BIM plan: strategic brief - Revision history

Designing Buildings: Redirected page to 0b: Strategic definition (strategic brief)

2016-04-01T14:04:39Z

Redirected page to 0b: Strategic definition (strategic brief)

← Older revision		Revision as of 14:04, 1 April 2016
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−		+	#redirect:[[0b:_Strategic_definition_(strategic_brief)\|0b: Strategic definition (strategic brief)]]
−	[[~~File~~:~~Under construction.gif~~\|~~RTENOTITLE]]This project plan is under construction and is not ready for use.<br/>~~	+
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−	~~Introduction<br/>~~	+
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−	~~----~~	+
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−	~~This is the second part of the 'strategic~~ definition~~' stage~~ (~~or 'Strategy' in PAS 1192:2). It involves preparing a~~ strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>	+
−		+
−	~~An outline employer's information requirements (EIR~~) ~~is also be prepared during this stage that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>~~	+
−		+
−	~~----~~	+
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−	~~Tasks<br/>~~	+
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−	~~----~~	+
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−	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>	+
−		+
−	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals. Key stakeholders should be involved in preparing the strategic brief, including, where possible, the operators of the completed development.	+
−		+
−	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. There may even be an existing building information model, which may be referred to as an asset information model (AIM).	+
−		+
−	Wherever possible information in the strategic brief should be provided in a format that will be easy to use and interrogate during the development of the project and in the operation of the completed built asset, for example, spreadsheets scheduling existing accommodation, 3D laser surveys and so on. Specialist formats, some native file formats and even PDF’s may not be genuinely usable by an employer, that is, it may not be possible for the employer to fully interrogate or modify the information that they contain.	+
−		+
−	This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.	+
−		+
−	Where it is apparent that questions will need to be answered and information required later in the project, this should be recorded in a first draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, developing the employer's information requirements might begin by preparing a simple BIM process map which identifies the questions that will need to be answered at key decision points during the project and lists in very broad terms the information that will be needed to answer those questions.	+
−		+
−	The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.	+
−		+
−	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.	+
−		+
−	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser who can help ensure the employer’s information requirements properly reflect business needs and that it is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.	+
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−	~~----~~	+
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−	~~Employer’s decision point~~	+
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−	~~----~~	+
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−	~~The table below sets out examples of plain language questions that an employer might ask at this decision point and the information they might require to answer those questions.~~	+
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−	~~{\| cellspacing="0" cellpadding="0" border="1"~~	+
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−	~~Plain language questions~~	+
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−	~~Information required~~	+
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−	~~Has all required existing information been compiled in a suitable format and stored in a suitable way?~~	+
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−	~~Does the strategic brief reflect the business need?~~	+
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−	~~Has the strategic brief been developed sufficiently to appoint advisers to carry out feasibility studies and options appraisals?~~	+
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−	~~Has an assessment been made of the appointments required to carry out feasibility studies and options appraisals?~~	+
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−	~~Should appointments be made to carry out feasibility studies and options appraisals?~~	+
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−	~~Strategic brief, including existing information.~~	+
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−	~~Outline employer’s information requirements including an initial responsibility matrix.<br/>~~	+
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−	\|}	+
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−	[[File:Continue to next stage button.png\|RTENOTITLE\|link=BIM plan: appraisals]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM plan: justification]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]	+

Designing Buildings at 13:48, 11 August 2015

2015-08-11T13:48:29Z

← Older revision		Revision as of 13:48, 11 August 2015
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	This is the second part of the 'strategic definition' stage (or 'Strategy' in PAS 1192:2). It involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>		This is the second part of the 'strategic definition' stage (or 'Strategy' in PAS 1192:2). It involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>

−	An outline employer's information requirements (EIR) is also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>	+	An outline employer's information requirements (EIR) is also be prepared during this stage that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>

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	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.		Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.

−	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser who can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.	+	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser who can help ensure the employer’s information requirements properly reflect business needs and that it is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.

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Designing Buildings at 08:04, 18 April 2015

2015-04-18T08:04:15Z

← Older revision		Revision as of 08:04, 18 April 2015
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	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>		Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>

−	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals. Key stakeholders should be involved in preparing the strategic brief, including, where possible, the operators of the completed development.	+	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals. Key stakeholders should be involved in preparing the strategic brief, including, where possible, the operators of the completed development.

