Workshop 5: Building the Machine

Workshop 5 - 9 October 2024 : Building the Machine

Richard Matchett began the session at Zutari’s offices in Pretoria, with a recap of the previous workshops to explain how we arrived at the Build The Machine part of our CoDE•SA Workshops.

When our Community first began its journey in late 2018, the image below contrasted where our environment and industry found itself with regards BIM (top row) with where we wanted it to be (bottom row).

CoDE•SA Workshop 1 - Initial Alignment got us all on the same page.

CoDE•SA Workshop 2 - Policy, Process, Tech had us explore the eco-system needed for BIM and a Needs/Gap Analysis

In CoDE•SA Workshop 3 we called Bullshit on BIM by addressing issues/preconceptions which had become a part of the BIM psyche and hadn’t been interrogated.

The discussion grouped various comments under the heading of "Change Management," highlighting generational differences in attitudes toward BIM adoption. The younger generation perceived resistance from older professionals, citing reluctance to change traditional workflows or a lack of understanding of BIM's benefits. There was a call for mandating or legislating BIM workflows to drive adoption. Larger organizations were noted for working in silos, inhibiting collaboration and knowledge sharing. The ADKAR model for Change Management was proposed as a framework to support BIM integration, focusing on awareness, desire, knowledge, ability, and reinforcement. A key challenge identified was conducting traditional cost-benefit analyses for BIM, as its long-term benefits, such as improved workflows and client experience, are hard to quantify upfront. To address this, it was suggested that the BIM community provide real-world case studies demonstrating cost, time, and environmental benefits across all project phases, which could drive wider acceptance. Additionally, the integration of BIM education in tertiary institutions was seen as vital to equip future professionals with the necessary skills for global employability.

The publication of ISO 19650 parts 1 and 2 as SANS standards has set foundational principles for BIM in South Africa, with part 3 (Operations) soon to follow. However, uncertainty about the National Annex and BIM protocol influenced much of the discussion. Concerns were raised about the lack of clear BIM guidance before project tenders and the late introduction of new requirements, highlighting a need for better client involvement and alignment with existing frameworks like PROCSA. The long-term benefits of BIM are not well understood by project teams, and there is apprehension about one-sided enforcement putting pressure on them. The importance of a BIM Champion within teams was emphasized to support BIM integration and smooth workflow transitions, with recognition of the value of shared families and libraries for efficiency. Ultimately, a stable process supported by clear policies is seen as key to driving BIM adoption and acceptance across the industry.

The discussion highlighted the misconception that technology is inherently expensive, often due to a lack of understanding of organizational workflows, resources, and strategy. The focus tends to be on upfront costs rather than the long-term benefits technology can bring, such as faster processing, greater accuracy, improved project profitability, and meeting deadlines. By properly establishing information requirements (EIR), assigning appropriate resources, and using tools like the RACI matrix, companies can ensure technology adoption creates value both internally and externally. The key takeaway was that technology should be seen as an enabler, capable of unlocking new revenue streams and improving efficiency, rather than a cost burden. However, the successful implementation depends on understanding the impact of technology on workflows and aligning it with the company's stage in the Technology Adoption Curve.

CoDE•SA Workshop 4 - SANS19650 and National Annex

CoDE•SA Workshop 5 - Build the Machine

Getting Practical - members were allocated to one of the groups below. What followed was almost 90 minutes of intense, passionate conversation:

LEAN BIM - how to avoid overcooking it. Start small? What does GOOD look like? Best practice examples/guides.
Skills, staffing, roles and the demand to produce graduates. Professionalisation - certifications, qualifications, competencies.
Shared information - an open library of content for RSA by RSA? Information management best practice - practically.
Model-based construction - how? Collaborative contracting - which models?
Procurement requirements - Clients, asset managers and FM.
Start-up guides - what do you really need to get going?

LEAN BIM

Question: Lean BIM – how to avoid overcooking it / start small? “What does GOOD look like?” – Best Practise examples / guides.

