May 29th, 2018 Tatyana Bekh

Introduction of BIM technology. 7 steps to success!

At the moment, companies engaged in design and not only have a very pressing issue of using BIM technology. If just a couple of years ago, the use of BIM technology was more of an adventure or an experiment on the part of designers, but today it is simply a necessity that affects the competitiveness of an enterprise.

Let's consider the necessary steps on the path to BIM technology.

The project of transition to BIM technology (implementation) involves several stages.

1. Audit of the Customer’s enterprise

At the first stage, direct work with the Customer begins, namely conducting an Audit of the enterprise.

What does the concept of audit include?

• The Contractor collects information about the specifics of the work of the Customer's enterprise. This could be: the format of interaction between departments, standards for the design of project documentation materials, the specifics of the objects being designed.
• The Contractor, together with the Customer, selects an object for the pilot project. As a rule, the object that is most typical for the Customer is selected. Also, the project should not be large and not urgent.
• The contractor develops detailed technical task(TOR) for the implementation of BIM technology. A detailed technical specification gives the Contractor and the Customer the same understanding of the scope of work provided for the implementation of the implementation project.

2. Development of an implementation schedule

Based on the results of the audit and the agreed terms of reference for implementation, a project implementation schedule is developed.

The graph is presented as calendar plan carrying out activities necessary for the transition to BIM technology, taking into account the Customer’s capabilities.

Customer capabilities mean:

• availability of available premises for employee training;
• availability of a sufficient number of workstations equipped with PCs with installed software necessary for training;
• choice of training schedule (one course of training (40 academic hours) can be conducted either within one week (training lasts a full day) or over two weeks (training lasts half a day).

3. Preparation for implementation

The next stage involves preparation for implementation taking into account the needs of the Customer.

Preparation includes the creation of project templates and library files for specialists in each section provided for in the technical specifications.

The initial data for this stage are the results of the Audit of the Customer's enterprise.

During the preparation, materials for training and further work of the Customer’s specialists are formed.

The list of documents is approved at the stage of development of the technical specifications and implementation schedule.

Preliminary list of documents being developed:

• Enterprise standard
• Regulations for various departments
• Project template
• Family template
• Teacher's notebook (for CAD department specialists)
• Student workbook (for designers)
• Methodological materials
• Requirements for a 3D model

This list can be modified for a specific project and tasks. This article provides an approximate list of documents.

4. Training of the pilot group

Series based on prepared materials. Training of designers is expected to be carried out in stages, from formed groups of specialists from various sections.

As a rule, for the first part of implementation the following courses are included in the training:

• Basics
• Creating Families
• Collaboration
• Preparation of working documentation

At the end of the training course, students are tested to determine the quality of assimilation of new knowledge. Based on the test results, students receive international certificates from Autodesk confirming completion of product training.

5. Conducting a pilot project

Conducting a pilot project is an independent development of the project by the Customer’s designers based on new technology under the guidance of the Contractor’s experts.

The interaction of the Customer's designers with the Contractor's experts is expected in two formats - face-to-face support and remote support.

At the beginning of the week, for one to two days, the expert is at the customer’s site and monitors the work process on site.

For the remaining three or four days, the Contractor’s expert participates in the process as remote support, helping in solving possible problems when designing using new technology.

6. Adjustment of regulatory documents, templates and libraries

In the process of training and implementation of the pilot project, there is a closer interaction between the Contractor's experts and the Customer's designers, which makes it possible to quickly determine the required degree of refinement of regulatory documents, templates and libraries.

7. Scaling BIM technology

Scaling the technology to other project groups can be carried out with the involvement of specialists from the CAD department or with the participation of the Contractor’s experts, depending on the choice of the Customer.

Previously, there have been attempts to analyze mistakes made when implementing BIM, in particular, in the article “Introducing BIM into project practice: ten theses for managers” (http://isicad.ru/ru/articles.php?article_num=16417). Much attention is paid to this in the book “BIM Technology: the essence and features of the implementation of building information modeling” (http://dmkpress.com/catalog/computer/cad/architecture/978-5-97060-291-1/).