	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. There may even be an existing building information model, which may be referred to as an asset information model (AIM).		Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. There may even be an existing building information model, which may be referred to as an asset information model (AIM).
Line 34:		Line 34:
	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.		Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.

−	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser~~. They~~ can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.	+	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser who can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.

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Designing Buildings at 12:36, 6 February 2015

2015-02-06T12:36:09Z

Designing Buildings: moved BIM plan: prepare a strategic brief to BIM plan: strategic brief over redirect

2015-02-04T14:09:31Z

moved BIM plan: prepare a strategic brief to BIM plan: strategic brief over redirect

← Older revision

Revision as of 14:09, 4 February 2015

Designing Buildings at 11:05, 3 February 2015

2015-02-03T11:05:04Z

← Older revision		Revision as of 11:05, 3 February 2015
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−	This stage involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>	+	This is the second part of the 'strategic definition' stage (or 'Strategy' in PAS 1192:2). It involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>

	An outline employer's information requirements (EIR) should also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>		An outline employer's information requirements (EIR) should also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>

Designing Buildings at 10:58, 3 February 2015

2015-02-03T10:58:30Z

← Older revision		Revision as of 10:58, 3 February 2015
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−	This stage involves preparing a strategic brief for the project in sufficient detail that advisers can be appointed to carry out feasibility studies and options appraisals. ~~This~~ is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>	+	This stage involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>

−	~~A BIM process map~~ should also be prepared that ~~outlines~~ key decisions the employer will have to make during the project and the information they will need to to allow them to make those decisions.<br/>	+	An outline employer's information requirements (EIR) should also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>

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−	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve identifying stakeholders, creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside ~~building information modelling~~ and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>	+	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve identifying stakeholders, creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>

−	The employer's internal team ~~should~~ develop the statement of need into ~~an initial~~ strategic brief that describes in more detail the requirements the built asset will have to satisfy. Key stakeholders should be involved, including, where possible, the operators of the completed development. The ~~initial~~ strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals.	+	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy. Key stakeholders should be involved in this process, including, where possible, the operators of the completed development. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals.

−	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on.	+	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. On some projects there may even be an existing building information model, which may be referred to as an asset information model (AIM).

−	Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. On some projects there may even be an existing building information model, which may be referred to as an asset information model (AIM).	+	Wherever possible information in the strategic brief should be provided in a format that will be easy to use and interrogate during the development of the project and in the operation of the completed built asset, for example, spreadsheets scheduling existing accommodation, 3D laser surveys and so on. Specialist formats, some native file formats and even PDF’s may not be genuinely usable by an employer, that is, it may not be possible for the employer to fully interrogate or modify the information that they contain.
−		+
−	Wherever possible information in the strategic brief should be provided in a format that will be easy to use and interrogate during the development of the project and in the operation of the completed built asset, for example, spreadsheets scheduling existing accommodation, 3D laser surveys and so on. Specialist formats, some native file formats and even PDF’s may not be genuinely usable by an employer, that is, it may not be possible for the employer to interrogate or modify the information that they contain.	+

	This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.		This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.

−	Where it is apparent that information is missing, or that questions will need to be answered later in the project, this should be recorded in a first, rough draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, the employer might begin by preparing a simple BIM process map ~~of the project~~ which identifies the questions that will need to be answered at key decision points to ensure that the solution developed satisfies the business need, and lists in very broad terms the information that will be needed to answer those questions.	+	Where it is apparent that information is missing, or that questions will need to be answered and information required later in the project, this should be recorded in a first, rough draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, development of the employer's information requirements might begin by preparing a simple BIM process map which identifies the questions that will need to be answered at key decision points during the project to ensure that the solution developed satisfies the business need, and lists in very broad terms the information that will be needed to answer those questions.

	The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.		The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.
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	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might record this in a responsibility matrix setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.		Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might record this in a responsibility matrix setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.

−	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, ~~appointing~~ an external employer’s BIM adviser ~~can prove useful~~. They can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's ~~strategy~~ when consultants and contractors are appointed, who may otherwise drive ~~the approach to BIM~~ in a direction that ~~suits~~ their own needs. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.	+	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser. They can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own needs and practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.