Introduction

As a team we were tasked with the challenge to answer this question by referring to the project delivery process indicated in the ISO 19650 flow chart. We dissected each phase and identified what we as an industry tend to not just “overcook” but also what we are “undercooking.” By having a side-by-side comparison, we identified that “overcooking” is often the result of not establishing the correct level of information need, as well as not clearly defining the project scope and requirements between appointing and appointed parties which tend to lead to “undercooking’ certain aspects of the project.

Indicated at the bottom of each page, the “How to make it Lean” suggestions were formalized by the Lean BIM team as first round discussions with industry professionals.

Initiation & Requirements

Starting the Information management process.

[AP1]

Undercooking

Overcooking

BEP (Pre appointed BIM execution plan).

We produce too much information too early resulting in redundancy of work when changes are made.

Definition of information & BIM requirements.

BIM models – expectation needs to be managed.

Client consulting – proper communication with the client to get beneficial information required for their Organizational, Asset, and project needs.

Visual progress – clients/ project executive often wants to see visual progress putting pressure on teams that result in producing models pre-maturely.

Establishing the LOIN (Level of information need) between all parties in the project delivery cycle. Delivering the needed information to the required level of geometry and level of information on the required times as specified.

Technological requirements for project execution – not specified for collaboration and delivery between all parties.

How to make it LEAN:

Have a Pre appointed BIM execution plan, this must be well defined and have stakeholder buy-in to ensure appointed parties have the required capacities and capabilities to collaborate and produce expected deliverables in the BIM process.
Establish the correct LOIN (Level of information need) between all parties in the project delivery cycle, delivering the required information to the required level of geometry and level of information on the required times as specified on the international Standard ISO 7817-1:2024
Establish an OIR (Organisational information requirements) and EIR (Exchange information requirements) by consulting with the Appointing Party (Client).
Have a defined CDE (Common data environment) strategy for collaboration and information delivery between teams.
Have a well-defined project scope and budget for the BIM process requirements.
In the initiation phase, it's crucial to manage client expectations and establish clear information requirements to avoid producing redundant information too early.

Procurement

Procurement phase consisting of invitation to tender and tender response.

[AP2]

Undercooking

Overcooking

EIR (Exchange information requirements).

Allowing too many project changes.

Capability & capacity of project delivery team members.

Staff allocation – we often overstaff due to a lack of capability.

Mobilization plan.

Type of project and the time associated to execute such a project, this comes back to project scope and requirements.

Risk management matrix.

How to make it LEAN:

Have a risk management matrix.
Do proper capability and capacity assessments (pre-appointment).
Have a well-defined PIR (Project information requitement).
During procurement, it's important to conduct proper capability assessments and manage project changes effectively to avoid overstaffing and mismanagement.

Planning

Planning phase consisting of appointment and mobilization.

[AP3]

Undercooking

Overcooking

The planning process does not happen, or not enough time is spent to plan correctly.

BIM wash (overselling BIM) - promoting BIM uses that are not achievable by delivery teams that do not have the capacities or capabilities.

Lack of knowledge referring to capability.

Expectation of 2D deliverables – to what level of detail and in what time limit we deliver 2D.

Digital plan of works.

Overcomplicating the project and adding an overload of non-required information creates wasted time for everybody that receives it.

BIM assessments for appointed parties.

Allowing unrealistic expectations.

How to make it LEAN:

Have an upfront budget for BIM on projects to ensure successful information delivery.
Establish AIR (Asset information requirements) to add to the appointing parties EIR (Exchange Information Requirements) for the project.
Re-define the OIR (Organizational information requirements) to add to the appointing parties EIR (Exchange Information Requirements) for the project.[AP4]
Effective planning involves establishing a digital plan of works and setting realistic expectations for deliverables to prevent overselling BIM capabilities.
BIM assessments for appointed parties should be done pre appointment to measure capabilities of external parties and contractors.

Production

Production phase consisting of the production of project information and information model acceptance.

[AP5]

Undercooking

Overcooking

Tag numbering all elements (Tag marks and non-tag marks), Not having a clear information standard on the project.

LOD (Level of detail) and LOI (Level of information).

Data structuring classifications.

