BIM in Middle East

Middle-East BIM Report
Premium Corporate Partner: Supported by: In Association with:

buildingSMART
International Alliance for Interoperability
An Authoritative Source of Innovative Solutions for the Built Environment

The Reality and The Way Forward
BIM in the Middle East 2011
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Organisations that recognise market trends and are open to the integration
of new technology in their business process, are likely to succeed and become
leaders in their feld. I believe this report will assist in further establishing the BIM
culture within the MENA region.
Laurie Voyer, CEO & Managing Director
Al Habtoor Leighton Group
One of the key problems we face as an industry is to source the skills required to
deploy BIM successfully. buildingSMART ME is taking the initiative with the current
workforce. However, to meet skills requirements in the longer term academia
must provide the core curricula, so that new entrants in the workforce have the
necessary skills.
Dr. Imad Al Jamal, Vice Chairman
UAE Contractors Association
If we are seriously looking to increase the usage of BIM in the market, we need
to know the current status and the things that prevent take up. This survey is the
starting point and from here industry can grow its understanding of the challenges
and develop meaningful programmes to address them.

Cheng Tai Fatt, Director
Corporate Development Division
Building & Construction Authority
BIM is a term that is increasingly being used in the region but often without
a real understanding of what it means. Building SMART ME are raising awareness,
which is exactly what is needed.
Ramesh Tolani, Managing Director
Al Rashid Investments

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North Africa and India as it is elsewhere.
The challenge is to move quickly, using
buildingSMART processes to positively
impact on construction across the region.
Working together globally, it is possible to
deliver faster, better, sustainable buildings
at more affordable prices. buildingSMART
International endorses the efforts of
buildingSMART ME as it helps to drive
forward the building industry in the Middle
East, North Africa and India.
Patrick MacLeamy, FAIA
Chairman,
buildingSMART International
BuildingSMART ME Bringing buildingSMART
to the Middle East, North Africa and India.
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uildingSMART ME was launched in 2009
and is the 14th regional alliance of
buildingSMART International.

buildingSMART International was founded
in 1995 by a group of North American
organisations. Originally known as the
International Alliance for Interoperability,
its goal was to build SMARTER and to
revolutionise the entire building industry
by transforming the way the various
project participants - including architects,
engineers, contractors, manufacturers and
building owners/operators - communicate
and share information.
Since then it has made signifcant progress.
Groups all over the world are forming new
buildingSMART regional alliances that are
driving their local markets towards greater
building effciencies and innovations.
Building Information Modelling software
is beginning to streamline the design,
construction, and operation processes.
Teams are using the open international
standards developed by buildingSMART for
information exchange in projects worldwide.
However, todays buildings still arent good
enough. Unlike other major sectors of the
worlds economy, the construction industry
has failed to take full advantage of the
opportunities provided by technology to
achieve new effciencies. Manufacturers,
for example, can produce and ship their
products much faster and less expensively
than they could a decade ago. Meanwhile,
construction methods have improved only
marginally over the past century. If you look at
photographs of buildings being built 100 years
ago, you will fnd scenes remarkably similar to
those we see now on construction sites.
Though local conditions place different
demands on buildings, the need to develop
better buildings knows no geographic
boundaries. Today, this demand is as urgent
in the fast-growing cities of the Middle East,
Foreword
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uilding Information Modelling offers
signifcant benefts for construction
projects and the project owners: faster
delivery, better quality control, increased
certainty of cost, reduced risk, enhanced
sustainable performance and greater
effciency.
What the Middle East construction
sector shares with construction in other
regions is the need to eliminate waste
and ineffciency, improve productivity
and quality, whilst adopting sustainable
practices.
To be able to reap the rewards, there has to
be investment. As the world emerges from
recession, companies and clients are still
reluctant to adopt changes. Many do not
even know where to start with the change.
The decision to adopt BIM involves three
areas: people, process and technology.
Binding these three areas together is
information; accurate, immediate and
collaborative information. The key to
successful BIM deployment is ensuring that
this refned level of information is accessible
to the entire project team throughout the
life of the project.
Recognised as an industry authority and
a successful brand, buildingSMART was
identifed as the vehicle to support and
progress the adoption of BIM in the Middle
East construction sector. Acknowledging
the unique conditions of this market,
buildingSMART ME was established to deliver
innovative solutions.
Capitalising on the extensive experience
and the vision of its founding team,
buildingSMART ME went from concept stage
to its successful launch in November 2009.
buildingSMART ME is working to integrate
BIM into academic programmes, to secure
government endorsement and to develop
the standards, training and certifcation, that
will result in a professionally qualifed and
skilled workforce, equipped to fully realize
the benefts of BIM. Its role is to help deliver
improved policies, enhanced processes,
trained people and overall a better way of
working.
The pioneering BIM Support Bureau provides
a delivery mechanism - bridging the gap
between theory and practice and enabling
businesses to beneft from interoperable
process and technology.
Launched in February 2009, BIM Journal
1
is
an online newsletter, that draws on industry
experts and BIM pioneers to demystify BIM
and present it as a necessary and integral
part of the design, construction and
operation process.
buildingSMART ME undertook the frst ever,
Middle East BIM survey, earlier this year. The
fndings of that survey are presented in this
report and are being used to help defne
strategic objectives for buildingSMART ME.
buildingSMART ME extends a special thanks
to its survey sponsors - Premium Corporate
Partner Tekla and Corporate Partners BIMES,
Bentley and Oger International.
Tahir Sharif
Founding President,
buildingSMART ME
Welcome
1 www.bimjournal.com
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TABLE OF
CONTENTS
Foreword
Welcome
Executive Summary
BIM Explained
Benets of Building Information Modelling
buildingSMART and buildingSMART ME
BIM Journal
Rationale for the BIM Survey
Survey Findings
Expert Commentary
Market Overview
Building Smart, Get Real with BIM
BIM Learning Curve
Case Study - Central Park Tower
buildingSMART ME Training and Certication
BIM in Green Construction
Case Study - King Abdullah University of Science and
BIM for Green Energy Analysis
Interview Green BIM at Architectus
BIM for GIS and Master Planning Generation Lost and Generation Found
Case Study - Dubai Mall
BIM for Facilities Management and Operation
Smart Guide
Integrating BIM with Sales and Marketing
Conclusions
BIM Support Bureau
Acknowledgements
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Market Overview
Weathering the Recession
The extensive Middle East and North
Africa region is still home to one
of the most vibrant construction
markets in the world today. Its
landscape has been transformed
by unprecedented construction
activity. Iconic structures, such as
Palm Jumeirah
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, Yas Island
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, the
Burj Al Arab
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, The Pearl
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and the
Burj Khalifa
7
, have courted much
media attention as well as the
interest of construction professionals
worldwide.
However, the recent global
economic crisis has undoubtedly
impacted on the Middle East and
North Africa. The collapse of oil
prices from a peak of $147 a barrel
in July 2008, to under $40 a barrel
early in 2009 arguably triggered the
slowdown. Since the third quarter
of 2009, prices have stabilised at an
average of around $75 a barrel.
At the latter end of 2008 the
worsening fnancial crisis impacted
severely on the construction
sector. Speculative buyers were
thwarted by the tightening of
lending criteria. Within the region
it was inevitable that Dubais real
estate sector, a key driver of growth
in the boom years, was hit very
hard. High profle collapses and
postponements made headlines
and uncertainty prevailed. Globally,
fnancial markets were shaken by
events relating to Dubai World.
Abu Dhabis rescue package
in December 2009, restored
confdence to some extent, but
undoubtedly the Dubai World
situation has infuenced investment
thinking.
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his report was commissioned
to enable buildingSMART ME
gain a better understanding of
the Middle East construction sector
and subsequently to disseminate
that knowledge to key industry
participants. Building Information
Modelling (including understanding
of, capability and barriers to
adoption), being the main focus of
research activities.
The information obtained is
being used by buildingSMART
ME to develop and accredit
buildingSMART standards and
programmes that refect the
specifc requirements of the Middle
East region.
Primary research in the form of
a BIM survey, was carried out
between April and August 2010.
The Reality and the Way
Forward
The report profles buildingSMART
ME, explains BIM, overviews
the market, provides expert
commentary in the form of articles
and case studies, presents the
survey fndings and puts forward
conclusions that will inform future
strategy.
A BUILDING INFORMATION
MODEL:
Is an authoritative database of
project information
Can be a single model or a
federation of models from all
project participants
BUILDINGSMART ME
is a not for proft, membership
organisation that promotes
interoperability and helps
businesses with implementation.
It does this via accredited
training programmes and the
pioneering BIM Support Bureau
2
.
The BSB bridges the gap
between theory and practice.
It enables businesses to beneft
from interoperable process and
technology from the outset.
BUILDING INFORMATION
MODELLING IS A:
process to digitally manage
the design, construction
and operation of a facility
means of collaboration and
communication for all project
stakeholders
Moving Forward
Key projects have been announced
and are in progress including:
Saudi Arabia - the $27 billion USD,
King Abdullah Economic City in
Rabigh
The $6.8 billion USD Expansion
of Abu Dhabi Airport - Midfeld
Terminal Complex
Abu Dhabi - the $500 million USD,
Presidential Palace in Al-Ras Al-
Akhdar
What the recession has reinforced
is the need for the region to work
together for future prosperity. In
construction, many commentators
argue that the worst is now over.
The announcement of new
projects and the sign off of major
developments seems to support
this view. There are major schemes
throughout the region, with Saudi
Arabia emerging as a hot-spot.
Embracing Change
Nonetheless, things are not the
same. The days of constant, rapidly
rising property prices and disregard
for sustainability have gone. There is
now a need to eliminate waste and
ineffciency, improve productivity
and quality, whilst taking on board
the requirements of new legislation
for eco-friendly construction.
Even before the crisis the regions
governments were promoting
strategies to facilitate economic
progress. These included the Dubai
Strategic Plan 2015 and The Abu
Dhabi Economic Vision 2030.
Executive Summary
KEY PROJECTS HAVE BEEN
ANNOUNCED AND ARE IN
PROGRESS INCLUDING:
Saudi Arabia - the $27 billion
USD, King Abdullah Economic
City in Rabigh
Terminal Complex
Abu Dhabi - the $500 million
USD, Presidential Palace in
Al-Ras Al-Akhdar
Introduction
2 For further details refer to page 57.
3 http://www.palmjumeirah.ae/about-palm-jumeirah.php
4 http://www.yasisland.ae/en/visiting/welcome-to-yas-island/
5 www.jumeirah.com/en/Hotels-and-Resorts/Destinations/Dubai/Burj-Al-Arab
6 http://www.thepearlqatar.com/
7 www.burjkhalifa.ae
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The future success of the region
and within it, specifc sectors such
as construction, will be facilitated if
action
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is taken that includes:
Raising competitiveness/
productivity
Improving the effciency of the
labour market
Developing relevant education/
training
Raising skill levels in the current
and future workforce
Introducing new business
processes/technologies
Embracing sustainability
Belief in BIM
Within the construction industry,
Building Information Modelling
(BIM) has been shown to facilitate
reductions in waste and costs
positively impacting on proftability.
However, the path to widespread
adoption is littered with obstacles.
What is important is that key
industry experts believe in BIM.
This trust is reinforced by studies in
other regions. A recent McGraw-
Hill Construction survey found that
three-quarters of Western European
BIM users (74%) report a positive
perceived return on their overall
investment in BIM, versus 63% of BIM
users in North America.
Getting BIM Mandated
In the region, the use of BIM is
not yet mandated. Making BIM
mandatory is seen to be the way
forward by other countries.
BIM is already promoted by
the Singapore Government.
Government Agencies in the United
States such as the GSA (General
Services Administration), the U.S.
Army Corps of Engineers, The United
States Coast Guard, Department of
Veterans Affairs and others along
with several State Governments and
quite a few corporations.
In Norway, the Government
has adopted both BIM and
buildingSMART as its preferred
methodology for federal
construction projects. There is
also an agreement to use open
BIM Standards between GSA,
Danish Enterprise and Construction
Authority (DECA) in Denmark,
Senaatti-Kiinteisist in Finland, and
Statsbygg in Norway.
In October 2010, Paul Morrell,
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the [UK] governments chief
construction adviser, [has]
indicated that publically procured
building projects will be required to
adopt BIM.
Mandating openBIM is likely to
happen frst in organisations with
large portfolios of facilities that
they have responsibility for from
inception onward, as they have the
most to gain by understanding the
cost of operations for the life of the
facility.
Skills Defcits
This manifests itself in both skills
gaps (lack of skills in existing
workforce) and skills shortages
(problems recruiting suitably
qualifed staff).
Education the integration of BIM
into education programmes ensures
that in the future new entrants into
the workforce have the required
skills, thus helping to alleviate skills
shortages.
Globally things are already
happening. For example, in the UK,
the University of Salford is exploring
new avenues via its THINKlab.
In the US Georgia Institute of
Technology has included BIM as
a key part of its curriculum for
several years. Other well regarded
universities who have already
integrated BIM in their programmes
include: Pennsylvania State
University in the US and RMIT in
Australia.
Standards - are needed
by everyone involved in the
construction industry to ensure
delivery of consistent and high
quality work.
Training & Certifcation
providing skills, proving competency
and ensuring consistency.
The Role of buildingSMART ME
As an independent, not for
proft membership organisation,
buildingSMART ME is taking positive
steps towards providing a solution
to meet current skills requirements.
These include:
Helping to facilitate a link
between industry and
academia through its membership
programmes. It is also working with
academia to defne a curriculum
that can best serve market needs.
Developing a comprehensive
programme to train and accredit
individuals already working in key
industry disciplines.
Providing a mechanism to deliver
training programmes the BIM
Support Bureau.
buildingSMART ME also provides a
forum for industry experts to meet,
exchange ideas and ultimately, to
drive the industry forward in the 21st
Century.
Realising the Vision
Although the region has not been
immune to the exogenous shocks
caused by global events, recovery
is underway. By implementing BIM
processes and technologies, a more
effcient construction sector is ready
to continue the transformation of
the regions landscape and meet
the vision of its leaders.
It is now over a decade since
the publication of Rethinking
Construction
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- the renowned
report by Sir John Egan.
The report highlighted the
amount of waste in construction,
stating that:
Recent studies in the USA,
Scandinavia and the UK suggest
that:

up to 30% of construction is
rework
labour is used at only 40-60% of
potential effciency
at least 10% of materials are
wasted
The message in the report was
clear, that there was plenty of
scope for improving effciency
and quality, simply by taking
waste out of construction.
8 http://www.architecture.com/Files/RIBAHoldings/PolicyAndInternationalRelations/Policy/
PublicAffairs/RethinkingConstruction.pdf
9 Janette Jellings Consultancy and Research
10 http://www.building.co.uk/technical/morrell-calls-for-bim-on-public-projects/5006640.article
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The 2010 Middle East Building
Information Modelling Marke Survey
was undertaken by buildingSMART
ME to assist in the planning and
development of BIM programmes
and infrastructure across the region.
The survey fndings provide unique
insight into the current state of BIM
usage, as well as providing valuable
indicators of how the industry can
prepare for and facilitate increased
BIM activity.
The survey included respondents
from key construction industry
sectors operating in the United Arab
Emirates (UAE), Saudi Arabia, Qatar,
Oman, Bahrain, Kuwait and Jordan.
The fndings are refective of the
opinions of industry professionals
with prior exposure to and/or
experience with BIM.
The fndings suggest that BIM
penetration in the industry is moderate
(around 25%) however the level of
competency is underdeveloped
compared to regions such as Western
Europe and the US. Face to face
interviews conducted as part of the
survey process indicated that most
frms engaged with BIM were in an
early adoption phase and were
typically using BIM in its most basic
capacity as a tool for visualisation,
coordination, drawing extraction
and in a few cases, for construction
planning.
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Survey Findings
Despite this inexperience, the
recognition of the value of BIM is
strong, with respondents identifying
reduction in design errors (66%),
improved quality control (64%)
and improved productivity (64%)
as the primary benefts.
The survey uncovered concerns that
the (lack of) availability of skilled staff
and training may hinder the adoption
of BIM in the future. Such concerns are
supported by the fndings on current
capabilities and skills level. Of the
respondents who had received BIM
training, 46% indicated that they were
self-taught. Those that were self-taught
were less likely to be regular BIM users
than that those with formal training
(64% compared to 84% respectively).
There was a signifcant call for
industry leaders to support the
adoption of BIM, and provide
expert guidance and infrastructure.
Respondents wanted to see BIM
mandated on projects (cited
as the number one driver for
future deployment) as well as
the establishment of industry
standards and certifed training and
implementation programmes.
Overall the fndings represent
a market that is optimistic and
aware, but inexperienced in
Building Information Modelling. Real
benefts are recognised, but not
necessarily seen as achievable (ROI
was identifed as one of the least
recognised benefts). Concerns
regarding the need for training and
skilled staff are well-founded and
there is a clear call to industry bodies
and decision-makers to bridge the
divide and lead the industry forward.
Governments, Owners and
Developers are in a position to
beneft most signifcantly from
Building Information modelling,
and at the same time accelerate
the penetration into the market
through the mandating of BIM
in development approvals,
certifcation processes, as well
as in prequalifcation and tender
documents.
BIM penetration in the
industry is moderate
(around 25%) however the
level of competency is
underdeveloped
Industry leaders to support
the adoption of BIM, and
provide expert guidance
Overall the fndings
represent a market that is
optimistic and aware, but
inexperienced in BIM
The lack of availability of
skilled staff and training may
hinder the adoption of BIM
Recognition of the value of
BIM is strong
25%
GCC & Jordan
36%
Western Europe
49%
United States
BIM USAGE COMPARISON
Number of users as percentage of industry
RESPONDENT TRAINING
%
46
company-trained
self-taught reseller-trained
institute-trained
14
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These conclusions reference the
survey fndings, whilst drawing from
the extensive commentary, expert
opinion and detailed case studies
included in the report. The resulting
analysis clearly indicates that the
economic crisis of recent years has
made change imperative to the
future prosperity of the Middle East
construction industry.
International markets have already
identifed BIM as the principle
catalyst of change and are
now realising the benefts of BIM
implementation. In the Middle
East, the boom years led to
complacency. The current recession
has proved to be a reality check and
the race to catch up has begun.
Conclusions
BIM IN THE MIDDLE EAST IS AT
THE EARLY ADOPTION STAGE
A quarter of respondents said
that they used BIM in their
operations. This is moderate
usage compared to other
regions where research
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indicates adoption levels of
49% (North America) and 36%
(Western Europe).
Some users in the Middle East
use BIM just as a tool for a
specifc purpose and not as an
integrated process.
buildingSMART ME needs
to ensure that the market
understands that the most
signifcant and real benefts of
BIM are achieved when BIM is
fully integrated.
MANDATING BIM WOULD RE-
INFORCE INCREASING CALLS
FOR BIM TO BE SPECIFIED
FROM THE PREQUALIFICATION
AND TENDER STAGE
Making BIM mandatory will
ensure that BIM is a requirement
from the outset, on all new
projects. This will maximise
benefts.
INDUSTRY WIDE STANDARDS
AND ACCREDITATION WILL
RAISE LEVELS OF CONFIDENCE
IN BIM
Central to this is to have a formal
way of measuring capability.
Currently anyone can (and many
do), state that they are a BIM
expert. Recognised standards
and associated accreditation will
prevent individuals and organisations
falsely claiming to be specialists.
In addition, those who are less
competent will necessarily become
more skilled as they progress through
the certifcation process.
INDUSTRY PROFESSIONALS DO
NOT KNOW WHERE TO GO TO
GET INFORMATION ON BIM
TRAINING
A third of survey respondents
cited availability of training as
an obstacle to BIM adoption.
buildingSMART ME provides
information on training and
certifcation as well as facilitating
delivery via the BIM Support
Bureau.
THERE IS A NEED TO INCREASE
BIM SKILLS IN THE EXISTING
WORKFORCE
The lack of availability of skilled
staff was identifed as the main
obstacle to the adoption of BIM.
This presents an opportunity for
companies to increase the skill
levels of their workforce in order
to meet the skills shortages.
Clearly there is an immediate
need to provide quality training
to the industry.
GOVERNMENT ENDORSEMENT
WILL ENABLE THE INDUSTRY TO
BENEFIT FROM THE GLOBAL
BIM REVOLUTION
Widespread adoption of BIM
will only be achieved if a
powerful industry voice, led
by government, endorses and
supports BIM processes and
technologies.
RECRUITING THOSE WITH
RELEVANT BIM SKILLS IS
PROBLEMATIC
Given the overall lack of BIM skills
it is vital that relevant, standardised
training and certifcation is available
and accessible.
buildingSMART ME offers programmes
that can meet this requirement and
can provide support for companies
seeking resources.
ENSURING THAT BIM IS
AN INTEGRAL PART OF
EDUCATIONAL PROGRAMMES
WILL ENSURE THAT NEW
ENTRANTS TO THE WORKFORCE
HAVE RELEVANT SKILLS
A continuous supply of newly
qualifed BIM professionals, will
future proof the industry.
THERE IS A STRONG
AWARENESS OF THE VALUE OF
BIM IN THE REGION
The survey indicated a strong
awareness of the value of
BIM in the region. Among the
most recognised benefts were
Improved Quality Control,
Reduction In Design Errors and
Improved Productivity.
Clearly, industry perceives that
there are signifcant benefts
inherent in using BIM.
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11 The Business Value of BIM in Europe McGraw Hill Construction 2010
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BIM Explained
With this object intelligence, the Building
Information Model can produce meaningful and
accurate Bills of Quantity that can in turn be used
to inform cost and schedule, thereby integrating
estimators, cost managers and planners into the
process.
Models can be created in two ways:
1. By taking data from existing 2D CAD system
drawings, creating a geometric model and adding
the object intelligence (either manually or more
commonly, from a library of pre-defned objects in
the BIM softwares database). This is usual during
early adoption enabling the new process to run in
parallel with existing methods.
2. By creating the design directly in the BIM
software. This removes the need for re-modelling
and therefore is a faster process and is usual when
the process and technology skills have been fully
adopted.
The BIM process
a collaborative environment
To optimise use of BIM technology it is necessary
to deploy the process. It is absolutely critical to
understand this as in the construction industry,
traditional methods use technology in isolation,
while the BIM process uses technology in
collaboration.
In a collaborative environment, all stakeholders
in the construction process including Owner/
Developer, Project Managers, Consultants,
Contractors, Sub-contractors and Facilities
Management, have access to the same design,
cost and scheduling information at the same time.
This situation requires a different business and
thought process because disciplines are brought
together earlier to share information and work
practices. Although this can create some
disruption during initial adoption, the benefts
signifcantly outweigh this.
The Building Information Model
At the heart of the BIM process is the 3D Building
Information Model and this is created by
advanced software tools. Unlike the simple lines
and curves associated with traditional 2D CAD
systems, BIM software technology introduces
intelligence into the design. As well as being
described by dimensions and locations, objects
also have data attached relating to materials
and compositions. In simple terms, in a Building
Information Model, every object knows what it is,
where it is, how big it is and what it is made of.
Through aforementioned collaboration in the
business process, the key elements of design,
that is, Architectural, Structural and MEPF,
(Mechanical/Electrical/Plumbing/Fire protection),
are integrated into a single Building Information
Model enabling all design data to be assembled
in one space rather than via the 100s or 1000s of
drawings associated with the traditional process.
Distinction must be made between a Building
Information Model and a more simplistic 3D model
containing purely geometric data without the
associated object intelligence.
B
uilding Information Modelling is a business
process supported by technology. Without
the technology the BIM process cannot
work and without the process the BIM technology
has limited value. BIM is currently used by
professionals worldwide on all building types from
the simplest warehouse to complex new buildings.
BIM: The process of creating and using digital
models for design, construction and/or
operations of projects.
A Building Information Model:
Is more than 3D representation, it is an
authoritative database of project information
Can be a single model or a federation of models
from all project participants
A Building Information Model:
Is more than 3D representation, it is an
authoritative database of project information
Can be a single model or a federation of models
from all project participants
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Benefts of Building Information Modelling
The meaning of BIM
W
hile Building Information Modelling (BIM)
started out as a visualisation tool, it has
quickly become the focus of business
transformation in the entire facilities industry. Sadly
the name is not a very good descriptor for what
is being accomplished. The B could refer more
appropriately to the entire Built Environment
and the M could also mean and is sometimes
referred to as Management. However, it is the
I for Information, that is really the key that links
everything together and makes BIM the catalyst
for and facilitator for change. Changing the name
at this point would only serve to confuse further our
forward progress.
Beneftting from BIM
It is apparent that the primary initial benefciary
of BIM is the contractor and sub-contractor. They
are able to take advantage of the exactness of a
model to pre-fabricate more effciently and safely
in a controlled environment where they can have
the necessary tools, jigs and testing equipment
readily available. They can also manage the
product life cycle and waste stream more effciently
getting the most out of raw materials. With detailed
model based scheduling in place one can deliver
pre-tested systems and sub-systems with just in
time accuracy. Job site tasks then become more
assembly oriented than construction in many
aspects. This approach takes into account all the
Lean Construction opportunities.
This improvement is possible when a complete and
accurate model is frst created and the goal is to
create the exact replica of the model in the feld.
Assuming this is the case, then many other benefts
will be possible. The most likely next beneft will
come from using the model for commissioning of
the facility to ensure that it functions as designed.
Once this is accomplished then continuous
commissioning can be put in place and used
throughout the life of the facility to ensure it
continues to operate as the day it opened for its
entire life.
Having an exact model of the facility and ensuring
it is the information source of record for any
changes by maintaining it as part of the way you
do business will be of signifcant value to the owner
and facility manager. Preventative maintenance
can be scheduled and coordinated and critical
spare parts ordered so they are available when
needed to minimise any failures of equipment over
time is possible.
Green BIM
Today there is a lot of talk about sustainability;
however, we still have no life-cycle costing tools
that can help us make decisions about which
material or product to use for the best life cycle
return on investment. It can be argued that this
issue is largely political since the manufacturers
who make less sustainable products will fght to
keep that condition the norm. There is still room for
many more green opportunities once BIM is fully
endorsed.
The planner and designer are also signifcant
players, although while there are many break-
even benefts available today to them, the future
holds far more opportunity. The specialists that
make up our planning and design community
today operate very often in silos with minimal
communication between parties. While this is
beginning to change and information handoffs
are more common, the future will see analysis that
is far more multi-functional.
Where instead of each stakeholder performing their
own analysis and making decisions based on that
analysis, the entire facility can be analysed and
optimised as a whole. Much like the entire structural
system is now analysed using fnite element analysis,
where in the past each column and beam was
analysed independently. Testing of this capability
has only just begun with the AECOO-1 Testbed
which looked at the impact of manipulating the
exterior skin of a building and then, in near real
time seeing the impact of those decisions on initial
cost and energy usage. There are plans to expand
greatly that capability in the future taking into
account many other aspects of the facility such as
achieving net zero energy use and reducing the
carbon footprint.
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DESIGN EFFORT AND THE COST OF CHANGE
Source: Building information Modeling - A Strategic implementation Guide
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The key elements of success are:
1. Coordinate and plan with all parties before
you start
2. Ensure all parties have life cycle view
(design for life) involve them early and often
3. Build the model, then build to the model
4. Detailed data can be summarised - the reverse
is not possible
5. Enter data one time then improve and refne
over life time
6. Build data sustainability into business process
keep data current
7. Use international standards and cloud storage
to ensure long term accessibility
8. Use information assurance and metadata to
build trust know data sources and users
9. Contract for data - good contracts make good
projects
10. Ensure data is externally accessible, yet
protected
With these core principles in both strategic
planning and operational efforts, success is
certain.
Change to succeed
Transformation of any industry is made up of three
equally important factors, the technology, which is
probably the easier piece to manage, then culture
and politics. These are clearly much harder issues
with which to deal. The culture includes the age
old, that is not the way we have always done it
mentality. It is necessary to show leadership and
innovation to overcome cultural issues.
At a recent international conference Patrick
MacLeamy, CEO of HOK, was asked how his
organisation effected the transformation to
embrace a buildingSMART strategy, his response was
that he had stated that:
Our corporate vision is going to embrace BIM, if you
dont share that same vision then I suggest you look
for another place to work.
It takes leadership from the top to get everyone
on board with a new approach. On the political
front, many laws and regulations do not encourage
transformation. These include activities such
as political lobbying for certain products, laws
requiring hard copy drawings be submitted for local
approvals and code compliance to wet signatures
on the drawings. Certainly, there are going to be
winners and losers in any change. This was true of
buggy whip salespersons with the advent of the
automobile and it was true of foppy disk sales as we
moved to CD-ROM, DVD and memory sticks. So shall
it be as we make substantive change in the facilities
industry, but change will come just as it has come to
many other industries.
The cost of change is also identifed as an
impediment. If facilities are looked at more
holistically, one should not ask how much does
it cost to change, but what does it cost us not
to change. The current non-value added effort
in our business processes is excessive and owners
are starting to take notice as they write checks for
change orders. Collective elimination of that waste
should be everyones primary mission. Change will
come more quickly as more practitioners understand
what is at stake and embrace the transformation.
We are already beginning to see profound
improvements occurring in some companies, but
change is not yet wide spread. We are yet early
on this transformation journey. Those who embrace
change and are innovative will be the most
successful.
Dana K. Deke Smith, FAIA
Executive Director
buildingSMART alliance
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buildingSMART and buildingSMART ME
buildingSMART
B
uildingSMART is a not for proft
international organisation
managed by its members,
representing businesses across the
whole spectrum of construction.
buildingSMART is delivered via
regional alliances, also known as
chapters, each representing a
country or a group of countries.
Every alliance promotes
interoperability. Interoperability
is the dynamic and seamless
exchange of information, from
design through to facilities
management. Building Information
Modelling (BIM) is the process,
Industry Foundation Class (IFC) is the
interoperable technology.
buildingSMART International
buildingSMART International is
the governing body responsible
for maintaining diligent global
operations. It develops and
implements international standards
to address the need for seamless
interoperability between the
numerous technologies currently
used in the construction industry.
The primary benefts of these
standards are reduction in costs,
delivery time and a positive
environmental impact, as well
as improving communication,
productivity and quality. It enables
the building industry to take more
and better decisions earlier in the life
cycle of a built facility.
buildingSMART ensures that
construction industry professionals
are knowledgeable about a
built facility before it is built and
throughout its entire life cycle,
quickly, reliably and effciently.
buildingSMART does not generate
profts to satisfy shareholders, there
are none. However, to deliver
its operations, programmes and
support the development of
interoperability technology and
standards, it does incur costs.
Operations are mainly funded
by membership subscriptions
and sponsorships (event/project/
programme specifc or by
donations).
Organisations also support by giving
beneft in kind, for example, by
providing people, technologies or
facilities.
buildingSMART ME is the regional
alliance covering the Middle East,
North Africa and India. Launched
in 2009, it is now well established,
with a growing membership.
buildingSMART MEs success would
not have been possible without the
efforts of its members.
Objectives of buildingSMART ME
The overall long term objectives and
vision of buildingSMART ME mirror
those of buildingSMART International
that is: Adoption of buildingSMART
as the standard method world-wide
for smart, sustainable construction
throughout the entire life cycle of
a facility. In the short to medium
term there are a number of focused
objectives:
Surveying the Construction Sector
- fnding out how widespread the
use of BIM is and what the level of
understanding of BIM is in the region.
Raising Awareness - of
buildingSMART and in particular
BIM.
Showing Direction as a neutral
body, guiding businesses through
necessary change.
Involving Businesses success
is dependent on the support of
key stakeholders - government,
academia, owner/developer,
contractors and consultants.
Gaining Commitment - for
buildingSMART ME to succeed
requires belief and determination
that it can make a difference.
Providing Education ensuring
that training is available to meet
skills needs.
Developing Standards
appropriate to regional needs.
Providing a Support Mechanism
for Implementation BIM Support
Bureau
buildingSMART ME does not just
promote interoperability, it can also
help businesses with implementation.
It does this via accredited training
programmes and the pioneering BIM
Support Bureau
12
. The BSB bridges
the gap between theory and
practice. It enables businesses to
beneft from interoperable process
and technology from the outset.
IFC
The Industry Foundation Classes
data model is a neutral and open
specifcation that is not controlled
by a single vendor or group of
vendors. It is an object oriented
fle format with a data model
developed by buildingSMART
to facilitate interoperability in
the building industry, and is a
commonly used format of BIM.
BUILDINGSMART - MISSION
buildingSMARTs mission is
to bring about coordinated
change to improve productivity,
effciency and sustainability in
the construction and facilities
management industry.
It will do this by promoting,
adapting and improving open
standards for interoperability in
the global building and facilities
management industry.
buildingSMART services a global
network of customers and
suppliers who are keen to become
more innovative and to work more
smartly and sustainably.
IFD
International Framework for
Dictionaries (IFD) in its simplest form
is a mechanism that allows for
creation of multilingual dictionaries
or ontologies. IFD Library is one
of the core components of the
buildingSMART technology.
IDM
The Information Delivery Manual
captures (and progressively
integrates) business process
whilst at the same time providing
detailed specifcations of the
information that a user fulflling
a particular role would need
to provide at a particular point
within a project.
12 For further details refer to page 57.
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BIM Journal
F
or the construction industry at large Building
Information Modelling may appear to be a
recent development; seemingly untested
and unknown. The truth is, however, that BIM,
under one name or another, has been innovated,
implemented, and continuously developed over the
past three decades. Experts in Building Information
Modelling are spread across the globe, and we are
now witnessing the emergence of BIM projects of all
types and sizes, in all parts of the world.
Building Information Modelling covers a broad
scope, with applications in design, analysis,
coordination, cost estimation, construction planning,
digital fabrication, operation and so much more.
BIM practitioners are breaking new ground in many
areas. The developments are often encouraging,
and always fascinating.
BIM Journal is a monthly online publication that
draws on the experts to demystify BIM and present
it as a necessary and integral part of the design,
construction and operation process.
BIM Journal presents a global perspective with
a regional focus. It seeks to deliver information
that is unbiased, current and relevant to industry
professionals in the Middle East. The journal covers
emerging trends, new developments and showcases
exemplar projects from around the world.
Established in February 2009, BIM Journal has a
readership base of 1000, and has over 7000 visited
pages per month. The journal is considered to
be an authoritative BIM resource. Themes have
included Basic BIM Concepts, Green Construction,
Integrated Project Delivery, BIM Based Quantity
Surveying, Contracts, Interoperability and Training
& Certifcation. All issues are freely available on the
website.
The website is now expanding its functions to become
a hub of information exchange for the Middle East
BIM movement. The BIM Hub will form a portal of
industry information including opinion posts, discussion
forums and an Ask an Expert sections - where
BIM users can post their queries. As a BIM bulletin
board for the industry, the site will display important
announcements, upcoming BIM-related tenders,
awarded projects, recent appointments and positions
available.
BIM Journal has an open call for articles and case
studies. More information can be requested by email
info@bimjournal.com.
BIM Journal is an essential resource for BIM
projects and a recommended read for those
involved with all aspects of BIM including clients,
governments, project managers, surveyors, design
teams, contractors, supply chain members and
those operating buildings. BIM Journal concisely
summarizes aspects of BIM theory, technology,
process and integration. Early issues of BIM Journal
include introductions to BIM, later issues include
actual case studies which are informative and
inspiring. I look forward to reading future issues and
returning to earlier issues as a valuable source of
BIM reference.
Miles Walker, Corporate BIM Coordinator, Design
Division, KEO International Consultants Kuwait
The BIM Journal ME provides a venue for
educating people to the opportunities, benefts,
and sometimes the limitations of Building
Information Modeling. It also provides case studies
showing new best practices in this fast growing
feld. The Middle East is a unique place where
advanced construction methods and projects are
being undertaken with high quality materials and
standards. I would like to see the BIM Journal also
showing best practice in BIM from the ME to the
world.
Charles Eastman, Professor, Colleges of Architecture
and Computing and Director, Digital Building
Laboratory, Georgia Institute of Technology
The BIM Journal is a vehicle that is used to

develop and highlight the extensive and indisputable
opportunities presented by BIM in our industry.
It is the medium by which we inform and enhance
the knowledge of our members and disseminate
the awareness of BIM capabilities throughout our
industry. This journal is structured to cater for the
various needs of knowledge from management
through to expert, intermediate and basic
users. The BIMJournal is the showcase of our
buildingSMART ME organization and the cement
that bonds the members together.
Gerard Couturier, Branch Director,
Oger International Abu Dhabi
www.bimjournal.com
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B
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Following its launch in November 2009,

