Workshop 2: Policy, Process, Tech

Workshop 2 - 13 July 2023 : Policy, Process, Tech

Presentation by Ishmail Cassiem from the CIDB

Ishmail shared the CIDB’s plans for a BIM Mandate and their sponsoring of the national annex for ISO/SANS 19650.

Conversation between Selvan Murugan, Lewis Watts and Pontus Bengston

Selvan Murugan (Digital Practice Lead, Zutari), Lewis Watts (Global Major Project Executive, Autodesk), and Pontus Bengston (Business Development Executive, Autodesk) share their insights to the approaches of BIM, Information Management and ISO19650 from a UK and Swedish perspective. They also discuss the pros and cons of a top-down BIM government mandate approach of the UK compared to the more organic approach in Sweden.

The aim of this conversation was to learn from other BIM journeys, and then see what we can apply in our South African context.

Facilitated conversations

The first conversation focused on Governance. Delegates were asked to look at the eco-system of BIM from a Provincial, National and International perspective.

The second conversation was to identify a Needs/Gap analysis for the Built Environment from the perspective of various disciplines.

These conversations are recorded below.

Conversation 1 - Environmental

Information Requirements - what metrics are needed, for what purpose - focus on the output of whatever tech and system is used, the information that is produced should assist to manage the Environmental Sub-systems.
Systems of systems, environmental concerns, stewardship and action occur within a system of systems, good information (predefined) is needed to measure, track, reports and benchmark.
Driven by economics (money talks), with a latent driver from Legal (policy / regulation)
BIM could drive the digital economy in a country - new services, new workstreams… its an enabler for the broader industry and economy (4IR transformation of South Africa)
No-one is going to pay more for BIM… it’s rather a matter of survival. Adopt or DIE. This is the new way of doing engineering, without this approach, you will fall behind and fail.
Benefits and use cases… who benefits, and when do they benefit in the asset life cycle?
Big Bang adoption… people will adopt to meet a need, rather than merely to tick a box. Companies developed organically, however the mandate created a movement for improvement and change.

Conversation 2 - DHET / SAQA

Education of the professionals that will be operating in all stages of asset lifecycles, all roles in contracts, all activities around asset operations.
Curriculum will change to meet the emerging / changing needs
BIM as a skill, not an area of theory, introduce “in service training” / apprenticeships
De-stigmatise the paradigm of designer / modeller, recognise the parallel roles of creativity and design and equip / certify accordingly.
Incorporate learning about information and its use, in undergrad courses. Point to the IM in each course, highlighting the use of the IM in the lifecycle.
Teach process, expose to technology.
Maintain feedback from industry to keep the curriculum relevant.
Involve industry to close the gap between theory and the changing practical landscape.
How much does the formal education do vs the in-service training?
While CIDB is driving policy, we drive the capacitation of the industry. What we have in our hands is the widespread capacity growth of the individuals in the industry.

Conversation 1 - Social: What is the Social Impact of Implementing or Mandating BIM in South Africa?

Potential to physical change and improve our Built Environment where People "live", "work" and "play", through:

· Improved procurement with transparency over entire project lifecycle for Public and Private sectors.

· Optimised infrastructure service delivery.

· Improved maintenance of built infrastructure.

· Availability of data for proactive response and communication.

· Sustainability, energy efficiency, reduce carbon footprint.

· Improved relationships and collaboration with all project stakeholders.

· Digital roadmap for effective communication and community buy in.

· New job opportunities and professions.

· Upskilling and adapting to change for future skills.

"....by the people for the people."

