Digital Asset Model Supports Decision Making

www.bimtaskgroup.
org
p12
42nd
Spotlight on:
Hannah Mansell
& the BWF
Edition
@BIMgcs
p22
2014
Government
Construction Summit
p58 COBie
in the UK
WEEKLY NE WS LE TTE R
July 15th, 2014
View this weeks

Round the parish news
The Asset Information Model using BIM

Using PAS1192-3 to develop a bespoke digital AIM to support decision making
OIRs, AIRs and EIRs

Read more
This weeks feature story
Newsletter, 42nd edition | July 15th 2014
www.bimtaskgroup.org
DEPARTMENTAL ENGAGEMENT AND SUPPORT OFFICER ACTIVITIES (1)

Ministry of Justice (MoJ)
Richard Lane
Status meeting on 17 June. Work in progress
on training strategy & resources
Work in progress on next phase of adopter
projects and capturing lessons learned from
completed projects
Graeme Tappenden support in procurement
& integration of BIM Server. MOJ BIM Server
{ Philip Isgar }
{ Adam Matthews }
Highways Agency (HA)
{ Fiona Moore }
{ Richard Lane }
{ Anne Kemp }
Departmental Engagement
and Support Officers
Department of Health
ProCure 21+ (P21+)
Phil Jackson & Graeme Tappenden

Meeting with HA to review & update BIM
Strategy
On site meeting with M1 Junction 33 Team
reviewing BIM and data handover
Meeting of the HA BIM Project Board
Incorporation of BIM into the Capable Asset
Transformation theme of the Highways GoCo
Richard Lane & Howard Jeffrey
Defence Infrastructure
Organisation (DIO)
Article from Howard published in P21+ Newsletter

FM benefits document developed
Phase 1 early adopter reports in development
{ John Lorimer }
{ Graeme Tappenden }
Initial Phase 2 early adopter projects identified

Education Funding
Agency (EFA)
Richard Lane & Fiona Moore
Work is in progress on implementation strategy and process workstream.
{ Phil Jackson}
{ Howard Jeffrey }
June has been a busy month for DIO, resulting in:

Executive Officer endorsement of the DIO BIM Strategy
Paper
Continued drafting of DIOs BIM Implementation Strategy in line with the 2016 BIM projects target
EIR Workshops that have resulted in the production of
a first draft DIO EIR
The selection of DIOs first BIM Trial Projects

DEPARTMENTAL ENGAGEMENT AND SUPPORT OFFICER ACTIVITIES (2)
Education Funding
Agency (EFA) and Training
Environment Agency (EA)

Phil Jackson & Graeme Tappenden
{ Philip Isgar }
Work is in progress on implementation strategy and process workstream.
{ Adam Matthews }
{ Fiona Moore }
{ Richard Lane }
Local Government
{ Anne Kemp }
Departmental Engagement
and Support Officers
John Lorimer & Graeme Tappenden
Proposal pending to pass stewardship of LG BIM Regional

Champions & SIGs under National Association of Construction Frameworks NCAF. Police now becoming very
active. Interest rapidly building.
{ John Lorimer }
{ Phil Jackson}
{ Graeme Tappenden }
Training
Richard Lane
Project initiated to update the Learning

Outcomes Framework
Great progress in month. BIM Strategy pending

internal signoff. 9 Adopter Projects c800m+ & supplier SIG engaged. 6 supplier led workstream focus
groups established: EIR, COBie, MIDP, KPI, CDE &
Visualization Formats. Asset community engaged.
{ Howard Jeffrey }
Nuclear
Philip Isgar
Catch up meeting with John Clarke CEO - NDA

Meetings with Sellafield Ltd, Heads of Capability in Project Management,
Architecture and Computer Aided Engineering
Meetings with government departments, BIS, DECC and IUK Treasury
Organised speakers for Major Projects Association event on Nuclear New
Build Competency and Capacity
Strategic meetings with URS, Edf, Turner & Townsend and Capita
Supply Chain meetings with JCB, Amtech, Waldeck and Sitedesk
Established an accepted collaborative presentation to ICE - BIM 2014 a
nuclear Case Study
Attended Constructing Excellence NW BIM Group Meetings
A guest at Parsons Brinckerhoff (PB) Project of the Year Awards
At PB Launch of Digital Life Digital Legacy - Realising Digital Potential of Infrastructure Projects Infrastructure Projects
CORE TEAM MEMBER ACTIVITIES (1)
Mark Bew
Task Group Chair
Adam Matthews
EU & International Relations
MSBF enabling hierarchy
MSc summer School - Salford University

BIM review with Ordinance Survey Exec
Digital Built Britain Strategy Planning
Government Constructing Board
Tier 1 BIM2 Workshops
BIM4Manu Workshops
HS2 Strategy
Cyber Security Planning
dPoW entry mid design reviews
BSi - Greenwich County Council Smart City Standards Review
Training strategy meeting with Terry Stocks and BIM Academic

Forum to support international alignment on common BIM learning
outcomes.
International relations development with Asia-Pacific region, including

buildingSmart Australia and Singapore BCA to develop international
outreach programme for BIM Task Group in September & October.
Paris. Mark and Adam met with European BIM Group of public clients
to shape its medium-term programme and deliverables plan.
Attended the 1st session of ISO working group led by BSI to transition PAS1192 Part 2 to an ISO standard.
Update meetings with Mark, Terry and Barry Blackwell (Dept. for BIS)
Rob Manning
BIM Task Group
Terry Stocks
Delivery Director for Level 2 BIM

Part of the Construction News Awards 2014 Judging Panel.
Chaired meeting #2 of the BIM Stewardship Group
Attended the Government Construction Board (GCB) Meeting
Met with members of the BIM Task Group and Support Officers, as a
group and 1-2-1 to update on department BIM activities and progress
Took part in a meeting discussing Legacy Planning
Met with the Department for Transport and HS2
Presented BIM Level 2 to the South East BIM Hub at CICs offices
Chaired meeting #20 of the BIM Steering Group
Conducted a one day workshop for the CIC BIM Hub Champions on the use
of PAS 1192 Part 3.
Delivered a presentation on PAS 1192 Part 3 to the AGI BIM and Asset Management conference in Bristol.
Delivered presentations at the BIM4Manufacturers workshop. Presentations
addressed PAS 1192 Part 3 and the TSB BIM competition A digital tool for
building information management.
Contributed to question and answer sessions with the three bid leaders (BRE,
CIBSE and RIBA Enterprises) for the TSB BIM competition.
Delivered a presentation on Government Soft Landings to the AGM of the
Society of Electrical and Mechanical Engineers(SCEME) serving local government.
Attended the BSRIA Soft Landings User Group meeting.
Chaired a meeting of BSRIA Soft Landings leaders and the Government Soft
Landings Stewardship Group to explore opportunities to work more closely.
Delivered information on PAS 1192 Part 3, TSB BIM competition and GSL to
delegates at the Government Construction Summit.
Attended a CBx event A Soft Landings Approach delivered
by members of the BSRIA Soft Landings User Group at UCL
Energy Institute.
David Chairs the GCS

BIM panel session
David Philp
BIM Task Group Head of BIM
10
Chaired the BIM Panel session at Govt Construction Summit 2014

BIM Knowledge Hub at Govt Construction Summit 2014
Steering group meeting and update
Core team & departmental support meeting
Chaired launch of the Manufacturers Strategic BIM Forum
Practical delivery of IFC conference
SE BIM Hub level 3 presentation
Presentation at Greening Education conference
Presentation at ECTP, ENCORD, ENBRI conference - Brussels
Various BIM4 community meetings
UKCG conference and annual lunch
Media liaison
Assisted students in research and dissertation topics
Newsletter and development of new website
CN Awards 2014 task group presentation
Birthday wishes
Inaugural MSBF meeting
at BIS innovation centre
We would like to take this opportunity to send our wishes to Nikkie Basquine
of the BIM Task Group who celebrates a special birthday
all we can say is
she was born in the same year as her look alike Scarlett Johansson
or simply put half the age of Mark Bew and 5 years older than David Philp
11
INTERVIEW
INTERVIEW
BIM: PEOPLE MATTERS

