Report prepared by
Benjamin Gaudin
as part of the MSc individual project 2012/13
The material in this dissertation was prepared as part of the MSc in
Construction Management and should not be published without the
permission of the University of Birmingham. The University of
Birmingham accepts no responsibility for the statements made in this
document.
University of Birmingham
Acknowledgements
The author would like to express his sincerest gratitude to his dissertation supervisor,
Mr John Shaw, who offered his precious advice all along this project.
The author would also like to thank all the construction professionals who accepted to
take part in this project by responding to the questionnaire or by being interviewed. In
particular, the author thanks Ms Gesnot, Mr Amara, Mr Levrot, Mr Moreau and Mr
Adnew.
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Abstract
Building Information Modelling (BIM) is becoming increasingly popular in the global
construction industry. The aim of this paper is to analyse the actual and potential
impacts of BIM on Project Management in the French construction industry. The scope
is limited to main Project Management activities.
Potential impacts of BIM on Project Management were identified through a literature
review. Interviews of French construction professionals allowed the state of BIM and its
actual impacts in France to be assessed. A questionnaire was conducted in order to
evaluate the French construction professionals knowledge about BIM.
BIM is very recent in France and did not, therefore, reach its final form, which involves
collaboration and Life-Cycle Management. Consequently, several impacts of BIM,
described in the literature, do not appear in France; there is no change in the way
projects are organised.
However, Architects and Contractors use BIM internally for visualisation purposes, and
to carry out specific tasks such as cost-estimating and data-synthesis.
The results of the questionnaire indicate that 27% of construction professionals have
never heard about BIM.
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Table of Contents
1! Introduction+.....................................................................................................................+1!
2! Methodology+.....................................................................................................................+2!
2.1! Matrix+of+objectives+............................................................................................................+2!
2.2! Methodology+flowchart+.....................................................................................................+3!
2.3! Risks+.........................................................................................................................................+4!
2.4! Literature+review+................................................................................................................+5!
2.4.1! Aim!and!objectives!.......................................................................................................................!5!
2.4.2! The!French!literature!..................................................................................................................!5!
2.4.3! Sources!..............................................................................................................................................!5!
2.5! Questionnaire+.......................................................................................................................+6!
2.5.1! Aim!......................................................................................................................................................!6!
2.5.2! Questions!..........................................................................................................................................!6!
2.5.3! Responses!Collection!...................................................................................................................!7!
2.6! Interviews+..............................................................................................................................+9!
2.6.1! Aim!and!Objectives!.......................................................................................................................!9!
2.6.2! Finding!people!to!interview!.....................................................................................................!9!
2.6.3! Interviewing!people!.....................................................................................................................!9!
2.7! Programme+.........................................................................................................................+10!
3! Literature+review+........................................................................................................+13!
3.1! Introduction+to+BIM+.........................................................................................................+13!
3.1.1! BIM!Concept!.................................................................................................................................!13!
3.1.2! BIM!functions!...............................................................................................................................!17!
3.1.3! BIM!interoperability!.................................................................................................................!17!
3.1.4! BIM!Levels!Of!Development!..................................................................................................!18!
3.1.5! BIM!Maturity!Levels!..................................................................................................................!18!
3.2! Project+Management+in+Construction+........................................................................+19!
3.2.1! Project!Management!Definition!...........................................................................................!19!
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3.2.2! Project!Management!main!activities!.................................................................................!19!
3.3! Integration+of+BIM+in+Project+Management+.............................................................+23!
3.3.1! Scope!Definition!..........................................................................................................................!23!
3.3.2! Time!Management!.....................................................................................................................!24!
3.3.3! Cost!Management!.......................................................................................................................!25!
3.3.4! Quality!Management!.................................................................................................................!27!
3.3.5! Human!Resource!Management!............................................................................................!28!
3.3.6! Communications!Management!.............................................................................................!29!
3.3.7! Risk!Management!.......................................................................................................................!30!
4! Questionnaire+...............................................................................................................+32!
4.1! Global+results+.....................................................................................................................+32!
4.1.1! Level!1:!Awareness!....................................................................................................................!32!
4.1.2! Level!2:!Basic!knowledge!........................................................................................................!33!
4.1.3! Level!3:!Basic!usage!...................................................................................................................!33!
4.1.4! Level!4:!Advanced!knowledge!..............................................................................................!34!
4.2! Comparison+between+young+and+older+professionals+.........................................+35!
4.2.1! Level!1:!Awareness!....................................................................................................................!35!
4.2.2! Level!2:!Basic!knowledge!........................................................................................................!36!
4.2.3! Level!3:!Basic!usage!...................................................................................................................!36!
4.2.4! Level!4:!Advanced!knowledge!..............................................................................................!37!
4.2.5! Conclusions!...................................................................................................................................!37!
4.3! Comparison+between+people+who+work+onMsite+and+others+..............................+38!
4.3.1! Level!1:!Awareness!....................................................................................................................!38!
4.3.2! Level!2:!Basic!knowledge!........................................................................................................!38!
4.3.3! Level!3:!Basic!usage!...................................................................................................................!39!
4.3.4! Level!4:!Advanced!knowledge!..............................................................................................!39!
4.3.5! Conclusions!...................................................................................................................................!40!
5! Interviews+......................................................................................................................+41!
5.1! BIM+concepts+and+definitions+.......................................................................................+41!
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5.1.1! BIM!model!.....................................................................................................................................!41!
5.1.2! PreTBIM!model!............................................................................................................................!41!
5.1.3! Dead!model!...................................................................................................................................!41!
5.1.4! BIM!levels!......................................................................................................................................!42!
5.1.5! BIM!interoperability!.................................................................................................................!42!
5.1.6! BIM!implementation!scenarios!............................................................................................!44!
5.2! State+of+BIM+in+France+.....................................................................................................+45!
5.2.1! Current!situation!........................................................................................................................!45!
5.2.2! Common!practices!.....................................................................................................................!45!
5.2.3! Obstacles!........................................................................................................................................!47!
5.2.4! Impact!of!the!new!Thermal!Regulation!............................................................................!48!
5.2.5! Outlook!of!development!..........................................................................................................!49!
5.3! BIM+and+Project+Management+in+France+...................................................................+51!
5.3.1! Scope!Definition!..........................................................................................................................!51!
5.3.2! Time!Management!.....................................................................................................................!52!
5.3.1! Cost!Management!.......................................................................................................................!52!
5.3.1! Quality!Management!.................................................................................................................!53!
5.3.1! Human!Resource!Management!............................................................................................!54!
5.3.1! Risk!Management!.......................................................................................................................!55!
6! Discussion+......................................................................................................................+57!
6.1! Difference+between+BIM+in+France+and+BIM+in+the+literature+...........................+57!
6.1.1! PreTBIM!and!Dead!Models!......................................................................................................!57!
6.1.2! Initiator!of!the!implementation!of!BIM!............................................................................!57!
6.1.3! Limited!interoperability!..........................................................................................................!58!
6.1.4! Construction!professionals!knowledge!...........................................................................!59!
6.2! Current+evolution+of+BIM+in+France+............................................................................+60!
6.2.1! Gateways!to!the!adoption!of!BIM!........................................................................................!60!
6.2.2! Roles!of!big!Construction!Groups!........................................................................................!60!
6.2.3! Design!and!Build!projects!.......................................................................................................!61!
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6.2.4! Construction!professionals!knowledge!...........................................................................!61!
6.3! Impacts+of+the+French+version+of+BIM+on+Project+Management+.....................+62!
6.3.1! Limited!collaboration!...............................................................................................................!62!
6.3.2! Common!uses!...............................................................................................................................!63!
6.4! Validity+of+the+Results+.....................................................................................................+65!
6.4.1! Interviews!.....................................................................................................................................!65!
6.4.2! Questionnaire!..............................................................................................................................!65!
6.5! Contribution+to+existing+knowledge+..........................................................................+65!
7! Conclusions+and+Recommendation+.......................................................................+66!
7.1! Conclusions+........................................................................................................................+66!
7.2! Recommendations+for+further+works+........................................................................+67!
8! References+.....................................................................................................................+68!
Appendix+A:+Questionnaire+.............................................................................................+74!
Appendix+B:+Levels+Of+Development+............................................................................+76!
Appendix+C:+Capability+Maturity+Model+......................................................................+77!
Appendix+D:+Maturity+Index+............................................................................................+78!
Appendix+E:+Table+of+results+of+the+questionnaire+..................................................+79!
Appendix+F:+Introduction+of+Interviewees+.................................................................+85!
Appendix+G:+Interview+of+Franois+Amara+.................................................................+86!
Appendix+H:+Interview+of+Philippe+Levrot+.................................................................+92!
Appendix+I:+Interview+of+Simon+Moreau+.....................................................................+97!
Appendix+J:+Interview+of+Adeline+Gesnot+..................................................................+102!
Appendix+K:+Interview+of+Temesgen+Adnew+...........................................................+105!
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List of Figures
Figure+1:+Methodology+Flowchart+....................................................................................+3+
Figure+2:+Planned+Schedule+.............................................................................................+11+
Figure+3:+Actual+Schedule+................................................................................................+12+
Figure+4:+Comparison+between+2D+CAD,+3D+CAD,+and+ObjectMbased+parametric+
modelling+..............................................................................................................................+14+
Figure+5:+Lifecycle+of+a+construction+project+(Guo+and+others,+2010)+..............+15+
Figure+6:+BIM+model+as+a+shared+platform+(Baoping+and+others,+2010)+..........+15+
Figure+7:+The+shifting+of+activities+caused+by+BIM+...................................................+16+
Figure+8:+Differences+between+conceptual+design+and+construction+
documents+with+BIM+(Van,+2008)+.................................................................................+23+
Figure+9:+Level+of+influence+of+decisions+in+function+throughout+the+project+
(Cherry+and+Petronis,+2009)+...........................................................................................+24+
Figure+10:+Estimating+process+(Halpin+and+Woodhead,+2005)+...........................+26+
Figure+11:+Global+results,+Awareness+..........................................................................+32+
Figure+12:+Global+results,+Source+of+awareness+.......................................................+32+
Figure+13:+Global+results,+Basic+knowledge+...............................................................+33+
Figure+14:+Global+results,+Basic+usage+.........................................................................+33+
Figure+15:+Global+results,+common+usages+of+BIM+models+...................................+34+
Figure+16:+Global+results,+Advanced+Knowledge+.....................................................+34+
Figure+17:+Comparison+between+young+and+older+construction+professionals,+
Awareness+.............................................................................................................................+35+
Figure+18:+Comparison+between+young+and+older+construction+professionals,+
Basic+Knowledge+.................................................................................................................+36+
Figure+19:+Comparison+between+young+and+older+construction+professionals,+
Basic+Usage+...........................................................................................................................+36+
Figure+20:+Comparison+between+young+and+older+construction+professionals,+
Advanced+Knowledge+........................................................................................................+37+
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Figure+21:+Comparison+between+professionals+who+work+onMsite+and+others,+
Awareness+.............................................................................................................................+38+
Figure+22:+Comparison+between+professionals+who+work+onMsite+and+others,+
Basic+Knowledge+.................................................................................................................+38+
Figure+23:+Comparison+between+professionals+who+work+onMsite+and+others,+
Basic+Usage+...........................................................................................................................+39+
Figure+24:+Comparison+between+professionals+who+work+onMsite+and+others,+
Advanced+Knowledge+........................................................................................................+39+
Figure+C.1:+Maturity+Index+(BIM+Industry+Working+Group,+2011)+.....................+78+
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List of Table
Table+1:+Matrix+of+objectives+.............................................................................................+2!
