(BIM) AND (PMP) INTEGRATION MANAGEMENT

Building information Modeling & Project Management Professional

By : Ayman Kandeel
Course Outcomes :
1. Project Management professional (PMP).
• Project Management Framework.
• Initiating Process .
• Planning Process .
• Execution Process .
• Monitoring and control.
• Closing Process.
2. BIM Project Management (BIM).
• Business need
• Planning Phase.
• Design phase.
• Execution Phase.
• Closing and handover.
• Operation and Maintenance.
3. INTEGRATION between (BIM) and (PMP).
What is the PMBOK Guide?

• The PMBOK Guide is a process-based book that provides a

framework to manage projects. The knowledge in it has evolved from
the best practices of project management professionals throughout
the world.

• This guide divides the project management process groups into

various knowledge areas.

• Each knowledge area describes a process and its input, tools and
techniques, and the output.

• Please note that the PMBOK Guide does not provide a methodology,
or give advice on how to run a project. It provides the framework.

• It is the job of the project manager to develop the methodologies by

tailoring the best industry practices available in the guide to suit their
requirements.
A temporary endeavor undertaken to create a unique product, service, or result.

• Temporary endeavor
• Unique product, service, or result
• Projects drive change
• Projects Enable Business Value Creation
• Project Initiation Context
PMI TALENT TRIANLGLE
 Program
Program is defined as a group of
related projects, subsidiary
programs, and program activities
managed in a coordinated manner
to obtain benefits not available
from managing them individually.
Portfolio
Portfolio is defined as
projects, programs, subsidiary
portfolios, and operations
managed as a group to
achieve strategic objectives.
is the creation of project by the Project Management that entails the definition of
the project's purpose, primary and secondary goals, timeframe and timeline of when
goals are expected to be met.

• Project charter
• Identify stakeholders.
• Project purpose
• Assigned project manager, responsibility
• High level requirements
• High level project description
• High level project deliverables
• Overall project risk
• Summary milestone schedule
• Project approval requirements
• Key Stakeholder list
• Project exit criteria
PROJECT PLANNING
PROCESSES
3.1 DEVELOP PROJECT MANAGEMENT PLAN

• Develop Project Management Plan is the

process of defining, preparing, and
coordinating all plan components and
consolidating them into an integrated
project management plan.
• The key benefit of this process is the
production of a comprehensive document
that defines the basis of all project work and
how the work will be performed.
• This process is performed once or at
predefined points in the project.
 3.2 PLAN SCOPE MANAGEMENT
11 • Plan Scope Management is the
process of creating a scope
management plan that documents
how the project and product scope
will be defined, validated, and
controlled.
• The key benefit of this process is that
it provides guidance and direction on
how scope will be managed
throughout the project.
• This process is performed once or at
predefined points in the project.
 3.3 COLLECT REQUIREMENTS
• Collect Requirements is the
process of determining,
documenting, and managing
11 stakeholder needs and
requirements to meet objectives.
• The key benefit of this process is
that it provides the basis for
defining the product scope and
project scope.
• This process is performed once
or at predefined points in the
project.
 3.4 DEFINE SCOPE
• Define Scope is the process of
developing a detailed
description of the project and
product.
• The key benefit of this process
11 is that it describes the
product, service, or result
boundaries and acceptance
criteria.
• This process is performed once
or at predefined points in the
project.
 3.5 CREATE WBS
• Create Work Breakdown Structure
(WBS) is the process of subdividing
project deliverables and project work
into smaller, more manageable
components.
• The key benefit of this process is that it
provides a framework of what has to be
delivered.
11
• This process is performed once or at
predefined points in the project.
 3.6 PLAN SCHEDULE MANAGEMENT