These publications identified 10 main problem areas that were worth paying attention to Special attention. However, time does not stand still - today there are already 15 such (again, main) errors, so it makes sense to return to this very current topic, repeat the old and learn new things. It should be noted that the “replication” of errors from the previously published list is not decreasing - this is either from ignorance or from the desire to “go your own way,” but this is a fact that emphasizes the constant relevance of the topic named in the title.

Rice. 1. The article was written based on reports made by the author at a BIM seminar in Tomsk and Novosibirsk and BIM forums in Vilnius and Minsk, as well as subsequent discussions with listeners.

Experience in communicating with representatives of different professions has shown that, in terms of the nature of the tasks being solved, psychiatrists, especially those practicing in clinics, are closest to those who implement BIM. Why? Yes, because the implementation of any new technology, especially such a revolutionary one as BIM, first of all happens in people’s heads, and only then “in production”. And the centuries-old experience of world psychiatry allows us to hope that we will somehow be able to cope with our younger process of introducing BIM. In any case, already on the basis of numerous “case histories” on the development of information modeling, some patterns have been identified, and practical recommendations have also appeared on how and what is best to do. And no one should doubt that the process of implementing BIM is painful. Just like the fact that “recovery” raises the organization to a higher technological level and brings true pleasure to its creators, if, of course, they live to see this happy day.

So, mistakes and recommendations. In some cases, for ease of presentation, they are formulated abstractly, and for design organizations, although after a slight “verbal” modification they will be suitable for builders, and for operators, and for developers, and for everyone else who wants to implement BIM.

Thesis 1: “BIM is not CAD!”

This simple and accurate, like a shot, phrase “BIM is not CAD!” This was first explicitly stated by British CAD specialist and journalist Martin Day in a 2013 article, the translation of which can be found on the website isicad.ru (http://isicad.ru/ru/articles.php?article_num=15928).

Rice. 2. Martin Day’s article also contains a drawing that is remarkable in its clarity.

The fact is that almost all organizations already have experience in implementing computer programs. This is, of course, good, but it also poses a certain danger, since the already “experienced” specialists of these companies usually believe that by acting in a similar way, this time they will cope with the task at hand - the implementation of BIM. Such confidence often leads to a clear underestimation of the emerging problem. After all, the transition to BIM is a change in the very approach to design, primarily the development of collective thinking, and not a change in computer drawing programs.

Often, in order to implement building information modeling technology, managers have a desire, for example, to simply replace AutoCAD with Revit for all designers. And we must admit that today such attempts are quite popular. As a rule, such an undertaking ends in failure, scandal and the dismissal of the instigators. And others come to take the place of the fallen comrades, but with the same “simple” idea - to take and replace.

Finally, after many unsuccessful attempts As programs changed, some inquisitive minds began to wonder whether this approach was correct? We will answer: “No, it is not, because it does not replace the old technology with a new one, but only updates it.” Okay, but updating existing technology is still better than doing nothing at all? Oddly enough, but the correct answer is: “No, not better! Rather than mechanically replacing CAD with BIM, it’s better to do nothing at all (and not interfere with people’s usual work)!”

So the warning “BIM is not CAD!” should make specialists wary and more attentive to the issues of an organization’s transition to information modeling technology.

Thesis 2: “There is no need to transfer everyone to BIM at once, and even by order.”

This rule is common to the introduction of all new technologies, and its violation can lead to very serious, sometimes catastrophic consequences, when a normally operating organization suddenly falls into chaos and ceases to rhythmically produce the expected products. Why and why can this happen?

Let's imagine a design company that has been working in CAD for a long time and stably. Perhaps she doesn't have the best best organization relationships between performers and not the highest labor productivity. But this organization works steadily and rhythmically and constantly generates income (Fig. 3).

Rice. 3. An organization working in CAD has a stable, well-functioning structure.