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	Has all required existing information been compiled in a suitable format and stored in a suitable way?		Has all required existing information been compiled in a suitable format and stored in a suitable way?
		+
		+	Does the strategic brief reflect the business need?

	Has the strategic brief been developed sufficiently to appoint advisers to carry out feasibility studies and options appraisals?		Has the strategic brief been developed sufficiently to appoint advisers to carry out feasibility studies and options appraisals?
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−	~~Initial strategic~~ brief, including existing information.	+	Strategic brief, including existing information.

	Outline employer’s information requirements including an initial responsibility matrix.<br/>		Outline employer’s information requirements including an initial responsibility matrix.<br/>

Designing Buildings at 17:10, 30 January 2015

2015-01-30T17:10:12Z

← Older revision		Revision as of 17:10, 30 January 2015
Line 20:		Line 20:
	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve identifying stakeholders, creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside building information modelling and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>		Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve identifying stakeholders, creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside building information modelling and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>

−	The employer's internal team should develop the statement of need into an initial strategic brief that describes in more detail the requirements the built asset will have to satisfy. Key stakeholders should be involved, including, where possible, the operators of the completed development. The initial strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals~~. See strategic brief for more information~~.	+	The employer's internal team should develop the statement of need into an initial strategic brief that describes in more detail the requirements the built asset will have to satisfy. Key stakeholders should be involved, including, where possible, the operators of the completed development. The initial strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals.

	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on.		Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on.
Line 30:		Line 30:
	This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.		This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.

−	Where it is apparent that information is missing, or that questions will need to be answered later in the project, this should be recorded in a first, rough draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, the employer might begin by preparing a simple BIM process map of the project which identifies the questions that will need to be answered at key decision points to ensure that the solution developed satisfies the business need, and lists in very broad terms the information that will be needed to answer those questions~~. See BIM process map for an example of how this might look~~.	+	Where it is apparent that information is missing, or that questions will need to be answered later in the project, this should be recorded in a first, rough draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, the employer might begin by preparing a simple BIM process map of the project which identifies the questions that will need to be answered at key decision points to ensure that the solution developed satisfies the business need, and lists in very broad terms the information that will be needed to answer those questions.

	The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.		The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.

Designing Buildings: moved BIM plan: strategic brief to BIM plan: prepare a strategic brief

2015-01-30T16:26:06Z

moved BIM plan: strategic brief to BIM plan: prepare a strategic brief

← Older revision

Revision as of 16:26, 30 January 2015

Designing Buildings at 16:21, 30 January 2015

2015-01-30T16:21:15Z

← Older revision		Revision as of 16:21, 30 January 2015
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−	[[File:Continue to next stage button.png\|RTENOTITLE\|link=~~BIM_plan~~:~~_appraisals~~]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM plan: justification]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]	+	[[File:Continue to next stage button.png\|RTENOTITLE\|link=BIM plan: appraisals]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM plan: justification]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]

← Older revision		Revision as of 12:36, 6 February 2015
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	This is the second part of the 'strategic definition' stage (or 'Strategy' in PAS 1192:2). It involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>		This is the second part of the 'strategic definition' stage (or 'Strategy' in PAS 1192:2). It involves preparing a strategic brief for the project in sufficient detail that advisers can then be appointed to carry out feasibility studies and options appraisals. Preparing the strategic brief is a vital process and the more time that is allocated to it, the more successful the project is likely to be.<br/>

−	An outline employer's information requirements (EIR) ~~should~~ also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>	+	An outline employer's information requirements (EIR) is also be prepared that lists key decisions the employer will have to make during the project and the information they will need to allow them to make those decisions.<br/>

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−	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve ~~identifying stakeholders,~~ creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>	+	Having established that the project merits further investigation, the employer should appoint an internal team. On large projects this may involve creating a project board, establishing user panels and appointing champions responsible for specific aspects of the project. This might include a soft landings champion to ensure the design optimises operational performance and that there is a smooth transition from construction to occupation. The government considers that soft landings sits alongside BIM and government soft landings may be mandated on centrally-procured public projects in 2016.<br/>

−	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy~~. Key stakeholders should be involved in this process, including, where possible, the operators of the completed development~~. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals.	+	The employer's internal team then develop the statement of need into a strategic brief that describes in more detail the requirements the built asset will have to satisfy. The strategic brief should describe requirements and constraints in as much detail as possible and should provide sufficient information to be able to appoint advisers to carry out feasibility studies and options appraisals. Key stakeholders should be involved in preparing the strategic brief, including, where possible, the operators of the completed development.