Conversation 2 - Chosen Partner: Political

Civil - Building: ECSA

Civil and Structural Engineering:

Information package, End-user focus --> for FM-Facilities Management (Operational Phase):
We discussed that the handover requirements would need to be defined and agreed with the asset owner and provisional service providers, during the design phase of the project. At that stage the FM might not yet be appointed.
The civil and structural handover would be made to the owner, who would be best suited to initiate future alterations or extensions to the building during the operational phase, and the relevant information would then be shared with the FM as agreed.
The focus should be on a digital handover pack. (Improved storage and accessibility)
Accurate and comprehensive As-built information:
Structural: elements, designs, loads, etc.
Civil: Location of all existing and new As-built services, etc.
All relevant "BIM" 2D & 3D Data, drawings, models, documents, etc.
Standardised in native, open BIM, PDF and other digital file formats.
Suitable for downstream operational and FM access and usage.
Early creation and progressive updating of the PIM (Project Information Model) to prepare the AIM (Asset Information Model) for an improved handover, …..don't wait till the end of the construction phase!!!.

Conversation 1 – Political

The two questions that need to be asked are WHY (Would political entities want to adopt BIM) and WHO (Ultimately drives BIM adoption). These two questions are the crux of a far larger discussion.

There are a few elements that need to be considered as part of the WHO of this discussion.

It can not be seen to be a “Tickboxing” exercise. There is a very real risk of losing the real purpose of what BIM is and what it stands for and as a result, it needs to impart REAL value to the industry as a whole.
The reason that it could become a “tickboxing” exercise is that politically there could be a view that our government is obsolete or outdated due to the lack of adoption. This could be true in the context of developed economies who have taken the view that BIM adoption is mandatory for any consultants who want to be involved in government projects. Currently in an environment such as the UK, it is only mandatory for public sector projects and not for all construction.
BIM adoption is currently seen as a roadblock due to the costs involved in implementation. There is a perception that it is only the “Big” players who have the ability to adopt due to the perception of these costs.
As far as the WHY of why they would want to mandate BIM adoption at a legislative level, this needs to be analysed carefully as the environment we currently operate in, has some unique challenges over some other countries.
On the positive side, the following applies.
Financial benefit – as much as there is a cost to BIM adoption, the financial benefits of adopting are substantial. Due to the way in which the process is handled in a collaborative space, the coordination and documentation process is substantially reduced. The time saving in people resources outweighs the investment in the software.
Quality – the quality control procedures are enhanced. This is of course dependent on the user and therefore training is important, but the opportunity for far better quality is enhanced.
Efficiency – as mentioned, the efficiency of producing documentation is amplified which in turn is a time saving / cost saving.
On going management – one of the biggest benefits of utilising BIM principles, is the life cycle management of a building. The information that is available to FM teams at their fingertips to ensure operational efficiency is enhanced.
There are also the potential negatives of government engagement at this level. The big one is obviously how it can be corrupted in a system that has opened the door for such corruption, but it was our view as a group that we focus on the positives as they far outweigh the negatives.

As part of our discussion, we were asked to “partner” with one of the other categories. And after much deliberation, we decided that we would have to partner with ECONOMIC as we felt that this is where the single biggest benefit could be attained. As stated previously there is a financial barrier to BIM adoption and one of the ways that was considered as an option to alleviate this would be the implementation of a “BIM development” levy that would be applied to companies larger than a certain size. What this would do is enable assistance to be given to SMME’s in the form of a subsidy or the like to enable them to afford the software rollout and training required for implementation.

Conversation 2 - Construction Management

The second part of the day revolved around the benefits of BIM Principles from a Facilities Management point of view, with our group’s focus being particularly what construction management involvement would assist building operators down the line.

This is an extensive topic with input required from multiple users, but we tried to limit it to the requirements from a CM point of view specifically.

This we broke down into effectively 4 containers.

