The BIM Roadmap: A Bsria Guide

BG 60-2015 The BIM Roadmap Cover_BSRIA Guide Cover 11/05/2015 17:21 Page 1
A BSRIA Guide www.bsria.co.uk
The BIM Roadmap
A building owner’s guide to implementing BIM
By John Sands
Your logo here
BG 60/2015
1
ACKNOWLEDGEMENTS
This guide was written by John Sands of BSRIA and was designed and
produced by Joanna Smith of BSRIA.
The guidance given in this publication is correct to the best of BSRIA’s knowledge. However
BSRIA cannot guarantee that it is free of errors. Material in this publication does not constitute
any warranty, endorsement or guarantee by BSRIA. Risk associated with the use of material from
this publication is assumed entirely by the user.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any means electronic or mechanical including photocopying,
recording or otherwise without prior written permission of the publisher.
© BSRIA May 2015 ISBN 978-0-86022-744-1 Printed by The Lavenham Press
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CONTENTS
1 INTRODUCTION 1
1.1 About this guide 1

1.2 The ‘sample facility’ 1
1.3 The Roadmap layers 2
2 WHAT IS BIM? 3
2.1 Refined definition of Level 2 BIM 3
2.2 The common data environment (CDE) 6
3 THE ROADMAP LAYER 1: INDUSTRY PRACTICES 8

3.1 Plans of work 8
3.2 PAS 1192-2 work stages 11
3.3 Soft Landings and GSL 11
4 THE ROADMAP LAYER 2: CORPORATE/STRATEGIC PRACTICES 15
4.1 BIM strategy and implementation 15

4.2 Asset management systems 16
4.3 Organizational information requirements (OIR) 18
4.4 Asset information requirements (AIR) 18
4.5 Decision gates and information exchanges 18
4.6 Classification 19
5 THE ROADMAP LAYER 3: CLIENT’S ROLES 21
5.1 Identifying stakeholders 21

5.2 Plain language questions (PLQs) 22
5.3 Employer’s information requirements (EIR) 26
6 THE ROADMAP LAYER 3: THE SUPPLY CHAIN’S RESPONSE 28
6.1 BIM Execution Plan (BEP) 28
7 PROJECTS IN THE CONTEXT OF THE ASSET LIFE CYCLE 30
REFERENCES 31
APPENDICES
APPENDIX A: The BIM Roadmap 33
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INTRODUCTION 1
1 INTRODUCTION
1.1 About this The Roadmap is a method for an organization to chart or map their
guide corporate BIM strategy (which meets the Level 2 requirement laid down
by UK Government) via a number of clear steps or layers. This approach
is not new and has indeed been used in engaging HM Government
departments involved in the current 2016 BIM and GSL mandate, a
recommendation made in the Government Construction Strategy 2011[1].
This guide expands this approach, explains these stages and uses the ‘sample
facility’ approach described below to set them into context. An example
of the Roadmap is included in Appendix A.

The guide is aimed at those who are responsible for developing a BIM
strategy within a building owner organization. It can also serve as a useful
guide to BIM for all those involved in BIM projects, and those who may
be taking over assets provided using BIM processes.

As most organizations will start their BIM engagement via a particular
new build construction project, this guide focuses there initially. However,
it moves on to look at the wider aspects of BIM used as a process or tool
for managing live asset portfolios, where individual construction projects
are simply parts.