Now let’s assume that management has decided to switch to BIM and has organized training for employees in the new programs. As a result, the company’s employees will be divided (conditionally) into three categories: the darkest circles are those who have mastered the new programs well, the medium-intensity circles have mastered them at an average level, the light circles are employees who have poorly mastered the new programs (the reasons may be different, from inability to reluctance to switch to something new).

As a result, such a project organization becomes “motley” (employees work at different speeds and understanding), leaves its stable state and stops working rhythmically and smoothly, missing deadlines, lowering the quality of projects and receiving nothing in return (Fig. 4).

Rice. 4. Such an organization can no longer work rhythmically and harmoniously.

What to do in such a situation? The recipe is known: it is necessary to gather those who “can” work in BIM (predisposed to information modeling) into one team, and the rest who “cannot” - into another. Who is who will quickly become clear, but it is better to obtain this result through analysis and “pure reasoning” rather than through an experiment on the entire team.

Then we need to make sure that both teams work autonomously, one in BIM, the other in CAD, without interfering with each other, but rather complementing each other (Fig. 5).

Rice. 5. Design organization in new conditions: the left side remained in CAD, the right side switched to BIM.

This scheme of transition to a new technology (not necessarily BIM) has been known in the world for a long time and has proven itself well. After all, everyone cannot master new technology to the same extent and at the same speed. Therefore, it is very important to identify those who are willing and able to master BIM, and separate them from those who, for various reasons, do not want or cannot do so, since our ultimate goal is to have a functioning organization, not chaos. And the employees remaining in CAD will have enough work (for example, completing current projects and maintaining old projects). Of course, there is some inaccuracy (exaggeration) in Figure 5: the area on the right will initially be much smaller than shown in the figure, but gradually the BIM department of the design organization will “displace” the CAD department as it develops. And then the era of BIM will come.

Of course, the level and speed of mastering new programs is far from the only factor influencing the division of employees into two parts. And the division itself may in some places not have a clear boundary. But in principle, the approach to implementing BIM should be exactly like this.

If we now return to the formulation of the second thesis of BIM implementation, then its meaning is that the larger the design organization, the more inevitably it will come to the state of Figure 5, but the situation shown in Figure 4 must be avoided in every possible way.

Thesis 3: “On initial stage transition to BIM inevitably reduces labor productivity.”

The above is an objective law of the introduction of any new technology, it is useless to fight it, you need to know it, take it into account in your work, and reduce losses from a drop in labor productivity to a minimum if possible (Fig. 6).

Rice. 6. The qualitative nature of the change in the labor productivity of designers during the transition to a new work technology (the pit of a decline in labor productivity).

Often, organizational leaders, when setting the task of introducing something new, “with the best of intentions,” stipulate (dictate) to their subordinates the condition that the work schedule should not be disrupted and productivity should not fall. In general, everything should be as before, but BIM would also be implemented! But we must clearly understand that in such a setting, the mission of introducing new technology is not feasible!

The only correct approach is to predict how long after the start of implementation the organization will restore its previous level of labor productivity, and to prepare well for this period (for example, stock up on money).

Russian researcher Igor Kozlov in his work “Assessing the economic efficiency of implementing building information modeling” (http://www.marhi.ru/AMIT/2010/1kvart10/kozlov/kozlov.pdf) analyzed economic effect from the implementation of BIM using the example of a medium-sized design organization operating in the Siberian region (this determines the cost of work, salary, etc.), so those interested can take a closer look at it.

Since this work contains all the calculations, anyone can correct them with their own data and obtain a “local” time forecast for their company.

Thesis 4: “BIM is not implemented for free.”

It would seem that there is nothing new (unexpected) in such a statement. Figure 7 shows where additional investment needs to be made when implementing BIM.

Rice. 7. Costs for implementing BIM: “regular” costs and compensation for lost productivity.

Please note that in the implementation costs it is necessary to plan for the expenses that will go into the “pit” of loss of labor productivity. And here it is useful to remember the left part in Figure 5, which continues to work rhythmically and harmoniously in CAD. Strange as it may seem, but during the period of BIM implementation, it is precisely this department, working intensively and harmoniously in the old technology (even with greater intensity, payment for which must also be provided for), that will soften the “blow” to the company’s finances associated with a drop in productivity in right side of diagram 5.

