Getting started with BIM

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In 2014, Australian NATSPEC published a notebook with the BIM Getting Started procedure. [2] The manual is also valid today for people who want to raise or extend the BIM service in their activities. For companies that are facing the implementation of BIM (if any), it is helpful and obligatory reading. Below he quotes the most important fragments of the study:

This article was written to provide guidance to architectural or engineering organizations looking to implement BIM. It assumes that the business case for BIM and the decision to implement it in the organization has already been made and that basic knowledge of the uses and benefits of BIM is understandable. The purpose of this article is to answer the question "So what are we doing now?" Staff at all levels should be involved, from high-level management to non-technical personnel. The team needs to fully understand the reasons why the organization is moving to BIM and some of the difficulties it may encounter initially. BIM entails a collaborative approach and can be a significant deviation from the way documentation is currently completed in your organization. Its implementation will cover new ways of working, new skills, standards, practices and procedures. The implementation should be viewed as a business investment - the initial performance drop at the beginning can lead to large profits in the future.

CURRENT SITUATION ANALYSIS: The analysis should include a detailed overview of how projects are currently being processed in your organization, from initial marketing to completion. This provides a context for examining how existing personnel skills and current software / hardware capabilities will need to be updated to support proposed changes.

Key requirements that can be identified include:

- Staff training.

- Budget / costs.

- Technology modernization (hardware / IT infrastructure).

- New workflows. - New roles / responsibilities.

- New information management processes.

- Transfer or recruitment of staff.

- Program / schedule of implementation.

- More support from senior management.

- New office design standards.

Document Citation

Each organization will have its own specific goals, however, some overall long-term and short-term goals for implementing BIM may include:

- Increase in productivity.

- Reduce documentation costs.

- Increase fees and provide new services.

- Improve the coordination and accuracy of project results.

- Quickly identify the consequences of design changes.

- Work with new clients.

- Streamline your workflows.

- Simplify and improve the quality of communication.

- Improve staff skills. - Increase customer satisfaction.

- Ability to compete in new business areas.

- Improve data management.

- Integrate various tasks such as design and drafting.

- Stay up to date with the latest technologies and sourcing methods.

CONSIDERATION: Some of the considerations when selecting an acceptable software package may include:

- The range of training and support available.

- Availability of experienced users in the market.

- Availability of product libraries and tools for use with the package.

- Ability to connect with other software packages and export information.

- Initial and running costs.

- What software do your regular consultants or clients use?

- Can the software be used remotely (eg via the Internet)?

- Can the software be used with existing hardware?

OFFICE STANDARDS: Office standards refer to standard drawing templates, standard details, standard notes, styles, and the like. It will take some time to translate existing office standards into BIM format, but must be correct before starting your first BIM project, otherwise the quality and output style of the model will likely not be satisfactory for other employees, or the quality normally expected by external project team members. Something as simple as the Principal's dissatisfaction with the appearance of the drawing, or a lack of clarity like those created earlier, can disrupt the implementation process and mean giving up BIM. Much of the success of a BIM implementation may depend on having good office and library standards.

INTERNAL BIM HANDBOOK: Creating a BIM handbook for the office in the form of an intranet wiki or paper handbook is also a valuable exercise. This can document the procedures that must be followed when implementing a BIM project. The manual can be a live document that will be expanded throughout the training and initial implementation period, updated or changed as the processes become visible. The document can be reviewed and finalized during the audit and review process before being shared with the rest of the organization. Textbook mIt can then be used as a basis for training future BIM project teams and any new staff that may join the organization.

DEVELOPMENT: When it comes to implementing BIM in a real project, it is wise not to over-sell your BIM capabilities to external parties until your organization is proficient in building BIM products. This could even include not informing members of the same project team, such as a contractor or customer, that you are currently using BIM. Making bold claims about the benefits of BIM and the capabilities of BIM can lead to performance and service requirements that you may not yet be able to deliver. Worse, the customer may even request a fee cut because of the apparent performance you should experience using BIM

CONCLUSION: As mentioned earlier, the process of implementing BIM in an organization will vary depending on the organization. The guidance in this document should not be taken as absolute requirements, but should be considered and tailored to the specific requirements of your organization. Following the principles outlined in this document will give your organization a better chance of a successful transition to BIM.

Sources:

[1] pixabay.com

[2] NATSPEC BIM Paper NBP 002 Getting Started with BIM First published 2014 © Construction Information Systems Limited ABN 20 117 574 606 https://bim.natspec.org/