1. Type of Contract

The type of contracting solution was one of the biggest topics debated amongst our group. Effectively the discussion revolved around 2 main forms of appointing a contractor.

i. Design then Build (historic form of contracting)

Typically, this would involve the design of the building being undertaken, costings being done, value engineering being imposed, design being updated, documentation issued for tender, a contractor pricing accordingly and the finally getting to site. This is how most of the industry has worked for a very longtime. Effectively there is no contractor involvement in any design decisions or more effective ways for potentially doing thing and therefore potentially less efficiency and coherency in the final product.

ii. EPC/EPCM/PP (Unique way of approaching a contracting solution)

This form of contracting has existed and has been utilised, butthere was a feeling that it could be utilised far more beneficially. What this means is that a contractor is brought on board at the early stages of the design process and has input to various decisions that are made. This could be as an example, changing from a standard reinforced concrete slab to a post tension slab because they have particular knowledge around the process, and it is more efficient.
In this scenario, there is also an opportunity to bring an FM team on board at the start of the process to enable operational requirements to guide the design principles up front. This could be something as rudimentary as how are light bulbs changed in a particular environment.

2. End user Performance Specification

There was a strong debate around this requirement as it goes a long way into the operational capability of a team at the end user stage. As a quick example it could be broken down as follows (but not limited to):

Material availability – are the tiles specified going to be available down the line if replacement is requirement. What wc’s are being specified, what is the water consumption specification and what is the expected lifespan. Just 2 examples of where having a requirement upfront helps guide the design decisions at an early stage.
Ease of accessibility – as mentioned, changing a lightbulb, or cleaning of windows and how easy it would be for an FM team to manage aspects such as these.
Ease of maintenance – this could apply to façade materials as an example. Plaster and paint may need to be maintained and repainted every few years at great operational expense vs the upfront expense of aluminium cladding, but very little maintenance required in the long term.

3. Formation of a Digital Twin

This is a BIG topic and room for lots of debate, however, with the use of technologies available, and an FM team having access to a digital twin (in whatever format) allows more accurate data to be used to fine tune a building in order to operate in its most efficient form. An example would be the HVAC system, by understanding the initial design intent in terms of power consumption, operational efficiency etc, and FM team can monitor actual numbers and fine tune the system to operate at its most effective and efficient capability.

4. Impact on creativity

The negative side of having a “toolkit” from an FM point of view is that there is a possibility that it may hamper design creativity and create buildings that are “all the same” because the operational requirements make it easy to manage without taking into account individuality of buildings, their intended purpose or any other intended principles as set out in the beginning as part of the design intent.

Table 2 and 5 were merged. The team had several people from AECOM so there were good skills in place for input.

Conversation 1 – The team was handed Technology as the aspect to discuss regarding BIM.

Software was the initial point brought up. It was considered that without software, not necessarily from a specific vendor, BIM was not possible.
This flowed into the aspect of Data from the software and how it was stored. Where it needed to be kept, in the cloud for proper integration across the different parties.
Next up was the Processes that make BIM work in a coordinated cross disciplinary way – discussed what is outlined in ISO 19650.
The next item was having properly trained people who could use the software and also understood the principles on how to work with other parties on a project. It also requires resources to be able to support a team with the necessary support such as training and research and development.
Just using BIM software does not necessarily create BIM data that can be interrogated and worth keeping for the long term.
Research and Development cycles back to the processes and resources allowing a company to develop their knowledge of BIM and climb the up the maturity levels.
It was also acknowledged that every team needed to work across discipline/fields to properly deliver a full BIM project.
Critical to having the Data/information was access controls and its management, including security and version control.
The next aspect was that of affordability.
IT Infrastructure was a critical aspect with the large data models. Network speeds and workstation hardware to reduce delays in reading and writing data.
It was also felt that BIM as a relatively new technology needed management support to be properly implemented. This loops back again to resource availability and support.
While BIM has been accepted by most construction professionals, even some who are not practicing a very mature level of BIM, it is with the clients where the most gains exist and in their adoption of supporting technology that will allow the transfer of data into their FM systems and allowing these to be built on in the future.

Conversation 2 - Economical.

The Team was given the subject of FM/Asset/Property management. The team felt that it was necessary to make the comment that this was not the Delivery Phase, but the Management Phase of the Assets. This was what the team believed was necessary for the proper implementation of BIM (Information Management for Buildings).