11
• Plan Schedule Management is the
process of establishing the policies,
procedures, and documentation for
planning, developing, managing,
executing, and controlling the
project schedule.
• The key benefit of this process is that
it provides guidance and direction on
how the project schedule will be
managed throughout the project.
• This process is performed once or at
predefined points in the project.
 3.7 DEFINE ACTIVITIES
• Define Activities is the process of
identifying and documenting the
specific actions to be performed to
produce the project deliverables.
• The key benefit of this process is that
it decomposes work packages into
schedule activities that provide a
basis for estimating, scheduling,
executing, monitoring, and
controlling the project work.
• This process is performed throughout
the project.
3.8 SEQUENCE ACTIVITIES
• Sequence Activities is the process
of identifying and documenting
relationships among the project
activities.
• The key benefit of this process is
that it defines the logical sequence
of work to obtain the greatest
efficiency given all project
constraints.
• This process is performed
throughout the project.
3.9 ESTIMATE ACTIVITY DURATIONS
• Estimate Activity Durations is
the process of estimating the
number of work periods
needed to complete individual
activities with estimated
resources.
• The key benefit of this process
is that it provides the amount
of time each activity will take
to complete.
• This process is performed
throughout the project.
3.10 DEVELOP SCHEDULE
• Develop Schedule is the process of
analyzing activity sequences, durations,
resource requirements, and schedule
constraints to create a schedule model
for project execution and monitoring
and controlling.
• The key benefit of this process is that it
generates a schedule model with
planned dates for completing project
activities.
• This process is performed throughout
the project.
3.11 PLAN COST MANAGEMENT
• Plan Cost Management is the
process of defining how the
project costs will be estimated,
budgeted, managed, monitored,
and controlled.
• The key benefit of this process is
that it provides guidance and
direction on how the project
costs will be managed
throughout the project.
• This process is performed once,
or at predefined points in the
project.
 3.12 ESTIMATE COSTS
• Estimate Costs is the process of
developing an approximation of
the monetary resources needed to
complete project work.
• The key benefit of this process is
that it determines the monetary
resources required for the project.
• This process is performed
periodically throughout the
project as needed.
3.13 DETERMINE BUDGET
• Determine Budget is the process of
aggregating the estimated costs of
individual activities or work packages
to establish an authorized cost
baseline.
• The key benefit of this process is that it
determines the cost baseline against
which project performance can be
monitored and controlled.
• This process is performed once or at
predefined points in the project.
3.14 PLAN QUALITY MANAGEMENT
• Plan Quality Management is the
process of identifying quality
requirements and/or standards for the
project and its deliverables, and
documenting how the project will
demonstrate compliance with quality
requirements and/or standards.
• The key benefit of this process is that
it provides guidance and direction on
how quality will be managed and
verified throughout the project.
• This process is performed once or at
predefined points in the project.
3.15 PLAN RESOURCE MANAGEMENT
• Plan Resource Management is the
process of defining how to estimate,
acquire, manage, and utilize physical
and team resources.
• The key benefit of this process is
that it establishes the approach and
level of management effort needed
for managing project resources
based on the type and complexity of
the project.
• This process is performed once or at
predefined points in the project.
3.16 ESTIMATE ACTIVITY RESOURCES
• Estimate Activity Resources is the
process of estimating team
resources and the type and
quantities of materials, equipment,
and supplies necessary to perform
project work.
• The key benefit of this process is
that it identifies the type, quantity,
and characteristics of resources
required to complete the project.
• This process is performed
periodically throughout the project
as needed.
3.17 PLAN COMMUNICATIONS MANAGEMENT
• Plan Communications Management is
the process of developing an
appropriate approach and plan for
project communication activities
based on the information needs of
each stakeholder or group, available
organizational assets, and the needs of
the project.
• The key benefit of this process is a
documented approach to effectively
and efficiently engage stakeholders by
presenting relevant information in a
timely manner.
• This process is performed periodically
throughout the project as needed.
3.18 PLAN RISK MANAGEMENT
• Plan Risk Management is the process
of defining how to conduct risk
management activities for a project.
• The key benefit of this process is that
it ensures that the degree, type, and
visibility of risk management are
consistent to both the risks and the
importance of the project to the
organization and other stakeholders.
• This process is performed once or at
predefined points in the project.
 3.19 IDENTIFY RISKS
• Identify Risks is the process of identifying
individual project risks as well as sources of
overall project risk, and documenting their
characteristics.
• The key benefit of this process is the
documentation of the existing individual
project risks and the sources of overall
project risk. It also brings together
information so the project team can to
respond appropriately to the identified risks.
• This process is performed throughout the
project.
3.20 PERFORM QUALITATIVE RISK ANALYSIS
• Perform Qualitative Risk Analysis is
the process of prioritizing individual
project risks for further analysis or
action by assessing their probability of
occurrence and impact as well as
other characteristics.
• The key benefit of this process is that
it focuses efforts on high-priority risks.
• This process is performed throughout
the project.
3.21 PERFORM QUANTITATIVE RISK ANALYSIS
• Perform Quantitative Risk Analysis is
the process of numerically analyzing
the combined effect of identified
individual project risks and other
sources of uncertainty on overall
project objectives.
• The key benefit of this process is that it
quantifies overall project risk exposure
and can also provide additional
quantitative risk information to support
risk response planning.
• This process is performed throughout
the project.
3.22 PLAN RISK RESPONSES
• Plan Risk Responses is the process of
developing options, selecting strategies,
and agreeing on actions to address overall
project risk exposure as well as to treat
individual project risks.
• The key benefit of this process is that it
identifies appropriate ways to address
overall project risk and individual project
risks.
• This process also allocates resources and
inserts activities into project documents
and the project management plan as
needed.
• This process is performed throughout the
project.
3.23 PLAN PROCUREMENT MANAGEMENT
• Plan Procurement Management is the process
of documenting project procurement
decisions, specifying the approach, and
identifying potential sellers.
• The key benefit of this process is that it
determines whether to acquire goods and
services from outside the project and, if so,
what to acquire as well as how and when to
acquire it.
• Goods and services may be procured from
other parts of the performing organization or
from external sources.
• This process is performed once or at
predefined points in the project.
3.24 PLAN STAKEHOLDER ENGAGEMENT
• Plan Stakeholder Engagement is the
process of developing approaches to
involve project stakeholders based
on their needs, expectations,
interests, and potential impact on
the project.
• The key benefit is that it provides an
actionable plan to interact with
stakeholders effectively.
• This process is performed
periodically throughout the project
as needed.
EXECUTING PROCESS
4.1 DIRECT AND MANAGE PROJECT WORK
• Direct and Manage Project Work is the
process of leading and performing the
work defined in the project
management plan and implementing
approved changes to achieve the
project’s objectives.
• The key benefit of this process is that it
provides overall management of the
project work and deliverables, thus
improving the probability of project
success.
• This process is performed throughout
the project.
4.2 MANAGE PROJECT KNOWLEDGE
• Manage Project Knowledge is the
process of using existing knowledge and
creating new knowledge to achieve the
project’s objectives and contribute to
organizational learning.
• The key benefits of this process are that
prior organizational knowledge is
leveraged to produce or improve the
project outcomes and that knowledge
created by the project is available to
support organizational operations and
future projects or phases.
• This process is performed throughout
the project.
 4.3 MANAGE QUALITY
• Manage Quality is the process of
translating the quality management plan
into executable quality activities that
incorporate the organization’s quality
policies into the project.
• The key benefit of this process is that it
increases the probability of meeting the
quality objectives, as well as identifying
ineffective processes and causes of poor
quality.
• This process is performed throughout
the project.
4.4 ACQUIRE RESOURCES
• Acquire Resources is the process of
obtaining team members, facilities,
equipment, materials, supplies, and
other resources necessary to complete
project work.
• The key benefit of this process is that
it outlines and guides the selection of
resources and assigns them to their
respective activities.
• This process is performed periodically
throughout the project as needed.
4.5 DEVELOP TEAM
• Develop Team is the process of
improving competencies, team
member interaction, and overall team
environment to enhance project
performance.
• The key benefit of this process is that
it results in improved teamwork,
enhanced interpersonal skills and
competencies, motivated employees,
reduced attrition, and improved
overall project performance.
• This process is performed throughout
the project.
4.6 MANAGE TEAM
• Manage Team is the process of
tracking team member performance,
providing feedback, resolving issues,
and managing team changes to
optimize project performance.
• The key benefit of this process is that it
influences team behavior, manages
conflict, and resolves issues.
• This process is performed throughout
the project.
4.7 MANAGE COMMUNICATIONS
• Manage Communications is the process
of ensuring timely and appropriate
collection, creation, distribution, storage,
retrieval, management, monitoring, and
the ultimate disposition of project
information.
• The key benefit of this process is that it
enables an efficient and effective
information flow between the project
team and the stakeholders.
• This process is performed throughout the
project.
 4.8 IMPLEMENT RISK RESPONSES
• Implement Risk Responses is the
process of implementing agreed-upon
risk response plans.
• The key benefit of this process is that it
ensures that agreed-upon risk responses
are executed as planned in order to
address overall project risk exposure, as