14 QUESTIONS WITH
HANNAH MANSELL
In this edition we interview Hannah
Mansell, Technical Liaison Manager
with the British Woodworking Federation (BWF) and discuss the opportunities of digital workflows, data
needs and her parallel life as a cabinetmaker, artist and running a joinery businesses and her obsession
with all things timber!
Hi Hannah, can you tell us a little

about you and your background?
I have always been a really hands on,
artistic and creative person, who loves
12
13
making things from wood and initially

trained in furniture design and manufacture, alongside completing a traditional
cabinetmaking apprenticeship. Since
leaving university I have worked in
cabinetmaking and joinery businesses
of all sizes making everything in wood,
from the sublime to the ridiculous! I am
obsessed with timber; it is a truly magic
material, both to work with and to live
with.
Hannah
and her dog
Darcy
My work
is all about detail,
and attention to.
The digital exchange
of design
and contractual
agreement
has proved
a useful tool
in efficiently
manufacturing
Woof!
To develop technically, I completed a

Masters degree in Design Engineering
and have worked with both large and
small timber joinery and furniture manufacturers in product development and
R&D, process engineering, continuous
improvement and production management.
I currently work for the British Woodworking Federation as their Technical
Liaison Manager, dealing on a daily
basis with technical queries and regulations from our members and the public.
I also run my own business, specialising in the completely one off design and
manufacture of bespoke fine furniture
and art. Current projects on the books
are a sculpture from a 300 year old oak
tree, that fell over in the 2014 gales,
a design studio fit out and lounge furniture suite finished in two tone, high
gloss glitter paint...its varied, its exciting
and its creative.
My spare time is spent fitting out my
narrowboat... and yes, its all in wood, a
tribute to timber!
14
What can you tell us about the

British Woodworking Federation (BWF)
The British Woodworking Federation
(BWF) is the largest lobbying and business support organisation in our sector.
We offer advice, support and wood
industry information to our approaching
700 members as well as guidance for
customers who use or specify timber
products. We also provide voice for
the sector in the UK, influencing policy,
regulations and standards. We promote
the use of timber as a construction
material for internal and external joinery projects and celebrate its material
properties and the variety of uses that it
is suitable for. The BWF also manages
and accredits industry schemes including BWF CERTIFIRE for fire doors,
the BWF Stairs Scheme for timber
stairs and the Wood Windows Alliance.
These schemes have been set up to
improve industry standards and promote best practice for UK manufacturers who make quality, sustainable, safe
and beautiful timber joinery products.
What does your role as technical

liaison manager involve?
Every day is different.
This could really be attributed to the
variety of our membership, from one
person businesses, making one door a
week, right up to mass manufacturers
who ship thousands of timber doors
15
and windows a week, we are in touch

daily with our members. The type of
technical assistance required is varied
but involves dealing with project specific technical queries relating to design
of product and current regulations, right
through to health and safety and legal
and contractual questions.
On a wider scale, my role at the BWF
means that I get involved in technical
committee meetings and projects such
as the implementation of BIM, Environmental Product Declaration (EPD) and
CE marking for our members products and providing technical advice
and assistance to our fire door, timber
stair and timber window accreditation
schemes.
A key aspect of my role is communication, tailoring both relevance and technical depth of knowledge appropriate to
the recipient.
How advanced are the BWF with

digital and or automated workflows?
Many joinery businesses are already
operating digital and automated systems integrating their design and manufacturing processes. The BWF have
been working with software companies and monitoring the developments
closely, assessing how they will impact
our members, industry and wider sec-
16
tor. We have also been analysing the

opportunities that may be presented
to UK joinery manufacturers and the
UK construction industry and working
closely with industry experts to understand the risks and cost implications for
implementation. Our strategy is to be at
the forefront of providing useful information, guidance, resources and tools to
our members to enable them to adopt
new technologies within their business,
tailored to their particular business type
and scale.
What opportunity does BIM offer to

the BWF members?
Of course, there are the raw commercial opportunities of getting involved in
BIM enabled projects and being able to
efficiently provide accurate construction
data, liaising with project planners, architects and specifiers on a highly technical level. But if we look deeper and
refer back to the theory and rationale
for introducing BIM and other types of
digital workflows and relate them specifically to joinery manufacture, it represents a real opportunity to reduce waste
and cost from the manufacturing and
construction process, by getting it right,
first time. The products that our members manufacture are high performing,
technologically advanced, complicated
products that are manufactured under
strict factory control process to ensure
performance and conformance. Using

digital workflows provides the opportunity and physical platform to exchange
and communicate accurate product
data with all stakeholders throughout
the design and construction process
and ultimately the end user, ensuring
that the product performs during its
lifetime. This will also crucially enable
better protection of a specification,
limiting opportunity for quality products
to be value engineered out by inadequate alternatives this is a significant
problem for all construction product
manufacturers, but is perhaps most
significant for products such as Fire
Doors, which perform critical life safety
functions. This is really about providing
manufacturers a platform for making
their product information readily accessible... in a nutshell; traceability. It is
also hoped that installation, care and
maintenance instructions will be more
readily available, supporting longevity
and hence sustainability of products.
What are the challenges towards

BIM adoption in your community?
that the information is communicated

in needs to be simplistic without diluting the detail and easily accessible; by
this I mean that the systems in place
to manage BIM needs to be watertight
and easy to use. The more complex
it is the more we create a new tier of
unnecessary consultancy and cost
that could limit opportunities for certain
companies.
However, providing accurate product
data is nothing new for our members,
we actively encourage them to widely publish their technical data and
literature. In fact for our certification
schemes, the relevant documentation
to prove that a product will perform in
accordance to manufacturers claims is
integral at all levels of the design and
build process, from initial specification
and procurement, through to the strict
factory production control processes
in place and onwards to the care and
maintenance of the product throughout
its lifetime. After all, our members make
high performing, quality product, from
a material that is truly sustainable and
naturally beautiful; why wouldnt we
want to shout about it from the timber
trusses?
In principle nothing, but our membership is wide ranging in respect of size,

product and process and one of biggest
challenges that the sector faces is communicating the relevant product data to
the right person at different levels of the
project and build process. The format
17
If we look deeper
and refer back
to the theory and rationale
for introducing BIM
and other types
of digital workflows
and relate them specifically
to joinery manufacture,
it represents a real opportunity
to reduce waste and cost
from the manufacturing
and construction process,
by getting it right, first time
18
What sort of data is important to

your members?
For some time we have been maintaining an in depth dialogue with both
our members and other construction
industry experts, to disseminate what
type of data is going to be important to
be communicated through the construction process and then lifetime of timber
joinery products.
We see the type of data as being wide
ranging, from specific product dimensions and tolerances, right through
to the specification of individual components contained within the design,
installation detail and care and maintenance guidance. In addition we see it
as important that the product installed
can be linked back to the relevant
British Standards and regulations and
certification that it has been developed to perform and conform to. This
is particularly important when talking
about construction elements such as
fire doors and fire protected stairs or
highly performing thermally efficient
timber windows. These are finely developed products and every detail and
component of the design has been
engineered to ensure that it performs.
That is why we must ensure that the
format and type of information that is
held is accurate and properly managed. In implementing any project, it is
important to consider the implications
and possible risks associated of managing this type of information in the long
term. Also crucially Embodied Energy
is of increasing significance, accounting for 30-50% of a buildings overall
carbon cost, this is again data that can
be effectively managed through BIM to
support the right sustainable choices.
Are BWF working with any of the

