Importance Of Bim To The Aec Industry

Published Date: 02 Nov 2017

Chapter 1:

Introduction

1-1. Abstract

Today, there is little doubt that Building Information Modeling (BIM) is a new technology that is reshaping the building industry. BIM has emerged as a useful tool for architects, engineers, and contractors in the delivery of new constructions. BIM is an innovative tool that most design and construction professionals do not currently use on a regular basis. According to the Smart Market report, in 2008, architects were the most frequent BIM users with 54% usage (McGraw-Hill 2008). However, as those professionals increase their understanding of BIM and its capabilities, BIM will likely become a part of common design and construction practices. For example, in the past BIM has mainly been utilized by architects and structural engineers, but recently it has been used by plumbing system designers, mechanical and electrical engineers. BIM can be used to support integration between team members as well as collaboration in the early phases of design, therefore it has the potential to reduce the number and severity of problems associated with traditional construction delivery practices.

According to the Smart Market Report BIM has various advantages over the current CAD drafting systems. These include conflicts resolution (clash detection), better collaboration, more accurate cost estimation, etc. However, full implementation of BIM will likely require significant changes in the management structure of architectural offices and relationships between BIM players (Eastman 2008). On the other hand, BIM, like many other products in the project management software industry, currently faces significant issues and obstacles that prevent its widespread use. These issues include inappropriate adaptation strategies, old management and organizational structures, and slow software development. There arises the need for businesses to assess and rethink their existing processes, communication mechanisms and information flow strategies in order to fully avail themselves of the opportunities that BIM has to offer. This may involve the means to smoothly shift from existing CAD platforms, and how to find the precise changes that can prompt architectural offices to improve their existing business processes, and develop strategies that are flexible enough to incorporate BIM as it evolves.

Based on these requirements, there is a need for new business process models that supports Business Process Re-engineering (BPR) for BIM. The need has emerged for a new business process model, which is able to illustrate how, with the use of BIM, different members of a mid- sized architectural firm could derive benefits and overcome traditional process inefficiencies. In order to effectively adopt BIM in such firms, a redefinition of their current business model is required, one that could lead to a significant change in the work practices.

To facilitate this change, first it is important to map the BIM implementation challenges that are currently present in mid-sized architectural firms as they relate to- how information flows, BIM related activities and the subsequent mapping of the existing business processes model. For this, two case studies and several interviews were conducted. The case study findings helped to develop the existing business model and to identify challenges associated with BIM implementation, and the potential areas for improvement, especially those ineffective processes at the departmental boundaries. Then, based on the business process modeling criteria, the researcher developed a new business model that will support better BIM implementation and help to overcome current problems while providing a new coordinated flow of activities performed by firm members that can traverse functional or departmental boundaries while at the same time, ensure flexibility. Finally, the researcher sought feedback from the case study participants, and the model was subsequently redeveloped based on this feedback. Finally, the research conclusions, recommendations, and outcomes are presented.

Before summarizing these steps, this chapter first introduces Building Information Modeling (BIM) and Business Process Modeling (BPM) definitions. It also explores the need for change within the architectural industry. Furthermore it defines the problem statement addressed in this dissertation and explores the scope of the research in the context of its architectural design relevance. The chapter represents the overall structure of this dissertation. The next section defines BIM in the context of this research.

1.2 BIM Definition:

Building Information Modeling (BIM) is a confusing term that is not familiar to most people (Eastman, 2008). Few are aware that BIM is a virtual representation tool sold by vendors, which enables data for manufacturer's details to be imported directly into project design, and presents 3D models of products in place in the building (Jernigan, 2008). Additionally, it provides the ability to add and access detailed imagery and information to everyone involved in the design and construction processes. At the same time, it is known that BIM is not limited to 3D applications but it is a compatible process for achieving real-time collaboration between the different project parties (Jernigan, 2008).

