Change Management For Building Information Modelling (BIM)
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The document discusses Building Information Modeling (BIM) as a collaborative process that integrates project participants to improve construction outcomes, efficiency, and communication. It highlights the benefits of BIM, including better project coordination, reduced waste, and enhanced safety, while also addressing barriers to its implementation in the construction industry, particularly in Malaysia. Case studies illustrate successful BIM applications and strategies to overcome implementation challenges, emphasizing the need for training, awareness, and change management.
![Project initially implemented using Non-BIM
BIM
BIM application among designers
was limited (Critical @ time of
implementation)
Lack
Qualified
Staff
Lack
Trainings
Education
Client
Initiative
lack of standards
[Uses BIM execution plan
Technology transfer from foreign]
On the work Workshops
(Consultants & Contractors)
[Technology transfer from foreign
experience]
Employment of BIM foreign experts
With local inputs
Project Experience](https://image.slidesharecdn.com/bimassignmentpresentation-161211042002/85/Change-Management-For-Building-Information-Modelling-BIM-37-320.jpg)
Change Management For Building Information Modelling (BIM)
- 1. Prepared by: Abdul Aziz Abbas Nur Ilylia Iryani Mohamed Nasir Anis Mardhiah Mukhtar Nor Yatini Isa
- 2. Contents Introduction Benefits of BIM Barriers of BIM Implementation Case Study: BIM Implementation in Kwasaland Case Study: Strategies to overcome the barriers Conclusion & Recommendations
- 3. Introduction
- 5. Building Information Modeling is a process, that involves an integration of the various project participants at various levels. What is BIM?
- 6. BIM APPROACHTRADITIONAL APPROACH Traditional vs. BIM
- 7. What is BIM? “Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. BIM 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.” The National Building Information Model Standard Project Committee (March, 2012)
- 8. minimizes risk and promote quality Staub-French & Khanzode (2007) 3D & 4D ModelingBIM will be accepted as industry copes with realities of tight labor market minimizes risk and promotes quality • eliminate field interferences • less rework • increased productivity • fewer RFI • fewer change orders • less cost growth • decrease construction to facility turnover
- 9. BIM – PROJECT LIFE CYCLE
- 10. Intelligent design information in 3D – ‘model-based process’; building will be built virtually before physical building is constructed Contractor’s Guide to BIM – Edition One AGC of America 2007 New technology and new way of working, beginning to make an impact to construction industry (has been used for a while in manufacturing & engineering industries) At a strategic level, BIM addresses many of the industries failures: waste reduction, value creation while improving productivity. Provides a common single and coordinated source of structured information to support all parties involved in the delivery process - design, construct, operation – reducing loss of information BIM can be used to demonstrate the entire building lifecycle from construction through to facility operation. Contains representations of the actual parts and pieces - includes building shape, design and construction time, costs, physical performance, logistics and more WHAT IS BIM?
- 11. New working practices Technolog y Quality Improves quality process reliability timeliness consistenc y What is BIM?
- 12. Lack of project co-ordination Time & Cost over-runs Manual bill of quantities or no integration No accuracy in Job Costing & Budgeting Not feasible to integrate with facility management applications and preventive, corrective maintenance Further investment needed for data procurement & incurring cost per year MAJOR ISSUES IN A CONSTRUCTION PROJECT
- 13. IPD-BIM Deliverables • 3D modelling & Outputs • Clash detection • Clash Resolution • Quantity take off • 2D Extraction • Construction simulation – 4D & 5D • Facility Management Solutions To provide IPD (Integrated Project Delivery) using BIM technology to manage and maintain projects effectively BIM IPD
- 15. Benefits of BIM
- 16. 1. Better outcomes through collaboration 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Benefits of BIM 2. Enhanced & optimized performance 3. Optimized solutions
- 17. 1. Better outcomes through collaboration 2. Enhanced & optimized performance 3. Optimized solutions 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Benefits of BIM All project partners – uses a single, shared 3D model, cultivating collaborative working relationships. This ensures everyone is focused on achieving best value, from project inception to eventual decommissioning.