BIM4 groups to share knowledge?
The BWF is working closely with the
Construction Products Association,
National Specialist Contractors Council
and BIM for Manufacturers and Manufacturing working groups. We are
currently reviewing and developing
the Product Data Templates with other
UK construction industry experts from
many different sectors and material
backgrounds. What is important about
this exchange of knowledge and information is that by working together, a
system is being developed of gauging
not only what is currently best industry
practice and standard, but the often
highly charged and animated discussion throws up many questions about
what the what the future holds of the
construction industry, product development and product implementation.
My background in project management
means that I know the process of holding and exchanging accurate product
and construction data is a vital to a successful project. However, it is important
19
to remember that this info needs to be

delivered in a manner that can be understood by all stakeholders in a construction process, whether this be the
lead architect, local authority planning
office, carpenter on site or the domestic end user. We need to ensure that
the tools and resources are in place to
deliver this info in a usable format and
that is why it is important to maintain
this dialogue throughout all the associated trades involved in the construction
process.
What are BWF looking to do in

order to help support their members
BIM mobilisation and implementation
journey?
The BWF are working on a range of
tools and resources that will assist in
the implementation of BIM into our
members businesses. From the very
practical tools such as Product Data
Templates to cater for the entire product
ranges of our members, to developing
a range of education resources that
can be rolled out in the businesses
with the objective of communicating
the importance of accurate product and
construction detail. We see education
throughout both the manufacturing and
construction sector as integral to the
adoption of BIM. Great things can be
achieved by making readily available
accurate and detailed product data, but
20
only if it is managed well throughout the

entire construction process and lifetime
of a building by all stakeholders. Adopting BIM into a project and for any manufacturer involved in building is going
to mark a significant change to the UK
construction industry and the education
and training is the key to successful
implementation.
10
What will UK woodworking

manufacturing look like in a digital future?
The UK woodworking industry will be a
world leader in both the development
and manufacture of quality sustainable
products. We continue to look to the
future, in both the adoption of technology and digital exchange of prodcut
information. The woodworking sector
has experience, knowledge and skill
built up over hundreds of years, and we
cannot discount that. But we do need to
continue to look to the future, short and
long term and this is why it is so important to encourage schemes like apprenticeships, up skilling of your workforce
to ensure that we do have a sustainable
UK manufacturing future.
11
Do you think BIM could help

transform your sector?
There are many developments in product development, procurement, manufacturing theory and technology and
UK Building regulation that are driving
overall development in the UK timber
joinery industry. One thing is for sure;
UK joinery manufacturers have the
technical and manufacturing ability to
deliver quality product; BIM is a useful
initiative to drive improvement throughout the entire industry. As much as
our members products are made up
from many components that must work
in harmony with each other, so is a
building. BIM is encouraging dialogue
between all facets of the UK construction industry, and this can be a driver for
improvement and development, Together we are strong, now lets get out there,
manufacture, build and improve!
12
Back to you. Do you implement any digital workflows in your own

joinery business?
Dependant on project, I also liaise with
many different stakeholders on a project whether it is material suppliers,
clients or other building trades. My work
is all about detail, and attention to. The
digital exchange of design and contractual agreement has proved a useful tool
in efficiently manufacturing and ultimately producing successful projects to

budget and customer satisfaction.
13
Last wood and non non-wood

working books read?
It is the same book. Eucalyptus, by
Murray Bail; a book that I must have
read a hundred times! Its a beautiful
story with many other stories entwined
into it...and a educating read, each
chapter is named after a different species of eucalyptus tree...did you know
there are over 100?
14
What do you do with all that

sawdust?
All waste generated throughout the
production process is sorted by type
and recycled into the relevant waste
streams. Theres brass in muck. I have
a contract with a recycling company
and have eliminated waste disposal
costs from my business by recycling
or reusing everything. Packaging is
also a big consideration for me, both of
raw materials and delivery of finished
goods. I maintain a strong dialogue with
suppliers regarding packaging and the
disposal after. My training in lean manufacturing and continuous improvement
would not let me be any other way!
21
CONSTRUCTION SUMMIT
The BIM Task Group enjoyed another year at the Government Construction Summit and enjoyed the opportunity to share progress on
the programme since inception.
Mark Bew, Chair of the Task Group noted Great support and vision from Vince Cable, Paul Deighton and the political team
David Philp chaired a benefits of BIM panel session on the main stage more in the next edition ...
Dave Philp at the Knowledge Hub modelling the fastest route to the wash rooms
Dr Vince Cable describes how BIM will help create

smart and well-designed cities
22
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23
Richard Lane Graeme Tappenden (Core Team) and

Karen Alford (EA) bonding over a MIDP
24
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and bump visit the
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from all at the BIM
Task G r o u p
25
The Summit established how

the combined Government Construction Strategy (GCS) and
its components such as Project
Bank Accounts and BIM were
realising the efficiencies and reforms that were envisioned.
Indeed at the first summit the
BIM Task Group were hypothesising that Level 2 and the use
of open shareable asset information would lead to better value
for money, better carbon decisions and better outcomes.
Three years on we are cementing regular savings and the UK
BIM standards and processes
are recognised as the global
benchmark for industry digitisation.
26
27
AIM - PAS 1192:3:2014
The Asset Information Model

using BIM
Figure 1
PAS1192-2 and PAS1192-3
by: Rob Manning

BIS BIM Task Group
Introduction
In this article we look at how the approach outlined in docu m e n t PA S 11 9 2 P a r t 3 m i g h t b e u s e d b y a n o r g a n i s a t i o n t o

develop their bespoke digital Asset Information Model to
support decision making.
The publication of Publicly Available

Specification PAS 1192 Part 3 provides
a Specification for information management for the operational phase of
assets using building information modelling. It is a companion document to
PAS 1192 Part 2 which is a Specification for information for the capital /delivery phase of construction projects using
building information modelling. The
Part 3 document provides an approach
to creating an asset information model
to support the whole life of an asset
from create/acquire, through use/maintain and on to renew/dispose.
Here we are using PAS 1192 Part 3 to
28
explore how an organisation might go

about establishing a digital asset information model to provide information for
management.
Please note that hard copies of the
two companion documents are available through the BSI Bookshop (PAS
1192-2 LINK) and (PAS 1192-3 Link)
and free to download pdf versions were
made available on the BSI Bookshop
at the time of launch. The publication of
both documents makes it clear that one
of the main objectives of the application
of information modelling in the capital
delivery phase of an asset is to provide
information to support the longer term
activity of asset operation.
PAS1192-2 Information Management

in the Capital Phase
using BIM. February 2013
PAS1192-3 Information Management

in the Operational Phase
using BIM. March 2014
29
UK Government Digital Plan of Work

Figure 2
UK Government Digital Plan of Work
The Operation and End of life work

stage requires the organisation and
their design/construction team to focus
continuously on whole life considerations and in particular upon measuring
how well the delivered asset meets the
Strategy stage targets. Targets might
not be met for a number of reasons, for
example the targets may have been

wrongly set and the use of the asset
may have changed but it is important to
measure performance, recognise positive and negative impacts upon performance and to optimise performance.
These are the fundamental principles
of Soft Landings for the government
construction client.
Capital Delivery phase of an asset using BIM

Figure 3
Capital Project Information PAS1192-2 2013
In Figure 2 we introduce the work stages associated with the life cycle of an
asset. In 2012 the Business Innovation
Skills Building Information Modelling
(BIS BIM) Task Group worked with the
publishers of existing plans of work
to agree a standard set of work stages
that would be applied across all roles
and sectors associated with the creation and operation of assets in the built
environment. The aim was to agree
work stages that would be used across
all roles and sectors to reflect a consistent level of development of information
including non-geometric data, geomet-
30
ric data and documents. Note the significance of including Strategy and Operation and End of Life in the work stages.
These stages had not been strongly
recognised by previous plans of work.
At the Strategy work stage an organisation seeking to create a new asset
will be expected to define their required
outcomes in terms of the social, environmental and economic measures that
define sustainability. It is a stage that
is about the business defining required
economic, social and environmental
outcomes and setting measurable targets.
31
A lot of people may be familiar with Figure No 3 as an overview of using BIM

in the capital phase of asset delivery.
The process of capital delivery begins
on the right hand side in the operational
phase of the above diagram with the
organisation deciding that it needs to
create or refurbish an asset and that
decision of course is related to business need. The process then moves
anti-clockwise around the diagram. The
organisation will identify what information it already knows and what information it will want from the asset construction process to inform decisions
these will be called the Employers
Information Requirements. The Employers Information Requirements are
identified as the basis of construction/
refurbishment/de-commissioning contracts and as part of the procurement
process the organisation next seeks
an execution plan that demonstrates
that the supply chain can deliver what
is required. Following contract award a
delivery plan is produced by the supply
chain to identify from within their team
exactly who delivers what and when.
This is referred to as the Master Information Delivery Plan. It should be noted
that the TSB BIM Project A digital tool
for building information modelling (insert link) is being established to create
for all sectors a means of producing
both a default and a bespoke digital
Plan of Work using a Classification
system that will be applicable to all
construction sectors. The digital Plan of
32
Work will effectively help to inform the

