https://www.designingbuildings.co.uk/w/index.php?feed=atom&target=Eepaul&title=Special%3AContributions%2FEepaul 2026-05-21T19:00:55Z From Designing Buildings MediaWiki 1.17.4 https://www.designingbuildings.co.uk/wiki/Building_Information_Modelling_BIM 2020-08-28T16:49:51Z

<p>Eepaul: </p> <hr /> <div>[[File:BIM_guide_600.jpg|link=Step-by-step_guide_to_using_BIM_on_projects]]<br /> <br /> = Definition =<br /> <br /> Building Information Modelling (BIM) is a very broad term that describes the process of creating and managing digital information about a built asset such as a building, bridge, highway or tunnel.<br /> <br /> ISO 19650:2019 defines BIM as:<br /> <br /> Use of a shared digital representation of a built asset to facilitate design, construction and operation processes to form a reliable basis for decisions.<br /> <br /> = Maturity levels =<br /> <br /> The range of BIM maturity levels have been categorised as:<br /> <br /> * Level 0: Unmanaged CAD (Computer Aided Design).<br /> * Level 1: Managed CAD in 2D or 3D.<br /> * Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> * Level 3: Single, online, project model with construction sequencing, cost and life-cycle management information.<br /> <br /> These maturity levels are not defined in ISO 19650:2019 or related guidance.<br /> <br /> = Policy =<br /> <br /> In the UK, the Government Construction Strategy published in May 2011, stated that the '...government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'.<br /> <br /> This represents a minimum requirement for Level 2 BIM on centrally-procured public projects from April 2016.<br /> <br /> = Uptake =<br /> <br /> NBS has suggested that adopting BIM can cost a practice £10,000 per workstation (ref. NBS: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012]). However, this depends on whether implementation is simply an exercise in buying hardware and software and then training staff to use it, or whether it is part of a wider process of business change.<br /> <br /> The justification for this cost is in the value that adopting BIM brings to a project throughout its life-cycle. The BIM Task Group suggest that '...if successfully implemented, (BIM) will help organisations strip the waste from their processes which in many cases could be in the bandwidth of 20-30%' (ref. BIM Task Group [https://www.cdbb.cam.ac.uk/AboutDBB/FAQs FAQ's]).<br /> <br /> The requirement for the adoption of BIM in the public sector has lead to an increase in uptake, meaning that the UK now ranks alongside Singapore, USA and Scandinavia (in particular Finland) in terms of BIM usage. Adoption of BIM in the UK is most common among architects and larger contractors, while there is less take-up by services engineers, facilities managers and smaller contractors.<br /> <br /> The [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf 2012 NBS BIM survey] found that 31% of respondents were using BIM. By the [https://www.thenbs.com/knowledge/national-bim-report-2020 2020 survey], this had increased to 73%.<br /> <br /> However, the 2017 [http://www.constructionmanagermagazine.com/agenda/cms-bi5m-survey-2017-re4sults-ana8lysed/ Construction Manager BIM survey] revealed 49% of clients did not make BIM a requirement on projects, and only 20% said they asked for BIM Level 2 on all projects, and a survey of 173 manufacturers published by NBS in conjunction with the Construction Products Association (CPA) in November 2017, found that more than half felt the BIM mandate had not been successful because of a lack of rigorous enforcement. (ref. [https://www.thenbs.com/knowledge/nbs-manufacturers-bim-report-2017 https://www.thenbs.com/knowledge/nbs-manufacturers-bim-report-2017]).<br /> <br /> In May 2018, the NBS 2018 National BIM Report found that 62% did not think the government was enforcing the BIM mandate. Ref [https://www.thenbs.com/knowledge/the-national-bim-report-2018 https://www.thenbs.com/knowledge/the-national-bim-report-2018]<br /> <br /> The 2019, the NBS National BIM Report found that 69% of respondents were aware of and using BIM. However, the report suggested there was an emerging two-speed industry, and that there was a fall in awareness of government activity. [https://www.thenbs.com/knowledge/national-bim-report-2019 https://www.thenbs.com/knowledge/national-bim-report-2019]<br /> <br /> = Characteristics of BIM =<br /> <br /> Fundamentally, the purpose of BIM is to ensure that appropriate information is created in a suitable format at the right time so that better decisions can be made throughout the design, construction and operation of built assets. It is not about creating a 3D model for its own sake, and it is not an add-on process. BIM is fundamental to the way a project is set up and run.<br /> <br /> BIM centres around the creation of employer's information requirements (EIR), which define the information that the employer wishes to procure in order to develop and operate a built asset. Setting this out in a contract document ensures that appropriate information is created in a suitable format at the right time.<br /> <br /> Very broadly, building information that might be required is categorised as:<br /> <br /> * 2D.<br /> * 3D.<br /> * 4D (including time / programme information).<br /> * 5D (including cost information).<br /> * 6D (including facilities management information).<br /> <br /> For more information see: BIM dimensions.<br /> <br /> At level 2, building information models are likely to comprise a series of federated models prepared by different design teams, including model files, documents and structured data files containing non-geometric information about the facility, floors, spaces, systems and components. Together these create a digital replica of the built asset that starts by representing design intent, but by handover, reflects what has actually been built and installed.<br /> <br /> The creation of a geometric model as part of this process allows buildings to be conceived collaboratively and tested virtually, before they are built and operated for real. This should reduce the problems that are encountered in construction and occupation. See clash avoidance for more information.<br /> <br /> These models are created from a series of parametric objects. Each object is defined only once and then placed in the model in multiple locations as required. If the object is then changed, these changes will appear throughout the model. This makes models automatically consistent and reduces errors. See parametric modelling for more information.<br /> <br /> The common data environment (CDE), is the single source of information for the project, used to collect, manage and disseminate documentation, the graphical model and non-graphical data for the whole project team. Creating this single source of information facilitates collaboration between project team members and helps avoid duplication and mistakes.<br /> <br /> = Software =<br /> <br /> According to the [https://www.thenbs.com/knowledge/nbs-national-bim-report-2017 NBS National BIM Report 2017], the most popular drawing tools are:<br /> <br /> * Autodesk Revit (Architecture/Structure/MEP) 41%<br /> * Graphisoft ArchiCAD 15%<br /> * Autodesk AutoCAD 14%<br /> * Autodesk AutoCAD LT 12%<br /> * Nemetscheck Vectorworks 9%<br /> * Other 5%<br /> * Bentley Microstation 2%<br /> * Trimble Sketchup (formerly Google Sketchup) 2%<br /> * Bentley AECOsim Building Designer 1%<br /> * Nemetscheck Allplan 0%<br /> <br /> = Protocols standards and tools =<br /> <br /> A number of reference protocols, standards and tools have been created in the UK to help the industry adopt level 2 BIM, including:<br /> <br /> * PAS 1192-2 Specification for information management for the capital/delivery phase of construction projects using building information modelling. (Now replaced by BS EN ISO 19650).<br /> * PAS 1192-3 Specification for information management for the operational phase of construction projects using building information modelling.<br /> * BS EN ISO 19650. Organisation of information about construction works - information management using building information modelling.<br /> * CIC BIM Protocol. This establishes specific obligations, liabilities and limitations on the use of building information models and can be adopted by clients to mandate particular working practices. It can be incorporated into appointments or contracts by a model enabling amendment.<br /> * Uniclass2015. A classification system that can be used to organise information throughout all aspects of the design and construction process.<br /> * Industry Foundation Classes (IFC). The standard data format facilitating interoperability between different software systems.<br /> * COBie (Construction Operations Building Information Exchange). A spreadsheet data format for the publication of a subset of building model information focused on delivering building information (rather than geometric modelling), such as equipment lists, product data sheets, warranties, spare parts lists and preventive maintenance schedules. COBie presents information in a more accessible format, so that it is easier to use and re-purpose. This is essential to support operations, maintenance and asset management once the built asset is in service.<br /> * BIM Toolkit. Developed by NBS, and offering a Digital Plan of Work to help define roles and responsibilities for preparing information and a verification tool to identify correctly classified objects and confirm that required data is present in the model.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * Artificial intelligence.<br /> * Asset information requirements AIR.<br /> * Benefits of manufacturer-created BIM models.<br /> * Beyond BIM: Knowledge management for a smarter built environment.<br /> * Blockchain in the built environment.<br /> * BIM and facilities management.<br /> * BIM articles.<br /> * BIM dimensions.<br /> * BIM execution plan.<br /> * BIM glossary of terms.<br /> * BIM level 2.<br /> * BIM maturity levels.<br /> * BIM resources.<br /> * Building drawing software.<br /> * Building engineering services.<br /> * Construction Operations Building Information Exchange (COBie).<br /> * CIC BIM Protocol.<br /> * Collaborative practices.<br /> * Common data environment.<br /> * ConTech.<br /> * Cyber security.<br /> * Data drops.<br /> * Digital information.<br /> * Dynamo visual programming interface.<br /> * Employers information requirements.<br /> * Enterprise asset management.<br /> * Federated building information model.<br /> * Generative design.<br /> * Geospatial.<br /> * Global BIM market.<br /> * Government Construction Strategy.<br /> * Government Soft Landings.<br /> * Industry Foundation Classes.<br /> * Information management.<br /> * Information manager.<br /> * ISO/TC 211 Geographic information/Geomatics.<br /> * Level of detail.<br /> * Location and civil engineers.<br /> * PAS 1192-2:2013.<br /> * PAS 1192-3:2014.<br /> * RACI matrix.<br /> * Real time.<br /> * Robots.<br /> * Rolling Out New Retail Concepts Across Chain Outlets Efficiently.<br /> * Soft landings.<br /> * UK BIM Alliance and CIOB join forces.<br /> * Underground asset register for Britain.<br /> * Uniclass.<br /> * Visualisation.<br /> * Whole Life Asset Performance.<br /> <br /> [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Policy]] [[Category:DCN_Standard]] [[Category:Definitions]] [[Category:Theory]] [[Category:BIM]] [[Category:Policy]] [[Category:Construction_techniques]] [[Category:Design]] [[Category:Public_procedures]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/PAS_1192-5:2015 2020-08-28T16:21:43Z

<p>Eepaul: </p> <hr /> <div>[http://shop.bsigroup.com/forms/PASs/PAS-1192-5/ PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management], was published in draft form for comment by the British Standards Institute (BSI) on 2 February 2015. The final version was published on 23 May 2015 and came into effect on 31 May 2015. It was sponsored by the Centre for the Protection of National Infrastructure (CPNI) and was developed with the BIM Task Group's security working group.<br /> <br /> PAS 1192-5:2015 was superseded by BS EN ISO 19650-5:2020 in July 2020.<br /> <br /> [[File:PAS_1192_5_cover.jpg|181px|link=http://shop.bsigroup.com/forms/PASs/PAS-1192-5/]]<br /> <br /> Publicly Available Specifications (PAS) are fast-track standards, specifications, codes of practice or guidelines developed by sponsoring organisations to meet an immediate market need, following guidelines set out by the British Standards Institution. Within 2 years they are reviewed to assess whether they should be revised, withdrawn, or become formal British Standards or international standards.<br /> <br /> PAS 1192-5 is one of a suite of standards that supports building information modelling (BIM), including<br /> <br /> * BS 1192:2007 Collaborative production of architectural, engineering and construction information. Code of practice (now replaced by BS EN ISO 19650)<br /> * PAS 1192-2:2013. Specification for information management for the capital/delivery phase of construction projects using building information modelling. (now replaced by BS EN ISO 19650)<br /> * PAS 1192-3:2014. Specification for information management for the operational phase of assets using building information modelling.<br /> * BS 1192-4:2014. Collaborative production of information. Fulfilling employer's information exchange requirements using COBie. Code of practice.<br /> <br /> See BIM standards for more information.<br /> <br /> It is applicable to any built assets where asset information is created, stored, processed and viewed in digital form, as well as the capture of digital survey data.<br /> <br /> The introduction states that, 'This PAS provides a framework to assist asset owners and stakeholders in understanding the key vulnerability issues and the nature of the controls required to enable the trustworthiness and security of digitally built assets within the built environment. Its purpose is not in any way to undermine the collaboration upon which BIM and asset management systems are centred, but to ensure that information is being shared in a security-minded fashion. It encourages the adoption of a pragmatic, proportionate need-to-know approach to the sharing and publication of that information about built assets that could be exploited by those with hostile or malicious intent.'<br /> <br /> Hugh Boyes, cyber security lead at the Institution of Engineering and Technology suggested that the need for the PAS became clear after feedback from early adopters of BIM. Ref BIM+_Cyber security threats trigger need for new PAS 1192-5 12 November 2014.<br /> <br /> The PAS outlines security threats to information during the full life-cycle of built assets, from conception to disposal, and establishes procedures necessary to create a security mind-set and culture within an organisation.<br /> <br /> The BIM Task Group suggest that the PAS &amp;quot;...will assist organisations in identifying and implementing appropriate and proportionate measures to reduce the risk of loss or disclosure of information which could impact on the safety and security of:<br /> <br /> * personnel and other occupants or users of the built asset and its services;<br /> * the built asset itself;<br /> * asset information; and/or<br /> * the benefits the built asset exists to deliver&amp;quot;<br /> <br /> It explains the need for, and application of, trustworthiness and security controls throughout a built asset's lifecycle including:<br /> <br /> * Safety.<br /> * Authenticity.<br /> * Availability.<br /> * Confidentiality.<br /> * Integrity.<br /> * Possession.<br /> * Resilience.<br /> * Utility.<br /> <br /> It provides guidance on:<br /> <br /> * Understanding the security context.<br /> * Understanding the overall security threat to a built asset.<br /> * Appointment of a built asset security manager.<br /> * Developing the built asset security strategy (BASS).<br /> * Developing a built asset security management plan (BASMP)<br /> * Developing a security breach / incident management plan (SB/IMP).<br /> * Built asset security information requirements (BASIR)<br /> * Working with suppliers.<br /> * Asset management.<br /> * Compliance with other legislation and standards.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM resources.<br /> * BIM Task Group.<br /> * BS 1192-4:2014. Collaborative production of information Part 4: Fulfilling employer's information exchange requirements using COBie – Code of practice.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016 Design and construction: Code of practice for asset management (Linear and geographical infrastructure).<br /> * Built asset.<br /> * Common data environment.<br /> * Cyber threats to building automation and control systems.<br /> * Government Construction Strategy.<br /> * PAS 1192-2.<br /> * PAS 1192-3.<br /> * PAS 1192-6.<br /> * SABRE Security Assurance by the Building Research Establishment.<br /> * Whole Life Asset Performance.<br /> <br /> === External references ===<br /> <br /> * [http://shop.bsigroup.com/forms/PASs/PAS-1192-5/ PAS 1192-5:2015, Specification for security-minded building information modelling, digital built environments and smart asset management].<br /> * [http://www.bimtaskgroup.org/pas1192-5_overview/ BIM Task Group PAS 1192-5 overview].<br /> * BIM+_Cyber security threats trigger need for new PAS 1192-5, 12 November 2014.<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T16:14:45Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Additions in 2020 included Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management.<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the [[UK_BIM_Alliance|UK BIM Alliance]], [[Centre_for_Digital_Built_Britain|CDBB]] and [[British_Standards_Institution|BSI]] published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2 (source: [https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ UK BIM Alliance]). This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T16:12:36Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Additions in 2020 included Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management.<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the [[UK_BIM_Alliance|UK BIM Alliance]], [[Centre_for_Digital_Built_Britain|CDBB]] and [[British_Standards_Institution|BSI]] published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2 (ref [[https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/] UK BIM Alliance]). This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T16:11:08Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Additions in 2020 included Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management.<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the [[UK_BIM_Alliance|UK BIM Alliance]], [[Centre_for_Digital_Built_Britain|CDBB]] and [[British_Standards_Institution|BSI]] published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2 (ref [[https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/]]). This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T15:59:08Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Additions in 2020 included Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management.<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the [[UK_BIM_Alliance|UK BIM Alliance]], [[Centre_for_Digital_Built_Britain|CDBB]] and [[British_Standards_Institution|BSI]] published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2 (ref [https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/]). This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T15:52:16Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Additions in 2020 included Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management.<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the UK BIM Alliance, CDBB and BSI published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2. Ref [https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/]. This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/ISO_19650 2020-08-28T15:45:34Z

<p>Eepaul: </p> <hr /> <div>On 17 February 2017, BSI (British Standards Institution) published a new draft standard for comment. The draft standard was in two parts:<br /> <br /> * ISO 19650-1 Organization of information about construction works - Information management using building information modelling. Part 1: Concepts and principles.<br /> * ISO 19650-2 Organization of information about construction works - Information management using building information modelling. Part 2: Delivery phase of assets.<br /> <br /> The final version was published in January 2019, [https://shop.bsigroup.com/ProductDetail?pid=000000000030333754 BS EN ISO 19650 1&amp;amp;2:2018], 'Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM). Information management using building information modelling'.<br /> <br /> Part 1 outlines the concepts and principles and provides recommendations on how to manage building information. Part 2 supplies information management requirements in the delivery phase of assets.<br /> <br /> It applies to the whole life cycle of a built asset, including strategic planning, initial design, engineering, development, documentation and construction, day-to-day operation, maintenance, refurbishment, repair and end-of-life. Use of the standard will help remove barriers to collaborative working and competitive tendering across borders.<br /> <br /> This standard supersedes BS 1192:2007+A2:2016 and PAS 1192-2:2013. However, unlike those documents, this ISO is not free. PD 19650 2019 provides transitional guidance.<br /> <br /> Jøns Sjøgren, chair of the ISO technical subcommittee that developed the standards siad; “ISO 19650 was developed on the basis of the tried-and-tested British standard BS 1192 and publicly available specification PAS 1192-2, which have already been shown to help users save up to 22 % in construction costs. Taking this to an international level not only means more effective collaboration on global projects, but allows designers and contractors working on all kinds of building works to have clearer and more efficient information management.”<br /> <br /> Future additions are expected to include Part 3, about managing the operational phase of assets and Part 5, about security-minded building information modelling, digital built environments and smart asset management. Ref [http://www.constructionmanagermagazine.com/news/new-international-bim-standard-launched/ http://www.constructionmanagermagazine.com/news/new-international-bim-standard-launched/]<br /> <br /> For more information see BIM Plus, [http://www.bimplus.co.uk/analysis/overcoming-overcomplicated-barriers-iso-19650-adop/ Overcoming overcomplicated barriers to ISO 19650 adoption]. Feb 2019.<br /> <br /> In August 2019, the UK BIM Alliance, CDBB and BSI published guidance to help individuals and organisations in the UK understand the fundamental principles of building information modelling according to ISO 19650 Parts 1 and 2. Ref [https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/ https://www.ukbimalliance.org/stories/information-managementaccording-to-bs-en-iso-19650/]. This guidance is now incorporated into the [[UK_BIM_Framework|UK BIM Framework]], and freely available from its website.<br /> <br /> = Related articles on Designing Buildings Wiki =<br /> <br /> * BIM.<br /> * BIM articles.<br /> * BIM standards.<br /> * BIM resources.<br /> * British Standards Institution BSI.<br /> * BS 1192.<br /> * BS 1192-4:2014.<br /> * BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities management (Buildings infrastructure).<br /> * BS 8536-2:2016<br /> * International Organisation for Standardisation ISO.<br /> * PAS 1192-2<br /> * PAS 1192-2 consultation.<br /> * PAS 1192-3.<br /> * PAS 1192-5:2015 Specification for security-minded building information modelling, digital built environments and smart asset management.<br /> * PAS 1192-6.<br /> * Uniclass 2015<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Standard]] [[Category:BIM]] [[Category:Standards_/_measurements]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Framework 2020-08-28T15:41:28Z

<p>Eepaul: </p> <hr /> <div>In very general terms, the word ‘framework’ refers to a structure that underpins or supports a system or concept.<br /> <br /> In the construction industry the word ‘framework’ has a number of more specific meanings:<br /> <br /> * A framework agreement or framework contract which allows a client to invite tenders from suppliers of goods and services to be carried out over a period of time on a call-off basis as and when required. For more information see: Framework agreement.<br /> * The structural frame of a building or other built asset such as a bridge, tunnel and so on. For more information see: Types of frame.<br /> * The legislative framework underpinning the industry or an aspect of it. For more information see; Legislative framework.<br /> <br /> Other uses of the word framework in the construction industry include:<br /> <br /> * Local development framework.<br /> * National planning policy framework.<br /> * Soft landings framework.<br /> * Strategic ecology framework SEF<br /> * Water framework directive<br /> * Design Framework for Building Services 4th Edition (BG 6/2014)<br /> * London View Management Framework.<br /> * Opportunity Area Planning Framework (OAPF)<br /> * PAS 181:2014 Smart city Framework<br /> * [[UK_BIM_Framework|UK BIM Framework]]<br /> <br /> [[Category:DCN_Legislation]] [[Category:DCN_Product_Knowledge]] [[Category:Theory]] [[Category:Other_legislation]] [[Category:Products_/_components]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/UK_BIM_Framework 2020-08-28T15:39:57Z

