Many companies in the construction sector, in their efforts toward both digitization and internationalization, are observing that BIM (Building Information Modeling) great opportunities. That is why, at the strategic level, the possibility of implementing this new methodology company-wide is being considered.
The Three Facets of BIM
In the book *BIM and Construction Management* by Brad Hardin and Dave McCool, the authors emphasize the idea that BIM involves not only implementing software but also processes and behaviors.
Behaviors: BIM facilitates the collaborative work so much internally, among various departments which traditionally operated as isolated information silos, such as external level, among various agencies and companies that arise throughout the asset's life cycle. That is why, during BIM implementation, it is essential to be fully aware of—and know how to properly manage—the resistance to change at the individual, departmental, and organizational levels, which is sure to arise.
Processes: BIM is a methodology that differs from conventional ones in that part of three-dimensional models including non-graphical information (parameters and data), of which we are going to gaining and adding new information throughout one's life of the project or infrastructure. Therefore, it will be necessary to review the company's current work procedures.
Tools: said BIM model creation as well as the utilization for the various uses that the company seeking to implement the system has designated as priorities involves both the purchase and training in software specific.
Possible Implementation Strategies
The book cited above describes Three Strategies for Implementing BIM Technology:
- Strategy No. 1: It is the least dramatic because it requires the least rigor and reflection. It consists of the method of “stacking,”, which involves add new software to the existing ones systems already in use. Naturally, this strategy carries a high risk because the addition of these new tools creates confusion when making a choice the most appropriate one among them in each case. This may mean an immediate return to previous work systems and the “gathering of dust” on the newly acquired but immediately forgotten BIM system.
- Strategy No. 2: This BIM implementation strategy is based on the “substitution” method, that is, in replace one of the traditional systems with the new BIM system. It is the most drastic of the three strategies, since it does not take into account possible new interrelationships with the other systems, so that the The risk is failing to realize the full potential.
- Strategy No. 3: It is the least well-known, although fortunately it is growing in popularity. This strategy not only takes into account the technology to be implemented but also the new behaviors, as well as the Integration of new processes with existing ones. It begins with an examination of current processes and the people who carry them out, and will serve as the basis for the BIM implementation strategy in companies that we will explore in this article and the ones that follow.
Common Mistakes When Implementing BIM
Some of the common mistakes being made when implementing BIM in a company can be summarized as follows:
- Addressing Implementation without knowing the organization:
- Types of Organizations and Organizational Systems.
- The organization's processes, methodology, procedures, etc.
- Services provided by the organization itself.
- Typical projects contracted to the organization.
- Deliverables requested from the organization.
- Disregard to the departments and especially to the people who will carry out the BIM processes.
- To underestimate the resistance to change.
- Start at the end:
- Software Acquisition.
- Training Acquisition.
- No to have a methodology details to carry out the implementation.
- No have monitoring processes of the implementation work.
- No have measurement processes on the quality or success of the implementation.
And, ultimately, failing to draft a BIM Implementation Plan to which the organization has committed.
Process-Based Implementation Strategy
This strategy, based on No. 3 mentioned above, could be broken down into the following phases:
PHASE 1: ORGANIZATIONAL ANALYSIS
At this stage, you should perform a organizational study that wishes to implement BIM. Aspects such as the organizational structure, the types of projects, life cycles, products and/or services in its portfolio, any documented procedures and/or best practices, the needs the company, key people… etc.
This phase typically results in a deliverable such as a Diagnostic Report.
PHASE 2: SELECTION AND PRIORITIZATION OF SERVICES OR PRODUCTS FOR BIM IMPLEMENTATION
This phase allows the company's strategic leadership to select and prioritize the BIM services or products to be implemented from strategic, commercial, and technical perspectives.
The minimum deliverable for this phase is the List of Products and Services prioritized.