- 18. 1. Better outcomes through collaboration 2. Enhanced & optimized performance BIM makes possible swift and accurate comparison of different design options. enabling development of more efficient, cost- effective and sustainable solutions. 3. Optimized solutions 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Benefits of BIM
- 19. Benefits of BIM 1. Better outcomes through collaboration 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Through deployment of new generative modeling technologies, solutions can be cost-effectively optimized against agreed parameters. 2. Enhanced & optimized performance 3. Optimized solutions
- 20. 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Projects can be visualized at an early stage - giving owners and operators a clear idea of design intent and allowing them to modify the design to achieve the outcomes they want. In advance of construction, BIM also enables the project team to ‘build’ the project in a virtual environment, rehearsing complex procedures, optimizing temporary works designs and planning procurement of materials, equipment and manpower. 2. Enhanced & optimized performance 3. Optimized solutions 1. Better outcomes through collaboration Benefits of BIM
- 21. Benefits of BIM 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Agreeing the design concept early in project development to eliminate late stage design changes; Using standard design elements when practicable; Resolving complex construction details before the project goes on site; Avoiding clashes; Taking advantage of intelligence and automation within the model to check design integrity and estimate quantities; Producing fabrication and construction drawings from the model; and Using data to control construction equipment. 2. Enhanced & optimized performance 3. Optimized solutions 1. Better outcomes through collaboration
- 22. Benefits of BIM 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Crowd behavior and fire modeling capability enable designs to be optimized for public safety. Asset managers can use the 3D model to enhance operational safety. Contractors can minimize construction risks by reviewing complex details or procedures before going on site. 2. Enhanced & optimized performance 3. Optimized solutions 1. Better outcomes through collaboration
- 23. Benefits of BIM 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Integrating multidisciplinary design inputs using a single 3D model allows interface issues to be identified and resolved in advance of construction eliminating the cost and time impacts of redesign. The model also enables new and existing assets to be integrated seamlessly. 2. Enhanced & optimized performance 3. Optimized solutions 1. Better outcomes through collaboration
- 24. Benefits of BIM 4. Greater predictability 5. Faster project delivery - Time savings 6. Reduced safety risk 7. Fits first time 8. Reduced waste Exact quantity take-offs mean that materials are not over-ordered. Precise programme scheduling enables just-in- time delivery of materials and equipment, reducing potential for damage. Use of BIM for automated fabrication of equipment and components enables more efficient materials handling and waste recovery. 2. Enhanced & optimized performance 3. Optimized solutions 1. Better outcomes through collaboration
- 25. Five Top-Rated Positive Impacts of BIM Metrics for the Impact of BIM on Cost. Schedule, RFIs and Safety BIM : RETURN ON INVESTMENT Respondent Type % Rating High or Very High Improved Constructability of Final Design Contractors 74% Increased Owner’s Understanding of Proposed Design Solutions Owners 73% Improved Quality / Function of Final Design Engineers 71% Generated Better Construction Documents Owners 70% Improved Ability to Plan Construction Phasing and Logistics Owners 70% Source : Dodge Data & Analytics – Smart Market Report Published on 2015 in Associate with Building Smart Alliance
- 27. Barriers of BIM Implementation
- 28. The effective implementation and use of BIM remains a major issue for the construction industry. Whilst the technology underpinning BIM has been around for well over a decade BIM implementation and take-up has been relatively slow in the construction industry compared to industries such as manufacturing and engineering. (Smith, 2014)
- 29. lack of client demand BIM BIM application among designers was limited Lack Qualified Staff Caroline T. W. Chan (2014) Hong Kong Experience Lack Trainings Education government should collaborate with industry, professional bodies and education institutes to establish clear standards and guidance on BIM Government Hong Kong Government to implement BIM in all public housing projects starting from 2014 lack of standards