<p>Eepaul: </p> <hr /> <div>The UK BIM Framework sets out the overarching approach to implementing [[Building_Information_Modelling|BIM]] in the UK. It was developed jointly by the [[UK_BIM_Alliance|UK BIM Alliance]], [[British_Standards_Institution|BSI]] and the [[Centre_for_Digital_Built_Britain|Centre for Digital Built Britain]] to implement international BIM standards within a UK context.<br /> <br /> The UK BIM Framework includes:<br /> <br /> * the published standards called upon to implement BIM in the UK<br /> * the UK BIM Guidance Framework<br /> * useful links to other resources<br /> <br /> Formally launched in October 2019, it specifically addresses integration of the BS EN ISO 19650 series into UK working practices. However, it has also incorporated existing [[British_standards|British standards]], [[Publicly_Available_Specification|publicly available specifications]] (PASs), transition guidance, and ancillary information such as [[Government_soft_landings|Government Soft Landings]].<br /> <br /> As new standards are published, and the corresponding PASs are superseded, the UK BIM Framework is updated, often with the addition of regularly updated UK-specific guidance notes on implementing the latest standards. For example, [[PAS_1192-2|PAS 1192-2]] was withdrawn following the publication of ISO 19650 Part 2 in January 2019; UK-specific guidance on Part 2: Processes for Project Delivery has since been updated quarterly to expand and improve its content.<br /> <br /> All guidance relating to BIM implementation is freely available via the dedicated UK BIM Framework website: [https://ukbimframework.org/standards-guidance/ https://ukbimframework.org/standards-guidance/]<br /> <br /> [[Category:Discoverable_Construction_Knowledge]] [[Category:BIM]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/UK_BIM_Framework 2020-08-28T15:17:04Z

<p>Eepaul: Created page with &quot;The UK BIM Framework sets out the overarching approach to implementing BIM in the UK. It was developed jointly by the [[UK_BIM_Alliance|UK BIM ...&quot;</p> <hr /> <div>The UK BIM Framework sets out the overarching approach to implementing [[Building_Information_Modelling|BIM]] in the UK. It was developed jointly by the [[UK_BIM_Alliance|UK BIM Alliance]], [[British_Standards_Institution|BSI]] and the [[Centre_for_Digital_Built_Britain|Centre for Digital Built Britain]] to implement international BIM standards within a UK context. Launched in October 2019, it specifically addresses integration of the BS EN ISO 19650 series into UK working practices.<br /> <br /> All guidance relating to BIM implementation is freely available via the dedicated UK BIM Framework website.<br /> <br /> [[Category:Discoverable_Construction_Knowledge]] [[Category:BIM]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Collaborative_practices_for_building_design_and_construction 2018-10-05T10:36:49Z

<p>Eepaul: </p> <hr /> <div>= Introduction =<br /> <br /> In 1994, the Latham Report (Constructing the Team) investigated the perceived problems with the construction industry describing it as 'ineffective', 'adversarial', 'fragmented' and 'incapable of delivering for its customers', proposing that there should be greater partnering and teamwork.<br /> <br /> This message was reinforced by the Egan Report in 1998, Rethinking Construction, the Government Construction Strategy in 2011, and the 2016 Farmer Review (&amp;quot;Modernise or Die&amp;quot;), which made a similar, somewhat damning assessment of the industry, suggesting, among many criticisms, that:<br /> <br /> * The UK does not get full value from public sector construction.<br /> * There is broad consensus, spread both across the industry and its customers, that construction under-performs.<br /> * (There are) poor and inconsistent procurement practices… leading to waste and inefficiency…..<br /> * (There are) low levels of standardisation, and fragmentation of the public sector client base.<br /> <br /> = The importance of collaboration =<br /> <br /> Establishing collaborative practices is of particular importance on building design and construction projects, as they are likely to involve bringing together large number of diverse disciplines, many of whom will not have worked together before. They are also likely to involve the co-ordination and integration of a great deal of complex information, procedures and systems.<br /> <br /> Failure to establish clear and efficient project-wide collaborative practices can be disastrous.<br /> <br /> This has become increasingly true as project structures have evolved from straight-forward client - consultant - contractor relationships to more integrated structures with complex financing arrangements, early engagement of the supply chain and the introduction of sub-contractor and supplier design.<br /> <br /> = Working practices =<br /> <br /> == Procurement ==<br /> <br /> It is important to establish the broad principles of collaborative practice as early as possible in a project, even if some specific details are left unresolved until later stages.<br /> <br /> A decision to adopt a collaborative approach should be taken at the outset by the client (perhaps with advice from independent client advisers) so that a requirement to follow appropriate procedures can be included in appointment documents and can be a consideration in the selection of procurement route, form of contract and preparation of tender documentation. The implementation of collaborative practices should then be discussed in detail during consultant team start-up meetings, specialist contractor start-up meetings and pre-contract meetings.<br /> <br /> The Government Construction Strategy recommends that public projects adopt design and build, private finance initiative or prime-type contract procurement routes, as these are considered to be more collaborative. They also suggest adoption of the NEC3 form of contract which they believe encourages collaboration more effectively than some other more traditional contracts which can be seen as adversarial.<br /> <br /> Other forms of collaborative procurement include partnering (sometimes referred to as alliancing), which is a broad term used to describe a management approach that encourages openness and trust between the parties to a contract. The parties become dependant on one another for success and this requires a change in culture, attitudes, behaviours and procedures throughout the supply chain. It is most commonly used on large, long-term or high risk contracts. Where a partnering relationship is for a specific project, it is known as 'project partnering'. Where it is a multi-project relationship it is known as 'strategic partnering'.<br /> <br /> Partnering contracts are often arranged on a cost-reimbursable, target-cost, open-book basis including both incentives, and penalties. Partnering agreements include the project partnering contract PPC2000, the term partnering contract TPC2005, the NEC partnering agreement and the ICE Partnering Addendum.<br /> <br /> See Partnering for more information.<br /> <br /> == Organisation ==<br /> <br /> Organisational working practices that encourage collaboration might include:<br /> <br /> * Evaluation of the behaviours and collaborative competence of individuals in teams during the procurement process<br /> * Clear lines of communication and authority.<br /> * Protocols for the preparation and dissemination of information.<br /> * Co-location of team members.<br /> * Financial motivation (such as tying the consultant team and the contractor into a common target cost for which there is joint 'pain' or 'gain').<br /> * Rewarding initiative. This can be particularly important for members of the client team, whose careers are likely to be assessed solely on the basis of their 'normal' activities, rather than their involvement in a project. Recognising the work they put into a project and rewarding them for this is important if they are to remain committed.<br /> * Regular workshops and team meetings.<br /> * Problem resolution procedures, which should be based on solutions not blame.<br /> * Procedures to ensure continuous improvement. This might require continual benchmarking, target setting, assessment, feeding back and adaptation.<br /> * Early warning procedures.<br /> * Social activities.<br /> <br /> == Roles and responsibilities ==<br /> <br /> Clarity of responsibility and co-ordination can be improved by the appointment of:<br /> <br /> * A project sponsor or client representative.<br /> * Client champions for different aspects of the project.<br /> * A project manager.<br /> * A lead consultant.<br /> * A lead designer.<br /> * A design co-ordinator (for the co-ordination and integration of design prepared by specialist contractors).<br /> * An information manager for computer aided design (CAD) or building information modelling (BIM).<br /> <br /> In addition, the appointment of a construction manager or management contractor (or early appointment of a design and build contractor) can result in better integration of design and construction, as can the early involvement of specialist contractors or suppliers.This may have an impact on the fee profile for a project which will be more likely to be [[Front-loaded_costs|'front-loaded']], but should result in fewer problems as the project progresses.<br /> <br /> NB: The Government Construction Strategy proposes that public projects should adopt a fully integrated approach to project organisation - see integrated project team and integrated supply team.<br /> <br /> = Information management =<br /> <br /> Ensuring that consultants sign up to the use of compatible systems and adopt agreed document and drawing standards will help facilitate collaboration.<br /> <br /> Systems might include:<br /> <br /> * Computer Aided Design (CAD).<br /> * Building Information Modelling (BIM).<br /> * Common document management systems.<br /> * Common E document management systems (these can be in-house, or externally hosted, ie. a project extranet).<br /> * Common data environment.<br /> <br /> A consistent approach to software systems, versions, drawing standards and file formats are very important for design projects and will avoid duplicated effort and errors.<br /> <br /> Drawing standards might include:<br /> <br /> * Layering standards.<br /> * Zoning strategy.<br /> * Grid strategy.<br /> * Origin and orientation.<br /> * Naming protocols.<br /> * Agreed standards for dimensions, abbreviations and symbols.<br /> * Standard templates (for example drawing titles).<br /> * Standard page sizes and scales.<br /> * Distribution protocols.<br /> * Change control procedures.<br /> <br /> See BS1192:2007: Collaborative production of architectural, engineering and construction information. Code of practice.<br /> <br /> Standardisation procedures also apply to the production of other forms of project documentation. The creation of a document matrix outlining key documents that will be required in the development of the project, their format and distribution can be beneficial.<br /> <br /> Establishing a common data environment (CDE), within which the creation of information such as drawings can be shared between the consultant team can improve efficiency, avoid duplication and enhance co-ordination. See Common Data Environment for more information.<br /> <br /> = Building information modelling (BIM) =<br /> <br /> Building Information Modelling (BIM) is seen increasingly as a means of facilitating collaborative working. BIM is a very broad term that describes the the process of creating a digital model of a building.<br /> <br /> The range of levels of this type of modelling are categorised as:<br /> <br /> * Level 0: Unmanaged CAD.<br /> * Level 1: Managed CAD in 2D or 3D.<br /> * Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> * Level 3: Single, collaborative, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK, the Government Construction Strategy states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This represents a requirement for Level 2 BIM on public projects.<br /> <br /> Fundamentally, the purpose of BIM is to ensure that appropriate information is created in a suitable format at the right time so that better decisions can be made throughout the design, construction and operation of built assets. It is not about creating a 3D model for its own sake, and it is not an add-on process. BIM is fundamental to the way a project is set up and run.<br /> <br /> The move to a more collaborative way of working, and the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> See BIM for more information.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki: ===<br /> <br /> * Adversarial behaviour in the UK construction industry.<br /> * Agreement.<br /> * Appointing consultants.<br /> * BS11000.<br /> * Can relationships in and between organisations make tangible differences to business performance?<br /> * Change control procedures.<br /> * Clash avoidance.<br /> * Consultant team start-up meeting.<br /> * Design coordination.<br /> * Design team meeting.<br /> * Document control.<br /> * Egan Report.<br /> * Framework agreement.<br /> * Government Construction Strategy.<br /> * Integrated project delivery (IPD).<br /> * Integrated project team.<br /> * Integrated supply team.<br /> * Integrated systems.<br /> * [[Knowledge_management_in_construction|Knowledge management.]]<br /> * Latham Report.<br /> * Leadership styles.<br /> * Multi-disciplinary.<br /> * NEC3.<br /> * Partnering.<br /> * PPC 2000.<br /> * Record keeping.<br /> * Relationship management.<br /> * Supply chain management.<br /> * Team behavioural roles.<br /> * Team management.<br /> <br /> === External references ===<br /> <br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/category_sourcing_strategy_collaborative_strategy.asp OGC: Collaborative practices.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/efficiency_collaborative_procurement_documents.asp OGC: Collaborative Procurement Documents.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf OGC - Achieving Excellence in Construction Procurement Guide: The integrated project team, team work and partnering.]<br /> * [https://consultations.rics.org/consult.ti/managingthedesigndelivery/viewCompoundDoc?docid=738548&amp;amp;sessionid=&amp;amp;voteid=&amp;amp;partId=738548 RICS Guidance Note Managing the design delivery: A guide to best practice, RICS 2008.]<br /> * [http://icwtoolkit.com/ http://icwtoolkit.com/]<br /> * BS1192:2007 Collaborative production of architectural, engineering and construction information: Code of practice.<br /> <br /> [[Category:Theory]] [[Category:Appointments]] [[Category:Construction_techniques]] [[Category:Design]] [[Category:Procurement]] [[Category:Public_procedures]] [[Category:BIM]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Collaborative_practices_for_building_design_and_construction 2018-10-05T10:33:17Z

<p>Eepaul: </p> <hr /> <div>= Introduction =<br /> <br /> In 1994, the Latham Report (Constructing the Team) investigated the perceived problems with the construction industry describing it as 'ineffective', 'adversarial', 'fragmented' and 'incapable of delivering for its customers', proposing that there should be greater partnering and teamwork.<br /> <br /> This message was reinforced by the Egan Report in 1998, Rethinking Construction, the Government Construction Strategy in 2011, and the 2016 Farmer Review (&amp;quot;Modernise or Die&amp;quot;), which made a similar, somewhat damning assessment of the industry, suggesting, among many criticisms, that:<br /> <br /> * The UK does not get full value from public sector construction.<br /> * There is broad consensus, spread both across the industry and its customers, that construction under-performs.<br /> * (There are) poor and inconsistent procurement practices… leading to waste and inefficiency…..<br /> * (There are) low levels of standardisation, and fragmentation of the public sector client base.<br /> <br /> = The importance of collaboration =<br /> <br /> Establishing collaborative practices is of particular importance on building design and construction projects, as they are likely to involve bringing together large number of diverse disciplines, many of whom will not have worked together before. They are also likely to involve the co-ordination and integration of a great deal of complex information, procedures and systems.<br /> <br /> Failure to establish clear and efficient project-wide collaborative practices can be disastrous.<br /> <br /> This has become increasingly true as project structures have evolved from straight-forward client - consultant - contractor relationships to more integrated structures with complex financing arrangements, early engagement of the supply chain and the introduction of sub-contractor and supplier design.<br /> <br /> = Working practices =<br /> <br /> == Procurement ==<br /> <br /> It is important to establish the broad principles of collaborative practice as early as possible in a project, even if some specific details are left unresolved until later stages.<br /> <br /> A decision to adopt a collaborative approach should be taken at the outset by the client (perhaps with advice from independent client advisers) so that a requirement to follow appropriate procedures can be included in appointment documents and can be a consideration in the selection of procurement route, form of contract and preparation of tender documentation. The implementation of collaborative practices should then be discussed in detail during consultant team start-up meetings, specialist contractor start-up meetings and pre-contract meetings.<br /> <br /> The Government Construction Strategy recommends that public projects adopt design and build, private finance initiative or prime-type contract procurement routes, as these are considered to be more collaborative. They also suggest adoption of the NEC3 form of contract which they believe encourages collaboration more effectively than some other more traditional contracts which can be seen as adversarial.<br /> <br /> Other forms of collaborative procurement include partnering (sometimes referred to as alliancing), which is a broad term used to describe a management approach that encourages openness and trust between the parties to a contract. The parties become dependant on one another for success and this requires a change in culture, attitudes, behaviours and procedures throughout the supply chain. It is most commonly used on large, long-term or high risk contracts. Where a partnering relationship is for a specific project, it is known as 'project partnering'. Where it is a multi-project relationship it is known as 'strategic partnering'.<br /> <br /> Partnering contracts are often arranged on a cost-reimbursable, target-cost, open-book basis including both incentives, and penalties. Partnering agreements include the project partnering contract PPC2000, the term partnering contract TPC2005, the NEC partnering agreement and the ICE Partnering Addendum.<br /> <br /> See Partnering for more information.<br /> <br /> == Organisation ==<br /> <br /> Organisational working practices that encourage collaboration might include:<br /> <br /> * Evaluation of the behaviours and collaborative competence of individuals in teams during the procurement process<br /> * Clear lines of communication and authority.<br /> * Protocols for the preparation and dissemination of information.<br /> * Co-location of team members.<br /> * Financial motivation (such as tying the consultant team and the contractor into a common target cost for which there is joint 'pain' or 'gain').<br /> * Rewarding initiative. This can be particularly important for members of the client team, whose careers are likely to be assessed solely on the basis of their 'normal' activities, rather than their involvement in a project. Recognising the work they put into a project and rewarding them for this is important if they are to remain committed.<br /> * Regular workshops and team meetings.<br /> * Problem resolution procedures, which should be based on solutions not blame.<br /> * Procedures to ensure continuous improvement. This might require continual benchmarking, target setting, assessment, feeding back and adaptation.<br /> * Early warning procedures.<br /> * Social activities.<br /> <br /> == Roles and responsibilities ==<br /> <br /> Clarity of responsibility and co-ordination can be improved by the appointment of:<br /> <br /> * A project sponsor or client representative.<br /> * Client champions for different aspects of the project.<br /> * A project manager.<br /> * A lead consultant.<br /> * A lead designer.<br /> * A design co-ordinator (for the co-ordination and integration of design prepared by specialist contractors).<br /> * An information manager for computer aided design (CAD) or building information modelling (BIM).<br /> <br /> In addition, the appointment of a construction manager or management contractor (or early appointment of a design and build contractor) can result in better integration of design and construction, as can the early involvement of specialist contractors or suppliers.This may have an impact on the fee profile for a project which will be more likely to be [[Front-loaded_costs|'front-loaded']], but should result in fewer problems as the project progresses.<br /> <br /> NB: The Government Construction Strategy proposes that public projects should adopt a fully integrated approach to project organisation - see integrated project team and integrated supply team.<br /> <br /> = Information management =<br /> <br /> Ensuring that consultants sign up to the use of compatible systems and adopt agreed document and drawing standards will help facilitate collaboration.<br /> <br /> Systems might include:<br /> <br /> * Computer Aided Design (CAD).<br /> * Building Information Modelling (BIM).<br /> * Common document management systems.<br /> * Common E document management systems (these can be in-house, or externally hosted, ie. a project extranet).<br /> * Common data environment.<br /> <br /> A consistent approach to software systems, versions, drawing standards and file formats are very important for design projects and will avoid duplicated effort and errors.<br /> <br /> Drawing standards might include:<br /> <br /> * Layering standards.<br /> * Zoning strategy.<br /> * Grid strategy.<br /> * Origin and orientation.<br /> * Naming protocols.<br /> * Agreed standards for dimensions, abbreviations and symbols.<br /> * Standard templates (for example drawing titles).<br /> * Standard page sizes and scales.<br /> * Distribution protocols.<br /> * Change control procedures.<br /> <br /> See BS1192:2007: Collaborative production of architectural, engineering and construction information. Code of practice.<br /> <br /> Standardisation procedures also apply to the production of other forms of project documentation. The creation of a document matrix outlining key documents that will be required in the development of the project, their format and distribution can be beneficial.<br /> <br /> Establishing a common data environment (CDE), within which the creation of information such as drawings can be shared between the consultant team can improve efficiency, avoid duplication and enhance co-ordination. See Common Data Environment for more information.<br /> <br /> = Building information modelling (BIM) =<br /> <br /> Building Information Modelling (BIM) is seen increasingly as a means of facilitating collaborative working. BIM is a very broad term that describes the the process of creating a digital model of a building.<br /> <br /> The range of levels of this type of modelling are categorised as:<br /> <br /> * Level 0: Unmanaged CAD.<br /> * Level 1: Managed CAD in 2D or 3D.<br /> * Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> * Level 3: Single, collaborative, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK, the Government Construction Strategy states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This represents a requirement for Level 2 BIM on public projects.<br /> <br /> Fundamentally, the purpose of BIM is to ensure that appropriate information is created in a suitable format at the right time so that better decisions can be made throughout the design, construction and operation of built assets. It is not about creating a 3D model for its own sake, and it is not an add-on process. BIM is fundamental to the way a project is set up and run.<br /> <br /> The move to a more collaborative way of working, and the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> See BIM for more information.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki: ===<br /> <br /> * Adversarial behaviour in the UK construction industry.<br /> * Agreement.<br /> * Appointing consultants.<br /> * BS11000.<br /> * Can relationships in and between organisations make tangible differences to business performance?<br /> * Change control procedures.<br /> * Clash avoidance.<br /> * Consultant team start-up meeting.<br /> * Design coordination.<br /> * Design team meeting.<br /> * Document control.<br /> * Egan Report.<br /> * Framework agreement.<br /> * Government Construction Strategy.<br /> * Integrated project delivery (IPD).<br /> * Integrated project team.<br /> * Integrated supply team.<br /> * Integrated systems.<br /> * [[Knowledge_management_in_construction|Knowledge management.]]<br /> * Latham Report.<br /> * Leadership styles.<br /> * Multi-disciplinary.<br /> * NEC3.<br /> * Partnering.<br /> * PPC 2000.<br /> * Record keeping.<br /> * Relationship management.<br /> * Supply chain management.<br /> * Team behavioural roles.<br /> * Team management.<br /> <br /> === External references ===<br /> <br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/category_sourcing_strategy_collaborative_strategy.asp OGC: Collaborative practices.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/efficiency_collaborative_procurement_documents.asp OGC: Collaborative Procurement Documents.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf OGC - Achieving Excellence in Construction Procurement Guide: The integrated project team, team work and partnering.]<br /> * [https://consultations.rics.org/consult.ti/managingthedesigndelivery/viewCompoundDoc?docid=738548&amp;amp;sessionid=&amp;amp;voteid=&amp;amp;partId=738548 RICS Guidance Note Managing the design delivery: A guide to best practice, RICS 2008.]<br /> * BS1192:2007 Collaborative production of architectural, engineering and construction information: Code of practice.<br /> <br /> [[Category:Theory]] [[Category:Appointments]] [[Category:Construction_techniques]] [[Category:Design]] [[Category:Procurement]] [[Category:Public_procedures]] [[Category:BIM]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Collaborative_practices_for_building_design_and_construction 2018-10-05T10:26:24Z

