BIM for Project Managers

BIM is not just a powerful set of tools, but also represents a change to what we produce during the design phase of a project. These tools have focused on model outcomes which are driven by information requirements of the client and their asset, and at Beca we are working closely with clients to define their own Goal for the implementation of BIM, but how do we begin to leverage BIM to improve the efficiency of project delivery?

I believe the answer is as simple as these few steps;

1. Understand how well we are doing right now
2. Use our new BIM toolset to facilitate management of the project
3. Measure our progress and apply process improvement strategies

The following is a brief look at how we might follow these steps to improve the quality and efficiency of our design services.

How’s it really going?

All process improvement begins by taking a step back and looking at how we do the things we do, and with BIM there is no exception. You’ve more than likely seen 3D design implemented across variety of projects and each case would have its own successes and failures, but for Project Managers, modelling has typically been a black box activity, a single line on a Gantt chart at which you throw time and money, all the while hoping that you’re getting what you paid for.

How do we measure the efficiency of a black box? This is a question that Clients instinctively understand when you ask them for a 30% progress payment on a model that is incomplete. At which time, “I want drawings, hard facts, something to hold on to that demonstrates we are at 30%”, you might hear your client say.

So “how’s it really going?” is a good question to ask yourself.

To answer this question we are going to have to dig a bit deeper into the toolset we are relying on. We’re going to need a way to measure our progress by looking at a model and the amount of information contained therein.

The good news is that there is a way to do this, a structured approach which gives you and your client the confidence in knowing that things are indeed progressing as suggested.

We don’t normally go into a design not knowing what we’re designing. Rather we usually have a reasonably good idea of the concept that is to be explored and at the very least a work breakdown structure (WBS) for the work to be performed. In the planning phase of a project we start to plan the areas, packages, work, resources, and activities that will be undertaken during the design project. Likewise as we progress our concepts we start to define the model which is being developed. What’s more, since we’ve planned the work we also know the level of detail required for each phase of the project.

As a project manager, you will be familiar with the concept of Earned Value. I’m suggesting there is way to apply those same concepts to your models. Matching your WBS to the model and generating meaningful reports on the progress of the design and the information contained therein.

BIM for Project Managers

BIM isn’t just a tool for designers and engineers, but also for the people responsible for managing the project. Having a good understanding of where we are at in the design, being able to measure actual performance and cost to complete design activities with greater fidelity that previously undertaken means that we are able to look for opportunities to improve the design process. Whether it is through improved design coordination and information sharing, pre-empting of conflict areas and coordinated design workshops to deal with interface areas, or simply managing change and the trends and variations which they generate. We are already able to integrate BIM into the project management processes, and use the wealth of information stored therein to better monitor and manage the project.

Imagine a scenario where the WBS was intimately connected to BIM model, the program, the budget, and the resources; creating an integrated project information management system that allowed the PM to review project performance. Now imagine all the discussions you could have when your client asks you to remove / add / change some part of the design, and you are armed with detailed knowledge on the cost of those impacts in the design, construction and operations phases of their project.

“Yes we can replace that pump and re-route the pipework from A to B, that will cost you approximately $X in additional engineering, but save you about $Y during construction.”

Measure and Improve

Taking modelling and information management out of the black box and shining a light on it is the only way we can measure current performance, and is the first step in identifying opportunities for process improvements.

Understanding how much time we spend on specific modelling activities empowers organisations to better estimate the time to undertake those activities in the future and also suggest areas where it is possible to optimize our approach to BIM.

Whether it is through reducing or eliminating repetitious activities, or by improving communication to reduce rework, there are countless ways in which BIM will continue to help us to improve our performance.