So the left part in Figure 5 is not a “gathering of losers” in a team, but an exclusively necessary unit for the period of “troubled times” with the task of “feeding yourself and your comrades.” Without this department, a design organization, especially a large one, will find it much more difficult (if not impossible) to implement BIM.

I would also like to point out that with the right “tactics” for switching to BIM, some actions begin to generate income much earlier than the completion of the “entire operation,” which can significantly reduce the overall implementation costs. This will be discussed in more detail in the article “BIM technology: implementation costs and income from use” (http://isicad.ru/ru/articles.php?article_num=16748).

Thesis 5: “The transition to BIM will require a revision of the organization of the design process itself.”

One of the well-known diagrams of the American researcher Patrick McLeamy shows the redistribution of working time when working in BIM: in general, less time is spent compared to CAD, but at the initial stage, when the main part of the model is created, more of it is required, and for almost everyone involved in the process design specialists (Fig. 8).

Rice. 8. The use of BIM reduces the overall design time, but leads to its redistribution among stages.

Often, at the initial stage of BIM implementation, you can hear horror-filled statements from many designers that they now need several times more time for the work that they could previously “just draw with one line.” Such people need to be reassured, because everything they say is both correct and normal for BIM.

McLeamy's diagram (Fig. 8) clearly shows that during information modeling the main efforts of the team are concentrated at the initial stage of work. To paraphrase a well-known proverb, we can say that “BIM is difficult to harness, but then moves quickly!”

A review of the organization of the design process will entail a mandatory review of the remuneration of its participants. Each organization has a historically established system of shared participation of various specialists (architects, designers, heating engineers, electricians, etc.) in the distribution of money earned on the project. The transition to BIM can significantly change this system. You should be prepared for this, and the onset of such a moment must be closely monitored, otherwise untimely wages will slow down the implementation of BIM.

For example, in most organizations, designers actually rebuild the frame of the building to carry out necessary calculations. In information modeling, the blank of this frame can be taken from the architectural model. Another example: drawing up estimates and specifications also becomes easier, since quantitative information (volumes and specifications) is taken from the model almost automatically. And this is a redistribution of working time and wages, which, naturally, not everyone will like.

Experience shows that such a problem arises to one degree or another in almost all organizations and, if handled incorrectly, can create serious problems for all new initiatives. Often people are ready to sabotage management’s efforts to implement BIM and drown it in every possible way in petty quibbles in order to simply preserve their financial position.

Thesis 6: “The transition to BIM will require administrative and personnel changes.”

We are talking about changes in the internal structure of project teams and departments. Of course, these changes depend on the specifics and degree of elaboration of existing production connections in each project organization. But there are also general patterns (Fig. 9).

Proposed changes to the structure project team are based on two reasons. The first is a change in the technology of work: now, instead of drawing out “their” sections, everyone creates a common model. The second reason is the currently visible personnel “hunger” in the middle age group designers.

The older age group of specialists is a carrier large quantity knowledge, experience and skills, but for various reasons experiences serious difficulties in mastering new computer programs. Therefore, it is reasonable not to try to teach them the intricacies of information modeling, but to combine them with younger and less experienced employees in design, but who quickly master computer programs (the ratio can be, for example, 1:3 or 1:5). This will allow “to the fullest” use of the knowledge and experience of “specialists”, to carry out at a good level computer modelling, as well as smoothly realize the transfer of knowledge from one generation to another.

The task of the “draftsmen” is to bring to perfection the issued project documentation. They do not participate in the main modeling, but “polish” its results, saving time for other employees. They are required to have knowledge of narrow sections of design (design) and special software tools; their work is extremely useful and allows for further personnel growth. The approximate ratio of “draftsmen” to the rest of the group can vary greatly, but usually it is 1:5.

All of the above relates to the functional division of members of the project team, but does not prohibit them from combining these functions in one person, for example, “modeler” and “draftsman”.