<p>Eepaul: </p> <hr /> <div>= Introduction =<br /> <br /> In 1994, the Latham Report (Constructing the Team) investigated the perceived problems with the construction industry describing it as 'ineffective', 'adversarial', 'fragmented' and 'incapable of delivering for its customers', proposing that there should be greater partnering and teamwork.<br /> <br /> This message was reinforced by the Egan Report in 1998, Rethinking Construction, and the Government Construction Strategy in 2011, which made a similar, somewhat damning assessment of the industry, suggesting amongst many criticisms that:<br /> <br /> * The UK does not get full value from public sector construction.<br /> * There is broad consensus, spread both across the industry and its customers, that construction under-performs.<br /> * (There are) poor and inconsistent procurement practices… leading to waste and inefficiency…..<br /> * (There are) low levels of standardisation, and fragmentation of the public sector client base.<br /> <br /> = The importance of collaboration =<br /> <br /> Establishing collaborative practices is of particular importance on building design and construction projects, as they are likely to involve bringing together large number of diverse disciplines, many of whom will not have worked together before. They are also likely to involve the co-ordination and integration of a great deal of complex information, procedures and systems.<br /> <br /> Failure to establish clear and efficient project-wide collaborative practices can be disastrous.<br /> <br /> This has become increasingly true as project structures have evolved from straight-forward client - consultant - contractor relationships to more integrated structures with complex financing arrangements, early engagement of the supply chain and the introduction of sub-contractor and supplier design.<br /> <br /> = Working practices =<br /> <br /> == Procurement ==<br /> <br /> It is important to establish the broad principles of collaborative practice as early as possible in a project, even if some specific details are left unresolved until later stages.<br /> <br /> A decision to adopt a collaborative approach should be taken at the outset by the client (perhaps with advice from independent client advisers) so that a requirement to follow appropriate procedures can be included in appointment documents and can be a consideration in the selection of procurement route, form of contract and preparation of tender documentation. The implementation of collaborative practices should then be discussed in detail during consultant team start-up meetings, specialist contractor start-up meetings and pre-contract meetings.<br /> <br /> The Government Construction Strategy recommends that public projects adopt design and build, private finance initiative or prime-type contract procurement routes, as these are considered to be more collaborative. They also suggest adoption of the NEC3 form of contract which they believe encourages collaboration more effectively than some other more traditional contracts which can be seen as adversarial.<br /> <br /> Other forms of collaborative procurement include partnering (sometimes referred to as alliancing), which is a broad term used to describe a management approach that encourages openness and trust between the parties to a contract. The parties become dependant on one another for success and this requires a change in culture, attitudes, behaviours and procedures throughout the supply chain. It is most commonly used on large, long-term or high risk contracts. Where a partnering relationship is for a specific project, it is known as 'project partnering'. Where it is a multi-project relationship it is known as 'strategic partnering'.<br /> <br /> Partnering contracts are often arranged on a cost-reimbursable, target-cost, open-book basis including both incentives, and penalties. Partnering agreements include the project partnering contract PPC2000, the term partnering contract TPC2005, the NEC partnering agreement and the ICE Partnering Addendum.<br /> <br /> See Partnering for more information.<br /> <br /> == Organisation ==<br /> <br /> Organisational working practices that encourage collaboration might include:<br /> <br /> * Evaluation of the behaviours and collaborative competence of individuals in teams during the procurement process<br /> * Clear lines of communication and authority.<br /> * Protocols for the preparation and dissemination of information.<br /> * Co-location of team members.<br /> * Financial motivation (such as tying the consultant team and the contractor into a common target cost for which there is joint 'pain' or 'gain').<br /> * Rewarding initiative. This can be particularly important for members of the client team, whose careers are likely to be assessed solely on the basis of their 'normal' activities, rather than their involvement in a project. Recognising the work they put into a project and rewarding them for this is important if they are to remain committed.<br /> * Regular workshops and team meetings.<br /> * Problem resolution procedures, which should be based on solutions not blame.<br /> * Procedures to ensure continuous improvement. This might require continual benchmarking, target setting, assessment, feeding back and adaptation.<br /> * Early warning procedures.<br /> * Social activities.<br /> <br /> == Roles and responsibilities ==<br /> <br /> Clarity of responsibility and co-ordination can be improved by the appointment of:<br /> <br /> * A project sponsor or client representative.<br /> * Client champions for different aspects of the project.<br /> * A project manager.<br /> * A lead consultant.<br /> * A lead designer.<br /> * A design co-ordinator (for the co-ordination and integration of design prepared by specialist contractors).<br /> * An information manager for computer aided design (CAD) or building information modelling (BIM).<br /> <br /> In addition, the appointment of a construction manager or management contractor (or early appointment of a design and build contractor) can result in better integration of design and construction, as can the early involvement of specialist contractors or suppliers.This may have an impact on the fee profile for a project which will be more likely to be [[Front-loaded_costs|'front-loaded']], but should result in fewer problems as the project progresses.<br /> <br /> NB: The Government Construction Strategy proposes that public projects should adopt a fully integrated approach to project organisation - see integrated project team and integrated supply team.<br /> <br /> = Information management =<br /> <br /> Ensuring that consultants sign up to the use of compatible systems and adopt agreed document and drawing standards will help facilitate collaboration.<br /> <br /> Systems might include:<br /> <br /> * Computer Aided Design (CAD).<br /> * Building Information Modelling (BIM).<br /> * Common document management systems.<br /> * Common E document management systems (these can be in-house, or externally hosted, ie. a project extranet).<br /> * Common data environment.<br /> <br /> A consistent approach to software systems, versions, drawing standards and file formats are very important for design projects and will avoid duplicated effort and errors.<br /> <br /> Drawing standards might include:<br /> <br /> * Layering standards.<br /> * Zoning strategy.<br /> * Grid strategy.<br /> * Origin and orientation.<br /> * Naming protocols.<br /> * Agreed standards for dimensions, abbreviations and symbols.<br /> * Standard templates (for example drawing titles).<br /> * Standard page sizes and scales.<br /> * Distribution protocols.<br /> * Change control procedures.<br /> <br /> See BS1192:2007: Collaborative production of architectural, engineering and construction information. Code of practice.<br /> <br /> Standardisation procedures also apply to the production of other forms of project documentation. The creation of a document matrix outlining key documents that will be required in the development of the project, their format and distribution can be beneficial.<br /> <br /> Establishing a common data environment (CDE), within which the creation of information such as drawings can be shared between the consultant team can improve efficiency, avoid duplication and enhance co-ordination. See Common Data Environment for more information.<br /> <br /> = Building information modelling (BIM) =<br /> <br /> Building Information Modelling (BIM) is seen increasingly as a means of facilitating collaborative working. BIM is a very broad term that describes the the process of creating a digital model of a building.<br /> <br /> The range of levels of this type of modelling are categorised as:<br /> <br /> * Level 0: Unmanaged CAD.<br /> * Level 1: Managed CAD in 2D or 3D.<br /> * Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> * Level 3: Single, collaborative, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK, the Government Construction Strategy states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This represents a requirement for Level 2 BIM on public projects.<br /> <br /> Fundamentally, the purpose of BIM is to ensure that appropriate information is created in a suitable format at the right time so that better decisions can be made throughout the design, construction and operation of built assets. It is not about creating a 3D model for its own sake, and it is not an add-on process. BIM is fundamental to the way a project is set up and run.<br /> <br /> The move to a more collaborative way of working, and the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> See BIM for more information.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki: ===<br /> <br /> * Adversarial behaviour in the UK construction industry.<br /> * Agreement.<br /> * Appointing consultants.<br /> * BS11000.<br /> * Can relationships in and between organisations make tangible differences to business performance?<br /> * Change control procedures.<br /> * Clash avoidance.<br /> * Consultant team start-up meeting.<br /> * Design coordination.<br /> * Design team meeting.<br /> * Document control.<br /> * Egan Report.<br /> * Framework agreement.<br /> * Government Construction Strategy.<br /> * Integrated project delivery (IPD).<br /> * Integrated project team.<br /> * Integrated supply team.<br /> * Integrated systems.<br /> * [[Knowledge_management_in_construction|Knowledge management.]]<br /> * Latham Report.<br /> * Leadership styles.<br /> * Multi-disciplinary.<br /> * NEC3.<br /> * Partnering.<br /> * PPC 2000.<br /> * Record keeping.<br /> * Relationship management.<br /> * Supply chain management.<br /> * Team behavioural roles.<br /> * Team management.<br /> <br /> === External references ===<br /> <br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/category_sourcing_strategy_collaborative_strategy.asp OGC: Collaborative practices.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/efficiency_collaborative_procurement_documents.asp OGC: Collaborative Procurement Documents.]<br /> * [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf OGC - Achieving Excellence in Construction Procurement Guide: The integrated project team, team work and partnering.]<br /> * [https://consultations.rics.org/consult.ti/managingthedesigndelivery/viewCompoundDoc?docid=738548&amp;amp;sessionid=&amp;amp;voteid=&amp;amp;partId=738548 RICS Guidance Note Managing the design delivery: A guide to best practice, RICS 2008.]<br /> * BS1192:2007 Collaborative production of architectural, engineering and construction information: Code of practice.<br /> <br /> [[Category:Theory]] [[Category:Appointments]] [[Category:Construction_techniques]] [[Category:Design]] [[Category:Procurement]] [[Category:Public_procedures]] [[Category:BIM]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-02-28T22:26:29Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner_Logo_-_5cm_300dpi.jpg|link=http://www.skillsplanner.net/]]SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills. It was formally launched at the Institution of Civil Engineers in London on 24 February 2016.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, GoodPeople, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> [http://www.skillsplanner.net/ SkillsPlanner] will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders. It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.<br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner_circular_infographic.png|link=File:SkillsPlanner_circular_infographic.png]]<br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]] [[Category:DCN_Research,_Development_and_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:33:55Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner_Logo_-_5cm_300dpi.jpg|link=http://www.skillsplanner.net/]]SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> [http://www.skillsplanner.net/ SkillsPlanner] will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders. It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.<br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner_circular_infographic.png|link=File:SkillsPlanner_circular_infographic.png]]<br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:32:20Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner_Logo_-_5cm_300dpi.jpg|link=http://www.skillsplanner.net/]]SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> [http://www.skillsplanner.net/ SkillsPlanner] will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders.It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.<br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within highly regarded research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner_circular_infographic.png|link=File:SkillsPlanner_circular_infographic.png]]<br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:31:17Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner_Logo_-_5cm_300dpi.jpg|link=http://www.skillsplanner.net/]]SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> SkillsPlanner will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders.It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.<br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within highly regarded research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner_circular_infographic.png|link=File:SkillsPlanner_circular_infographic.png]]<br /> <br /> <br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:28:29Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner_Logo_-_5cm_300dpi.jpg|link=http://www.skillsplanner.net/]] [http://www.skillsplanner.net/ ]SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> SkillsPlanner will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders.It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.<br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within highly regarded research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner_circular_infographic.png|link=File:SkillsPlanner_circular_infographic.png]]<br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:26:16Z

<p>Eepaul: </p> <hr /> <div>[[File:SkillsPlanner Logo - 5cm 300dpi.jpg|link=http://www.skillsplanner.net/]] is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, [[Thames_tideway_tunnel|Tideway]], and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> SkillsPlanner will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders.It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.&lt;br /&gt;<br /> <br /> <br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within highly regarded research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> [[File:SkillsPlanner circular infographic.png]]<br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/File:SkillsPlanner_circular_infographic.png 2016-01-22T12:25:41Z

<p>Eepaul: SkillsPlanner - a schematic view</p> <hr /> <div>SkillsPlanner - a schematic view</div>

Eepaul https://www.designingbuildings.co.uk/wiki/File:SkillsPlanner_Logo_-_5cm_300dpi.jpg 2016-01-22T12:22:28Z

<p>Eepaul: SkillsPlanner logo</p> <hr /> <div>SkillsPlanner logo</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Skillsplanner 2016-01-22T12:18:27Z

<p>Eepaul: Created page with &quot;SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of...&quot;</p> <hr /> <div>SkillsPlanner is a two-year, £1.3m research and development programme aimed at creating a data-powered solution to resolve UK construction skills shortages by better matching of future skills needs and industry capacity to deliver those skills.<br /> <br /> It is funded by Innovate UK and its project partners - Ethos, Association of Colleges, Camden, Islington and Westminster councils, Seme4, Tideway, and University of Plymouth - and is initially focused on the London construction sector with an intention to develop and grow across the UK.<br /> <br /> SkillsPlanner will be a live, accessible and user-friendly data platform that aims to make ‘real time’ skills data visible to multiple stakeholders.It will be based on a cutting edge Linked and Open Data platform that can aggregate, integrate and analyse skills data from a variety of sources to provide a valuable ’real time’ picture of the skills landscape, mapping industry demand against current training provision.&lt;br /&gt;<br /> &lt;br /&gt;<br /> The long-term aim is that SkillsPlanner will enable the construction industry, known for its fragmented approach to skills planning, to become more collaborative, connected and efficient. The ambition is to enable the transformation of skills provision to meet employer needs and thus reduce industry skills gaps. Providing a response to the regional recommendations captured within highly regarded research such as ‘Skills to Build’ (London Chamber of Commerce &amp;amp; Industry/KPMG, 2014), and national ambition such as the National Infrastructure Plan for Skills, the ultimate objectives of SkillsPlanner are that it will:<br /> <br /> * Support and inform the development of skills and employment requirements in procurement contracts.<br /> * Allow construction employers to understand the local skills base better and thus benefit resource planning.<br /> * Inform training providers (in designing new training courses and apprenticeship frameworks) to develop demand-led and commercially-viable training programmes that better meet the needs of industry, as well as enabling collaboration between providers.<br /> * Allow councils to more efficiently utilise planning obligations, with a far greater awareness of the reality of skills available and local labour needed.<br /> * Provide job brokerage organisations with far greater visibility as to local skills demand and enable providers to operate more effectively and efficiently.<br /> * Enable schools and education providers to provide more clarity on job opportunities and career pathways within construction at a local level.<br /> * Add value to local employment support schemes by providing information on, and access to, employment and training opportunities at a regional level.<br /> * Enable a greater understanding of diversity within the construction industry and training provision.<br /> <br /> <br /> <br /> [[Category:Industry_context]] [[Category:Research_/_Innovation]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Building_Information_Modelling_BIM 2013-12-11T15:19:41Z

<p>Eepaul: </p> <hr /> <div><br /> = [[File:Shutterstock 99556997 cropped.jpg|RTENOTITLE]]Introduction =<br /> <br /> Building Information Modelling (BIM) is a very broad term that describes the process of creating a digital model of a building (or other facility: bridge, highway, tunnel, etc).<br /> <br /> The range of levels that this form of modelling can take are categorised as:<br /> *Level 0: Unmanaged CAD (Computer Aided Design).<br /> *Level 1: Managed CAD in 2D or 3D.<br /> *Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> *Level 3: Single, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK the Government Construction Strategy published in May 2011, states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This will represent a minimum requirement for Level 2 BIM on centrally-procured public projects. This is seen as a central pillar of the government's aim to reduce the capital and operational cost and carbon from the construction and operation of the built environment by 20%.<br /> <br /> This requirement for the adoption of BIM in the public sector has lead to an increase in uptake, meaning that the UK now ranks alongside Singapore, USA and Scandinavia (in particular Finland) in terms of BIM usage. Adoption of BIM in the UK is most common among architects and larger contractors, whilst there is less take up by services engineers, facilities managers and smaller contractors.<br /> <br /> As with the introduction of CAD in the 1980's and 90's, BIM has led to the emergence of expert practitioners and companies that adopted BIM early and now believe they have a competitive edge. The [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf 2012 nbs BIM survey] found that 31% of respondents were using BIM. Whilst this showed an improvement on the previous year, rather worryingly it revealed that 30% of those surveyed only used 2D (rather than 3D) CAD, and 35% did not use CAD at all. The [http://www.thenbs.com/pdfs/NBS-NationlBIMReport2013-single.pdf 2013 nbs BIM survey] revealed that 39% of respondents were using BIM.<br /> <br /> The nbs suggest that adopting BIM can cost a practice £10,000 per workstation (ref nbs: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012]). However, this depends whether implementation is simply an exercise in buying hardware and software and then training staff to use it, or whether it is part of a wider process of business change.<br /> <br /> In the short-term, this set-up cost will ultimately be passed on to clients through higher fees. The justification for these higher fees is in the value that adoption of BIM brings to a project throughout its life-cycle. The BIM Task Group suggest that '...if successfully implemented, (BIM) will help organisations strip the waste from their processes which in many cases could be in the bandwidth of 20-30%' (ref BIM Task Group [http://www.bimtaskgroup.org/bim-faqs/ FAQ's]).<br /> <br /> = Characteristics of BIM =<br /> <br /> Buildings (and other assets) are multi-dimensional, integrated endeavours that require collaboration from inception to occupation. It is logical that the tools used to facilitate the design, construction and operation of buildings should mirror this. It is only relatively recently however, with better software, more powerful hardware and rapid data transfer, that the capability to create multi-dimensional, integrated, collaborative models has become practical.<br /> <br /> BIM allows buildings to be conceived collaboratively and tested virtually, before they are built and operated for real. This should reduce the problems that are encountered in construction and occupation. It should also give the entire project team access to better, more comprehensive and more co-ordinated information, reducing significantly the need for RFI's (requests for information) and the duplication of information. BIM also automates low value activities (such as producing or revising production info) allowing expensive staff to focus on higher value activities. See [http://www.bimtaskgroup.org/wp-content/uploads/2012/03/InvestorsReport-BIM.pdf BSi Investors Report] for a more detailed analysis of the benefits of BIM.<br /> <br /> Building Information Models are created from a series of objects. Each object is defined only once and then placed in the model in multiple locations as required. If the object is then changed, these changes will appear throughout the model. This makes models automatically consistent and reduces errors.<br /> <br /> The definition of each object may include geometrical information and information describing other properties, such as materials, construction processes, time-related information (such as delivery times), cost data, and operational information. Objects can be defined parametrically, allowing them to be related to other objects, so that for example they might have a common colour, which when changed on one object will also change on related objects. Increasingly, these 'objects' are being made available by product suppliers. Drawings and 3D visualisations can be generated from the building model, as can specifications, quantities, ordering and tracking information and information relating to construction sequencing and to post-occupancy management.<br /> <br /> = Implementation =<br /> <br /> BIM is not an end in itself, it needs to be aligned to the objectives of a project. An assessment of the likely nature of a project should give an indication of whether and how BIM will be beneficial, and this in turn should drive what it is that BIM is required to do.<br /> <br /> It is very important to clearly define what is expected at the outset (including a schedule of deliverables for each work stage) and to clearly define this in tender documentation. The client must specify precisely what information they expect a BIM model to include. Suppliers may be proficient at producing the information that is useful to them and to their direct clients, but may not be certain what information is required by others, for example to assist with decision making or facilities management (such as fire, acoustic and thermal properties, minimum space and maintenance requirements, efficient operating parameters and so on). If the appropriate information is not included at the outset, or if standard formats are not adopted, later integration with other disciplines, processes or software packages can become extremely difficult.<br /> <br /> BIM gives best value when it is adopted by the whole project team, including designers, contractors and suppliers. Where one part of the team does not contribute, the loss of value to the model (which is now no longer complete) is disproportionate. This includes facilities managers, who must be able to adopt, understand and update the model through the life cycle of the project if they are to realise its full benefits. As a consequence, BIM is more about collaborative practices than it is about software.<br /> <br /> The collaborative nature of BIM means that it is most effective when a procurement route is adopted that itself facilitates collaboration; such as the early involvement of suppliers and contractors. This may in turn impact on the fee profile for a project which will be more likely to be front-loaded.<br /> <br /> Like the move to a more collaborative way of working, the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> = Guidance and standards =<br /> <br /> Key reference documents that have been created in the UK to help the industry adopt BIM include:<br /> *BIM Task Group, The Digital Plan of Work and Assemblies. A process for managing the creation of a level 2 building information model, available from the [http://www.bimtaskgroup.org/task-group-labs-portal/ Lab Space of the BIM Task Group] once logged on.<br /> *CIC BIM Protocol. To be incorporated into appointments or contracts.<br /> *[http://www.designingbuildings.co.uk/w/PAS_1192-2:2013 PAS (Publicly Available Specification) 1192-2]. Specification for information management for the capital/delivery phase of construction projects using Building Information Modelling. This sets the requirements for Level 2 BIM.<br /> *Employer’s Information Requirements. Part of the employers requirements incorporated into the tender documentation for a project, setting out the information required by the employer aligned to key decision points or project stages.<br /> *[http://cic.org.uk/publications/ Scope of Services for Information Management]. This creates a procedural gate-keeper, policing the model to ensure it follows the BIM protocol and that the data is secure.<br /> *COBie (Construction Operations Building Information Exchange). A spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling.<br /> *[http://www.cic.org.uk/publications/ CIC Best Practice Guide for Professional Indemnity Insurance when using BIM].<br /> <br /> = BIM Protocols =<br /> <br /> BIM creates a complex design liability scenario, often with subsidiary or 'federated' models feeding into a master coordinating model. For BIM to be collaborative and fully effective it needs to overarch the usual vertical bi-partite contractual structure of the design obligation. Bypassing the certainty of this contractual structure could give rise to complex liability issues, such as claims arising from the different duties of reasonable skill and care and fitness for purpose, software glitches, breach of the duty to warn, conflicts over insurance cover, claims under the Contract (Right of Third Parties) Act 1999 or contribution disputes under the Civil Liability (Contribution) Act 1978.<br /> <br /> Some critics argue that the current standard form contracts in the UK have not properly dealt with this issue. Until they do it is advisable to agree a BIM protocol setting out the legal status and management of the model or models which must then be incorporated into all contracts having a design element for the project.<br /> <br /> BIM protocols should be agreed as early as possible so that they can be included in appointment and tender documentation. A BIM protocol should cover aspects of BIM such as:<br /> *Definition of responsibilities.<br /> *Level of detail for ‘data drops’ at defined stages during the development of a project.<br /> *Information management standards that will be adopted.<br /> *Collaborative working practices.<br /> *Copyright and licensing issues.<br /> <br /> There are a number of standard protocols available:<br /> *[http://aecuk.wordpress.com/2012/09/07/aec-uk-bim-protocols-v2-0-now-available/ AEC BIM protocol] (Architectural, Engineering and Construction UK).<br /> *[[CIC%20BIM%20Protocol|Construction Industry Council (CIC) BIM protocol]]. Published in February 2013, the CIC protocol can be downloaded free as a PDF document. See CIC BIM Protocol for more information.<br /> <br /> NB The CIC warns that any future move to Level 3 BIM (the creation of a single, online project model with construction sequencing, cost and lifecycle management information) may raise very different issues of responsibility, copyright and liability that will require the development of new protocols.<br /> <br /> There are also alternative contractual documents available in the USA:<br /> *The [http://www.agc.org/galleries/contracts/301.pdf AGC ConcensusDocs 301- BIM Addendum]. This addendum provides for a sophisticated information management structure, an information manager, a BIM execution plan and BIM protocols. There is also a risk allocation and insurance provision in relation to infringement of copyright and data loss.<br /> *The [http://www.aia.org/contractdocs/training/bim/aias078742 American Institute of Architects Document E202- BIM Protocol] sets out successive design stages in 'model elements' and each element has a designated model element author and a level of development which must be achieved. A core provision is the appointment of a model manager who manages the models and IT. Model element authors retain copyright of their model element.<br /> <br /> In both of these documents, BIM contributors and model element authors have a continuing duty to report design risks and failures.<br /> <br /> = Project documentation =<br /> <br /> The key project documentation required to procure and manage a level 2 building information model is set out in PAS 1192-2:2013: ‘Specification for information management for the capital/delivery phase of construction projects using building information modelling’:<br /> <br /> == Contract ==<br /> *Employer’s Information Requirements (EIR). Setting out the information required by the employer aligned to key decision points or project stages, enabling suppliers to produce an initial BIM execution plan (BEP) from which their proposed approach, capability and capacity can be evaluated. See Employer’s Information Requirements for more information.<br /> *BIM protocol. Establishing specific obligations, liabilities and limitations on the use of building information models and mandating particular working practices. See CIC BIM Protocol for more information.<br /> #Appendix 1: Model Production and Delivery Table. Definition of responsibilities for project team members and the production of deliverables to a specific level of detail (LOD) for ‘data drops’ at defined stages during the development of a project.<br /> #Appendix 2: Information management standards.<br /> <br /> == BIM Execution Plan ==<br /> <br /> A pre-contract BIM Execution Plan (BEP) is prepared by suppliers, setting out their proposed approach, capability, capacity and competence to meet the Employer’s Information Requirements. Once the contract has been awarded, the successful supplier submits a further BIM Execution Plan confirming the supply chain’s capabilities and providing a Master Information Delivery Plan (MIDP). The MIDP is the primary plan setting out when project information is to be prepared, by whom, and using what protocols and procedures. Each task team manager prepares their own Task Information Delivery Plan (TIDP) setting out responsibility for delivery of each supplier’s information. See BIM execution plan for more information.<br /> <br /> == Information manager ==<br /> <br /> The CIC BIM protocol requires that the client appoints an information manager. This appointment may change through the course of the project (for example the lead designer or lead consultant may be the information manager during the early stages but then the contractor during construction). The information manager is not a BIM co-ordinator and has no responsibility for clash detection or model coordination. They are essentially a procedural gate-keeper, policing the model to ensure it follows the protocol and that the data is secure.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki ===<br /> *BIM Task Group.<br /> *Construction Operations Building Information Exchange (COBie).<br /> *CIC BIM Protocol.<br /> *CIOB Complex Projects Contract.<br /> *Collaborative practices.<br /> *Computer aided design.<br /> *Computers in building design.<br /> *Computers in tendering.<br /> *Government Construction Strategy.<br /> *PAS 1192-2:2013.<br /> *Soft landings.<br /> *Uniclass.<br /> <br /> === External links ===<br /> *[http://www.bimtaskgroup.org/ BIM Task Group].<br /> *BIM Task Group, [http://www.bimtaskgroup.org/task-group-labs-portal/ Digital Plan of Work].<br /> *[http://www.bimtaskgroup.org/bim-faqs/ BIM Task Group FAQ's].<br /> *[http://www.bimtaskgroup.org/bim-protocol/ Construction Industry Council (CIC) BIM protocol].<br /> *CIC [http://cic.org.uk/publications/ Scope of Services for Information Management].&lt;br/&gt;<br /> *RIBA, [http://www.thenbs.com/topics/bim/articles/bimOverlayToTheRIBAPlanOfWork.asp Plan of Work BIM Overlay.]<br /> *JCT [http://www.jctltd.co.uk/public-sector.aspx Public Sector Supplement] (which includes references to BIM protocols).<br /> *[http://www.nationalbimlibrary.com/ NBS BIM Library], a free online library of generic and proprietary BIM objects.<br /> *[http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030163398 BS 1192:2007] Collaborative production of Architectural, engineering and construction information. Code of practice.<br /> *NBS: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012].<br /> *NBS: [https://www.thenbs.com/topics/BIM/articles/nbsNationalBimSurvey_2013.asp National BIM Survey]. March 2013<br /> *[http://www.bimtaskgroup.org/cobie-uk-2012/ COBie UK 2012]. (Construction Operations Building Information Exchange)<br /> *UFGS, [http://www.wbdg.org/ccb/browse_cat.php?c=3 Unified Facilities Guide Specification] (includes guidance on what a client should ask for)<br /> *nbs: [http://www.thenbs.com/topics/BIM/articles/whatIsCOBie.asp COBie] (Construction Operations Building Information Exchange)<br /> *Building Smart: [http://buildingsmart.com/openbim Open BIM].<br /> *[http://www.buildingsmart-tech.org/specifications/ifc-overview/ifc-overview-summary Industry Foundation Classes] (IFC). The open and neutral data format for openBIM.<br /> <br /> [[Category:Construction_techniques]]<br /> [[Category:Design]]<br /> [[Category:Theory]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Building_Information_Modelling_BIM 2013-12-11T15:15:12Z