- 30. 1. High cost to implement BIM 2. IT availability (software, hardware, computer) 3. Require Time for training and implementing BIM 4. Readiness organization to change 5. Lack of knowledge in BIM 6. New technology require expertise and training. 7. Lack of information about benefits of BIM (Ismail, 2014) Malaysia Context Barriers of BIM implementation
- 31. (IEM, 2014) Malaysia Context Barriers of BIM implementation
- 32. Case Study
- 33. Project Details SCOPE OF SERVICES PMC SERVICES ( BIM COMPLIANCE) PROJECT DESCRIPTION COMMON INFRASTRUCTURE (2,330 ACRES) SG BULOH COMMON INFRA COST RM1 BILLION IMPLEMENTATION PERIOD 5 YEARS (Excl DLP) SCHEDULED OF DEV STAGES 1, 2 AND 3 STAGES PMC With BIM capability Initiated 2014 Implementation of project with BIM 2015 KwasaLand Initiated 2011 2D Design 2012 – 2014 (conventional)
- 34. LTSAAS SUBANG BISTARI DEVELOPMENT KOTA DAMANSARA DEVELOPMENT SUBANG PERDANA SG BULOH DAMANSARA Location Plan ARA DAMANSARA To Ipoh To JB To Airport To Shah Alam N KWASA DAMANSARA DEVELOPMENT 2,320Ac
- 35. 1. Secretary 2. Clerk / Doc Controller F/T Const. Eng. (C&S) TBN F/T Const. Eng. (M&E) TBN F/TArch. Manager TBN F/T Project Director TBN TBN ConstructionManagementDesignManagementOverallManagement 3rd Party Works 1. Soil Investigation 2. Topographical survey KWASA LAND Specialist Consultant PMC 1. Planner 2. Cost Manager 3. QA/QC & Manager 4. EIA / EMP 5. GBI 6. Infra. Engineer 7. Structure Engineer 8. Geotech Engineer 9. M&E Engineer 10. Interface / Integrated Head Office Support Project Manager Construction Manager Civil / Structure / Arch F/T BIM Manager (Interface) TBN Landscape TBN TBN Contracts Manager TBN Cost Manager / QS Planning Control Management Doc Control TBN Planning Manager TBN Scheduler TBN Contracts Management TBN Quality Manager Technical Management Sr. Engineers & Sub - Professional Support Civil Manager TBN Electrical TBN TBN Geotechnical Despatch Secretary / Clerk Document Controller Engineerin g TBN TBN L’scape Manager Mechanical TBN Asst. Project Manager (M&E) F/T Interface Management With BIM TBN F/T TBN Asst. Project Manager (C&S) F/T ORGANISATION CHART M&E Manager TBN Infrastructure s TBN Structural BIM Manager TBN F/T
- 36. Project Aim The development carries the promise of a sustainable community township that focuses on 4 Key Components: Green Township, Connectivity, Inclusivity and Regional Commercial Centre. BIMs are ultimately developed to operate the facility after construction completion. The models will be utilized during the construction stage to monitor; • work progress • identify conflicts prior to construction • manage logistics
- 37. Project initially implemented using Non-BIM BIM BIM application among designers was limited (Critical @ time of implementation) Lack Qualified Staff Lack Trainings Education Client Initiative lack of standards [Uses BIM execution plan Technology transfer from foreign] On the work Workshops (Consultants & Contractors) [Technology transfer from foreign experience] Employment of BIM foreign experts With local inputs Project Experience
- 38. Design Coordination: Using Clash Detection software during coordination process to determine field conflicts by comparing 3D models of building systems. Design Authoring: BIM software is used to incorporate design intent input documentation, metadata and other requirements and translating them into a comprehensive BIM. As-Built Modeling: A process used to depict an accurate representation of the actual condition of the Building in BIM Site Utilization Planning: Using construction simulation based modeling to represent both permanent and temporary facilities on site and related construction activities 4D Modeling: Using 4D modeling (3D models with added dimension of time) to effectively plan phased occupancy in a renovation, retrofit, addition, or to show the construction sequence and space requirements on a building site. Existing Conditions Modeling: Project team develops BIM to reflect existing conditions on site, including location of facilities, graded levels etc. BIM uses in Kwasalan d Project
- 40. Interacts on a regular basis to assess various BIM processes and deliverables Meeting Title Frequency Praticipants Location BIM Progress Monitoring Meeting weekly BIM Manager/PM-BIM/BIM Coordinator Site Office Model Update weekly BIM Coordinators/BIM Modelers Site Office Coordination Meetings weekly BIM Manager/PM-BIM/BIM Coordinator / Service Engineers. Site Office Quality Control Meetings Monthly BIM Manager/PM-BIM/ BIM Coordinator/QA/QC Manager Site Office Site Monitoring Frequency
- 41. Construction Simulation (based on contractors approved programme) 2D Design Drawings from Client 3D Modelling Clash Analysis & Detection Produce Clash Reports to Identify/ Specify all Clashes Resolve all Clashes Deliverable 1 Deliverable 2 Deliverable 3 3D Design Drawings from Client BIM Coordination With Consultants A B Deliverable 4 Construction Phase Deliverable 5 FM Management As Built Model BIM Process Flow