buildingSMART ME needed to get a
better understanding of the Middle East
construction market, in particular relating to
BIM understanding, capability and barriers to
adoption.
The only way to achieve this was to undertake
primary research and hence earlier this year, the
frst Middle East BIM Survey was undertaken by
buildingSMART ME.
The survey fndings will enable buildingSMART
ME to provide pertinent information to decision
makers in both government and industry.
Then working together, a medium to long term
strategy will be developed, to encourage, train,
facilitate and measure BIM implementation.
In the future, further BIM surveys will be
undertaken to measure progress and to refne
strategy.
T
he principal raison dtre of buildingSMART
ME is to provide support for the Middle East
construction sector as it moves forward with
the adoption of Building Information Modelling.
Bringing a new brand to a market is never easy
and establishing buildingSMART ME was no
exception. Fortunately buildingSMART though
unfamiliar in the region, is well regarded globally,
which eased the process.
It now seems almost impossible that back in
early 2009 few people in the region had even
heard of buildingSMART, with even less knowing
what the organisation was about.
buildingSMART ME is now frmly established in
the minds of most senior operatives involved
in construction. This has been achieved by
the combined efforts of the buildingSMART ME
founding team and its members. buildingSMART
ME has also actively been promoting BIM,
OpenBIM and the innovative buildingSMART ME
business process.
buildingSMART ME works with all construction
professionals, including governments, owners,
contractors, vendors, consultants and
academia. In order to advance BIM within the
region, buildingSMART ME is partnering with
members to develop a supportive structure
that will include advisory services, training/
certifcation programmes and international
standards, adapted to meet regional
requirements.
buildingSMART ME thanks its sponsors, without
whom the survey would not have been possible.
Rationale for the BIM Survey
BIM Survey
Better
Understanding
of BIM in the
Region
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Company Types
Survey participants were invited
from all sectors of the industry
including Owners, Operators,
Governments, Contractors,
Consultants and Suppliers.
Overall there was strong industry
coverage, and many of the
respondents identifed themselves
as serving multiple industry sectors.
The highest areas of respondent
activity were consulting (43%)
and contracting (36%) services.
Suppliers, Developers and Owners
each accounted for between
8-10% of the total respondent
activities.
This is a fair breakdown of the
market as fas as BIM usage is
concerned as Consultants and
Contractor are typically the most
active BIM users (based on other
regional studies).
Survey Findings
Raymond Issa Ph.D., J.D., P.E., F.ASCE
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The 2010 Middle East Building
Information Modelling Market
Survey was undertaken by
buildingSMART ME to assist in
the planning and development
of BIM programmes and
infrastructure across the region.
The survey fndings provide unique
insight into the current state of
BIM usage, as well as providing
valuable indicators of how the
industry can prepare for and
facilitate increased BIM activity.
The survey fndings are presented
in the following sections.
Survey Respondents
An outline of the survey coverage
by region and respondent
demographic.
Breakdown of the industry
coverage by company type and
size.
BIM Adoption and Usage
BIM users within the region, and
comparisons to other international
markets.
Usage by company type. Level of
BIM experience.
BIM Awareness
Most recognised benefts of BIM to
users and non-users.
Comparison of users to non-users
as technology adopters
Drivers and Obstacles
Most identifed drivers and
obstacles to the adoption of BIM.
Assessment of market perceptions
towards BIM.
BIM Skills and Training
Assessment of the type and
extent of training undertaken by
current BIM users.
Identifed areas for improvement.
Sustainability
Relationship of BIM and sustainability
Adoption of sustainability practices
for users and non-users.
Conclusions
Summary of key fndings from the
survey.
Indications towards supporting
increased and enhanced BIM
activity in the region.
Methodology
Explanation of the methodology
for data collection, analysis and
presentation.
Overview of respondent
participation.
Areas of Operation
The survey sought an even
distribution of respondents from
across the region. Most respondents
indicated operations in multiple
locations within the
GCC and Jordan. There was
a noticeable concentration of
respondents operating in the UAE
(77%), Saudi Arabia, (41%) and
Qatar, (35%), with Oman, Bahrain,
Kuwait, being 22%, 19% and 18%
respectively. Jordan had the lowest
representation, accounting for only
7% of respondents. This distribution
is largely proportionate to the areas
of high construction activity (ie. with
increased activity in the UAE, Saudi
and Qatar) and can therefore be
considered a reasonable refection
of the market.
Introduction
Survey Respondents
Gulf Cooperation Council (GCC) is a
political and economic union involving
the six Arab states of the Persian Gulf;
Saudi Arabia, Kuwait, Bahrain, Qatar,
the United Arab Emirates and Oman.
RESPONDENTS AREAS OF OPERATION
77% 41% 35% 22% 19% 18% 7%
UAE KSA Qatar Oman Bahrain Kuwait Jordan
REGIONAL COVERAGE
RESPONDENT BY COMPANY TYPE
%
43
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Contractor
Consultant
FM Government
Owner
Developer
Supplier
Other
3
4
36
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9
Operations: an underutilised
market sector
Owners and Facilities Managers,
accounting for 8% and 3% of
respondents respectively, have the
greatest area of infuence in, and
beneft from, the BIM process, and
should be encouraged to take a
leading role in BIM activities.
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13 McGraw Hill Construction Smart Market Reports: Building Information Modeling
(BIM): Transforming Design and Construction to Achieve Greater Industry Productiv-
ity,2008; and The Business Value of BIM in Europe: Getting Building Information
Modeling to the Bottom Line in the United Kingdom, France and Germany, 2010.
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Consultant and Contractor Type
As a further breakdown of
respondent profle, the survey
identifed key service areas for both
consultants and contractors. The
best represented consultant services
were Consulting Engineering (66%),
Project Management Services,
(44%), and Architectural Services
(42%). Construction Management
(26%) and Cost Consulting (15%)
were also well represented.
Of the Contractor respondents,
51% were engaged in general
contracting for buildings, 42% were
engaged in structural contracting,
and 32% were engaged in general
contracting for infrastructure. MEP
contracting was offered by 28%
of the Contractor respondents,
and erection contracting services
offered by just 11%.
Company Size
Survey responses were received
by companies of all sizes, however
there was a predominance of large
to very large sized companies.
Fifty-six per cent of the respondent
companies had 200 or more
employees. Although this may seem
disproportionate on a global scale,
it is fairly representative of regional
operations.
BIM usage in the GCC region and
Jordon is moderate, however
the level of competency is basic
compared to other leading
markets. Around 25% of respondent
frms indicated that they used
BIM in their operations. BIM usage
in Western Europe and the US
and is estimated at 36% and 49%
respectively
13
. Most signifcantly,
BIM usage was typically confned
to the most basic functionalities,
suggesting an industry that is to
some extent inexperienced in the
application of Building Information
Modelling.
BIM Adoption and Usage
GC - Buildings 51%
Structural 42%
GC - Infrastructure 32%
MEP 28%
Erectors 11%
CONSULTANT TYPE
CONTRACTOR BY DISCIPLINE
Engineer 66%
PM 44%
Architect 42%
CM 26%
Cost 15%
RESPONDENT COMPANY SIZE
%
29
22
Large
Very Large
Small
Medium
22
27
25%
GCC & Jordan
36%
Western Europe
49%
United States
BIM USAGE COMPARISON
Number of users as percentage of industry
Company sizes defnitions vary from
country to country. For the purposes
of this survey company size was
defned as:
1-49 employees - Small
50-199 employees - Medium
200-999 employees - Large
1000+ employees - Very Large
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Industry Penetration
Of the initial survey respondents,
21% were not familiar with Building
Information Modelling and were
unable to complete the full survey
14
.
Fifty-four per cent identifed
themselves as non-BIM users
(although in some cases they had
BIM exposure and even training) and
just 25% were self-defned BIM users.
BIM Competency
Despite having moderate
penetration, the level of BIM
competency in the region is
quite low. Face to face interviews
conducted as part of the survey
process indicated that most frms
engaged with BIM were at a
beginner level, typically deploying
BIM for visualisation, 3D coordination
and 2D drawing extraction. The
majority of organisations had
not established strategic plans
or execution processes, and
consequently were ill-equipped
when it came to deploying more
advanced BIM processes.
User Profle
Consultant and Contractors
accounted for the highest number
of BIM users, around two-thirds
of all user respondents, however
they were not the highest by
percentage. Within their own
sector, Developers recorded the
highest percentage of BIM users
(40% of all developer respondents).
14 The initial number of applicable respondents was 347, however as 74 (21%) of these
were unable to complete the survey, the core findings are based on the remaining 273
respondents. This approach is discussed further in the methodology.
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BIM USAGE BY COMPANY TYPE

39
23
35
40
42
17
44
7
61
77
65
60
58
83
56
93
Consultants
Contractors
Others
Devel opers
Gov.
Owners
Facility Mgr
Suppliers
Yes%
No%
%
21
Non-users
BIM unknown BIM Users
25
54
BIM USAGE IN GCC & JORDAN
Developers Lead BIM Adoption
Forty per cent of Developer
respondents are using BIM, the
highest percentage by any
company type. Developers,
Project Managers and Owners
are increasingly demanding
BIM processes on their projects.
This is in part infuenced
by the high usage among
Design Architects and Lead
Consultants, often operating
from the US or Europe, where
BIM is a more established
processes in project design.
BIM COMPETENCY DEFINITION
BIM competency can be diffcult to measure and is typically refective of multiple
factors, such as type of functionalities deployed, and the profciency and complexity
with which they are carried out. For the purposes of this survey BIM competency was
measured by functionality, as indicated in the table below.
Beginner
- Visualisation
- 3D Coordination
- 2D Drawing extraction
- Scheduling & BoQs
- Cost Estimation
- Construction Planning
- Performance Analysis
- Construction Management
- Facilities Management
Competency Level Example BIM Functions
Intermediate
Advanced
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Experience of BIM Users
A signifcant proportion of BIM user
respondents (40%) had deployed
BIM on fve or more projects,
indicating a healthy level of BIM
experience. There was still a large
number of companies in the
testing phase, with 13% of BIM-User
respondents having deployed BIM
on a single project, and 19% having
only undertaken pilot projects.
By company type, Consultants
had deployed BIM with the highest
frequency, with 58% of Consultants
that had used BIM doing so on fve
or more projects. Contractors were
the next most experienced BIM
users, with 32% having deployed
BIM on fve or more projects, and
49% having deployed BIM on two-
to-four projects.
BIM Usage by Company Size
BIM usage is highest among
medium to large sized companies.
Of the respondents that used BIM,
56% were from large to very large
sized companies (with 200 or more
employees).
The remaining 44% of user
respondents were evenly split
between medium (50-199
employees) and small (1-
49 employees) companies.
The predominance of large
organisations can be partly
attributed to the fact that
construction companies in the
regional are typically of a larger
size, compared to elsewhere in
the world. However it may also be
suggestive that large organisations
more readily adopt new
technologies.
CONTRACTOR BIM EXPERIENCE
3%
15%
49%
32%
pilot projects
1 project
2-4 projects
>5 projects
CONSULTANT BIM EXPERIENCE
3%
17%
22%
58%
pilot projects
1 project
2-4 projects
>5 projects
BIM USAGE BY COMPANY SIZE
%
25
22
Large
Very Large
Small
Medium
22
31
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BIM USER EXPERIENCE
Only for
pilot projects
19%
13%
23%
40%
1 project
2-4 projects
>5 projects
Consultant Expert Users
Consultants are the most
experienced BIM users,
according to the survey
fndings. Thirty-nine per cent of
Consultant respondents were
BIM users, and of these, 58%
had undertaken 5 or more BIM
projects
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BIM Awareness
There is strong awareness in the region
of BIM and its value to the construction
industry. Seventy-nine per cent of the
initial survey respondents indicated
awareness of and/or exposure to
Building Information Modelling. Within
the BIM users respondents there was
strong recognition of the real value of
BIM, with reduction in design errors
(66%), improved quality control
(64%) and improved productivity
(64%) being the most agreed upon
benefts. This level of recognition was
fairly consistent across all company
types, indicating general agreement
on the perceived benefts of BIM by all
respondents.
BENEFITS TO BIM USERS
Others
Increased ROI
Improved si te l ogi stcs and
Fewer RFIs
Reducton in waste materials
Reducton in costs
Reducton in wasted tme
Less rework
Improved communicaton
Reducton in detailing errors
Improved quantty take-os
Improved quality control
Improved Productvity
Reducton in design errors
21%
26%
29%
33%
34%
34%
43%
48%
48%
52%
53%
64%
64%
66%
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PERCIEVED BENEFITS TO NON-USERS
12%
13%
22%
30%
30%
31%
32%
33%
36%
38%
38%
40%
44%
47%
47%
Others
Increased ROI
Improved site logistcs and equipment planning2
Improved quantty take-os
Reducton in waste & materials
Fewer RFIs
Less rework
Reducton in costs
Improved communicaton
Reducton in detailing errors
Improved quality control
Reducton in waste & tme
Reducton in design errors
Easier coordinaton of project personnel
Improved productvity
Perceived Benefts to Non-Users
The perceived benefts to non-users
were largely consistent with those
of the BIM users, however with less
certainty. The top four perceived
benefts were improved productivity
(47%), easier coordination (47%)
reduction in design errors (44%) and
reduction in waste and time (40%).
Interestingly, among the least
recognised benefts for users and
non-users alike are reduction in cost,
fewer RFIs and increased ROI.
Typically these latter benefts are
realised by more experienced
BIM users. In the United States, for
example, 63% of BIM users reported
a positive perceived return on their
overall investment in BIM
16
. In Western
European the percentage was 74%
of BIM users.
17
Findings in the US further reported
a dramatic contrast between the
perceptions of expert and beginner
users. Eighty-two percent of expert
users in the US recorded a positive
impact of BIM on the companys
practices, compared to just 20% of
beginners.
The fndings of this survey are
therefore consistent with the
perceptions of a less mature market,
and further suggest that although
the region appears optimistic about
the value of BIM, many are not yet
convinced of the correlation to direct
fnancial return.
Informed but Inexperienced
In regards to perceived benefts, the Middle East fndings are largely
aligned with responses from more mature markets, such as Western
Europe and the US.
15
Although the level of BIM operation in the region
may be low, there is a good understanding of the real value of BIM -
promising a strong base from which to progress future capabilities
15 McGraw Hill Construction Smart Market Reports: Building Information Modeling
(BIM): Transforming Design and Construction to Achieve Greater Industry Productivity,
2008; and The Business Value of BIM in Europe: Getting Building Information Modeling
to the Bottom Line in the United Kingdom, France and Germany, 2010.
16 McGraw Hill Construction Smart Market Report Building Information Modeling
(BIM): Transforming Design and Construction to Achieve Greater Industry
Productivity, 2008.
17 McGraw Hill Construction Smart Market Report The Business Value of BIM in
Europe: Getting Building Information Modeling to the Bottom Line in the United
Kingdom, France and Germany, 2010.
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Leaders & Laggards
is more likely to be adopted by
forwarding thinking and innovative
organisations. Ninety-three per
cent of BIM user respondents
classifed their organisations as
Early Majority, Early Adopters
or Innovators in reference to
adopting new technologies. This
is in notable contrast to the non
BIM user respondents frm, 35% of
whom classifed themselves as Late
Adopters or Laggards.
Drivers and Obstacles
Mandating BIM on projects
is the strongest driver of BIM
adoption. Fifty-nine per cent of the
respondents, across all categories,
agreed that if BIM were mandated
on projects they would be more
likely to use BIM. Other perceived
drivers were availability of industry
standards (57%) and availability of
skilled professionals (56%).
Why do companies not use BIM?
Of the non-users, 62% cited Not
having been asked as a reason
by for not using BIM. The two next
most frequently cited reasons
were dont know anyone who
uses BIM (43%) and Interested in
BIM, but dont know how (41%).
These responses indicate a certain
amount of apathy in the market,
and a reliance on industry leaders
to drive the transition to BIM.
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BIM DRIVERS ACCORDING TO ALL RESPONDENTS
10%
28%
30%
32%
38%
56%
57%
59%
Other
Accreditaton process
Availability of accredited trainers
Facility to incorporate sustainability
requirements
Buy-in from all trades
Availability of skilled professionals
Availability of i ndustry Standards
Mandated for project
REASONS FOR NOT USING BIM
13%
15%
16%
17%
19%
23%
27%
41%
43%
62%
It seems complicated
Unable to locateappropriate expertse
Not able to identfy any benet
Are testng BIM internally,
but not yet used it on l ive project
It is too expensive
Other (please specify)
Interested in using BIM and
plan to start using it soon
Interested in using BIM,
but don't know where to start
Don't know anyone who uses BIM
Have not been asked to use BIM
NON-USERS AS TECHNOLOGY ADOPTERS
Innovators
Early
adopters
Early
majority
Late
adopters
Laggard
14%
19%
32%
28%
7%
BIM USERS AS TECHNOLOGY ADOPTERS
Innovators
Early
adopters Early majority
Late adopters
Laggard
40%
29%
24%
7%
0%
Push for BIM
Much of the industry appears to be waiting for a tipping point to nudge them into BIM operation. A
signifcant 62% of non-BIM user respondents identifed having not been asked to as a reason why their
company had not adopted BIM. This relates to the 59% of respondents (including BIM-users) who agreed that
mandating projects would make their company more likely to use BIM in the future.
If the industry is serious about BIM adoption, the push must come from top down. Governments, regulatory
bodies and policy-makers can accelerate the adoption of BIM by establishing BIM requirements in tender
and prequalifcation documents, and possibly even as part of planning approval, as has been done in the
US and Singapore .
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BIM Obstacles
The main perceived obstacles to the
adoption of BIM for users and non-
users alike were availability
of skilled staff (51%), cost
of software (48%), cost of
implementation (34%) and availability
of training (34%). This was consistent
across all organisation types.
Costs issues are predictable
concerns for companies seeking to
deploy new processes and
technologies, and will only be
overcome if an organisation
recognises the return on investment
either in terms of increased
productivity or added value. As
indicated previously, ROI was not a
widely recognised beneft of BIM.
Availability of skilled staff and
availability of training is of concern,
but are to be expected in an
emerging BIM market. These issues
link directly to the drivers identifed
earlier, where 56% of respondents
said availability of skilled
professionals would make them
more likely to use BIM in the future.
BIM Skills and Training
The survey highlighted a lack of
professionally trained BIM users.
Forty-six per cent of respondents
indicated that they had some sort
of BIM training, however of these,
the largest group was selftaught
(46%). Thirty-one per cent indicated
that they were put through training
by their company, and only 23%
had training from a college or
reseller.
This low level of formal training
correlates to the general lack of BIM
expertise and competency in the
region. Organisations intending to
achieve more complex BIM process
in the future would need to invest in
accredited training and
implementation programmes.
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MAIN OBSTACLES TO THE ADOPTION OF BIM
9%
9%
15%
18%
18%
25%
25%
28%
30%
34%
34%
48%
51%
BIM has not been proven
Compettors don't use BIM
Aordability
Other
Lack of buy-in from other trades
Cost of hardware upgrades
Disrupton to current process
Availability of standards
Senior management buy-in
Availability of training
Cost of Implementaton
Cost of sofware
Availability of skilled sta
RESPONDENT TRAINING
%
46
company-trained
self-taught reseller-trained
institute-trained
14
9
31
Providing BIM infrastructure
Mandating BIM projects will not by itself elevate the industry to more
advanced levels of operation. There is a demand for the right BIM
infrastructure to be in place.
Industry standards together with recognised training and certifcation
programmes can provide signifcant support to BIM implementation
and deployment. As the region is behind in BIM adoption and
seemingly eager to deploy BIM with great immediacy on complex and
large scale projects, there is an even greater requirement for industry
guidance and regulation.
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Respondents that were formally
trained were more likely to be BIM
users. Less than half (45%) of
self-taught respondents
considered themselves regular BIM
users, compared to nearly three-
quarters (70%) of formally trained
respondents.
Self-training is typically focussed
on the operation of specifc tools.
BIM, however, is fundamentally a
process, and demands expertise
in both the technology and the
strategies of deployment. This
approach can really only be
addressed in customised training
and implementation programmes.
Sustainability
Sustainability is more strongly
associated with BIM users than non-
BIM users. Over three-quarters
(81%) of BIM users indicated that
they had implemented, or were
in the process of implementing,
sustainability within their
organisation, while 62% of non BIM
respondents indicated the same.
By company type, consultant
respondents were the most
progressive in implementing
sustainability policies (48%),
followed by developers (45%)
and contractors (35%). This is
consistent with other markets,
where consultants are leading
the push towards sustainability.
The high number of Contractors
and Developers indicates that the
Middle East construction industry
is already embracing this change.
As BIM is further integrated into
operations, one would hope to see
sustainable practices being
increasingly adopted by Owners
and Facilities Managers.
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IMPLEMENTING SUSTAINABILITY POLICIES COMPANY TYPE
Government
Owner
Devel oper
Contractors
Consultants
FM
Suppliers
Others
YES
NO
IN THE PROCESS OF
27%
32%
45%
35%
48%
30%
21%
24%
45%
53%
30%
33%
27%
20%
32%
50%
27%
16%
25%
33%
25%
50%
47%
26%
IMPLEMENTING SUSTAINABILITY POLICIES BIM USERS AND NON-USERS
51%
32%
19%
38%
30%
30%
BIM User
Non-Bim user
YES
NO
In the process
TYPE OF TRAINING - BIM USERS AND NON-USERS
reseller-trained
insttute-trained
company-trained
self-taught
Percentage of total trained BIM User
Percentage of total trained Not BIM
User
10%
4%
8%
25%
21%
5%
23%
4%
BIM and Sustainability
Increasingly, those involved with sustainable design and construction are fnding that Building Information
Modelling is making green outcomes more achievable. BIM supports sustainable developments in design -
through BIM integrated energy analysis and other performance assessments construction - through developing
lean construction methodologies and helping to reduce wastage and operation - through utilising BIM content
for facilities management activities, such as maintenance scheduling and equipment inventories.
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Survey Conclusions
The region is behind in adoption of
BIM as compared to the USA and
Western European construction
industries. However there is a good
interest and awareness in the region
to learn and adopt BIM. This interest
and awareness is hampered by the
lack of proper information, training,
accreditation and support from
developers and governments. In
the USA, for example, the Federal
government has mandated BIM on
all its buildings and it is also in the
process of developing BIM for its
existing buildings.
Governments in the region need to
encourage the industry to adapt
BIM by making it mandatory on their
projects so that they can beneft
from the global BIM revolution.
Governments as lifelong owners
of their buildings stand to beneft
the most from BIM as a Facilities
Management tool through the
lifecycle of their building
The survey results have also
indicated that the industry
perceives that there are very
signifcant benefts derived
from using the BIM process. The
perceived benefts are consistent
with the realised benefts of more
experienced users in, for example,
Western Europe
18
. Indeed, market
leaders in the region have already
used, or are using, BIM in their
major projects, while mid to small
companies are lagging behind due
to lack of guidance.
The level of BIM competency is also
lagging, with the majority of users
only engaging the most basic
operations. The industry must seek
to raise general capabilities through
the implementation of standards,
and regulated training and
certifcation programmes.
With a high level of Owner and
Contractor involvement in the
region, one would expect to
see a future emphasis on more
rewarding BIM applications, such as
in Construction Management and
Facility Operations.
One of the most frequently cited
reasons for not adapting BIM is the
lack of available skilled BIM
resources. Educational institutions
should be encouraged to be at the
forefront of the process to meet this
need by revamping their curricula
and integrating BIM across the
construction disciplines.
Survey Methodology
The buildingSMART Middle East BIM
Survey was undertaken to assess
the understanding, perceptions
and usage patterns of BIM software
among knowledgeable users in key
player segments. 347 applicable
responses were received between
21st April and 15th August 2010. Of
these, 74 respondents were unable
to fully complete the survey due to
a lack of knowledge and
understanding of the concepts of
Building Information Modelling.
This initial fgure of 347 is included
only to refect the number of
BIM Users compared to non-user
respondents. All other areas of the
survey fndings are based on the
273 completed responses, and are
thus refective of the perceptions
of individuals who are, to some
extent, knowledgeable of Building
Information Modelling.
The survey scope area was
restricted to respondents operating
in Jordon and the Gulf Cooperation
Council (GCC) countries of Saudi
Arabia, Kuwait, Bahrain, Qatar, the
United Arab Emirates and Oman.
It should be noted that in many
cases the survey allowed for
respondents to select multiple
responses. This is true of region
of operation as well as business
type. For these reason, the 273
respondents are considered
representative of 117 consultants, 97
contractors, 27 suppliers, 25
developers, 23 owners, 12
government employees, 9 facility
managers and 52 respondents who
classifed themselves as Other.
A total of fgure of 362.
Among the 97 respondents who
identifed themselves as contractors,
49 (51%) were engaged in
commercial general contracting,
49 (51%) were engaged in industrial
general contracting, 41 (42%)
were engaged in structural
contracting, 31 (32%) were
engaged in infrastructure general
contracting, 27 (28%) were
engaged in MEP contracting and
11 (11%) were erection contractors.
Out the 117 consultants responding
to the survey, 77 (66%) provided
consulting engineering services,
51 (54%) provided architecture
services, 49 (42%) provided
project management services,
30 (26%) provided construction
management services, and 18
(15%) provided cost consulting
services.
The sampling size and techniques
used in this study conform to
accepted industry research
standards expected to produce
results with high degree of
confdence and low margin of error.
The total sample size (273) used
in this study benchmarks at a 95%
confdence interval with a margin of
error of less than 5%.
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18 McGraw Hill Construction Smart Market Report The Business Value of BIM in Europe:
Getting Building Information Modeling to the Bottom Line in the United Kingdom, France
and Germany, 2010.
The industry must seek to
raise general capabilities
Governments in the region
need to encourage the
industry to adapt BIM
Educational institutions
should be encouraged to be at
the forefront
The region is behind in the
adoption of BIM
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Expert Commentary
Stephen A Jones
Senior Director
McGraw-Hill Construction
T
he current state of BIM adoption
and implementation in the
Middle East is reminiscent of
the status in North America in 2007,
when McGraw-Hill conducted
its frst research into the topic.
Similarities include:
The leading role of Consultants
in adopting BIM
Most users were not measuring
ROI
Most users had not developed
strategic plans or formal
execution processes for how
to implement BIM in their
companies
Larger companies were the
most common users
Not Being Asked is the
leading reason for non-Users
Some of the key differences
between the research in the US and
this Middle East study include:
The strong percentage (40%)
of Developers that have been
identifed as BIM users in the
Middle East. Although it is
thought that Owners of all kinds
will be the ultimate drivers of
BIM adoption in their markets,
the McGraw-Hill 2007 study
showed very little adoption by
owners.
Top BIM benefts in the Middle
East are identifed as Reduction
in Design Errors and Improved
Productivity, whereas in
the North American study,
Reduced Conficts During
Construction and Improved
Collective Understanding of
Design Intent garnered the
most votes.
Looking to the future, McGraw-Hill
has developed the forecast below
for BIM adoption and implementation
in North America. The 2007, 2009
and forecasted 2011 fgures are
derived from the BIM SmartMarket
Report surveys. The 2014 estimate
was extrapolated by extending the
adoption and implementation rates
to their logical levels.