<p>Eepaul: </p> <hr /> <div><br /> = [[File:Shutterstock 99556997 cropped.jpg|RTENOTITLE]]Introduction =<br /> <br /> Building Information Modelling (BIM) is a very broad term that describes the process of creating a digital model of a building (or other facility: bridge, highway, tunnel, etc).<br /> <br /> The range of levels that this form of modelling can take are categorised as:<br /> *Level 0: Unmanaged CAD (Computer Aided Design).<br /> *Level 1: Managed CAD in 2D or 3D.<br /> *Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> *Level 3: Single, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK the Government Construction Strategy published in May 2011, states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This will represent a minimum requirement for Level 2 BIM on centrally-procured public projects. This is seen as a central pillar of the government's aim to reduce the capital and operational cost and carbon from the construction and operation of the built environment by 20%.<br /> <br /> This requirement for the adoption of BIM in the public sector has lead to an increase in uptake, meaning that the UK now ranks alongside Singapore, USA and Scandinavia (in particular Finland) in terms of BIM usage. Adoption of BIM in the UK is most common among architects and larger contractors, whilst there is less take up by services engineers, facilities managers and smaller contractors.<br /> <br /> As with the introduction of CAD in the 1980's and 90's, BIM has led to the emergence of expert practitioners and companies that adopted BIM early and now believe they have a competitive edge. The [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf 2012 nbs BIM survey] found that 31% of respondents were using BIM. Whilst this showed an improvement on the previous year, rather worryingly it revealed that 30% of those surveyed only used 2D (rather than 3D) CAD, and 35% did not use CAD at all. The [http://www.thenbs.com/pdfs/NBS-NationlBIMReport2013-single.pdf 2013 nbs BIM survey] revealed that 39% of respondents were using BIM.<br /> <br /> The nbs suggest that adopting BIM can cost a practice £10,000 per workstation (ref nbs: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012]). However, this depends whether implementation is simply an exercise in buying hardware and software and then training staff to use it, or whether it is part of a wider process of business change.<br /> <br /> In the short-term, this set-up cost will ultimately be passed on to clients through higher fees. The justification for these higher fees is in the value that adoption of BIM brings to a project throughout its life-cycle. The BIM Task Group suggest that '...if successfully implemented, (BIM) will help organisations strip the waste from their processes which in many cases could be in the bandwidth of 20-30%' (ref BIM Task Group [http://www.bimtaskgroup.org/bim-faqs/ FAQ's]).<br /> <br /> = Characteristics of BIM =<br /> <br /> Buildings (and other assets) are multi-dimensional, integrated endeavours that require collaboration from inception to occupation. It is logical that the tools used to facilitate the design, construction and operation of buildings should mirror this. It is only relatively recently however, with better software, more powerful hardware and rapid data transfer, that the capability to create multi-dimensional, integrated, collaborative models has become practical.<br /> <br /> BIM allows buildings to be conceived collaboratively and tested virtually, before they are built and operated for real. This should reduce the problems that are encountered in construction and occupation. It should also give the entire project team access to better, more comprehensive and more co-ordinated information, reducing significantly the need for RFI's (requests for information) and the duplication of information. BIM also automates low value activities (such as producing or revising production info) allowing expensive staff to focus on higher value activities. See [http://www.bimtaskgroup.org/wp-content/uploads/2012/03/InvestorsReport-BIM.pdf BSi Investors Report] for a more detailed analysis of the benefits of BIM.<br /> <br /> Building Information Models are created from a series of objects. Each object is defined only once and then placed in the model in multiple locations as required. If the object is then changed, these changes will appear throughout the model. This makes models automatically consistent and reduces errors.<br /> <br /> The definition of each object may include geometrical information and information describing other properties, such as materials, construction processes, time-related information (such as delivery times), cost data, and operational information. Objects can be defined parametrically, allowing them to be related to other objects, so that for example they might have a common colour, which when changed on one object will also change on related objects. Increasingly, these 'objects' are being made available by product suppliers. Drawings and 3D visualisations can be generated from the building model, as can specifications, quantities, ordering and tracking information and information relating to construction sequencing and to post-occupancy management.<br /> <br /> = Implementation =<br /> <br /> BIM is not an end in itself, it needs to be aligned to the objectives of a project. An assessment of the likely nature of a project should give an indication of whether and how BIM will be beneficial, and this in turn should drive what it is that BIM is required to do.<br /> <br /> It is very important to clearly define what is expected at the outset (including a schedule of deliverables for each work stage) and to clearly define this in tender documentation. The client must specify precisely what information they expect a BIM model to include. Suppliers may be proficient at producing the information that is useful to them and to their direct clients, but may not be certain what information is required by others, for example to assist with decision making or facilities management (such as fire properties, acoustic properties, minimum space requirements, thermal properties, maintenance requirements, efficient operating parameters and so on). If the appropriate information is not included at the outset, or if standard formats are not adopted, later integration with other disciplines, processes or software packages can become extremely difficult.<br /> <br /> BIM gives best value when it is adopted by the whole project team, including designers, contractors and suppliers. Where one part of the team does not contribute, the loss of value to the model (which is now no longer complete) is disproportionate. This includes facilities managers, who must be able to adopt, understand and update the model through the life cycle of the project if they are to realise its full benefits. As a consequence, BIM is as much about collaborative practices as it is about software.<br /> <br /> The collaborative nature of BIM means that it is most effective when a procurement route is adopted that itself facilitates collaboration; such as the early involvement of suppliers and contractors. This may in turn impact on the fee profile for a project which will be more likely to be front-loaded.<br /> <br /> The move to a more collaborative way of working, the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> = Guidance and standards =<br /> <br /> Key reference documents that have been created in the UK to help the industry adopt BIM include:<br /> *BIM Task Group, The Digital Plan of Work and Assemblies. A process for managing the creation of a level 2 building information model, available from the [http://www.bimtaskgroup.org/task-group-labs-portal/ Lab Space of the BIM Task Group] once logged on.<br /> *CIC BIM Protocol. To be incorporated into appointments or contracts.<br /> *[http://www.designingbuildings.co.uk/w/PAS_1192-2:2013 PAS (Publicly Available Specification) 1192-2]. Specification for information management for the capital/delivery phase of construction projects using Building Information Modelling. This sets the requirements for Level 2 BIM.<br /> *Employer’s Information Requirements. Part of the employers requirements incorporated into the tender documentation for a project, setting out the information required by the employer aligned to key decision points or project stages.<br /> *[http://cic.org.uk/publications/ Scope of Services for Information Management]. This creates a procedural gate-keeper, policing the model to ensure it follows the BIM protocol and that the data is secure.<br /> *COBie (Construction Operations Building Information Exchange). A spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling.<br /> *[http://www.cic.org.uk/publications/ CIC Best Practice Guide for Professional Indemnity Insurance when using BIM].<br /> <br /> = BIM Protocols =<br /> <br /> BIM creates a complex design liability scenario, often with subsidiary models feeding into a master coordinating model. For BIM to be collaborative and fully effective it needs to overarch the usual vertical bi-partite contractual structure of the design obligation. Bypassing the certainty of this contractual structure could give rise to complex liability issues, such as claims arising from the different duties of reasonable skill and care and fitness for purpose, software glicthes, breach of the duty to warn, conflicts over insurance cover, claims under the Contract (Right of Third Parties) Act 1999 or contribution disputes under the Civil Liability (Contribution) Act 1978.<br /> <br /> Some critics argue that the current standard form contracts in the UK have not properly dealt with this issue. Until they do it is advisable to agree a BIM protocol setting out the legal status and management of the model or models which must then be incorporated into all contracts having a design element for the project.<br /> <br /> BIM protocols should be agreed as early as possible so that they can be included in appointment and tender documentation. A BIM protocol should cover aspects of BIM such as:<br /> *Definition of responsibilities.<br /> *Level of detail for ‘data drops’ at defined stages during the development of a project.<br /> *Information management standards that will be adopted.<br /> *Collaborative working practices.<br /> *Copyright and licensing issues.<br /> <br /> There are a number of standard protocols available:<br /> *[http://aecuk.wordpress.com/2012/09/07/aec-uk-bim-protocols-v2-0-now-available/ AEC BIM protocol] (Architectural, Engineering and Construction UK).<br /> *[[CIC%20BIM%20Protocol|Construction Industry Council (CIC) BIM protocol]]. Published in February 2013, the CIC protocol can be downloaded free as a PDF document. See CIC BIM Protocol for more information.<br /> <br /> NB The CIC warns that any future move to Level 3 BIM (the creation of a single, online project model with construction sequencing, cost and lifecycle management information) may raise very different issues of responsibility, copyright and liability that will require the development of new protocols.<br /> <br /> There are also alternative contractual documents available in the USA:<br /> *The [http://www.agc.org/galleries/contracts/301.pdf AGC ConcensusDocs 301- BIM Addendum]. This addendum provides for a sophisticated information management structure, an information manager, a BIM execution plan and BIM protocols. There is also a risk allocation and insurance provision in relation to infringement of copyright and data loss.<br /> *The [http://www.aia.org/contractdocs/training/bim/aias078742 American Institute of Architects Document E202- BIM Protocol] sets out successive design stages in 'model elements' and each element has a designated model element author and a level of development which must be achieved. A core provision is the appointment of a model manager who manages the models and IT. Model element authors retain copyright of their model element.<br /> <br /> In both of these documents, BIM contributors and model element authors have a continuing duty to report design risks and failures.<br /> <br /> = Project documentation =<br /> <br /> The key project documentation required to procure and manage a level 2 building information model is set out in PAS 1192-2:2013: ‘Specification for information management for the capital/delivery phase of construction projects using building information modelling’:<br /> <br /> == Contract ==<br /> *Employer’s Information Requirements (EIR). Setting out the information required by the employer aligned to key decision points or project stages, enabling suppliers to produce an initial BIM execution plan (BEP) from which their proposed approach, capability and capacity can be evaluated. See Employer’s Information Requirements for more information.<br /> *BIM protocol. Establishing specific obligations, liabilities and limitations on the use of building information models and mandating particular working practices. See CIC BIM Protocol for more information.<br /> #Appendix 1: Model Production and Delivery Table. Definition of responsibilities for project team members and the production of deliverables to a specific level of detail (LOD) for ‘data drops’ at defined stages during the development of a project.<br /> #Appendix 2: Information management standards.<br /> <br /> == BIM Execution Plan ==<br /> <br /> A pre-contract BIM Execution Plan (BEP) is prepared by suppliers, setting out their proposed approach, capability, capacity and competence to meet the Employer’s Information Requirements. Once the contract has been awarded, the successful supplier submits a further BIM Execution Plan confirming the supply chain’s capabilities and providing a Master Information Delivery Plan (MIDP). The MIDP is the primary plan setting out when project information is to be prepared, by whom, and using what protocols and procedures. Each task team manager prepares their own Task Information Delivery Plan (TIDP) setting out responsibility for delivery of each supplier’s information. See BIM execution plan for more information.<br /> <br /> == Information manager ==<br /> <br /> The CIC BIM protocol requires that the client appoints an information manager. This appointment may change through the course of the project (for example the lead designer or lead consultant may be the information manager during the early stages but then the contractor during construction). The information manager is not a BIM co-ordinator and has no responsibility for clash detection or model coordination. They are essentially a procedural gate-keeper, policing the model to ensure it follows the protocol and that the data is secure.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki ===<br /> *BIM Task Group.<br /> *Construction Operations Building Information Exchange (COBie).<br /> *CIC BIM Protocol.<br /> *CIOB Complex Projects Contract.<br /> *Collaborative practices.<br /> *Computer aided design.<br /> *Computers in building design.<br /> *Computers in tendering.<br /> *Government Construction Strategy.<br /> *PAS 1192-2:2013.<br /> *Soft landings.<br /> *Uniclass.<br /> <br /> === External links ===<br /> *[http://www.bimtaskgroup.org/ BIM Task Group].<br /> *BIM Task Group, [http://www.bimtaskgroup.org/task-group-labs-portal/ Digital Plan of Work].<br /> *[http://www.bimtaskgroup.org/bim-faqs/ BIM Task Group FAQ's].<br /> *[http://www.bimtaskgroup.org/bim-protocol/ Construction Industry Council (CIC) BIM protocol].<br /> *CIC [http://cic.org.uk/publications/ Scope of Services for Information Management].&lt;br/&gt;<br /> *RIBA, [http://www.thenbs.com/topics/bim/articles/bimOverlayToTheRIBAPlanOfWork.asp Plan of Work BIM Overlay.]<br /> *JCT [http://www.jctltd.co.uk/public-sector.aspx Public Sector Supplement] (which includes references to BIM protocols).<br /> *[http://www.nationalbimlibrary.com/ NBS BIM Library], a free online library of generic and proprietary BIM objects.<br /> *[http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030163398 BS 1192:2007] Collaborative production of Architectural, engineering and construction information. Code of practice.<br /> *NBS: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012].<br /> *NBS: [https://www.thenbs.com/topics/BIM/articles/nbsNationalBimSurvey_2013.asp National BIM Survey]. March 2013<br /> *[http://www.bimtaskgroup.org/cobie-uk-2012/ COBie UK 2012]. (Construction Operations Building Information Exchange)<br /> *UFGS, [http://www.wbdg.org/ccb/browse_cat.php?c=3 Unified Facilities Guide Specification] (includes guidance on what a client should ask for)<br /> *nbs: [http://www.thenbs.com/topics/BIM/articles/whatIsCOBie.asp COBie] (Construction Operations Building Information Exchange)<br /> *Building Smart: [http://buildingsmart.com/openbim Open BIM].<br /> *[http://www.buildingsmart-tech.org/specifications/ifc-overview/ifc-overview-summary Industry Foundation Classes] (IFC). The open and neutral data format for openBIM.<br /> <br /> [[Category:Construction_techniques]]<br /> [[Category:Design]]<br /> [[Category:Theory]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Building_Information_Modelling_BIM 2013-12-11T15:11:51Z