Thus, according to the first view, BIM is an object-oriented approach to computer-aided architectural design, the Associated General Contractors of America defined BIM as "a data-rich, object-oriented, intelligent and parametric digital representation of the facility that allows views and data appropriate to various users' needs to be extracted and analyzed to generate information, which can be helpful in making decisions and to improve the process of delivering the facility" (AGC, 2005). Furthermore, some researchers define BIM as a tool that simulates the project construction in a virtual environment. Chuck Eastman, in his BIM handbook, supported this concept by defining BIM as "an accurate virtual model of a building that is digitally constructed, that model contains precise geometry and relevant data needed to support the construction, fabrication and procurement activities required to realize the building" (Eastman et al., 2008, p.8).

A BIM model is a multi-purpose tool that can be used in different types of analysis and simulation purposes, which makes it very powerful, intelligent, and functional for most AEC users. Due to this, some government clients and different organizations currently have begun to define BIM and set up "National Standards" to support the BIM approach. According to NBIMS (National Building Information Model Standard) "BIM is a computable representation of all the physical and functional characteristics of a building and its related project/life-cycle information, which is intended to be a repository of information for the building owner/operator to use and maintain throughout the lifecycle of a building" (NIBS December, 2007, p.7). Furthermore, the Associated General Contractors Guide defines BIM as "a data-rich, object-oriented, intelligent and parametric digital representation of the facility, from which views and data appropriate to various users' needs can be extracted and analyzed to generate information that can be used to make decisions and improve the process of delivering the facility" (AGC, 2007, p.3).

The American Institute of Architects has defined BIM as "a model-based technology linked with a database of project information". This reflects the general reliance on database technology as a foundation. In the future, it may be possible to search structured text documents, such as specifications, and link them to regional, national, and international standards (AIA, 2009). The US General Services Administration also defines BIM as "the development and use of a multi-faceted computer software data model that not only documents a building design, but simulates the construction and operation of a new capital facility or a recapitalized facility. The resulting Building Information Model is data-rich, object-based, intelligent and parametric digital representation of the facility, from which views appropriate to various users' needs can be extracted and analyzed to generate feedback on and improvement to the facility design" (GSA, 2007).

Underwood and Isikdag identified the main objective of BIM as to have an easily accessible set of information about a product. This information has to be formal, consistent, non-ambiguous and non-redundant to enable the smooth exchange of this information among all model parties throughout the entire building project life-cycle. (Underwood and Isikdag, 2010,, p.36). This requires a state of stability and clear identification of functions and participants' roles to minimize conflicts, redundancy and loss of information.

1.3 Importance of BIM to the AEC industry:

Recently, BIM systems have replaced CAD 2D symbols with building elements (objects) that can be presented in multiple views and at the same time have non-graphical attributes assigned to them. According to Howell and Batcheler this adds intelligence to the model itself:

"The inclusion of parametric 3D geometry, with variable dimensions and assigned rules, adds "intelligence" to these objects, permitting the representation of complex geometric and functional relationships between building elements…"

So, BIM includes all its physical, functional characteristics and project life cycle information in one model; we can simply call it a "Smart model" (Howell, 2006, p: 1).

Figure 1-1: Comparison between Conventional CAD and new BIM Approach.

Source: (Howell, 2006)

Because BIM usually offers advantages over CAD, BIM is being broadly adopted across the construction industry. In 2008 the majority of BIM users were architects with 43% supporting more than 60% of their projects, while contractors represented a minority with nearly half (45%) using it on less than 15% of their projects and a quarter (23%) using it on more than 60% of their projects.

According to the Smart Market Report, BIM usage grew rapidly in 2009. Nearly half of all 2008 adopters (45%) became heavy users of BIM in 2009, using it for at least 60% of their projects. This is a 10 percent increase over the previous year. (McGraw-Hill 2008(McGraw-Hill, 2008McGraw-Hill 2008)

Figure 1-2: Growth Ofof BIM Inin 2008 And 2009and Growth Expectations in 2009

Source: (McGraw-Hill, 2008)).

BIM has started to become mandatory for the construction industry, while some US governmental divisions require the submission of the IFCs that include exchanges between the different BIM platforms (energy analysis, collision checking, etc.) attached to the construction documentations. Yet other divisions have moved forward and mandate BIM for specific types of projects. For example, the Division of State Facilities in Wisconsin announced the Guidelines and Standards for BIM implementation on July 1, 2009, which requires that all constructions (new and addition/alteration) with total project funding of at least $5M must apply BIM. In addition, it is required on all new construction with total project funding of at least $2.5M. Furthermore, BIM usage is encouraged but not required on all other projects (The State of Wisconsin June 17 , 2009).