PHASE 3: BIM IMPLEMENTATION PLANNING
In this phase, the following are identified: implementation phases, the methodologythe steps to follow for this process, and the human and material resources necessary. During this stage, the following is also defined and adjusted: program of activities, the following are estimated: costs implementation, as well as the risks, or the assessment methodology the success of the implementation, among other issues
This stage culminates with the presentation of a BIM Implementation Plan.
PHASE 4: IMPLEMENTATION OF THE BIM DEPLOYMENT
At this stage, what actually The process will be carried out as described in the BIM Implementation Plan. Some of the tasks to be performed for each of the selected products/services could include:
- Selection of the pilot team.
- Selection of the pilot project.
- “Current Status” Process Mapping.
- Development of theoretical BIM processes.
- Evaluation of software on the market.
- Selection of software.
- Acquisition of licenses for the pilot team.
- Formation of the pilot team.
- Implementation of the previously selected pilot project.
- Updating BIM theoretical processes based on the pilot project's experience.
- Procedure Documentation for the Selected Product/Service.
Therefore, if this stage has been carried out thoroughly, it ends with the Procedures for Products/Services documented company procedures that detail how to work with the new technology.
In addition, the individuals who had been working on those products or services on a regular basis were taken into account during the development of the procedures, thereby mitigating the risk of resistance to change. Furthermore, these individuals were given the opportunity to evaluate which solution was best suited to their processes.
PHASE 5: DRAFTING OTHER PLANS (PROCUREMENT, HR, TRAINING, COMMUNICATIONS…)
Given that in the previous phase we only trained the individuals selected to carry out the pilot and, therefore, only acquired the necessary licenses for them, it may be necessary to extend this implementation, based on the pilot program's experience, to the rest of the department or departments that are involved in the selected products or services.
Therefore, it may be necessary to assess the volume of new license purchases, training for the rest of the organization, potential new hires to be added to the workforce, and even the internal and external communication efforts that would be carried out regarding the BIM implementation for product or service X.
As you can see, this phase, if necessary, ends with the drafting and finalizing those plans.
PHASE 6: LICENSE ACQUISITION AND TRAINING
Since the procurement processes of companies they usually take some time For drafting request for proposals, identifying potential suppliers, issuing invitations to bid, preparing bids, evaluating bids, awarding contracts, negotiating, finalizing contracts, etc., I have chosen to group these processes together and elevate them to the level of a phase.
Regardless of the deliverables required for each of the tasks mentioned above, this phase must conclude with Estimated licensing and training requirements in the Phase 5 plans already purchased.
PHASE 7: HIRING NEW POSITIONS
During the implementation process carried out to date, it may happen that the company identify the need to add new roles to your workforce, such as BIM Coordinators or BIM Managers. The possible incorporation, as well as the system for carrying it out will have been detailed in the phase 5 in the corresponding plan.
PHASE 8: TRAINING BY DEPARTMENT/PRODUCT UNIT/SERVICE UNIT
Based on the estimates in the training plan and the contract awarded to the supplier selected in Phase 6, They will install the licenses and it will provide training to the necessary personnel.
PHASE 9: IMPLEMENTATION EVALUATION
According to the detailed metrics in the BIM Implementation Plan, the company will carry out a success assessment from the implementation, regardless of whether this process can be repeated periodically in order to have an immediate baseline for comparison.
PHASE 10: COMMUNICATION REGARDING IMPLEMENTATION
The company that has led the implementation process will carry out the communication of this information both internally and externally if that had been specified in the Communication Plan developed in Phase 5.
Conclusions
Implementing BIM rigorously requires a well-thought-out strategy which will be reflected in the BIM Implementation Plan.
It's no use add or replace tools for new ones, if not involves the staff that it will have to use them to develop its processes—neither in the evaluation, nor in the selection, nor in the review of the training program itself.
The training in tools BIM and user manuals Under no circumstances can or should they replace Procedure-type documents on how to deliver a specific service or product. By following the strategy outlined in this article and with a team in charge (an external consultant or an in-house BIM expert, plus the company's own staff involved in the implementation), the implementation will culminate in detailed procedures for the services or products and in BIM tools that have already been integrated into the processes.
