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What Not to expect from BIM

And BIM Pitfalls

Rafik Abdelkaddous Territory Sales Manager – AEC, ANZ

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Agenda

What BIM is NOT

Factors impacting BIM implementation

Implementers sharing their experience

Craig Kennedy - BIM Integration Manager, BSA

Guy Sendy-Smithers - Associate Director, Billard Leece

Partnership

BIM Adoption

Source: McGraw Hill Construction, 2012

• Better construction outcomes

• Reduced errors and omissions

• Reduced rework

• Winning and retaining more business

254%

94%

76%

65%

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Forming, Storming, Norming and Performing

Architects

Contractors

Engineers

Owner/ Operator

Government

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What BIM is NOT

Building Information Modeling (BIM) is a process involving the generation and management

of digital representation of physical and functional characteristics of a facility.

The resulting building models become shared knowledge resources to

support decision-making about a facility from earliest conceptual stages, through

design and construction, through its operational life and eventual demolition.

Not a piece of software nor a single

exercise

Not a isolated process

Not a process for only some

stages of the project

Staffing

Design

Workflows Collaboration

Technology

Training

Process Change

Executive Support

Roll Out

Invest

Pilot

Implementation plan is Key to Success

Establish a group of evangelists

Demonstrate success

Realize the full value of BIM

Invest in technology

Train well, often and continuously

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Vision & plan

Driven leadership

Incremental integrated change

Vision:

Essential to the success of

implementing BIM is a

succinct and well-

articulated vision from

executive leadership of

what the BIM business

transformation will achieve

for the organization, what

the principle elements of

the transformation are, and

what this evolution will look

like at various stages. This

isn’t just a vision

statement; it is a narrative

of where BIM will take the

organization.

Driven Leadership:

Leaders in an organization

undergoing a BIM business

transformation are

responsible for driving and

motivating change

throughout the

organization. There will be

peaks and troughs of

energy and inspiration, and

these leaders must ensure

that the transformation

keeps moving forward.

They must tangibly

connect the vision to the

integrated change that

takes place on the shop

floor.

Incremental Integrated Change:

In order to deliver on the BIM vision, changes must be integrated across business activities with clear

incremental improvements at each milestone. Change is realized through new policies and strategies, change

management, standards and processes, and integrated technology-enablers.

Implementers sharing their experience

Mr Craig Kennedy - BIM Integration Manager, BSA

Mr Guy Sendy-Smithers - Associate Director, Billard Leece

Partnership

4 questions:

What did you expect from a BIM implementation that wasn’t achieved and why?

Do you believe the project size makes a difference on your decision to implement BIM?

From your experience, can you share with us the best time to rollout BIM?

If you have to start all over again, what would be your top 2 or 3 items to watch out for

2nd time around?

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In conclusion………….

© 2013 Autodesk, Inc. All rights reserved.

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