The State of Texas has also put forth similar requirements. The Texas Facilities Commission (TFC) announced that a BIM model is required for all state design and construction projects after September 2009. The TFC oversees the state's real estate development as owners and operators of its facilities, providing extensive real estate master planning and development strategy for the State. At the time of this writing, the Facilities Design and Construction division was managing 125 projects valued at a total of over $500 million (Yoders August 13, 2009).

In addition to the governmental divisions’ BIM mandate, BIM can also be applied to support solutions for sustainability/LEED, which is another mandate of the federal government’s General Services Administration (GSA). The agency requires that all submitted projects meet specific energy performance goals and all new construction projects and substantial renovations to be LEED-certified (GSA, 2009). Here, helpful in analyzing the evolving design, BIM can document sustainable characteristics of the project during any design phase to help achieve the specific credits sought for LEED certification.

1.4 The Need forFor Change in the AEC Industry:

It has been mentioned that the AEC industry is an intensive information exchange environment which involves cross functional and inter-organizational activities (Anumba, 1999, p. 37-44) (Lottaz, 2000, pppp. 1-24), where the information is being rapidly exchanged between the different project entities, such as; client, architect, structural designer, cost engineer, facility management engineer, LEED engineer, fabricators, subcontractors, contractor and material suppliers. Thus, the BIM user as a process has to manage all those types of information exchange. Figure 1.3 illustrates the communication network and exchange of information between architectural/construction project entities.

Figure 1-3: Complex Communication Network between Architectural/Construction Project Members. Source: (Jernigan, 2008, p. 197 – 212.)

Thomas et al States "as a project grows larger in size and budget, the exchange of information gets more complicated and the possibility of communication failure also increases" (Thomas Ng, 2001, p. 3). Smith similarly indicates that it is important for the architectural/construction industry to formulate new efficient and effective business processes in order to improve co-ordination between various project partners, while BIM as a process is supposed to help overcome these fragmentation issues and communication barriers, it has not reached the state of full implementation (Smith and Tardif 2009). Thus, it was important for this research to develop a new process model to improve BIM implementation, and to find some new effective ways to enhance methods of communication between BIM entities, which should help to increase efficiency and productivity of construction projects from the early stepsstages of the architectural/construction project.

1.5 Definition of Business Process Modeling (BPM):

Business Process Modeling is an organizational mapping method and a core enabler for any new initiative that helps to improve both organizational efficiency and quality. Its beginnings were in capital/profit-led business, but the methodology is applicable to any other organized activity. Business Process Modeling has specific techniques that are usually concerned with mapping the organizational structure and the information flow to enable understanding, analysis and positive change.

According to Smith and Fingar, a Business Process Model (BPM) can be defined as "a flow diagram that shows events, actions and links or connection points, in the sequence from end to end. Resources are featuredfeature within BPM in terms of how they are processed. People (teams, departments, etc.) are featuredfeature in a BPM in terms of what they do, to what, and usually when and for what reasons, especially when different possibilities or options exist, as in a flow diagram. Itit is across functional, flow diagrams that usually combines the work and documentation of more than one department in the organization" (Smith and Fingar, 2003, p. 13). Thus, business modeling is the modeling of first concerned with the actions or the events that occur to start a process, then the processes that gets performed, and the end results of the process flow. Most of the timetimes the process flow is branching to other events, which makes sequencing in the process modeling a significant and essential factor to most aspects of a model, that helps to draw a big picture of the firm work flow and see how all the model elements work together.

1.6 Benefits of Business Process Modeling:

The twobusiness process modeling diagram has various benefits, such as:

Supports better and quicker understandingunderstand of the workflow by non-stakeholders. Second, it

The business process modeling diagram bridges the gap between how the work flows inside a firm and the complexity of the various business languages (Raj 2003).