Timelines in the sense that they are often unrealistic.

CDE/ Sharing of information throughout the project lifecycle.

Documentation – depending too much on “paper” and not using our digital tools.

Data security as specified in the ISO27001 standards

Publishing.

How to make it LEAN:

Use an open format like IFC for sharing information and collaborating between Delivery teams (Appointed parties), also using other formats like BCF and IDS for Issue management, this ensures efficient collaboration and information management.
Establish ISO 19650 requirements and standards.

AIM (Asset information management)

Completing the information management process.

Undercooking

Overcooking

By making assumptions rather than properly clarifying.

Overselling digital – digital twin

Documenting and data referencing to information management. [AP6] [AP7]

Classification of information.[AP8]

Digital plan of works.

How to make it LEAN:

Have defined requirements.
Provide end-user training.
Define fit for purpose.

Overall summary from what is understood from LEAN BIM is:

Utilize a Common Data Environment (CDE): Centralize data management to streamline access and updates to asset information.
Standardize Naming Conventions: Implement standardized naming conventions for documents and models to ensure consistency and ease of navigation8.
Adopt Model-Based Coordination: Leverage model-based coordination to reduce redundancy and improve efficiency in managing asset information8.
Implement Data Validation Tools: Use validation tools to ensure the accuracy and completeness of asset information8.
Optimize Information Exchange Protocols: Establish clear protocols for information exchange to minimize errors and delays.

These strategies aim to streamline the management of asset information, enhancing efficiency and reducing complexity in the process.

[AP9]

Conclusion

In our conclusion, we recognized that addressing areas of underperformance "undercooking" in each project is essential and by prioritizing the definition and establishment of the identified tasks explained above as early as possible in the project phase, we can effectively mitigate the instances of overextension "overcooking". This proactive approach will facilitate the implementation of "Lean BIM," optimizing our project efficiency and outcomes.

[AP1] In the initiation phase, it's crucial to manage client expectations and establish clear information requirements to avoid producing redundant information too early.

[AP2]During procurement, it's important to conduct proper capability assessments and manage project changes effectively to avoid overstaffing and mismanagement.

[AP3] Effective planning involves establishing a digital plan of works and setting realistic expectations for deliverables to prevent overselling BIM capabilities.

[AP4]BIM assessments for appointed parties should be done prior appointment to measure capabilities of external parties and contractors

[AP5]In the production phase, using open formats for information sharing and adhering to ISO standards ensures efficient collaboration and information management.

[AP6]Digital plan of works: Establish a digital plan of works to streamline the planning process

[AP7]ties in with mapping of information - how the information will be managed by die appointed party in asset management

[AP8]Classification - using Uniclass 2015 , EF, Pr, Ss used in the construction industry to organize and manage information throughout the lifecycle of a built asset. These benefits make Uniclass 2015 a valuable tool for improving the efficiency and effectiveness of asset information management in the construction industry

[AP9]see paragraph, as extra?

National BIM Asset Open Library

A National library of BIM Assets (available to ALL, i.e. an Open Library), would be an immense benefit to South African organisations.

It needs to be multi-disciplinary (encompass all AEC disciplines)
The Assets should include valid/applicable meta data (custom fields). Adhering to an existing ISO standard (where available).
The library should strive to include parametric methods (instant Asset update).

All units of measurement must be Metric/ISO (not US).

Assets in the library should conform to a common process as subscribed to by the parent discipline.

IFC (Industry Foundation Class) checks must be applied across all discipline assets in the library.

The BIM tide rise can be assisted here by commercial specification service provides (example: SPECIFILE)

Information Management

A standardised Information Management for BIM would assist in data methods and workflows.

Based on ISO 19650 and included in (or referred to by) the local Annex
This system should be a compulsory part of Project Contracts
Standardisation of this system can provide a flexible choice of options for different Project needs

The modern focus needs to change to streamlined data and info instead of only 2D/3D geometry.

Comprehensive Project details must be managed by (and provided by) this Information Management standard.

Municipal buy-in to this standard would also benefit all parties.