Table+2:+Risk+analysis+...........................................................................................................+4!
Table+3:+Project+Management+Activities+.....................................................................+20!
Table+B.1:+Level+of+Development+(The+American+Institute+of+Architect,+2008)
+..................................................................................................................................................+76!
Table+C.1:+Capability+Maturity+Matrix+(NIBS,+2007)+...............................................+77!
Table+E.1:+Results+of+the+questionnaire+......................................................................+79!
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Introduction
The purpose of this chapter is to introduce the aim and objectives of the project. The
scope and the structure of this dissertation are described in this chapter.
Building Information Modelling (BIM) is a recent concept that is becoming
increasingly popular in the global construction industry. The aim of this dissertation is
to analyse the potential and actual impacts of BIM on Project Management in the
French construction industry. The objectives are the followings:
-
The scope of this dissertation will be limited to main Project Management activities,
excluding for example Waste Management and Value Engineering.
The dissertation is structured as follows:
-
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Methodology
2.1
Matrix of objectives
The Matrix of objectives links the objectives with the materials used to meet them.
In order to meet the objectives defined in the introduction, the author carried out a
literature review, a questionnaire and interviews. These materials are linked with the
objectives in Table 1.
Table 1: Matrix of objectives
Materials Literature
Questionnaire
Interviews
Review
Objectives
Gain an overall understanding of BIM
literature
Identify the state of BIM in France
Evaluate
the
French
construction
X
X
construction industry
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Methodology flowchart
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2.2
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2.3
Risks
This chapter deals with the risks that were identified and managed in order to carry out
this dissertation.
The author identified, at the beginning of the project, a number of risks that had to be
managed. In order to mitigate these risks, a list of risk responses was developed. Risks
and their associated responses are listed in Table 2.
Table 2: Risk analysis
Risk categories
Literature Review
Risks
Risk responses
early
to
identify
potential interviewees
results
interviews
do
of
the Identify
potential
not
Design
short
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2.4
Literature review
In this chapter, the aim and objectives of the literature review are detailed. Issues
related to the literature review are mentioned.
2.4.1
The aim of the literature review is to summarize the work produced by other researchers
in the area of BIM. More precisely, the objectives are to gain an overall understanding
of BIM concepts and technologies and to identify the potential impacts of BIM on
Project Management activities.
2.4.2
Although this dissertation concerns the impact of BIM in the French construction
industry, this literature review is mainly based on Anglo-Saxons research papers
because of the lack of French materials. The author collected a large amount of articles
taken from French magazines but they were considered too general to be used in this
dissertation.
2.4.3
Sources
In order to carry out this literature review, the author used mainly recent on-line
sources, considering that BIM is a very recent technology that is changing rapidly.
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2.5
Questionnaire
This chapter describes the aim of the questionnaire and how it was designed. The
response collection process is detailed in this chapter.
2.5.1
Aim
Questions
In order to collect as many responses as possible, the author decided to make a short
questionnaire based on different levels of knowledge. The questionnaire can be found in
Appendix A.
2.5.2.1 Level 1: Awareness
The first level of knowledge is the awareness of the existence of BIM. The question
asked is simply: Have you ever heard of BIM? . In order to identify whether or not
this awareness is the result of a company initiative, the additional question is: If Yes,
from where? . The proposed answers are: Collegue(s), Company training, Studies,
Press, A project where BIM was implemented and Other.
2.5.2.2 Level 2: Basic knowledge
The second level of knowledge deals with software. The author considered that the
knowledge about BIM software was a good indicator of the general knowledge. The
question asked is, therefore, What BIM software packages do you know. In order to
make it faster and easier to answer this question, several propositions were given,
namely Revit, AECOsim, and Tekla; respondents could also mention other software
products in the Other section. It must be noticed that the main objective of this
question is to determine whether or not respondents know BIM software products.
2.5.2.3 Level 3: Basic usage
The third level of knowledge relates to the utilisation of BIM. The author assumed that
construction professionals who already used BIM software know more about BIM than
those who never used such software. Consequently, the question is: Have you ever
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used BIM software? . The additional question that is asked, in order to identify if it is a
basic or a more advanced use, is: If Yes, for what purposes? .
2.5.2.4 Level 4: Advanced knowledge
The last level of knowledge relates to Industry Foundation Class (IFC). In order to
identify if respondents know about some technical issues of BIM, interoperability issues
in particular, the question is: Do you know what IFC is? . The author made the
assumption that if respondents know what IFC is, they would also have already used
BIM software. This assumption was correct.
2.5.3
Responses Collection
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2.6
Interviews
This chapter describes the aim and objectives of the interviews, and how interviewees
were identified.
2.6.1
The aim of the interviews is to contrast the points of view of French construction
professionals, who have a strong knowledge about BIM, with the literature review. In
addition, considering that most materials used are taken from the Anglo-Saxon
literature, these interviews were an opportunity to identify French particularities about
BIM. The objectives were, therefore, to understand the state of BIM in France and to
identify the impacts of BIM on Project Management in France.
2.6.2
In order to find construction professionals with a strong knowledge about BIM, the
author used his friends network, and the on-line professional network called LinkedIn.
Two interviewees were friends with the author. Two other interviewees were directly
contacted via LinkedIn, although they did not know the author. One interviewee was
contacted via a common friend. The author tried to meet people with different
approaches about BIM. The introduction of interviewees can be found in Appendix F.
2.6.3
Interviewing people
In order to meet the objectives, the author tried to guide interviews towards the question
of the impacts of BIM on Project Management. However, considering that their jobs
and expertise did not always match exactly with these issues, it was sometimes difficult
to talk precisely about this particular subject.
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2.7
Programme
This chapter details the planned and actual schedules of this dissertation.
In order to meet the objectives of this dissertation in time, the author produced a
programme at the beginning of the project. This programme is represented in Figure 2.
The author kept a schedule updated all along the project; the actual schedule is
represented in Figure 3.
Considering the lack of time, the planned case study was cancelled, and the time
allocated to site visits was greatly reduced.
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Task
PreliminaryLiterature-review 2m
Site-visits
2w
Meet-professionals 3w
Analyse-Interviewsand-site-visits
2w
Final-literaturereview
1w
Case-study
3w
Discussion
1w
Conclusion
1w
Check-References 2d
Reread
5d
Prepare-thepresentation
2w
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May
June
July
August
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2w
2d
5d
1w
4d
0
2w
2w
5d
3m
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Task
PreliminaryLiteraturereview
Site-visits
Meetprofessionals
AnalyseInterviews-andsite-visits
Final-literaturereview
Case-study
Discussion
Conclusion/Introduction/Methodology
CheckReferences
Reread
Prepare-thepresentation
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May
June
July
August
Due-Date
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Literature review
3.1
Introduction to BIM
The purpose of this chapter is to introduce the reader to BIM and its related issues.
3.1.1
BIM Concept
Although BIM has no single definition accepted by all (Eastman and others, 2008),
most specialists agree that BIM is both a modelling technology and a set of associated
processes aimed at creating a virtual model of a building (Smith, 2007). This model will
form, therefore, a reliable basis for decision-making during the complete life-cycle of
the project, from conception to demolition (NIBS, 2007). For the purpose of this
dissertation, BIM will be defined as follows:
BIM is a digital representation of physical and functional characteristics
of a facility. [] it serves as a shared knowledge resource for information
about a facility forming a reliable basis for decisions during its lifecycle
[...]. A basic premise of BIM is collaboration by different stakeholders at
different phases of the lifecycle of a facility to insert, extract, update, or
modify information in the BIM to support and reflect the roles of that
stakeholder. (NIBS, 2007)
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and its price. Consequently, the model can be used as a platform to manage all the
building information (Succar, 2009).
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As a shared platform for all stakeholders in all project phases (Rizal (a), 2010), BIM
encourages this collaboration, as shown in Figure 6. It favours concurrent design and
engineering by different disciplines (Rizal (b), 2010), which causes project phases to
overlap (Succar, 2009). This phenomenon leads to the shifting of most activities from
their dedicated phases to the early design phase (Rizal (a), 2010) as described in Figure
7.
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The Integrated Project Delivery (IPD) concept naturally emerged to support processes
associated with BIM (Azhar and others, 2012). According to The American Institute of
Architects (AIA) (a) (2007), IPD is a highly collaborative project delivery approach
based on open information exchange between project stakeholders. It notably takes the
advantage of the early contributions of participants expertise in order to increase
project value and maximise efficiency through all project phases. BIM and IPD appear
to be highly complementary. BIM supports the IPD approach by providing a platform
for collaboration that can notably combine design, fabrication information and project
logistics in a single database (The American Institute of Architects, 2007). Reciprocally,
IPD supports BIM by encouraging project participants to be involved early and to share
building information.
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3.1.2
BIM functions
BIM interoperability
Considering that collaboration is a fundamental aspect of BIM and that different BIM
software packages can be used, the interoperability of information is a crucial issue.
This is why several exchange formats were developed. Industry Foundation Class (IFC)
is the main protocol for interoperability (Eastman and others, 2008). This format was
developed by the buildingSMART alliance and therefore does not belong to a particular
software vendor. Most BIM software is IFC compliant, which means that they correctly
implement IFC. A list of the IFC compliant software can be found on the
buildingSMART website (Espedokken, 2013). Although it has been proved that the IFC
protocol is sufficiently mature to be adopted in BIM projects, the use of IFC requires an
important knowledge about interoperability and BIM standards (Pniewski, 2011). In
addition, IFC does not enable to import/export the totality of a BIM model (Pniewski,
2011).
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3.1.4
BIM technology offers the opportunity to develop a realistic and detailed model of a
building or a basic model that represents the conceptual geometry of project
components. This is why the American Institute of Architects (2008) defined 5 Levels
Of Development (LOD). These LOD are contractually used by the different
stakeholders to identify, for each element, to what extent the BIM model will be
detailed and who will be responsible for developing each component. Table B.1 defines
the five LOD as described in the AIA BIM protocol exhibit (2008) and can be found in
Appendix B.
3.1.5
While BIM Levels Of Development are contractually used on projects, maturity levels
were developed for organisations to benchmark their BIM practices and processes.