<p>Eepaul: </p> <hr /> <div><br /> = [[File:Shutterstock 99556997 cropped.jpg|RTENOTITLE]]Introduction =<br /> <br /> Building Information Modelling (BIM) is a very broad term that describes the process of creating a digital model of a building (or other facility: bridge, highway, tunnel, etc).<br /> <br /> The range of levels that this form of modelling can take are categorised as:<br /> *Level 0: Unmanaged CAD (Computer Aided Design).<br /> *Level 1: Managed CAD in 2D or 3D.<br /> *Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> *Level 3: Single, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK the Government Construction Strategy published in May 2011, states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This will represent a minimum requirement for Level 2 BIM on centrally-procured public projects. This is seen as a central pillar of the government's aim to reduce the capital and operational cost and carbon from the construction and operation of the built environment by 20%.<br /> <br /> This requirement for the adoption of BIM in the public sector has lead to an increase in uptake, meaning that the UK now ranks alongside Singapore, USA and Scandinavia (in particular Finland) in terms of BIM usage. Adoption of BIM in the UK is most common among architects and larger contractors, whilst there is less take up by services engineers, facilities managers and smaller contractors.<br /> <br /> As with the introduction of CAD in the 1980's and 90's, BIM has led to the emergence of expert practitioners and companies that adopted BIM early and now believe they have a competitive edge. The [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf 2012 nbs BIM survey] found that 31% of respondents were using BIM. Whilst this showed an improvement on the previous year, rather worryingly it revealed that 30% of those surveyed only used 2D (rather than 3D) CAD, and 35% did not use CAD at all. The [http://www.thenbs.com/pdfs/NBS-NationlBIMReport2013-single.pdf 2013 nbs BIM survey] revealed that 39% of respondents were using BIM.<br /> <br /> The nbs suggest that adopting BIM can cost a practice £10,000 per workstation (ref nbs: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012]). However, this depends whether implementation is simply an exercise in buying hardware and software and then training staff to use it, or whether it is part of a wider process of business change.<br /> <br /> In the short-term, this set-up cost will ultimately be passed on to clients through higher fees. The justification for these higher fees is in the value that adoption of BIM brings to a project throughout its life-cycle. The BIM Task Group suggest that '...if successfully implemented, (BIM) will help organisations strip the waste from their processes which in many cases could be in the bandwidth of 20-30%' (ref BIM Task Group [http://www.bimtaskgroup.org/bim-faqs/ FAQ's]).<br /> <br /> = Characteristics of BIM =<br /> <br /> Buildings are multi-dimensional, integrated endeavours that require collaboration from inception to occupation. It is logical that the tools used to facilitate the design, construction and operation of buildings should mirror this. It is only relatively recently however, with better software, more powerful hardware and rapid data transfer, that the capability to create multi-dimensional, integrated, collaborative models has become practical.<br /> <br /> BIM allows buildings to be conceived collaboratively and tested virtually, before they are built and operated for real. This should reduce the problems that are encountered in construction and occupation. It should also give the entire project team access to better, more comprehensive and more co-ordinated information, reducing significantly the need for RFI's (requests for information) and the duplication of information. BIM also automates low value activities (such as producing or revising production info) allowing expensive staff to focus on higher value activities. See [http://www.bimtaskgroup.org/wp-content/uploads/2012/03/InvestorsReport-BIM.pdf BSi Investors Report] for a more detailed analysis of the benefits of BIM.<br /> <br /> Building Information Models are created from a series of objects. Each object is defined only once and then placed in the model in multiple locations as required. If the object is then changed, these changes will appear throughout the model. This makes models automatically consistent and reduces errors.<br /> <br /> The definition of each object may include geometrical information and information describing other properties, such as materials, construction processes, time-related information (such as delivery times) and operational information. Objects can be defined parametrically, allowing them to be related to other objects, so that for example they might have a common colour, which when changed on one object will also change on related objects. Increasingly, these 'objects' are being made available by product suppliers. Drawings and 3D visualisations can be generated from the building model, as can specifications, quantities, ordering and tracking information and information relating to construction sequencing and to post-occupancy management.<br /> <br /> = Implementation =<br /> <br /> BIM is not an end in itself, it needs to be aligned to the objectives of a project. An assessment of the likely nature of a project should give an indication of whether and how BIM will be beneficial, and this in turn should drive what it is that BIM is required to do.<br /> <br /> It is very important to clearly define what is expected at the outset (including a schedule of deliverables for each work stage) and to clearly define this in tender documentation. The client must specify precisely what information they expect a BIM model to include. Suppliers may be proficient at producing the information that is useful to them and to their direct clients, but may not be certain what information is required by others, for example to assist with decision making or facilities management (such as fire properties, acoustic properties, minimum space requirements, thermal properties, maintenance requirements, efficient operating parameters and so on). If the appropriate information is not included at the outset, or if standard formats are not adopted, later integration with other disciplines, processes or software packages can become extremely difficult.<br /> <br /> BIM gives best value when it is adopted by the whole project team, including designers, contractors and suppliers. Where one part of the team does not contribute, the loss of value to the model (which is now no longer complete) is disproportionate. This includes facilities managers, who must be able to adopt, understand and update the model through the life cycle of the project if they are to realise its full benefits. As a consequence, BIM is as much about collaborative practices as it is about software.<br /> <br /> The collaborative nature of BIM means that it is most effective when a procurement route is adopted that itself facilitates collaboration; such as the early involvement of suppliers and contractors. This may in turn impact on the fee profile for a project which will be more likely to be front-loaded.<br /> <br /> The move to a more collaborative way of working, the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> = Guidance and standards =<br /> <br /> Key reference documents that have been created in the UK to help the industry adopt BIM include:<br /> *BIM Task Group, The Digital Plan of Work and Assemblies. A process for managing the creation of a level 2 building information model, available from the [http://www.bimtaskgroup.org/task-group-labs-portal/ Lab Space of the BIM Task Group] once logged on.<br /> *CIC BIM Protocol. To be incorporated into appointments or contracts.<br /> *[http://www.designingbuildings.co.uk/w/PAS_1192-2:2013 PAS (Publicly Available Specification) 1192-2]. Specification for information management for the capital/delivery phase of construction projects using Building Information Modelling. This sets the requirements for Level 2 BIM.<br /> *Employer’s Information Requirements. Part of the employers requirements incorporated into the tender documentation for a project, setting out the information required by the employer aligned to key decision points or project stages.<br /> *[http://cic.org.uk/publications/ Scope of Services for Information Management]. This creates a procedural gate-keeper, policing the model to ensure it follows the BIM protocol and that the data is secure.<br /> *COBie (Construction Operations Building Information Exchange). A spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling.<br /> *[http://www.cic.org.uk/publications/ CIC Best Practice Guide for Professional Indemnity Insurance when using BIM].<br /> <br /> = BIM Protocols =<br /> <br /> BIM creates a complex design liability scenario, often with subsidiary models feeding into a master coordinating model. For BIM to be collaborative and fully effective it needs to overarch the usual vertical bi-partite contractual structure of the design obligation. Bypassing the certainty of this contractual structure could give rise to complex liability issues, such as claims arising from the different duties of reasonable skill and care and fitness for purpose, software glicthes, breach of the duty to warn, conflicts over insurance cover, claims under the Contract (Right of Third Parties) Act 1999 or contribution disputes under the Civil Liability (Contribution) Act 1978.<br /> <br /> Some critics argue that the current standard form contracts in the UK have not properly dealt with this issue. Until they do it is advisable to agree a BIM protocol setting out the legal status and management of the model or models which must then be incorporated into all contracts having a design element for the project.<br /> <br /> BIM protocols should be agreed as early as possible so that they can be included in appointment and tender documentation. A BIM protocol should cover aspects of BIM such as:<br /> *Definition of responsibilities.<br /> *Level of detail for ‘data drops’ at defined stages during the development of a project.<br /> *Information management standards that will be adopted.<br /> *Collaborative working practices.<br /> *Copyright and licensing issues.<br /> <br /> There are a number of standard protocols available:<br /> *[http://aecuk.wordpress.com/2012/09/07/aec-uk-bim-protocols-v2-0-now-available/ AEC BIM protocol] (Architectural, Engineering and Construction UK).<br /> *[[CIC%20BIM%20Protocol|Construction Industry Council (CIC) BIM protocol]]. Published in February 2013, the CIC protocol can be downloaded free as a PDF document. See CIC BIM Protocol for more information.<br /> <br /> NB The CIC warns that any future move to Level 3 BIM (the creation of a single, online project model with construction sequencing, cost and lifecycle management information) may raise very different issues of responsibility, copyright and liability that will require the development of new protocols.<br /> <br /> There are also alternative contractual documents available in the USA:<br /> *The [http://www.agc.org/galleries/contracts/301.pdf AGC ConcensusDocs 301- BIM Addendum]. This addendum provides for a sophisticated information management structure, an information manager, a BIM execution plan and BIM protocols. There is also a risk allocation and insurance provision in relation to infringement of copyright and data loss.<br /> *The [http://www.aia.org/contractdocs/training/bim/aias078742 American Institute of Architects Document E202- BIM Protocol] sets out successive design stages in 'model elements' and each element has a designated model element author and a level of development which must be achieved. A core provision is the appointment of a model manager who manages the models and IT. Model element authors retain copyright of their model element.<br /> <br /> In both of these documents, BIM contributors and model element authors have a continuing duty to report design risks and failures.<br /> <br /> = Project documentation =<br /> <br /> The key project documentation required to procure and manage a level 2 building information model is set out in PAS 1192-2:2013: ‘Specification for information management for the capital/delivery phase of construction projects using building information modelling’:<br /> <br /> == Contract ==<br /> *Employer’s Information Requirements (EIR). Setting out the information required by the employer aligned to key decision points or project stages, enabling suppliers to produce an initial BIM execution plan (BEP) from which their proposed approach, capability and capacity can be evaluated. See Employer’s Information Requirements for more information.<br /> *BIM protocol. Establishing specific obligations, liabilities and limitations on the use of building information models and mandating particular working practices. See CIC BIM Protocol for more information.<br /> #Appendix 1: Model Production and Delivery Table. Definition of responsibilities for project team members and the production of deliverables to a specific level of detail (LOD) for ‘data drops’ at defined stages during the development of a project.<br /> #Appendix 2: Information management standards.<br /> <br /> == BIM Execution Plan ==<br /> <br /> A pre-contract BIM Execution Plan (BEP) is prepared by suppliers, setting out their proposed approach, capability, capacity and competence to meet the Employer’s Information Requirements. Once the contract has been awarded, the successful supplier submits a further BIM Execution Plan confirming the supply chain’s capabilities and providing a Master Information Delivery Plan (MIDP). The MIDP is the primary plan setting out when project information is to be prepared, by whom, and using what protocols and procedures. Each task team manager prepares their own Task Information Delivery Plan (TIDP) setting out responsibility for delivery of each supplier’s information. See BIM execution plan for more information.<br /> <br /> == Information manager ==<br /> <br /> The CIC BIM protocol requires that the client appoints an information manager. This appointment may change through the course of the project (for example the lead designer or lead consultant may be the information manager during the early stages but then the contractor during construction). The information manager is not a BIM co-ordinator and has no responsibility for clash detection or model coordination. They are essentially a procedural gate-keeper, policing the model to ensure it follows the protocol and that the data is secure.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki ===<br /> *BIM Task Group.<br /> *Construction Operations Building Information Exchange (COBie).<br /> *CIC BIM Protocol.<br /> *CIOB Complex Projects Contract.<br /> *Collaborative practices.<br /> *Computer aided design.<br /> *Computers in building design.<br /> *Computers in tendering.<br /> *Government Construction Strategy.<br /> *PAS 1192-2:2013.<br /> *Soft landings.<br /> *Uniclass.<br /> <br /> === External links ===<br /> *[http://www.bimtaskgroup.org/ BIM Task Group].<br /> *BIM Task Group, [http://www.bimtaskgroup.org/task-group-labs-portal/ Digital Plan of Work].<br /> *[http://www.bimtaskgroup.org/bim-faqs/ BIM Task Group FAQ's].<br /> *[http://www.bimtaskgroup.org/bim-protocol/ Construction Industry Council (CIC) BIM protocol].<br /> *CIC [http://cic.org.uk/publications/ Scope of Services for Information Management].&lt;br/&gt;<br /> *RIBA, [http://www.thenbs.com/topics/bim/articles/bimOverlayToTheRIBAPlanOfWork.asp Plan of Work BIM Overlay.]<br /> *JCT [http://www.jctltd.co.uk/public-sector.aspx Public Sector Supplement] (which includes references to BIM protocols).<br /> *[http://www.nationalbimlibrary.com/ NBS BIM Library], a free online library of generic and proprietary BIM objects.<br /> *[http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030163398 BS 1192:2007] Collaborative production of Architectural, engineering and construction information. Code of practice.<br /> *NBS: [http://www.thenbs.com/pdfs/NBS-NationalBIMReport12.pdf National BIM report 2012].<br /> *NBS: [https://www.thenbs.com/topics/BIM/articles/nbsNationalBimSurvey_2013.asp National BIM Survey]. March 2013<br /> *[http://www.bimtaskgroup.org/cobie-uk-2012/ COBie UK 2012]. (Construction Operations Building Information Exchange)<br /> *UFGS, [http://www.wbdg.org/ccb/browse_cat.php?c=3 Unified Facilities Guide Specification] (includes guidance on what a client should ask for)<br /> *nbs: [http://www.thenbs.com/topics/BIM/articles/whatIsCOBie.asp COBie] (Construction Operations Building Information Exchange)<br /> *Building Smart: [http://buildingsmart.com/openbim Open BIM].<br /> *[http://www.buildingsmart-tech.org/specifications/ifc-overview/ifc-overview-summary Industry Foundation Classes] (IFC). The open and neutral data format for openBIM.<br /> <br /> [[Category:Construction_techniques]]<br /> [[Category:Design]]<br /> [[Category:Theory]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-09-09T15:18:09Z

<p>Eepaul: </p> <hr /> <div>My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:&lt;br/&gt;<br /> <br /> *a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> <br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> <br /> *a world authority on SaaS-based construction collaboration technologies<br /> <br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> <br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies, and I blog a lot!<br /> <br /> &lt;br/&gt;<br /> <br /> *website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> <br /> *PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]&lt;br/&gt;<br /> <br /> *tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]<br /> <br /> *Twitter: [http://twitter.com/EEPaul @EEPaul]<br /> <br /> *LinkedIn: [http://uk.linkedin.com/in/jpaulwilkinson in/jpaulwilkinson]<br /> <br /> *Google+ [https://plus.google.com/115890008815667637577 profile]<br /> <br /> [[File:PwcomcoukLtd-big.jpg|alt=PwcomcoukLtd-big.jpg|link=http://www.pwcom.co.uk]]&lt;br/&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-05-21T16:07:06Z

<p>Eepaul: </p> <hr /> <div><br /> My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:&lt;br/&gt;<br /> *a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> *a world authority on SaaS-based construction collaboration technologies<br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies, and I blog a lot!<br /> <br /> &lt;br/&gt;<br /> *website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> *PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]&lt;br/&gt;<br /> *tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]<br /> *Twitter: [http://twitter.com/EEPaul @EEPaul]<br /> *LinkedIn: [http://uk.linkedin.com/in/jpaulwilkinson in/jpaulwilkinson]<br /> *Google+ [https://plus.google.com/115890008815667637577 profile]<br /> <br /> [[File:PwcomcoukLtd-big.jpg|alt=PwcomcoukLtd-big.jpg|link=http://www.pwcom.co.uk]]&lt;br/&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/NEC_contract_change_management_systems 2013-05-03T16:22:15Z

<p>Eepaul: </p> <hr /> <div><br /> = New Engineering Contract (NEC, NEC3) change management systems =<br /> <br /> Many different contracts are implemented to guide and protect the day-to-day working relationships of organisations on engineering and construction projects and FM engagements. A large project or programme may involve 100's of separate contracts covering upstream and downstream relationships. Recommended by the National Audit Office, endorsed by the Office of Government Commerce, required on NHS Procure21 projects and on schemes for the 2012 Olympic Games, the New Engineering Contract (NEC), and NEC3 (third edition) in particular, has become increasingly widely used on UK construction projects. However, it challenges teams to meet strict time constraints for agreeing changes under the contract, and such change management may need to be shared with authorised participants across a multi-company, multi-disciplinary, geographically dispersed project team. Electronic change management systems can help.<br /> <br /> == New Engineering Contract (NEC): background ==<br /> <br /> The first edition of the New Engineering Contract (NEC; also known sometimes as the Engineering and Construction Contract, ECC) was published in 1993, with the second edition following in 1995, and a third (NEC3) in May 2005.<br /> <br /> Since the mid-1990s, partly stimulated by the drive towards more collaborative approaches to working following the 1994 Latham Report, the NEC has been widely employed on UK construction projects. It appeals particularly to clients and their project teams wanting to adopt a non-confrontational approach, with heavy emphasis on ongoing and effective management of change, to avoid claims and disputes.<br /> <br /> The contract has been recommended by the National Audit Office (Improving Public Services through Better Construction, March 2005) and endorsed by the Office of Government Commerce. Many contracts for major projects and programmes are now therefore procured using the NEC. For example, all NHS Procure21 projects must use the NEC, and, following London’s successful bid to host the 2012 Olympic Games, the Olympic Delivery Authority announced that it would be using the NEC3 for all design and construction works.<br /> <br /> == NEC change challenges ==<br /> <br /> The NEC imposes high levels of management discipline on the client, project managers, designers and contractors. For example, on compensation events (covering what other contracts define as claims for loss and expense, and extensions of time), contractors are subject to time constraints governing when they must issue notifications to the client, while responses are also subject to specific time limits.<br /> <br /> Such change management processes, if employed on projects using conventional paper-based communications, can generate large volumes of paperwork and absorb considerable amounts of management time – particularly if it is difficult to associate processes (eg: an early warning notice) with particular items of works information (eg: drawings).<br /> <br /> == Electronic change management ==<br /> <br /> Web-based collaboration platforms are increasingly widely used to manage drawings, documents and numerous other types of file quickly, easily and – above all – securely by authorised members of the project team. There are two NEC-approved platforms (Conject is one of these ), as well as rival Software-as-a-Service systems, and most work in broadly similar ways.<br /> <br /> The platforms are configured to electronically manage common industry processes (such as transmittals, requests for information (RFIs), instructions, change orders, etc) that used to be undertaken using paper-based forms. These processes have now been extended to cover NEC workflows that, when applied in a logical sequence, help teams to follow the correct process procedures and make use of the NEC easier.<br /> <br /> Workflow is defined as: “The automation of a business process, in whole or part, during which documents, information or tasks are passed from one participant to another for action, according to a set of procedural rules.”<br /> <br /> For example, since mid-2005, these NEC workflows have been implemented by Conject consultants on 100's of projects using NEC3, helping clients and their contractors and consultants to manage change using forms, terminology and timescales that they all found consistent, efficient, flexible and familiar. And it is not a “one-size-fits-all” solution: the technology also supports different variations of the contract, including the NEC engineering and construction contract (ECC), the engineering and construction short contract (ECSC), the term service contract (TSC), the framework contract (FC) and bespoke versions of the contract specific to particular organisations. In addition, Conject is unique in that its NEC3 Contract Manager software includes business intelligence functionality which provides real-time reporting on the status and consequence of change from a package, project or programme perspective.<br /> <br /> Systems also provides a powerful tool to manage the quality of information. For instance, the initial quality of ‘works information’ is a strong determinant of the number of early warning notices needed. Seamless integration between drawing management and the NEC workflows allows a user to raise an early warning notice from within the works information – saving time and putting the notice exactly into context. The Conject system includes official licensed content such as glossaries, workflow diagrams and flow charts which can help the software users to improve their understanding of NEC activities.<br /> <br /> == Potential benefits of electronic NEC change management: ==<br /> *improved compliance against contractual obligations<br /> *reduced paperwork - leading to significant management time savings<br /> *a more consistent interface make referencing the contract easier<br /> *ensure full and complete information is provided when using the contract<br /> *better real-time management and control of information flows<br /> *improved integration of processes and project data<br /> *greater transparency and real-time cross-project visibility to process participants<br /> *more complete reporting and performance data<br /> *provide a single source of reference for all NEC data<br /> *full audit trail of all contract-related communications<br /> *notifications should emergency situations occur<br /> <br /> [[Category:CIOB_competition]]<br /> [[Category:Construction]]<br /> [[Category:Contracts_/_payment]]<br /> [[Category:Construction_management]]<br /> [[Category:Project_activities]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/NEC_contract_change_management_systems 2013-05-03T16:20:31Z