Master Information Delivery Plan. After
supply chain mobilisation the project
starts and information is exchanged
with the Employer at the agreed decision points.
Asset Management
Figure 4
Asset Management (Using PAS 55)
There are also likely to be many information exchanges between the design/
construction team at each of the work
stages. Digital documentation, graphical
data and non-graphical data are produced progressively in support of the
Employers decision points and eventually are transferred to the Employer
organisation at the end of Handover
and Close-out work stage.
The organisation has to decide what
happens to that digital information, how
it benefits them and how it fits with the
long term activity of asset management.
PAS1192-2:2013
Figure 4 introduces content from Publicly Available Specification(PAS) 551:2008 and PAS 55-2:2008. Part 1 sets
a standard for asset management. Part
2 provides guidelines for the application of PAS 55-1. Design companies,
construction companies and asset
operating companies might find it useful
to introduce awareness of these documents into their training programmes.
This diagram from PAS 55:1 identifies

the hierarchy of asset management. At
the apex of the triangle it shows the key
objective of supporting the purpose of
the business. It introduces the layers of
managing a diverse portfolio of assets
and of managing asset systems that
have an indefinite horizon of required
usage and each contribute to the overall goals of the organisation.
33
As well as the layers dealing with strategic direction the diagram shows the
day-to-day activities and realities of
managing assets Create/acquire,
Use, Maintain and Renew/Dispose.
The diagram goes some way to showing that over the long-term of asset
management, the activities of Create/
Acquire and Renew/Dispose might be
occur relatively infrequently.

Of course it is these Create/Acquire and
Renew/Dispose activities which require
the information management approach
identified in PAS 1192-2 whereas the
information management approach
identified in PAS 1192-3 applies to the
much longer term of whole life asset
management.
the short term construction/disposal

activities which are the subject of a lot
of publicity in the construction world are
really a means to the long-term end of
successfully operating a business supported by the practice of asset manage-
ment. The diagram illustrates the work

stages 0 (Strategy) to 6 (Handover and
Close-out) associated with PAS 1192-2
and the multiplicity of activities (n) that
occur during the much longer timescale
associated with work stage 7 (Operation and End of Life)
Operational phase of an asset using BIM
Figure 5
The Project Information Model in the asset life cycle?
Figure 6
Whole Life Information

PAS1192-3 2014
Figure 5 introduces the BS ISO 55000

series of documents which is now
published and sets an international
standard for asset management. At the
time of drafting PAS 1192 Part 3 the
new standards had not been published.
34
The information management approach

of PAS 1192 Parts 2 and 3 are shown
here surrounded by the standards of
asset management and the needs of
operational management for the business need. It is perhaps a reminder that
35
How does information generated by the

day to day activities of asset management interface with the broader objectives of an asset information system?
The bottom left of Figure 6 shows
the broad principle of information exchanges from the multiple tiers of the
supply chain on a Create and Acquire
activity. These information exchanges
will be managed in keeping with PAS
1192-2. It also shows that there will
be similar information exchanges from
the supply chain on a Renew/Dispose
activity which will also be managed
in keeping with PAS 1192-2. The development of information in the above
activities is progressive and sequential
in line with programmed work stages

to align with key decision points by the
Employer. The bottom centre of the
diagram shows the information exchanges associated with the Use and
Maintain activities and points out that
during these activities which last for
the greater part of the asset life cycle,
the information exchange points and
the decision points very rarely align so
there needs to be a way to store use
and maintain information so that the
most up-to-date information is available
to inform the decisions of corporate/organisation management when the need
arises. Figure 6 introduces the Asset
Information Model which can provide a
repository for information.
Asset Information Model Creating the case

Most organisations will probably say
that they have an asset information
model, after all they have probably
been managing assets for years. Their
models might be paper based, they
might be digitally based and they might
be a mixture of both. The models used
might either be managed by the organisation or they might be managed by a
supply chain provider. As asset portfolios become larger and more complex
and as the world becomes more digitally biased, organisations will no doubt
allocate more and more executive time
36
to consider the need for a re-structuring

of how they manage asset information
to information better decisions. Whatever method is used by the executive
team to analyse the performance of
their current model and to inform the
need for re-structuring the organisation,
it will almost certainly need to identify
benefits that it seeks to obtain from
using and owning a digital asset information model.
Before embarking on the journey of
producing the digital asset information
model an organisation will develop and

publish a business case. They will need
to identify the benefits that they plan
to obtain; how much time and money
will be needed to create a data and
file store; how much time and money
will need to allocated to identifying the
information that will be required; how
much time and money will be needed
to collect that data; what sort of people
and how many people will be needed
to conduct the work and provide governance; what sort of software tools will
be used to extract data from the asset
information model and create reports.
One of the first steps will be to identify
the potential benefits of creating a digital information model.
Some of the benefits might be as the
following;
Reduced costs due to the automated transfer of information from construction to operation. Less manual
input of information.
More complete information reducing management costs.
Fewer problems and costs during
early operation of a new or refurbished asset because of the availability of better information about the
asset.
The opportunity to reduce operation
and maintenance costs.
More focus on long term operational performance giving better in-
formed decisions about operational

expenditure and capital expenditure.
Reduced remedial costs during early operation brought about by fewer
construction defects.
Savings from life cycle decisions
informed by a single, integrated,
up-to-date source of information.
Better modelling of resilience and
risk of failure.
Improved expenditure
decisions enabled by information to support asset investment planning.
A source of data records from dynamic metering and condition sensors to identify poor energy performance, faults and risk of impending
failure.
The Organisation owns and retains
all their asset information for future
procurement.
The benefits to be sought are very personal to each organisation. Identifying
the anticipated benefits is the critical
stage of defining the required outcomes
that the asset information model is to
deliver. As with any project it is essential for the organisation to keep in mind
the outcomes that it requires and to
continuously monitor how well they are
met.
37
Below is an example from the list of potential benefits that we will follow through this text;
Organisation Information Requirements
To i m p r o v e e x p e n d i t u r e d e c i s i o n s e n a b l e d b y i n f o r m a t i o n t o
support asset investment planning.
The organisation will first identify what

information it needs in order to answer the operational decisions that it
will have to make. PAS 1192:3 refers
to these as Organisation Information
Requirements (OIRs). Having an asset
investment plan is an example.
calculate the financial and resource impact of deviating from

plans that might result in a
change in asset availability or
performance (e.g. what is the
financial impact of deferring the
maintenance of a specific generator by six months);
optimize asset management

strategy and optimize/prioritize its
asset management plan(s);
assess its overall financial performance;
Preparing for an Asset Information Model

Figure 7
Essential components to develop the model diagram
assess the financial benefits of

planned improvement activities;
determine the operational and
financial impact of asset unavailability or failure;
make life cycle cost comparisons
of alternative capital investments;
identify expiry of warranty period
and warranty;
determine the end of economic
life of assets/asset systems, e.g.
the point in time when the asset
related expenditure exceeds the
associated income;
determine the cost of specific
activities (activity based costing),
e.g. the total cost of maintaining
a specific asset(s)/asset system;
Figure 7 provides an overview of how the organisation can approach the development
of its information requirements and how the information relates to the Asset Information
Model (AIM) PAS 1192:3 and the Project Information Model (PIM) PAS 1192:2.
38
undertake the on-going identification, assessment and control of

asset related risks;
comply with statutory and regulatory obligations.
develop an asset investment plan
Above are some organisation information requirements that might help to
inform corporate/organisation decisions.
These will be specific to each organisation. Organisations can have different
needs for information. Identifying the
OIRs will require input from various departments within the organisation. Input
will be needed in particular from the
people involved in the strategic decision
making associated with the asset portfolio and asset systems.
obtain/calculate asset replacement values;

undertake financial analysis of
planned income and expenditure;
39
Asset Information Requirements