well as to minimize individual project
threats and maximize individual project
opportunities.
• This process is performed throughout
the project.
4.9 CONDUCT PROCUREMENTS
• Conduct Procurements is the
process of obtaining seller
responses, selecting a seller, and
awarding a contract.
• The key benefit of this process is
that it selects a qualified seller and
implements the legal agreement for
delivery.
• This process is performed
periodically throughout the project
as needed.
4.10 MANAGE STAKEHOLDER ENGAGEMENT
• Manage Stakeholder Engagement is
the process of communicating and
working with stakeholders to meet
their needs and expectations, address
issues, and foster appropriate
stakeholder involvement.
• The key benefit of this process is that
it allows the project manager to
increase support and minimize
resistance from stakeholders.
• This process is performed throughout
the project.
 MONITORING AND
CONTROLLING PROCESS
GROUP
5.1 MONITOR AND CONTROL PROJECT WORK
• Monitor and Control Project Work is
the process of tracking, reviewing, and
reporting the overall progress to meet
the performance objectives defined in
the project management plan.
• The key benefit of this process is that it
allows stakeholders to understand the
current state of the project, to
recognize the actions taken to address
any issues, and to have visibility into
the future project status with cost and
schedule forecasts performance
• This process is performed throughout
the project.
5.2 PERFORM INTEGRATED CHANGE CONTROL
• Perform Integrated Change Control is the process
of reviewing all change requests; approving
changes and managing changes to deliverables,
organizational process assets, project documents,
and the project management plan; and
communicating the decisions.
• This process reviews all requests for changes to
project documents, deliverables, or the project
management plan, and determines the resolution
of the change requests.
• The key benefit of this process is that it allows for
documented changes within the project to be
considered in an integrated manner while
addressing overall project risk, which often arises
from changes made without consideration of the
overall project objectives or plans.
• This process is performed throughout the project.
 5.3 VALIDATE SCOPE
• Validate Scope is the process of
formalizing acceptance of the completed
project deliverables.
• The key benefit of this process is that it
brings objectivity to the acceptance
process and increases the probability of
final product, service, or result
acceptance by validating each
deliverable.
11 • This process is performed periodically
throughout the project as needed.
 5.4 CONTROL SCOPE
• Control Scope is the process of
monitoring the status of the
project and product scope and
managing changes to the scope
baseline.
• The key benefit of this process is
that the scope baseline is
maintained throughout the
project.
• This process is performed
throughout the project.
11
5.5 CONTROL SCHEDULE
• Control Schedule is the process of
monitoring the status of the project
to update the project schedule and
manage changes to the schedule
baseline.
• The key benefit of this process is that
the schedule baseline is maintained
throughout the project.
• This process is performed
throughout the project.
5.6 CONTROL COSTS
• Control Costs is the process of
monitoring the status of the
project to update the project
costs and managing changes to
the cost baseline.
• The key benefit of this process
is that the cost baseline is
maintained throughout the
project.
• This process is performed
throughout the project.
5.7 CONTROL QUALITY
• Control Quality is the process of
monitoring and recording results of
executing the quality management
activities to assess performance and
ensure the project outputs are complete,
correct, and meet customer expectations.
• The key benefit of this process is verifying
that project deliverables and work meet
the requirements specified by key
stakeholders for final acceptance.
• This process is performed throughout the
project.
5.8 CONTROL RESOURCES
• Control Resources is the process of
ensuring that the physical resources
assigned and allocated to the project
are available as planned, as well as
monitoring the planned versus actual
utilization of resources and taking
corrective action as necessary.
• The key benefit of this process is
ensuring that the assigned resources
are available to the project at the right
time and in the right place and are
released when no longer needed.
• This process is performed throughout
the project.
5.9 MONITOR COMMUNICATIONS
• Monitor Communications is the process
of ensuring the information needs of
the project and its stakeholders are
met.
• The key benefit of this process is the
optimal information flow as defined in
the communications management plan
and stakeholder engagement plan.
• This process is performed throughout
the project.
 5.10 MONITOR RISKS
• Monitor Risks is the process of monitoring
the implementation of agreed-upon risk
response plans, tracking identified risks,
identifying and analyzing new risks, and
evaluating risk process effectiveness
throughout the project.
• The key benefit of this process is that it
enables project decisions to be based on
current information about overall project
risk exposure and individual project risks.
• This process is performed throughout the
project.
5.11 CONTROL PROCUREMENTS
• Control Procurements is the process of
managing procurement relationships,
monitoring contract performance and
making changes and corrections as
appropriate, and closing out contracts.
• The key benefit of this process is that it
ensures that both the seller’s and
buyer’s performance meets the project’s
requirements according to the terms of
the legal agreements.
• This process is performed throughout
the project, when procurements are
active.
5.12 MONITOR STAKEHOLDER ENGAGEMENT
• Monitor Stakeholder Engagement is the
process of monitoring project stakeholder
relationships, and tailoring strategies for
engaging stakeholders through
modification of engagement strategies and
plans.
• The key benefit of this process is that it
maintains or increases the efficiency and
effectiveness of stakeholder engagement
activities as the project evolves and its
environment changes.
• This process is performed throughout the
project.
CLOSING PROCESS
 6.1 CLOSE PROJECT OR PHASE
• Close Project or Phase is the process
of finalizing all activities for the
project, phase, or contract. The key
benefits
• of this process are the project or
phase information is archived, the
planned work is completed, and
organizational
• resources are released to pursue new
endeavors. This process is performed
once or at predefined points in the
• project. The inputs and outputs of this
process are depicted in Figure 6-2.
1. Introduction to BIM.
2. Brief – Business need.
3. Procurement.
4. BIM execution plan.
5. Master information delivery plan.
6. Mobilization.
7. Model progression and validation
8. Closing and Handover.
9. Operation and Maintenance.
Why using BIM?
3d - modeling
4d – time scheduling
5d – cost estimating
Sustainable BIM? 6d – sustainability
Statistics
• A recent study into the sustainability of UK construction found
that the built environment accounted for:
• 45% of total UK carbon emissions (27% from domestic buildings
and 18% from non-domestic)
• 72% of domestic emissions arise from space heating and the
provision of hot water
• 32% of landfill waste comes from the construction and demolition
of buildings
• 13% of products delivered to construction sites go directly to
landfill without being used
Sustainable construction works to:
• Enhance living, working and leisure
environments for individuals and
communities.
• Use minimal energy and generate
minimum waste over the course of its
lifecycle.
• Integrate with the natural environment.
• Use renewable resources where possible.
Greater transparency during the design phase
• The transparency afforded here
allows for contractors, energy
engineers, suppliers and more to
advise on the structure’s overall
construction and operation of the
building early on, providing greater
sustainability at the design phase
before spending anything. This
means that only environmentally-
responsible materials and methods
are used, as well as saving time and
money on reworking and
rescheduling.
Greater efficiency at the design and construction phases
• The 3D models provided by BIM
mean streamlined real-time
collaboration and simulation at
every step of the process, allowing
for workflows to be reviewed and
enhanced at every stage.
• The knock-on effects on
sustainability are several: it saves
time, improves efficiency, enhances
design, reduces errors and provides
a quantifiable opportunity for the
building’s lifelong environmental
impact to be lessened. The positive
results are in line with sustainable
construction’s whole philosophy.
Greater control during the operations phase
• After a project has been completed,
the ease with which 3D models can be
shared means that the ongoing
operations of a building can be fulfilled
with maximum potential. The link with
sustainability is apparent as the long-
term maintenance of the structure
comes to the fore.
• Put simply, the aspects of integrative
design, multiple stakeholder
collaboration, common goal-setting,
efficient concept presentation, speedy
decision-making and dialogue between
stakeholders are as integral to
sustainable design processes as they
are to BIM construction.
BIM AND CIM – SUSTINABLE - SMART CITIES
7d – facilities management
BIM Uses
Field of uses
3D Clash Analysis
Detecting clash
3D Co-ordination
4D Scheduling
4D Virtual Construction
BIM maturity levels
Level 0
• Unmanaged CAD probably 2D,
• with paper (or electronic Paper) as the most likely data exchange mechanism.
Level 1
• Managed CAD in 2D or 3D format using a common data environment, and
• possibly some standard data structures and formats.
Level 2
• Managed CAD in a 3D environment held in separate discipline “BIM” tools with attached data. The
approach may utilize 4D Program data and 5D cost elements.
Level 3
• Fully open process and data integration enabled by IFC international framework class) / IFD
(international framework dictionaries).
• Managed by a collaborative model server. Could be regarded as iBIM or integrated BIM
• Finally, if an organization used an online portal as opposed to a local file based system that allowed
for the free sharing of information between software’s (IFC).
• We would refer to this as level 3. As it stands, level 3 is not well defined.
Work is currently underway to develop the framework for level 3, but it will be built on open BIM
practices and be based off of level 2.
BIM Terms and Definitions :
• EIR : Employer information requirements.
• LOD : Level of development.
• PIM : Project information Model.
• AIM : Asset information Model.
• PLQ : Plan Language Questions
• BEP : BIM execution Plan.
• CDE : Common Data Environment.
PAS 1192-2 -2013
Information Delivery cycle
 EIR
• Defines what the client wants from the
project information
Client’s business case
• Provides a defined scope for the project
• Aligns project to estate strategy and
strategic program of works
• A lack of a considered business case can
mean that the project scope is poorly
defined.
• And what will not meet the expectations
or requirements of the client.