Helps to achieve quality discussions among teams based on defining workflow, roles and responsibilities among employees. Also, it

Reflects the organizational limitations and errors in the workflow in a more structured way that helps to come up with sustainable competitive advantages. (Raj, 2003).

Although the process model can be presented in a simple way in order to help non-stakeholders understand the workflow, itIt is also important to mention that sometimes the model flow can be complex and contain sub-processes, which can be shown by another Business Process Diagram linked via a hyperlink to the main model. In some models, the process may have the mark "+" which denotes the decomposition of this process into sub-processes, but if it doesn't have a ‘+’ mark, it can be considered as a simple task.

Figure 1-4. Simple BPMN Business Process Diagram for an on-line auction system.

Source: (Patrick C. Suermann, 2007)

BIM business process models have not been introduced for the architectural field. Even though, business process modeling is not significantly different than preparing a construction schedule for an architectural project, such a model has not been developed for BIM use in mid-sized architectural firms. . Each architectural firm typically has its own activities, which are predefined, and these have a critical path of workflow during the project timeline. This is similar to Dana Smith’s argument that "Business leaders who are accustomed to using construction scheduling software may find it very easy to use business process modeling software. These programs allow detailed business processes to be conveniently presented as higher-level business summaries. Whichever tools are used, it is important to track the time and cost of the building process modeling effort, so that eventually the return on investment can be measured."." (Smith and Tardif, 2009)

1.7 Problem Statement:

Although BIM has various implementation and management issues, companies across the AEC industries are increasingly leveraging BIM to achieve competitive advantage (Eastman 2008). On the other hand, Business Process Modeling is being used to manage architectural /construction projects, to monitor activities, and to map the information flow. Thus, this research seeks to identify BIM management and communication structural constraints during the Schematic Design (S.D) and Design Development (D.D) phases. The objective of this work is to identify these challenges and constraints, map the existing workflow as it relates to BIM use, identify the variables which could change or influence the existing workflow, and then develop a proposition for a new Business Process Model (BPM) to overcome BIM barriers related to BIM implementation. The proposal is grounded in the proposition that these barriers currently limit full BIM implementation.

1.8 Research questions:

To develop an explicit and flexible business process framework that aims to improve BIM implementation in the mid-size architectural firms, the researcher sought answers to at least four main research questions. These questions are presented here.

What factors associated with this model become barriers and constraints to full BIM implementation? (Identifying the different BIM challenges)

What is the structure of an As-is Business Process Model (BPM) that is used in architectural offices? (Mapping of "As-is" model)

What factors associated with the As-is model would impact/change the As-is model (Identifying the model structural conditions)

What would be the new process model to support the enhanced implementation of BIM? (Developing new "To-be" model)

1.9 Research Objectives

The goal of this research is to answer the four above-mentioned research questions with regard to helping mid-sized architectural firms to enhance BIM implementation. Therefore, this dissertation has three specific research objectives:

Mapping the existing challenges that limit BIM implementation during S.D and D.D. phases in mid-size architectural firms.

Mapping the existing workflow as it relates to BIM implementation (as-is model) for mid-size architectural firms.

Identifying the variables and structural conditions that would impact or change the existing workflow.

Developing a new model that supports BIM implementation in mid-size architectural firms.

These objectives are elaborated on in the following section.

To map the existing challenges that limit BIM implementation.

The researcher conducted two case studies and several interviews in an attempt to map those challenges for mid-size firms. Whereas, the researcher observed the day-to-day operations, team interactions and communication exchanges as they relate to project design development and construction management using BIM. Moreover, a survey was conducted to request additional information from participants concerning their point-of-view concerning the challenges for BIM implementation.

2. To map the As-is business process model for mid-size architectural firms

The process model presented here is believed to be the first such model, and could be used in the future as a reference for further research for different business processes in the architectural/construction filed.

3- Identify the model structural conditions: Although the generated "As-is" model should be generic to reflect BIM-related workflow in a broad number of mid-size firms, the researcher found that it is also important to identify the model structural conditions, where these conditions may influence the As-is model and change the workflow. Thus, a qualitative approach has been used to identify these structural conditions (the different business contexts).