The next step will be to identify what
pieces of information are needed to
inform each OIR. PAS 1192:3 refers
to these pieces of information as Asset Information Requirements (AIRs).
Asset Information Requirements are
the detailed pieces of information about
the asset that when placed in context
can answer the questions raised in the
Organisation Information Requirements.
An OIR might be answered by a single
piece of information but it usually requires an aggregation of several pieces
of information about an asset. Continuing with our example it requires the
replacement cost, the life expectancy
and the business criticality of an asset
to inform the asset investment plan.
Information from the Create/Acquire Activity

To prepare the content required to
answer an Organisation Information
Requirement will often require the collection, aggregation and manipulation
of multiple pieces of asset information
the Asset Information Requirements.
A lot of these pieces of information will
be drawn from the activities of dayto-day asset management (Create/
Acquire, Use, Maintain and Renew/
Dispose) and to identify the required
information will need a lot of input from
people engaged on those activities.
There will be many Asset Information
Requirements and the organisation will
need to recognise the time and resource commitment required to identify
every piece of data that is required.
Employers Information Requirements

If there is a decision to construct a new
asset the organisation will need to identify which of the AIRs will need to be
identified as part of the Employers Information Requirements (EIRs) for the
40
Sources of Asset Information
new construction contract. In our example of creating an asset investment plan

we might ask for the life expectancy
and replacement cost to be identified as
part of the EIRs.
Figure 8
Some Asset Information is provided from construction Project

Information Models at Handover and Close-out
In the case of major works such as a

new construction/refurbishment a new
Project Information Model will be created and will feed in data to the Asset
Information Model. In creating the
Employers Information Requirements
for a new create and acquire project the
organisation will use some of the Asset
Information Requirements. That information will be delivered by the design
and construction team as they progress
through work stages 0 to 6. The information will be a mix of graphical data,

non-graphical data and documents and
will ultimately need to be retained in a
data store (data) and a file store (documents).
The asset information will be provided
to the Employer/Organisation during
and at the end of the Handover and
Close-out work stage (6).
41
Listed below are some typical Asset

Information Requirements that might
be delivered from a Project Information
Model (PIM) at Handover and Close-out
(A Project Information Model is generated using BIM during the Create/Acquire
activity)
descriptions of assets, their functions and the asset system they
serve
locations of assets, possibly
using spatial referencing or geographical information systems
engineering data, design parameters, and engineering drawings
vendor data (details of the organisation that supplied the asset)
operating instructions
maintenance instructions
fault finding instructions
commissioning dates and data
Information from the Use and Maintain

Activities
health and safety files
Figure 9
commissioning instructions
regular statutory test requirements
Other Asset Information Requirements are then provided during

operation of the asset
working life expectancy

of each asset
These will be written into the Employers Information Requirements at the

beginning of the PAS 1192:2 process.
Identifying these information requirements will require a lot of input from
the people responsible for the Use,
Maintain and Renew/Dispose activities
associated with asset management.
Notice that in following the
OIR to develop an asset
investment plan we have
identified the first Asset
Information Requirement to
have the;Working life
expectancy of each asset
Over the long-term operation of the

asset a lot of the asset information that
is needed to inform the Organisation
Information Requirement will come
from activities such as inheriting an
asset, maintenance, transfer of ownership, minor works, breakdowns, major
42
works and end-of-life works. There

will be multiple activities under these
main headings and they are regarded
as triggers that will require an update
of the Asset Information Model. It has
already been stated that the triggers do
not often deliver information to coincide
43
with the organisation decision points

and rules have to be established with
regard to the required currency of data
and in that regard how frequently documents, graphical data and non-graphical data will be updated and who will do
updates.
Listed below are some typical pieces of
Asset Information that might be provided during operation of the asset;
the condition and duty of assets
condition and performance targets or standards
historical record of planned and

unplanned maintenance tasks
performed
details of historical asset failures,
causes and consequences (if
known)
operational data including performance characteristics and design
limits
details of emergency plans
including responsibilities and
contact details
key performance indicators
financial data including, where

available the cost of historical
and planned future maintenance
tasks
asset related standards, processes and procedures
asset related contractual information
access planning and work schedules
details of ownership and maintenance demarcation where assets

interface across a system or
network of assets
details of tasks to be carried out

work instructions together with
diagrams and reporting requirements, legal obligations and safety/environmental considerations
task risk assessments and control measures
criteria of non-conformance and
the actions to be taken
when assets were last maintained/inspected and when these
tasks are next due
list of overdue/outstanding tasks
44
identities and levels

of spares held, inter-changeability specifications and storage
locations
cost of replacing each
asset
details of asset dependencies and interdependencies
the criticality of each
asset to the organisation
unique identification for

each asset
AIRs in operational
supply chain contracts
The asset information above will have
to be gathered to update the model during the long-term asset operation. The
need for this information will be written
into the contracts that are made with
asset operators and asset maintainers
and will be identified as Asset Information Requirements. As mentioned previously they are specific to each organisation and will need to identified by the
whole asset management team.
Notice that in response to
the OIR to develop an asset
investment plan we have
identified further Asset Information Requirements;
tion that together can contribute to the Organisation

Information Requirement
of having an Asset Investment Plan. By being able
to extract these pieces of
up-to-date information from
the data store in the Asset
Information Model the organisation can employ proprietary report writing tools
to produce an asset investment plan.
Information about Life
Expectancy + Criticality +
Details of asset dependencies and interdependencies + Replacement Cost+
Unique Identifier can be
analysed to create an Asset Investment Plan.
cost of replacing each

asset
details of asset dependencies and interdependencies
the criticality of each
asset to the organisation
unique identification
for each asset
We have identified various
pieces of asset informa-
45
Figure 10
Identifying the internal sources and multiple supply chain tiers that
provide asset information
Information from Outsourced Information

Models and direct Supplier Inputs
These are sources of data and file
based information, and they include;
External Asset Information Models
that might exist as computerised
management systems used by
suppliers for example a computer
aided maintenance management
system
Direct Supplier Inputs which could
reflect digital surveys, performance
evaluation results, component replacements, minor works.
Figure 10 is used here to emphasise the complexity of sourcing required data from the
organisations own internal sources and the multiple tiers of its supply chain.
46
There may well be outsourced information models that will both receive and
issue data to the organisations Asset
Information Model. A Computer Aided
Facilities Management (CAFM) system
used by a Facility Management provider will be the source of much of the
asset information such as information
about access planning and work schedules, a list of overdue/outstanding tasks
and details of historical asset failures,
causes and consequences. The CAFM
system will also be supplied with much
of the detail provided through a construction/refurbishment project such as
engineering data, design parameters,

operating instructions and fault finding
instructions.
It should be remembered of course that
the organisation may elect to be entirely
dependent upon such outsourced information models as their source of information. In so doing they will assess the
risk and reward associated with relying
upon a contracted provider. They will
consider various factors; the provider
may not have an understanding of the
strategic objectives, the provider may
have a time limited contract, employing
the provider in this way may reduce the
in-house cost of data management, the
ownership of data has to be established
etc
Other asset information might be
exchanged to and from work that is
commissioned either internally or with
other supply chain providers and would
include such things as digital surveys,
performance evaluation, component
replacements and minor works. These
are referred to as Direct Supplier Inputs.
47
Information from Integrated Organisation

(Enterprise) systems
document management systems
work/programme planning and
scheduling systems
materials management systems
spares inventory systems
purchasing systems
decision support systems eg
maintenance optimisation, capital
expenditure planning, whole-life
costing models
Dependent upon their Organisation

Information Requirements and the data
needed to inform those requirement the
organisation may need to link with Enterprise Systems such as those shown
in the table above. Decisions about
this potential linkage will very much
depend upon the Organisation Information Requirements and the needs of the
Asset Information System.
A simplified Asset Information Model