PMP - Collect Requirements PMP - Define Scope

PMP – Business need
EIR
Why and When is an EIR needed?
• EIR clearly sets out the requirements of the
client
• To ensure that designs are developed in
accordance with the clients needs
• Clarify clients input/involvement and decision
points that are required
• EIR is required right at the beginning of a
project
• Should be created as early as possible as it
forms part of the appointment and tender
documents
EIR AND PAS1192-2:2013

• Support the objective to achieve BIM maturity

Level 2
• Provides guidance for Information Management
requirements associated with projects delivered
using BIM
EIR –Technical Requirements

• Software platforms
• Data exchange format
• Level of detail (general)
• Level of detail (components)
• Training
 SOFTEARE PLATFORMS
• Reduce data loss between software’s.
• Different software's and different file
formats.
• Use one format open standard for BIM.
IFC (Industry Foundation Classes) :
is known by most professionals simply as a data model developed by the building
SMART to facilitate interactive in the building industry.
DATA EXCHANGE
Procurement :
Pre -Award

EIR BIM Suppliers PEP

Post-Award Sign Contract

MIDP PEP Selected seller

PMP – Procurement Management
 PMP - Plan procurement
CIC BIM Protocol
Supplementary legal agreement that is incorporated
into professional services appointments and
construction contracts
• Additional obligations and rights for the employer
and contracted party
• Based on the direct contractual relationship between
the employer and supplier
• Designed to be used by Construction Clients and
Contractor Clients
• To manage the work of sub-consultants and sub-
contractors
CIC BIM Protocol
• The Protocol requires the Employer to appoint a party to undertake
the role of Information Manager.