−	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. ~~On some projects there~~ may even be an existing building information model, which may be referred to as an asset information model (AIM).	+	Where the likely location for the proposed development is known, the strategic brief may include existing information such as; building surveys, site surveys, information about ground conditions, the location and capacity of utilities and so on. Where there is an existing estate, there may also be information about; building services, standard components or products, building management system requirements, schedules of existing accommodation and so on. There may also be lessons learned reports from previous projects and BIM procedures adopted on previous projects. There may even be an existing building information model, which may be referred to as an asset information model (AIM).

	Wherever possible information in the strategic brief should be provided in a format that will be easy to use and interrogate during the development of the project and in the operation of the completed built asset, for example, spreadsheets scheduling existing accommodation, 3D laser surveys and so on. Specialist formats, some native file formats and even PDF’s may not be genuinely usable by an employer, that is, it may not be possible for the employer to fully interrogate or modify the information that they contain.		Wherever possible information in the strategic brief should be provided in a format that will be easy to use and interrogate during the development of the project and in the operation of the completed built asset, for example, spreadsheets scheduling existing accommodation, 3D laser surveys and so on. Specialist formats, some native file formats and even PDF’s may not be genuinely usable by an employer, that is, it may not be possible for the employer to fully interrogate or modify the information that they contain.
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	This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.		This information, along with any other project documentation that is developed should be named and stored in a way that will be consistent with protocols adopted in the later stages of the project. At this stage, this may simply be matter of creating a central repository in which files can be stored, shared and tracked, and adopting a standard file naming convention such as that outlined in PAS 1192-2.

−	Where it is apparent ~~that information is missing, or~~ that questions will need to be answered and information required later in the project, this should be recorded in a first~~, rough~~ draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, ~~development of~~ the employer's information requirements might begin by preparing a simple BIM process map which identifies the questions that will need to be answered at key decision points during the project ~~to ensure that the solution developed satisfies the business need,~~ and lists in very broad terms the information that will be needed to answer those questions.	+	Where it is apparent that questions will need to be answered and information required later in the project, this should be recorded in a first draft of the employer’s information requirements (EIR). This is a vitally important document that defines the information the employer will procure during the development and operation of the built asset. When completed, the employer’s information requirements will be incorporated into the contract documentation for the project. However, at this stage, developing the employer's information requirements might begin by preparing a simple BIM process map which identifies the questions that will need to be answered at key decision points during the project and lists in very broad terms the information that will be needed to answer those questions.

	The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.		The BIM process map might also begin to define the format that information should be produced in so that it will be of the greatest use to employer, and later, it may identify the person or organisation responsible for generating that information and the person or organisation responsible for making each decision.

−	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might record this in a responsibility matrix setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.	+	Beginning to develop the employer’s information requirements will help the employer identify the appointments that will be necessary during the course of the project, as well as defining the scope of services for those appointments. The employer might begin to record this in a responsibility matrix (or project roles table) setting out broad responsibilities for information production aligned to project stages. As it develops, the responsibility matrix might also identify limits of authority, reporting structures and any gaps in resources.

−	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser. They can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own ~~needs and~~ practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.	+	The employer might allocate responsibility for developing the employer’s information requirements to a specific individual. If the employer is not experienced at using BIM, they may benefit from the appointment of an external employer’s BIM adviser. They can help ensure the employer’s information requirements properly reflect business needs and is properly aligned to appointments, procurement strategies and key project stages. They can also help defend the employer's approach to BIM when consultants and contractors are appointed, who may otherwise drive it in a direction that reflects their own practices rather than the employer's. An employer’s BIM adviser can also help the employer develop a long-term BIM strategy for their business if this is needed.

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