.

When developing the Project BIM Brief, the client should look at the overall project goals and objectives in conjunction with the information delivery cycle start point, while considering how a BIM approach can aid the achievement of these goals.

Specific BIM Uses that relate to achieving each project goal can be identified. In finalising the BIM Uses, the client should consider both the benefits and likely associated costs.

It is important to note that BIM Uses are not a project shopping list; careful attention should be paid to the overarching project goals when identifying BIM Use requirements to avoid unnecessary additional cost.

A template for and an example of a Project BIM Brief are provided in Appendix E. The Project BIM Brief should contain the following information: • project Information • key project contacts • project goals • BIM Use competency requirements • client specific requirements (including the use of a Common Data Environment) • project deliverables • reference documents and standards.

The Project BIM Brief should also identify construction and operation phase BIM Uses required by the client, irrespective of the services being procured. The requirements of later phases may impact on what the consultants are required to produce.

In responding to the Request For Proposal (RFP), the consultants should address how they will implement the specified BIM Uses that fall within their scope by completing a BIM Evaluation and Response Template.

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If the project is being procured on a Design and Build basis, the consultant/contractor responses to the RFP should clearly illustrate who will be responsible for each BIM Use and their specific competence in it.

4.3 BIM Evaluation and Response Template (pre-contract) The BIM Evaluation and Response Template is a supplemental template to the Project BIM Brief in the RFP Stage. Its purpose is to provide a consistent framework for the BIM component.in the response to an RFP. Each supplier should include a completed BIM Evaluation and Response template with their RFP response to demonstrate their proposed approach, capability, capacity and competence to meet the Project BIM Brief requirements in relation to their specific discipline and/or role on the project.

In addition to information requested as part of the RFP process, the BIM Evaluation and Response Template should demonstrate understanding of the following: • roles and responsibilities • standards, methods and procedures • collaboration procedures • model and data QA procedures • proposed strategy for Project / Asset Information Model delivery (if required).

A compliant BIM Evaluation and Response Template will demonstrate how the requirements outlined in the Project BIM Brief will be met. The Project BIM Brief will therefore be used as the basis to review the contents of the tenderer’s BIM Evaluation and Response document.

A template for and an example of a BIM Evaluation and Response document are provided in Appendix G.

4.4 Design BIM Execution Plan Once the successful tenderers have been appointed, the individual discipline/team BIM Evaluation and Response documents should be reconciled and further developed to form a comprehensive Design BIM Execution Plan (BEP) that identifies how BIM will be planned, executed and managed throughout the design phase of the project.

It is a collaboratively produced document with the BIM Coordinator for each discipline ensuring their specific requirements are included.

A template for and an example of a Project BIM Execution Plan are provided in Appendix H. The Design BIM Execution Plan should, at a minimum, contain the following information: • project information • key project contacts • project goals • BIM Uses • information management and exchange • collaboration • project deliverables • quality control • model element authoring schedule • reference documents and standards.

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Reconciliation and further development of the BEP should be a contractual requirement – typically, this should happen within two to four weeks of the contract being awarded.

The inclusion of the final Design BIM Execution Plan in consultants’ contracts is recommended to ensure compliance with its content.

The Project BIM Execution Plan is a live document and should be updated if project drivers change.

Subject to contractor procurement, the Design BIM Execution Plan should be made available to the contractor(s) at the earliest opportunity to communicate the intent of the design Building Information Models.

4.5 The Common Data Environment (CDE) The use of a Common Data Environment (CDE) will be specified in the Design BIM Execution Plan as a means of managing project information. The Common Data Environment is defined as a single source of information for any given project. It functions as a digital hub within which project stakeholders can collect, manage and disseminate all relevant approved project data in a managed environment. This data includes Building Information Models, drawings, reports and all other project-related information.

The flow of information is managed using a CDE through four distinct phases, as shown in the diagram below.

FIG 5.