Correctly classified data – Room Data Sheets
Records of the building’s construction in the broadest sense.
Maintenance guidelines for the systems and components.
O+M budget estimates and cycles from Quantity Surveyor and Engineers.
In some cases, Disposal Guidelines, sustainability, recycling, and advanced construction techniques.
BMS System configured and normalised after commissioning, seasonal adjustments recorded.
- Balanced for Thermal Comfort
- Benchmarked for Energy Management.
As-Built documentation, 2D, 3D, Product literature and documents.
OH&S Documented, rational design for Fire and Structure where relevant.
Warranties for products and equipment, including service requirements to maintain warranty.
Servitudes and other legal requirements.
Sustainability properly documented to maintain the facility.
Security plan and operations
Waste management, spaces, equipment, and processes.
Proper risk management, including fire and emergency processes.
Establish a CAFM (Computer Aided Facilities Management) system. Store information such as service actions and intervals, work carried out in the facility, etc..
Induction and training for new staff – proper handover and system documented so that new staff can find out what they are not told.
In some instances, it is a necessary for the Asset/Building to integrate with the community such as shopping centres and Corporate Head Offices.
A lot of the above is possible through the early involvement of the FM team in the construction of the new Asset/Building.

Conversation 1 - Project Management Services/Documentation/Communication adapted to suit the understanding of Facilities management

The current state of Project Management Documentation/Communication to FMs:

Hard Copy/Manual Compilation of information transferred to FMs, in the form of 3 hard copy/boxes containing all information about the building project and 3 soft copies in the form of a USB/Dropbox file transfer

The Ideal:

The presentation of information/data in a more intelligent way relevant to FMs daily operations, as opposed to just an amassing of uncoordinated information dump.
So from the get-go the information collected from the professional teams designs, manufacturers guides, installation manuals, warranties & guarantees needs to be organized & presented to the FM teams in compartmentalized formats (such as the different sections & areas of the building or project) in a digital format. The use of Digital twins and the incorporation of a Digital handover file, divided into sections & libraries for common information (such as manuals etc.) Such information should contain as-built designs, useful life, service information, warranties & guarantees, manufacturers contact information, maintenance teams etc. and a notification system synced to important dates.

Conversation 2 - Economics

Example - the economic motivations for the UK government adopting BIM was to reduce cost of projects by about 10%

The economic considerations for adopting BIM by the Public sector should consider the following:

The Cost-Benefit analysis to a project, as opposed to a blank mandate over all public sector work. Some public sector projects would incur more cost implementing BIM on that project than benefits. Why? Public sector projects have other projects attached to them, with the government's additional objective of creating short-term employment & boosting economic activities in the areas of implementation; such as, the Expanded Public Works program designed to employ local contractors in the areas. Some of the sub-contractors from the local communities are less tech-saavy and their involvment on projects is driven to boost economic activities, as opposed to using the best sub-contractor suited to achieve a time & quality objective, with the use of the best resources driven by technology.
As a result, public sector projects would need to do a mandatory assessment process for the use of BIM on their projects. The objective would be the determination of the use of BIM on that project and if the benefits would be worth or exceed the cost of implementing BIM on the projects.

The other sector we would need to enable the economic implementation of BIM was - Political (the sitting government in power) & Legal (from a regulatory & judicial point of view).

Conversation 1 - Legal

Our table listed several aspects from a Legal perspective when considering the BIM Mandate. We identified that BIM has several key aspects, i.e. Technology, People and Process. Each of these aspects has inherent risk. A significant consideration is the intellectual property and who owns the data; furthermore, how do we manage the use of the data? At present, and in the absence of a mandate, this is controlled by the author. The identification of risk of each party is required to generate risk mitigation mechanisms. One such mechanism would be to amend the standard forms of contract to account for the use of information. The implementation of BIM and how the parties collaborate still contains an element of uncertainty; this can be managed by setting clear legal boundaries regarding how the parties will collaborate. In simple terms, de-risk the process and define clear roles and responsibilities.