It is reasonable to expect that the
BIM adoption and implementation
in the Middle East will follow this
general trend, perhaps lagging by 2-3
years, but certainly growing steadily
especially as other areas of the global
economy (Asia, Latin America, Europe,
India) adopt in parallel. Improving the
process of delivering capital facilities
is a high priority for everyone in our
industry. As BIM success stories multiply
and are shared across the world, we
will move forward together.
Organisations that
recognise market trends
and are open to the
integration of new
technology in their business
process, are likely to
succeed and become
leaders in their feld. I
believe this report will
assist in further establishing
the BIM culture within the
MENA region.

Laurie Voyer, CEO &
Managing Director
One of the key problems
we face as an industry is
to source the skills required
to deploy BIM successfully.
buildingSMART ME is
taking the initiative with
the current workforce.
However, to meet skills
requirements in the longer
term academia must
provide the core curricula,
so that new entrants in
the workforce have the
necessary skills.
Dr. Imad Al Jamal, Vice
Chairman
UAE Contractors Association
If we are seriously looking
to increase the usage of
BIM in the market, we need
to know the current status
and the things that prevent
take up. This survey is the
starting point and from
here industry can grow
its understanding of the
challenges and develop
meaningful programmes to
address them.

Cheng Tai Fatt, Director
Corporate Development
Division
Building & Construction
Authority
INDUSTRY
COMMENTARY
BIM is a term that
is increasingly being
used in the region but
often without a real
understanding of what it
means. Building SMART
ME are raising awareness,
which is exactly what is
needed.
Ramesh Tolani, Managing
Director
Al Rashid Investments
ADOPTION
(% of Users doing some
amount projects with BIM)
IMPLEMENTATION
(Average % of Users projects
being done in BIM)
PENETRATION
(% of total projects
involving BIM)
2007
(SmartMarket
Report fndings
and estimate)
2009
(SmartMarket
Report fndings)
2011
(SmartMarket re-
spondent forecast)
2014
(Estimate)
28%
10%
<3%
48%
35%
17%
70%
55%
38%
80%
90%
72%
Construction sequence of Solar Tower - Jeddah, Saudi Arabia MEP services for KACWC Tower - Dammam, Saudi Arabia
Company Profle
Oger International is an internationally recognised
Architecture and Engineering company with integrated
capabilities in Building Information Modelling (BIM).
Drawing on a heritage of 50 years of operation,
including 35 years in the GCC, and with specialist
divisions of Engineering Services, Project Management,
Sustainability, Intelligent Buildings, Building
Management Systems and Building Information
Modelling, Oger International has been involved in
some of the worlds most prestigious construction
projects within both the public and private sectors.
BIM Division
The Oger International BIM Division has several years of
experience in implementing BIM projects around the
world. With profciencies in many of the leading BIM
software, Oger International is actively pioneering BIM
processes and deployment. This is supported by strong
partnerships with BIM-operative subconsultants and
subcontractors.
Areas of expertise
Complex architecture and facade modelling
Structural engineering
MEP design and coordination
Sustainability and green building certifcation
P. O. Box 61576, Abu Dhabi, UAE - Tel. +971 2 635 9777 - Fax +971 2 681 1309 - Email bim@ogeremirates. ae
Of f i ces : UAE Saudi Ar abi a Lebanon I ndi a - Mor occo Phi l i ppi nes Tuni s i a Fr ance
ISO Certifed 9001 (2008) + ISO 14001 (2004) - US Green Building Council - Emirates Green Building Council
Corporate Member
BIM Project Management
- Strategy and process development
- Defining BIM requirements
- Multi-disciplinary coordination
- Managing BIM processes and workflows
- RFI and DCR reporting and tracking
Construction Management
- Site logistics and construction sequencing
- BIM-to-field deployment and supervision
- Onsite verification
- Production of As-Built models
Model Production and Utilisation
- Architecture, Structure and MEP models
- Engineering analysis
- Building performance simulation
- LEED and Estidama certifcation
- Shop drawing production and digital fabrication
- Operation and facilities management
Auditing & Quality Assurance
- Integrity checking of third-party models
- Reviewing structural analyses and MEP system design
- Auditing energy models for green building certifcation
BIM Services
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Market Overview
T
he extensive Middle East and
North Africa region is still home
to one of the most vibrant
construction markets in the world
today. Its landscape has been
transformed by unprecedented
construction activity. Iconic
structures, such as Palm Jumeirah
24
,
Yas Island
25
, the Burj Al Arab
26
, The
Pearl
27
and the Burj Khalifa
28
, have
courted much media attention as
well as the interest of construction
professionals worldwide.
However, the recent global
economic crisis has undoubtedly
impacted on the Middle East and
North Africa. The collapse of oil
prices from a peak of $147 a barrel
in July 2008, to under $40 a barrel
early in 2009 arguably triggered the
slowdown. Since the third quarter
of 2009, prices have stabilised at an
average of around $75 a barrel.
At the latter end of 2008 the
worsening fnancial crisis impacted
severely on the construction sector.
Speculative buyers were thwarted
by the tightening of lending
criteria. Within the region it was
inevitable that Dubais real estate
sector, a key driver of growth
in the boom years, was hit very
hard. High profle collapses and
postponements made headlines
and uncertainty prevailed.
Globally, fnancial markets were
shaken by events relating to
Dubai World. Abu Dhabis rescue
package in December 2009,
restored confdence to some
extent, but undoubtedly the Dubai
World situation has infuenced
investment thinking.
The number of construction projects
awarded in the UAE fell markedly in
2009.
In spite of this, the Middle East
and Africa would seem to have
escaped the worst of the recession.
The chart illustrates how GDP
continued to grow in 2009 and
how the region is forecast to peak
earlier, before converging with
world levels.
Within the region there are of
course variations. Kuwait and
the UAE suffered percentage falls
in GDP in 2009. Qatars growing
liquefed natural gas capacity, kept
GDP growth above 8% even in 2009.
Qatar
30
is the worlds leading LNG
exporter.
Moving Forward
What the recession has reinforced
is the need for the region to work
together for future prosperity. In
construction, many commentators
argue that the worst is now over.
The announcement of new
projects and the sign off of major
developments seems to support
this view. There are major schemes
throughout the region, with Saudi
Arabia emerging as a hot-spot.
Weathering the Recession
In 2008 20%
21
of Abu Dhabis
employed population was
employed in construction.
In the UK
22
and the US
23
, the
comparative fgure is around 7%.
Middle East and North Africa
GDP (current US$)
$1,059,430,000,000
Population, total
330,892,543
GNI
20
per capita, (current US$)
$3,594
UAE CONSTRUCTION PROJECTS AWARDED
2005 2006 2007 2008 2009
50,000
40,000
30,000
20,000
10,000
Source: MEED Projects
CONSTRUCTION PROJECTS AWARDED
SAUDI ARABIA
35,000
30,000
25,000
20,000
15,000
10,000
5,000
2005 2006 2007 2008 2009
Source: MEED Projects
Egypt
Jordan
Kuwait
Qatar
KSA
UAE
2007 2008 2009 2010 2011 2012 2013
30
25
20
15
10
-10
5
0
-5
Source: IMF, World Economic Outlook Database, October 2010
World
2007 2008 2009 2010 2011 2012 2013
Middle East & North Africa G7
8
6
4
2
0
-2
-4
Source: IMF, World Economic Outlook Database, October 2010
In Saudi Arabia, the $27 billion
USD King Abdullah Economic
City
31
in Rabigh. A world class
fully integrated economic city
of 168 million square metres.
Located off the Red Sea north of
Jeddah.
Comprising a modern world-
class Seaport, Industrial District,
Financial Island, Education Zone,
Resorts and Residential Area.
19 http://data.worldbank.org/region/middle-east-and-north-africa 2009
20 Atlas method - http://data.worldbank.org/indicator/NY.GNP.ATLS.CD
21 Source: Statistics Centre Abu Dhabi Department of Planning and Economy
22 www.ons.gov.uk
23 http://www.builderonline.com/construction-trends/construction-industry-employed-11-
million-people-in-2007.aspx
24 http://www.palmjumeirah.ae/about-palm-jumeirah.php
25 http://www.yasisland.ae/en/visiting/welcome-to-yas-island/
26 www.jumeirah.com/en/Hotels-and-Resorts/Destinations/Dubai/Burj-Al-Arab
27 http://www.thepearlqatar.com/
28 www.burjkhalifa.ae
29 OPEC Monthly Oil Market Report October 2010
30 http://www.eia.doe.gov
31 http://www.oecd.org/dataoecd/30/24/38906206.pdf
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32 Janette Jellings Consultancy and Research
33 The Business Value of BIM in Europe 2010 McGraw Hill Construction
34 http://www.building.co.uk/technical/morrell-calls-for-bim-on-public-projects/5006640 article
35 http://www.constructionweekonline.com/projects-911-presidential-palace-in-al-ras al-akhdar/
36 http://www.constructionweekonline.com/projects-993-construction-of-5000-villas-in-
eastern-province/
37 http://www.constructionweekonline.com/projects-770-expansion-of-abu-dhabi-airport-
-midfield-terminal-complex/
38 http://www.constructionweekonline.com/projects-918-la-hoya-bay-development/
39 http://www.constructionweekonline.com/projects-490-the_louvre_abu_dhabi/
Beginning in 2010, Saadiyat
Island Development - The
$1 billion USD, Louvre Abu
Dhabi,
39
with a total built up
area of the museum is 24,000
m2, is part of an agreement
between Abu Dhabi and the
French government. Artwork
from around the world will be
showcased at the museum.
The $680 million USD, La Hoya
Bay
38
Development in Ras Al
Khaimah is already underway.
The development will include 288
apartments. The apartments will
vary in size from 50 to 187 square
metres, all with a splendid view
of the natural scenery.
Construction of 5,000 Villas in
Eastern Province
36
, costing $1.35
billion USD, is set to start in Saudi
Arabia in 2010. The project calls
for construction of 5,000 Villas
and site preparation in Eastern
Province.
Terminal Complex
35
started in
2009. The new terminal complex
will be capable of handling
20 million passengers a year.
The complex will initially have
more than 45 gates, and will
eventually expand to more
than 58 gates to cope with
anticipated growth.
In Abu Dhabi, the $500 million
USD, Presidential Palace
37
in Al-
Ras Al-Akhdar project, is set to
begin in 2010, with completion
in 2015. The Palace will exceed
160,000m2 of built area and will
contain several VIP wings, several
buildings and accommodations
for staff and military. The palace
will be used by the UAE federal
government.
Embracing Change
Nonetheless, things are not the
same. The days of constant, rapidly
rising property prices and disregard
for sustainability have gone. There is
now a need to eliminate waste and
ineffciency, improve productivity
and quality, whilst taking on board
the requirements of new legislation
for eco-friendly construction.
Even before the crisis the regions
governments were promoting
strategies to facilitate economic
progress. These included the Dubai
Strategic Plan 2015 and The Abu
Dhabi Economic Vision 2030.
The future success of the region
and within it, specifc sectors such
as construction, will be facilitated if
action
32
is taken that includes:
Raising competitiveness/
productivity
Improving the effciency of the
labour market
Developing relevant education/
training
Raising skill levels in the current
and future workforce
Introducing new business
processes/technologies
Embracing sustainability
Belief in BIM
Within the construction industry,
(BIM), has been shown to facilitate
reductions in waste and costs
positively impacting on proftability.
However, the path to widespread
adoption is littered with obstacles.
What is important is that key industry
experts believe in BIM. This trust
is reinforced by studies in other
regions. A recent McGraw Hill
33

Construction survey found that
three-quarters of Western European
BIM users (74%) report a positive
perceived return on their overall
investment in BIM, versus 63% of BIM
users in North America.
Getting BIM Mandated
In the region, the use of BIM is
not yet mandated. Making BIM
mandatory is seen to be the way
forward by other countries.
The BIM survey reveals that the
main reason why companies do not
use BIM is that they have not been
asked to do so. Respondents also
indicated that the thing that would
make their company most likely to
use BIM in the future, was if it was
mandated for the project.
BIM is already promoted by
the Singapore Government.
Government Agencies in the United
States such as the GSA (General
Services Administration), the U.S.
Army Corps of Engineers, The United
States Coast Guard, Department of
Veterans Affairs and others along
with several State Governments and
quite a few corporations.
In Norway, the Government
has adopted both BIM and
buildingSMART as its preferred
methodology for federal
construction projects. There is
also an agreement to use open
BIM Standards between GSA,
Danish Enterprise and Construction
Authority (DECA) in Denmark,
Senaatti-Kiinteisist in Finland, and
Statsbygg in Norway.
In October 2010, Paul Morrell
34
,
the [UK] governments chief
construction adviser, [has]
indicated that publically procured
building projects will be required to
adopt BIM.
Mandating openBIM is likely to
happen frst in organisations with
large portfolios of facilities that they
are responsible for from inception.
This is because they have the most
to gain by understanding the cost
of operations for the life of the
facility.
Skills Defcits
This manifests itself in both skills
gaps (lack of skills in existing
workforce) and skills shortages
(problems recruiting suitably
qualifed staff).
These shortfalls are evidenced in the
buildingSMART ME 2010 BIM Survey.
The main obstacle to the adoption
of BIM was the [lack of] availability
of skilled staff.
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Education
The integration of BIM into
education programmes ensures
that in the future new entrants into
the workforce have the required
skills, thus h elping to alleviate skills
shortages.
Globally things are already
happening. For example, in the
UK, the University of Salford
40
is
exploring new avenues via its
THINKlab.
41
In the US Georgia
Institute of Technology
42
has
included BIM as a key part of its
curriculum for several years.
In October 2009, the Computer
Integrated Construction Research
Program of Pennsylvania State
University in the US, offcially
released a BIM Project Execution
Planning Guide
43
. The guide
provides a practical manual that
can be used by project teams for
designing their BIM strategy and
developing a BIM Project Execution
Plan at the early stages of a
project.
In Australia, BIM is an integral
part of many university courses,
including RMIT
44
in Melbourne, the
University of Technology
45
in Sydney
and the University of New South
Wales.
46
Regionally, the American University
in Dubai
47
(AUD), began teaching
BIM in the Autumn of 2009 as a
requirement of its professional
Architecture Programme.
Professor Raymond Issa, of the
University of Florida, ran a BIM
workshop and dinner in October
2010, at the American University
of Sharjah. Key academics
from the American University of
Sharjah, Alhosn University, Zyed
University, Abu Dhabi University
and the American University in
Dubai, together with people from
industry, including government,
project managers, developers and
consultants; discussed ideas on
how to progress the integration of
BIM into educational programmes.
Standards
Needed by everyone involved in
the construction industry to ensure
delivery of consistent and high
quality work.
Training and Certifcation
Providing skills, proving competency
and ensuring consistency.
In terms of BIM training, more survey
respondents taught themselves,
than received formal training from
their companies.
The Role of buildingSMART ME
As an independent, not for
proft membership organisation,
buildingSMART ME is taking positive
steps towards providing a solution
to meet current skills requirements.
These include:
Helping to facilitate a link
between industry and
academia through its membership
programmes. It is also working with
academia to defne a curriculum
that can best serve market needs.
Developing a comprehensive
programme to train and accredit
individuals already working in key
industry disciplines.
Providing a mechanism to deliver
training programmes the BIM
Support Bureau
48
.
buildingSMART ME also provides a
forum for industry experts to meet,
exchange ideas and ultimately, to
drive the industry forward in the 21st
Century.
Realising the Vision
Although the region has not been
immune to the exogenous shocks
caused by global events, recovery
is underway. By implementing BIM
processes and technologies, a more
effcient construction sector is ready
to continue the transformation of
the regions landscape and meet
the vision of its leaders.
40 http://www.sobe.salford.ac.uk/sobe/courses/undergraduate-programmes
41 http://www.thinklab.salford.ac.uk/
42 http://www.gatech.edu/
43 http://www.nibs.org/index.php/bsa/newsevents/news/Entry/bimprojectexecutionplaningguide
44 hhttp://www.rmit.com.au/browse;ID=cv6p4hywtsh21
45 http://www.handbook.uts.edu.au/subjects/details/16212.html
46 http://www.handbook.unsw.edu.au/undergraduate/courses/2010/BENV2421.html
47 http://www.aud.edu/
48 http://www.bsame.org/index.php?option=com_content&view=article&id=89&Itemid=111
49 http://www.architecture.com/Files/RIBAHoldings/PolicyAndInternationalRelations/Policy/
PublicAffairs/RethinkingConstruction.pdf
It is now over a decade since
the publication of Rethinking
Construction
49
- the renowned
report by Sir John Egan.
The report highlighted the amount
of waste in construction, stating
that:
Recent studies in the USA,
Scandinavia and the UK suggest
that:

