WORKSHOP IV

BIM IN FM

 
WORKSHOP IV
BIM IN FM


 
Response to the needs of GA members, other
big public clients and policy makers to share
knowledge, experience, concerns and
challenges they face when implementing
information management (BIM) in their daily
practice, with a focus on BIM for FM in the
context of public institutions.


Practical experience, insights and case studies
on the use of Building Information Modelling
for Facility Management.


To go into practical details about BIM for FM,
facing everyday life challenges in maintenance,
evaluating the requirements and elaborating a
successful implementation strategy.

Furthermore, the workshop aims to encourage

participants’ reflection on the advantages of
BIM for FM, but also on its limitations and
critical points for a continuous improvement in
daily practice.


The 32 workshop participants were
representatives of large public clients and EU
policymakers from 14 countries - Austria,
Belgium, Croatia, Czechia, Denmark, Estonia,
France, Germany, Greece, Hungary, Italy,
Latvia, Luxembourg and Spain.

 

Effectiveness in public buildings management Sharing and describing achievable purposes in FM

Efficient spending of public money for operation Communication improvement among the
and maintenance costs stakeholders involved in Facility Management
Improving data sharing and updating the Getting more involved in the FM needs during both
information model (structured data, documents, the design and construction phase to well define
processes and communication) for quality purposes with connected information
decisions based on trustworthy data requirements
Improved information requirements based on Smoother transition from construction to
international, national and organisational operational phase through strategic guidance
standards used for the operational phase of the
buildings
WORKSHOP IV
BIM IN FM


In BIM, it is crucial to differentiate between the  (sset nformation odel) used during
 the maintenance phase and the  (roject nformation odel) utilised in the design and
construction phases. These models  and exchange information with each other both
at the initiation and upon completion of building projects as described in the ISO 19650 series.

The   (purposes) refer to the tasks or processes for which we utilise    
  . Defining them at the   of BIM implementation is crucial and precisely
they must be based on our daily tasks and processes. Not all the BIM purposes are easily
compatible with each other within the same model, also due to current technological limitations.
This is why it is very important to anticipate how they can be ,   and
 , selecting them really carefully. This is a key process during the handover phase when
   . In the information model, we will have the  and their
    that will be stored in the   .

  in FM can be used as a 
 to refine processes. These can help to better
 address organisational needs, develop documents, and align technology with goals, ensuring
effective      .

One of the greatest strengths of the  in the FM environment is its descriptive and
 predictive capabilities, serving as a reliable    and  
 
  to other FM teams.

In recent years, the FM management sector in 
    has become more and
 more digitalised, thus requiring effective   . In this sense, ­
  models are a way to prepare, support and sustain this process over time. One
of the most suitable ones for FM is € ‚  , based on eight points and with a
  . The model can be used as a starting point to implement an
organisational  to introduce BIM for FM in a public client's internal environment.
WORKSHOP IV
BIM IN FM
       
     
    


 

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WORKSHOP IV
BIM IN FM

   

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WORKSHOP IV
BIM IN FM

   

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WORKSHOP IV
BIM IN FM

   

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WORKSHOP IV
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WORKSHOP IV
BIM IN FM

   

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WORKSHOP IV
BIM IN FM


When defining the BIM Uses (purposes), it is important to gather input from various
 stakeholders (actors) in the construction and maintenance process, focusing on the
why/who/when/what (following EN 17412 series) and establishing the priorities for their
implementation.

When defining the parameters, each parameter should have a purpose and be well

 defined. Moreover, assigning responsibility matrix for entering, modifying and updating
each parameter should be determined upfront. It is important to create the right names
and relations between objects in order to avoid duplicate information. The standards are
there to help us.

A well-defined BIM organisational Strategy document is key to aligning technology and

 capabilities with organisational objectives. This shall be backed by industry standards to
ensure its effectiveness. This shall also address short and long-term vision, such as the
implementation of a Digital Twin platform.

Kotter’s model for Change Management is a good starting point for implementing BIM

 strategy in public institutions. Its development highlighted the centrality of the human
factor, both as an opportunity and an obstacle, the importance of top management
support, gradual implementation, midterm wins and sharing of good examples, as
well as the connection between any phase of Lifecycle Management.

Case Studies are important to bind the strategic perspective and the concrete state of
 affairs, often more problematic than any theoretical speculation. Moreover, practical
examples of BIM implementation help reflect on how to link the various stages (design,
construction, operational) and help all actors better understand each other's specific needs.
That all supports finding ways to make the transition from one to the other stage smoother
and more successful avoiding misunderstandings and loss of information.