Conversation 2 - MEP

End-user focus – what needs to change.

We listed several key aspects which we believe would benefit the end user.

Energy efficiency of the built asset
Maintenance of the built asset
Performance of the built asset
Interoperability of the new system with existing owner systems
Access to real-time data
Ensure compliance with regulations
Simplification of complex engineering information for easy operation
Cost of effort considerations

With the identified outcomes, it was clear that the Client will need to define the requirements for facility management. This will require the earlier involvement of other key stakeholders, such as Owners, Facility Managers etc.

In conclusion, to provide the best possible solution to the end user, we will need to proactively and collaboratively work toward generating a Project Information Model (PIM) within a common data environment (CDE). The project team will be required to generate sufficient information to be transferred from the PIM to the Asset Information Model (AIM), which will ultimately become the digital twin of the built asset. To this end, the digital twin becomes the single source of truth for the asset, with the correct information readily available, which facilitates better decision-making.

Conversation 1 - Quantity Surveyors

Our table discussed the involvement of Quantity Surveyors and the incorporation of BIM into future building management processes. As a facilities manager, it is important to understand all aspects of a built environment asset. A bridge also needs as much maintenance and use planning as does a building in the city centre. Part of the mandate would be to use the tools available in BIM to make these processes streamlined, efficient and precise.

Equipment lifespans can be easily documented and planned maintenance can be programmed for the future instead of waiting for something to go wrong. That is reactive not proactive.

Onboarding Quantity Surveyors earlier in the design process using BIM will assist with the following list that we identified as crucial for the longevity of any built environment asset.

Q.S. – SACQSP

Inception to Close -Out

Maintenance cost and Prediction & preventative costs
Feasibility lifecycle costs
Disposal cost / Salvage value
1. Environmental costs
2. Green building initiatives
Initial costs / Property value
Service costs
Operational costs
Rates of returns / ROI
Historical costs and record keeping
Quality (indirect)
Value versus risk

Conversation 2 - Department of Public Works – Benefits of adopting BIM Processes:

Theme – D.P.W – How BIM influences DPW

Document & Procurement
1. Stage – Using BIM
2. Expedite & simplify.
3. Tendering + BOM (1) / BOQ (2)
4. Production
Simplify Construction (Cost Control)
Lean construction
Quality control – Risk mitigation
Potholes & real time maintenance
Collaboration with ALL Stake Holders
Facilities management – total cost revision stage
Potholes again
Skills
1. Training
2. Conversation
Partner with CBE
BIM assist in transparency & Ethics & Political (Legal & Technology)
1. i.e. Tender

In Conclusion,

We believe that the involvement of all Quantity Surveyors, adopting BIM tools, implementing ISO19650 and using the standards will lead towards a more transparent and ethical built environment and that future forecasts of infrastructure requirements will be streamlined, more cost effective, more manageable and have more accurate information at the disposal to any party that would require this information.

Executive Summary:

In the context of the CODESA event, a table discussion centred on the integration of BIM (Building Information Modelling) and digital twins within Civil Infrastructure. Participants explored the potential of these technologies to enhance construction processes and generate value. Key takeaways from this discussion underscored the importance of end-user centricity in infrastructure design, with an emphasis on long-term use and facility management. There was a discernible push towards recognizing and defining an ASSET, focusing on how it can generate tangible value for clients. The industry's forward-thinking attitude was evident as participants discussed potential innovations like traffic guidance systems and the assimilation of self-driving cars into civil infrastructure, anticipating future technological challenges. While designers & engineers were broadly perceived as the right entities to provide digital assets, the benefits of an early and collaborative onboarding of contractors were also recognized.