And one more thing - a BIM manager should appear in the project team.

Thesis 7: “You can’t work without BIM managers.”

We have already written about the reasons for the emergence and tasks of BIM managers in the article “BIM technology: why do you need a BIM manager?” (http://isicad.ru/ru/articles.php?article_num=15913) and in the mentioned book, but the experience of implementing BIM shows that the role of BIM managers when working in information modeling technology is only increasing.

BIM manager is not a job title (names may vary), but the nature of the work performed: preparing, directing and managing the modeling process in a project team as part of working on a common task.

A BIM manager is a must-have member of the project team!

Each project team should have its own BIM manager.

If necessary (size of the organization, complexity of the work performed), there may be BIM managers of a higher or lower level (for example, BIM coordinators - there are quite a few options for names), including a BIM manager of the entire organization.

The peculiarity of the position of the BIM manager (managers) in the personnel structure of the project organization is that they exist, as it were, in parallel with the project managers, but they naturally report to the latter at the appropriate levels. In other words, the BIM manager is the deputy of the GIP (Gap) for modeling. And when working in BIM technology, each project must now be headed by two people: the GUI (GAP) and the BIM manager.

The list of responsibilities of a BIM manager ranges from organizing the project file to developing overall strategy modeling and additional training (consulting) for employees in working with programs. It includes an extensive list of measures to ensure comfortable and efficient work teams of specialists. And yet, the main task of a BIM manager is to work on the success of the project as a whole. The BIM manager is required to understand the logic of BIM programs, the essence of the technology and the design process, as well as sufficient experience in modeling to make decisions during the work process. optimal solutions.

It should be noted that in our troubled times, when almost everyone already understands that BIM is needed, but almost no one has really implemented it, the concept of “BIM manager” is becoming fashionable, but allows for different, sometimes very distant from each other, interpretations.

For example, some people believe that a BIM manager is needed only for the period of implementation of BIM in the organization. He must teach everyone, develop libraries, templates, standards and much more. But after implementation, he will have to leave as unnecessary. In this case, it turns out that the life of a BIM manager is even shorter than that of a cavalry guard (and for those, as you know, it was “not long”)!

Another misconception: the BIM manager manages all information modeling in the organization. But if the organization is large, then it usually has a CAD department (IT department, etc.), which even in the days of CAD decided everything general issues computer design, including: organizing file storage, collaboration, creating libraries and templates, training or consultations on new programs, purchasing and installing these programs, etc.

So, when switching to BIM, nothing fundamentally changes for the CAD department, and new person not needed there. It’s another matter if such a person (CAD department) did not exist at all - then in a large organization it is necessary to create one. But this has nothing to do with BIM directly.

But within the project group (executive team), the introduction of BIM fundamentally changes the situation, and it was explained above why. Therefore, the BIM manager appears there. Of course, no one forbids him to lead several projects, or the functions of a BIM manager can be performed part-time by one of the existing designers. Another thing is important - new functions have appeared - someone must perform them, and this must be taken into account when switching to BIM.

Finally, another misconception: some people think that to switch to BIM you just need to hire a BIM manager, and then he will somehow do everything himself. And they give you a task personnel service search for people with the entry “BIM manager” in work book and a certain amount of experience in such work. I think that if recruitment for the first cosmonaut corps had been conducted according to this principle, we would never have had cosmonauts.

Thesis 8: “Working in BIM requires regulations.”

In fact, good regulations (a set of rules for the interaction of all participants in the production process) are needed for any organization, but when switching to BIM, this issue becomes especially acute.

How to create (develop) BIM regulations and what should be taken into account in them is described in detail in the mentioned book “BIM Technology: the essence and features of the implementation of building information modeling” (http://dmkpress.com/catalog/computer/cad/architecture/978 -5-97060-291-1/).