• The Employer’s Information Manager is

“the person (or persons) appointed, initially by the Employer or the
owner of the built asset which is the subject of the Project, to perform a
role in connection with the Project which includes, amongst other
things, the establishment and management of the processes, protocols
and procedures set out in the Information Particulars.”
Role of the Information Manager PMP - Resource Management.

• Managing the processes and procedures for

information exchange on projects
• Initiating and implementing the Project
Information Plan and Asset Information Plan
• Assisting in the preparation of Project
Outputs, such as data drops/Information
Exchange
• Implementation of the BIM Protocol,
including the updating of the Responsibility
Matrix
PMP – Plan Resource Management
 PMP - Scope Management.
Roles of PIM :
• Initiate, agree and implement the Project
Information Plan and Asset Information Plan
covering
• Level of detail of information
• Incorporating as-constructed, testing validating and
commissioning
• Enable integration of information within the
Project Team and co-ordination of information by
Design Lead
• Agree formats for Project Outputs
• Assist Project Team Members in assembling
information for Project Outputs
Outline scope of service for the role of information management

• Describe the role of information management.

• Motivate the development of information management
skills.
3. BIM Execution Plan
BIM Execution Plan

• Core-coordinating document which defines ‘How’ BIM will be

implemented/executed on a project
• Defining ‘How’ requirements within the EIR will be achieved
PRE-CONTRACT BIM EXCUTING PLAN, BEP.

• As described within PAS1192-2; there are two

separate stages to the BIM Execution Plan.
Post-CONTRACT BIM EXCUTING PLAN, BEP.

• Post-Contract Award BIM Execution Plan, a live

document produced after appointment or
engagement managed and updated throughout the
project that is referred to by all members of the
supply team
BIM Execution Plan
• Pre-Contract BEP –Overview
• Direct response to the EIR
• Consist of everything requested in the EIR

Include the following information:

• Project Implementation Plan (PIP)
• Project goals for collaboration and information
modelling
• Major project milestones consistent with the project
program
• Project Information Model (PIM) deliverable strategy
BIM Execution Plan
• Pre-Contract BEP

Documents included:

• Supply chain assessments

• Supply chain capability summary
• Project Implementation Plan (PIP)

PMP – Plan Procurement

Post Contract-Award BEP –Overview

• Following the clients team appointment

• Consist of everything requested in the EIR

Include the information regarding:

• Management
• Planning and documentation
• The standard method and procedure (SMP)
• The IT solutions
BIM Execution Plan
• Post Contract-Award BEP –Overview
• Following the clients team appointment
• Consist of everything requested in the EIR

Include the information regarding:

• Management
• Planning and documentation
• The standard method and procedure (SMP)
• The IT solutions
 BIM Execution Plan
Post Contract-Award BEP –Management
• Roles, responsibilities and authorities
• Major project milestones consistent with
the project program
• Project Information Model (PIM) deliverable
strategy
• Survey strategy
• Approval of information
• Project Information Model (PIM)
authorization process
BIM Execution Plan
• Post Contract-Award BEP –Planning and
documentation
• Revised Project Implementation Plan (PIP)
confirming the capability of the supply
chain
• Agreed project processes for collaboration
and information modelling
• Agreed matrix of responsibilities across the
supply chain
• Task Team Information Delivery Plan (TIDP)
• Master Information Delivery Plan (MIDP)
BIM Execution Plan
• Post Contract-Award BEP –The standard
method and procedure (SMP)
• The volume strategy
• Project Implementation Plan (PIP) origin
and orientation
• File naming convention
• Agreed construction tolerances for all
disciplines
• Drawing sheet templates
• Annotation, dimensions, abbreviations and
symbols
• Attribute data
BIM Execution Plan
• Post Contract-Award BEP –The IT
solutions
• Software versions
• Exchange formats
• Process and data management systems

PMP – Conduct Procurement

 PMP – Procurement Management
Supply Chain PMP – resources - Team Management

Supply Team

• Design Lead / Contractor Lead

• Project Delivery Manager
• Project Information Manager

Assessment Considerations:
• Are they Capable?
• Do they have Capacity?
• Capability
• is the measure of an individual or organization’s ability to
complete a task assessing whether they have the correct
technical knowledge, skills, materials and tools to
undertake the task.

• Capacity
• is the measure of an individual or organization’s
ability to meet project specific deadlines or
milestones. Whether they have sufficient competent
staff or resource taking into account the project
timescale and also taking into account other
commitments they may have.
Capability & Capacity
Capability, the ability to complete a task
• Knowledge;
• Skill; and
• Material & Tools

Capacity, the ability to resource a task

• Project milestones
• Competent staff (Resource); and
• Other commitments
Project Implementation Plan & supply chain

The Project Implementation Plan (PIP) shall include the

supply chain summary form, incorporating the results
of the:
PMP – Project Management Plan
• Supplier BIM Assessment Form; PMP – Resources Management
• Supplier IT Assessment Form; PMP – Team Management
• Supplier Resource Assessment Form. PMP – Risk Management
PMP – Procurement Management
Supply Chain Assessment PMP – Procurement Management
PMP – Team Management
PMP – Risk Management
Why carry out a supply chain assessment?