THE COMMON DATA ENVIRONMENT (CDE) PROJECT BASED (CDE)

COMPANY BASED (CDE)

SHARED

WORK IN PROGRESS APPROVAL

Verified data shared with the project team: ongoing design development.

Non-verified design data used by in-house design team only.

DISCIPLINE 1 DISCIPLINE 2 DISCIPLINE 3

PUBLISHED DOCUMENTATION Co-ordination and validated design output for use by the total project team. Production information fit for purpose.

© BSI STANDARDS LIMITED

ARCHIVE VERIFIED

CLIENT SHARED AREA

AUTHORISED

Project history maintained for knowledge and regulatory and legal requirements.

Repository of the project information for non asset portfolio employers.

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• The CDE is comprised of two main areas; one for company based data and the other for project based data. Company based (CDE) –held within each discipline’s own firewall/network.

• Work in Progress (WIP) – each member of the project team can carry out

their own tasks in this area prior to issuing this information to other members of the project team.

• Project based (CDE) • Shared – the data from each member of the project team is stored here when

it is ready to be shared with other team members to support on-going design development.

• Published documentation – at key milestones, published documentation

is produced from the data in the ‘shared’ location. All of this data is reviewed and approved by appropriate people within each discipline design/construction team.

• Archive – all superseded data is stored in the ‘archive’ location to remain

available in case it is required in the future.

4.6 Model Element Authoring Schedule A Model Element Authoring (MEA) Schedule is developed as part of the BIM briefing and BIM Execution Planning process. This schedule assigns responsibilities to model elements via an author and defines the Level of Development (LOD) of model elements aligned to project phases. The purpose of an MEA Schedule is to define who is responsible for modelling what and when in the project process.

Model element ownership can transition between disciplines as design progresses.

For example, at the concept design stage the architect may model and own the structural columns, but ownership will transfer to the structural engineer from the preliminary design onwards. What is important is that, at any one time, there are not multiple versions of the same model element within the Building Information Model.

A template for and an example of a Model Element Authoring Schedule are provided in Appendix F.

4.7 Construction BIM Execution Plan A construction BIM Execution Plan should be prepared as soon as the contractor has been engaged, or before their engagement, depending on the procurement method.

The Construction BIM Execution Plan can either be a document in its own right that sits alongside the Design BIM Execution Plan, or it can be an expansion of the Design BIM Execution Plan to form a combined Project BIM Execution Plan.

The Construction BIM Execution Plan defines how BIM will be planned, executed and managed throughout the construction and handover stage of the project. It should directly address any construction and handover-related client BIM requirements, as well as any additional BIM Uses that the contractor intends to implement on the project.

It is a collaboratively produced document with each sub-contractor ensuring their specific requirements are included.

A template for and an example of a Project BIM Execution Plan are provided in Appendix H.

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The Construction BIM Execution Plan should at a minimum contain the following information: • project information • key project contacts • project goals • BIM Uses • information management and exchange • collaboration • project deliverables • quality control • Model Element Authoring Schedule • reference documents and standards • Handover model and data details The Construction BIM Execution Plan is a live document and should be updated if project drivers change.

4.8 FM/AM Plan The Facilities Management/Asset Management Plan (FM/AM Plan) is the client’s strategy for the ongoing operation of the built asset. The plan can include items such as: • asset data hierarchy • asset data requirements • asset information strategy • preventative maintenance strategy • As Built model/documentation requirements.

Outputs from the BIM process can feed into the FM/AM Plan, for example, the migration of asset data into the Computer Aided FM System (CAFM) system. Alternatively, the FM/ AM Plan can feed directly into the Project BIM Brief, for example, the asset data and record model requirements.

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5— Modelling and documentation practice Appendix A provides some detailed guidance on modelling and documentation best practice. Following are the key considerations.

5.1 Planning the modelling process All projects have slightly different drivers and all companies will have different modelling standards and protocols. It is not the intention of this Handbook to try and make all projects and companies the same. This is both impractical and would inhibit innovation.