There are several Maturity Levels models such as the Capability Maturity Matrix
developed by the NIBS (2007) and the Maturity Index defined by the BIM Industry
Working Group (2011). Table C.1 defines the Capability Matrix and can be found in
Appendix C. Figure D.1 represents the Maturity Index and can be found in Appendix D.
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3.2
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Deliverables
Project Scope
Definition
1. Scope
Statement
2. Work
Breakdown
Structure
Project Time
Management
1.
Project Cost
Management
1.
Project Quality
Management
1.
Project Human
Resource
Management
1.
Project
Communication
Management
1.
Project Risk
Management
1. Risk
Identification
2. Risk Analysis
3. Risk Response
Planning
2.
1. Identify
the
customers 1. Ensure that all the
requirements
stakeholders
2. Identify the project goals and
understood the project
functions
scope and objectives
3. Identify
the
project 2. Ensure that all the
deliverables
project
deliverables
have been identified
Project
1. Activity Definition
1. Monitor progress to
Schedule
2. Activity Sequencing
ensure that the project
3. Activity Duration Estimating
will be completed on
time
2. Identify the specific
activities that must be
completed and when
Cost Budget
1. Resource Planning
1. Ensure that the project
2. Cost Estimating
will be completed
3. Cost Allocating
within the budget
Quality
1. Identify Quality Standards 1. Quality Assurance
Planning
relevant for each activities
2. Quality Control
2. Identify solutions to meet
these standards
Organisational 1. Assign
roles
and 1. Ensure that roles and
Planning
responsibilities
of
responsibilities
are
Staff
stakeholders
properly defined
Acquisition
2. Determine the relationships
between stakeholders
Communication 1. Determine the information 1. Information
Planning
needs of the stakeholders
Distribution
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Objectives / Utilisation of
the deliverables
Determine
what 1. Risk Monitoring and
hazards could occur
Control
Evaluate
the
probability
of
occurrence of these
hazards
Use Qualitative and/or
Quantitative
Risk
Analyses methods
Develop possible risk
responses
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3.3
The purpose of this chapter is to analyse how BIM can impact the several Project
Management activities, as described in the recent literature.
3.3.1
Scope Definition
BIM models are typically created after the Project Scope Definition stage (Performance
Building Institute, 2009). Consequently, BIM is not used to help define the project
scope and to develop the scope statement. Nevertheless, it can be used to visualise and
check the design concept and the scope of work (Himes and Steed, 2008).
Indeed, BIM can be used during the Conceptual Design phase whose goal is notably to
develop design alternatives in order to respond to the projects requirements mentioned
in the scope statement and the programme (Association of Professional Architects
Belize, 2013). This phase involves generating the general appearance of the building
and describing how it will meet the basic building programme. Figure 8 illustrates the
differences between conceptual design and construction documents with BIM.
BIM allows the project team to ensure the compliance of the proposed design(s) with
the owners requirements. By using the 3D representation, spatial analyses can be
carried out and the owner can quickly provide feedbacks (Eastman and others, 2008).
These early feedbacks have a strong and positive impact on the overall project success,
since most of the major decisions are made during the conceptual design phase
(Eastman and others, 2008). Changes can therefore be made earlier in the project lifecycle, which increases their influences on the project outcomes (Cherry and Petronis,
2009) as described in Figure 9.
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In addition, later in the design process, the several analyses that can be conducted
through the BIM model, such as energy, light, and acoustic analyses, allow the design
team to ensure that the project will meet the project requirements regarding these areas
(Words & Images, 2009).
3.3.2
Time Management
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schedule and the situation on the ground provides a reliable basis for decision making
when evaluating various options (Chau and others, 2004) and help schedulers to
consider all the project constraints (Eastman and others, 2008).
The construction simulations are very effective to communicate with stakeholders.
Traditional methods of representing schedules, namely Gantt charts, are difficult to
understand. Only people who developed the schedule can fully understand its impact on
site logistics (Eastman and others, 2008). This is why one of the benefits of 4D models
(3D+time) is its ability to visually communicate the planned construction process to all
the stakeholders. This allows the project stakeholders who did not develop the schedule
to review the proposed construction process, which can lead to better solutions and/or to
correct mistakes (Eastman and others, 2008).
3.3.3
Cost Management
described by Halpin (2005), is divided into 4 phases that are represented in Figure 10.
Although Quantity take-offs is only one of these 4 phases, this is the longest activity
that traditionally takes from 50% to 80% of the overall process time, depending on the
type of the project (Autodesk, 2007 (c)). Indeed, estimators typically carry out manual
quantity take-offs from the 2D drawings (digital or paper-based), which involves
potential human errors and a lot of efforts (Sabol, 2008). BIM models offer the
possibility to automatically generate quantity take-offs, counts and measurements, since
they do not only contain graphical entities but parametric objects. Estimators can extract
these quantities from the BIM model and use this information in cost-estimating
applications (Hartmann and others, 2012). Consequently, a lot of time is saved and
errors are reduced (Autodesk, 2007(c)). Besides, as the quantity take-offs can be almost
instantaneously updated from the BIM model, estimators can rapidly react to design
changes (Eastman and others, 2008).
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3.3.4
Quality Management
BIM offers new ways of managing quality of construction projects and creates new
quality issues that must be managed.
First, BIM greatly facilitates the quality assurance and control of the design. The
possibility to run performance analyses allows testing the design against the clients
requirements and the quality standards that must be met in such areas as energy,
acoustic, lighting, and even structural performance (Rizal (b), 2010). In addition, the
clash detection function makes possible to rapidly correct many design errors (Editor
BIM Journal, 2012). This constitutes, therefore, an effective quality control of the
design.
Secondly, the combination of 3D laser scanning and BIM makes possible to compare
what is actually built on site with the BIM model. 3D laser scanning is a recent
technology that enables to produce a collection of data points, called point clouds,
which generates a 3D representation of the scanned area (Slattery, 2010). BIM models
can thus be compared with the laser scan to detect potential deviations from the design
(Jones, 2012). This can therefore be used as a quality control technique. However, it is
costly and time-consuming; 3D lasers are expensive high-tech products and scans can
take a relatively long time, depending on the required level of details. This is why it can
be more specifically used to control the quality of structural components that does not
require a high level of details (Haijian and Brandow, 2012). Indeed, structural
components such as rebar can be modelled as cylinders and steel sections can be
selected from standard section lists (Haijian and Brandow, 2012). Akinci et al (2006)
demonstrated the capability of this technology to detect the construction defects and
deviations in general. This technique is currently not widely used, but some specialists
are confident about its future expansion (Jones, 2012).
Although BIM offers new possibilities concerning quality assurance and quality control,
it also involves managing the quality of the BIM model itself. According to Kim and
Seo, (2010) BIM models must be checked on three distinct areas, namely: physical
elements, logical elements and object definition.
Physical elements refer to the level of details of the model, which must be checked and
measured against what was contractually defined (Kim and Seo, 2010).
Logical elements refer to logical checks such as the compliance with the programme in
terms of space areas, rooms, safety regulations etc. (Kim and Seo, 2010).
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Object definition refers to the names, attributes and properties of project components
described in the model. For example, if a wall is defined as a window, a quality control
must detect this mistake in order to correct it (Kim and Seo, 2010).
Given that BIM models are object-oriented, these quality checks can be performed
using software tools to support the process (Kim and Seo, 2010).
3.3.5
As a new technology that is associated with new processes, the use of BIM on a project
requires new roles and responsibilities to be assigned to new individuals. Modifications
in the way major stakeholders perform their activities are also needed (Rizal, 2010).
One of the most critical factors to successfully implement BIM on a project is the
personnels quality and knowledge (Sacandi, 2013).
According to Sacandi (2013) and the Department of Veterans Affairs (2010), a BIM
team must be established in the initial phases of a project where BIM is to be
implemented. This team must comprise a BIM Manager, a BIM Sponsor and Technical
disciplines/trades Lead Coordinators. There can be several BIM Managers, for example
a Design BIM Manager and a Construction BIM Manager (Department of Veterans
Affairs, 2010).
A BIM Manager is an individual with an important BIM experience and a sufficient
knowledge of the proposed authoring and coordination software (Department of
Veterans Affairs, 2010). His main role is to guide the rest of the project participants to
use BIM (Sacandi, 2013). He is responsible for ensuring the coordination and
integration of model information by providing appropriate technical configurations
(Department of Veterans Affairs, 2010; Sacandi, 2013).
A BIM Sponsor is a higher management BIM advocate who understands the need of
resources to successfully implement BIM (Sacandi, 2013).
Technical disciplines/trades Lead Coordinators must be the BIM leaders of major
operating units, such as Architecture, Civil, MEP and Structural units (Department of
Veterans Affairs, 2010). Their role is to coordinate the works of their units with the
other project participants (Department of Veterans Affairs, 2010; Sacandi, 2013).
In addition, BIM implementers must be involved in the project (Sacandi, 2013). They
are not necessarily part of the BIM team, as they do not participate in decisions
(Sacandi, 2013). Their role is to assist the operating units by actually using the software
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applications and helping them to understand the processes associated with BIM and the
information required (Sacandi, 2013).
Considering these new roles and individuals, the project manager must include them in
the organisational planning and the staff acquisition strategy.
Furthermore, the collaboration promoted by the use of BIM involves changing the roles
of the major stakeholders, namely: the Client, the Architect, and the Contractor (Rizal,
2010). These changes must be managed by the Project Management team to ensure an
optimal use of BIM (Rizal (a), 2010). Unfortunately, according to Rizal (a) (2010),
there is no complete practical knowledge on how these stakeholders should be managed
to allow collaboration to be effective. However, it is clear that traditional project phases
must be adjusted, as mentioned in chapter 3.1.1.2, to allow all the stakeholders to be
involved in early phases (Autodesk, 2008). In addition, the Project Management team
must clearly explain the importance of collaboration to the Architect and the Contractor
(Autodesk, 2008).
3.3.6
Communications Management
In theory, BIM makes possible for all members of the team to see any modification
made on the model in real-time (Mondrup and others, 2012). Consequently, BIM
improves the speed of communication and the quantity of information that can be
exchanged (Socha and Lanzetti, 2012). However, it does not necessarily improve the
overall communication among the project participants if the project team does not
develop a clear and appropriate communication strategy (Goldberg, 2011).
The Project Execution Planning Guide that was developed by the Computer Integrated
Construction Research Program (2010) details the several communication issues to be
considered.
The project team must define a collaboration strategy that determines the general
collaboration process, which should include communication methods and document
management (The Computer Integrated Construction Research Program, 2010).
Collaboration activities and their procedures should be defined, including frequency,
participants, and the location of each activity. (The Computer Integrated Construction
Research Program, 2010)
More importantly, the model delivery schedule of information exchange must be
developed. It should include the due dates of exchanges, but also the file type of the
model, the software used to create the file, the native file type, and the file exchange
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type (The Computer Integrated Construction Research Program, 2010). This is part of
the general electronic communication procedures that must be established by the project
team.
