As a Project Manager (PM) and construction coordinator I have one goal: Deliver a facility to the user on time and within the budget. In today’s lump-sum bid market, that goal is best achieved by incorporating Building Information Modeling (BIM) process technology into the task list from pre-design through building commissioning.
As a PM working for the Owner, I help organize the project program, schedule and a budget. The more scientific information I can capture at the beginning of the facility development effort from a BIM process, the more accurate the program, schedules and budgets will be. As a smart and savvy PM, I know that BIM doesn’t start on the Architect/Engineer desktop but rather at the Owner’s conference table where all the end users first sit down to envision and give life to the facility development. Owners who are regularly engaged in facility development stand to gain the most by having the PM implement and incorporate the BIM process. It is at the pre-design phase where the most dreaded and frustrating aspects of any facility development efforts shows its ugly head: Changes. The extent, depth, and cost for changes is worst when a contractor has the labor, materials, equipment on site fully committed to a time clock that is ticking faster than the work. If for no other reason, it is crucial that as an Owner’s PM I implement the BIM process from the git-go.
The changes begin to creep in when as a PM I bring in the Design Team. If the facility information that is provided to the Design Team is incomplete, it then follows that changes will begin to affect the program, schedule, and budget. To avoid this, the BIM process started by the Owner has to be implemented with the full commitment of the Design Team using best practices providing information at the correct level of detail by using Model Progression Specifications (MPS) that keeps every team member organized. As the Owner’s PM, I keep the end users informed and integrated into the decision making process using the BIM process, constantly updating and revising the information to document design and program changes that affect the schedule and budget. The fully integrated BIM process allows the team to visualize and explore the impact of changes and remain cognizant of potential scope creep and its effect on the schedule and budget. As a PM for the Owner, using this BIM process I become a trustworthy liaison between the design team and the end users and meet the primary goal. MPS is a language that owners, designers, and builders can use to define every element and task in the building construction process. It serves as a coordination point for information about the building, what is being modeled, and to what level of detail it is being modeled, estimated, and scheduled. It provides the efficient framework for the project stakeholders – a written checklist that matures from program level through design level of detail to a high level of detail in terms of 3D geometry, cost, and time.
As the Owner’s PM I am also responsible for selecting the Construction Manager (CM) and/or General Contractor depending on the Owner’s needs and market conditions. Having successfully completed the pre-design and design phase using the BIM process that meets the primary goal, it is crucial that a CM/GC be selected who will not only use the contract documents but also the established BIM process. It would be detrimental to the Owner as well as the rest of the team to set aside the BIM process during the pre-construction phase, especially if the bid process is used to arrive at a lump-sum bid price. If the BIM process was successful in delivering a facility design, it follows that the same foundation must be continued by the CM/GC from pre-construction through project close-out and commissioning. Request for information (RFI) and change orders (CO) can be significantly minimized if the CM/GC has the capacity and capability to incorporate and integrate the Owner’s BIM process fully (2D, 3D, 4D, and 5D). The typical 30 day bid process is not the time to begin a BIM process, there is just no time available to produce sufficiently detailed information for the subcontractors, vendors, and service providers to provide a lump-sum bid. This is one reason why the facility development industry still lags behind manufacturing in being able to deliver a product to the end users that is of consistent quality, cost, and on-time. With the use of the Owner’s established BIM process, the CM/GC is able to implement lean construction techniques used by manufacturing to deliver the facility that meets the Owner’s goals and objectives. As the Owner’s PM using the BIM process I can provide leadership that looks forward as a driver of a process rather than constantly looking back at what errors and omissions created the quicksand situation we are currently trying to get out of. I can report back to my end users and the team a two week forward looking view, a prognostic approach to facility development rather than a review mirror of what happened while the process continues to move forward or is at a stand still. Similarly, the CM/GC can use location management techniques to avert schedule and budget pitfalls that increase the cost to the Owner. There will always be changes during the facility development effort, but with an integrated BIM process, the change is managed and coordinated with no surprises to the Owner and predictable cash flow for the entire team. At the end of the day, the CM/GC reputation is enhanced by the completed facility giving positive word of mouth referrals and repeat business for their work. Having completed the work on time and on budget, the Owner gains confidence in the PM’s guidance, foresight, and coordination as decisions were made during programming, design, and through construction.
Having reached project closeout successfully, as the PM I urge the Owner to continue the BIM process into operations and maintenance. This continuation of a successful process offers another opportunity for me as the PM to exceed the Owner’s expectations. The BIM process capabilities (6D) to report and model the facility for the Owner’s Facility Management team (FM). The BIM process has the capability to produce information for the FM to navigate through the warranties, specifications, maintenance schedules, space allocations, fire suppression, life safety, vendors, and a host of valuable information only clicks away from the FM team.
Progressive Owners are mandating a BIM process for their facility development efforts and as time permits, they are incorporating their existing facilities into the same BIM process foundation to reduce FM costs for the life of their buildings. As an Owner’s PM, my efforts are best performed by bringing the Owner up to date on the BIM process technology.
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