• A method of assessing a project member’s BIM

competence and maturity
• Evidence based assessment of capability and
experience
• Assessing/comparing multiple project members on
standard framework
• Identifying skills gaps in project members to inform
training requirements
• Informs additional project BIM documentation
Supplier BIM Assessment Form
Shall include questions examining the following areas of capability and
competence:

• BIM Analysis; o “What is your understand of, and how can you help us
achieve Clash Detection through BIM?”

• BIM Project Experience; and o “Please provide examples of relevant

recent projects using BIM”

• BIM Capability Questionnaire. o “What in-house tools do you have?”

o “How do you ‘Collaborate’?”
Supplier IT Assessment Form
Shall include questions examining the following areas of capability and
competence:

• General Information and Company Policies; and o “What standards are used to
produce your content?”

• Technical Information on Software and Systems. o Internet connection type &

speed
Supplier Resource Assessment Form
Shall be used to assess an organization’s current resource capability
and capacity.
• Organization and Team Information o Job Title;
• o Name; and
• o Contact Details
• Resource Assessment o Organization;
• o Information Management Role(s);
• o Levels of Competence;
• o Years of Experience; and
• o Names of individuals.
Supply Chain Assessment

• The contractor should apply the same assessment to his supply

chain
• The Contractor has a duty to assess the capacity, capability and
experience of the supply chain, both design and construct, to ensure
they are capable of meeting the Employer’s requirements
• The supply chain assessment will enable the business to identify the
skills, competencies and experiences in the supply chain to support
the appointment of the most appropriate consultant or contractor
Supply Chain Assessment
• PAS91:2013+A1:2017
• Sets out the content, format and use of
questions that are widely applicable to
prequalification for construction tendering
• Table 8 –Optional Question Module O4: Building
Information Modelling, policy and capability. 5
BIM questions
5. Master Information Delivery Plan
Master Information Delivery Plan
List of all information deliverables of a project,
including:

• Models
• Drawings
• Specifications
• Data
• Etc

• Identifies when project information is to be

prepared, by whom and using what protocols
• Collates all relevant Task Team Information
Delivery Plans (TIDP) against the construction
program
 Master Information Delivery Plan
• The Master Information Delivery Plan (MIDP), is a
primary plan which is used to manage the delivery
of information during the project lifecycle. It is
typically developed by the project delivery
manager in collaboration with the task team
managers and then used by the project delivery
manager to assist in the delivery of project
information during the project.
• Essentially the MIDP is a collation of Individual Task
Information Delivery Plans (TIDP), prepared by
other team members, and includes details of when
project information is to be prepared, who is
responsible for producing the information as what
protocols and procedures for each stage shall be
followed.
Information deliverables which may be listed in the MIDP include
(but are not limited to):

• Models
• Drawings or renditions
• Specifications
• Equipment schedules
• Room data sheets

• PAS1192-2 advises that following contract award an induction meeting

should be set up to develop the MIDP with reference to the team
member’s TIDPs.
• The completed MIDP will form part of the post contract-award BIM
Execution plan.
Task Information Delivery Plan
• Requirements should be cascaded throughout the entire
supply chain
• Who does what, when –This is evolved during the creation
and updating of the BIM Execution Plan
• Information should be validated by each relevant
stakeholder prior to its submission to the CDE
Task Information Delivery Plan
• The Task Information Delivery Plan (TIDP) is defined by the British
Standards Institution as federated lists of information deliverables by each
task, including format, date and responsibilities.
• It is the responsibility of each task team manager to compile their own
TIDP which then assist in the development of the MIDP. Each task shall
have a corresponding milestone that aligns to the overall design and
construction program, taking into consideration any sequencing
requirements for the production of information.
• Each task shall also detail the responsibility of each supplier’s information
and show how responsibility for the preparation of project documents
transfer from one team to another.
Model Production and Delivery Table (MPDT

• The Model Production and

Delivery Table (MPDT) defines
the geometric deliverables in
terms of Level of Detail (LoD).
The MPDT is also used to
articulate the required Levels of
Information (LoI) at each project
Stage.
6. Mobilization
* The post contract-award BIM Execution Plan expands the methodology
described in the Pre-contract BEP and provides the detail of the project
will be delivered.

* The Master Information Delivery Plan identifies what information is to be

prepared, by whom and using what protocols. It is used to monitor
following of the EIR throughout the program.

* The Task Information Delivery Plans enable the understanding and

management of the MIDP.

* A Supply Chain Assessment makes sure that delivery partners are

capable of working in and delivering a BIM project
* The absence of a Master Information Delivery Plan and Task information
Delivery Plans means a lack of clarity about who does what and when.
Requirements of the EIR could be missed, and the client may not get the
outcomes they want.

* Not defining who performs the new BIM Roles and Responsibilities can
mean that opportunities to benefit from BIM are missed as people
continue with their traditional business-as-usual

* Without a good Supply Chain Assessment you could choose a team

incapable of delivering what they’ve agreed to deliver
In small and ordinary projects :
In big projects , multi disciplines :
Lead designer
• Activities
• Co-ordinated delivery of all design
information
• Confirm design deliverables

• Authorities
• Confirm status and approve information
for issue within the common data
environment
• Approve design changes proposed to
resolve clashes
Task team manager
• Activities
• Production of design outputs related to a
discipline specific, package based or
time-based task

• Authorities
• Issue approved information within the
common data environment
Task information manager
• Activities
• Direct the production of task information
in compliance with standards and
methods
• Direct the production of task information
using agreed systems

• Authorities
• Confirm that information is suitable for
issue within a common data environment
Interface manager