3. To develop a new model that supports communication improvement in mid-size architectural firms: Feedback from stakeholders and BIM managers on the developed model was gathered. The model was updated and redeveloped based on this feedback. The final conclusions related to this to-be model will be presented on the last chapter of the dissertation.

1.10 Research Methodology

Based on the goals of this research the methodology evolved as theduring dissertation progressedprogression. The main goal of this dissertationthesis is to evaluate and map the business process as it relates to adopting BIM in mid-size architectural firms in USA. A set of objectives was defined to meet this goal, and to give a clearer perspective on how the dissertation would be approached and to define the project scope.

Mid-size Architectural Firms

BIMBIM in mid-size Architectural Firms

Building Information Modeling (BIM)

Figure 1-5 Venn diagram and Areas of Interest for the first objective.

Source: Researcher

The first research objective was focused on exploring the implementation of BIM in general and its particular opportunities and challenges in the AEC industry. The areas of interest for this objective and the overlap between these areas are illustrated using a Venn diagram (see Figure 1.5). A Venn diagram identifies the major methodological and topical components that were explored and studied in the dissertation. Each Venn square represents a specific area of study (Schooley 1995). Whereas the research subject matter is the shared common areas that is located at the intersection of these two areas, forming a new topic of interest.

To meet the goal of the first objective, a comprehensive review of the relevant literature with information drawn from different sources including research and industry publications was conducted to determine the general challenges and advantages of using BIM. Based on this information, the researcher started the data collection phase by conducting a survey to explore the influence of these constraints on BIM quality within a sample of several BIM users inside the US in 2010. The survey was prepared using a qualitative approach based on the information derived from the literature review. The survey was distributed using personal and phone interviews.

Mid-sized Architectural Firms

BIM in mid-size Architectural FirmsBIM in mid size Architectural Firms

BPM of BIM in mid-size Architectural Firms

Business Process Modeling (BPM) Business Process Modeling (BPM)

Building Information Modeling (BIM)

1.11 BIM and Business Processes Modeling (BPM)

Figure 1.6 Areas of Interest and overlaps between these areas for the research second objective

The second objective for this research was to map the existing business process model in mid-size architectural firms as it relates to BIM implementation (Figure 1-6). This objective was met using a qualitative approach. The work carried out was done concurrently and iteratively as deemed necessary as the research evolved. The research comprised of two detailed case studies of mid-sized architectural firms trying to implement BIM. These case studies focused on the current methods of document exchange and communication related to BIM use between members in two mid-size firms. The analysis of the data collected from these sources helped identify the shortcomings in the current business processes and the complexity of the existing communication and document exchange models within architectural offices, but they were not sufficient to model the whole BIM related workflow in both the S.D and D.D phases. Thus, the researcher conducted another series of interviews to complete the layout of the as-is model and to gather more information about information exchange between members.

1.12 RESEARCH SCOPE:

This study is qualitative in nature and it will focus on the following parameters:

1.12.1 Design Phases: Schematic Design and Design Development phase:

"All the big mistakes are made in the first day" Paul Adams, A.I.A, (Jernigan, 2008, p.28)

Both the Schematic design phase (S.D) and Design Development phase (D.D) are critically important in making decisions that could directly influence the final design of the building and its quality. Thus, if efforts were focused to minimize or eliminate early stage mistakes, this possibly would help in gaining significant benefits. Moreover, no doubt that during the Schematic Design and Design Development phases, while information is rapidly being exchanged between team members, the team members are under enormous pressure to make decisions in a limited time frame; these decisions are critical and could affect the performance of the facility throughout its life cycle. Also, while there is a high probability of frequent design changes, timing is critical to improving design quality.

By improving BIM implementation during these two phases, it is expected that the team members will be able to avoid redundant efforts, minimize the time for preparing project documents and subsequently allowing more time for making design decisions.

1.12.2 Project types:

This study focuses on mid-size to large scale projects (commercial buildings, educational, etc.). These projects were chosen as a limit for this research for two reasons.