This guide will also act as a way of putting all the concepts and documents,
such as PAS 1192-2[2], described elsewhere, into a common framework to
help demonstrate their relationships – what they are, and how they relate
to each other and to wider industry practices.
1.2 The ‘sample In order to better explain the concepts and ideas put forward in this guide,
facility’ the idea of a ‘sample facility’ will be used. This means that all the examples
used here will be related to the same reference source.
The scenario chosen for use throughout the guide is the provision of a
new administration building on a university campus in the UK. This has
been done because this type of facility has the scope to experience all
instances which may need to be explained in this guide, and so will enable
consistency to be maintained throughout.
With the facility chosen it has been possible to determine policies such
as procurement strategies for use across the site which will also form part
of the examples here. Any references made to new build activities or ideas
will be relevant to a project to construct a new administration building on
a university campus site.
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1 INTRODUCTION
1.3 The roadmap The Roadmap is best thought of as existing in three distinct layers, as
layers follows:
• Layer 1: Industry practices – the Roadmap ‘datum’
• Layer 2: Corporate/strategic practices - client processes
• L
ayer 3: Project/particular/local practices - client roles and
supply chain responses
These three layers are shown in a hierarchical manner as it reflects the

amount of ‘local’ control available at each of them.
Industry practices: these are typically practices or procedures which

are used throughout particular industries, and are bought “off the shelf ”
for a particular function rather than an organization producing their own
bespoke version. Examples in this context would be forms of contract for
construction, or defined scopes of services for construction professionals
such as the RIBA Plan of Work 2013[3]. Layer 1 is described in section 3
of this guide.
Corporate practices: these are typically practices or procedures which

are set by an organization for use across its operations, and which may
apply in many cases. An example in this context may be a standard
procurement process for capital works where the organization has a large
portfolio or estate. Layer 2 is described in section 4 of this guide.
Project practices: These are typically practices which deal with varying
or supplementing the corporate procedures to cover more local issues. In
this context it may be varying the stakeholders for engagement depending
on the particular type of facility being constructed. Layer 3 is described in
sections 5 and 6 of this guide.
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WHAT IS BIM? 2
2 WHAT IS BIM?
The term building information modelling (BIM) has many connotations,

but at its heart BIM is the management of information. A huge amount of
information and data is generated throughout the course of a construction
project, and added to through the operational life of the asset produced.
To make best use of this information to increase efficiency it needs to be
managed effectively.
The adoption of BIM processes and practices allows information and

data to be produced in a digital format to facilitate greater collaboration
between the various parties involved in the provision and operation of an
asset.
2.1 Refined In 2011 the report for the Government Construction Client Group[4]
definition of defined Level 2 BIM as being:
level 2 BIM
Level 2 “Managed 3D environment held in separate discipline
“BIM” tools with attached data…”
However, as a consequence of ongoing development of the processes and

tools available, and feedback from early adopter projects and other industry
experience, the Government has recently refined its definition of level 2
BIM as consisting of a number of components. Some have only recently
become available and more may be added as adoption increases. At the
time of writing the components were:
1. PAS 1192-2
2. PAS 1192-3
3. BS 1192-4
4. PAS 1192-5 (due for publication summer 2015)
5. BIM Protocol
6. GSL (Government Soft Landings)
7. Digital Plan of Work
8. Classification
1. PAS 1192-2[2] builds on the processes described in BS 1192[5], and

introduces new concepts such as:
• employer’s information requirements (EIR) – the employer’s
expression of what information they require from the project and
the format it should be in.
• BIM execution plans (BEP) – the supply chain’s response to the
EIR showing how it will meet its requirements.
It also describes the project information model (PIM), defined as the

information model developed during the design and construction phase
of a project. It is developed initially as a design intent model and then
becomes a virtual construction model.
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2 WHAT IS BIM?
2. PAS 1192-3[6] takes the processes descried in earlier 1192 series

publications and develops them for use in the operational life of assets. In
turn, this leads to the use of new concepts such as:
• organizational information requirements (OIR) – the information

which the organization needs to know in order to run the business.
• asset information requirements (AIR) – the information the
organization needs about the asset it is responsible for.
• asset information model (AIM) – the information or data set which
describes the asset.
This is an important document for the FM industry as it sets out the need
for comprehensive and accurate information, the AIM, which can be used
as the basis for all asset-related decision making. However, it also requires
that the AIM is kept up-to-date to accurately reflect the status of the asset.
3. BS 1192-4[7] defines requirements for the exchange of information