• Activities
• Propose resolutions to co-
ordination clashes

• Authorities
• Propose resolutions to clashes

PMP – Acquire Resources PMP – Develop team PMP – Manage team

EIR IN INFORMATION DELIVERY CYCLE

Organizational Information Requirements - OIR

Asset Information Requirements - AIR
Employer's Information Requirements (EIR)
Project Information Model - PIM
Asset Information Model - AIM
Organizational Information Requirements - OIR
• Data and information required to achieve the
organization's objectives
• The OIR may inform the plan language
questions
• Generates the Asset Information
Requirements (AIR)
Asset Information Requirements - AIR
• Based on the Organizational Information
Requirements (OIR)
• May use data and information from the Asset
Information Model (AIM) relating to asset
management activities
• Data and information requirements of the
organization in relation to the asset(s)
Project Information Model - PIM
• The '…information model developed
during the design and construction
phase of a project.’
• The requirements for the Project
Information Model are set out
in Employer's Information
Requirements (EIR) and at Level 2,
• it is likely to consist of a Graphical,
non graphical data and associated
documentation.
Asset Information Model - AIM
• The collected outputs from BIM projects on an
asset
• Storage for new or updated information and data
• Should be a digital representation of the physical
asset
• Data and information used to support asset
operations and maintenance
• Facilities management
• Communication and orientation
• Continual updated
CDE PMP - Communication Management.

• A CDE is simply a collaborative environment that everyone uses, following

the guidance given under PAS1192 and BS1192, to coordinate information
with supply chain members on the project.
• This article excerpt summarizes a CDE very well:
• “Single source of information for any given project, used to collect, manage
and disseminate all relevant approved project documents for multi-
disciplinary teams in a managed process”
• May use
• an extranet
• a file-based retrieval system or
• other suitable toolset
Common Data Environment
 PMP – Manage Project Knowledge
Introduction : PMP – Manage Project communication

• Common Data Environment (CDE) requirements as

defined in the PAS1192 and BS1192 documentation.
• Outline what organizations working in the
construction and engineering industries need to do
in order to reach a BIM Level 2 compliance on their
projects.
• Simplest form and more efficient manner compared
to projects following more traditional methods.
• Reduce the cost of rework and poorly thought out
or executed designs.
• A CDE provides a platform for these changes to be
recorded, distributed and resolved at a lower cost,
resulting in a more efficient delivery team and a
happier client.
Benefits of a Common Data Environment
• Reducing the time and effort required to check, version and reissue
information
• Extracting selections of the latest approved data from the shared area
• Reducing coordination checks.
• Reuse of information to support construction planning, estimating,
cost planning, facilities management.
• Reducing the time and cost of producing coordinated information
Common Data Environment
• A means of providing a collaborative
environment for sharing work
• Ownership of information remains with
the originator
• Shared information reduces the time and
cost in producing coordinated information
• Documents can be generated from various
combinations of model files
• Used for version control and audit trails
 Work in Progress (WIP) section

• Used to hold unapproved information

• Limited to the owner and other project
team members of that organization
Common Data Environment

Approval Gate (Gate 1)

Model suitability check

Standard Method and Procedure (SMP) check

Technical content check

COBie completeness check

Drawings extract checks

Approval by the Lead Designer

Common Data Environment

Shared section

Used to hold information which has been approved for

sharing
Common Data Environment

Authorised Gate (Gate 2)

Authorised by the employer

Or

Authorised by the employer’s representative

Common Data Environment

Published documentation section

Used to hold published information

Validated and coordinated design information

Production information suitable for Tender or Construction

Common Data Environment

Verified Gate (Gate 3)

The transition from published to archive

Archived at key project milestones and project completion

Re-measured and verified as built

Common Data Environment
Archive section

Used to record all progress as each project milestone is met

Hold a record of all transaction and change orders

Re-measured as built/as constructed and verified information

Asset data

Health and safety file

Operations & maintenance information

7.Model progression and validation
BIM AND LEVEL OF DEVELOPMENT
• The confusion of the levels of developments that we may submit
more or less than the client need.
Level of Development
 EIR –Management Requirements
• Standards
• Roles and Responsibilities
• Planning the Work and Data Segregation
• Security
• Coordination and Clash Detection Process
• Collaboration Process
• Health and Safety and Construction Design
Management
• Systems Performance
• Compliance Plan
• Delivery Strategy for Asset Information
Standards
Geometry Checks – What
• Do the models and components align with the pre-defined Levels Of
Development (US term) / Definition (UK term)?
• Modelled LoD vs agreed LoD
• Visual check
Geometry Checks – When
• Typically weekly (dependent on project) Agreed by project team in BEP
 Geometry Checks – Why

• AS per the EIR

• Not over or under modelled
• Check understanding of geometry
• LoD requirements
Geometry Checks – Who

• All design consultants

• Information Manager
Data Checks – What

• Do the models and components align

with the pre-defined data structure?
• Are they accurate and complete?
• Do the models and components
include data which is required by
current project work stage?
 Data Checks – When
• Typically weekly (dependent on project) Agreed by project team in BEP
Data Checks – Why
• Commitment with the EIR Contains sufficient data for required uses

Data Checks – Who

• All design consultants

• Information Manager
Coordination Checks – What
• Clash detection
• Physical geometry clashes (Hard)
• Soft clashes
• Identify and resolve design issues between disciplines,
Coordination Checks – When
• Reviewed during BIM coordination meetings
• Agreed by project team in BEP
Coordination Checks – Why
• Highlights areas to be coordinated
• Minimize errors
• Early warning
• Reduce cost
• Save time
Coordination Checks – Who
• All design consultants
• Information Manager / BIM
• coordinator
Coordination Checks – Who

• All design consultants

• Information Manager / BIM
• coordinator
BIM Workshops / Meetings
• BIM initiation meeting
BIM initiation meeting – Agenda
• Purpose of meeting
• Introductions
• Project information
• Project team
• Project goals / BIM objectives
• Model standards
• Software & compatibility
• Meetings
• Model organisation
• Spatial coordination
• Project KPI / feedback loops
• Supporting documentation
• Any other business
• Next meeting
BIM workgroup meeting
BIM workgroup meeting – Agenda