Due to the complex nature of mid-size and large-scale construction projects, the number of communication issues that might typically emerge is more than for small-scale projects. BIM is substantially used in large projects and many stakeholders are typically involved during the design phase. Each stakeholder brings expertise in a specific decision-making area. Thus, it is expected that for these projects the vast majority of communications occur within the architectural firm and with other functional parties and this will reveal issues related to BIM implementation.

Adapting BIM in today's architectural firms adds cost to the overall project budget, consequently the design firm typically will try to pass this increase in cost on to the clients who will pay more, only when they perceive value for the added cost. But for now, it can be difficult to demonstrate the future benefits of BIM for small projects. For example, one potential advantage of using BIM is that it may help minimize the cost of operating the facility after occupancy. Yet for commercial or residential projects, the owner usually has no direct incentive to increase the energy efficiency of their buildings because he/she usually can pass the cost of operating their buildings to their tenants.

1.12.3 Firm size:

According to Demkin, small-size firms in US usually contain 5 people or less, and typically they have no formal organizational structure, while medium-sized firms usually operate with 5 to 50 employees organized structurally in different departments such as design, production, business development, and construction administration. Then, large architectural firms contain over 50 people structured in studios specializing in project types, and they may be distributed in satellite offices (Demkin and American Institute of Architects. 2008).

The scope of this study was limited to the medium-size architectural firms (5 to 50 members) for the following reasons.

Given the research time constraints, the number of communication exchanges and BIM implementation issues that might typically emerge between large-size firm members (+50 members) may consume more time than what is available for this research.

According to DesignIntelligence.com, the number of small firms in the US is 16 firms out of a total of 895 architectural firms (less than 2%). Thus, focusing on BIM implementation issues and BIM workflow in these firms may be less important for BIM experts and users in the US market (DesignIntelligence, 2012).

1.12.4 Research Sample:

The research sample was limited to two case studies from purposefully selected architectural offices. In addition, the research included multiple-type interviews with different BIM users within two rounds of structured and semi-structured interviews.

1.12.5 Geographic Area:

The focus of the study is limited to the North American continent.

1.13 Approach:

This research employed a qualitative method based on the grounded theory approach, in which a setting of interest was entered without preconceived notions. Through observations, the researcher documented and interpreted the challenges of BIM relating to communication during the Schematic Design and Design Development phases. Also, a new proposed workflow was drawn based on the interpretation of the findings. One important feature of the grounded theory is that it is open ended. Moreover, it has a sequence of three phases; data gathering, coding and theory building. The researcher proceeded back and forth between data gathering and coding to examine the data and sort it, before reaching the final research output.

This research proposes a new process model for the full implementation of BIM. The study included the following phases (fig 1.8):

Figure 1.8 Layout and the Purposed Process Model For This Dissertation Source: Researcher

Literature Review: literature review helped identify the main advantages and barriers to the full implementation of BIM within the mid-size architectural firms, which is important for informing the data collection phase.

Data Collection: Although the literature review was not one of the formal data collection methods, it helped formulate the interview questions and the criteria for the case studies, this is in order to map challenges and build on the existing process model for these firms.

Data interpretation and data analysis: Using a qualitative approach, the researcher generated the As-is BIM workflow that highlights challenges of communication and the current limitations for the use of BIM during the Schematic Design (S.D) and Design Development (D.D) phases.

Developing the To-be model: Using an interpretative approach to develop a new process model that assesses the chances of enhancing BIM implementation.

Research Feedback: The last phase of this research was a survey that sought feedback for convergence of opinion for the proposed model. The model was redeveloped based on the feedback received.

1.14 Summary:

This dissertation focuses on revealing the operating challenges that limit getting the best use out of BIM. Then, a new business process model is purposed that helps architectural firms to better adapt BIM. BIM is a new collaborative environment that requires architectural firms to change their structure and information flow. Thus, this research seeks to identify the BIM issues that limit implementation, mainly during the Schematic Design and Design Development phases.

While focusing in the Schematic Design and Design Development phases, BIM helps to identify mistakes very early. Moreover, BIM has a broader scope and is believed to have the capabilities to automate the entire building lifecycle. Such capabilities are paramount especially in these early stages, which is the earliest and the most determinant phases in the basic services for the building design process. From these phases onwards, the decision-making is formed and the remaining phases are based.