Let's make just one remark. Since the implementation of BIM is a new matter and not yet understood by everyone, very often, speaking essentially about regulations, people mistakenly call them “standards” (“ corporate standards"). In principle, there is nothing dangerous in such a confusion of terms, but some “implementers” then begin to take actual standards (for example, British BS-1192:2007) and try to build work rules in their organization based on them. And this is already bad, because it leads to a waste of time and effort.

Thesis 9: “Don’t skimp on employee training.”

BIM is synonymous with the concepts of “high qualifications” and “high labor productivity” (Fig. 10).

Rice. 10. When switching to BIM, the dependence of the result of work on the qualifications of employees increases many times over.

When introducing new technology, all employees must be trained. However, it is not necessary to train all employees in the same way; this is impractical from the point of view of the functions they perform, and also leads to unnecessary waste of time and money. And you need to teach effectively, and not “for show.”

If we conditionally divide the intensity of training into three levels (as they increase), then we can recommend the following division for employees:

1. level – managers, specialists, draftsmen, IT specialists;
2. level – modellers;
3. level (highest) – BIM managers, BIM coordinators.

Thesis 10: “Learn from pilot projects first.”

Pilot projects are where employees train and gain experience before fully implementing BIM throughout the entire project organization. Pilot projects are like training in the army, like rehearsals in the circus, like feeding dogs before a big hunt.

The latter, by the way, was included in this list not by chance: many people remember the implementation of BIM and pilot projects only when a large order “lights up” for them, and before that they make an excuse: “Why make pilots and implement BIM, since there are no orders!” And only a truly experienced designer will tell you that good order It won’t “shine” for a long time, it must be taken immediately, and for this you must always sit in full readiness.

It is best to implement BIM when there is calm or even silence at the “front” of orders, and not at “full speed” professional activity. Pilot projects require calm and time.

Training is a mandatory element of any implementation. The more there are, the fewer “jambs” there will be later in real work. Pilot projects are a continuation of training, so you shouldn’t skimp on them either. More details about pilot projects are described in the book already mentioned. But it is advisable to immediately understand that one pilot project for the implementation of BIM in an organization is not enough, 3-4 of them are usually required, and then - as needed.

Rice. 11. The role of pilot projects was romantically glorified by Soviet cinema in the film “Operation “Y” and other adventures of Shurik.” It also convincingly demonstrated the insufficiency of just one such project.

Thesis 11: “When implementing BIM, the age of the organization must be taken into account.”

The age of an organization is a fairly new, very important, but still little-known concept to a wide range of specialists, which primarily determines the susceptibility of the company’s management structures to changes and transitions to new technologies. The need to analyze this factor and methods for taking it into account is written in detail in our article “BIM technology: the problem of formalizing processes and taking into account the age of the organization” ().

However, we will make one important clarification: the age of an organization is determined not literally by the number of years of its existence, but by many other factors, and first of all, by the degree of its bureaucratization. Knowledge of these factors provides a unique and absent in “ordinary” life opportunity for “rejuvenation” - for this you need to change internal structure and management methods, bringing them into line with the “younger” stages of the organization’s development. Without this, BIM implementation can be long, painful and even unsuccessful.

Let me give you an example from my recent contacts that impressed me very much. We will talk about the Construction Trust in Panevezys (Lithuania), which appeared almost 60 years ago (PST, website www.pst.lt), that is, back in Soviet times. This organization, despite its “respectable” age, has recently seriously reorganized (“rejuvenated”) and now fully uses BIM in its main activities: design, construction and production of building products and materials, and continues to actively implement information modeling technology at a higher level . For PST, an error-free project, precise organization of construction, production of building products strictly according to schedule, management and accounting of construction supplies using barcodes, installation “on wheels”, “model” control over the construction of a building are already elements of normal construction practice.

Rice. 12. PST company received the “Best BIM Project” award at the national competition OpenBIM Awards 2016 for the construction of the building of the Joint Science Center of Vilnius University.

Thesis 12: “We need to implement BIM through our own practice.”

Many heads of organizations have a popular point of view that to implement BIM, it is enough to acquire your own BIM standard (for example, buy such a ready-made document from someone or, even more attractive, download it from the Internet), familiarize it with all employees against signature (“ this is how we should work!”), and entrusted this to the personnel service - and BIM was implemented. From a management point of view - simple, easy and fast. Usually such an implementation ends in complete failure.