In addition, the project team must determine which software applications and versions
will be used (The Computer Integrated Construction Research Program, 2010). This
must be done at the very beginning of the project in order to be able to solve any
interoperability problems that could arise. Project participants must agree upon the
modelling content and reference information (The Computer Integrated Construction
Research Program, 2010).
Thus, the speed of communication made possible with BIM must be combined with an
important communication planning and the development of procedures to truly improve
communication between the project stakeholders (Goldberg, 2011).
3.3.7
Risk Management
BIM does not change the way risks are managed on a construction project, but it
generates new risks and mitigates others.
From a technology perspective, some benefits of BIM effectively mitigate several
significant risks (Hammad and others, 2012). For example, the clash detection function
allows the risk of design errors to be reduced and, therefore, potential reworks are
avoided (McGraw Hill Construction, 2011). The building performance analyses allow
the certainty to meet the Clients requirements to be increased, which notably reduces
the risk of not achieving sustainability goals (McGraw Hill Construction, 2011). In
addition, the automatic extraction of quantity take-offs reduces the risk of errors in costestimates (Hammad and others, 2012).
From a process perspective, 77% of respondents of the SmartMarket Report, published
by McGraw Hill Construction in 2011, believe that integrated teams and collaboration
made possible with BIM help to reduce several factors of risk in construction. For
example, the involvement of all the major project stakeholders in early phases tends to
result in a more complete design (McGraw Hill Construction, 2011). Communication is
improved in a collaborative environment, which reduces risks of delays and
misunderstandings (McGraw Hill Construction, 2011)
However, BIM also generates new risks due to collaboration between project
participants. Disputes are very frequent in construction projects; this is why the
contractual relationships between stakeholders traditionally detail the several
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Questionnaire
The purpose of this chapter is to present and analyse the results of the questionnaire.
4.1
Global results
Level 1: Awareness
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4.1.2
As described in Figure 13, 42% of respondents do not know any BIM software package.
How many BIM software packages do you know?
4.1.3
As described in Figure 14, 62% of respondents have never used BIM software.
Have you ever used BIM software?
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As described in Figure 16, 82% of respondents do not know what IFC is.
Do you know what IFC is?
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4.2
Level 1: Awareness
Figure 17 indicates that 86% of professionals younger than 25 have ever heard of BIM,
against 47% of older professionals.
Have you ever heard of BIM?
People up to 25 years old
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4.2.2
Figure 18 indicates that 72% of professionals younger than 25 have at least a basic
knowledge about BIM against 32% of older professionals.
How many BIM software packages do you know?
People up to 25 years old
Figure 18: Comparison between young and older construction professionals, Basic
knowledge
4.2.3
Figure 19 indicates that 50% of professionals younger than 25 have ever used BIM
software, against 16% of older professionals.
Have you ever used BIM software?
People up to 25 years old
Figure 19: Comparison between young and older construction professionals, Basic
usage
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4.2.4
Figure 20 indicates that 22% of professionals younger than 25 know what IFC is,
against 11% of older professionals.
Do you know what IFC is?
People up to 25 years old
4.2.5
Conclusions
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4.3
Level 1: Awareness
Figure 21 indicates that 31% of construction professionals who work on-site have ever
heard of BIM, against 26 % of other construction professionals.
Have you ever heard of BIM?
People who work on-site
Others
Figure 21: Comparison between professionals who work on-site and others,
Awareness
4.3.2
Figure 22 indicates that 56% of construction professionals who work on-site do not
know any BIM software package, against 36 % of other construction professionals.
How many BIM software packages do you know?
People who work on-site
Others
Figure 22: Comparison between professionals who work on-site and others, Basic
knowledge
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4.3.3
Figure 23 indicates that 63% of construction professionals who work on-site have never
used BIM software, against 62 % of other construction professionals.
Have you ever used BIM software?
People who work on-site
Others
Figure 23: Comparison between professionals who work on-site and others, Basic
usage
4.3.4
Figure 24 indicates that 100% of construction professionals who work on-site do not
know what IFC is, against 74 % of other construction professionals.
Do you know what IFC is?
People who work on-site
Others
Figure 24: Comparison between professionals who work on-site and others,
Advanced knowledge
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4.3.5
Conclusions
From these results, it can be concluded that construction professionals working directly
on-site know less about BIM than others. However, this is not due to the utilisation of
BIM on projects, considering that the percentage of people who already used BIM is the
same for the two categories of professionals.
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Interviews
BIM model
Pre-BIM model
Mr Amara defined what he calls a pre-BIM model. A pre-BIM model is created with
BIM software, but it is not used by several participants and/or at several phases of the
project. It cannot be called a BIM model, since it does not comply with the condition
mentioned above.
5.1.3
Dead model
Even more specifically, Mr Amara defined what he calls a dead model. A dead model
is created with BIM software, but it cannot be used during the utilisation phase, since it
does not represent the final building. For example, if a model is created by the Architect
during the design phase, and is not updated by the Contractor during the execution
phase, there will be many differences between the model and the final building; it will,
therefore, become a dead model.
BIM is aimed at being used until the maintenance and utilisation phases, or even the
deconstruction phase. If a model is created and used only during the design phase and is
not updated according to the modifications that will be made afterwards, this model will
eventually be different from the real building. Consequently, this model is not a real
BIM model, it is only a dead model.
Franois Amara (2013)
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5.1.4
BIM levels
Mr Amara defined three levels of BIM. Each level involves different missions and
software products.
5.1.4.1 Level 1: Modeling
Each member of the design team (Architect, MEP Engineers, Structual Engineers etc.)
creates a model using BIM software, such as Revit, AECOSim etc. (Amara).
5.1.4.2 Level 2: Navigation
The different models are compiled to create the BIM model that will be used for several
analyses, such as clash-detection, using for example Navisworks or Navigator (Amara).
5.1.4.3 Level 3: Collaboration
This level refers to a real collaboration between the project stakeholders, involving
verifications and approvals. Buzzsaw and Projectwise can be used for this level
(Amara).
5.1.5
BIM interoperability
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5.1.5.2 IFC
Mr Amara considers that IFC is not harmful when a file is imported from a different
software product, considering that it is almost the only way to convert the information.
Moreover, IFC is relatively effective for visualisation purposes.
However, Mr Amara pointed out the fact that IFC conversions cause 15-20% of random
data loss and double the size of files. This is unacceptable for the client and it causes
liability issues (Amara). Indeed, if a file is converted into IFC, the author of the original
file cannot guarantee the converted version (Amara).
The main point is the difference between exchanges and deliverables (Amara).
Exchanges refer to the regular exchanges between designers, whereas deliverables refer
to the final exchanges with the Client (Amara).
There is absolutely no project in the world where regular exchanges were to be in IFC
contractually. The last New York Guidelines, published in July 2012 is IFC-free.
American companies do not want to use IFC.
Franois Amara
Nevertheless, Mr Amara thinks that working with a single software publisher and
delivering a final BIM model to the client in IFC - what is called Native + IFC - is a
good practice.
IFC are useful, but professionals must accept that exchanges between designers cannot
be in IFC.
Franois Amara
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5.1.6
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5.2
Current situation
It is currently the very beginning of the implementation of BIM in France. The French
construction industry seems to be a late adopter of this technology, compared with other
countries.
Philippe Levrot (2013)
Although the Smart Market report, published by McGraw Hill Construction in 2010,
concludes that France is the leader in BIM in Europe; it is actually not the case. Mr
Amara explained that this survey was based on the number of software licences owned
by companies, without making the distinction between 3D software products, such as
3Ds or Rhino, and real BIM software. This is why this survey is not representative of
the real state of BIM in France (Amara).
I have never heard about a project where everybody was working with BIM; even on
the Louis Vuitton Foundation project or the Parisian Philharmonic, some project
participants work with 2D drawings.
Simon Moreau (2013)
5.2.2
Common practices
Mr Amara stated that there are only few projects where there is an actual agreement
between the Client, the Architect, and the Contractor, about the implementation of BIM.
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The vast majority of BIM models are created on the initiative of the Architect or the
Contractor, in order to respond to their own needs (Amara).
Mr Adnew took the example of the project, where he is currently working, to illustrate
the poor utilisation of models, which are mainly used as complementary elements to 2D
drawings.
From the 2D drawings, we create the BIM model, and go back to 2D drawings,
without using the full potential of the model.
Temesgen Adnew (2013)
In addition, Mr Moreau observed that BIM was mainly used off-site, even in big
projects.
5.2.2.2 Limited collaboration
The main issue is that each project participant produces his own BIM model,
depending on his needs, without thinking about the other stakeholders. Real
collaboration that can be brought by BIM is still far away.
Adeline Gesnot (2013)
Ms Gesnot explained that BIM models are only used internally in her company,
Bouygues Habitat Social le de France (IDF). Even though, collaboration exists between
several departments of the company (e.g. Cost-estimating department and Methods
department), it is still very difficult to collaborate even within the same company
(Gesnot). Indeed, as described by Ms Gesnot, the Methods department cannot directly
use the model created by the Cost-estimating department; many data are useless, such as
the partition walls, and many others must be modified of added. For example, a slab can
be seen as a single object by the Cost-estimating department, whereas the Methods
department must divide it into several pieces, depending on the size of the formwork
material.
We often wonder if it would not be faster to redraw entirely the model instead of
modifying the original one.
Adeline Gesnot
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BIM models are supposed to be created by the Architect and sent to the Contractor. It
is not the case yet.
Philippe Levrot (2013)
5.2.3
Obstacles
What are the roles of each steakeholder? What is a BIM Manager? What is a BIM
Implementer? Terms, functions, deliverables and exchanges must be clearly defined.
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Concerning levels of details, standards similar to the LODs defined by the AIA exist
in France (Amara). However, Mr Amara stated that level of details is a pending
question in France and in Anglo-Saxons countries as well. It is very difficult to
precisely define general levels of details because it must depend on the project (Amara).
5.2.3.5 Necessary investment
Mr Levrot explained that BIM adoption requires a significant investment to buy
software, IT materials, and to train employees. Considering that the French construction
sector is currently undergoing a crisis, companies tend to reduce their investment
(Levrot). In addition, the French construction industry is composed of many small
companies that do not have sufficient resources to invest in new concepts and
technologies (Levrot).
5.2.4
Most interviewees agreed that the switch from the 2005 Thermal Regulation (RT2005)
to the 2012 Thermal Regulation (RT2012) would have a positive impact on the use of
BIM in France.
Mr Levrot explained that the RT2012 tends to force thermal engineers to find optimal
solutions, instead of overestimating thermal needs to ensure the compliance with the
RT2005. Considering that BIM makes possible to run accurate simulations based on a
model that can be easily modified, thermal engineers can test several scenarios in order
to find an optimal solution (Levrot).