throughout the lifecycle of an asset, and includes requirements for
reviewing and checking for compliance, continuity and completeness.
COBie is the UK Government’s chosen information exchange schema
for federated BIM Level 2, alongside graphical BIM models and PDF
documents.
4. PAS 1192-5[8] has been written to help all those involved in providing
and operating assets understand the security implications – both physical
and cyber – that sharing increasing amounts of data may have. This PAS
was in preparation at the time of writing and is due for publication in
summer 2015.
5. The BIM Protocol[9] was published by the Construction Industry

Council (CIC) in February 2013 and identifies building information
models that are required to be produced by the project team. It puts in
place specific obligations, liabilities and associated limitations on the use
of those models. The protocol can also be used by clients to require
the adoption of particular ways of working – such as the adoption of a
common naming standard.
6. Soft Landings is a form of graduated handover for new and

refurbished buildings, where the project team is contracted to watch over
the building, support the occupant and fine-tune the building’s systems, for
up to three years post-completion.
The UK Government has taken the principles of Soft Landings and

developed them for use within its own procurement strategy. This
particular version has been termed Government Soft Landings, or GSL,
and its key objective, as stated in The Government Soft Landings Policy[10], is:
“Aligning the interests of those who design and construct an asset
with those who subsequently use it”
Although the GSL process generally follows the Soft Landings

methodology described by the Usable Buildings Trust (UBT) and BSRIA,
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WHAT IS BIM? 2
it differs in one very significant way – it includes the use of metrics

to demonstrate compliance with the stated project outcomes. More
information on Soft Landings and Government Soft Landings (GSL) is
contained in section 3.3 of this guide.
7. and 8. Digital Plan of Work (dPoW) and Classification have

been seen as the two missing pieces of the BIM Level 2 jigsaw, and are
the subject of a research project funded by Innovate UK (formerly the
Technology Strategy Board). This delivered the first beta version in April
2015.
The output is an on-line tool which enables clients to prepare a plan

of work for a project, which can then be exported for use in other
documents such as EIRs. This plan of work allows the user to identify
the different outputs required at each stage of the project process, and also
to assign the delivery of those outputs to a member or members of the
project team.
The tool also has the ability to provide classification codes for various
aspects of the construction process, and a number of classification tables
were available as part of the beta release, including those for complexes
down to products.
It is expected that a more complete version of the tool will be issued

in June 2015, taking into accounts feedback from the beta version now
available. Further details on accessing the beta version, and also future
versions as they become available, can be found at the following link:
www.bsria.co.uk/goto/bim.
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2 WHAT IS BIM?
2.2 The common PAS 1192-2[2] defines the common data environment as a:
data environment “single source of information for any given project, used to collect,
(CDE)
manage and disseminate all relevant approved project documents for
multi-disciplinary teams in a managed process”
This single source of information is vital to maximise the potential
benefits of collaborative working, with all information generated being
managed and, when validated and verified, made available for future use.
The validation and verification process is a key function of the CDE, and
ensures the quality of the information for onward use.
The CDE process described in BS 1192[5], and developed further in PAS

1192-2 and PAS 1192-3[6], consists of four stages:
1. Work-in-progress – where each company or individual works

2. Shared – output from a company or individual is approved and shared
with the wider team
3. Published – verified and validated information is authorised by the
client for contractual use
4. Archived – information or data superseded by a later version, or
which is incorrect
Traditionally this function has been carried out with tools provided
by the main contractor to manage their supply chain, from the time of
their engagement on the project until practical completion or soon after.
However, this information source is lost to the client once the contractor
has finished on the project and the client is left with only the information
provided at handover. It can be viewed as a further development from an
electronic document management system, with the increased facility for
verification and validation of data and information received.
In cases where a client has a portfolio of assets, a central common data