The collaborative development of the BIM Execution Plan is where the standards, methods and processes for the project are aligned.

5.2 Model location and orientation Models should be located with real world coordinates, north orientation and elevation.

These should be confirmed in the BIM Execution Plan.

5.3 Naming conventions and structures The ability to efficiently reuse data throughout the life of the model and the asset it relates to is one of the greatest benefits of BIM. In discussion with the client and other stakeholders, the BIM Execution Plan should define: • how spaces are defined and named • the granularity and naming conventions for elements • specific parametric requirements for elements.

Even if the end use of the model/data has not been confirmed, the data must be created in a structured and consistent way for future translation if needed.

5.4 Level of Development (LOD) The use of LODs is one of the most misunderstood aspects of the BIM process.

There are numerous documents on the subject, the most complete being the LOD Specification produced by the BIM Forum (https://bimforum.org/lod/).

LOD is a scale that can be used to show the reliability of content that is expected to be included for specific model elements at different times during model development. The main purpose of an LOD, when incorporated in Model Element Authoring Schedules and BIM Execution Plans, is to give clarity to each member of a design/construction team as to what they are required to author in their models at each stage, and to what extent others can rely on them. It is important to note that an LOD applies to elements within a model, not the overall model.

This updated version of the Handbook includes the addition of LOD 350 to align with the BIM Forum LOD Specification definitions. The key difference between LOD 300 and LOD 350 is that the latter includes “interfaces with other building systems”. This is defined for each of the elements within the BIM Forum LOD Specification.

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For example, for suspended ceilings: • LOD 300 – overall assembly modelled to specific system thickness including structural backing. Location of expansion joints or control joints are indicated, but not modelled • LOD 350 – ceiling suspension system is modelled. Structural backing members including bracing lateral framing kickers are modelled. Expansion joints or control joints are modelled to indicate specific width.

A more complete overview of LODs is provided in Appendix C.

5.5 Modelling for Quantity Surveyor The ability for information in the model to be of use to other consultant parties, such as Quantity Surveyors, is an important aspect of the progression of BIM within the industry.

Therefore, consideration for their modelling requirements is essential for this to succeed.

A summary of the modelling requirements for Quantity Surveyors is provided in Appendix A.

5.6 Model coordination One of the key benefits of the BIM process is the ability to coordinate modelled elements.

Significant savings can be made on site by resolving coordination issues in the modelled environment.

Each Discipline BIM Coordinator is responsible for ensuring that the models they are responsible for are coordinated both within themselves and with the other disciplines.

Major coordination issues should be resolved prior to models being federated and run through clash detection programmes. Further information on model coordination is provided in Appendix I.

5.7 Model handovers When issuing a model, the Discipline BIM Coordinator should include a model description document (MDD) that includes crucial information about the model. The MDD should be named so that it can be readily associated with the correct model and describe the contents of the model and explain its purpose and limitations.

The format and content of the MDD should be agreed and documented as a part of developing the BIM Execution Plan.

5.8 BIM deliverables The Project BIM Brief should clearly outline what deliverables are required. Currently, contracts are based on 2D paper documents (drawings, schedules and specifications).

As the BIM process matures, all this information could be provided within the BIM. If the model is to be part of the handover documents (either from the design team to the contractor or from the contractor to the client/operator) then the following should be confirmed: • separate models or combined • format/file type • what is (and isn’t) included in the model.

Where 2D deliverables are generated from the model, they should accurately represent the view of the model and not be modified in their 2D format.

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6— BIM in New Zealand construction Contractors in New Zealand’s building and construction sector are looking for opportunities to streamline processes, drive out risk and reduce errors. The potential gains from BIM in the construction phase are greater than for the design phase.