Thermal Analysis is typically a sector that can be completely simplified by the use of
BIM.
Philippe Levrot (2013)
However, Mr Amara, Mr Levrot and Mr Moreau observed that thermal engineers could
easily comply with the RT2012 without using a BIM model.
A BIM model is generally too detailed and too complex to be used to carry out a
thermal analysis.
Simon Moreau (2013)
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5.2.5
Outlook of development
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5.3
Scope Definition
Mr Levrot stated that BIM models were very effective to communicate with the Client.
Eiffage Construction, as a Contractor, usually includes BIM models in technical files
during the bidding phases (Levrot). It shows the Client that the project is fully
understood. Furthermore, BIM models allow each project participant to know precisely
what he has to do, which saves a lot of time (Levrot).
Communication with the client is one of the most concrete and effective impact of
BIM for now.
Simon Moreau (2013)
Mr Adnew gave some examples where BIM was used to communicate with the Client.
On his project, his team produced for the Client a video that shows a character
exploring the construction site during different phases. This makes possible to
understand how the building is designed and to clearly visualise the project (Adnew).
Mr Adnew also produced a very accurate model and a detailed rendering of an entire
room with different materials; the Client and the Architect were, therefore, able to check
the choice of materials before building the prototypes.
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5.3.2
Time Management
5.3.2.1 Scheduling
Several interviewees pointed out the fact that producing schedules that are linked with
the components of a BIM model was a very time-consuming task, as it requires linking
each component to its related activity on the schedule (Levrot; Moreau; Gesnot).
Nevertheless, for small and particularly complex parts of a project, it can be very
helpful to check the assembly sequence.
Mr Levrot explained that, even if the BIM model is not directly linked with the
schedule, the 3D visualisation offered by the model is very helpful to carry out the
schedule traditionally. This is even more effective when the same person creates the
model and carries out the schedule, as it is the case in Mr Levrots department.
When he creates the model, he already thinks of how it will be built, and he detects all
the potential difficulties. Schedules are, therefore, produced much faster and more
accurately with the model.
Philippe Levrot (2013)
Cost Management
All the interviewees agreed that cost-estimating with BIM models worked very well.
Mr Levrot and Mr Moreau highlighted the fact that it does not take more time to create
a BIM model than to calculate traditionally the quantity take-offs. This is why some
companies that are specialised in cost-estimating create BIM models only in order to
calculate the quantity take-offs (Moreau). Models are used to estimate the cost and are
not sent to other project participants (Moreau)
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The time that is saved with automatic quantity take-offs is really significant. The Costestimating department will definitely keep this working method and will not subcontract quantity take-offs anymore.
Adeline Gesnot (2013)
Automatic quantity take-offs offer many advantages (Moreau, Levrot, Gesnot). Since
modellers are used to producing BIM models very quickly, they can estimate the cost of
a project quicker and more accurately than average (Moreau, Levrot, Gesnot).
Traditional cost estimating techniques, namely non-automatic quantity take-offs, are
very error-prone (Moreau, Levrot, Gesnot). BIM models makes possible to greatly
reduce the number of mistakes (Moreau, Levrot, Gesnot).
However, BIM-aided Cost-estimating is quite recent in France, even more than in the
United-Kingdom (Moreau). Consequently, things are still unclear and everyone tries
small experiments individually (Moreau).
Mr Adnew pointed out the fact that some automatic quantity take-offs do not match
with already established cost-estimating procedures. Consequently, modifications in the
model must be made, or cost-estimators must change the way they are working
(Adnew).
5.3.1
Quality Management
5.3.1.1 Data Syntheses
Data synthesis aims at ensuring that all elements (fluid networks, structural elements
etc.) will properly fit together. All interviewees agreed that BIM was very helpful to
carry out this process. Indeed, it is very difficult to detect all potential issues with 2D
drawings, whereas clash detection and 3D visualisation allow constructability issues to
be easily identified (Moreau, Levrot, Amara, Adnew).
In addition, BIM models can be used to produce 2D cross-sections at every zone of a
project almost instantaneously (Adnew).
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BIM models are very useful to carry out data syntheses. In complex projects, such as
hospitals, where there are many fluid networks, a lot of time is spent in synthesis
meetings in order to identify how things can be built. But even when data syntheses are
carried out, problems still occur. If a BIM model that contains all the information is
created, data synthesis can be carried out quickly with a less errors.
Philippe Levrot (2013)
Nevertheless, as mentioned by Mr Levrot, data syntheses can be carried out from a BIM
model only if it contains all the required information (Levrot). In addition, even with an
accurate BIM models, errors are still made (Levrot). This is why controlling procedures
will always be necessary (Levrot).
5.3.1.2 Design inconsistencies
Mr Levrot pointed out the fact that producing a BIM model allows design
inconsistencies to be detected. Indeed, a design inconsistency refers to a deviation that
appears in two different representations of the same elements. With a BIM model, as an
object is created only once, all views will represent the same element (Levrot).
5.3.1
Mr Moreau and Mr Levrot agreed that the use of BIM would eventually modify certain
jobs to some extent.
Considering that creating a BIM model is faster than producing 2D drawings, fewer
drafters are necessary (Moreau). In addition, as drafters more easily understand what
they draw with a BIM model, less experience in the construction sector is needed; on
the other hand, it requires greater IT skills.
Mr Levrot and Mr Moreau stated that the profession of traditional quantity surveyor
would eventually disappear, because of automatic quantity take-offs.
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Mr Levrot mentioned that people responsible for data synthesis could also be impacted
to some extent.
If the building is completely virtually built before the execution phase, we can think, in
the best-case scenario, that data synthesis will become useless, because this would have
been done during the modelling phase, but this is still a utopia.
Philippe Levrot (2013)
Risk Management
5.3.1.1 Design inconsistencies
Most interviewees stated that risks related to design inconsistencies are strongly
mitigated using BIM models.
5.3.1.2 Constructability issues
Mr Levrot and Mr Moreau explained that risks related to constructability issues are
mitigated with a BIM model, since the detection of these issues is much more easier
with the model than with 2D drawings. In addition, BIM models can be used to support
the decision of a technical option, which reduces the risk of making wrong technical
choices (Levrot).
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Discussion
The purpose of this chapter is to explain the differences between the previous results
and the literature. The validity of the results is also discussed in this chapter.
6.1
In France, the initiator of the implementation of BIM on a project is, in almost all cases,
the Architect or the Contractor, not the Client (Amara).
If the Architect decides to use BIM, in most cases, he will use it for his own purposes,
namely visualisation of the design. He will generally not send his model to any other
stakeholder, even if the Contractor wants to use BIM as well. If the Architect accepts to
send his model, it would often be easier for the Contractor to develop his own model
from scratch. Indeed, these two stakeholders do not use BIM for the same purposes; the
models are, therefore, created differently and contain different information (Amara;
Levrot). For example, the Architect can define a slab as a single object, whereas the
Contractor would rather divide each slab into several elements depending on the
dimensions of the formwork materials (Gesnot). This is why the Contractor generally
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creates a model from the 2D drawings sent by the Architect, regardless if the Architect
used a BIM model or not.
Models created by Contractors are commonly used to generate the quantity take-off, to
detect constructability issues and design inconsistencies, and to carry out data syntheses
(Amara; Levrot; Moreau; Adnew). They are not sent to Clients in most cases (Amara;
Levrot).
Clients very rarely impose the use of BIM on stakeholders in order to use BIM models
during the utilisation and maintenance phases (Amara; Levrot). This is, however, the
best way to ensure the continuity of a model, and as a consequence, collaboration
among stakeholders and a life-cycle approach. In other words, the next level of BIM
will be reached when Clients will contractually ask for BIM models that can be used
during the utilisation and maintenance phases.
6.1.3
Limited interoperability
The fact that collaboration is not involved in BIM in France is also due to the lack of
interoperability of BIM software. Interoperability of BIM is a controversy issue even in
the literature; buildingSMART argues that IFC allows BIM user to exchange their
models easily, but it seems that the loss of data and the increase of file size caused by
conversions into IFC are too significant to ensure a complete interoperability (Amara).
In addition, there are no BIM standards yet in France (Amara; Levrot). This means that
collaboration between stakeholders requires establishing a graphic charter and object
classification rules.
Finally, stakeholders create BIM models for their own needs; consequently, models are
not adapted to be sent to other potential users.
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6.1.4
The questionnaire carried out for the purpose of this dissertation is also an element that
gives an idea about the state of BIM in France.
First, the basic knowledge of construction professionals about BIM is quite low: 27% of
respondents never heard of BIM. This shows that even pre-BIM and dead models are
used on few projects.
Secondly, the advanced knowledge of construction professionals about BIM is
evaluated with a question that relates with interoperability issues. Consequently, it
refers to the highest level of BIM that involves collaboration between stakeholders. 82%
of respondents do not know what IFC is; this supports the idea that the highest level of
BIM is not reached yet in France.
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6.2
The adoption of BIM requires significant investments (Levrot). However, some basic
uses of BIM models allow companies to ensure a quick Return On Investment (ROI).
As mentioned by all the interviewees, it is faster to create the model and to
automatically generate the quantity take-offs than to traditionally calculate the quantity
take-offs. Besides, automatic quantity take-offs are more accurate than the ones
calculated traditionally. Consequently, this simple use allows companies to save a
significant and easily measurable amount of time and money.
Clash detection is also a simple BIM function that makes possible to avoid a
considerable number of defects and unexpected reworks. Consequently, lots of time
and money are saved.
Thus, many construction professionals who use BIM consider that these two simple
uses constitute a sufficient ROI (Levrot; Adnew; Moreau).
Consequently, lots of Contractors adopt BIM only in order to carry out cost-estimates
and clash detection (Levrot; Moreau). But considering that they possess a BIM model at
the end of these processes, they want to take most advantage of it by developing other
uses.
This is why these simple uses can be considered as gateways to the adoption of BIM,
although, they are, most likely, not the greatest benefits of using BIM. In addition, it
explains why this is the Architect or the Contractor who implement BIM on a project,
instead of the Client.
6.2.2
As mentioned earlier, the next level of BIM can be reached in France if Clients impose
the use of BIM on stakeholders. However, given that Clients are far from practical
issues that are impacted by the use of BIM, they do not realise the benefits they can
draw from it (Levrot) - namely, a lower cost of projects, a higher quality of buildings,
and a model that can be used during the utilisation and maintenance phase. As a
consequence, Clients must be convinced by Architects and Contractors who already use
BIM. This is what big Construction Groups are trying to do.
Several Construction Groups in France, such as Bouygues, Eiffage, and Vinci, have
both construction and real estate departments. Given that their construction departments
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realised the potential benefits of BIM, since they are familiar with practical issues that
can be impacted by its use, they are currently convincing their real estate departments to
contractually implement BIM on their projects (Levrot; Adnew; Gesnot).