up to 30% of construction is
rework
labour is used at only 40-60% of
potential effciency
at least 10% of materials are
wasted
The message in the report was
clear, that there was plenty of
scope for improving effciency
and quality, simply by taking
waste out of construction.
Standarts
Education
Training &
Certifcation
SKILLED BIM PROFESSIONALS
Building Smart, Get Real with BIM
The Future of Open Standards Driven Collaboration
change, the cultural shift in how we
collaborate is the challenge.
Creating a greener built
environment cannot be solved
by traditional methods or
tools. It requires collaboration
and communication at an
unprecedented level.
Low Carbon Collaboration
Information and communication
are scarce resources that need to
be harnessed. Conserving fuel is
an obvious sustainable approach
that promotes lower carbon
footprint. Poor communication
and access to that message leads
to wasting physical resources.
Conserving, collaborating and
gathering information wisely is:
Low Carbon Collaboration, which
can improve communication that
can manage scarcity.
Better forecasting, faster iterations,
the ability to see results (good and
bad), more refection time, more
design time, more simulations and
more scenario planning before
any construction begins, all fosters
reduced risk and more value
creation. Scarcity is screaming for
this change now.
This is going to be an interesting
ride. Join us and build smarter.
Support buildingSMART and
demand open standards
exchanges from all solutions.
Kimon Onuma, FAIA
ONUMA, Inc.
BIM Not Just a Faster Horse
B
IM is not just a faster
horse. It is a whole new
animal. To release BIMs full
potential, the dots need to be
connected. New technologies,
changing mindsets, scarcity
of resources and contracting
global economies are aligning
-- creating this collaborative
BIM environment. Those willing
to accept this challenge will be
transforming the building industry
in ways that are exponentially
larger than Henry Fords
contribution to the automotive
industry.
Wide Open BIM
The Internet has changed
everything, including the
building industry. The open
standards of the Internet have
cultivated communities like the
500 million Facebook members
who collaborate in real-time.
Slow-motion collaboration
with static paper or fle-based
exchanges are not the workfow
of the Facebook generation.
Conventional collaborative
processes using BIM are becoming
rapidly antiquated.
Sharing BIM with open standards
based IFC is imperative. In
addition to IFCs, there is a
need for simplifed XML based
exchanges such as BIMxml.org.
We are deluged with building
data. Harnessing and retrieving
data for various consumers is
paramount -- those who need
the whole BIM, and those who
want a subset. These processes
are in practice. BIMxml has
successfully been used in
BIMStorms to share BIM data in
real-time through the web.
If Id asked my customers what
they wanted they would have
said a faster horse.
Henry Ford
buildingSmart is defning a future
simplifed IFC XML that will also
address this immediate need to
collaborate.
Location, Location, Location
BIM, BIM, BIM
Location is everything. Layering
maps with restaurant locations, real-
time weather, real-time airline, bus
and train schedules on a computer
or phone is now commonplace.
What if the building industry took
location functionality and merged
it with BIM? Imagine BIM and
Geographic Information Systems
(GIS) in a simple environment
providing real-time building and GIS
data.
For the most part, BIM today is
mostly focused on the single use
of supporting one building project
at a time. Yet, BIM is overfowing
with information. This information,
web enabled and location driven,
brings collaboration to a new
level. Imagine every element in
a building having an X, Y and
Z location -- while also having
latitude, longitude and altitude
data to properly locate it on the
globe.
BIMStorms - Cloud
Computing BIM
BIMStorms are built on a foundation
of BIM, GIS, cloud computing,
open standards, and real-time
multi-user collaboration. BIMStorm
is proof that a stunning amount
of collaboration and change is
possible today with many tools.
What matters is how data is
exchanged and the process.
Technology is not the barrier to
BIMStorms are web based,
real-time collaboration events
driven by buildingSMART
standards. Thousands have
participated in BIMStorms
using many tools to
communicate and solve the
complex problems of the built
environment.
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BIM Learning Curve
B
uilding Information Modelling
(BIM) is newly emerging in the
Middle East market and we are
poised to see a dramatic increase in
BIM usage as organisations seek to
harness the competitive advantage
and stay ahead of the game. The
implementation of BIM is neither
simple nor straight-forward and the
effect of BIM can penetrate to the
core of business practices prompting
change in the tools deployed, the
skills required and the processes
of operation and delivery. For
many frms the issue becomes one
of managing change more than
developing specifc skill sets.
Studies have been done in
more mature markets, such as
Europe and the US, to identify the
perceived barriers to implementing
BIM, and how these can be
addressed. Among the most
commonly voiced concerns are the
following:
Drop in productivity during the
transition period
Poor Return on Investment
Disrupted workfows
Productivity
The transition to a new technology
or work process is often refected
in a short-term drop in productivity.
A 2003 web survey on BIM cited
an average productivity loss of
25-50% for organisations during the
initial training period of BIM tools
50
.
However the reality is that an initial
slump in effciency is offset by long-
term productivity gains, and with
an effective implementation and
training programme this downtime
can be controlled and minimised.
In the same web survey,
respondents noted that it took an
average of 3-4 months to return to
previous levels of production with
BIM based tools. As BIM processes
and profciencies increased
respondents measured gains in
productivity of over 50% (more than
half respondents) and even up to
100% (close to 20% of respondents).
Return on Investment
Return on Investment (ROI) is an
essential factor in assessing the
impact of adopting new business
practices, but can be diffcult
to track. In 2008 McGraw-Hill
Construction published a survey
report on the usage of Building
Information Modelling in the US
market. The Smart Market Report,
entitled Building Information
Modelling: Transforming Design and
Construction to Achieve Greater
Industry Productivity
51
, reported
that companies who were actively
tracking BIM return on investment
recorded ROIs as high as 300 to 500%.
Some of the most important aspects
of BIM ROI being measured by frms
included:
Improved project outcomes such
as fewer RFIs and feld
coordination problems (79%)
Better communication because of
3D visualisation (79%)
Positive impact on winning
projects (66%)
Disrupted Workfow
A common resistance to transitioning
to BIM is the fear of change,
specifcally the disruption of existing
workfows. BIM will most certainly
affect workfows. In the 2003 web
survey, 83% of respondents reported
that their design process had
changed as a result of using BIM.
Generally speaking the processes
that are disrupted are ineffcient,
and quite often these workfows are
likely to be identifed as those that
a company is seeking to change
through the deployment of BIM.
Mark Baldwin
BIM Implementation Manager
50 Autodesk conducted a web survey in November 2003 seeking information about how
firms have implemented and are using Autodesk BIM tools, with the intent to investi
gate the ROI on BIM tool implementation. Over a hundred responses were received.
51 McGraw-Hill Construction conducted the 2008 Building Information Modeling Study
to assess the understanding, perceptions and usage patterns of BIM software among
knowledgeable users in key player segments. The research in this report was
conducted through a survey of 82 architects, 101 engineers, 80 contractors, and 39
owners (total sample size of 302) between June 18th and August 8th, 2008.
P
R
O
D
U
C
T
I
V
I
T
Y
0 %
100 %
200 %
IMPLEMENTATION PERIOD ( MONTHS )
1 3 6 9 12
Productivity can increase by
50-100%, with ROI as high as
500%
Productivity losses can be 25-
50% for organisations during
the initial training period of
BIM tools
BIM LEARNING CURVE
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B
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C
U
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E
Organisations at the beginning
of a transition to BIM are likely to
perceive more disruptions and
fewer benefts than those that are
more advanced in BIM usage.
The 2008 BIM Smart Market Report
highlighted that the positive impact
of BIM on a companys practice
was experienced by the vast
majority of experts (82%), but few
beginners (20%).
The BIM Smart Market Report further
noted that expert users were three
times more likely than beginners to
say BIM had had a dramatic impact
on their internal processes, and four
times more likely to say it had had
a dramatic impact on their external
processes.
This is can be partly attributed to the
initial productivity dip of a learning
cycle. However it is also refective
of the fact that many organisations
only gradually come to realise the
interdependency of technology (ie.
software) and process (workfows).
It can be ineffective and at times
counter-productive to impose a
new technology on an existing
process, or vice versa. In the
deployment of BIM, tools and
processes ought to be integrated
and introduced concurrently.
Transitions are least disruptive when
adequate preparations have been
made.
With a comprehensive
implementation strategy and an
effective training programme one
can ensure that the appropriate
processes are in place, the right
tools and support infrastructure
have been selected, that the
effects of productivity drops and
workfow disruptions are minimised,
and that productivity is maximised.
A strategy for BIM
Implementation
Successfully implemented BIM
can activate changes in an
organisations practices that
have a lasting effect on the way
future activities are performed.
Effective and comprehensive
implementation can prompt
restructuring of delivery workfows
(process) operational skills
(people) and deployment of
tools (technology). In this respect
BIM goes to the core of business
practices and has an intricate and
far-reaching effect.
However the extent to which these
benefts are realised is dependent
on the effectiveness of the process
implemented, the suitability of the
tools deployed and the capability
of those that use them. It is the
function of an implementation
strategy to integrate these three
areas (process, tools and people)
in the most effective way; best
aligned to the operations of the
organisation.
A successful implementation
strategy should seek to maximise
productivity and minimise disruption
in the following ways:
Reference information
A number of organisations
have developed protocols
and templates to assist in
implementation processes. Two
valuable resources are:
The Pennsylvania State University
BIM Project Execution Planning
Guide www.engr.psu.edu/ae/
cic/BIMEx/
buildingSMART ME BIM Training
& Certifcation Programme
www.bsame.org
Maximising productivity
establish clear objectives
develop appropriate
processes that are aligned to
the organisations vision and
capabilities
ensure that suitable tools have
been selected (best in class, ft
for purpose)
provide customised training
(tools integrated with processes)
Minimising disruption
ensure that objectives are
realistic and achievable in the
short-term
anticipate potential disruptions
to workfows and rework them
in advance
integrate processdevelopment
and technology training, and
progress them concurrently
stage implementation
appropriately (dont seek to
achieve complex BIM
operations to early)
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Middle-East BIM Report Middle-East BIM Report
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Case Study: Central Park Tower
A
lthough by Middle East
Standards the Central
Park Tower in Broomfeld
Colorado is not the largest project,
it provides excellent examples of
measurable return on investment
(ROI).
This case study reports how
general contractor, The Weitz
Company, combined Integrated
Project Delivery (IPD) process to
streamline the delivery of the entire
structural system and maximise
the use of data/deliverables that
could be extracted from the fully
coordinated building information
models.
A Vision of Innovation
At the Weitz Company,
deployment and use of Virtual
Design Construction (VDC) and
(BIM) is part of a corporate driven
strategy of process innovation. This
strategy is built upon owner-driven
value creation, the minimisation
of waste and effective cost/
schedule control, using lean project
management in combination with
BIM technology.
Weitz initially committed to
company-wide use of VDC/
BIM in June 2007. Their initial
implementation activities
represented the standard use
cases for BIM in construction,
including coordination between
the steel and mechanical sub-
contractors existing 3D models
for confict detection. Early
attempts to springboard past
design coordination, in the 3D
environment, revealed a variety of
constraints,
(for example, late arrival of
information, inconsistency between
models and drawing integrity, as
well as the duplication of work
between 3D and 2D environments).
These early efforts led the Weitz
VDCBIM team to make diffcult
decisions, such as abandoning
various design/construction models
and reverting back to traditional
means and methods to continue
work. As Chris Allen manager of
VDC & Operational Excellence,
explained:
Initially the technology was
deployed without an inherent
process understanding.
In an effort to align their
deployment of VDC-BIM with
actual construction process, Weitz
further identifed opportunities that
would yield greater benefts than
the standard use cases for BIM in
construction. This investigation led
them to examine several areas that
would yield immediate tangible
benefts to both new and existing
projects. The primary criteria were
to reduce both cost and risk in
operations, together with optimising
schedule - without compromising
quality.
Project Overview
Location Broomfeld, Colorado
Area 305,331 square feet
Pursuing LEED Gold Certifcation
Height 11 stories with 1 level
below grade
Below Grade Parking Level: Precast
horizontal system to CIP pilasters
Quantities
2,849 cubic yards concrete
358 tons reinforcing steel
1,400 tons structural steel
2,470 shop drawing sheets, 47
erection
150,000 square feet exterior wall
panels
The Delivery Model
Project delivery can be broadly
summarised under two primary
activities Cast in Place (CIP)
concrete and Structural and
Miscellaneous Steel, including Glass
Fibre Reinforced Polymer (GFRP)
Exterior Panels.
Beyond simply establishing a
corporate vision, Weitz seized the
opportunity at Central Park Tower to
streamline the delivery of the entire
structural system and maximize
the use of data and deliverables
that could be extracted out of fully
coordinated building information
models. Doing this paved the way
for Weitz to effectively mitigate the
risk associated with the structure
by ensuring design-to-construction
coordination, maximising off-site
fabrication, and facilitating ahead-
of-schedule performance of the
trades on site.
The delivery model was
Construction Management (CM)
at risk (as defned in the previous
articles of this issue), incorporating
IPD as a process perspective.
Owner
Architect Contractor O/C/A
CM at Risk Integrated Project Delivery
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Middle-East BIM Report Middle-East BIM Report
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BIM technology was deployed
over the lifecycle of the project to
perform and inform the following
critical activities:
Design Modelling of the entire
structure including the exterior
GFRP
Coordination - Designed and
modelled all concrete embed
plates for attachment of steel and
precast
Detailing plus full Constructability
analysis
Fabrication The model
produced embed and formwork
layout plus Grade Beam Rebar
Shop Drawings
Erection/Place Work Including
comprehensive lift drawings
Project results and benefts
By adopting the aforementioned
delivery model and process, the
project realised signifcant benefts,
some of which are summarised as
follows:
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Progressing the model
from design to construction
Structural Consultants Incorporated
(SCI) was hired by Weitz to
provide the design, drawings and
modelling for both the structural
and miscellaneous steel package
and the exterior skin. Their scope
went beyond design interpretation
and constructability review to more
effectively increase the benefts
provided to the project.
SCI served as the IPD Structural
Engineer. The diagrams below
show how the structural relationship
network for the project changed
from the traditional and illustrate
the inclusion of an IPD Structural
Engineer and Structural Design/
Build Subcontractor. From a social
standpoint, these team members
were created to assist Weitz in
bridging the critical gaps between
the Architect and Engineer of
record and the fabrication/
construction teams.
The Virtual Design and
Construction Process
With the delivery model and
structural relationship network in
place, the project was able to
effectively undertake a VDC-BIM
deployment.
Using a fully co-ordinated building
information model as a point
of focus facilitates the VDC
process and enables key project
stakeholders (Owner/Developer,
Design and Contractors) to share
the same information at the same
time in both a virtual and live
environment.
This in turn enabled the benefts of
the process to be fully realised. The
key benefts can be summarised as
follows:
Earlier involvement in project
commitments made at Schematic
Design phase
Overlapping of design and
construction activities
An accurate structural model
maintained throughout design/
construction phases
Extracted supplementary structural
drawings from the structural model
1. Cast in Place
Comprehensive lift drawings
were crucial to achieve the
required quality, productivity and
performance of the cast.
The model delivered drawings
for individual concrete pours to
aid feld crews. Details provided
included pour dimensions,
concrete mix and volumes, placing
equipment requirements, formwork
considerations, fnishing work, and
location/quantity of the required
embed, conduit and reinforcement
material.
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This enabled easy adaptation
of the programme to meet user
requirements.
In standard construction projects,
the number of embedded items
(for example, lifts and stairs)
in concrete pours can total
thousands, while the number of
reinforcing steel members is in
the order of tens of thousands.
The use of a single building
information model facilitated
accurate coordination of embeds
and reinforcements realising
tremendous benefts in comparison
to the traditional error prone and
fragmented process.
The results confrmed the benefts.
There were practically no approval
comments required from the
EOR (Engineer of Record), the
construction schedule was
reduced by two weeks, 26.1%
reduction of reinforcing materials
(actual versus budget), waste of
reinforcement materials estimated
at 0.07% - and ZERO RFIs.
2. Structural and
Miscellaneous Steel
SCI were responsible for design
and detailing of structural steel
superstructure and participated
in design team meetings from the
earliest phase. The structural model
was designed for constructability
and GRFP compatibility.
From the model it was possible to
extract all supplementary contract
documents and a detailed
calculated data package similar to
that summarised above for CIP.
There was continuous coordination
of steel, CIP concrete, precast
and GFRP panels. Structural and
Mechanical/Plumbing models
were coordinated at end of Design
Development and then at two
weekly intervals.
Timely correction of the model
at all stages facilitated detailing
work and resulted in a reduction of
detailing hours from 1,600 to 1,050
(planned versus actual).
To support fabrication, there
was a concurrent design/
detailing process allowing
seamless interaction between the
construction and shop drawings.
This advanced the fabrication start
date by fve weeks (56%) and the
initial steel delivery time by eight
weeks (50%)
All of this work impacted on the
erection phase which produced
only two RFIs and ZERO change
orders in erection cost.
3. GRFP Exterior panels
Design, fabrication and erection
of the GRFP panels were all
enhanced by the interoperable
BIM process.
The GRFP panel outline was
modelled for coordination with the
structural frame and this identifed
many conficts that could be
corrected before the design was
handed over to the fabricator.
The model included x.y.z target
coordinates for bracket locations
of the GFRP panel connections to
the structure. The automatically
extracted erection drawings and
survey data were interoperable
with a total station to enable
accurate placement on site.
Project ROI
The effciency and value
generated by the delivery model
and process and interoperability of
the technologies deployed were
summarised by Weitz as follows:
CIP:
Two weeks off schedule
21.6% of materials savings =$104,306
RFI Savings (compared to a
similar project completed 12
months earlier) = $97,549 - $161,549
Steel:
Eight weeks off schedule
$49,000 reduction in detailing costs
$250,000 materials savings
Two RFI + ZERO Change Orders
In total 10 weeks off the
schedule and >$500,000
reduction in costs.
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From Emirates Towers to Wembley Stadium, Dubai Marina to Sydney Wharf, Brookeld Multiplex has developed, built and managed
a signicant number of iconic buildings that dominate the skylines of major cities around the world. Since establishing the construction
operation in the Middle East region, the company has built a reputation for fast delivery times and high-quality standards through working
on some of the most prestigious and challenging projects in the region. With this ability to deliver coupled with the companys expertise
across the entire property cycle, Brookeld Multiplex continues to expand across the Middle East and North Africa, India and Asia.
100 ofces
15,000 industry professionals
1,000s of iconic projects & properties worldwide
Level 12, Al Attar Business Tower, Sheikh Zayed Road, PO Box 212975, Dubai, United Arab Emirates
Phone: +971 4 315 8500 Fax: +971 4 315 8600 Email: bmxuae@mea.brookfield.com
Level 8, Al Saman Tower A, Hamdan Street, PO Box 113503, Abu Dhabi, United Arab Emirates
Phone: +971 2 494 1300 Fax: +971 2 494 1400 Email: bmxuae@mea.brookfield.com
PO Box 23793, Ibn Nusaih, Doha, Qatar
Phone: +974 4493 2510 Fax: +974 4493 2512 Email: bmxmg@mea.brookfield.com
www.brookfieldmultiplex.com
BUILDING ON
GLOBAL STRENGTHS.
BMX Ad 1022 FA.indd 1 8/9/10 2:50 PM
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buildingSMART ME
A Strategy for BIM
Implementation
represents a decisive shift to more
effective business operations;
refected in streamlined processes,
better coordination, reduction
of errors and general increased
productivity. However simply
adopting BIM tools does not by itself
make these benefts immediately
achievable. The transition to
BIM can be, for some, laborious
and hard-won. Deploying new
technologies into old processes, or
vice versa, can be ineffective and
at times counterproductive.
Transitioning to BIM demands a
reworking of processes that go to
the core of business operations. The
question then becomes how an
organisation can get the greatest
beneft from BIM without disrupting
the workfow.
It is interesting to see, as indicated
in the fndings of the recently
conducted buildingSMART
Middle East BIM Market Survey,
that there is already a strong
awareness of the benefts of BIM
in the construction industry here
in the Middle East. The survey
fndings indicate that the most
recognised benefts for BIM-Users
and Non-Users alike are Improved
Quality Control, Reduction in
Design Errors and Improved
Productivity. Nevertheless, Return
on Investment (ROI) was ranked as
the lowest perceived beneft. This
suggests that although the market
recognises the benefts of BIM there
is still concern in actualising the
benefts as real ROI.
This is a well-founded concern, as
poor training or badly executed
BIM implementation can lead
to ineffective and at times,
counterproductive practices.
Different users have very different
needs for BIM functionality. For
example, the requirements of an
architect are very different to those
of an owner; or the requirements
of a sustainability consultant differ
from those of a facilities manager.
Furthermore, the type of activities
that can be performed would
change depending on the phase of
the project. buildingSMART defnes
twenty-four different BIM functions that
can be applied to a project during
design, construction and operation.
BIM for your Business
BIM training and certifcation
programmes that can help an
organisation identify what are the
most benefcial BIM functions for
their business and how these can
be best implemented.
buildingSMART ME certifcation
establishes a benchmark for
individual and organisation BIM
competency that aims to be
become a standard for the industry.
A rigorously planned and
executed training and
implementation strategy is a
powerful tool to maximise returns
and ensure a swift and successful
transition to BIM.
Gerard Couturier
Branch Director
Oger International, Abu Dhabi
Existing Conditions Modelling
Site Analysis
Programming
Design Authoring
Design Reviews
Code Validation
Design Coordination
Energy Analysis
Structural Analysis
Lighting Analysis
3D Building System Analysis
Mechanical Analysis
Other Eng. Analysis
LEED Evaluation
Site Utilisation Planning
Construction System Design
Phase Planning (4DModeling)
3D Control and Planning
Cost Estimation
Digital Fabrication
Record Modelling
Space Management/Tracking
Maintenance Scheduling
Disaster Planning
Asset Management
DESIGN ANALYSIS CONSTRUCTION OPERATION
Clearly not all functions are applicable to all BIM users, or all project phases. It is therefore critical that a potential user properly understands all
available BIM functions and correctly identifes those that are applicable to their area of operation.
BIM FUNCTIONS
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buildingSMART ME
Organisation Certifcation
buildingSMART ME Organisation
Certifcation provides independent,
third-party verifcation that an
organisation meets the highest
BIM / OpenBIM performance
standards. An organisation will
receive a certifcation rating on
the application of specifc BIM
uses within a project environment.
A BIM Organisation Certifcation is
an assessment of the application
of BIM processes in a live project
environment and across company
wide systems and processes. The
certifcation process is comprised of
four distinct activities:
1. Undertaking Organisation/
Individual Capability Assessment
This phase assesses the current
conditions and determines the
scope and objectives against which
the certifcation will be assessed.
2. Development of BIM
Implementation/Execution Plan
This phase will determine the
strategy against which the
certifcation will be assessed.
3. Auditing the Implementation
Process
This is the primary assessment
period. An organisations
certifcation level will be largely
dependent on their ability to deploy
BIM on a live project.
buildingSMART auditors will assess
and re-score implementation
progress on a live project and as
measured against the Execution
Plan.
4. Final Assessment & Certifcation
Based on the outputs of the
previous activity buildingSMART
ME will certify the organisations
BIM process to the established
National Institute for Building
Standards (NIBS) and the company
(people) capability maturity model
standards
52
. On completion of the
Organisation Certifcation Process
the organisation will receive a
summary report of the assessment
process and a buildingSMART ME
Organisation BIM Certifcate
stating the level of BIM capability
achieved.
buildingSMART ME Individual
buildingSMART ME Individual
Training and Certifcation provides
a progressive training programme
in the concepts of BIM/OpenBIM
practices and principles applied
to specifc BIM functionalities.
Individuals can obtain progressive
levels of professional certifcation
within specifc industry and
discipline sectors.
Course Structure
Level 1 is a general introductory
seminar to introduce all project staff
to the basic concepts of BIM, Open
BIM and IFC interoperability.
Level 2 explores the essential
processes of the application of
BIM for specifc sectors (Owner,
Contractor, Engineer etc...). This
is also an overview style session.
Covering relevant modules for each
discipline to lay groundwork for
more specifc training.
Level 3 comprises a series of
essential training modules. Each
module relates to a distinct BIM
function (one of the twenty-four
tabled on the previous page)
customised to the relevant sector.
Level 4 progresses the specifc
training modules (as per level 3) to
an advanced level.
52 http://www.buildingsmartalliance.org/client/assets/files/bsa/BIM_CMM_v1.9.xls
Introduction to specic BIM
process concept and tools
relevant to end user
requirements
ESSENTIALS
Extending the vision of BIM
concepts and tools
relevant to end users
requirements and looking
to future developments in
the AEC industry
ADVANCED
TECHNOLOGY PEOPLE
Overview and
Introduction to
Building
Information
Modeling and
how BIM
solutions can
be employed
to improve
design and
construction
processes and
result
1
Explore the
essential
processes of
BIM for your
specic
discipline. This
session will
identify
modules for
more specic
training
2
PROCESS
After Introducing basic concepts of BIM we will move on to describing the
procedural changes that BIM will bring about to specic disciplines. The
rst session is an overview of BIM potential for a specic discipline, also
looking at existing processes to adapt to BIM PROCESSES.
BIM processes and tools will be addressed further in the Essentials and
Advanced breakdown sessions. These sessions will enable practitioners
to progress from beginner to expert.
This component will be
covered by applicable
software vendor training
courses that are specic
to the version and usage
of the BIM tools. By this
stage the end users
should have a thorough
understanding of BIM
and its relevance to the
tools being utilized
BIM for
Owners/
End users
(inc FM)
BIM for
Designers
BIMfor
Professionals
Engineers,
Consultants,
QA etc
BIM for
Main
Contractors
BIM for
Fabricators
and
Installers
3 4
A need for standards
Industry standards can provide
a framework in which an
organisation can structure
their BIM deployment and can
establish a benchmark against
which the level of operation (both
current and desired), can be
measured. This helps ensure that
an organisation has the ability to
achieve a maximum level of BIM
usage and that that level can
be accurately measured against
industry norms.
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Mark Baldwin
BIM Implementation
Manager Oger International
Abu Dhabi
Jourdan Younis
Sustainability Manager
Oger International Abu
Dhabi
BIM in Green Construction
Principals of Environmentally
Sustainable Design (ESD)
Siting & design optimisation
Structure design effciency
Energy effciency
Water effciency
Appropriate material selection
Indoor environmental quality
enhancement
Operations and maintenance
optimisation
Waste reduction
S
ustainable design has gained
increasing presence in the
construction industry in recent
years. Parallel to this we have also
witnessed the emergence of BIM
as a new mechanism of project
delivery. Industry innovators are
seeking to unite these two emerging
areas to meet common objectives
of integrated project processes,
effcient construction practices, and
sustainable outcomes. This area of
innovation is often refereed to as
Green BIM.
Towards sustainability in the
Middle East
Green building has perhaps not
gained the prominence here in the
Middle East as it has in other parts of
the world. However, in the last few
years there has been a signifcant
change of focus, with some Middle
Eastern Governments promoting
the adoption of international
sustainability standards and, in some
cases, forming new legislation.
In 2008 Dubai enacted a Green
Buildings Directive to encourage
the adoption of international green
building specifcations. In September
2010 the Abu Dhabi Urban Planning
Council brought into effect the frst
requirements for their Estidama Pearl
Rating System; a green building
rating system that is integrated with
local building code requirements.
The shift in policy has been
reinforced by major initiatives that
have established benchmarks for
sustainability in the region. King
Abdullah University of Science
and Technology (KAUST), in Saudi
Arabia, is the Kingdoms frst
LEED (Leadership in Energy and
Enviromental Design) certifed
project, and the largest LEED
Platinum project in the world.
KUAST has set an agenda to
drive innovation in science and
technology and to support world-
class research in areas such as
energy and the environment.
The United Arab Emirates too,
received world-wide attention
with the unveiling of plans for the
development of the worlds frst
carbon-neutral city, Masdar, in
Abu Dhabi. The Masdar Institute
of Science and Technology, a
graduate level institution focused on
advanced energy and sustainable
technologies, opened to students in
September 2009, with the frst facility
opened on campus in September
2010.
Building on this regional momentum
there is an opportunity for signifcant
developments in sustainability
and perhaps a more decisive shift
towards Green BIM.
A case for Green BIM
BIM is often credited for achieving
more effective construction
practices, through the reduction
of errors, increased productivity,
condensed programmes, lean
construction, reduced waste and
minimised operating costs. In short
BIM makes construction more
sustainable.
At the same time, green building
project teams are increasingly
discovering how BIM tools
can help them achieve more
sustainable outcomes. These
tools provide immediate insight
into how design decisions impact
building performance. BIM also
encourages an integrated
design and construction process
- a critical strategy for making
projects greener. Because of the
way BIM facilitates green design,
construction and sustainable
outcomes, the growth of green
building as an accepted,
widespread practice is helping to
accelerate BIM adoption.
Concepts of BIM and
application to green building
The underlying premise of BIM is that
the information model forms the
authoritative source of project data.
All project members have the ability
to access this information (drawing
from, and contributing to) to perform
their specifc duties. Thus, for example,
when an energy consultant performs
an energy analysis, they can be
confdent that they are basing the
assessment on the most current
information available. Furthermore,
the data from the analysis is fed
back into the BIM, contributing to the
richness of the model, and becoming
available to all other project parties.
The BIM is thereby continuously
evolved and progressed.
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Simultaneous multidisciplinary
assessments are a more complex
set of operations that can assess
how changes in one discipline
affect the performance of other
interrelated disciplines. These can
be powerful tools for evaluating
design options, for example, how an
architectural design change affects
the energy performance of the
building. Such assessments can also
be tied to cost-based parameters,
to compare the initial construction
cost of a specifc design alternative
against the changes of operational
cost, as refected in the energy
performance of the building.
Construction
The application of Green BIM within
the construction phase of the
project is an area of great value.
Green BIM activities may include
developing lean construction
methods, controlling site logistics,
monitoring material selection (such
as recycle content) and minimising
waste. In addition, there is a range
of other benefts that, although
not explicitly recognised in rating
systems such as LEED or Estidama,
contribute to the sustainability
of the project, and overall
better practices. These include
enhanced Health and Safety
measures, reduction in errors and
defects, and improved material
stewardship.
Operation
The BIM can further be progressed
as a lifecycle tool during the
operational phase of the facility.
In this application it is possible
to capitalise on the latent data
of the BIM to monitor building
performance and verify against
established design criteria. The
BIM can also be used to predict
how the building would perform
under changed conditions, such
as future alterations or to simulate
disaster scenarios. Furthermore,
facilities management tools can
be linked to the BIM database for
asset management, access and
maintenance, and frst response
(eg fre-fghting) support.
The value of this process can be
summarised as follows:
1. accessibility of information; a
single source for all primary project
data that can be accessed by all
project participants.
2. continuity of processes;
progressing the model (rather
than duplicating the information
by different parties) translates to
greater accuracy of content and
effciency in information transfer.
3. data richness; increased
information content (from all
disciplines) allows for more refned
levels of analysis.
The advantages of this
methodology in sustainable design
are extensive. Green building
analysis relies on accuracy and
immediacy of information for
real-time design testing. In the
BIM environment, the sustainable
designer has the ability to access
the complete project data to
undertake comprehensive analyses
and make informed decisions.
Furthermore, Green BIM functions
are not restricted to the design
phase, but can be progressed
during construction and operation
of the facility.
Design
Building performance analysis is the
most common form of Green BIM
operation. It refers to a broad range
of activities that measure the design
of the facility against performance-
based criteria. Typical performance
analyses include modelling heat
loadings, energy consumption,
performing lighting analysis,
shading and glare studies, acoustic
analysis, optimising HVAC Design
and modelling Computational
Fluid Dynamics (the simulation of
dynamics such as air movement).
To perform such activities, the
model must be embedded with
performance data (such as U-value
or shading coeffcients) specifc
to the nominated materials.
Calculations can then be run on
the model simulating real world
parameters, like solar gain and heat
convection, against the material
properties. Such analyses produce
highly accurate data than can
be outputted as spread sheets,
isoplethic mapping, or animated
simulations.
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Integration with green
building rating schemes
The lynchpin of green building and
BIM is Integrated Project Delivery
(IPD). As developments in BIM
expand into the feld of sustainable
design and construction, there is a
counter move from green building
certifying authorities to embrace BIM
through integrated project practices.
In the UAE, Abu Dhabis Pearls Rating
System is seeking to streamline the
sustainability process through the
Estidama Integrated Development
Process (EIDP), which encourages
design coordination at the early
stages of the project. EIDP identifes
Mandatory Credits, forming part
of the development codes, which
require all projects to carry out a
number of analyses before the
design process is permitted to
begin. These analyses include solar
and contextual analyses, Energy
effciency design strategies including
preliminary energy modelling, water
budgeting, simple material strategies,
and an analysis of potential for
habitat connectivity. The EIDP
requirements go further to mandate
the creation of an integrated Design
Team and the development of an
implementation Strategy for effective
transition. This is really setting a new
benchmark for unifying the areas of
sustainability, Building Information
Modelling and Integrated Project
Delivery (IPD).
The United States Green Building
Council (USGBC) too, has for
some time been developing the
integration of BIM with the LEED
rating system. The LEED Reference
Guide for Green Building Design &
Construction 2009 Edition identifes
specifc credit points that can be
more readily assessed with specifc
building performance analysis
software.
The integration of Green BIM will
be further progressed with plans to
update LEED Online software to allow
BIMs to feed project data directly
into the USGBC database. This
development recognises the huge
amount of latent information held
within the BIM. It facilitates the logical
progression of the BIM from the
original source of design data to the
ultimate mechanism of verifcation.
The future is green
Green BIM emerged as a logical
integration of green building
objectives with Building Information
Modelling processes. Sustainability is
increasingly becoming a desirable
outcome for the construction
industry, and BIM makes sustainable
outcome more achievable. BIM
and green design share common
objectives of increasing effciency
through early collaboration,
immediacy and accuracy of
information, design assessment and
promoting continuity throughout
the project life.
As regional governments push the
green agenda and forward thinking
organisations seek to differentiate
themselves with green credentials,
we will witness an increase in the
adoption of Green BIM practices.
For many practitioners the move
to Green BIM will not be merely
a response to changed market
demands, but a recognition of
the real commercial value that is
offered.
The benefts of this process in
the design and construction
process include the adoption of
more effcient processes, leaner
construction methods and overall
increased productivity. For owners
and operators the value can be
even greater. Green BIM affords
a mechanism to accurately
predict the performance and
operational costs of a facility prior
to construction, thereby ensuring
that the most cost-effective
outcomes are delivered. During
operation the BIM can be deployed
to evaluate what-if scenarios such
as facility expansion or renovation,
equipment upgrades or changed
usage patterns.
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Green Building Certifcation
Green building certifcation refers
to the process of verifying the
environmental sustainability of a
built facility based on predefned
ESD criteria (refer to Principals
of Environmentally Sustainable
Design (ESD) on page 39).
Among the more recognised
green building rating schemes are:
LEED - USA
BREEAM - UK
Green Star - Australia
Estidama - UAE
Green building certifcation
is typically undertaken on a
voluntary basis.
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Case Study - KAUST
King Abdullah University of Science and Technology
A BIM approach
was deployed by the Architects,
HOK, from an early design stage.
At the peak of the documentation
phase, there were around 950
project members (from the client
- Saudi Aramco; the Architects
HOK; and Main Consultant - Oger
International) operating from
over 20 geographically dispersed
locations in Europe, the US and
Saudi Arabia. The timeframe for the
project was incredibly condensed;
just two and a half years from
concept through to completion.
The multi-offce design team relied
on BIM to meet the schedule.
HOK acknowledged that the
decision to use BIM was risky for one
reason: their existing resources were
primarily CAD-based.
At that time in 2007, HOK had
deployed BIM with success on a
handful of large projects, however
were still in an early adoption
phase. As the KAUST project
transitioned from schematic
design to design development,
the decision was made to develop
the architectural and structural
components in BIM.
If the 3-D building model is done
effciently and accurately, the
plans, sections, and elevations
practically take care of themselves,
which is a huge time-saver,
explains Lyle Hodgin, who was
the senior project architect for the
KAUST team in HOKs St. Louis offce.
(BIM) enabled us to meet the
schedule for KAUST, which would
not even have been conceivable
with a traditional drawing tool.
During construction, BIM was
deployed by the Turnkey
Consultant, Oger International, with
even greater depth. At the height
of construction more than 20,000
workers were on site. Specifc areas
of the project that were identifed
as highly complex and critical to the
architectural intent of the project
were targeted with a high level of
BIM engagement. One such area,
and a key feature of the sustainable
design, was the Solar Towers.
K
ing Abdullah University of
Science and Technology is
a graduate-level research
university that opened for its frst
academic year in September
2009 as the Kingdoms frst LEED
certifed project and the largest
LEED Platinum project in the world.
The project was delivered in record
time - twenty-seven months from
concept to phase one delivery -
and demonstrated an exceptional
level of BIM engagement.
Located near the Red Sea, this
international university excels in
scientifc research, with an agenda
to drive innovation in science and
technology and to support world-
class research in areas such as
energy and the environment.
The campus consists of 26
Academic and Administration
Buildings, including laboratories,
an auditorium, a theatre, common
facilities, and a conference center.
Key Green Features of KAUST
Alternative campus transport
reduces CO2 emissions.
Solar towers create passive
airfow to courtyard areas.
4,134m2 of solar thermal
panels for hot water
production.
16,567m2 of photovoltaic
arrays will produce 4
megawatts of renewable
energy.
Energy effcient measures
reduce energy costs by
24.5%.
Highly effcient MEP systems
reduce the overall energy
demand of the campus.
Water effcient appliances
reduce potable water use by
40.9%.
20% of total building materials
manufactured using recycled
content.
99.7% of wood FSC certifed.
37.8% of building materials
comprised of locally-sourced
content.
More than 79% of all
construction waste was
recycled and diverted from
landfll.
100% of wastewater is treated
onsite and meets 100% of
campus irrigation needs.
Natural habitat preserved
and protected.
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Project Information
Name: King Abdulla University of
Science and Technology (KAUST)
Location: Thuwal, Saudi Arabia
Client: Saudi Aramco
Architect: HOK
Main Contractor: Saudi Oger Ltd.
Turnkey Consultant: Oger
International
Project Size: 475,000m2
Construction Cost: 3.5 Billion
Commencement: July 2007
First Phase Delivery: September
2009
LEED Certifcation: Platinum
LEED in Construction
Oger International was
responsible for the execution
of LEED requirements during
construction. This involved
the monumental task of
coordinating and training
the 20,000 on-site workers
to follow LEED requirements
for construction waste
management, erosion control,
indoor air quality management
and commissioning.
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Solar Towers
The two Solar Towers are an iconic
part of the architectural design and
are a key feature of the sustainable
operations of the project. The towers
are a modern interpretation of the
wind tower, and use the sun and
prevailing winds to create a passive
pressure difference and continuous
breeze along the shaded
courtyards. This contributes to
maintaining temperate conditions
in the exterior courtyard, allowing
occupants to feel comfortable for
more than 75 percent of the year.
The Solar Towers are each 75m tall
and are constructed of a diagrid
steel and concrete framing system
with external glass cladding.
The design requirements of the
framing were stringent, with only
minor tolerances permitted. Oger
International produced and
managed a detailed Building
Information Model that was used
for the design, coordination,
construction sequencing,
fabrication and erection of the Solar
Towers.
Design Review - 3D
Prototyping
The BIM was initially used for design
review through digital visualisations
and 3D prototyping. Data was fed
directly from the BIM to a Rapid
Prototyping Machining (RPM) for
the automated production of
scale models. These were used
to verify the design and develop
modifcations. Detail visualisations
were also used to examine
connections points and asses
constructability.
Construction Sequencing
The project Team further developed
the BIM to assess the erection and
progression of temporary works.
This was a complex logistical
undertaking. The temporary works
included the installation of a
movable platform that would scale
up the Tower with the progress
of construction. Construction
simulations were produced and
thoroughly scrutinised to ensure
that the temporary works would not
interfere with the craning of framing
elements or their installation.
Digital Fabrication
Steel elements were manufactured
from shop drawings extracted
directly from the BIM. The BIM was
also deployed to produce fbreglass
formwork to cast in-situ concrete
elements. A high level of precision
was required for these as they were,
in many cases, cast around the
steel connection members, with
additional steel imbeds.
The model was developed to a
level of detail that included all
fxing details and even individual
bolts. Precise quantities of elements
could thus be extracted for both
permanent and temporary works,
enabling an accurate estimation of
construction cost.
Onsite Installation.
Onsite, the BIM had a further critical
function as a QA/QC tool. As each
prefabricated element arrived
on site it was measured and cross
referenced against dimensions from
the BIM. Where any deviations were
found, the element was rejected
and returned to the fabricator. The
BIM was also used for determining
setting-out points from the complex
3D geometry.
Having the Building Information
Model on site during construction
gave us an accurate and
interactive 3D reference at our
fngertips, says Michel Sendra
Oger Internationals Methods
Project Manager on KAUST. This
became an invaluable tool
for quality assurance, virtually
eliminating onsite errors.