Skills Development

The BIM Community can assist with filling the skills gap.

Identify the gaps/define the missing skills
Offer to assist the team working on the National Annex
Offer to assist with “BIM-learning” at Municipalities
Re-educate
Re-orientate
Ensure that learners understand the benefits of using libraries
Provide a method of recognition for contributions
Provide Task-to-Role relationship table(s)

Employ modern information sharing methods to evolve learnt skills into best practice across the entire Project cycle.

Keep It Simple! Skills learning needs to be able to relate with the audience – a gradual reference to system terms as the learning expands.

Model-Based Construction and Contracting Methods

Group 4, was tasked with discussing two critical topics: Model-Based Construction and Contracting Methods.

Our initial discussion focused on the concept of Model-Based Construction. We emphasised the importance of transitioning from traditional paper-based models to digital blueprints. This shift is crucial as it ensures that we have sufficient data to construct, including detailed information on what to build and the impact on timelines.

The level of detail required for the model was also a key point of discussion. We concluded that the timely and sufficient delivery of information is vital for contractors to understand the scope and plan accordingly. However, we acknowledged that, more often than not, the information provided at the tender stage is insufficient. Even at the start of construction, not all information is available, and the initial information provided often undergoes revisions. This lack of complete and timely information can lead to delays and increased costs, highlighting the need for a more integrated and comprehensive approach to information sharing.

In the second part of our discussion, we considered the three overlapping areas proposed by Billar Succar in his 2009 article: process, technology, and policy. We found that the critical aspect lies in the process area. If the project role players are not aligned and do not have a well-established relationship based on trust and open communication, the implementation of BIM will not succeed, regardless of the technologies or policies in place.

We also noted that several delivery methods in the industry do not allow for the earlier involvement of other project role players. This led us to discuss the role of traditional mindsets that need to change to facilitate relationship-building among industry stakeholders. Once relationships centred on collaboration, trust, and transparency are established, the implementation of technology and policies will become more effective and significant.

Our group emphasised that the success of BIM implementation hinges on the alignment and collaboration of all project stakeholders. The process area is critical because, without a strong foundation of trust and open communication, even the most advanced technologies and well-crafted policies will fall short. We discussed the importance of early involvement of all project role players, including clients, design consultants, contractors, and facility managers. This early involvement ensures that everyone's input is considered, leading to a more cohesive and well-coordinated project.

We also highlighted the need for a cultural shift within the industry. Traditional mindsets that resist change and collaboration must be addressed to facilitate the relationship-building necessary for successful BIM implementation. By fostering a culture of collaboration, trust, and transparency, the industry can create an environment where technology and policies can be effectively implemented, leading to better project outcomes.

During our discussion on contract delivery strategies at the BIM CoDESA workshop, we referred to the ISO19650 structure, which places the Client at the core as the appointing party, with the appointed parties (design consultants, contractors, etc.) in a non-hierarchical structure. This arrangement represents a significant shift from the traditional, highly hierarchical structure to a more inclusive one. We noted that not many current project delivery methods can be effectively used within this structure. However, the Integrated Project Delivery (IPD) and Turnkey methods work well because they involve the key role players from the outset. These methods promote collaboration and ensure that all stakeholders are engaged throughout the project lifecycle.In contrast, the traditional design-bid-build method has hard transitions from design to construction to operations, with each phase involving siloed role players. This segmented approach often leads to a high risk of data loss during these transitions.

To address this issue, we discussed the importance of introducing a "soft landing" or rather a soft transition between the phases. This approach would ensure a smoother handover of information and responsibilities, reducing the likelihood of errors and rework. By adopting a more inclusive and collaborative contract delivery strategy, we can enhance the efficiency and effectiveness of BIM implementation. This shift not only improves communication and coordination among stakeholders but also ensures that the project benefits from the collective expertise and insights of all involved parties.

During the last part of the workshop, we delved into the future of the construction industry, particularly focusing on the transition towards model-based construction.

This approach, with its multitude of benefits, represents the direction we envision for the industry. However, for this vision to become commonplace, a significant shift from the traditional siloed mentality to a more collaborative approach is essential. This realisation led us to a critical discussion on building trust among all stakeholders involved in a project.