Therefore, it can be supposed that the next level of BIM will be reached relatively soon
because of the initiatives of big Construction Groups, at least on big projects.
6.2.3
On a Design and Build (D&B) project, a single entity contracts both the design and the
construction of the project. In France, this entity is generally a Contractor who can use a
design consultancy or can form a partnership with an Architect. If there is a partnership,
the Contractor and the Architect collaborates during the design phase. Consequently,
both stakeholders can easily collaborate through the same BIM model (Gesnot). This is
why Design and Build projects can be seen as a driving force of collaboration with
BIM.
Nevertheless, this delivery system is allowed by law only for public projects and under
certain conditions. Therefore, it cannot impact many projects.
6.2.4
The questionnaire carried out for the purpose of this dissertation shows that the
knowledge of younger construction professionals is higher that the one of older
construction professionals (>25 years old). This is due to the fact that French Civil
Engineering Schools now teach students about BIM, as shown Figure 12: Global
Results, Source of Awareness. Consequently, it can be assumed that the general
knowledge of construction professional will progressively increase. Given that most
interviewees identified the lack of knowledge of construction professionals about BIM,
as an obstacle to the expansion of BIM, this increasing knowledge will certainly have a
positive impact on the use of BIM.
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6.3
Limited collaboration
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6.3.2
Common uses
Although BIM in France does not reach the highest level described in the literature, it
impacts several Project Management activities.
6.3.2.1 Communication with the Client
Communication with the Client is greatly improved by using a BIM model (Moreau;
Levrot; Adnew; Amara). Considering that Clients do not always have a significant
experience in construction, it is much easier for them to understand a 3D model rather
than 2D drawings.
6.3.2.2 Time Management
In France, it seems that schedulers rarely link the schedule with the BIM model, since it
is really time-consuming (Moreau, Levrot). Nevertheless, this linkage can be useful in
particularly complex parts of a project, in order to check the assembly sequences
(Moreau).
In addition, BIM models are helpful to carry out schedules traditionally. It is much
easier for schedulers to produce a schedule from a 3D model rather than from 2D
drawings (Moreau; Levrot).
Finally, BIM models are also used to measure progress. Elements installed can be
displayed in a different colour in the model, and the quantity of concrete and steel used
can be generated in order to manage the budget and materials (Adnew).
6.3.2.3 Cost Management
As mentioned earlier, BIM models are used to automatically generate quantity take-offs
(Moreau; Levrot; Amara; Adnew; Gesnot). This causes a very significant gain of time
for cost estimators (Moreau; Levrot; Amara; Adnew; Gesnot). In addition, these
quantity take-offs are more accurate that the traditional ones, since there is no
calculation mistake (Moreau; Levrot; Amara; Adnew; Gesnot).
6.3.2.4 Quality Management
BIM models makes possible to easily control the design of the building; constructability
issues are easily detected through 3D visualisation and clash detection. In addition, the
creation of the model allows drafter to identify all the design inconsistencies.
This simple quality control of design makes possible to greatly reduce the number of
defects and reworks.
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6.4
Interviews
The author chose interviewees from different backgrounds and companies in order to
ensure the validity of the results. However, considering these differences, the author did
not ask exactly the same questions to all the interviewees. The main objectives were to
evaluate the state of BIM in France and its impacts on Project Management.
Consequently, the analysis of the interviews was not about comparing the point of view
of each interviewee, but to compile them in order to cover a maximal number of topics.
For this reason, it can be argued that some statements are only supported by one
interviewee. However, interviewees were questioned about their areas of expertise,
consequently it can be assumed that these statements are well founded.
6.4.2
Questionnaire
This dissertation adds new elements to the existing knowledge. No research paper about
BIM in France was found in the literature by the author. The state of BIM in France was
evaluated in terms of BIM practices and professionals knowledge, through a
questionnaire and five interviews. The impacts of pre-BIM and dead models on Project
Management were analysed, whereas papers in the literature deal with the highest level
of BIM.
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The purpose of this chapter is to state the main conclusions of this dissertation.
Recommendations for further works are also given.
7.1
Conclusions
This report identified the state of BIM in France and analysed its impacts on Project
Management in the French construction industry.
Schedules are carried out faster and more accurately because of the
compilation of information in a single model.
Automatic quantity take-offs allow cost estimates to be carried out faster and
more accurately.
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Project phases overlaps, which reduces the total duration of the project.
The final BIM model can be used by the Client during the utilisation and
maintenance phases.
7.2
The questionnaire that was carried out for the purpose of this dissertation, only roughly
evaluates the French construction professionals knowledge about BIM. This work
could be completed by comparing the knowledge of Architects, Contractors, and
Clients, in order to establish a strategy to inform professionals about BIM.
The important role of Clients in the expansion of BIM in France was identified in this
dissertation. The impacts of BIM during the utilisation and maintenance phases and the
Clients perceptions of BIM could be analysed in a further work.
The scope of this dissertation was limited to main Project Management activities;
detailed analyses of particular Project Management issues, such as Value Engineering
and Waste Management, could be carried out to complete this work.
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References
[1]
Akinci, B., Boukamp, F., Gordon, C., Huber, D., Lyons, C., and Park, K. (2006).
Formalism for Utilization of Sensor Systems and Integrated Project Models for
Active Construction Quality Control. Automation in Construction 15, No. 2, 124138.
[2]
[3]
[4]
[5]
Autodesk
(b)
(2007).
BIM
and
Project
Planning.
[online].
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[Accessed June 17th 2013].
[6]
Autodesk
(c)
(2007).
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and
Cost
Estimating.
[online].
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[Accessed June 17th 2013].
[7]
[8]
[9]
Azhar, S., Nadeem, A., Mok, J.Y.N. and Leung, B.H.Y. (2008). Building
Information Modeling (BIM): A New Paradigm for Visual Interactive Modeling
and Simulation for Construction Project. In: First International Conference on
Construction in Developing Countries Advancing and Integrating Construction
Education, Research & Practice, Karachi, 4-5 August, 435-446.
[10]
[11]
BIM Industry Working Group (2011). Strategy Paper for the Government
Construction Client Group. [online]. http://www.bimtaskgroup.org/wpcontent/uploads/2012/03/BIS-BIM-strategy-Report.pdf [Accessed August 13th
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[12]
[13]
Businessdictionary.com
(2013).
Project
Management.
[online]
http://www.businessdictionary.com/definition/project-management.html
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[17]
Eastman, C., Teicholz, P., Sacks, R. and Liston, K. (2008). BIM Handbook: A
Guide to Building Information Modeling for Owners, Managers, Designers,
Engineers, and Contractors. New Jersey: John Wiley & Sons.
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[19]
Espedokken, K. (2013). All Applications. [online] http://www.buildingsmarttech.org/implementation/implementations [Accessed June 17th 2013].
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[21]
Gransberg, D.D. and Ellicott, M.A. (1997). Life cycle project management. In:
41st Annual Meeting AACE International, Chicago, 288292.
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[26]
Hannon, J.J. (2007). Estimators Functional Role Change with BIM. In: 51st
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[27]
Hammad, D.B., Rishi, A.G. and Yahaya, M.B. (2012). Mitigating construction
project risk using Building Information Modelling (BIM). In: Laryea, S, Agypong,
S A, Leiringer, R and Hughes, (Eds) Procs 4th West Africa Built Environment
Research (WABER) Conference, 24-26 July, Abuja, 643-652.
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[30]
Jones, T. (2012). The Future of Laser Scanning: 5 predictions for design and
construction. [online]. http://www.landairsurveying.com/blog/the-future-of-laserscanning-5-predictions-for-design-and-construction/ [Accessed June 17th 2013].
[31]
Kim, I. and Seo, J. (2010). BIM as a Design and Construction Quality Control
Medium. Journal of Building Information Modeling. Spring 2010. 19-20.
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Rizal, S. (a) (2010). Changing Roles of the clients, architects and contractors
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176-187.
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Slattery, D.K. and Slattery K.T. (2010). Evaluation of 3-D Laser Scanning For
Construction
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[online].
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June 17th 2013].
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[52]
The American Institute of Architect (AIA) (b) (2007). Liability and BIM. [online].
http://www.aia.org/aiaucmp/groups/ek_members/documents/pdf/aiap037060.pdf
[Accessed June 17th 2013].
[53]
[54]
[55]
[56]
Van,
J.
(2008).
AIA
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June 17th 2013].
[57]
Ward, G. (2000). Disconnected Project Management. In: the IPMA 15th World
Congress on Project Management, May 2000, London.
[58]
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[Accessed
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APPENDICES
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Appendix A: Questionnaire
Lastname(
!Firstname(
!Age(
!Job(title(
!Company(
!University(background(
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!
!
!
!
!
!
!
!
!! !!
!
!
!!! !
!! !
!! !
!
! !
!
!
!
!
!
! !
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!Have(you(ever(heard(of(BIM?(
! !
!
!
I!you!answer!'No',!go!on!directly!to!the!validation!of!the!questionnaire!
!
Yes!
!
No!
!
If('yes',(from(where(?(
!Collegue(s)!
!
Company!training!
!Studies!
!
Press!
!
A!project!
!
Other:!
!
! !
What(BIM(software(packages(do(you(know?(
!None!
!
Tekla!
!Revit!
!
AECOsim!
!
Other:!
!(
(
(
(
Dissertation
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
! !
!
!
!
!
!
!
!
!
!
!
!
!
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Have(you(ever(used(BIM(software?(
!Yes!
!!! !
!
!
No!
!!! !
!
!
! !
!If(yes,(for(what(purposes?( ! !
!
Visualisation!
!
Creation!
!Data!searching!
!
Other:!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
!Do(you(know(what(I.F.C(is?( ! !
!
Yes:!
!
No!
Dissertation
!!! !
!
!!! !
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
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Job Title
79
No
No
No
Do you
know
what
IFC is?
Have you
ever used
a BIM
software
product?
N/A
If yes, for
what
purposes?
What BIM
software do
you know?
No
If yes,
from
where?
Revit
University Backgroung
Have
you
ever
heard
of
BIM?