Nobody argues - own rules work in BIM (standards, regulations, recommendations, etc.) is necessary for the organization, but they must be their own development (of course, it is reasonable to do them based on well-known recommendations and the experience of others) and must be combined with other steps to implement BIM. Moreover, own standards should appear not at the beginning of this process, but closer to its final stage.

Rice. 13. The story of Emelya and the pike, which was sensational in its time, has today become a dream for many who want a “quick” implementation of BIM.

Thesis 13: “BIM is not a computer program, but an activity.”

Unfortunately, such misunderstanding is also quite common today. Some people think that BIM is a certain computer program (that someone is trying to sell), others identify BIM with a specific computer program (“I saw your BIM, there are small buttons and no layers - we don’t need that kind of BIM!” ), but it goes away quickly.

And yet we must clearly understand: when implementing BIM (building information modeling technology), one program cannot do it.

And since BIM requires “many” programs, then the question of correct selection of such a set becomes very important, which is equivalent to ensuring the coordinated operation of this entire “economy”. As well as connecting these programs with the tools of related companies and potential customers and partners.

Rice. 14. The famous “Shanghai Tower” and a set of main programs related to its creation (2012).

Thesis 14: “BIM must be implemented comprehensively.”

Of course, the introduction of BIM gives economic efficiency at all stages of work with the building, which was already written about in the article “BIM Technology: implementation costs and income from use” (http://isicad.ru/ru/articles.php?article_num=16748), but if the organization is engaged in for example, design and construction, and BIM is implemented only in design, then this is already a mistake, which not only reduces possible profits, but also simply complicates the work.

Thesis 15: “BIM is implemented only when they understand the need for it.”

A fairly frequently asked question is: “We don’t have any orders right now, so what do we think is best for us to do – either send everyone on vacation or implement BIM?” I usually advise: “Send everyone on vacation, because you yourself don’t know what you need yet!”

This situation was well characterized 150 years ago by our immortal classic M.E. Saltykov-Shchedrin.

Rice. 15. Russian literature is one of the greatest achievements of mankind.

Of course, not all are listed here, but only typical errors (or dangers) that arise when implementing BIM, but their number is growing, as the use of building information modeling technology in the world and in our country is “gaining momentum.”

In this regard, it is worth remembering two proverbs:

“Only those who do nothing make no mistakes” And " Forewarned is forearmed!"

Also, in order to prevent the listed and new errors, it would not be amiss to constantly remember the three principles underlying BIM and described in the article “BIM Technology: Pragmatism and Collaboration” ():

The principle of a single model is the consistency of all information.

The principle of pragmatism - only what is required to solve the problem is modeled.

The principle of consistent modeling is unified modeling control.

Implementing BIM is not difficult, but it must be done skillfully!

Everyone has heard in one way or another about the advantages of building a BIM model, such as speed of project completion, accuracy of calculations and competitiveness in the market.

But, often, after introducing technology, writing standards and training employees, the final result - “building a high-quality BIM model” - is not achieved. Without completing half of the model, designers return to AutoCAD or supplement the BIM model with lines and hatches to release documentation on time, and the model itself is very different from the printed drawings; there is simply not enough time to search for collisions.

What went wrong? First, let's define what the process of building a BIM model is. In simple words, A BIM model is a virtual version of a real construction site. What leads to a high-quality construction result completed on time? Planned coordination of all specialists, timely arrival building materials and quality construction.

The same goes for building a BIM model. Who coordinates all process participants in terms of model building strategy? Who provides designers with a library of elements for a project? Is there confidence that designers have mastered the technology enough to work independently? Who provides technical support?

It is these tasks that the BIM coordinator solves, relying on a previously drawn up BIM plan (BEP).

BEP (BIM Execution Plan)– a document regulating the process of constructing a specific BIM model, describing control rules, recommendations for its construction and final goals.