One of the key strategies we identified for fostering trust is joint contract development. This process involves all the key role players who will participate in the project, ensuring that everyone has a stake in the agreement from the outset. By collaboratively developing the contract, we can ensure that the interests and concerns of all parties are addressed, leading to a more balanced and fair agreement. This inclusive approach helps in building a foundation of trust, as it demonstrates a commitment to transparency and mutual respect.

Another important aspect we discussed is the need for a focus on industry transformation rather than self-centered goals. For the construction industry to truly benefit from model-based construction, all stakeholders must be willing to contribute to the collective good. This means having "skin in the game" – a willingness to invest financially, dedicate time, engage in discussions, coordinate efforts, and participate in collaborative workshops to plot the way forward. When all parties are equally invested in the project's success, it fosters a sense of shared responsibility and trust.

The provision of a more realistic cash flow is another critical factor in building trust. By ensuring that financial projections are accurate and transparent, we can provide greater predictability on a project. This transparency helps in alleviating payment delays, which are a common source of tension and mistrust in the industry. When contractors and other stakeholders can rely on timely payments, it builds confidence and strengthens working relationships. Fostering a culture of transparency is paramount.

By adopting a model that serves as the single source of truth, we can collectively identify and mitigate any issues that arise during the project. This shared model ensures that all stakeholders have access to the same information, reducing the likelihood of misunderstandings and conflicts. When everyone is working from the same data, it promotes accountability and trust.

Sharing risk among key role players is another important consideration. In traditional project delivery methods, risks are often disproportionately borne by certain parties, leading to a lack of trust and cooperation. By distributing risk more equitably, we can create a more collaborative environment where all stakeholders are motivated to work together towards the project's success.

Finally, we must be cognizant of the stark contrasts in how public and private projects are managed. Public projects often involve more rigid structures and regulations, while private projects may allow for greater flexibility and innovation. Understanding these differences is crucial for developing strategies that can be effectively applied across different types of projects.

In conclusion, transitioning to model-based construction requires a fundamental shift in how we approach project delivery. By focusing on joint contract development, industry transformation, realistic cash flow, transparency, shared risk, and understanding the nuances of public and private projects, we can build the trust necessary for successful collaboration. This trust is the cornerstone of a more efficient, effective, and innovative construction industry.

Skills, staffing, roles

Introduction:

Group 2 was tasked with brainstorming ideas for the integrating, professional registration, education, workplace training and accreditation solutions for BIM. The following discussions and ideas were put forward by group members:

Voluntary Bodies:

Mandate: Voluntary bodies like the Association of South African Quantity Surveyors (ASAQS) and the Consulting Engineers South Africa (CESA) represent professionals within specific disciplines. They are responsible for accrediting and awarding Continuous Professional Development (CPD) hours.

Role in BIM:

Accrediting independent training providers looking to offer BIM courses. They can also provide insightful webinars and training opportunities themselves (see ASAQS Custom-made webinars for reference). This would ensure that professionals can earn CPD hours through BIM-related education. This would encourage professionals to continuously upskill themselves in BIM.
Voluntary bodies can advocate for BIM adoption through their involvement in workshops, seminars, and conferences, creating awareness of BIM’s benefits and encourage professionals to integrate it into their work.

Legislative Bodies (e.g., SACQSP, SACAP, ECSA):

Mandate: Legislative bodies, such as the South African Council for the Quantity Surveying Profession (SACQSP), South African Council for the Architectural Profession (SACAP), and the Engineering Council of South Africa (ECSA), oversee the regulation and governance of their respective professions. They accredit academic programs, manage professional registrations, and set standards of competence for professionals within these disciplines.