These include the ability to leverage the BIM for improved/increased: • coordination resulting in reduced on site wastage and rework • opportunities for offsite manufacture and prefabrication • health and safety outcomes from better planning • scheduling and cost management linked to construction BIMs • buildability and construction methodology reviews • construction sequence planning • construction programming by testing/optimising construction sequences.

Ideally, contractors will leverage the models produced by the design consultants.

For this to occur, the designers need to have been informed of the expected construction phase BIM Uses via the BIM Brief. A number of factors need to be considered as construction requirements are pushed back into design: • modelling to a construction level takes more time (cost) – It is not efficient to be investigating multiple options at this level of detail • construction level detailing may be product specific – This may remove competitive supply differentials between contractors • contractors may have different preferred construction methodologies.

To maximise the leverage and efficiencies that BIM can offer, the procurement of projects needs to evolve. Overseas evidence shows that Integrated Project Delivery (IPD) or Design and Build offer the best scope for overall modelling efficiency.

While industry capability needs to improve to consistently realise these gains, a number of actions can be followed to assist with this process. These include: • clients being clear about expected construction phase BIM Uses in the Project BIM Brief • once BIM Uses are defined, providing a clear scope of deliverable requirements • designers identifying time and financial impacts of incorporating BIM Uses to allow value judgments to be made • design models clearly identifying what they can (and can not) be used for, aligned with the contracted requirements in the Project BIM Brief • contractors identifying the time and financial benefits of being provided more detail and passing these savings on to the client • procurement methodologies and programmes being aligned with the BIM process • regular data/information audits to confirm that BIM includes what has been asked for • appropriate value being assigned to the As Built/Handover BIM.

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7— Enabling Facilities Management via BIM It is the operational phase of a building that has the greatest overall cost and therefore offers some of the greatest gains through BIM. Facilities Management (FM) and Asset Management (AM) teams have been operating in a “BIM world” longer than designers and constructors. However, their information has traditionally been sourced manually from As Built drawings and manuals and contained either in a standalone Computer Aided FM System (CAFM) or spreadsheets and hard copy schedules.

From its inception in the design phase through to fabrication, installation and commissioning, the Building Information Model may contain a huge amount of information on the assets within a building including: • unique asset identifier • asset location • designed performance • installed performance • commissioning data • manufacturer details • warranty details.

As BIM matures in New Zealand we need to try and harness the information that is built in or linked to our models. While this may seem to be a straightforward task, there are a number of challenges. An outline of these challenges follows.

7.1 Data overload The number of assets within a BIM is huge and the amount of data on each asset can also be significant. Information that is going to be handed over at the completion of the construction of a project needs to be specified, input and audited. The FM team need to be engaged at the start of the project to confirm their needs. To provide the greatest benefit for ongoing FM/AM this information should focus on the data needed to maintain the facility.

7.2 Data structure Both the structure of assets within the BIM and the structure of the data within each asset needs to be consistent to allow easy importation to CAFM systems. This creates a need for better modelling practice and the establishment of standard information structure (data schemas).

Appendix A provides more information on modelling best practice. The key points relating to providing data for the FM/AM process are:

• model as you would reasonably construct the building • consistent object naming • consistent categorisation • consistent and complete space naming

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There are a number of “standard� data schemas being used globally. Omniclass, Uniclass and CBI are all examples of asset classification systems. Construction Operations Building Information Exchange (COBie) is an example of an overall asset structure for a facility or a campus.

7.3 Modelling best practice For information to be transferred correctly from the BIM into other systems it must be modelled consistently. provides information on modelling best practice. Individual managed assets in the model need a unique and static identifier to act as a key value for linking to other systems. This can impact on the granularity, level of detail and structure of elements within the model. For example, if the FM system requires door structure and door hardware to be listed separately, they need to be input as separate data elements within the model.