Studies
Yes
Yes
No
N/A
Visualisation
and
Modelling
Engineering school
(specialised in
Construction)
None
Yes
Bouygues
rnovation
prive
Company
Age
23
N/A
Tekla
No
Project Manager
(on site)
Assistant Project
Manager (on
site)
BE38
Eiffage
Construction
23
Structural
Engineer
Studies
23
Yes
No
Tekla, Revit
Visualisation
Studies
Yes
Yes
TEKNICAD
Methods
Engineer
Yes
23
Revit
N/A
Studies
Architect
Yes
24
Yes
No
Revit
Visualisation
and
Modelling
Visualisation
and
Modelling
Studies
GTM
batiment
Yes
Project Manager
(on site)
School of Architecture
Engineering school
(specialised in
Construction)
24
Dissertation
25
24
22
23
23
35
25
23
23
Civil Engineer
Civil Engineer
Civil Engineer
Civil Engineer
Project Manager
(on site)
Site Manager
Project Manager
(on site)
Consultant
Project
Coordinator
(off-site)
Greenaffair
N/A
N/A
N/A
GTM
France Bit
N/A
DTZ
Lafarge
University of Birmingham
24
Dissertation
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Studies
Studies
N/A
Press
Studies
Studies
Studies
Studies
Studies
Studies
Revit
Revit
None
Revit
Tekla, Revit
Tekla, Revit,
Microstation
Tekla
Tekla, Revit
None
Tekla
Yes
Yes
No
No
No
Yes
No
Yes
No
Yes
Visualisation
N/A
Visualisation
and
Modelling
N/A
N/A
Visualisation
and
Modelling
N/A
Visualisation
and
Modelling
N/A
Visualisation
No
No
No
Yes
No
No
No
No
No
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Master's degree in Civil
Engineering
Master's degree in Civil
Engineering
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
80
30
31
44
Project Manager
(on site)
Project Manager
(on site)
Project Manager
(on site)
Project Manager
(on site)
Engineer
Eiffage
Construction
Lon Grosse
BLB
Construction
Eiffage
Construction
Eiffage
Construction
N/A
University of Birmingham
26
Project Manager
(on site)
Eiffage
Construction
Eiffage
Construction
26
26
31
28
31
Project Manager
(on site)
Project Manager
(on site)
Spie
Eiffage
Construction
Project Manager
(on site)
Project
Coordinator
(off-site)
25
Dissertation
No
No
Yes
No
Yes
Yes
No
Yes
Colleagues None
N/A
N/A
Company
training
Company'
s internal
newsletter
N/A
Press
Used on a
project
None
None
None
None
None
Colleagues None
N/A
None
None
Tekla, Revit,
Bentley,
ARCHICAD
No
No
No
No
Yes
No
No
No
No
No
N/A
N/A
N/A
N/A
Visualisation
Gros-uvre
N/A
N/A
N/A
N/A
N/A
No
No
No
No
No
No
No
No
No
Yes
Engineering school
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Master's degree in
Construction Economics
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
Yes
Engineering school
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
81
University of Birmingham
Yes
Colleagues None
Studies
Revit
No
Yes
No
Yes
N/A
N/A
Visualisation
N/A
Visualisation
and
Modelling
No
No
No
No
No
No
82
Yes
Studies
None
No
N/A
Revit
Yes
N/A
None
No
No
SINTEO
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
No
Studies
None
N/A
Engineer in
sustainable
buildings
School of Architecture
Yes
N/A
No
26
GFC
construction
Dumont
architectes
School of Architecture
No
None
N/A
N/A
School of Architecture
Studies
Methods
Engineer
N/A
Yes
25
24
24
20
21
School of Architecture
No
N/A
20
N/A
School of Architecture
No
N/A
Revit
Project Manager
(on site)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Yes
21
Yes
Yes
N/A
HND
No
BE38
Tekla
Design Drafter
Yes
Studies
Used on a
project
30
HND
Yes
BE38
Visualisation,
Modelling
and Data
Searching
Design Drafter
Yes
22
Yes
No
HND
N/A
BE38
No
Design Drafter
Tekla,
Bentley,
Studies
Strucad
Tekla,
Colleagues Strucad
36
Dissertation
N/A
Engineering school
(specialised in
Construction)
Yes
Studies
Tekla, Revit
Tekla, Revit,
AllPlan,
ArchiCAD
Yes
Yes
Visualisation
and
Modelling
Visualisation
and
Modelling
Yes
Yes
83
Surveyor
Studies
University of Birmingham
23
Yes
Yes
Engineering school
(specialised in
Construction)
N/A
No
N/A
Tekla, Revit,
digital project No
N/A
No
Calculation
Engineer
Studies
No
Visualisation
and
Modelling
No
25
Yes
Tekla, Revit
Yes
N/A
No
N/A
Studies
Tekla, Revit,
Ansys/LSdyn
a
No
Visualisation
No
Surveyor
Yes
Studies
Revit
Yes
N/A
Yes
23
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
Studies
Archicad
No
N/A
CEI
Yes
Studies
None
No
Civil Engineer
Yes
N/A
Tekla, Revit
23
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
No
Studies
EDF
School of Architecture
Master's degree in Civil
Engineering
Yes
Civil Engineer
Manager of realestate programs N/A
Architect
(intern)
N/A
Civil Engineer
BOAS
Manager of real- Bouygues
estate programs Immobilier
School of Architecture
24
23
22
29
23
Dissertation
25
43
30
46
25
36
Civil Engineer
Civil Engineer
Secretary
Director
Civil Engineer
architecte
ingnieur
Surveyor
BOAS
BOAS
BOAS
BOAS
BOAS
N/A
Colas
University of Birmingham
27
N/A
CSC
22
Project Manager
(on site)
Engineer in
information
system
24
Dissertation
School of Architecture
HND
Engineering school
(specialised in
Construction)
Master's degree in Civil
Engineering
HND
HND
Master's degree in Civil
Engineering
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
No
No
No
No
Yes
No
Studies
Studies
N/A
N/A
N/A
N/A
N/A
Company
training
N/A
Tekla
Tekla, Revit
None
None
None
None
None
Tekla, Revit,
allplan
Mensura
Yes
Yes
No
No
No
No
No
Yes
Yes
Visualisation
Visualisation
N/A
N/A
N/A
N/A
N/A
Visualisation
and
Modelling
Visualisation
No
No
No
No
No
No
No
Yes
No
Yes
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Level 1: Modeling
Each member of the design team (Architect, MEP Engineers, Structual Engineers etc.)
creates a model using BIM software, such as Revit, AECOSim etc.
Level 2: Navigation
The different models are compiled to create the BIM model that will be used for several
analyses, such as clash-detection, using for example Navisworks or Navigator.
Level 3: Collaboration
This level refers to a real collaboration between the project stakeholders, involving
verifications and approvals. Buzzsaw and Projectwise can be used for this level.
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real BIM on their projects. For example, DGLA, one of the most advanced agencies in
BIM technologies, never succeeded in working with real BIM on a project.
4 Interoperability
4.1 The three operability levels
There are three operability levels:
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IFC is not harmful when a file is imported from a different software product,
considering that it is almost the only way to convert the information. In addition, IFC is
relatively effective for visualising purposes.
However, IFC conversions cause 15-20% of random data loss and double the data size.
This is unacceptable for the client and it causes liability issues. Indeed, if a file is
converted into IFC, the author of the original file cannot guarantee the converted file.
The main point is the difference between exchanges and deliverables. Exchanges refer
to the regular exchanges between designers, whereas deliverables refer to the final
exchanges with the Client. There is absolutely no project in the world where exchanges
were to be in IFC contractually. The last New York Guidelines, published in July 2012
is IFC-free. American companies do not want to use IFC.
Nevertheless, working with a single software publisher and delivering a final BIM
model to the client in IFC - what is called Native + IFC - is a good practice, as well as
Native + COBie. IFC is useful, but professionals must accept that exchanges between
designers cannot be in IFC. In order to ensure operability between designers, a de-facto
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standard must be established on every project. This means to impose the software
publisher that is used by most project participants.
5 BIM in France
5.1 Construction Projects
The McGraw Hill Construction report is very marketing oriented. They worked with the
CNOA (Conseil National de lOrdre des Architectes) for a survey in 2010. According to
this survey, France is the leader in BIM in Europe. That is absolutely not true as there
are only 7 projects where real BIM is implemented in France. The distinction must be
made between 3D software such as 3Ds or Rhino, and BIM.
5.2 Contracts
There is a significant lack of knowledge in terms of contract clauses related with BIM
and pre-BIM models. We do not know what to do in order to contractually protect the
project participants. In 2013, one of the central issues is to develop a list of contract
clauses related with BIM. To do this, definitions are essential.
5.3 Standards
As BIM managers, we use product codes, but we do not have a system of classes as
opposed to the United Kingdom. BIM France is currently working on a proposal of a
products classification for the AFNOR. To carry out this classification, language is a
crucial issue.
In France, there are standards similar to the LODs for phase-by-phase renderings, but
nothing exists specifically for BIM. Level of details is a pending question in France, but
in Anglo-Saxons countries as well. It is very difficult to precisely define levels of
details in BIM because it must eventually depend on the project. We must have
guidelines but levels of details must be defined according to the project.
5.4 Driving Forces
Benjamin Gaudin: Do you think that the shift to the thermal regulation 2012 (RT2012)
will encourage the use of BIM?
Franois Amara: RT2012 can be easily complied with using dead models or preBIM models. But indeed, globally the shift to the RT2012 will have a positive impact
on the use of BIM.
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The main point is that the real BIM market is just being created in France.
6 BIM and Project Management
There are two kinds of Project Management: traditional Project Management and BIMassisted Project Management.
6.1 Automatic Quantity Take-Offs and Clash Detection
A lot of construction professionals carry out automatic quantity take-offs. The impact of
BIM on Project Management is the primary interest for Contractors. That is the reason
why they start using pre-BIM models and possibly BIM models afterwards. Clash
detection is also frequently used by Contractors.
6.2 Time and Cost Management
4D models work very well. 5D models are sometimes produced directly by the
Architect. BIM will completely change the configuration of Architects agencies. In
France, there are many small agencies. A lot of them will disappear while the big
agencies will hire energy and thermal experts and economists to integrate all the
necessary knowledge within the Architect agency. The main idea is to develop bigger
entities to integrate Architects and Engineers. In that case, BIM managers could belong
to the Architect agency instead of the Contractor, the Consultant agency or the Project
Management company.
6.3 Quality Management
Benjamin Gaudin: Do we use BIM on some projects to manage the project quality?
(For example with laser-scanning techniques).
Franois Amara: Reverse engineering can be used on-site with laser-scanning
techniques to check the erection of structural elements for example. We can also use it
to ensure the correct location of steel reinforcement elements.
6.4 Risk Management
Benjamin Gaudin: What are the risks that are caused by the use of BIM?
Franois Amara: There are three major issues.
The first issue is the interoperability. If there is no de-facto standard, there is no
continuity of the model.
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The second issue is due to the lack of contractual knowledge about BIM, which is
basically a problem of definitions of terms: What are the roles of each stakeholder?
What is a BIM Manager? What is a BIM Implementer? We need to define the terms, the
functions, the deliverables, the exchanges etc. To address that problem, an appropriate
agreement must be written and signed by the Architect as well as by the Contractor.
The third central issue is that people tend to forget the final user of a BIM model,
namely the Client. BIM models are to be used by the Client during the maintenance and
utilisation phases. The model will obviously be modified by the different project
participants; but at the end of the project, it must be usable by the Client. If this
objective is not met, the final model does not represent the building that was erected.