Role in BIM:

These bodies are responsible for accrediting the academic institutions that offer built environment courses (e.g., Quantity Surveying, Architecture). They can advocate for universities to introduce BIM modules into core curricula by tying BIM skills to accreditation requirements for relevant degrees.
These legislative bodies could explore adding BIM-related competencies as part of the requirements for professional registration (e.g., during the APC process for quantity surveyors). However, many workplaces in South Africa lack access to BIM software, making it difficult for professionals and candidates to gain real-world experience with BIM.
Both voluntary and legislative bodies could look into cross-disciplinary collaboration by setting up BIM workshops, workplace simulation opportunities or interdisciplinary projects where professionals from various fields (architecture, engineering, and QS) work together using BIM tools.

The Department of Higher Education and Training (DHET):

Mandate: Manage higher education institutions, technical and vocational training (TVET), and skills development programmes . Also funds and helps create curricula.

Role in BIM:

DHET can facilitate the introduction of BIM modules in university programs for Architecture, Engineering, and Quantity Surveying, promoting interdisciplinary collaboration.

TVET, QCTO, CETA and other colleges

Mandate: They provide short skills programs and occupational certifications.

Role in BIM:

Could introduce BIM-focused vocational training, learnerships, apprenticeships and short courses to address the immediate industry demand for skilled workers. Again, this could pose a challenge due to lack of workplace training opportunities, but some form of work simulation could resolve this problem.

South African Qualifications Authority (SAQA):

Mandate: They oversee the National Qualifications Framework (NQF), thereby ensuring quality standards in education and training.

Role in BIM:

SAQA could develop new BIM-specific qualifications (e.g., certificates, diplomas) and ensure that these qualifications are recognised across professions.

Council for the Built Environment (CBE):

Mandate: The CBE acts as an umbrella body, overseeing professions in the built environment. They are mandated to get involved in research and knowledge management, skills and capacity development and policy and legislation.

Role in BIM:

They could play a role in promoting BIM across disciplines. They could facilitate research on BIM and emerging technologies. These research efforts could focus on how BIM can improve sustainability, efficiency, and cost-effectiveness. They could also assist by getting involved in BIM case studies to showcase how BIM can benefit the built environment. They do act as a “go-to” between other role players listed in this document, so they could possibly promote collaborative efforts between all parties

Research Bodies (CSIR, academic institutions etc):

Mandate: They conduct research on digital innovations like BIM, AI, and digital twins.

BIM Research:

They could generate valuable insights that inform future BIM training programs and professional development strategies.

Conclusion:

The team agreed that breaking BIM tasks into manageable roles within the project lifecycle (e.g., BIM modelers, BIM coordinators) was a viable option. The team referred to this task as “BIM Unpacking”. This would allow individuals to specialise in specific BIM-related tasks, which would help professionals focus on a niche rather than mastering the entire BIM process, which would possibly promote careers in BIM and make the training process less overwhelming.

Furthermore, the team noted that the successful implementation of BIM in South Africa requires a coordinated effort from various stakeholders, including voluntary bodies, legislative bodies, and educational institutions. Ultimately, leadership and engagement will be critical in fostering a collaborative BIM strategy to drive its adoption.

Procuring Digital Services for Engineering Projects

Procurement Requirements

Key Focus:

Procurement teams responsible for acquiring tools for digital engineering project delivery must have:

A solid understanding of Building Information Modeling (BIM)/ Digital Engineering processes.
Adequate digital literacy to ensure they procure tools and services that align with project needs and the project digital delivery plan. This helps avoid gaps in understanding and improves the probability of success in delivering a digital project.

Objective:
Procurement teams should be capable of evaluating and selecting the right digital tools with full knowledge of their intended use, process outputs, ensuring alignment with the project’s digital delivery strategy.

Regulation in Private and Public Sectors

Private Sector:

Characterised as less regulated. Private companies tend to have more flexibility when it comes to implementing digital processes or new ways of working, which can sometimes result in inconsistencies across projects.

Public Sector:

More regulated, often following strict compliance frameworks. Therefore, the speed and efficiency of digital procurement can lag due to bureaucracy.

Key Conclusion:
A BIM policy should be adopted across both sectors to level the playing field, ensuring that both private and public entities procure and implement digital tools and processes at the same pace, with similar regulatory expectations. This policy will standardise procedures, leading to more efficient digital delivery regardless of the sector, and enhance collaborative efforts between the sectors.