<p>Eepaul: </p> <hr /> <div><br /> New Engineering Contract (NEC, NEC3)<br /> <br /> Many different contracts are implemented to guide and protect the day-to-day working relationships of organisations on engineering and construction projects and FM engagements. A large project or programme may involve 100's of separate contracts covering upstream and downstream relationships. Recommended by the National Audit Office, endorsed by the Office of Government Commerce, required on NHS Procure21 projects and on schemes for the 2012 Olympic Games, the New Engineering Contract (NEC), and NEC3 (third edition) in particular, has become increasingly widely used on UK construction projects. However, it challenges teams to meet strict time constraints for agreeing changes under the contract, and such change management may need to be shared with authorised participants across a multi-company, multi-disciplinary, geographically dispersed project team. Electronic change management systems can help.<br /> <br /> New Engineering Contract (NEC): background<br /> <br /> The first edition of the New Engineering Contract (NEC; also known sometimes as the Engineering and Construction Contract, ECC) was published in 1993, with the second edition following in 1995, and a third (NEC3) in May 2005.<br /> <br /> Since the mid-1990s, partly stimulated by the drive towards more collaborative approaches to working following the 1994 Latham Report, the NEC has been widely employed on UK construction projects. It appeals particularly to clients and their project teams wanting to adopt a non-confrontational approach, with heavy emphasis on ongoing and effective management of change, to avoid claims and disputes.<br /> <br /> The contract has been recommended by the National Audit Office (Improving Public Services through Better Construction, March 2005) and endorsed by the Office of Government Commerce. Many contracts for major projects and programmes are now therefore procured using the NEC. For example, all NHS Procure21 projects must use the NEC, and, following London’s successful bid to host the 2012 Olympic Games, the Olympic Delivery Authority announced that it would be using the NEC3 for all design and construction works.<br /> <br /> NEC change challenges<br /> <br /> The NEC imposes high levels of management discipline on the client, project managers, designers and contractors. For example, on compensation events (covering what other contracts define as claims for loss and expense, and extensions of time), contractors are subject to time constraints governing when they must issue notifications to the client, while responses are also subject to specific time limits.<br /> <br /> Such change management processes, if employed on projects using conventional paper-based communications, can generate large volumes of paperwork and absorb considerable amounts of management time – particularly if it is difficult to associate processes (eg: an early warning notice) with particular items of works information (eg: drawings).<br /> <br /> Electronic change management<br /> <br /> Web-based collaboration platforms are increasingly widely used to manage drawings, documents and numerous other types of file quickly, easily and – above all – securely by authorised members of the project team. There are two NEC-approved platforms (Conject is one of these ), as well as rival Software-as-a-Service systems, and most work in broadly similar ways.<br /> <br /> The platforms are configured to electronically manage common industry processes (such as transmittals, requests for information (RFIs), instructions, change orders, etc) that used to be undertaken using paper-based forms. These processes have now been extended to cover NEC workflows that, when applied in a logical sequence, help teams to follow the correct process procedures and make use of the NEC easier.<br /> <br /> Workflow is defined as: “The automation of a business process, in whole or part, during which documents, information or tasks are passed from one participant to another for action, according to a set of procedural rules.”<br /> <br /> For example, since mid-2005, these NEC workflows have been implemented by Conject consultants on 100's of projects using NEC3, helping clients and their contractors and consultants to manage change using forms, terminology and timescales that they all found consistent, efficient, flexible and familiar. And it is not a “one-size-fits-all” solution: the technology also supports different variations of the contract, including the NEC engineering and construction contract (ECC), the engineering and construction short contract (ECSC), the term service contract (TSC), the framework contract (FC) and bespoke versions of the contract specific to particular organisations. In addition, Conject is unique in that its NEC3 Contract Manager software includes business intelligence functionality which provides real-time reporting on the status and consequence of change from a package, project or programme perspective.<br /> <br /> Systems also provides a powerful tool to manage the quality of information. For instance, the initial quality of ‘works information’ is a strong determinant of the number of early warning notices needed. Seamless integration between drawing management and the NEC workflows allows a user to raise an early warning notice from within the works information – saving time and putting the notice exactly into context. The Conject system includes official licensed content such as glossaries, workflow diagrams and flow charts which can help the software users to improve their understanding of NEC activities.<br /> <br /> Potential benefits of electronic NEC change management:<br /> *improved compliance against contractual obligations<br /> *reduced paperwork - leading to significant management time savings<br /> *a more consistent interface make referencing the contract easier<br /> *ensure full and complete information is provided when using the contract<br /> *better real-time management and control of information flows<br /> *improved integration of processes and project data<br /> *greater transparency and real-time cross-project visibility to process participants<br /> *more complete reporting and performance data<br /> *provide a single source of reference for all NEC data<br /> *full audit trail of all contract-related communications<br /> *notifications should emergency situations occur<br /> <br /> [[Category:CIOB_competition]]<br /> [[Category:Construction]]<br /> [[Category:Contracts_/_payment]]<br /> [[Category:Construction_management]]<br /> [[Category:Project_activities]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User_talk:MichaeBull 2013-05-03T16:17:22Z

<p>Eepaul: moved User talk:MichaeBull to NEC contract change management systems: Title wrongly given as USER TALK:MICHAEBULL</p> <hr /> <div>#REDIRECT [[NEC contract change management systems]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/NEC_contract_change_management_systems 2013-05-03T16:17:22Z

<p>Eepaul: moved User talk:MichaeBull to NEC contract change management systems: Title wrongly given as USER TALK:MICHAEBULL</p> <hr /> <div><br /> New Engineering Contract (NEC, NEC3)<br /> <br /> Many different contracts are implemented to guide and protect the day-to-day working relationships of organisations on engineering and construction projects and FM engagements. A large project or programme may involve 100's of separate contracts covering upstream and downstream relationships. Recommended by the National Audit Office, endorsed by the Office of Government Commerce, required on NHS Procure21 projects and on schemes for the 2012 Olympic Games, the New Engineering Contract (NEC), and NEC3 (third edition) in particular, has become increasingly widely used on UK construction projects. However, it challenges teams to meet strict time constraints for agreeing changes under the contract, and such change management may need to be shared with authorised participants across a multi-company, multi-disciplinary, geographically dispersed project team. Electronic change management systems can help.<br /> <br /> New Engineering Contract (NEC): background<br /> <br /> The first edition of the New Engineering Contract (NEC; also known sometimes as the Engineering and Construction Contract, ECC) was published in 1993, with the second edition following in 1995, and a third (NEC3) in May 2005.<br /> <br /> Since the mid-1990s, partly stimulated by the drive towards more collaborative approaches to working following the 1994 Latham Report, the NEC has been widely employed on UK construction projects. It appeals particularly to clients and their project teams wanting to adopt a non-confrontational approach, with heavy emphasis on ongoing and effective management of change, to avoid claims and disputes.<br /> <br /> The contract has been recommended by the National Audit Office (Improving Public Services through Better Construction, March 2005) and endorsed by the Office of Government Commerce. Many contracts for major projects and programmes are now therefore procured using the NEC. For example, all NHS Procure21 projects must use the NEC, and, following London’s successful bid to host the 2012 Olympic Games, the Olympic Delivery Authority announced that it would be using the NEC3 for all design and construction works.<br /> <br /> NEC change challenges<br /> <br /> The NEC imposes high levels of management discipline on the client, project managers, designers and contractors. For example, on compensation events (covering what other contracts define as claims for loss and expense, and extensions of time), contractors are subject to time constraints governing when they must issue notifications to the client, while responses are also subject to specific time limits.<br /> <br /> Such change management processes, if employed on projects using conventional paper-based communications, can generate large volumes of paperwork and absorb considerable amounts of management time – particularly if it is difficult to associate processes (eg: an early warning notice) with particular items of works information (eg: drawings).<br /> <br /> Electronic change management<br /> <br /> Web-based collaboration platforms are increasingly widely used to manage drawings, documents and numerous other types of file quickly, easily and – above all – securely by authorised members of the project team. There are two NEC-approved platforms (Conject is one of these ), as well as rival Software-as-a-Service systems, and most work in broadly similar ways.<br /> <br /> The platforms are configured to electronically manage common industry processes (such as transmittals, requests for information (RFIs), instructions, change orders, etc) that used to be undertaken using paper-based forms. These processes have now been extended to cover NEC workflows that, when applied in a logical sequence, help teams to follow the correct process procedures and make use of the NEC easier.<br /> <br /> Workflow is defined as: “The automation of a business process, in whole or part, during which documents, information or tasks are passed from one participant to another for action, according to a set of procedural rules.”<br /> <br /> For example, since mid-2005, these NEC workflows have been implemented by Conject consultants on 100's of projects using NEC3, helping clients and their contractors and consultants to manage change using forms, terminology and timescales that they all found consistent, efficient, flexible and familiar. And it is not a “one-size-fits-all” solution: the technology also supports different variations of the contract, including the NEC engineering and construction contract (ECC), the engineering and construction short contract (ECSC), the term service contract (TSC), the framework contract (FC) and bespoke versions of the contract specific to particular organisations. In addition, Conject is unique in that its NEC3 Contract Manager software includes business intelligence functionality which provides real-time reporting on the status and consequence of change from a package, project or programme perspective.<br /> <br /> Systems also provides a powerful tool to manage the quality of information. For instance, the initial quality of ‘works information’ is a strong determinant of the number of early warning notices needed. Seamless integration between drawing management and the NEC workflows allows a user to raise an early warning notice from within the works information – saving time and putting the notice exactly into context. The Conject system includes official licensed content such as glossaries, workflow diagrams and flow charts which can help the software users to improve their understanding of NEC activities.<br /> <br /> Potential benefits of electronic NEC change management:<br /> *improved compliance against contractual obligations<br /> *reduced paperwork - leading to significant management time savings<br /> *a more consistent interface make referencing the contract easier<br /> *ensure full and complete information is provided when using the contract<br /> *better real-time management and control of information flows<br /> *improved integration of processes and project data<br /> *greater transparency and real-time cross-project visibility to process participants<br /> *more complete reporting and performance data<br /> *provide a single source of reference for all NEC data<br /> *full audit trail of all contract-related communications<br /> *notifications should emergency situations occur</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Collaborative_practices_for_building_design_and_construction 2013-04-09T15:28:13Z

<p>Eepaul: </p> <hr /> <div><br /> = Introduction =<br /> <br /> In 1994 the Latham Report (Constructing the Team) investigated the perceived problems with the construction industry describing it as ‘ineffective’, ‘adversarial’, ‘fragmented’ and ‘incapable of delivering for its customers’, proposing that there should be greater partnering and teamwork.<br /> <br /> This message was reinforced by the Egan Report in 1998; Rethinking Construction and the Government Construction Strategy in 2011, which made a similar, somewhat damning assessment of the industry, suggesting amongst many criticisms that:<br /> *the UK does not get full value from public sector construction<br /> *there is broad consensus, spread both across the industry and its customers, that construction under-performs<br /> *(there are) poor and inconsistent procurement practices… leading to waste and inefficiency…..<br /> *(there are) low levels of standardisation, and fragmentation of the public sector client base.<br /> <br /> = The importance of collaboration =<br /> <br /> Establishing collaborative practices is of particular importance on building design and construction projects, as they are likely to involve bringing together large number of diverse disciplines, many of whom will not have worked together before. They are also likely to involve the co-ordination and integration of a great deal of complex information. Failure to establish clear and efficient project-wide procedures and collaborative practices can be disastrous.<br /> <br /> This has become increasingly true as project structures have evolved from straight-forward client - consultant - contractor relationships to more integrated structures with complex financing arrangements, early engagement of the supply chain and the introduction of sub-contractor and supplier design.<br /> <br /> The increasing adoption of building information modelling (BIM) is likely to accelerate this trend.<br /> <br /> = Working practices =<br /> <br /> == Procurement ==<br /> <br /> It is important to establish the broad principles of collaborative practice as early as possible in a project, even if some specific details are left unresolved until later stages.<br /> <br /> A decision to adopt a collaborative approach to a project should be taken at the outset by the client (perhaps with advice from independent client advisers) so that a requirement to adopt appropriate procedures can be included in appointment documents and can be a consideration in the selection of procurement route, form of contract and preparation of tender documentation. The implementation of collaborative practices should then be discussed in detail during consultant team start-up meetings, specialist contractor start-up meetings and pre-contract meetings.<br /> <br /> The Government Construction Strategy recommends that public projects adopt design and build, private finance initiative or prime-type contract procurement routes, as these are considered to be more collaborative. They also suggest adoption of the NEC3 form of contract which they believe encourages collaboration more effectively than some other more traditional contracts which can be seen as adversarial.<br /> <br /> Other forms of collaborative procurement include partnering (sometimes referred to as alliancing), which is a broad term used to describe a management approach that encourages openness and trust between the parties to a contract. The parties become dependant on one another for success and this requires a change in culture, attitude and procedures throughout the supply chain. It is most commonly used on large, long-term or high risk contracts. Where a partnering relationship is for a specific project, it is known as ‘project partnering’. Where it is a multi-project relationship it is known as ‘strategic partnering’.<br /> <br /> Partnering contracts are often arranged on a cost-reimbursable, target-cost, open-book basis including both incentives, and penalties. Partnering agreements include the project partnering contract [http://www.ppc2000.co.uk/ppc2000_benefits.html PPC2000], the term partnering contract [http://www.ppc2000.co.uk/tpc2005.htm TPC2005], the NEC partnering agreement and the [http://www.ice.org.uk/Information-resources/Document-Library/Partnering-Addendum ICE Partnering Addendum]. See partnering form more information.<br /> <br /> == Organisation ==<br /> <br /> Organisational working practices that encourage collaboration might include:<br /> *Clear lines of communication and authority.<br /> *Protocols for the preparation and dissemination of information.<br /> *Co-location of team members.<br /> *Financial motivation (such as tying the consultant team and the contractor into a common target cost for which there is joint 'pain or gain').<br /> *Rewarding initiative. This can be particularly important for members of the client team, whose careers are likely to be assessed solely on the basis of their 'normal' activities, rather than their involvement in a project. Recognising the work they put into a project and rewarding them for this is important if they are to remain committed.<br /> *Regular workshops and team meetings.<br /> *Problem resolution procedures, which should be based on solutions not blame.<br /> *Procedures to ensure continuous improvement. This might require continual benchmarking, target setting, assessment, feeding back and adaptation.<br /> *Early warning procedures (see compensation events for more information).<br /> *Social activities.<br /> <br /> == Roles and responsibilities ==<br /> <br /> Clarity of responsibility and co-ordination can be improved by the appointment of:<br /> *A project sponsor or client representative.<br /> *Client champions for different aspects of the project.<br /> *A project manager.<br /> *A lead consultant.<br /> *A lead designer.<br /> *A design co-ordinator (for the co-ordination and integration of design prepared by specialist contractors).<br /> *A computer aided design (CAD) or building information modelling (BIM) information manager.<br /> <br /> In addition, the appointment of a construction manager or management contractor (or early appointment of a design and build contractor under a two-stage tender) can result in better integration of design and construction, as can the early involvement of specialist contractors or suppliers.This may have an impact on the fee profile for a project which will be more likely to be ‘front-loaded’, but should result in fewer problems as the project progresses.<br /> <br /> NB the Government Construction Strategy proposes that public projects should adopt a fully integrated approach to project organisation - see integrated project team and integrated supply team.<br /> <br /> = Information management =<br /> <br /> Ensuring that consultants sign up to the use of compatible systems and adopt agreed document and drawing standards will help facilitate collaboration.<br /> <br /> Systems might include:<br /> *CAD.<br /> *Specialist modelling tools such as building information modelling (BIM).<br /> *Common document management systems.<br /> *Common E document management systems (these can be in-house, or externally hosted, ie. a project extranet)<br /> <br /> A consistent approach to computer aided design (CAD), both the CAD system, version, drawing standards and file formats are very important for design projects and will avoid duplicated effort and errors. Drawing standards are particularly important and might include:<br /> *Layering standards.<br /> *Zoning strategy.<br /> *Grid strategy.<br /> *Origin and orientation.<br /> *Naming protocols.<br /> *Agreed standards for dimensions, abbreviations and symbols.<br /> *Standard templates (for example drawing titles).<br /> *Standard page sizes and scales.<br /> *Distribution protocols.<br /> *Change control procedures.<br /> <br /> See [http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030163398 BS1192:2007]: Collaborative production of architectural, engineering and construction information. Code of practice.<br /> <br /> Standardisation procedures also apply to the production of other forms of project documentation. The creation of a document matrix outlining key documents that will be required in the development of the project, their format and distribution can be beneficial (see [http://www.cpic.org.uk/en/publications/index.cfm/production-info CPIC Code of Practice for Production Information]).<br /> <br /> Establishing a common data environment (CDE), within which the creation of information such as drawings can be shared between the consultant team can improve efficiency, avoid duplication and enhance co-ordination.<br /> <br /> A common data environment requires:<br /> *Systems for describing information.<br /> *Checking and approval procedures.<br /> *Version, revision and status control.<br /> *Folder structures.<br /> *Methods of exchange.<br /> *Storage and archiving procedures.<br /> <br /> = Building information modelling (BIM) =<br /> <br /> Building Information Modelling (BIM) is seen increasingly as a means of facilitating collaborative working. BIM is a very broad term that describes the the process of creating a digital model of a building.<br /> <br /> The range of levels of this type of modelling are categorised as:<br /> *Level 0: Unmanaged CAD.<br /> *Level 1: Managed CAD in 2D or 3D.<br /> *Level 2: Managed 3D environment with data attached, but created in separate discipline models.<br /> *Level 3: Single, collaborative, online, project model with construction sequencing, cost and lifecycle management information.<br /> <br /> In the UK, the Government Construction Strategy states that the '...Government will require fully collaborative 3D BIM (with all project and asset information, documentation and data being electronic) as a minimum by 2016'. This represents a requirement for Level 2 BIM on public projects.<br /> <br /> BIM allows buildings to be conceived collaboratively and tested virtually, before they are built and operated for real. This should reduce the problems that are encountered in construction and occupation. It should also give the entire project team access to better, more comprehensive and more co-ordinated information, reducing significantly the need for RFI's (requests for information) and the duplication of information.<br /> <br /> The collaborative nature of BIM means that it is most effective when a procurement route is adopted that itself facilitates collaboration; such as the early involvement of suppliers and contractors.<br /> <br /> The move to a more collaborative way of working, and the adoption of BIM can require a significant change in culture. It can be useful to appoint a BIM champion to ensure the successful integration of BIM into the entire project team from the outset. This can also be true for individual companies, where a BIM champion can help encourage and facilitate the adoption of BIM.<br /> <br /> A BIM protocol should be adopted, such as [http://aecuk.wordpress.com/2012/09/07/aec-uk-bim-protocols-v2-0-now-available/ AEC BIM protocol] or CIC BIM protocol and a BIM Execution Plan should be prepared. A BIM Execution Plan might include procedures for:<br /> *Project description.<br /> *Objectives and deliverables.<br /> *Roles, responsibilities and stakeholders.<br /> *Standards.<br /> *Software.<br /> *Exchange formats, frequency and procedures.<br /> *Origins and orientation.<br /> *Data segregation.<br /> *Authorisation and approval procedures.<br /> *Meeting and review schedules.<br /> <br /> See BIM for more information.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki: ===<br /> *Appointment.<br /> *Building information modelling (BIM).<br /> *Change control procedures.<br /> *Consultant team.<br /> *Consultant team start-up meeting.<br /> *Designers.<br /> *Document control.<br /> *Egan Report.<br /> *Framework agreement.<br /> *Government Construction Strategy.<br /> *Integrated project team.<br /> *Integrated supply team.<br /> *Latham Report.<br /> *NEC3.<br /> *Partnering.<br /> *Pre-contract meeting.<br /> *Procurement route.<br /> *Specialist contractor start-up meeting.<br /> <br /> === External references ===<br /> *[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/category_sourcing_strategy_collaborative_strategy.asp OGC: Collaborative practices.]<br /> *[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/efficiency_collaborative_procurement_documents.asp OGC: Collaborative Procurement Documents.]<br /> *[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf OGC - Achieving Excellence in Construction Procurement Guide: The integrated project team, team work and partnering.]<br /> *[https://consultations.rics.org/consult.ti/managingthedesigndelivery/viewCompoundDoc?docid=738548&amp;sessionid=&amp;voteid=&amp;partId=738548 RICS Guidance Note Managing the design delivery: A guide to best practice, RICS 2008.]<br /> *[http://www.cwcltd.biz/index.aspx The Collaborative Working Centre.]<br /> *[http://www.cpic.org.uk/en/publications/index.cfm/production-info CPIC Code of Practice for Production Information.]<br /> *[http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030163398 BS1192:2007] Collaborative production of architectural, engineering and construction information: Code of practice.<br /> <br /> [[Category:Construction_techniques]]<br /> [[Category:Design]]<br /> [[Category:Theory]]<br /> [[Category:Appointments]]<br /> [[Category:Procurement]]<br /> [[Category:Public_procedures]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/COBie 2013-02-20T09:19:06Z

<p>Eepaul: </p> <hr /> <div><br /> To help develop this article, click 'EDIT' above and start typing.<br /> <br /> ----<br /> <br /> '''Construction Operations Building Information Exchange''' ('''COBie''') is a spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling. It is closely associated with building information modelling (BIM) approaches to design, construction and management of built assets, and was devised by William East of the United States Army Corps of Engineers, who authored a pilot standard in June 2007.&lt;sup class=&quot;reference&quot; id=&quot;cite_ref-east2007_1-0&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-East2007-1 [1]]&lt;/sup&gt;<br /> <br /> COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service.&lt;sup class=&quot;reference&quot; id=&quot;cite_ref-nibse-news_2-0&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-NIBSe-news-2 [2]]&lt;/sup&gt;<br /> <br /> In June 2011 the UK government published its BIM Strategy. This report announced the Government's intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The software and data requirements for this detailed in the report are Construction Operations Building Information Exchange (COBie).<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki ===<br /> *Building Information Modelling.<br /> *Collaborative practices.<br /> *Computer Aided Design.<br /> *Design liability<br /> *Government Construction Strategy.<br /> *Soft landings.<br /> <br /> === External references ===<br /> <br /> 1. [http://en.wikipedia.org/wiki/COBie#cite_ref-East2007_1-0 ^] East, William. [http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA491932 &quot;Construction Operation Building Information Exchange&quot;]. USACE ERDC.&lt;br/&gt;<br /> &lt;div&gt;2. [http://en.wikipedia.org/wiki/COBie#cite_ref-NIBSe-news_2-0 ^] East, William. [http://www.nibs.org/page/0612_COE_COBie/ &quot;Corps of Engineers Pilots COBie&quot;]. Building Sciences Monthly e-Newsletter. NIBS.&lt;/div&gt;&lt;div&gt;*[http://www.bimtaskgroup.org/cobie-uk-2012/ COBie UK 2012]. (Construction Operations Building Information Exchange)<br /> *[http://www.bimtaskgroup.org/ BIM Task Group].<br /> *[http://www.bimtaskgroup.org/bim-faqs/ BIM Task Group FAQ's].<br /> *[http://www.cabinetoffice.gov.uk/resource-library/government-construction-strategy Government Construction Strategy].<br /> <br /> --[[User:Eepaul|Eepaul]] 09:19, 20 February 2013 (UTC)&lt;br/&gt;<br /> &lt;/div&gt;<br /> <br /> [[Category:Construction_management]]<br /> [[Category:Products_/_components]]<br /> [[Category:Design]]<br /> [[Category:Appointments]]<br /> [[Category:Procurement]]<br /> [[Category:Public_procedures]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Chief_construction_adviser 2013-02-20T09:17:28Z

