Location: Central Quad, TU Dublin, Grangegorman

Time: Friday, 17th November 2023

Principal Authors

Dr. Azedine Derardja, Post-Doctoral Researcher, Build Digital Project, Dept. of Building & Civil Engineering, Atlantic Technological University

Contributing Authors

Jimmy Fahy, Lecturer, Dept. of Building & Civil Engineering, Atlantic Technological University

Dr. Barry McAuley, Head of Geospatial Surveying and Digital Construction, Technological University Dublin

Build Digital Leadership & Editorial

Dr. Clare Eriksson, Project Director and Principal Investigator, Build Digital and Head of School of Transport and Civil Engineering, Faculty of Engineering & Built Environment, Technological University Dublin

Robert Moore MSc, Project Lead, Build Digital, Technological University Technological University Dublin

Summary of respondent feedback from Workshop.

1)      What is your understanding of the BIM requirements for the CWMF?

The respondents' understanding of the BIM requirements within the CWMF ranges from good to reasonable to little or none. One cohort of respondents has limited knowledge about BIM and how it will be applied regarding the BIM mandate.

Some of the respondents believe that information management has a key role in the construction industry, which should not be limited to 3D Models.  They view BIM as a digital format guided by protocol and standards, such as ISOs, utilising industry-approved documentation for new project setup, procurement, and delivery to facilitate a seamless information flow during the project lifecycle. They added that the process focuses on high-value projects (€100m and above) and will cascade down to lower-value projects over four years. The respondents understand that the digital format should use special IT infrastructure and software. They recognise the importance of defining a clear data exchange structure to uphold data ownership records and comply with data security standards.

A minority of the respondents are familiar with the BIM mandate and its requirements. They believe that BIM is necessary throughout the project development process, from initiation to completion, to assist in procurement, process enhancement, and adherence to the required standards and cost management procedures.

Concerning the required resources, the respondents agreed on the following points:

1. BIM implementation depends on the involvement of all project teams, including the design team, the information manager, and the quantity surveyors,

2. Funding is a crucial condition to support the change,

3. There is a need for guidance regarding adoption standards such as  ISO 19650, Uniclass 2015, and Industry Foundation classification (IFC).

4. The support of senior management.

5. The need for general training was highlighted in several answers.

Interms of the challenges hindering BIM implementation within the CWMF, the respondents highlighted the lack of work package knowledge, constrained timelines, and the standardised system for information organisation. Due to existing regulations, these factors have created various constraints, limits, and barriers.

2)    Are the current supports suitable to assist you in working according to the mandate?

Another group of respondents views the current support as a promising initial step. However, they believe it requires additional reinforcement, particularly in terms of budget, resources, materials, clarification of public procurement codes, and an information management framework, in addition to adhering to standards such as ISO 19650 to ensure a successful transition so as to uphold the continuity of ongoing business operations. This group desires more clarity concerning the timeline, additional case studies, and lessons learned, especially related to information guidance templates and the controlling aspects during the implementation stages of the CWMF, as well as to clarify the BIM requirements at each stage.

On the contrary, another faction of respondents expressed concerns about the absence of necessary support within their organisation. They believe the existing support, working tools, and structure will not facilitate the transition to the BIM Mandate. They emphasised the need for more guidance and training to prepare for the impending change. Furthermore, they specified the necessity for a sustainable funding program and a well-planned transition schedule to implement the necessary measures. Additionally, they identified their IT systems as a constraint, as they are not currently configured for CDE and information management. The respondents criticised the support provided by their organisation's top management, deeming it inadequate to facilitate the transition. 

3)    What additional supports would help you work according to the CWMF BIM mandate?

One group of respondents emphasised the requirement for more introductory information on BIM and additional explanation regarding issues related to the mandate and associated templates to illustrate their benefits for public bodies. They suggested that the organisation should provide basic training and high-level information sessions. This group also proposed the organisation of periodic workshops and training to encourage the re-establishment of national learning groups and experiences related to contract forms and cost management tools.

In addition, a respondent recommended the establishment of a dedicated information management office, citing the significant added value it would bring to their company in relation to the CWMF BIM Mandate. They noted that special IT solutions and upskilling of the current staff would facilitate the implementation process and enable the adjustment of procurement guidance using previous case studies. This office would support procurement and the operation of the CDE, address information security concerns, and assess the impact across the organisation.

Another group of respondents advocated for a more specific approach, asserting that an independent BIM management office with a well-defined responsibility matrix should be fully equipped with capable specialists. They suggested that this office develop a comprehensive program outlining the most effective transition path and designing a cultural transformation timeline.

Other respondents highlighted the importance of documented references and considered their potential needs. As an example, they specified the possible role of;

1. specification, case studies,

2. procurement procedures,

3. process of financial support of the procurement,

4. worked examples; and

5. templates.

The final group of respondents concentrated on the significance of Information platforms and recommended the development of an interactive CWMF portal. This portal would serve as a CDE framework to assist smaller government bodies. Additionally, they suggested promoting the use of social media networks among the involved professionals across various locations to establish a real-time interaction platform.

 4)    What additional education and training will you need to work according to the CWMF BIM Mandate?

The respondents emphasised the necessity of training project managers in BIM to comprehend and identify the approach and forecast. They also highlighted the importance of training and monitoring the required technology. Additionally, they put forward other suggestions, including:

1. General BIM courses,

2. Information sessions designed based on the users' understanding of BIM to clarify the process and the template to be used.

3. Workshops to share the case studies and lessons learned about the implementation steps.

4. Help desk and Guidance Manuals.

5. Induction in resources, roles and responsibility matrix.

Another group of respondents recommended providing training through basic and advanced informative events to clarify the key information requirements for service providers and clients. They also suggested training sessions covering the organisational and specific functions of the adopted process. Additionally, the respondents proposed organising trial sessions and practices to enable professionals to learn how to manage the process and comprehend the applied policies from administrative and technical perspectives. Furthermore, they suggested including audit competencies as a potential training area, allowing managers to learn how to audit the project's compliance using the guidelines associated with their roles.

Other respondents proposed special training for managers to encourage active participation in the journey and clarify the support they should provide. They highlighted the importance of educating managers on the project's progress and controlling process, particularly concerning budget and time constraints, as they represent a crucial function.

According to the respondents, education and training should not be limited and should involve local authorities, project managers, the administration pool, and policy and procedure designers. They also stressed the need for detailed sessions about information management, the CDE, and structured training in technology monitoring. 

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