7 BIM and Collaboration
BIM Managers roles are beyond the organisation he belongs to. In order to favour an
equitable balance of power between the project participants, it is possible that the BIM
Manager belongs to the Client. However, a competent BIM Manager can belong to the
Architect agency and still comply with his/her roles, such as his/her duty to provide
guidance to the other participants etc.
Usually, there is a de-facto grouping. The Architect, even though there is not a clear
agreement about BIM, will produce a model. For now, the only specific agreement I
know was signed for the future Paris Courthouse; there are few pages about a pre-BIM
model, which define the deliverables, the exchanges etc. In most projects, this is very
unclear. For example, in the Parisian Philharmonic of Jean Nouvel, there is a real split
between the project participants. The Architect, Jean Nouvel, uses Rhino, while
Bouygues uses Revit. This is a real mess but it is a typical scenario.
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In the construction industry, there are still many small companies that do not have
sufficient resources to invest in new concepts and technologies, as opposed to big
companies like Eiffage, Bouygues and Vinci. This is why we try, at Eiffage, to take the
advantage of that situation.
1.3 BIM Future
BIM is clearly going to be widely implemented. It will become a standard requirement
on most projects. But it will take quite a long time for BIM to be totally adopted.
BIM can be compared with digital drawings. The digital drawing technology appeared
in 1980 and really expanded in 1995; nowadays, all drawings are digital-based, but it
took more than fifteen years.
Considering that every project is unique, a model can be amortised on only one project.
However, if everyone uses BIM on a project, cost would clearly be reduced. Lots of
money is spent to correct mistakes and defects. Consequently, avoiding mistakes and
low-quality works with BIM would generate huge savings.
In order to expand the use of BIM, all types of construction professionals must be
involved, and Architects in particular, given that they are appointed at the beginning of
the projects. In addition, Architects usually create 3D models, thus, it should not be
difficult for them to adopt BIM technologies.
2 The Use of BIM
At Eiffage, BIM models contain only the concrete structure for the own interest of the
company. The strategy is to make the model profitable before trying to develop it. We
noticed that BIM models offer benefits for us, as a Contractor. The objective is to draw
all the information from the BIM model in terms of methods, execution plans, and
communication.
2.1 Automatic Quantity Take-Offs
It does not take more time to create a BIM model than to calculate traditionally the
quantity take-offs. Therefore, at the end of the modelling process, quantity take-offs are
automatically calculated and the model is created.
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to detect inconsistencies directly during the bidding phase, which can lead the Client to
choose us.
A BIM model is a perfect tool to communicate with Clients. It reassures them by
showing that we understood their requirements and specifications.
Furthermore, BIM models allow each project participant to know precisely what he has
to do, which saves a lot of time.
2.6 Thermal analyses
Benjamin Gaudin: Do you think that the switch to the RT 2012 will encourage BIM
adoption, given that thermal engineers will need to create a model anyway?
Philippe Levrot: In theory, yes I think so. When the model is produced, it is very
simple for thermal engineers to carry out the thermal analyses. A model is to contain all
the information needed by the thermal Engineers: the structure, the volumes, the
orientation etc. Thermal Analysis is typically a sector that can be completely simplified
by the use of BIM. Even though RT2012 can be respected without using a BIM model,
it tends to force thermal engineers to find optimal solutions. Currently, thermal
engineers overestimate their needs to be sure to respect thermal regulations; but by
using BIM, they would be able to run accurate simulations that will allow them to find
optimal solutions. In this field, BIM will be quickly adopted.
2.7 Scheduling
Benjamin: Do you use BIM to carry out schedules?
Philippe: We do not use BIM to carry out schedules yet, but it is one of our objectives.
For now, BIM software products do not make it easy to produce schedules; it is possible
but very time-consuming. Consequently, if the schedule needs to be modified, once
again we lose a lot of time, so it is not worth it yet.
However, in our department, the same person produces schedules and BIM models.
Creating the model and the visualisation it offers help him a lot to carry out the
schedule. When he creates the model, he already thinks of how it will be built, and he
detects all the potential difficulties. Schedules are produced much faster and more
accurately because of the model.
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5 Return On Investment
Within the company, most people are convinced by the advantages of using BIM. Site
teams ask for BIM models. The method department uses it for operating modes and
construction methods. Site managers can easily visualise what has to be built without
having to interpret drawings. The Return On Investment is clearly positive; BIM models
are tools that allow us to improve our productivity.
6 Risks
In terms of risk, even though we do not follow specific risk management frameworks,
risks related to design inconsistencies are eliminated using BIM models. It also helps us
to evaluate and chose technical options, which reduces the risk of wrong technical
choices. In addition, risks of wrong interpretation are eliminated.
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model that is used to carry out all the quantity take-offs and to understand how the
building is designed. Usually, the model is only used for Cost-Estimating the project, in
order to ensure a valid bid; the model itself is not sent to other project participants.
Since modellers are used to produce BIM models very quickly, they can estimate the
cost of a project quicker and more accurately than average. Traditional cost estimating
techniques, namely non-automatic quantity take-offs, are very error-prone. Using BIM
models does not enable to entirely eliminate these mistakes, but it is clearly more
accurate and it helps to understand what must be done and how it can be done.
I carried out a similar mission myself. A Contractor hired me to produce rapidly a BIM
model, after he won the bid, in order to understand what had to be done. The project
was complex and the 3D visualisation helped to understand what tasks had to be
considered and how they could be carried out.
However, BIM-aided Cost-estimating is quite recent in France, even more than in
England. Consequently, things are still unclear and people do small experiments
individually.
4 Time Management
In my view, producing schedules linked with the components of the model is not really
useful. The concept seems interesting but, in reality, it is not really beneficial for the
project. First, it is complex and time-consuming. The model can help to understand how
the building is designed, in order to traditionally produce a schedule. However, linking
the schedule with the model components takes a lot of time and is not useful.
Nevertheless, 4D can be very effective and useful for small and complex parts of the
project. That was done for example on the Louis Vuitton Foundation.
In addition, with a marketing point of view, it can be interesting to produce a rough
sequence of the project for the client.
5 Human Resource Management
The term BIM Manager is unclear. It can refer to several jobs. The BIM Manager of an
organisation is responsible for defining the general guidelines in terms of BIM. Usually,
there is another BIM Manager for each project. In big projects, there can be several
BIM Managers in direct interaction with the model. They will manage exchanges,
exports, define classes etc. Finally, another kind of BIM Manager will manage
collaboration between the project participants and carry out the data syntheses.
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Fewer drafters are needed to develop a BIM model than to carry out 2D drawings. It is
really faster to add information to a BIM-model than to 2D drawings. For example, to
draw a wall in Autocad, drafters must draw two lines whereas only one line must be
drawn in Revit. In addition, less experience in the construction sector is needed to
produce a 3D model, because we more easily understand what we draw. However, it
requires being comfortable with Information Technologies.
6 Data Synthesis with BIM
I am currently carrying out data syntheses using BIM models. In order to make clear to
all the project participants how the building is designed, we only work in 3D; it is a lot
clearer. The model can be used to present our work and to refer to a common database
that everyone understands.
Constructability issues appear immediately on the model. For example, a loading space
is required to set a wire path; it is very difficult to see on 2D drawings if there is a
sufficient loading space whereas it appears immediately on a BIM model. 3D
Visualisation is even more valuable for people who do not have a long experience in the
building sector.
To carry out data syntheses, in some cases, we produce a BIM model from a 2D
drawing set. The model is produced only for syntheses purposes; it is not sent to the
Client. With Revit, we guarantee that the data synthesis we produced works. The
complex part is to create the BIM model, not to check that everything works.
7 Analyses
Even when the project must comply with the Thermal Regulation 2012 (RT2012), it
seems that most thermal engineers carry out their calculations without using BIM
software. I have never seen a thermal or acoustic analysis directly on a BIM model.
These analyses require 3D models that are usually remodelled by the engineers. A BIM
model is generally too detailed and too complex to be used to carry out a thermal
analysis.
8 Collaboration
I have never heard of a project where everybody was working with BIM. Even on the
Louis Vuitton Foundation project or the Parisian Philharmonic some project participants
work with 2D drawings.
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ducts. Therefore, after a week, all the quantity take-offs can be generated. I think that a
significant part of the job of a site manager can be automated by using a BIM model. In
a complex project, the benefits of the model are not so obvious apart from the
visualisation, but we could simply use a basic 3D model without parameters.
9.3 Government initiatives
For quite a long time, Clients ask for Autocad files, formatted in a very precise way.
These files are then integrated to a database to be used during the utilisation and the
maintenance phases. This is very similar to COBie. All the notions of Collaboration and
data exchanges are not more present with COBie than with these Autocad files.
Therefore, I do not think that COBie will have a huge impact on the way the English
construction industry works.
The real driving force of BIM is that drawing a building becomes obvious and we do
not waste time to interpret drawing sets. These benefits are so significant that it should
be enough to make everyone adopt BIM.
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The main issue is that each project participant produces his own BIM model, depending
on his needs, without thinking about the other stakeholders. It is very complex and we
are still far from a real collaboration that can be brought by BIM.
7 Augmented Reality
Bouygues developed a virtual reality software product, called RAMBI. This product
displays the BIM model on an Ipad when the device recognises the ground plan of the
building.
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drawing; it is therefore very difficult to notice all the changes that will be generated by
the first one. In 3D, changes can be noticed immediately.
3.2 Quantity take-offs
We use the BIM model to generate automatic quantity take-offs. However, the quantity
take-offs we are asked to do are generally not the same that are generated by the
software. For example, Revit calculate the visible surface area of the partition walls,
excluding the openings, but we have been asked to include the surface area of doors in
the quantity take-offs of the partition wall. Consequently, modifications were required.
However, the quantity take-offs that are generated with Revit are still more accurate and
less error-prone given that we detect inconsistencies immediately on the model and that
calculations are done automatically.
3.3 Progress Measurement
The BIM Model is used to measure progress of structural work. Every month, we
identify on-site what components have been casted, and enter the information into the
model. The casted elements are then displayed in a different colour on the model. This
allows us to calculate automatically the quantity of steel and concrete used. These
quantities are useful to manage the budget.
3.4 Visualisation
We produced for the Client a video that shows a character exploring the construction
site during different phases. This makes possible to understand how the building is
designed and to clearly visualise the project.
During meetings, 3D visualisation is really beneficial to understand things. With 2D
drawings, it is extremely difficult to understand and visualise things, especially for
someone who does not have a long experience in the construction sector.
Before building the prototypes, the Client and the Architect wanted to check the choice
of materials. On paper it is very hard to imagine how it will look like; consequently, we
created a very accurate model and a detailed rendering of an entire room with different
materials. This allowed the Client and the Architect to make their final choices.
In addition, we created a model of the whole site with laser-scanning technologies. 3D
is very useful to represent varying floor levels and potential related issues.
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