• BIM process so far

• Data
• Models
• Common data environment
• Next meeting
BIM coordination meeting
BIM coordination meeting – Agenda
• BIM process so far
• Clash investigation
• Next meeting
BIM validation meeting
BIM validation meeting – Agenda
• Modelling progress
• Outstanding actions
• Collaboration
• Technical
• Scope and contracts
• Validation
• Assistance
• Next meeting
BIM workshop
BIM workshop – Agenda
• Progress
• Guidance and support
• BIM Processes – update on design process
• BIM implementation programme
• Process map
• Common data environment
• Key performance indicators
• Any other business
• Next meeting
BIM in design stages
• The ongoing validation project provides assurance that the project is
progressing to plan.
• The Model Production and Delivery Table or Responsibility Matrix
identifies who should be doing what task and to what level of detail as the
projects moves through design into construction.
• Coordination checks help prevent design errors reaching site, as they can
be identified and rectified in the design phase
• BIM meetings make clash-free design easier – but it also benefits team
collaboration
 BIM and construction

• BIM in the Field

• Quality Control Programs
• Create and assign issues
• Track work with checklists
• Communicate project status
• Enhance Health and Safety Management
BIM in Health and Safety
• PAS 1192-6:2018
• Specification for collaborative sharing and use of
structured Health and Safety information using
BIM
• Specifies requirements for sharing Health and
Safety information
• Explores the Risk Information Cycle
8. Final checks and handover requirements
Handover from PIM to AIM
Transfer from capital delivery phase to operational
delivery stage
Information requirements
• All necessary information about the asset to be included within the
handover document
• Audit record of changes during construction
• Asset data in a form required in the contract/EIR
• As-constructed model shall represent the as-constructed project
• Manufacturers maintenance and operation documentation
• Health and safety requirements
• Final COBie information exchange
• As-built models in native format
Information requirements
 Plain Language Questions (PLQs)

• Questions which need answered at each stage of a construction project

Key decisions, including whether to proceed to the next work stage will be
based on these questions
• Should be included within the Employers Information Requirements (EIR)
• The whole supply chain contributes to information to answer the PLQs
Examples:
KPI’s and closeout meeting
 Closeout Meeting
• Training requirements (IT, maintenance)
• Work stage closeout (e.g. PLQs)
• Final acceptance
• Check back to requirements (e.g. EIR, contract)
• Closeout of design quality indicators
KPI’s and closeout meeting
• Engage with end users throughout design and delivery process
• Set clear targets and measures for
• Functionality and effectiveness
• Operational and capital costs
• Assess performance for at least three years post completion to
establish outcomes and lessons learnt
• Involve the design team in the early operating phase to enhance
performance and ensure target outcomes
KPI’s and closeout meeting

• Closeout Meeting
• Future GSL meeting
• Training requirements (IT, maintenance)
• Work stage closeout (PLQs)
• Final acceptance
• Check back to requirements (EIR, contract)
• Checks on physical vs virtual
Post handover PAS1192-3:2014

• Framework to create an Asset Information

Model (AIM) to manage Information
Exchanges
• Supports the objectives of asset
management through use of asset
information
Patrick MacLeamy, FAIA
• Any building must go through 3 main stages , work like the lifecycle of
the building , its design , build, operation-maintenance .
• MacLeamy breaks down the mega acronym “BIM-BAM-BOOM!” and
addresses the real promise of this new approach across three basic
phases of a building’s life.

• It all begins with

• BIM; the first stage of design and build a separate model for each
discipline , this stage work as implementation of design idea and
information to create models .
ex :architect uses 3-D modeling to investigate options and test
building performance early on in order to optimize the building’s
design.
The design is then handed off to the contractor who streamlines
the building process with
BIM MODEL
• BAM (Building Assembly Modeling),

is the stage of collecting all the disciplines to study the

clashes , and it consider one of the main targets of bim
technology . That the building work as a guide tool from
transfer from design to build through a virtual model
even before it build which provide a clear vision between
the team which allows for a significant decrease in
construction costs. Once complete, BAM is turned over
the owner and becomes
BAM
• BOOM (building owner operator model).
This allows the owner to manage the building over time
and ensure optimized building performance throughout
its entire life cycle , that it can evaluate the elements of
the buildings , which need to replace , or change and the
time to change according to the specification in the model
, so the model in this case is not only a3d model , but it
works like alarm tool and maintenance during the
operation period.

• The real promise of “BIM-BAM-BOOM!” is “better design,

better construction, better operation”.
BIM and FM
• FM benefits from BIM
• Integrating a BIM model with a facilities maintenance management
system
• Improved space management, visually identify space efficiencies
• Building analysis within the BIM model
• Streamline change management processes
CAFM –

The creation and deployment of IT-

based systems in the design-build
environment for AEC and FM
industries

Uses Computer Aided Design (CAD)

and relational database software

Enables a facility management

company to make full utilization of
their assets
Relationship of information management elements
BIM and FM
• Roles and
responsibilities for
information
BIM and FM
COBie

COBie is the method of information exchange to

be used on UK Government mandated projects
However, for other applications any procedure
may be adopted which allows for the effective
capture and transfer of the information required
at each exchange point, as well as facilitating its
checking and validation
Where COBie is used for information exchange
then the content of the COBie files should be
determined by the AIR
Implementation of COBie will also reference IFC
BIM for operations
• Better awareness of the operational and maintenance needs of
assets
• Better decisions regarding operation and maintenance expenditure
based on actual asset performance and status.
• Dynamic measurement and condition-sensing enabling poor energy
performance, faults and impending failure to be identified
• Better organizational and strategic planning from more complete and
accurate asset information and,
• Better information quality as a result of automation enabling an
increased amount of verification