Building information modelling (BIM) is not an option but the emerging order for architectural, building engineering consultants. With the recent publication of the BIM international standards such as BS EN ISO 19650 -1 and BS EN 19650–2, the definition of BIM compliancy has become clearer. Companies now have a standard baseline for BIM adoption, moving forward.
The nature of the architectural, engineering and construction (AEC) industry makes it difficult to invent a system of metrics that will clearly and simply evaluate how one project generated benefits, financial or otherwise over another project. This is attributed to the fact that projects are unique. Tracking benefits can be a challenge due to many variables and distinctive aspects of every project. This is what makes it hard to compare a project that has used BIM and a similar one that has not. What to measure is perplexing, even in a singular view of financial perspective.
Therefore, for a BIM business case to be reliable, it must be developed to achieve specific objectives and outcomes taking into consideration the needs and characteristics of the company. Consequently, it is not possible to define, create or use a template business case to adopt BIM for every construction company. There are however business case drivers and business case frameworks that can advise on a suitable BIM business case.
BIM Business drivers range from small projects to high-rises. These business drivers cut across the boundaries of clients, consultants, constructors, supply chains, operators and users. Each discipline can implement strategies, which put their business interest first. However, a BIM business case is intended to be one that gets as many of these players to make their own business interests coincide with those of the project holistically and simultaneously each others’. These business drivers are:
· Return on investment (ROI): Comparing the anticipated gains from the investment to justify the purchase. BIM adoption being the investment.
· Efficiency: Analysing how BIM will improve efficiency through reduction of rework, thus reduction in alterations and requests for information (RFIs).
· Design functionality: Establishing a BIM strategy that will lead to better design, buildability improvements, and confidence in design.
· Greater collaboration: Identifying which common data environment (CDE) platforms will be used in the BIM adoption to improve information management and consultant’s coordination.
· Added value services: Identifying the BIM additional services that could benefit the stakeholders, such as coordinated visualisations, improved facilities management and asset management throughout the project’s lifecycle.
· Automatic scheduling and more accurate project costs: Having a clear-cut understanding of dimension modelling (nD modelling) will be incorporated, that is the model(3D), time(4D) and costs(5D).
Business case frameworks aim to help companies that are interested in adopting BIM to gather the required information to undertake a business case. The outcomes of the business case frameworks are the clear and measurable results. The following are examples of outcomes expected when adopting BIM; based on results from various case studies:
· Business capability: This is manifests in three ways. First as the ability to complete larger design projects with greater efficiency. This is particularly important for a small practice. Also, there is an improved design outcome, offering a better understanding of design alternatives to clients and designers. Lastly, improved business capability is seen in reduced risks associated with information-related errors.
· Technical capability: This is can be demonstrated by the ability to produce the necessary and required drawings and documentation from the BIM model. It is further demonstrated in the ability to exchange this information with the project’s stakeholders and consultants for example, structural engineers, building services engineers, project managers and quantity surveyors.
· Operational capability: This is shown through the ability to design in a 3D environment, throughout the entire design process of a project. It can also be determined by using BIM (typically in the form of a common data environment (CDE)) to support design collaboration and information exchange among the consultants. Lastly, the operational capability reduces error and repetitive work in documentation through better coordination between consultants.
Conclusion
So how do these business drivers and business frameworks advise BIM business cases?
Managing the change for AEC practices can be a challenge and furthering the technology is a full-time agenda that cannot be left only to chance. Practitioners ought to look for professionals to assist them in the transformation process, and governments should look for ways to assist the industry through research and policy making; as seen in countries such as the UK, Singapore and Scandinavian countries.