- 42. Enhanced & Optimized Performance & Solutions: Easier & more accurate comparison on design options as well as using clash detection software to mitigate possible issues – cost effective Better outcome through collaboration: collaborative working relationship between consultants, client and contractors – better understanding of design intent Fits First Time: Reduced Safety Risks: safety preventive methods being deployed during early stage Greater Predictability: better visualization by using 4D modeling (3D models with added dimension of time) - effectively plan complex procedures, optimizing temporary works designs and planning procurement of materials, equipment and manpower. Faster Project Delivery: Less design issues by early coordination & using standard detailing (where possible) BIM benefits in Kwasalan d Project Reduce Waste:
- 43. CLASH COORDINATION PIPE WORK CLASH WITH CABLE TRAYS
- 44. CLASH COORDINATION DRAINAGE CLASH WITH STRUCTURAL SLAB
- 45. CLASH COORDINATION DRAINAGE CLASH WITH STRUCTURAL BEAMS
- 46. CLASH COORDINATION DRAINAGE CLASH WITH PILE CAP FOUNDATION
- 47. BIM DELIVERABLES 2D EXTRACTION 3D MODEL 2D LAYOUT
- 48. QUANTITY TAKE-OFF CROSS REFERENCE BOQ Raft Slab Concrete Quantities BIM DELIVERABLES
- 49. BIM DELIVERABLESINTEGRATION WITH FM TOOLS
- 50. Knowledge: Basic IT knowledge (basic 3D) and BIM knowledge in various stakeholders – consultants & contractors Cost: Initial capital to be utilized No precedent studies: The process of BIM implementation is at learning stage – trial and error Issues on liabilities: during transfer of information between designers and contractors (different stages) Awareness: understanding on the importance of BIM – initiated by PMC, without prior awareness from Kwasa Damansara’s BOD (need to be convinced) Application of BIM Management: Issues during initial coordination for pre, during & post construction Barriers & Challenges in Kwasalan d Project Transfer of Technology: Need to refer consultants from overseas to train, having workshops etc
- 51. Case Study: Strategies to Overcome Barriers
- 52. (IEM, 2014) Malaysia Context – Steps to increase pace of BIM
- 53. The Main Question is HOW? CHANGE MANAGEMENT
- 54. Change Management The set of tools, processes, skills and principles for managing the people side of change to achieve the required outcomes of the project or initiative. Strategic change become necessary when opportunities or threats arise in the following main areas: Environment Diversification Technology People
- 55. People in Change Management Organization Team Me • How does change impact people across the organization? • How do we make this work for all of us? • How does each one show up (Acceptance, fear, anger, resistance) • What can I do to help them cope? • How do I show up? • Can I cope? • What do I need to help me cope? C H A N G E A G EN T
- 56. Change Management Strategy Tools Situational Awareness • Understand the change and who is impacted. i.e : Change characteristics, impacted group, organizational attributes Supporting Structures • Team and sponsor structures Strategy Analysis • Risk, resistance and special tactic Formulating the change management strategy is the first critical step in implementing a change management methodology. The strategy provide direction and results in informed decision making throughout the change process. A well formulated strategy really brings the project or change to life, describing who and how it will impact the organization.
- 57. Change Management Process UNFREEZING CHANGING REFREEZING LEWIN’s Change Management Model Make sure the change stick as part of the new routine
- 58. Kotter’s 8 Steps Change Management Model
- 59. Possible barriers to Change Barriers to Change Culture Develop mental Psycholo gical Social
- 60. Evaluation of a Change Strategy Determine objectives Describe Objectives Measure effects Establish baseline points Control Extraneous factors Detect unanticipated consequences
- 61. Strategies to overcome the barriers Change Agent PMC Establish Urgency Powerful Coalition Remove Obstacles Create Vision Communicate Vision Create Quick Wins Build on the Change Make it Stick • Importance of coordinating for FM • Request from the client • PMC initiated coalition between consultants, specialists and contractors • Create awareness in BIM implementation • Training given to stakeholders (staff, contractors, clients, LA) • Highlighting advantages of BIM (time, cost, quality) • Consistent monitoring – meeting & updates to obtain similar goals • Establish sequence • Visualization prior to implementation (at different stages) • Trial and error – learning curve • Practice makes perfect • Continuous improvements
- 63. Conclusion • BIM is an important management tool in mitigating most construction issues • BIM is seen to be a technology that might be mandatory implementation in the construction industry in Malaysia
- 64. Thank you