7.4 Recommended approach Ideally, the FM/AM requirements will be identified at the time the Project BIM Brief is prepared and provided to the designers to include in the BEP. However, this is often not the case and designers and constructors should prepare the BIM in a way that will allow the data to be extracted at a later date and, if necessary, reformatted to align with the selected CAFM system. Provided that the data is well structured and consistent, it can be translated from one schema to another.

If the FM/AM requirements can be identified prior to the BIM moving from the designers to the constructors, part of the Construction BIM Brief can be to modify the BIM structure to align with these requirements.

All parties contributing to the BIM (e.g., vendors, sub-contractors, commissioning agents) need to be made aware of the data content and structure requirements. To ensure the optimum result at handover to the owner/operator, it is important that BIM data audits are part of the quality assurance processes during both the design and construction phases. This task can either be undertaken by the BIM Manager or by a separately engaged Information Manager.

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Glossary The following are terms used in this Handbook or in common usage in discussion about BIM. 4D BIM – a 3D model linked to time or scheduling data. Model objects and elements with this data attached can be used for construction scheduling analysis and management. 4D BIM can also be used to create animations of project construction processes.

5D BIM – usually a 4D BIM linked to cost data. The time data adds another dimension to cost data, allowing expenditure to be mapped against the project programme for cash flow analysis, etc.

Asset Management (AM) – the process of managing the financial aspects of facilities, including buildings, properties and infrastructure, and issues such as initial value, depreciated value and future commitments.

BIM coordination room – a purposedesigned room set-up to facilitate the coordination of digital models by members of the BIM Team. It includes IT infrastructure such as cabling, projectors and/or interactive whiteboards that allow the room’s occupants to view models together for coordination, collaborative design, etc.

BIM Evaluation and Response Template – a supplementary document to the Project BIM Brief in the RFP or contractor procurement stage that aims to provide a consistent framework for the BIM component of an RFP. BIM Execution Plan (BEP) – a formal document that defines how a project will be executed, monitored and controlled with regard to BIM. A BEP is developed at project initiation to provide a master information/data management plan and to agree roles and responsibilities for model

creation and data integration throughout the project.

BIM Information Manager – same as BIM Manager.

Building Information Management (Data Definition) – Building Information Management supports the data standards and data requirements for BIM use. Data continuity allows for the reliable exchange of information in a context where both sender and receiver understand the information.

Building Information Model (BIM) (Product) – an object-based digital representation of the physical and functional characteristics of a facility.

The Building Information Model serves as a shared knowledge resource for information about a facility, forming a reliable basis for decisions during its life cycle from inception onward.

Building Information Modelling (BIM) (Process) – a collection of defined model uses, workflows and modelling methods used to achieve specific, repeatable and reliable information results from the model.

Modelling methods affect the quality of the information generated from the model.

When and why a model is used and shared impact on the effective and efficient use of BIM for desired project outcomes and decision support.

BIM Management Plan (BMP) – same as BEP. BIM Manager – leads and coordinates the BIM processes for the project.

BIM Use – a unique task or procedure on a project which can benefit from the application and integration of BIM into that process.

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Computer Aided Facilities Management (CAFM) – an IT system that supports Facilities Management. CAFM systems focus on space management issues, asset information, maintenance history and equipment documentation.

CBI – Coordinated Building Information system of New Zealand. The classification system that can be used to organise specifications and to structure information libraries, classify generic and branded product information and classify BIM objects.

Common Data Environment (CDE) – a single source of information for any given project. It functions as a digital hub within which project stakeholders can collect, manage and disseminate all relevant approved project data in a managed environment.

Construction BIM Execution Plan – a BIM Execution Plan for the construction phase of a project.

Construction Operations Building Information Exchange (COBie) – a system for capturing information during the design and construction of projects that can be used for Facilities Management purposes including operation and maintenance. A key element of the system is a pre-formatted Excel spreadsheet used for recording this information.

Deliverables – the product of engineering and design efforts to be delivered to the client as digital files and/ or printed documents. A deliverable may have multiple phases.