Figure 11
A simplified Asset Information Model
asset utilisation systems

performance reporting systems
geographical information systems
(GIS) and spatial analysis toolkits
(for the analysis of GIS data)
asset possession/shutdown/outage planning systems
SCADA (Supervisory Control and
Data Acquisition Systems)
condition monitoring systems
automation systems
knowledge management systems
staff location, scheduling and
despatch systems
48
This diagram is used to simply illustrate the types of information exchange and the basic
components that might contribute to an Asset Information Model.
49
Governance of the Asset Information

andthe Common Data Environment (CDE)
Figure 12
Governance: Project Information Model CDE
An information model is only as good as

the accuracy and currency of the information that is stored within it. The concept of the common data environment
(CDE) was introduced in BS 1192:2007.
The process of governance introduced
in BS 1192 is critical to delivering the
value of an information model.
Information is treated as Work in Progress until it is given approval to be
labelled as Shared information and
becomes accessible to selected team
members. When the information has

been verified and validated to confirm
that it meets the requirements of the
EIR/AIR it can be identified as Published data within the data store and
file store and can be used for report
writing and exchange with external
systems. When it is considered appropriate the information can be labelled
as Archive material and the asset files
and history are retained for knowledge,
regulatory and legal requirements.
Modified from
BS1192:2007
50
51
Governance of the Asset Information Model
Figure 14
Asset Information Model: Governance Reporting
Figure 13
Governance: Asset Information Model (CDE)
Ongoing input and output

documents and data
shared with Asset
Management and
Maintenance Team
Survey, Performance
Evaluation and other input
documents & data subject
to validation and
acceptance
Co-ordinated & validated

output documents & data
published for management
reporting and input to
portfolio and other external
partners or systems.
Asset document & data

history maintained
for knowledge, regulatory
and legal requirements, and
for historic asset information
management & reporting.
From PAS 1192-3
Level 2 Files Validated & Veried

with RAG Repor8ng before
publishing as Files and Data
This diagram re-affirms the importance

of the digital tool required to verify that
the information required by the AIR has
been delivered. By introducing acceptable limits for each piece of data the
tool can also validate that the informa-
tion provided is of the correct order of

magnitude. The TSB BIM Project A
digital tool for building information modelling is to develop a verification and
validation tool.
BS 1192:2007 was written with the design and construction process in mind.
PAS 1192:3 adopts the concept of the CDE from BS 1192:2007 and this diagram refers
to some of the asset management information to which it might be applied.
52
53
Roles associated with the management of

an Asset Information Model
This section looks at the human side of
data/information management. There is
a requirement to have in place people
who will manage the governance on a
day to day basis. The responsibility for
the strategic use of data and the processes of governance will need to be
vested in a senior appointee whose role
will be to ensure that the data available
is to the agreed standards of accuracy
and currency and that report writing
tools are extracting the correct data
to deliver the organisation information
requirements and answer the business
questions of the organisation executive
team.
allocation of roles, responsibilities
and authorities for the origination,
generation, capture, maintenance,
retention, transmission, access to,
assurance, archiving and disposal of
items of information;
What might the Asset Information look like?

Figure 15
An Asset Information Model
requirements for the storage of

information items according to
integrity, security and confidentiality
requirements;
retrieval and distribution of information to designated parties as
required by agreed schedules or
defined circumstances;
requirements for the archival of
designated information, for example
for the purpose of retaining audit records and knowledge preservation;
requirements for the disposal of
obsolete, unreliable or unwanted
information in accordance with the
organizations requirements and
security and privacy requirements;
PAS55/ISO5500
Standards Compliant
Dened Organisa-onal
Informa-on Requirements
Integrated Informa-on
Repor-ng
Project Supply
Informa3on
Enterprise
System
Integra0on
Service Supply
Informa2on
Asset Informa-on Model
definition of the content, meaning,

formats and medium for the representation, retention, transmission
and retrieval for each information
item;
requirements for information maintenance, including version control
and assurance activities;
requirements for the generation,
capture or importing of the identified
items of information;
54
Figure 15 provides an overview of an

asset information model and how it relates to the asset management system.
It is essential to emphasise that this is a
very adaptable concept and that this diagram does not reflect what is required
by every organisation. For example
this model could represent information
about a single asset or about multiple

assets. Another option would be that in
using report writing tools an organisation might choose to draw information
from just the published data or it might
choose to also draw upon information
from integrated enterprise systems.
55
The model may be owned and managed by the organisation as their own
asset information model or they might
choose to apply the approach through
their supply chain provider of operation/
maintenance.
When the OIR/AIR (and any EIR) have
been identified and the structure and
use of the Asset Information Model has
been agreed the organisation will have
a functional brief which they can take
to their IT provider(s) so that they can
develop the model.
A recognised classification system will

be essential to enable accurate data
extraction from the data/file store. The
TSB BIM Project A digital tool for
building information modelling is to
develop a classification system.
The needs of report writing will especially need to be reviewed to ensure
that any proprietary report writing tools
extract and aggregate the appropriate
data.
Conclusion
It is hoped that the guidance in PAS
1192 Part 3 will assist organisations
in considering the thought processes
and activities associated with establishing a digital Asset Information Model.
Starting with the need to identify costs
and benefits the document illustrates
the stages of identifying Organisation
Information Requirements and Asset
Information Requirements for asset
operation. It also introduces the need
to identify selected Asset Information
Requirements that will be identified as
Employers Information Requirements in
the event that a new asset construction
project is undertaken in keeping with
the principles of PAS 1192 Part 2. Finally the guidance looks at governance
and the principles of the Common Data
Environment before indicating what an
Asset Information Model might look like.
Adopting the guidance can place a
management team in a position whereby they can clearly specify their requirements to software developers.
The guidance is probably most useful to
those who wish to have an understanding of asset information management
without understanding the technical
detail about how the information is
made available to support management
decisions.
Acknowledgement to BSI Standards Ltd

and Mervyn Richards
for supporting illustrations
Rob Manning was the sponsor representative for the development of PAS 1192
Part 3. He developed the brief for the technical author, advised on steering group
contributors and signed off the publication.
The technical authors David Churcher, John Sands and Jo Harris from BSRIA
worked closely with Rob
and his BIM Task Group colleague Graeme Tappenden.
Significant and considerable contributions on both asset management and facility
management were
received from the steering group members
acknowledged in the published document.
56
57
BS1192-4:2014 COBie
BS 1192- 4 - Collaborative
production of information - Part 4:
Fulfilling employers information
exchange requirements using
COBie
by: Nick Nisbet
AEC3 UK Ltd Owner
COBie (Construction Operations Building information exchange) is a standard format for sharing facilities information. It is designed to ensure that the client gets all the
information needed to own and operate the facility in a reliable form.
Informally one can think of COBie as a
well-appointed suitcase that allows us
to move information from the project
team across to the client team. The
sides of our suit case are transparent:
anyone can see the what is and isnt
yet included: we see slots for all our
essentials and lots of free space for our
loose items.
So what are the essentials: its the project, site and the facility itself, the list of
visit-able spaces and locations (forget
58
the cupboards), and a list of the manageable components (forget the reinforcement). These spaces are grouped
into floors and locations, and into zones
such as occupancy and activities. The
components are organised by their
specification (type) and by their functions (systems). Each of these needs
a name, description and classification,
and a note of who and when they were
added.
These can then be supplemented with
additional loose items such as attributes, document references, contact

details, maintenance instructions, and
cost and carbon impacts.
The COBie for all working group has
run through a series of infrastructure
scenarios, from simple stations through
detailed track and motorway handover
right up to progressive handover of a
whole new line. We have found that the
COBie can do the job: in fact
COBie helped resolve some of the
casual ambiguities that creep into conventional practice. Some specifics such
as the use of Linear Referencing Meth-
ods, turned out to be not so different

to building practice such as the use of
grids in large spaces.
But the importance of COBie lies in
its efficiency: neither the client nor the
designers/contractors need waste time
designing suitcases but instead can
focus packing the correct information. If
you want a packing list, then the Employers Information Requirements (EIR)
and the forthcoming digital Plan of Work
(dPoW) will give the detail. But given
the base asset register, the content of
COBie is driven by real purposes such
as using or maintaining or operating or
monitoring or repurposing the facility.
59
Like any good suitcase, you dont

always have to fill it all at once: COBie
has proved invaluable for client briefing
and schedules of accommodation, later
it can contain the Room (and Zone)
Data Sheets (RDS). As a progress
report, COBie can be used to convey
to and from the client the state of his
facility. Product manufacturers often
offer COBie in preference over proprietary 3D objects, especially if their products are less likely to be modelled or
selected in early stages . So although
COBies primary purpose is to deliver
handover information, it can offer the
whole UK facilities industry a step into
a world of containerised information
transport.
It is a required deliverable by 2016 in

central government projects where information must flow into portfolio, asset
planning and facility maintenance tools.
Already private clients are seeing the
same value. Applications such as Revit,
Xbim, Solibri and AEC3 are offering
tools that help the supply side. Suggestions for generating, comparing and
checking COBie are openly available
(www.bimtaksgroup.org/labs). On the
receiving side UK CAFM tools are now
catching up with US applications and
offering COBie support.
Is COBie too difficult (like long-division
as one critic claimed)? Hopefully not for
a mature and accurate industry moving
into a data-rich era. Use a calculator!
Is it too simple (IFC-lite) ? COBie
is 100% convertible with IFC and is
entirely usable on every computer and
smart device, so it is likely to be around
for a while yet.
Where can one learn to speak
COBie? There are a number of 10-minute movies on YouTube (search COBie
east). Theres lots of free examples on
the buildingSMART Alliance and BIM
task group websites (search
COBie-UK-2012) and shortly there will
be the full British Standard:
Last November a working group of the
BSI construction information committee began collarating on a standard
description of the UK use of COBie.
60
The outcome is named BS 1192-4