Procuring Digital Services – Three Cornerstones

1. Policy:

Certification of both digital tools and services is critical. Service providers, consultants, and educational institutions that offer digital engineering services need accreditation.
South Africa requires digital engineering standards tailored to local socioeconomic factors. This will ensure that suppliers and contractors meet minimum digital literacy and certification requirements.
Supply Chain Management Norms need adaptation to incorporate digital competencies, ensuring that all stakeholders (Contractors, suppliers, consultants) are equipped to deliver on digital engineering projects.

2. Technology:

Roles and responsibilities within digital environments should be standardised to ensure consistency and accountability. A project manager’s digital literacy and responsibilities, for example, should be aligned across both the contractor and consultant environments.
Tools and technology must be fit-for-purpose.
A unified data exchange format is crucial to streamline collaboration.
The creation/procurement of a Common Data Environment (CDE) is essential for storing, managing, and accessing project data securely. This environment will centralise information and improve transparency.
Data Security needs to be prioritised, particularly in terms of who has access to sensitive data and the level of access based on their role. Continuous awareness training will help mitigate risks.
A comprehensive inventory of hardware and software is necessary, ensuring that the appropriate tools are in place for each stage of the project.
Proper data collection methods need to be established, identifying the source and ensuring that data flows smoothly into the system.

3. Process:

Clear workflows must be established from the client, through consultants, to contractors. This includes defining:

Communication processes: Project emails, asset naming conventions, and other communications should follow standardised practices to avoid confusion.
Funding: Access to necessary funds for digital delivery must be ensured and monitored.
Benchmarking and Feedback: Continuous benchmarking is required to assess whether the system is meeting the original project needs and to allow for adjustments as needed.

Risk management must be ingrained within every step of the digital procurement process.

Overarching Theme - Constant Risk Management & Qualified Oversight

It is essential to have a body of qualified professionals responsible for overseeing digital engineering practices.
This body would be akin to the Engineering Council of South Africa (ECSA), but specific to digital engineering, ensuring that the standards, policies, and processes are enforced, and that there is a consistent standard across all projects.
A proposed Digital Engineering Council of South Africa or something similar would provide accreditation, regulation, and ongoing support to the industry.

Start-Up guides

Task

The task given to Group 6 was to formulate what could be in the contents of a “Start-Up Guide” to assist those not familiar with BIM, wishing to know more about BIM, and the workflow process.

Background

Much discussion was held amongst the group as to what should comprise the contents of the guide.

The acronym BIM (Building Information Modelling / Building Information Management) has become a term that many are familiar with, but few understand that it is primarily a workflow process. A discussion around the acronym BIM concluded that perhaps we should be using the term Digital Project Delivery, to avoid confusion that the BIM workflow process was only relevant to buildings.

It was felt that there should only be one Start-Up guide instead of having multiple guides addressing various sectors of the industry. The team also discussed the possibilities of incorporating different annexures to the Start-Up guide as there’s a need for profession-specific information.

The Group then discussed the sections (chapters) that could perhaps be incorporated into a Start-Up guide.

Benefits

Topics under this chapter could include:

Why do you need to practice Digital Project Delivery (BIM workflow), giving background into why it was important for all stakeholders to work in a more efficient way with the aim being a cost reduction of 20% on all projects.
Who needs to practice Digital Project Delivery?
Discussion around better information management and its importance.

Collaboration

This chapter would discuss why collaboration amongst all stakeholders was part of the workflow process

The sharing of information between parties involved in a project is critical to Digital Project Delivery, instead of each stakeholder working within their own silo.

Stakeholders in a project should collaborate as early as possible in the project timeframe to ensure maximum benefit from shared knowledge.

Standards

This chapter would draw attention to the reader as to additional information that can be found and to local RSA & International Standards. Draw attention:

RSA Annex to the SANS 19650 standard
Guide to SANS 19650 standard

Training

This chapter would give the reader additional resources where they could learn more about discrete aspects of Digital Project Delivery. These could include:

Continuing Professional Development (CPD) courses, with an emphasis on “Lean BIM”
Roles and Responsibilities within the Digital Project Delivery workflow
Formal Education – what is currently available and where
Training for Project Owners – the importance of setting the Digital Project Delivery framework and expectations before the commencement of a project.