Design and Build (D&B) – the project procurement method in which the client enters into one contract for the design and construction of a project with an organisation, generally based on a building company which provides all project management, design, construction and project delivery services.

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Design-Bid-Build (DBB) – the project procurement method in which the client enters into separate contracts for the design and construction of a building or project. Design and documentation services are generally provided by a professional design consultancy, the documents are used for bidding (tendering) purposes and the successful bidder, generally a building company, enters into a contract with the client to build the project.

Design BIM Execution Plan – a BIM Execution Plan for the design phase of a project.

Design BIM Coordinator – the BIM leader for each design discipline or sub-trade.

Facilities Management (FM) – the process of managing and maintaining the efficient operation of facilities, including buildings, properties and infrastructure. The term is also applied to the discipline concerned with this process.

Federation – the combination of multiple models into a single model for review or coordination.

Geographic Information System (GIS) – a system that integrates hardware, software and data for capturing, managing, analysing and displaying all forms of geographically referenced information. gbXML – Green Building Extensible Markup Language (XML). A digital file format for exchanging sustainability information in simulation applications.

Globally Unique Identifier (GUID) – a unique code identifying each object/ space. A GUID should not be confused with “code” as in “room code,” “equipment code,” or “space code.” The GUID assigned by the BIM authoring tool persists through room name changes and various other modifications, allowing the object/space to be tracked throughout the project execution process.

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Industry Foundation Class (IFC) – a system of defining and representing standard architectural and constructionrelated graphic and non-graphic data as 3D virtual objects to allow data exchange among BIM tools, cost estimation systems, and other construction-related applications in a way that preserves the ability to perform analysis on those objects as they move from one BIM system to another.

Model View Definition (MVD) – a MVD defines a subset of the IFC Schema providing implementation guidance for all IFC concepts (classes, attributes, relationships, property sets, quantity definitions, etc.) used within this subset.

It represents the software requirement specification for the implementation of an IFC interface to satisfy the exchange requirements.

Integrated Project Delivery (IPD) – the project procurement method in which the client enters into a contract with a number of organisations, including design consultants and building contractors at the earliest stages of the project to create an integrated team. It is characterised by an expectation that the team will work collaboratively to deliver a product that meets the client’s requirements.

Model Element Authoring Schedule (MEA) – assigns responsibilities to model elements via an author and defines the Level of Development (LOD) of model elements aligned to project phases.

Interoperability – the ability of two or more functional units to exchange information and to use the information that has been exchanged that requires the user to have little or no knowledge of the unique characteristics of those units.

Level of Development (LOD) – the Level(s) of Development (LOD) is a scale used to describe the level of completeness to which a model element can be relied upon at different times during model development.

Metadata – commonly defined as “data about data”, this differs from the data itself.

For example, in a BIM context “object size = 300mm” – object size is metadata, 300mm is not.

Model Description Document (MDD) – a document issued with a model to describe what it contains and identify any limitations of use.

Model Geographic Location (MGL) – the situation of the model on the earth in terms of its latitude and longitude.

Model Manager – same as Discipline BIM Coordinator.

OmniClass – the OmniClass Construction Classification System is a classification system for the construction industry, developed by the Construction Standards Institute (CSI) and is used as a classification structure for electronic databases.

Project BIM Brief – a document developed by a client to outline their BIM requirements when engaging designers or design and build teams.

Request for Information (RFI) – a documented request for information on a matter from one party to another.

It is usually managed through formal procedures agreed by members of the project team.

Uniformat – a classification system for building elements (including designed elements) that forms the basis of Table 21 of the Omniclass system. A product of the Construction Specifications Institute (CSI) and Construction Specifications Canada (CSC).

The New Zealand BIM Handbook is published by the BIM Acceleration Committee with the support of the Ministry of Business, Innovation and Employment and the BRANZ Building Research Levy.

SECOND EDITION | NOVEMBER 2016 ISBN 978-0-473-37662-8