- Collaborative production of information - Part 4: Fulfilling employers
information exchange requirements
using COBie Code of practice and
the draft for public comment has been
available since the end of May for review and comment. It will remain open
till the end of July, when the group will
reconvene to assess the feedback and
make any final adjustments.
Anyone familiar with the earlier
COBie-UK-2012, and the training
material available on YouTube will recognise the core content. But have we
succeeded in introducing the ideas behind COBie and making them relevant
to both buildings and infrastructure, and
both new and existing assets? Have
we struck the right balance between
prescriptive requirements and the use
of EIR (Employers Information Requirements)? Have we kept the door open
wide enough for the forthcoming digital
Plan of Works ?
If you want a sneak preview, and want
to check it over, go to http://drafts.
bsigroup.com [LINK}
and search for BS1192 or click
through to http://drafts.bsigroup.com/
Home/Details/53020 [LINK] . We currently rank as the second most popular
draft, could you help push us into the
number one slot (and improve the document at the same time)?
61
The publication of BS1192-4:2014 will be a key milestone

in the Level 2 BIM programme forming one the key seven artefacts
that underpins this stage of maturity.
COBie UK provides us with a consistent and verifiable means
of sharing and transporting structured information
across the asset life-cycle it also supports our digital queries
and transactions with early interim data deliveries being used
to monitor the business case for the facility or infrastructure
and to help plan for taking ownership.
Beyond delivery from a use case perspective the completed COBie file
supports the management of the asset and provides a vehicle
to take data
created during the project information modelling
into the Computer Assisted Facilities Management (CAFM) system.
The BIM Task Group would like to take this opportunity to thank
all those involved in the creation of the standard
including BSI, The COBie4All working group and especially Nick Nisbet
62
- David Philp, BIM Task Group
63
CIBSE BIM SURVEY
The 3rd Annual CIBSE

BIM Survey
by: Prof Tim Dwyer
University College London (UCL)
The 3rd annual CIBSE BIM Steering Group encourages participants from all aspects of the building process to reflect
on their experiences of BIM through a survey throughout
June, July and August, 2015 at http://bit.ly/CIBSEBIM2014.
This is aimed both at the aspiring, as

well as the experienced, BIM user so
that the results can help lead the development of protocols, tools, applications,
education and training by CIBSE and
the wider construction and software
world to ensure that the deployment of
BIM truly improves the building process.
Previous surveys have indicated that
the building services profession is
already more active in employing the
richer features of BIM than others
in the construction process but have
identified clear areas of need for the
whole industry. Earlier surveys, including those by BIM4FM and the CIBSE
FM Group indicated that majority of
FMs, owners and occupiers see that
BIM will become increasingly important
64
in day-to-day working practices in the

near future. And so in the new survey
respondents will find questions that are
specifically aimed at discovering aspects of BIM application that are relevant to post-occupation building operation and maintenance.
classification system to enable widespread adoption of Level 2 BIM across

the built environment. This is one of 3
TSB projects across the sector that is
assessing opportunities for accessible
BIM tools.
The inter-institutional website
www.BIMTalk.co.uk is also a tangible
output of the work of CIBSE and other
institutions that resulted from the demands voiced in previous surveys - it
provides a non-commercial resource
for those who wish to learn more about
BIM.
One of the challenges identified by the
surveys has been for designers and
operators to obtain reliable product data
that can quickly be incorporated into
BIM environments. CIBSE have led an
initiative to develop the Product Data
Templates (PDTs) that allow manufacturers to make their product information
readily available, with relative simplicity

in a spreadsheet format, that can then
be used by many potential users in their
BIM models.
The survey results will be published in
the autumn on www.BIMTalk.co.uk
and in the CIBSE Journal.
The call from previous surveys for

co-ordinated industry wide activity has
seen some movement in recent months
with the early stage Technology Strategy Board (TSB) projects that are developing a digital tool for building information modelling. CIBSE are co-ordinating
the C8 collaboration of APM, BIFM,
CIBSE, CIOB, ICE, IStructE, RIBA and
RICS to investigate the development of
id3 (eye-dee-cubed) - a web-based tool
to deliver the digital Plan of Work and
65
Overview of CIBSE BIM Survey 2013 findings
A c k n o w l e d g e m e n t t o B I M Ta l k w e b s i t e [ L I N K ] f o r s u p p o r t i n g i l l u s t r a t i o n s
66
67
Construction News Supplement
This is a reprint of Construction News, full supplement can be found on BIM Task Group website [LINK]
Make the next

INTRODUCTION
From new horizons for QS firms
to FM cost benefits to European
conformity, the opportunities are
there if you know where to look.
It has been just over three years
since the government published
its construction strategy, which
can be credited as a major driver
of BIM adoption having set a
deadline for public sector projects
to hit Level 2 from 2016 onwards.
While government was keen to
use it to cut the cost of building
and running its estate, having such
a huge client mandate its use
meant BIM was bound to spread.
The Royal Institution of
CONTENTS
Page 4
RICS on why BIM should be seen as
an opportunity rather than a threat
to the role of the quantity surveyor
Page 8
Bam FM has been finding out just
how beneficial the technology can
be for facilities management firms
Page 12
Bentley Systems on why there is
still one area of infrastructure that
remains untapped for Level 2 BIM
Page 16
How Atkins has been able to roll out
Level 1 consistently and effectively
across a diverse and global business
Editor Damon Schnmann

Editorial Chloe Stothart
Production Andy Rennison
cnplus.co.uk/special-reports
68
step
Chartered Surveyors survey at its

latest BIM conference showed
relatively small growth in the
number of delegates who had
worked on a BIM project in the
past year compared with the poll
at the 2013 event (see p4). But a
significant number believed it
was imperative to invest in BIM
technology in the next 12 months.
Director of built environment
Alan Muse says the recession may
have slowed uptake but that firms
should invest in it now to improve
efficiency as conditions improve.
He also describes the impact of
the BIM-induced changes that
quantity surveyors will face once
the industry advances to Level 3.
While some have feared that
automated cost generation in BIM
will reduce the role of the QS and
force them to cut their fees, he
sees opportunities for new,
valuable areas of work.
Another aspect lauded by
advocates but relatively untested
is BIM's use in aiding FM. Bam FM
decided to discover the costs and
benefits for itself by using BIM to
manage and maintain a school
(see p8). The results point to the
potential to cut costs, particularly
in buildings run under private
finance initiative deals.
New BIM frontiers are also clear
in plans to make it work better for
roads, rail and energy. COBie, the
data transfer mechanism which
features in the UK governments
BIM standards and others, works
well for buildings at present, but
less so for linear infrastructure
infrastructure that goes from one

place to another, such as a road.
A group within the UK BIM
Task Group is tweaking COBie to
make it suitable for all sorts of
projects (see p12).
Another fresh avenue for BIM
use is being explored by Atkins,
which has reached Level 1
worldwide unusual for such a
large company (see p16). It was
exploring this standard before the
UK government created a
mandate. Among lessons learned
was that introducing BIM is like
New frontiers are