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The BIM Construction Process
CONSTRUCTION SEQUENCING DWG GENERATION 3D PROTOTYPING
ONSITE FABRICATION CONSTRUCTION
REMOTE FABRICATION
DIGITAL VERIFICATION
BUILDING INFORMATION MODELING
ASSEMBLY
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When we consider Building Information Modelling at the level deployed in KAUST we can really begin to speak
about the digitalisation of the construction industry, in much the same way as we have seen in aerospace and
automotive industries, says Edoardo Luzzatto-Giuliani, Business Development Director from Oger Internationals
Department of Information Systems. BIM is opening up a new era in the AEC industry, and will have far reaching
affects in construction planning, cost estimation and risk management of our future projects.
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BIM for Green Energy Analysis
Noah Eckhouse
Vice President of the
Building Performance Group
Bentley Systems
T
here are many advantages
of utilising three-dimensional
on a construction project, but
perhaps one of the most compelling
is the ability to perform building
energy analysis throughout the
design. Whether youre driven by
compliance issues (in the UK or
Europe), certifcation issues (like
LEED in the US or India), or just plain-
old fnancial motivation, energy
analysis can gain a substantial
beneft from BIM. While it is
popular to describe a building as
being green, in reality a truly high
performing green building requires
a lot of detailed analysis and careful
consideration of many parameters.
For new building projects, current
best practices are to harvest the
building geometry from the BIM
model. Typically using gbXML (and
hopefully additional analytics to
validate the geometry import), the
model moves from BIM data to a
closed-volume energy model ready
for attribution and simulation. From
there a designer can perform early
stage energy analysis to analyse
building massing, orientation and
glazing. Results can be viewed and
contemplated in terms of energy,
carbon and cost.
In later stages of a design, the
energy model requires signifcantly
more detailed information to
accurately represent the fnal
building design. Data such as wall
fabric; doors, windows and roofs;
HVAC and renewable energy
systems must all be incorporated
into the model to accurately assess
the building.
This information can be used to
allow designers and engineers
to explore sophisticated what if
scenarios. For example, a team
could evaluate the beneft of
super-insulating a southern wall
versus investing in more expensive
triple-pane low-e windows. Or
the benefts of a two pipe fan coil
system over a four pipe approach.
This workfow is equally effective for
retroft work, as well. The existing
building can be modelled and
various retroft options considered.
Todays designers, engineers and
energy analysts typically work in a
very heterogeneous environment.
Thus they need to carefully choose
software tools that allow them
the fexibility to move between
products such as: Revit, ArchiCAD,
SketchUp, Tekla Structures, Bentley
Architecture AECOsim Energy
Simulator, EnergyPlus and other
gbXML-capable programs. Round-
trip gbXML is the next step, allowing
for the following long-desired
workfow:
Picture a fully BIM-enabled
workfow on a midsize offce
building: The designer works with
the energy modeller to export a
preliminary massing model created
with BIM. Via gbXML exchange,
the massing model is evaluated
for energy consumption. Glazing
changes are made to the energy
model, which update and inform
the BIM model.
As the design matures, other key
building components are added
to the BIM model, including curtain
wall exteriors, a two story atria and
solar panels on the roof. These
changes again move from the BIM
model to the energy model, and
further tweaking is made until the
design reaches the owners goal of
35% energy reduction.
THIS SAMPLE WORKFLOW TRULY RECOGNISES THE POWER OF BIM AND MEP/ENERGY
MODELLING THROUGHOUT THE DESIGN PROCESS.
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Interview Green BIM at Architectus
How has BIM helped you to achieve
better results on recent building
projects?
A recent example, and one
that illustrates our use of BIM for
sustainable design practices, is
1 Bligh Street, in Sydney, which
is aiming to set an Australian
benchmark for its use of Building
Information Modelling as well
as achieving Australias highest
sustainability rating, 6-star Green
Star (a LEED platinum equivalent).
The project was quite challenging
because of the high green agenda
and the complex geometry of the
double-skin elliptical faade.
We established BIM processes to
share models with multi-disciplinary
teams for structural analysis, MEP
integration and to assess the
buildings sustainability performance.
It was quite a complex process; at
its peak we were handling thirty-fve
separate trade models that had
to be collaboratively managed.
We were responsible for integrating
and reviewing these models,
and tracking coordination issues.
Another important aspect of the BIM
process is that the as-built model
will be handed over to the client at
the completion of the project for
ongoing facilities management, so
the information that is built into the
model is really critical for its future use.
What are some of the key green
features of 1 Bligh Street, and how
did BIM help achieve them?
One of the major aspects of the
buildings design is the double-skin
faade which combines various
shading and ventilation techniques
and stack-effect airfow to
dramatically reduce energy usage.
It is the frst of its kind in Australia, and
is estimated to reduce CO
2
emissions
by 42%. Other green features include:
black water recycling; solar cooling
system - which reducing main power
requirements by a further 25%; water
effcient fttings; rainwater harvesting;
fre system water reuse; and use of
materials with high recycled content.
The BIM was brought into a number
of specialist applications to obtain
feedback on the buildings
performance. This included using
Computational Fluid Dynamics
software to simulate the air change
effectiveness in passively heated and
cooled spaces, as well as simulating
perimeter cooling load variation to
optimise the air conditioning. We
also performed daylighting and
glare analyses. The performance
testing was extensive and was
undertaken at progressive stages in
the design process.
How do you envision future uses
of BIM?
I feel that BIM is driving real
transformation in the building
industry. It is an excellent platform
for collaboration across design
teams and geographies, and I
can envision more permanent
and structured arrangements for
collaboration and project delivery
especially for international projects
in locations like India, China or the
Middle East where economic or
cultural uncertainties tend to drive
up project risk.
You also have offices in Kuwait
and Qatar. How do you see BIM
adoption in these markets?
We have experienced tremendous
enthusiasm towards Building
Information Modelling in this
region. The market is receptive to
the concepts of BIM and eager
to realise the benefts. Obviously
there have been impacts of
the global fnancial crisis and
owners are seeking to streamline
processes, developing more
effcient construction practices
and generally improve buildings
performance. I believe there is a
huge opportunity for BIM to have a
real impact here. It really is a win-
win for all parties concerned.
R
odd Perey, Design
Technology Manager for
Architectus, discusses
with buildingSMART ME how
Architectus is expanding its use
of BIM in sustainable projects
for design optimisation and
performance analysis, and
integrating processes with
multi-disciplinary teams.
Why is BIM valuable to
architectural firms such as yours?
One of the most valuable aspects
of BIM is the ability to make good
design decisions. For example, I can
develop a preliminary schematic
design in just a few days that still has
all the performance metrics a client
wants to know; metrics like effciency
of net rentable to gross foor areas
or allocation of parking spaces. We
can also run preliminary analyses
to determine performance criteria
such as heat loadings, and shading
requirements. Using BIM we have
hard data from the earliest phase
of schematic design. This prevents
us from going down the wrong
path and ensures that the project
is meeting the design requirements,
the building program and the
clients expectations.
How does the use of BIM help in
sustainable building design?
The challenge of sustainable
design is to prove to the client
(and the local certifcation bodies)
that a building can achieve the
performance objectives before it is
built. This means we must accurately
predict the behaviour of the building
and its affect on the environment
prior to construction. This is done
through the use of digital simulations.
Performance simulations can
actually inform the design process,
with analysis data being fed back
into the BIM to prompt design
changes. Unlike a traditional
CAD model, building information
modelling offers the level of detail
necessary for such in-depth analyses
- and this detail is built-in to the
model during the normal course of
building design. Theres almost no
specialised, redundant modelling
work that needs to be done. BIM is
therefore essential for cost-effective
sustainable building design.
Rodd Perey
Group Design
Technology Manager,
Architectus
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into a higher value of design
in the next ten years, providing
the opportunity to become
Generation Found.
How do you ensure that your frmis
one that employs and attracts
members of Generation Found?
By viewing technology just not as
a production tool, but as a digital
asset and value added process.
Integrating technologies that
are traditionally seen as outside
our traditional design and
construction processes, such as
Geospatial (GIS), Gaming and
Hollywood special effects are
making this possible.
Spatial Intelligence :
Geospatial Data
In the same way that Geographic
Information Systems (GIS)
technology changed the way
we interact with the world, the
possibility of gaining a much
deeper understanding of assets
has become a reality through
the advent of spatial analysis.
By seeing their data in a 3D
environment, users visually
navigate layers of real-time, real
world data, analysing systems and
creating a better, clearer picture
of their world.
Although there are a number
of defnitions, one school of
thought is that the concept of
5D derives from the traditional
description of an asset, starting
with the First Dimension (1D)
being program data, the Second
Dimension (2D) being the graphic
representation of the program,
the Third Dimension (3D) being
the geometric representation of
an asset (commonly known as
BIM - Building Information Model),
the Fourth Dimension (4D) being
time scheduling or sequencing of
events, and the Fifth Dimension
(5D) being all data associated to
the 3D model and asset.
The value of 5D is that:
Data integration keeps
everything up to date
Graphical interface allows for
intuitive understanding of
complex data
BIM for GIS and Master Planning
Generation Lost and Generation Found
T
he past twenty years has
been a traumatic experience
for design and construction
professionals. Learning new tools,
such as CAD, have brought new
values, new revenues and new
processes to design and the
business of constructing buildings.
As we grow from using CAD as
an electronic pencil to using
it as the basic form of business
and communication, an entire
generation of professionals has
been caught in a purgatory
between old and new. The past
practice of storytelling from one
generation to another has been
lost as the tools of one generation
are fundamentally different from
the tools of the next generation,
leaving only the most progressive
frms as the ones who have
successfully bridged this gap.
This fast move into technology has
created an entire group of design
and construction professionals
that are known as Generation
Lost. The technology tsunami
of the 1990s and early 2000s has
developed an entire generation
of professionals who are at a
distinct disadvantage moving into
the next 10 years from previous
generations.
But there is hope on the horizon
that this next generation of
design and construction leaders
will move forward in great ways.
Technology being used as a
communication medium rather
than a computing tool will break
into the creative side of design
professionals, creating easier to
use tools, new materials, new
methods and new processes
that will create a more effcient,
effective and more aesthetically
pleasing built environment.
The movement to holistic
design will be a reality due to
the integration of Information
Technology, Building Technology
and creative fnancial resources.
And the design professionals of
Generation Lost will fnd the
creative boundaries of time,
money and resources integrated
Information integration reduces
risks
Quickly analyse alternatives for
more informed decision making
Data tracking and auditing for
accuracy and assurance
Integrated process allows
greater
control over an assets data and
information
Currently all this information
regarding an asset is available,
but it resides in different, separate
applications, databases, fle
servers, fling systems etc. This
information is currently diffcult to
access, and as a result diffcult to
apply.
Michael Jansen, AIA
CEO,
Screampoint
Paul Doherty, AIA
Senior Vice President,
Screampoint
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However, technology does exist
that allows you to effciently
access and powerfully apply your
5D data in a SMART way by using
existing tools. These solutions not
only provide easy, intuitive access
to key asset data, but can also
provide you with ways to monitor
and view your information like
never before.
One such offering comprises a
bundle of core, industry standard
Key Performance Indicator (KPI)
applications for monitoring asset
needs, such as:
Construction Progress:
Progress Indicator (depicted by
Milestones)
Percentage (%) Complete
(Actual vs. Planned)
Construction Status
Completion Date (Actual vs.
Planned)
Financial Performance:
Disbursement (Committed +
Forecast/Budget)
Actual Cost (Committed +
Forecast/Budget)
Trend Line Analysis (Progress +
Cash Flow)
Gross Development Proft
Development Margin
Maximum Debt Exposure
Loan To Value (LTV)
Facility Management (FM)/
Operational Cost (Actual/Budget)
Property Value:
Delivery and Condition
Default in Delivery Time
Extensions (Variation)
Progressive Development /
Occupancy
Facility Management/Operations:
Energy Costs (Actual/Estimated)
Work Orders/Repairs (CMMS)
(Actual/Estimated)
Life Cycle/Sustainability (Actual/
Estimated)
Carbon Rating (Actual /Estimated)
By collecting, connecting and
communicating the 5D information
of assets and providing valuable,
practical measures in an easy to
use, intuitive environment, these
solutions can empower you to make
more informed decisions for your
assets, your city and your world.
Screampint solution for Shanghai, China
Screampint solution for Shanghai, China
Screampint solution for San Francisco, California
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Case Study - Dubai Mall
United Arab Emirates
T
his case study looks at
how The Consolidated
Contractors Company
(CCC) achieved cost savings by
integrating BIM technology with
QS control and management.
The Project
The Dubai Mall is the largest retail
development in the world. It offers
an astounding number of stores
and scope of amenities.
The overall construction cost of
$1.3 billion comprises over 12
million square feet total area, with
leasable retail space in excess of
nine million square feet. The Mall
offers a host of entertainment
options, including an Olympic
sized skating rink and a 10 million
litre indoor aquarium. At peak
times over 50,000 customers are
anticipated, totalling over 30
million visitors annually.
The Dubai Mall is part of
the $20 billion iconic mega-
project Downtown Burj
Dubai Development, a truly
inspirational concept in urban
design incorporating the tallest
building in the world, creating
unprecedented prestige and
scale to the overall project. The
main structural element of the mall
was concrete, around 600,000
cubic metres in total.
The contractor responsible for
structure was Athens based CCC.
It was formed in 1952 by three
talented young entrepreneurs
who joined forces to create one of
the frst modern Arab construction
companies.
With over half a century of
continuous growth, CCC has risen
to become one of the worlds
largest construction companies -
with over 150,000 employees and
annual revenues of $4 billion.
CCC operates a management
style based on mutual trust
with clients and respect for the
communities in which they operate.
As CCCs Mission Statement states:
We are committed to providing
reliable, amicable, and professional
service to our valuable clients,
and to being supportive to local
businesses and social activities,
friendly to the environment as well
as being proactive in the socio-
economic environments within
which we operate.
The Problem
Articles one and two in this issue,
describe in detail the particular
problems associated with
traditional methods in quantity
surveying and how BIM technology
can address those problems. The
sheer size of the Dubai Mall meant
that such problems would have
huge implications on costs and
delivery time of the project.
Using traditional methods, the
actual numbers were staggering:
The Mall comprised 32 buildings,
each on average requiring 360
valuation sheets in Microsoft Excel.
Each set of valuation sheets
required, on average, a 1,000
page bill of quantities report.
Every document must be
accurate and in a strictly
approved format.
New revisions in the design or
a feld changes had to be
refected in a revised QS
package.
For contractor payment, a
current set of reports was required
every month throughout the three
year construction phase.
There were 32,000 spreadsheet
pages every month 1,152,000
over the duration of the project.
With a traditional manual process,
the risk of errors was huge and
would require a full time team of
25 quantity surveyors on site to
undertake the work in total 75
man years of effort.
The buoyancy of the regional
construction market during the
project lifecycle meant that
there was massive demand for
experienced contracting and
engineering resources. This had
resulted in both a considerable
increase in the cost of QS specialists
and signifcant diffculty in actually
fnding them.
In order to succeed CCC needed
innovation in the QS process.
The Solution
CCC decided that the innovation
route to take was to automate the
process by utilising BIM.
The frst part of the process was to
develop a workfow to implement
the QS system to accommodate
the multiple cycles of drawings -
issue, approval and revision.
A team of eight 3D modellers
created the BIM model from
existing 2D documents of the
structural design.
As MS Offce programmes
were being used to create
documentation, a visual basic
applications programmer was
employed to develop the required
Dubai Mall
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The Dubai Mall is setting a
new dimension in modern
engineering as well as in the
roll out of innovative retail and
leisure elements it will be
the regions premier shopping
and entertainment destination
for residents, and a major
attraction for Dubais tourists.
Jim Badour, CEO, Emaar Malls
Group
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tools and utilities to communicate
with the system, incorporating all
the business rules and methods of
measurement boundaries.
With the integration of the BIM/
QS communication protocols
completed, a senior and a junior
BIM engineer received intensive
training in using the system
effciently to deliver the QS reports
and valuation sheets. This team
then ran the utilities against the
constantly changing BIM model
to automatically generate the QS
report.
The Results
Many benefts of using BIM and
automated QS were realised.
Not only would it have been
diffcult, if not impossible, to fnd
the required number of quantity
surveyors for traditional delivery,
but also the human error factor was
removed by use of the automated
tool, contributing to an overall
improvement in quality.
The up to date BIM model also
helped visualise complex areas of
the project, co-ordinating activities
and reducing potential site errors.
In actual monetary terms, the
productivity benefts were
signifcant.
Instead of the initial requirement
using traditional methodology
- sourcing and deploying 25 full
time on site quantity surveyors
CCC was able to use two onsite
BIM engineers to produce the QS
reports.
In addition there was the team of
eight 3D modellers to model and
revise the whole structural system of
the project, resulting in an overall
reduction of 15 staff.
The actual time saved by
automating the quantity surveying
task was over 700 man-months,
which translated to an improved
effciency of 86% and an overall
saving of $7 Million.
Material take-off services were
completed with complete
accuracy allowing the construction
team to purchase exactly the
quantity of concrete needed
no more, no less. This eliminated
the need for a normal material
contingency, thereby reducing
waste by 5% and saving $3 million
in wasted concrete.
In total, CCC saved $10
million by adopting the
integrated and automated
BIM/QS process.
A fnal thought...
A 5% material saving on 600,000
cubic metres of concrete equates
to 30,000 cubic metres. Depending
on the method of calculation,
the actual fgures may vary, but it
takes a lot of CO2 to produce one
cubic metre of concrete and even
more to transport it the saving is
the equivalent of around 500,000
gallons of petrol - which probably
equates to around 1000 less cars on
Dubais roads in any given year.
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This automatic process of producing 32,000 QS reports was undertaken monthly..........
.............or as frequently as the project required.
Q u i c k T i m e a n d a
d e c o m p r e s s o r
a r e n e e d e d t o s e e t h i s p i c t u r e .
Q u i c k T i m e a n d a
d e c o m p r e s s o r
a r e n e e d e d t o s e e t h i s p i c t u r e .
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Beyond Information Modelling
(BIM) for Facilities Management and Operation
A
lot has been said about
the value of BIM during the
phases of design, fabrication,
and construction, however the
conversation rarely continues
beyond the point of project hand-
over. Operations are the longest
and most costly phase of a project,
typically accounting for between
80-90% of the entire projects cost.
The value of the BIM is therefore
potentially many times greater in
operations than any other phase of
the projects life. This article examines
how BIM can be deployed to
beneft Facilities Management and
Operation (FMO).
Streamlined information transfer
The initial beneft of BIM to facilities
management can be realised
in the streamlined hand-over
of project information. In the
course of developing a Building
Information Model an extensive
amount of project data is collated,
coordinated and embedded in
the model. Depending on the
complexity of the model, this data
can range from the general - such
as room space defnition, and
quantities of materials or surface
areas - to highly specialised data -
such as performance parameters
and equipment specifcations.
Effectively transferring this
information to Facility Managers
and Operators at the time of
project completion can translate
into signifcant cost savings.
A correctly deployed BIM process
ensures that information is
accurately and comprehensively
transferred between parties at
each phase of the project. If this
is progressed into operation, the
facilities manager will be delivered
a comprehensive record of the
projects design, construction and
as-built information.