Consider an example of a BEP structure from the “BIM Organization Standard for Area Objects (Revit® and AutoCAD® Civil 3D® 2.0)” released by Autodesk in 2016:

1. Plan Summary
2. Project information
3. Project requirements. Matrix of LOD correspondence to project stages
4. Roles and responsibilities. Communication protocol
5. Project scope and goals
6. Model division. Modeling strategy
7. Collaboration plan
8. Model Building Roadmap
9. Standard control/quality control
10. Software and hardware
11. Templates
12. Common parameters
13. Levels of elaboration
14. Rules for constructing names

BEP is compiled by the BIM manager together with the GUI and BIM coordinator, based on the specifics of the work of all departments involved in the project, knowledge of BIM processes and the main goals of the project. Next, the BIM coordinator monitors the implementation of the plan and makes the necessary amendments, adapting the plan to changing conditions during the design process.

Who becomes a BIM coordinator?

The BIM coordinator grows out of the designer, knowledgeable about the process design and studied the technology of creating a BIM model. The BIM coordinator is often involved in the construction of non-standard complex elements models, is the first to master optimal solutions and train designers, sets the direction for the formation of the model and solves emerging problems. There may be several such coordinators depending on the specifics and scale of the project.

It is the BIM coordinator who is the connecting link between all project participants. It does not go deep into the correctness of the design decisions made, but it facilitates the process of interaction between the designer and the program tools. The coordinator saves the designer's time through timely technical support and provision of quality families, providing optimal conditions for the implementation of design ideas.

The BIM coordinator accumulates the experience of all design participants, analyzes the process of creating the model, passing on recommendations to the BIM manager for improving the technology. Also, the BIM coordinator, together with the BIM master, organizes the company’s knowledge base and creates a library of elements for further use.

Thus, the success of building a high-quality BIM model largely depends on the knowledge and experience of the BIM coordinator. At the same time, his role is not limited to building a model, but has a great influence on the successful development of BIM in the company.

Let's summarize. The BIM coordinator must have the following: key skills:

• understanding of the design process;
• understanding the concept of BIM technology;
• in-depth knowledge of key software products and their capabilities;
• understanding of customer requirements - project goals;
• knowledge of coordination and collision detection tools.

Key tasks of the BIM coordinator:

• direct participation in the creation of the BIM plan;
• coordination of designers and technical support;
• control of model construction standards;
• creating a report on identified collisions;
• formation of regulations and standards;
• participation in the formation of a corporate library;
• participation in creating a strategy for the development of BIM technology in the company.

Also learn about additional features and practical skills of a BIM coordinator, you can take our course: “

The plan, which involves preparation for the use of information modeling technology by 2019, was approved by the Deputy Mayor of Moscow for urban planning policy and construction Marat Khusnullin.

“The exclusive role of Moscow in the implementation of BIM has already made the capital a “pilot” region for implementation, and the approved plan allows us to carry out detailed work in this direction. We tried to provide for all activities - from the creation of a design office in the structure of the Construction Complex to the development of information modeling classifiers and requirements at the design and examination stages,” said the chairman Moskomekspertiza Valery Leonov.

The plan extends and supplements the provisions of the “road map” of the Ministry of Construction of the Russian Federation, approved for testing the implementation of BIM technology at the federal level.

The document for Moscow covers the period of work until December 2018. During this time it will be created legal framework application of technology at the main stages of implementation of civil engineering projects, specialists were trained to work with new technology and related software. The functioning of BIM will also be tested on “pilot” projects in the capital region.

Information modeling technology, or BIM, is an approach to the construction, equipment, maintenance and repair of a building, which involves the collection and integrated processing during the design process of all architectural, design, technological, economic and other information about the building, when it and everything that has relation to it is considered as a single object.

BIM technologies make it possible to take a big step forward in the development of an object - from making a conceptual decision during design to decommissioning the object. The introduction of this technology will significantly improve the quality of design and at the same time simplify work at all stages life cycle object, which will allow you to go to new stage development of the entire industry.