General Summary (Bullet Points):

Exploration of BIM and digital twins' role in shaping Civil Infrastructure.
Detailed breakdown of Civil Infrastructure facets, emphasizing a user-centric approach.
Key discussion insights:
- ASSET definition and its emphasis on value generation for stakeholders.
- The paramount importance of digital deliveries, particularly COBIE & IFC.
- Strategic questions: "Where do I go?", "How do I do?", and "What are the costs?" indicating a roadmap for BIM application.
- Advocacy for Design-Build, early contractor involvement, and the significance of subcontractor inclusion.
Forward-thinking perspectives: integration of traffic guidance systems and prospects of self-driving cars.
Industry consensus leaning towards designers & engineers as primary digital asset contributors.
Recognized merits of early contractor engagement in the design process.

General Discussion:

The table discussion within the digital South Africa workshop underscored the growing significance of BIM and digital twins in the domain of Civil Infrastructure. Participants highlighted the need to define ASSETs with a focus on value generation for clients. The discourse aimed to position the South African construction sector as an efficient, technologically forward entity.

An essential focus lay on comprehending digital deliveries such as COBIE & IFC. These data standards emerged as pivotal to bridging the gap between construction and operation phases, streamlining project lifecycles. A recurrent theme was the value of involving a diverse spectrum of stakeholders, notably contractors, at an early stage. This approach is poised to facilitate smoother transitions from design to execution, leveraging the combined expertise of designers and contractors.

The dialogue encompassed visionary perspectives as well, envisioning traffic guidance systems and the assimilation of self-driving cars into Civil Infrastructure. These discussions signalled the local industry's proactive stance in addressing forthcoming challenges and harnessing the benefits of a digitally centred construction ethos.

Analysis:

Central Theme:

The core of the discussion revolves around the integration and application of BIM (Building Information Modelling) and digital twins in the realm of Civil Infrastructure. The focus seems to be on creating value, optimizing efficiency, and future-proofing infrastructure planning and development.

End-User Centricity

The mention of "For end-user design" and "Design for Facility Management" indicates a shift towards a more user-centred approach in infrastructure design. This implies that the designs are becoming more holistic, not just concerning construction but also considering the long-term use and management of facilities.

Asset Value Generation

The definition of an ASSET and its purpose, "Generate value for a client", underscores the importance of not just creating physical infrastructures but also ensuring they deliver tangible and intangible value to the stakeholders. This could be in terms of functionality, cost efficiency, or long-term sustainability.

Emphasis on Digital Deliveries

Mentions of COBIE & IFC, both related to the standardization and digital representation of data related to builtstructures, highlight the shift towards a more structured and standardized approach to data management in civil engineering. This allows for a smoother flow of information and collaboration between different stakeholders.

Comprehensive Infrastructure Analysis

The detailed breakdown of the different facets of Civil Infrastructure, particularly in the context of a road, reveals the intricacies involved in such projects. It emphasizes that road infrastructure is not just about the physical road but also involves considerations about safety, sustainability, future development, and more.

Decision-making Queries

The notes "Where do I go; How do I do; What are the costs" suggest a forward-looking approach, trying to chart out the roadmap for implementing the discussed strategies and technologies. These questions likely represent the primary concerns of stakeholders when embarking on a project utilizing BIM and digital twins.

Anticipating the Digital Future

Discussion around "Traffic guidance" and "Self-driving cars" clearly indicates that the participants are not just considering the current scenario but are also keenly anticipating future technological developments and their implications on civil infrastructure.

Collaborative Approach

There seems to be an emphasis on collaborative work, especially when it comes to the roles of designers, engineers, contractors, and their suppliers. The points suggest a preference for early contractor onboarding, implying the value seen in integrating the practical knowledge of contractors during the design phase.

Importance of Quality

The distinct roles of designers/engineers providing the asset model and contractors ensuring quality designs hint at a clear separation of duties but with a unified goal: delivering quality infrastructure that meets the end-users' needs and expectations.

In Conclusion

The discussion, as captured in the notes, paints a picture of an industry on the cusp of digital transformation, eager to integrate new technologies while ensuring user-centricity, quality, and future-readiness. There's a clear indication of recognizing the importance of collaboration among different stakeholders to achieve these goals.