The value of BIM content to FMO
The level of information accessible
in the BIM environment hugely
surpasses anything possible in the
traditional process. There are
three aspects to this: 1) quality and
accuracy of data 2) level of data
content, and 3) interoperability.
A correctly deployed BIM process ensures that information is accurately and comprehensively
transferred between parties at each phase of the project.
1) Quality and accuracy of data
FMO inherited problems
With the traditional design and
construction process many
coordination issues are not
recognised until construction is
underway. Typically these issues
are resolved on site without the
changes being refected back
into the documentation. When the
as-built documentation is delivered
to the owners and operators the
information is very often either
defcient or plagued with errors.
This may result in the facilities
manager being unable to rely on
the information provided, and
consequently much time is spent
verifying and reproducing the
given data.
Design
Constructon
Operaton
Facility Lifecycle
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Emad Shama
Technical Manager
TEKLA ME
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As a demonstration of this one
can, for example, query the
properties of an item in a model
- let us say an air handling unit
- to instantly access data such
as performance specifcations,
maintenance scheduling, or
even link to the manufactures
webpage for ordering of
replacement parts.
3) Interoperability
The Open BIM process facilitates
the interoperation of distinct
trade models with their
associated non-geometric data
which may have been authored
in various software. The fnal
model handed over at project
completion is a federated model
comprising the different discipline
models in a non-proprietary
exchange format, such as IFC
(Industry Foundation Classes).
Typically IFC as-built models are
non-editable to ensure that they
are a reliable source of data and
visual representation, however
the metadata attached to every
object can be used and reused
for FM purposes.
The increase in the adoption
of Open BIM formats such as
IFC - as a means to interoperate
between different tools has
made BIM an even more
attractive tool for FM. It is also
seen as a competitive edge for
Passing BIM benefts to FMO
The BIM process enables issues
to be identifed and corrected
at an early stage, and therefore
reduces the chance of problems
from earlier phases of the project
(either in poor documentation
or construction ineffciencies)
being inherited by the facilities
managers. BIM also addresses
many of the problems in FMO
related to communication and
documentation mismanagement.
It achieves this by providing
a single source of data for all
trades - merging the geometric
and non-geometric data in
that single source, and thereby
reducing errors to a much more
manageable level.
2) Level of data content
As a Building Information Model
is developed from project
conception to completion the
level of data content, and the
accuracy of that information, is
continuously enriched. At the end
of the project the as-built model
would contain an extensive
amount of data about the facility.
Further data sources can be
linked to the model increase the
information content.
Various tools are currently
available to enable bi-directional
associations between geometric
and non-geometric data. Non-
geometric data may include
embedded object properties
(such as unit cost, thermal or
acoustic properties, fre rating
etc...) or external data such as
specifcations, maintenance
manuals, RFI data, URLs and
other reference sources.
The interoperation between
these various sources provides
highly refned databases that
signifcantly increase immediacy
and accuracy of information.
contractors who can now offer
a data-rich model at the end of
a project as an added-value to
their clients. The as-built model
becomes the warehouse of
project information.
It retains all the project data
as a record of the design and
construction process and can
be directly referenced into FM
applications to perform ongoing
facilities management activities
(maintenance scheduling,
inventory tracking, space
management etc). At any
stage the record model can be
reactivated for future facility
development - renovations or
future expansions.
BIM will gradually take the FMO
sector through a transition from
paper-based/multiple-sources
of information process to a
model-based/single-source of
information way of operating.
IFC to promote interoperability across different
disciplines and platforms
The customizable metadata attached to every
object can be used and reused for FM activities
Various tools are currently available to enable bi-directional associations between geometric
and non-geometric data.
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SMART GUIDE
Shortlist : Meet : Assess : Rate : Test
Leif Granholm
Technical Director
buildingSMART ME
S
oftware selection is an
important consideration in
any BIM implementation
plan. Tools ought to be selected
in concert with the development
of processes strategies - not prior
to. It is all too often that one
hears of an organisation that has
enthusiastically purchased a BIM
tool in the hope that it will single-
handedly ensure a swift transition
to BIM operations. The truth of
the matter is, even with thorough
training, deploying ill-selected tools
can have a detrimental effect on
ones productivity, and ones ability
to achieve the necessary outputs.
So what are some of the key
considerations in selecting the right
tools for the job?
1. Identify the role and phase of
operation of the BIM user.
2. Understand the available BIM
functions, and identify what
are applicable to your business
operations.
3. Identify the key user requirements
for the potential BIM tools.
Role and phase of operation
At the outset, the BIM user ought
to identify the role and phase of
operation that they are likely to be
engaged in. Recognise that BIM
functions, and the tools deployed
to achieve them, vary depending
on the operators role and the
phase of the project at which
they are engaged. For example,
a mechanical engineer in design
phase may well have different
requirement for an MEP authoring
tool than, say, a fabricator during
construction would have for the
same tool. It may also be useful
to consider the type of projects
that one is typically engaged
in; for example, a hospital has
very different requirements to a
private dwelling. Furthermore, the
complexity of the geometry may
have a bearing on the fnal tools
selected.
BIM Functions
The next step is to identify the
intended area of application.
buildingSMART defnes twenty-four
different BIM functions that can
be applied to a project during
design, construction and operation.
Typically a BIM tool will have
application in multiple areas, for
example, a Design Authoring tool
may also do Design Coordination,
and possibly even Analysis. So
specifying eight different functions
may only require three individual
tools.
User Requirements
The fnal step in this process is to
identify the key performance
requirements of the specifc tools.
It is worth bearing in mind that
it is often not merely a question
of if these capabilities exist, but
rather how well the tool performs
in achieving these. These are really
qualitative criteria. Some example
requirements may be:
a. ability to perform the desired
function.
b. ability to perform related
functions (eg. can a design
authoring tool do clash
detection?)
c. ability to manage multiple
iterations and recognises
changes.
d. output capabilities and
interoperability of output format
(eg models, drawings, analysis,
spread sheets).
e. multi-user collaboration.
f. Interoperability with other
applications.
g. Ease of use, and responsiveness
of GUI (Graphical User Interface)
Selecting the right tool for
the job
Once these initial parameters
have been determined, one is in a
position to start evaluating software.
buildingSMART has developed a
SMART Guide to assist in this process.
The guide comprises a scorecard
that allows the user to rate the
candidate tool against set criteria.
Each BIM function has its own matrix,
and the criteria vary depending on
user requirements (ie whether the
user is an owner, a subcontractors
etc). At the end of the evaluation
the user can determine whether the
fnal score meets the benchmark
for their specifc requirements,
and thereby assess whether the
nominated application is the right
tool for the job.
KEY ROLES & PHASE OF CONSTRUCTION
Owner
Concept Design Documentation Construction Operation
Project Manager
BIM Manager
Design Team
Main Contractor
Sub-Contractor
Facilities Manager
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Why SMART?
The SMART process is based on fve main actions.
Shortlist vendors that have passed preliminary
criteria such as presence in the region, accredited
by buildingSMART ME etc.
Meet shortlisted vendors to better understand their
offering and how it might fulfl part of all of your
needs.
Assess every vendors tool by involving technical
staff and using the SMART Guide.
Rate each relevant feature by asking the right
questions. Questions and a scorecard are provided
in the SMART Guide.
Test selected tool with technical staff before
making the fnal decision.
TECHNOLOGY MATRIX
54
BIM Functons P/O P/M D/T M/C BM S/C FC F/M C/A P/O P/M D/T M/C BM S/C FC F/M C/A P/O P/M D/T BM S/C FC F/M C/A
User-friendly GUI
Coeherent user interface
API available
Multprocessor support
"Macro" support
Coverage of predened basic object types relevant to
applicaton (arch, struc, mep, )
User dened object types
User dened atributes for pre- and user dened object
types
Relatons between objects
Adequate support for geometries
Mult-user support
Viewer module
Query functons (dimensions, areas, volumes weights,
etc.)
Automatc document producton from model
Document management, approvals
Reports generaton
Clash detecton (with management)
Support for digital collaboraton (OpenBIM collaboraton
format)
Reference model support
IFC Support
Industry standard format (dwg, dgn) support
Database access
Schedule creaton
Animaton of schedules
Constructon sequencing
RFI
Data back-up
Disaster recovery procedure
Vendor presence in the region
High Complexity Project Low Complexity Project Medium Complexity Project
Interface
Technology development and productvity increase
Modelling
Informaton sharing (natve)
Document producton
Collaboraton
Interoperability
Project Management
Redundancy
Accredited by builidngSMART ME
Membership
Member of buildingSMART ME
Accreditaton
Support
54 buildingSMART ME
David Jellings
Operations Director
buildingSMART ME
Integrating BIM with Sales and Marketing
Why involve Sales and
Marketing
Firstly, when a business is
considering adopting BIM, the
departments usually tasked with
presenting the business case are
design and engineering - to a
lesser degree estimating, planning
and project management.
However, the decision is invariably
a commercial one and involves
the board or at least department
heads that include sales and
marketing.
The most obvious way to succeed
is to win buy in from all. Sales
and marketing also tend to have
their own budgets and to win
their support and hence have
access to a share of those funds,
can tip the balance in favour of
adoption.
Secondly, BIM brings benefts
to the sales and marketing
process. Despite the numerous
advantages of BIM to the
construction process, they count
for nothing if a business cannot
win orders. It is therefore important
to identify how BIM can increase
the likelihood of successful bids.
Benefts to Marketing
Marketing promotes a company
name and image to the wider
market resulting in it becoming
known and more attractive to the
prospective client base.
Interest in and understanding
of BIM is rising globally and
the Middle East region is no
exception. Requests for proposals
are increasingly requesting BIM
as an important element of the
project not just for the obvious
benefts of effciency, but as a
means of meeting the demands
of safety and sustainability.
BIM is benefcial to sales and marketing because it increases the likelihood of a successful bid.
Because this is not widely understood, sales and marketing is often forgotten or neglected as part
of a BIM deployment. However, the very essence of a Building Information Modelling process
is that it facilitates integration of all disciplines within a construction business. This article
summarises how BIM can be applied to sales/marketing and introduces key benefts.
A business for which BIM is an
integral part of its presentations
and literature, is more likely to be
noticed (by those who specify
BIM) and hence is likely to receive
more RFPs.
Benefts to Sales
When presenting a bid, clear
communication of capability and
cost is essential. The visual impact
of a model is obvious, but if the
model created for this purpose is
a BIM, it is possible to demonstrate
capability and cost in a totally
different way from traditional
means.
The obvious benefts of walk/
fy through are complemented
by the ability to demonstrate
sustainable design, cost of key
elements and the sequence in
which they will be constructed,
co-ordination of trades, what if
scenarios, plus site logistics and
temporary works especially how
these can impact on safety.
These are just a few examples of
how incorporating BIM as part of
the bidding process can better
place a business for successful
sales. As the adoption of BIM
increases, more bids will be
presented in this way.
Not only will taking this approach
enhance the chance of success,
in the future it will feature in every
winning proposal.
Many projects will not
consider a potential contractor
unless there are clear safety
and sustainability policies
embedded in the proposal. In
addition to many other benefts,
BIM facilitates communication
of such activities and therefore
increases the odds of a
successful submission.
Graeme Dunn, Executive
General Manager, Associated
Businesses and Group Services,
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Conclusions
T
hese conclusions reference the
survey fndings, whilst drawing
from the extensive commentary,
expert opinion and detailed case
studies included in the report. The
resulting analysis clearly indicates that
the economic crisis of recent years
has made change imperative to
the future prosperity of the Middle
East construction industry.
International markets have already
identifed BIM as the principle catalyst
of change and are now realising the
benefts of BIM implementation. In
the Middle East, the boom years
led to complacency. The current
recession has proved to be a reality
check and the race to catch up
has begun.
Government endorsement will
enable the industry to benet
from the global BIM revolution
Widespread adoption of BIM
will only be achieved if a
powerful industry voice, led
by government, endorses and
supports BIM processes and
technologies.
Industry professionals do
not know where to go to get
information on BIM training
A third of survey respondents
cited availability of training as
an obstacle to BIM adoption.
information on training
and certifcation as well as
facilitating delivery via the BIM
Support Bureau.
Recruiting those with relevant
BIM skills is problematic
Given the overall lack of BIM skills
it is vital that relevant, standardised
training and certifcation is available
and accessible.
buildingSMART ME offers programmes
that can meet this requirement and
can provide support for companies
seeking resources.
Industry wide standards and
accreditation will raise levels
of condence in BIM
Central to this is to have a formal
way of measuring capability.
Currently anyone can (and many
do), state that they are a BIM
expert. Recognised standards
and associated accreditation
will prevent individuals and
organisations falsely claiming to
be specialists. In addition, those
who are less competent will
necessarily become more skilled
as they progress through the
certifcation process.
BIM in the Middle East is at
the early adoption stage
A quarter of respondents said that
they used BIM in their operations.
This is moderate usage compared
to other regions where research
53