Data Ownership

This chapter would give an insight into the role of data ownership, comparing the traditional views on data ownership with the perhaps differing views when considering digital project delivery.

Legal Implications of data ownership need to be discussed.

Dissemination of the Start-Up Guide

A discussion was held as to how a Start-Up guide would be disseminated to all affected parties. The options considered were:

Printed Start-Up Guide (cost implication?)
Start-Up Guide to be available on a web site and social media
Professional institutions (Civil, Mechanical, Electrical, Architectural, QS etc.) would be encouraged to promote the Start-Up guide on their web sites and social media.
Government bodies would be encouraged to actively promote the Start-Up Guide.

Key topics summarised

Based on the context provided, the key discussion topics during the workshop were:

Project Scope and Client Expectations:

The mismatch between project scopes and client expectations.
The need for proper planning, budgeting, and understanding client information requirements for BIM.

Skills, Staffing, and Professionalization:

The roles and demand for graduates in the industry.
The involvement of bodies like the Department of Higher Education and professional associations.
Challenges in integrating theory and practical experience in education.

Information Management and Open Libraries:

The importance of multi-disciplinary metadata and common processes.
The need for comprehensive project information management.
The role of skills and community in addressing missing skills.

Collaborative Contracting and Model-Based Construction:

Challenges in understanding project scope and scope changes.
The siloed traditional process and the need for early contractor involvement.
The importance of trust and relationship building between stakeholders.

Public and Private Sector Perspectives:

Differences in the commercial orientation of private sector vs. the public sector's focus on service delivery.
The role of information management in improving the built environment.

Policy, Process, and Technology:

The need for a BIM policy mandating digital certification.
Standardizing data exchange formats, roles, and data security.

Startup Guide and Digital Project Delivery:

The need to broaden the scope beyond just "BIM" to "digital project delivery”.
The importance of education, training, and addressing data ownership.

The workshop covered a wide range of topics related to the implementation of digital practices in the South African built environment.

Next steps towards March 2025 - Workshop 6

Of the 6 topics covered, 4 were chosen by the members for action. The top 4 priority areas are:

Skills, staffing and professionalisation.
Collaborative contracting.
Information management and open libraries.
Clients, asset management and procurement.

It was noted that while the group did not prioritise ‘Clients, Asset Management and Procurement’ as highly, it’s an important area that should not be neglected. A 4th stream was suggested where the contracting fraternity and design professionals could focus on this topic.

Overall the summary highlighted the key decisions made to drive progress in the identified priority areas and the next steps needed to engage the broader industry and build momentum for digital project delivery in South Africa.

Closing from Amanda:

Immediate outputs:
- The feedback from the workshop was formatted into an article that will be in the latest IMESA publication to be shared at their annual conference in November. Will share the link as soon as it’s available.
Sharing participant details:
- Participants will be asked to consent to having their contact details shared with the group to facilitate the formation of working groups for each of the 3 priority areas.
Working Groups and Commitments:
- Participants are encouraged to self-organise and begin the work that needs to be done re: report back in March 2025.
Awareness and Engagement:
- The goal is to create awareness and get recorded buy-in from various stakeholders, such as educational institutions, training providers and client bodies.
- The BIMcommUNITY will send letters to relevant bodies (e.g. professional councils, muncipalities etc) to seek their buy-in and commitment to support the industry’s digital transformation.
- The BIMcommUNITY will not be providing all the answers, but rather asking the right questions to get the relevant parties engaged and taking responsibility for their respective roles.
Next steps and March 2025 meeting:
- By the next meeting in March 2025, the BIMcommUNITY aims to have MOU’s and illustrations of how the ‘machine’ for digital project delivery is being built.

The closing remarks emphasised the immediate next steps, the importance of participant engagement and commitment, and the long-term goal of driving industry-wide transformation through collaborative efforts.