<p>Eepaul: </p> <hr /> <div><br /> The role of '''Chief Construction Adviser''' is a UK Civil Service appointment. It was created by ministers in 2009 to provide cross-departmental coordination and leadership on UK construction industry policy.<br /> <br /> == History ==<br /> <br /> The &quot;creation of a post of Chief Construction Officer&quot; was recommended by the House of Commons of the United Kingdom Business and Enterprise Select Committee in July 2008.&lt;sup class=&quot;reference&quot; id=&quot;cite_ref-1&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-1 [1]]&lt;/sup&gt; The UK government directly or indirectly provides around 40% of the construction industry's workload so its influence as a client is significant.<br /> <br /> Now referred to as the 'Chief Construction Adviser', the role includes chairing the Government Construction Board, responsible for overseeing the Government Construction Strategy.<br /> <br /> The strategy<br /> &lt;blockquote&gt;…''calls for a profound change in the relationship between public authorities and the construction industry to ensure the Government consistently gets a good deal and the country gets the social and economic infrastructure it needs for the long-term……''&lt;/blockquote&gt;<br /> Paul Morrell was the first person appointed to this pan-departmental role in November 2009; the role was initially for two years, and Morrell was re-appointed for a further one-year term in October 2011.&lt;sup class=&quot;reference&quot; id=&quot;cite_ref-2&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-2 [2]] &lt;/sup&gt;Morrell focussed on the use of government purchase power and benchmarking to drive down tender prices and on the roll out of Building Information Modelling for public projects.<br /> <br /> In July 2012, the name of Morrell's successor, Peter Hansford, was announced.&lt;sup class=&quot;reference&quot; id=&quot;cite_ref-bisnews_3-0&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-BISnews-3 [3]]&lt;/sup&gt; Hansford took up the role on 1 December 2012.<br /> <br /> = Find out more =<br /> <br /> === Related articles on Designing Buildings Wiki ===<br /> *Building Information Modelling.<br /> *Common Minimum Standards.<br /> *Government Construction Strategy.<br /> *OGC.<br /> *Major Projects Authority.<br /> *Public procurement.<br /> <br /> === External references ===<br /> &lt;div&gt;<br /> 1. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-1 ^] [http://www.publications.parliament.uk/pa/cm200708/cmselect/cmberr/127/127i.pdf Construction Matters, Ninth Report of Session 2007–08].<br /> <br /> 2. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-2 ^] [http://www.sourceuk.net/article/14/14181/paul_morrell_has_been_reappointed_as_the_governments_chief_construction_adviser_by_business_minister_mark_prisk.html Paul Morrell has been re-appointed as the Government’s chief construction adviser by Business Minister Mark Prisk].<br /> <br /> 3. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-BISnews_3-0 ^] Department for Business, Innovation and Skills. [http://www.wired-gov.net/wg/wg-news-1.nsf/0/F72D6392EA0FC12080257A4B00423D61?OpenDocument &quot;Government names new Chief Construction Adviser&quot;]. Wiredgov.net.<br /> *[https://update.cabinetoffice.gov.uk/sites/default/files/resources/Govenment-Construction-One-Year-On-Report.pdf Government Construction Strategy: One Year On Report and Action Plan Update].<br /> &lt;/div&gt;<br /> --[[User:Eepaul|Eepaul]] 09:17, 20 February 2013 (UTC)<br /> <br /> [[Category:Construction_management]]<br /> [[Category:Roles_/_services]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-02-20T09:01:01Z

<p>Eepaul: </p> <hr /> <div><br /> My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:&lt;br/&gt;<br /> *a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> *a world authority on SaaS-based construction collaboration technologies<br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies, and I blog a lot!<br /> <br /> &lt;br/&gt;<br /> *website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> *PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]&lt;br/&gt;<br /> *tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]<br /> <br /> [[File:PwcomcoukLtd-big.jpg|link=http://www.pwcom.co.uk]]&lt;br/&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/File:PwcomcoukLtd-big.jpg 2013-02-20T08:59:39Z

<p>Eepaul: pwcom.co.uk Ltd logo</p> <hr /> <div>pwcom.co.uk Ltd logo</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Architectural_ironmongery 2013-02-12T11:46:26Z

<p>Eepaul: </p> <hr /> <div><br /> '''Architectural ironmongery''' covers the manufacture and wholesale distribution of items made from iron, steel, aluminium, brass or other metals, as well as plastics, for use in all types of buildings. Such items, sometimes also described as '''architectural hardware''', include door handles, locks, door closers, hinges (door furniture), window fittings, handrails and balusters.<br /> <br /> History<br /> <br /> Use of ironware in buildings has a long tradition, with local blacksmiths producing items for use in houses, churches and other buildings. During the Industrial Revolution, mass production of ironmongery became more widespread, though businesses often remained regionally focused. For example, in the UK, Laidlaw was founded in Manchester in 1876, Derby-based Bennetts Ironmongery can trace its history back to 1734 William Tonks &amp; Sons was established in Leeds in 1789; and Quiggins served the Victorian era Liverpool market. The West Midlands region saw several well-known businesses established: Parker Winder &amp; Achurch started in Birmingham in 1836, J Legge in Willenhall in 1881, and William Newton in Wolverhampton in 1750 (relocating to Birmingham in the 1820s).<br /> <br /> After the second world war, the industry began to consolidate. For instance, the Newton and Tonks businesses merged in 1970, acquired Legge in 1988 and Laidlaw in 1993, and were then taken over by Ingersoll Rand in 1997, and are today part of Ingersoll Rand Security Technologies.<br /> <br /> The Guild of Architectural Ironmongers was established in 1961 to promote standards in the business of architectural ironmongery. It manages an industry accreditation scheme, GuildMark, and runs an education programme, including a three-year diploma course and a Registered Architectural Ironmonger (RegAI) scheme.<br /> <br /> --[[User%3AEepaul|Eepaul]] 11:44, 12 February 2013 (UTC)<br /> <br /> [[Category:Construction]]<br /> [[Category:Products_/_components]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Architectural_ironmongery 2013-02-12T11:44:01Z

<p>Eepaul: </p> <hr /> <div><br /> '''Architectural ironmongery''' covers the manufacture and wholesale distribution of items made from iron, steel, aluminium, brass or other metals, as well as plastics, for use in all types of buildings. Such items, sometimes also described as '''architectural hardware''', include door handles, locks, door closers, hinges (door furniture), window fittings, handrails and balusters.<br /> <br /> History<br /> <br /> Use of ironware in buildings has a long tradition, with local blacksmiths producing items for use in houses, churches and other buildings. During the Industrial Revolution, mass production of ironmongery became more widespread, though businesses often remained regionally focused. For example, in the UK, Laidlaw was founded in Manchester in 1876, Derby-based Bennetts Ironmongery can trace its history back to 1734 William Tonks &amp; Sons was established in Leeds in 1789; and Quiggins served the Victorian era Liverpool market. The West Midlands region saw several well-known businesses established: Parker Winder &amp; Achurch started in Birmingham in 1836, J Legge in Willenhall in 1881, and William Newton in Wolverhampton in 1750 (relocating to Birmingham in the 1820s).<br /> <br /> After the second world war, the industry began to consolidate. For instance, the Newton and Tonks businesses merged in 1970, acquired Legge in 1988 and Laidlaw in 1993, and were then taken over by Ingersoll Rand in 1997, and are today part of Ingersoll Rand Security Technologies.<br /> <br /> The Guild of Architectural Ironmongers was established in 1961 to promote standards in the business of architectural ironmongery. It manages an industry accreditation scheme, GuildMark, and runs an education programme, including a three-year diploma course and a Registered Architectural Ironmonger (RegAI) scheme.<br /> <br /> --[[User:Eepaul|Eepaul]] 11:44, 12 February 2013 (UTC)</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Architectural_styles 2013-02-12T11:30:35Z

<p>Eepaul: </p> <hr /> <div><br /> Help develop this article. Just click on ‘EDIT’ above and start typing.<br /> <br /> = Shelter =<br /> <br /> Buildings first evolved from a need to satisfy the human needs of shelter, security, worship, and so on. The way that these needs were satisfied using the available materials, space and skills gave rise to a wide range of building techniques and styles.<br /> <br /> The origins of human-made shelters can be traced back over 40,000 years to the ice age and the Siberian Steppe, where remains have been found of simple shelters constructed from animal skins draped between sticks. It is likely that structures of this type were the first dwellings constructed by humans.<br /> <br /> These ‘tented’ structures thrived in regions where materials were scarce, or where survival required mobility; both conditions which tended to be brought about by low rainfall. Changing climates brought about a slow transition from nomadic tents to permanent huts and vice versa, and it was from the resultant process of intermediate modification that an enormous range of composite dwellings evolved.<br /> <br /> Some of these basic generic forms of [[Structural_engineer|structure]] are still used in remarkably un-changed forms throughout the world today, for example; the black tent, the mud brick hut and the yurt (a composite structure still in common use in Mongolia).<br /> <br /> It was through the maintenance and personalisation of these early structures, that decoration was introduced, and they became more than purely functional shelters. As cultures developed and knowledge was formalised, the process of building became a craft and vernacular “architecture” emerged.<br /> <br /> = Early civilisations =<br /> <br /> In many early civilisations, architecture not only provided shelter, but also reflected engagement with the divine or the supernatural, or was used to demonstrate the political power of the ruling elite.<br /> <br /> == Neolithic ==<br /> <br /> Neolithic “architecture” emerged between 10,000 and 2,000 BC and included not just housing for shelter, but also tombs, religious buildings, symbolic structures and monuments such as megaliths. Some of these structures were very elaborate. Building materials included; mud brick, skins, textiles, wattle and daub, stone and timber.<br /> <br /> == Mesopotamia ==<br /> <br /> The word Mesopotamia refers to the region of the Tigris–Euphrates river system. It encompasses a number of cultures from the 10th millennium BC to the 6th century BC. During this period, complex systems of urban planning were developed, along with building styles typified by the courtyard house and ziggurats, massive stepped pyramids built as part of temple complexes.<br /> <br /> == Africa ==<br /> <br /> Historically, African architecture has been very diverse, incorporating a great number of external influences. Building materials included; thatch, textiles, timber, mud, mud brick, rammed earth, and stone. Most notably, the Ancient Egyptians developed great architectural monuments, the most famous of which are the Great Pyramid and the Great Sphinx of Giza. Due to the scarcity of wood in ancient Egypt, buildings and monuments were constructed using sun-baked mud brick and stone.<br /> <br /> == Greek ==<br /> <br /> The Greeks developed civic, as well as religious ideals. Greek architecture, dating from about 900 BC to 1&lt;sup&gt;st&lt;/sup&gt; century AD was notable not just for temples, but for a diverse range of public buildings, ranging from open-air theatres and public squares to public monuments. Architectural design adopted highly formalised decorative and structural characteristics, with a clear evolution of architectural style through three defined orders; Doric, Ionic and Corinthian.<br /> <br /> == Roman ==<br /> <br /> Roman architecture, emerging around 300 BC, adopted some of the characteristics of ancient Greek architecture, with a similar emphasis on civic buildings. However Roman architecture developed important structural elements such as arches, vaulted ceilings and domes, and included extensive use of concrete. Roman architecture was renowned for its vast range of iconic building types, such as; temples, baths, villas, amphitheatres, palaces and circuses, as well as unprecedented civil engineering projects such as bridges, aqueducts and roads.<br /> <br /> == Byzantine ==<br /> <br /> Dating from around AD 330, when the Roman Emperor Constantine moved the Roman capital to Byzantium (later called Constantinople and now Istanbul), Byzantine architecture was a continuation of Roman architecture, but with influences from the Near East. Buildings increased in geometric complexity, the classical orders were used more freely and the Greek cross plan was adopted in church architecture which often included complex dome structures supported by massive piers.<br /> <br /> == Islamic ==<br /> <br /> Islamic architecture incorporated architectural forms from the ancient Middle East and Byzantium, but also developed features reflecting Islamic religious and societal characteristics. The widespread application of the ‘pointed’ arch went on to influence European architecture of the Medieval period.<br /> <br /> == Persian ==<br /> <br /> Persian architecture (found in the Iranian cultural continent) adopted complex vault and dome construction and developed a symbolic geometry typified by the high arched portal. Designs were often based on pure forms and symmetrical layouts with extensive decoration.<br /> <br /> == Indian ==<br /> <br /> Indian architecture was very diverse, reflecting the complex history of the region. Known for its temples, palaces, forts and iconic Indian rock-cut architecture, its styles included pronounced Buddhist, Islamic and European influences.<br /> <br /> == Eastern Asian ==<br /> <br /> Eastern Asian architecture encompassed the architecture of China, Korea and Japan. It was typified by buildings in which the horizontal axis was emphasised, with wide, heavy platforms and large ‘floating’ roofs.<br /> <br /> == Pre-Columbian ==<br /> <br /> The pre-Columbian architecture of the American continent was renowned for its public and ceremonial buildings and for its monuments. The pyramids of Mesoamerica are the largest outside of Ancient Egypt, whilst Incan engineering was known for its terracing and stone masonry. In North America, cliff and earthen mound building was common, whilst tented structures provided shelter for more nomadic peoples.<br /> <br /> = Medieval architecture =<br /> <br /> The term medieval refers to the middle ages, the period in European history from the date of the deposition of the last Roman emperor in 476 AD to around 1500 AD.<br /> <br /> == Pre-romanesque ==<br /> <br /> Pre-romanesque architecture emerged in the late 8&lt;sup&gt;th&lt;/sup&gt; century and continued until the emergence of Romanesque in the 11&lt;sup&gt;th&lt;/sup&gt; century. It represents a long period of change that encompassed a vast range of architectural styles. It was typified by the combination of classical Mediterranean, Christian and Germanic architecture into innovative new forms, such as can be seen in Frankish monasteries and palaces.<br /> <br /> == Romanesque ==<br /> <br /> Romanesque architecture was found in medieval Europe between the 10th and 12th centuries (although some would argue that it emerged earlier than this). It adopted some of the features of Roman and Byzantine architectural forms and materials, characterized by thick walls, round arches, vaults and vast towers. It was a pan-European style, although it is often referred to as Norman in the UK.<br /> <br /> == Gothic ==<br /> <br /> Gothic architecture emerged in the 11th and 12th centuries in Europe. It was characterised by an emphasis on the vertical, with increasingly tall buildings, featuring almost impossibly thin stone structures, pointed arches and ribbed stone vaults, interspersed with expanses of glass, and supported by external flying buttresses.<br /> <br /> = Renaissance architecture =<br /> <br /> Renaissance architecture emerged in Europe, in the 14&lt;sup&gt;th&lt;/sup&gt; and 15&lt;sup&gt;th&lt;/sup&gt; centuries, where there was a revival of interest in the classical antiquities and an emergence of new scientific understanding. It was noted for its clean lines, symmetry and proportion, reminiscent of the architecture ancient Rome, with the use of columns, pilasters and lintels, arches and domes. An understanding of perspective also led to more conscious composition of architectural form.<br /> <br /> Whilst there was no distinction between artist, architect and engineer, buildings were attributed to specific individuals. Renaissance architecture was developed first in Florence, by Filippo Brunelleschi, and was then rapidly adopted by others, notably; Alberti, Michelangelo, Palladio, and in the UK by Inigo Jones.<br /> <br /> = Baroque =<br /> <br /> Baroque architecture emerged in Italy in the late 16&lt;sup&gt;th&lt;/sup&gt; century. It was a more theatrical version of Renaissance architecture, with dramatic lighting and colour, illusory effects such as trompe l’oeil, and designs that played games with architectural features, sometimes leaving them incomplete. Its buildings typically include central towers, domes, portico or other central projections in the main façade. As Baroque architecture coincided with European colonialism, it is a style that can be seen throughout much of the world.<br /> <br /> = Rococo =<br /> <br /> Rococo was an extreme, decorative development of Baroque architecture that emerged in the 18&lt;sup&gt;th&lt;/sup&gt; century as a reaction against grandeur and symmetry. It was a more fluid and florid elaborate style, comprising ornate, asymmetric designs and pastel shades.<br /> <br /> = Palladian =<br /> <br /> Palladian architecture was inspired by the designs of the Venetian architect Andrea Palladio and his book, I Quattro Libri dell'Architettura (1570). Palladian architecture became popular during the mid-17th and 18&lt;sup&gt;th&lt;/sup&gt; centuries when I Quattro Libri dell'Architettura was translated by Giacomo Leoni, (1715), at the same time as a series of books reproducing the designs of Inigo Jones, an early follower of Palladio. Palladian designs were based on the symmetry and perspective of the temples of the Ancient Greeks and Romans. It was characterised by the use of pediments and symmetry, and proportions that were based on based on mathematics rather ornament. Palladian architecture is recognisable for its classical facades.<br /> <br /> = Neoclassical =<br /> <br /> Neoclassical architecture emerged in the mid 18&lt;sup&gt;th&lt;/sup&gt; century as a reaction to Rococo. Derived from Palladian architecture, it has references to classical Greek and Roman architecture. Unlike Rococo, neoclassical architecture has a flat, planar quality, emphasising the wall and the separation of elements. Notable examples of neoclassical architecture include the White House in Washington and the Bank of England in London.<br /> <br /> = Beaux-Arts =<br /> <br /> Beaux-Arts refers to the style taught first at the Académie royale d'architecture from 1671 –1793, and then from 1795 at the École des Beaux Arts in Paris. It was a heavily decorative style characterised by symmetry, flat roofs, arched windows and doors and classical details.<br /> <br /> = Early modern and industrial architecture =<br /> <br /> The emergence of the Industrial Revolution brought with it mass production. Aesthetics and ornament, once the province of expensive craftsmen, became affordable to the middle classes and so vernacular architecture became increasingly ornamental.<br /> <br /> At the same time, the widespread use of iron in industrial architecture led to the creation of larger and more austere buildings giving rise to the notion of ‘Dark satanic mills’. However, it also enabled the development of extraordinary new feats of engineering such as railways and railway stations and iconic buildings such as Paxton’s Crystal Palace (1851). The use of steel enabled the construction of skyscrapers, which first emerging in Chicago around 1890.<br /> <br /> See also: Nineteenth century architecture<br /> <br /> == '''Art Nouveau''' ==<br /> <br /> Art Nouveau was symptomatic of a struggle between the old and the new. Whilst it rejected some of the revivalist styles of the 19th century, it did adopt some of the elements of Rococo, with organic forms and applied art typified by Hector Guimard's Paris metro entrances. Notable exponents of art nouveau in architecture include Mackintosh and Gaudi.<br /> <br /> = Modern and contemporary architecture =<br /> <br /> At the turn of the 20th century, a general dissatisfaction with revivalist architecture and elaborate decoration gave rise Modern Architecture, characterised by the idea that ‘Form follows function’.<br /> <br /> As the complexity of buildings began to increase (in terms of structural systems, services and technology), building design became a multi-disciplinary undertaking, with specialist designers for different types and different aspects of buildings.<br /> <br /> == '''German work federation''' ==<br /> <br /> The Deutscher Werkbund (German Work Federation) was an association of architects, designers and industrialists founded in Munich in 1907. It attempted to integrate traditional crafts with the techniques of mass production to produce high quality machine-made objects. This is thought to represent the beginning of industrial design.<br /> <br /> == '''Bauhaus''' ==<br /> <br /> Founded by Walter Gropius in Germany in 1919, the Bauhaus school followed the lead of the Deutscher Werkbund and redefined architecture as the synthesis of art, craft, and technology. Bauhaus architecture is recognisable for its rejection of historical styles and its reduction of buildings to radically simplified forms, with rational, functional design.<br /> <br /> == '''Futurism''' ==<br /> <br /> Futurist architecture emerged in the early 20&lt;sup&gt;th&lt;/sup&gt; century in Italy. It was motivated by an anti-historicism and was characterised by long horizontal lines and streamlined forms suggesting speed, dynamism, movement and urgency. Futurism went out of fashion following WWII, but then re-emerged in a reinterpreted form with the advent of the space age and the publication of futuristic comic books.<br /> <br /> == '''Constructivism''' ==<br /> <br /> Constructivist architecture developed in Russia as part of a desire for a new aesthetic following the 1917 revolutions. It grew out of Russian Futurism and adopted advanced technology and materials such as concrete glass and steel to create severe geometric forms. It was widely adopted throughout Europe but fell out of fashion in the early 1930’s.<br /> <br /> == '''De Stijl''' ==<br /> <br /> De Stijl (The Style) was an art and design movement that developed in Netherlands, partly as a consequence of its isolation during WWI. It was recognisable for its use of strong geometric lines, bold primary colours and the articulation of distinct functional elements. It was adopted in art (notably by Mondrian), furniture and architecture. Whilst relatively little architecture was actually produced, the influence of buildings such as the Rietveld Schröder House (1924) can be seen in the work of architects such as Mies van der Rohe.<br /> <br /> == '''Expressionism''' ==<br /> <br /> Expressionism emerged in Northern Europe in the early 20th century in poetry and painting, where it attempted to distort reality to express subjective, emotional experience. It quickly spread through all of the arts and architecture. Expressionist architects used materials such as concrete and glass to create novel sculptural forms and massing, sometimes distorted and fragmented to express an emotional perspective.<br /> <br /> == '''Art deco''' ==<br /> <br /> Art Deco emerged in France in the 1920’s and quickly spread throughout the world. It was a glamorous, but eclectic movement that embraced modernism and traditionalism. It was characterised by the use of new materials, bold geometric form and a modern ‘machine age’ aesthetic, but at the same time it incorporated extensive and luxurious ornamentation.<br /> <br /> == '''International Style''' ==<br /> <br /> The international style became popular in the middle of the 20&lt;sup&gt;th&lt;/sup&gt; century. It was am ornament free, stark form of modernism, characterised by the repetition of units and the extensive use of glass. It is a style that is still in widespread use for tall buildings in cities around the world. It was epitomised by the Twin Towers of New York's World Trade Centre.<br /> <br /> == '''Brutalism''' ==<br /> <br /> Brutalist architecture is a counterpoint to the international style, using substantial materials such as exposed concrete, brick and stone and creating works with a massive, monumental quality. The term ‘brutalism’ is derived from ‘Béton brut’ (raw concrete) and was first used in architecture by Le Corbusier. Much criticised in the late 20&lt;sup&gt;th&lt;/sup&gt; century as being unwelcoming and inhuman, it has since re-emerged in modified forms such as structural expressionism (see High-Tech) and deconstructivism.<br /> <br /> == '''Post modernism ''' ==<br /> <br /> Post modernism emerged in the 1970’s as a reaction to modernism, which some people found too extreme and bleak because of its lack of ornamentation. Post modernism moved away from the ‘box’ and adopted stylistic references in ways that were often playful, or embodied symbolism and hidden meaning. Designs were characterised by clashing stylistic elements, sculptural forms and trompe l'oeil.<br /> <br /> == '''Neomodernism''' ==<br /> <br /> Neomodernism emerged in turn as a reaction to postmodernism and remains in widespread use. It tends to be functional and monolithic and is commonly used for the design of corporate offices.<br /> <br /> == '''Critical Regionalism''' ==<br /> <br /> Critical regionalism is a reaction to a ‘placelessness’ and lack of identity inherent in much modern architecture that has been exacerbated by the globalisation of culture, styles and brands. It does not simply ape vernacular architecture, but is a modern movement that returns to the original sources of design and considers local context.<br /> <br /> == '''Deconstructivism ''' ==<br /> <br /> Deconstructivism is a development of postmodern and brutalist architecture characterised by the manipulation and distortion of form, structure and skin to create non-rectilinear and dislocated shapes. Typified by the architecture of Zaha Hadid and Frank Gehry, deconstructivist buildings have a sense controlled chaos.<br /> <br /> == '''High-tech''' ==<br /> <br /> High-tech architecture (sometimes referred to as ‘late modernism’ or ‘structural expressionism’) emerged in the 1970s and incorporated new technologies into design. Referred to by Reyner Banham as 'serviced sheds', high-tech architecture is renowned for exposing functional elements such as skeletal structures and piped mechanical services. Practitioners include Norman Foster and Richard Rogers, whose renowned Pompidou Centre in Paris gives the appearance of being ‘inside out’.<br /> <br /> == '''Green''' ==<br /> <br /> Emerging from the energy crisis of the 1970’s and accelerated by an increasing awareness of the impact humans have on the planet, green architecture (sometimes referred to as sustainable or egological architecture) is a very broad term encompassing a wide range of styles that seek to minimise the negative impacts of the built environment, that is, they ‘touch the earth lightly’. It includes passive design measures (such as the use of thermal mass to store solar energy), active measures such as ground heat exchangers and solar panels, and consideration of the embodied energy, source and potential environmental impact of buildings materials.<br /> <br /> = Find out more =<br /> <br /> == Related articles on Designing Buildings Wiki ==<br /> *Architect.<br /> *Architecture.<br /> *Nineteenth century architecture.<br /> *The architectural profession.<br /> *The history of fabric structures.<br /> <br /> == External references ==<br /> *Wikipedia: [http://en.wikipedia.org/wiki/History_of_architecture History of Architecture].<br /> *Wikipedia: [http://en.wikipedia.org/wiki/Modern_architecture History of Modern Architecture].<br /> <br /> [[Category:History]]<br /> [[Category:Products_/_components]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Architectural_ironmongery 2013-02-08T18:57:24Z