indicates adoption levels of 49%
(North America) and 36% (Western
Europe).
Some users in the Middle East use
BIM just as a tool for a specifc
purpose and not as an integrated
process.
buildingSMART ME needs to ensure
that the market understands
that the most signifcant and real
benefts of BIM are achieved
when BIM is fully integrated.
There is a strong awareness of
the value of BIM in the region
The survey indicated a strong
awareness of the value of
BIM in the region. Among the
most recognised benefts were
Improved Quality Control,
Reduction In Design Errors and
Improved Productivity.
Clearly, industry perceives that
there are signifcant benefts
inherent in using BIM.
Mandating BIM would rein-
force increasing calls for BIM
to be specified from the pre-
qualification and tender stage
Making BIM mandatory will ensure
that BIM is a requirement from the
outset, on all new projects. This will
maximise benefts.
There is a need to increase BIM
skills in the existing workforce
The lack of availability of skilled
staff was identifed as the main
obstacle to the adoption of BIM.
This presents an opportunity for
companies to increase the skill
levels of their workforce in order to
meet the skills shortages.
Clearly there is an immediate
need to provide quality training to
the industry.
Ensuring that BIM is an inte-
gral part of educational pro-
grammes will safeguard that
new entrants to the workforce
have relevant skills
A continuous supply of newly
qualifed BIM professionals, will
future proof the industry.
53 The Business Value of BIM in Europe McGraw Hill Construction 2010
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The BIM Support Bureau (BSB) has been
established to bridge the gap between
theory and practice and enable businesses
to beneft from interoperable process and
technology.
HOW IT WORKS
The BSB an independent network of construction
professionals, skilled in all aspects of interoperability
and BIM - both technology and business process. All
BSB specialists are accredited by buildingSMART ME
to provide and deliver expert services.
If a member organisation needs specifc advice
or help, the BSB can provide a list of members
appropriately accredited. The member can
then approach those organisations in a normal
commercial way.
Experts are available to advise or to work closely
with a business to deliver practical solutions and
services including:
Assessment and benchmarking of current
business process and technology.
Development planning/implementation for
business improvement based on best practice
buildingSMART certifed training programmes for
individuals.
BIM scope defnition and BIM specifcation
writing.
Quality assurance and auditing services.
buildingSMART accreditation programmes
to achieve businesses standards Integrated
Project Management (IPM) and Integrated
Project Delivery (IPD).
Business specifc services such as modelling,
integrated cost and programme planning
(4D/5D), LEED, integrated FM, site/supply chain
logistics, project management/ commissioning
and collaborative platforms.
buildingSMART ME members receive
preferential rates from the BSB, but services are
available to everyone.
DIRECT SERVICE DELIVERY
For some activities, buildingSMART ME will
deploy and charge for expert services in its
own name. These include:
Certifcation of process and external delivery
Early identifcation of business and training
needs
Help in identifying best in class strategies and
business planning
Development of bespoke training materials
and advisory services (for example, setting
up internal BIM teams, document review and
accompanied visits)
MEMBERSHIP BENEFITS
buildingSMART ME membership is based on an
annual fee paid by the member. Members are
entitled to:
An initial assessment of their requirements
Access to member only information and
forums
Access to internationally recognised
standards
Support in identifying how these standards
can best be implemented
Preferential rates at buildingSMART ME
conferences and seminars
Access to buildingSMART ME business
network
BIM Support Bureau
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Acknowledgements
This report has been made possible due to
the contributions of many individuals and
organisations. buildingSMART ME would like in
a particular to thank:
Mark Baldwin
Cedric Carr
Mohamad Chammou
Paul Doherty
Nishakar Dubey
Noah Eckhouse
Dan Frawley
Leif Granholm
Saleh Hamed
Rami Hammoud
Raymond Issa
Sabri Ismail
Michael Jansen
David Jellings
Janette Jellings
Stephen A Jones
Kimon Onuma
Patrick Macleamy
Omar Hassan Moutlak
Abdelrahman Muneer
Emad Shama
Tahir Sharif
Deke Smith
Jourdan Younis
You may not copy, reproduce or distribute any part of this report without the prior written consent of buildingSMART ME. Copyright 2011,
buildingSMART ME, ALL RIGHTS RESERVED
Premium Corporate Sponsor Details:
Tekla ME
305, Canon Building No.9
Dubai Internet City
P.O. Box 500103 Dubai
United Arab Emirates
Phone: +971 4 391 5640
Fax: +971 4 391 6799
www.tekla.com
Abdelrahman Muneer
Marketing Manager
Abdel.Muneer@tekla.com
Corporate Sponsors Details:
Bentley Systems ME
Tel.: +971 4 3312666
Fax: +971 4 3312802
P.O. Box: 28149, Dubai, U.A.E.
www.bentley.com/
BuildSMART-ME
Hassan Malki
Industry Sales Director; Building
Hassan.malki@bentley.com
BIMES
Unit 2207-Tower A,
Business Central Towers,
Dubai Internet City, Dubai, UAE
Phone: +971 4 428 1317
www.bimengineering.com/
Diyane Koseoglu
Product Manager
diyane@bimengineering.com
P.O. Box 61576,
Abu Dhabi, UAE
Tel. +971 2 635 9777
Fax +971 2 681 1309
www.ogerinternational.com
Mark Baldwin
BIM Implementation Manager
mbaldwin@ogeremirates.ae
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Supporters & Contributors:
Premium Corporate Partner:
Corporate Partners:
Construction Community Partner: Market Intelligence Partner:
BIMES
Engineering Solutions
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BIM in Middle East

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Middle-East BIM Report

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The BIM Journal is a vehicle that is used to

Following its launch in November 2009,

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