clear in plans to
make BIM work
better for roads,
rail and energy
making any other major business
change: it is about planning and
getting people to embrace it,
rather than simply technology.
Taking BIM beyond national
borders is not confined to big firms.
Several European countries have
got together informally to share
BIM knowledge (see right). Getting
nations using BIM in as consistent
a fashion as possible should make
it easier for contractors to bid for
work across the continent.
While discussions are at an
early stage, perhaps this could be
the opening of new frontiers for
the firms at the BIM vanguard.
Continent seeks
collaboration to
broaden BIM use
INTERNATIONAL
A group of European countries is
exploring potential collaboration
to introduce BIM more widely in
public works across the continent.
Public clients from 15 states
Austria, Denmark, Estonia,
Finland, France, Germany, Iceland,
Ireland, Italy, Netherlands,
Norway, Portugal, Slovakia,
Sweden and the UK want to
share their knowledge about BIM.
The countries are looking at
ways to improve consistency
between states while allowing for
local flexibility. Greater consistency
in standards and getting more
countries using it would also be of
benefit to contractors.
UK BIM Task Group head of EU
and international relations Adam
Matthews says the EU BIM
working group is exploring the
possible working together for the
wider introduction of BIM into
Europes public works projects
and that it was early days for the
group, with no firm commitments.
The talks follow two EU BIM
conferences and the introduction
of BIM to the European Public
Procurement Directive, which
will encourage BIM in European
public projects. The directive
will be implemented across all
28 member states by mid-2016.
BIM Supplement 2014 | 3
69
Q&A WITH BIM DOCTOR
This is a reprint of Q&A session with BIM doctor, Sarah Davidson, on June 11th, publish on www.building.co.uk website
For full transcript visit www.building.co.uk [LINK]
70
71
ANNOUNCEMENTS
ICE BIM for Infrastructure - A new training course

that embeds the Governments Learning Outcomes
Framework
Developed and reviewed by members of the BIM Action Group
of the Institution of Civil Engineers (ICE), this training course
takes the delegate through each aspect of BIM: data, application, contractual and insurance.
Why attend?
Embeds the Governments Learning
Outcomes Framework
Demystifies BIM, allowing you to
understand the challenges and benefits of implementing BIM across the
project portfolio
Delivers clarity on how to integrate
and apply BIM to engineering, design, construction and asset management
Includes questionnaires following
each session to test your learning
and align with the objectives of the
programme
What will you learn during the programme?

Through a combination of specialised
tuition, facilitated workshops and group
exercises, this two day programme will
address in detail:
The power of BIM over the whole life
cycle of assets, across the portfolio
How BIM successfully integrates the
built environment both buildings
and infrastructure
72
How the BIM phenomenon fits into

the delivery of engineering, design,
construction and asset management
in practice
The impacts and benefits of BIM to
the engineering profession and to
the built environment
The practical steps of implementing
BIM
Who is this programme intended for?

This programme is ideal for all those
looking to consolidate their learning and
refresh their knowledge of BIM, in order
to align with the Governments Learning
Outcomes Framework. Delegates will
include:

Senior Management
Project Managers / Project Directors
Engineers
Technicians
Graduates / Apprentices
Tutors
Anne Kemp
Philip Jackson
Anne is Director
of Strategy and
Development for
Atkins Limited
and Chair of the
ICE BIM Action
Group. She also
has responsibility for BIM Strategy and Development
across the UK.
Phil is a core
member of the
BIM Task Group
and Chair of the
ICE Information
Systems Panel.
He is an acknowledged leader in
the deployment of information technology in infrastructure design, construction
and operational management.
BSc (Hons), CEng, FICE, FRSA
BSc, PHD, FRICS, FRGS
Anne is currently advising the BIM

Strategy at Eight20 (at the Thames Water Alliance) and has just completed her
term serving on the UK BIM Task Group
as a Delivery Officer for Highways
Agency and Environment Agency.
Whilst he is a Civil Engineer by training,

his background and experience has
encompassed most aspects of the construction industry from buildings through
infrastructure to asset management.
Availability and pricing

All public sector employees are entitled to a 10%
discount* on the full course fee:
Normal fee: 645 per delegate for the full 2 day programme
Discounted fee: 580.50 per delegate for the full 2 day programme
- Includes supplementary learning material
- Excludes VAT
Dates for 2014 are now available and can be found here: [LINK]
For enquiries, contact:
e: Jessica.necchi@thomastelford.com
p:+44(0)20 7665 2498
*How to claim your discount and discount terms:

Register online or contact us directly using the details above and quote promotional
code PUBSEC14
The discount code can be used once per delegate
Offer applies to bookings onto 2014 classroom courses only. Expiry 19/10/2014
73
ANNOUNCEMENTS
South West BIM Hub networking event

On a very sunny 12th June the South West Bim Hub hosted
a networking event jointly with the Association of Women in
P r o p e r t y.
Hub Events
SOUTH WEST
South West Hub Events
This was a well received event with a mix of 40 construction

and property professionals who enjoyed a light BIM chat with
their glass of Pimms.
Their next social will be BIM on a boat.
PIMMS photos of Elizabeth Kavanagh

(SW BIM Hub champion)
and Rachel Bell
74
75
YOUR
CONTRIBUTION
W e r e
L i s t e n i n g !
Wed love to hear from

you. To help us tailor
the newsletter content
for you let us tell your
BIM story, hear your suggestions for articles, your
forthcoming events, pictures or indeed any feedback or questions on the
programme.
Additionally dont forget our blog section on the task
group website; we would be delighted to receive your
contribution.
Contact us info@bimtaskgroup.org
Monika Orzeszak, Deputy Editor

Digital Asset Model Supports Decision Making

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www.bimtaskgroup.

July 15th, 2014

View this weeks

The Asset Information Model using BIM

OIRs, AIRs and EIRs

This weeks feature story

Newsletter, 42nd edition | July 15th 2014

DEPARTMENTAL ENGAGEMENT AND SUPPORT OFFICER ACTIVITIES (1)

Phil Jackson & Graeme Tappenden

Richard Lane & Howard Jeffrey

Article from Howard published in P21+ Newsletter

Initial Phase 2 early adopter projects identified

Work is in progress on implementation strategy and process workstream.

Richard Lane & Fiona Moore

June has been a busy month for DIO, resulting in:

Newsletter, 42nd edition | July 15th 2014

DEPARTMENTAL ENGAGEMENT AND SUPPORT OFFICER ACTIVITIES (2)

Environment Agency (EA)

Richard Lane & Fiona Moore

Work is in progress on implementation strategy and process workstream.

John Lorimer & Graeme Tappenden

Proposal pending to pass stewardship of LG BIM Regional

Project initiated to update the Learning

Great progress in month. BIM Strategy pending

Catch up meeting with John Clarke CEO - NDA

Newsletter, 42nd edition | July 15th 2014

CORE TEAM MEMBER ACTIVITIES (1)

MSc summer School - Salford University

Training strategy meeting with Terry Stocks and BIM Academic

International relations development with Asia-Pacific region, including

Newsletter, 42nd edition | July 15th 2014

CORE TEAM MEMBER ACTIVITIES (2)

Part of the Construction News Awards 2014 Judging Panel.

Chaired meeting #2 of the BIM Stewardship Group

Attended the Government Construction Board (GCB) Meeting

Took part in a meeting discussing Legacy Planning

Met with the Department for Transport and HS2

Chaired meeting #20 of the BIM Steering Group

Newsletter, 42nd edition | July 15th 2014

CORE TEAM MEMBER ACTIVITIES (3)

David Chairs the GCS

Chaired the BIM Panel session at Govt Construction Summit 2014

Newsletter, 42nd edition | July 15th 2014

BIM: PEOPLE MATTERS

Hi Hannah, can you tell us a little

Newsletter, 42nd edition | July 15th 2014

making things from wood and initially

To develop technically, I completed a

What can you tell us about the

What does your role as technical

Newsletter, 42nd edition | July 15th 2014

and windows a week, we are in touch

How advanced are the BWF with

tor. We have also been analysing the

What opportunity does BIM offer to

performance and conformance. Using

What are the challenges towards

that the information is communicated

In principle nothing, but our membership is wide ranging in respect of size,

Newsletter, 42nd edition | July 15th 2014

What sort of data is important to

Are BWF working with any of the

Newsletter, 42nd edition | July 15th 2014