<p>Eepaul: Created page with &quot; '''Architectural ironmongery''' covers the manufacture and wholesale distribution of items made from iron, steel, aluminium, brass or other metals, as well as plastics, for use ...&quot;</p> <hr /> <div><br /> '''Architectural ironmongery''' covers the manufacture and wholesale distribution of items made from iron, steel, aluminium, brass or other metals, as well as plastics, for use in all types of buildings. Such items, sometimes also described as '''architectural hardware''', include door handles, locks, door closers, hinges (door furniture), window fittings, handrails and balusters.<br /> <br /> History<br /> <br /> Use of ironware in buildings has a long tradition, with local blacksmiths producing items for use in houses, churches and other buildings. During the Industrial Revolution, mass production of ironmongery became more widespread, though businesses often remained regionally focused. For example, in the UK, Laidlaw was founded in Manchester in 1876, Derby-based Bennetts Ironmongery can trace its history back to 1734 William Tonks &amp; Sons was established in Leeds in 1789; and Quiggins served the Victorian era Liverpool market. The West Midlands region saw several well-known businesses established: Parker Winder &amp; Achurch started in Birmingham in 1836, J Legge in Willenhall in 1881, and William Newton in Wolverhampton in 1750 (relocating to Birmingham in the 1820s).<br /> <br /> After the second world war, the industry began to consolidate. For instance, the Newton and Tonks businesses merged in 1970, acquired Legge in 1988 and Laidlaw in 1993, and were then taken over by Ingersoll Rand in 1997, and are today part of Ingersoll Rand Security Technologies.<br /> <br /> The Guild of Architectural Ironmongers was established in 1961 to promote standards in the business of architectural ironmongery. It manages an industry accreditation scheme, GuildMark, and runs an education programme, including a three-year diploma course and a Registered Architectural Ironmonger (RegAI) scheme.</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-01-14T10:34:24Z

<p>Eepaul: </p> <hr /> <div><br /> My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:&lt;br/&gt;<br /> *a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> *a world authority on SaaS-based construction collaboration technologies<br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies, and I blog a lot!<br /> <br /> &lt;br/&gt;<br /> *website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> *PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]&lt;br/&gt;<br /> *tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]<br /> <br /> &lt;br/&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-01-14T10:33:26Z

<p>Eepaul: </p> <hr /> <div><br /> My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:*a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> *a world authority on SaaS-based construction collaboration technologies<br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies.<br /> <br /> &lt;br/&gt;<br /> *website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> *PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]&lt;br/&gt;<br /> *tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]<br /> <br /> &lt;br/&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/User:Eepaul 2013-01-14T10:32:09Z

<p>Eepaul: Created page with &quot; My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social...&quot;</p> <hr /> <div><br /> My name is Paul Wilkinson, and I run a company called pwcom.co.uk Limited<br /> <br /> pwcom.co.uk is a specialist consultancy, combining expertise in public relations, marketing and social media (Web 2.0) with over 25 years’ experience in the architecture, engineering, construction (AEC) and property sectors, including a decade focused on collaborative ICT applications. It is unique in offering both marketing communications expertise and technology consultancy services. I am:*a construction PR and marketing specialist with in-house and consultancy experience dating back to 1987<br /> *a leading advocate of the application of social media (Web 2.0) to help AEC businesses<br /> *a world authority on SaaS-based construction collaboration technologies<br /> *a regular speaker at academic institutions and industry events&lt;br/&gt;<br /> *an author - I have written numerous published articles, book chapters and a book about construction collaboration technologies.<br /> &lt;br/&gt;<br /> <br /> website: [http://www.pwcom.co.uk/ http://www.pwcom.co.uk]<br /> <br /> PR blog: [http://www.blog.pwcom.co.uk/ http://www.blog.pwcom.co.uk]<br /> <br /> &lt;div&gt;&lt;div&gt;tech blog: [http://www.extranetevolution.com/ http://www.extranetevolution.com]&lt;br/&gt;&lt;/div&gt;&lt;/div&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/COBie 2013-01-14T10:16:46Z

<p>Eepaul: </p> <hr /> <div><br /> '''Construction Operations Building Information Exchange''' ('''COBie''') is a spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling. It is closely associated with building information modelling (BIM) approaches to design, construction and management of built assets, and was devised by William East of the United States Army Corps of Engineers, who authored a pilot standard in June 2007.&lt;sup id=&quot;cite_ref-East2007_1-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-East2007-1 [1]]&lt;/sup&gt;<br /> <br /> COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service.&lt;sup id=&quot;cite_ref-NIBSe-news_2-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-NIBSe-news-2 [2]]&lt;/sup&gt;<br /> <br /> In June 2011 the UK government published its BIM Strategy. This report announced the Government's intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The software and data requirements for this detailed in the report are Construction Operations Building Information Exchange (COBie).<br /> <br /> References<br /> &lt;div&gt;1. [http://en.wikipedia.org/wiki/COBie#cite_ref-East2007_1-0 ^] East, E. William. [http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA491932 &quot;Construction Operation Building Information Exchange&quot;]. USACE ERDC.&lt;br/&gt;&lt;/div&gt;&lt;div&gt;2. [http://en.wikipedia.org/wiki/COBie#cite_ref-NIBSe-news_2-0 ^] East, William. [http://www.nibs.org/page/0612_COE_COBie/ &quot;Corps of Engineers Pilots COBie&quot;]. Building Sciences Monthly e-Newsletter. NIBS.&lt;/div&gt;<br /> <br /> [[Category:Construction_management]]<br /> [[Category:Products_/_components]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Chief_construction_adviser 2013-01-14T10:15:31Z

<p>Eepaul: </p> <hr /> <div><br /> The role of '''Chief Construction Adviser''' is a UK Civil Service appointment. It was created by ministers in 2009 to provide cross-departmental coordination and leadership on UK construction industry policy.<br /> <br /> == History ==<br /> <br /> The &quot;creation of a post of Chief Construction Officer&quot; was recommended by the House of Commons of the United Kingdom Business and Enterprise Select Committee in July 2008.&lt;sup id=&quot;cite_ref-1&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-1 [1]]&lt;/sup&gt; The UK government directly or indirectly provides around 40% of the construction industry's workload so its influence as a client is significant.<br /> <br /> Paul Morrell was the first person appointed to this pan-departmental role, with a slightly revised title of 'chief construction adviser', in November 2009; the role was initially for two years, and Morrell was re-appointed for a further one-year term in October 2011.&lt;sup id=&quot;cite_ref-2&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-2 [2]]&lt;/sup&gt;<br /> <br /> In July 2012, the name of Morrell's successor, Peter Hansford, was announced.&lt;sup id=&quot;cite_ref-BISnews_3-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-BISnews-3 [3]]&lt;/sup&gt; Hansford took up the role on 1 December 2012.<br /> <br /> == References ==<br /> &lt;div&gt;<br /> 1. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-1 ^] [http://www.publications.parliament.uk/pa/cm200708/cmselect/cmberr/127/127i.pdf Construction Matters, Ninth Report of Session 2007–08]&lt;br/&gt;<br /> <br /> 2. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-2 ^] [http://www.sourceuk.net/article/14/14181/paul_morrell_has_been_reappointed_as_the_governments_chief_construction_adviser_by_business_minister_mark_prisk.html Paul Morrell has been re-appointed as the Government’s chief construction adviser by Business Minister Mark Prisk]<br /> <br /> 3. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-BISnews_3-0 ^] Department for Business, Innovation and Skills. [http://www.wired-gov.net/wg/wg-news-1.nsf/0/F72D6392EA0FC12080257A4B00423D61?OpenDocument &quot;Government names new Chief Construction Adviser&quot;]. Wiredgov.net.<br /> &lt;/div&gt;<br /> <br /> [[Category:Construction_management]]<br /> [[Category:Roles_/_services]]</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Chief_construction_adviser 2013-01-14T10:14:23Z

<p>Eepaul: </p> <hr /> <div><br /> The role of '''Chief Construction Adviser''' is a UK Civil Service appointment. It was created by ministers in 2009 to provide cross-departmental coordination and leadership on UK construction industry policy.<br /> <br /> == History ==<br /> <br /> The &quot;creation of a post of Chief Construction Officer&quot; was recommended by the House of Commons of the United Kingdom Business and Enterprise Select Committee in July 2008.&lt;sup id=&quot;cite_ref-1&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-1 [1]]&lt;/sup&gt; The UK government directly or indirectly provides around 40% of the construction industry's workload so its influence as a client is significant.<br /> <br /> Paul Morrell was the first person appointed to this pan-departmental role, with a slightly revised title of 'chief construction adviser', in November 2009; the role was initially for two years, and Morrell was re-appointed for a further one-year term in October 2011.&lt;sup id=&quot;cite_ref-2&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-2 [2]]&lt;/sup&gt;<br /> <br /> In July 2012, the name of Morrell's successor, Peter Hansford, was announced.&lt;sup id=&quot;cite_ref-BISnews_3-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-BISnews-3 [3]]&lt;/sup&gt; Hansford took up the role on 1 December 2012.<br /> <br /> == References ==<br /> &lt;div&gt;<br /> 1. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-1 ^] [http://www.publications.parliament.uk/pa/cm200708/cmselect/cmberr/127/127i.pdf Construction Matters, Ninth Report of Session 2007–08]&lt;br/&gt;<br /> <br /> 2. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-2 ^] [http://www.sourceuk.net/article/14/14181/paul_morrell_has_been_reappointed_as_the_governments_chief_construction_adviser_by_business_minister_mark_prisk.html Paul Morrell has been re-appointed as the Government’s chief construction adviser by Business Minister Mark Prisk]<br /> <br /> 3. [http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-BISnews_3-0 ^] Department for Business, Innovation and Skills. [http://www.wired-gov.net/wg/wg-news-1.nsf/0/F72D6392EA0FC12080257A4B00423D61?OpenDocument &quot;Government names new Chief Construction Adviser&quot;]. Wiredgov.net.<br /> &lt;/div&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/Chief_construction_adviser 2013-01-14T10:12:36Z

<p>Eepaul: </p> <hr /> <div><br /> The role of '''Chief Construction Adviser''' is a UK Civil Service appointment. It was created by ministers in 2009 to provide cross-departmental coordination and leadership on UK construction industry policy.<br /> <br /> == History ==<br /> <br /> The &quot;creation of a post of Chief Construction Officer&quot; was recommended by the House of Commons of the United Kingdom Business and Enterprise Select Committee in July 2008.&lt;sup id=&quot;cite_ref-1&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-1 [1]]&lt;/sup&gt; The UK government directly or indirectly provides around 40% of the construction industry's workload so its influence as a client is significant.<br /> <br /> Paul Morrell was the first person appointed to this pan-departmental role, with a slightly revised title of 'chief construction adviser', in November 2009; the role was initially for two years, and Morrell was re-appointed for a further one-year term in October 2011.&lt;sup id=&quot;cite_ref-2&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-2 [2]]&lt;/sup&gt;<br /> <br /> In July 2012, the name of Morrell's successor, Peter Hansford, was announced.&lt;sup id=&quot;cite_ref-BISnews_3-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_note-BISnews-3 [3]]&lt;/sup&gt; Hansford took up the role on 1 December 2012.<br /> <br /> == References ==<br /> &lt;div&gt;#[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-1 ^] [http://www.publications.parliament.uk/pa/cm200708/cmselect/cmberr/127/127i.pdf Construction Matters, Ninth Report of Session 2007–08] <br /> #[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-2 ^] [http://www.sourceuk.net/article/14/14181/paul_morrell_has_been_reappointed_as_the_governments_chief_construction_adviser_by_business_minister_mark_prisk.html Paul Morrell has been re-appointed as the Government’s chief construction adviser by Business Minister Mark Prisk] <br /> #[http://en.wikipedia.org/wiki/Chief_Construction_Adviser_to_UK_Government#cite_ref-BISnews_3-0 ^] Department for Business, Innovation and Skills. [http://www.wired-gov.net/wg/wg-news-1.nsf/0/F72D6392EA0FC12080257A4B00423D61?OpenDocument &quot;Government names new Chief Construction Adviser&quot;]. Wiredgov.net. <br /> &lt;/div&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/COBie 2013-01-14T10:07:31Z

<p>Eepaul: </p> <hr /> <div><br /> '''Construction Operations Building Information Exchange''' ('''COBie''') is a spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling. It is closely associated with building information modelling (BIM) approaches to design, construction and management of built assets, and was devised by William East of the United States Army Corps of Engineers, who authored a pilot standard in June 2007.&lt;sup id=&quot;cite_ref-East2007_1-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-East2007-1 [1]]&lt;/sup&gt;<br /> <br /> COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service.&lt;sup id=&quot;cite_ref-NIBSe-news_2-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-NIBSe-news-2 [2]]&lt;/sup&gt;<br /> <br /> In June 2011 the UK government published its BIM Strategy. This report announced the Government's intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The software and data requirements for this detailed in the report are Construction Operations Building Information Exchange (COBie).<br /> <br /> References<br /> &lt;div&gt;1. [http://en.wikipedia.org/wiki/COBie#cite_ref-East2007_1-0 ^] East, E. William. [http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA491932 &quot;Construction Operation Building Information Exchange&quot;]. USACE ERDC.&lt;br/&gt;&lt;/div&gt;&lt;div&gt;2. [http://en.wikipedia.org/wiki/COBie#cite_ref-NIBSe-news_2-0 ^] East, William. [http://www.nibs.org/page/0612_COE_COBie/ &quot;Corps of Engineers Pilots COBie&quot;]. Building Sciences Monthly e-Newsletter. NIBS. &lt;/div&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/COBie 2013-01-14T10:06:14Z

<p>Eepaul: </p> <hr /> <div><br /> '''Construction Operations Building Information Exchange''' ('''COBie''') is a spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling. It is closely associated with building information modelling (BIM) approaches to design, construction and management of built assets, and was devised by William East of the United States Army Corps of Engineers, who authored a pilot standard in June 2007.&lt;sup id=&quot;cite_ref-East2007_1-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-East2007-1 [1]]&lt;/sup&gt;<br /> <br /> COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service.&lt;sup id=&quot;cite_ref-NIBSe-news_2-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-NIBSe-news-2 [2]]&lt;/sup&gt;<br /> <br /> In June 2011 the UK government published its BIM Strategy. This report announced the Government's intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The software and data requirements for this detailed in the report are Construction Operations Building Information Exchange (COBie).<br /> <br /> References<br /> &lt;div&gt;#[http://en.wikipedia.org/wiki/COBie#cite_ref-East2007_1-0 ^] East, E. William. [http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA491932 &quot;Construction Operation Building Information Exchange&quot;]. USACE ERDC. Retrieved 8 October 2012.<br /> #[http://en.wikipedia.org/wiki/COBie#cite_ref-NIBSe-news_2-0 ^] East, William. [http://www.nibs.org/page/0612_COE_COBie/ &quot;Corps of Engineers Pilots COBie&quot;]. Building Sciences Monthly e-Newsletter. NIBS. Retrieved 8 October 2012.<br /> &lt;/div&gt;</div>

Eepaul https://www.designingbuildings.co.uk/wiki/COBie 2013-01-14T09:59:52Z

<p>Eepaul: </p> <hr /> <div><br /> '''Construction Operations Building Information Exchange''' ('''COBie''') is a spreadsheet data format for the publication of a subset of building model information focused on delivering building information not geometric modeling. It is closely associated with building information modelling (BIM) approaches to design, construction and management of built assets, and was devised by William East of the United States Army Corps of Engineers, who authored a pilot standard in June 2007.&lt;sup id=&quot;cite_ref-East2007_1-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-East2007-1 [1]]&lt;/sup&gt;<br /> <br /> COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service.&lt;sup id=&quot;cite_ref-NIBSe-news_2-0&quot; class=&quot;reference&quot; style=&quot;line-height: 1em;&quot;&gt;[http://en.wikipedia.org/wiki/COBie#cite_note-NIBSe-news-2 [2]]&lt;/sup&gt;<br /> <br /> In June 2011 the UK government published its BIM Strategy. This report announced the Government's intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The software and data requirements for this detailed in the report are Construction Operations Building Information Exchange (COBie).<br /> <br /> References<br /> &lt;div class=&quot;reflist&quot; style=&quot;font-size: 12px; margin-bottom: 0.5em; color: rgb(0, 0, 0); font-family: sans-serif; line-height: 19.200000762939453px; background-color: rgb(255, 255, 255); list-style-type: decimal;&quot;&gt;&lt;ol style=&quot;line-height: 1.5em; margin-top: 0.3em; margin-bottom: 0.5em; margin-left: 3.2em; padding-top: 0px; list-style-image: none; font-size: 12px; list-style-type: inherit;&quot;&gt;<br /> &lt;li&gt;'''[http://en.wikipedia.org/wiki/COBie#cite_ref-East2007_1-0 ^]''' East, E. William. [http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA491932 &quot;Construction Operation Building Information Exchange&quot;]. USACE ERDC. Retrieved 8 October 2012.&lt;/li&gt;<br /> &lt;li&gt;'''[http://en.wikipedia.org/wiki/COBie#cite_ref-NIBSe-news_2-0 ^]''' East, William. [http://www.nibs.org/page/0612_COE_COBie/ &quot;Corps of Engineers Pilots COBie&quot;]. ''Building Sciences Monthly e-Newsletter''. NIBS. Retrieved 8 October 2012.&lt;/li&gt;<br /> &lt;/ol&gt;<br /> &lt;/div&gt;</div>

Eepaul