environment covering all of the assets would generally be the most
effective way of managing information and data. This environment would
be a repository for all information generated covering all aspects of the
asset’s history and operation. During design it would act as an interface
between the client and the design team, capturing documents and data
related to the design intent including client requirements, scheme design
reports and the final design solution in the form of 3D models and
specifications.
In the construction phase, the CDE is used by the constructor as the route
for information exchange, in programme with the exchange points agreed
in the employer’s information requirements (EIR). The in-built validation
and verification process ensures that all information received into the CDE
is processed and controlled, with only the ‘acceptable’ information or data
being passed to the ‘published’ area and made available for wider use.
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WHAT IS BIM? 2
The CDE has an information use wider than the 3D model is able to deal
with. Whereas the 3D model represents the designed solution for an asset,
the CDE will contain the information that led to that design solution. So,
if at some stage in the future some major works are required to an asset,
the CDE could provide the information that led to the original design.
A soils report which had an impact on the design of the foundations, for
example, would be very helpful if an extension were being considered.
Although the soils report itself would not normally be held within the
3D model, the findings of that report may have been fundamental in
determining the type of foundation design which was adopted.
The CDE should be available for the whole of the asset’s life, and
information it holds may be used for aiding decision making on a variety
of aspects of the asset, or wider site, such as providing data to asset
databases or other linked enterprise systems. This approach may be new
to many clients but having such a managed approach to information will
greatly increase efficiency in managing assets. It may be that existing
processes or tools can be adapted to provide the CDE, or a new CDE
tool can replace some existing systems and provide further benefits in the
process.
As well as providing information for daily maintenance activities on plant

and systems, the CDE should also be the source of information used in
linked enterprise systems such as enterprise reporting, asset utilisation and
SCADA (supervisory control and data acquisition).
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3 THE ROADMAP LAYER 1 - THE ROADMAP DATUM
As described in section 1.3 above, this guide explains the roadmap in terms
of three ‘layers’, described individually in sections 3 to 6. These are then
brought together in the roadmap diagram in Appendix A. The first of
these layers is:
• Layer 1: Industry practices – the Roadmap ‘datum’
RIBA Plan of
Work 2013
RIBA outline plan

of work 2007 A B C D E F J K L
CIC Strategy Concept Design Build & Handover Operations Operations
Brief Definition
dPOW 2013 Commission & Close-out & End-of-life & End-of-life
PAS 1192:
Work
Stage
0 1 2 3 4 5 6 7 7
Soft Landings 1. Briefing 2. Design development 4. Initial period 5.Years 1-3

3. Pre-handover
aftercare aftercare
Government Build & Handover Operations Operations

Strategy Brief Concept Definition Design
Soft Landings Commission & Close-out & End-of-life & End-of-life
Industry practices: these are typically practices or procedures which

are used throughout particular industries, and are bought “off the shelf ”
for a particular function rather than an organization producing their own
bespoke version.
This section looks at the key elements that make up this layer, and explains
the relationship between them.
3.1 Plans of The plan of work is the standard reference point for construction projects,
Work with most construction professionals being familiar with the RIBA Plan
of Work and its stages. The plan of work typically describes the tasks to be
carried out by various project members throughout a construction project
and into operation.
The RIBA Plans of Work

As part of the effort to improve project delivery, new information has
been required to help the industry understand BIM and then to be able to
implement it within their working environment. The RIBA Plan of Work
was updated in 2013 to reflect BIM roles, and BSRIA guide
BG 6/2014[11] has also been updated to expand the tasks and duties to
capture BIM requirements. The RIBA Plan of Work 2013 consists of eight
stages defined by the numbers 0-7 (see Figure 1), and by eight task bars.
Figure 1: Extract from the RIBA Plan of Work 2013 Overview document
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THE ROADMAP LAYER 1 - THE ROADMAP DATUM 3
Versions of the RIBA Plan of Work prior to the 2013 version had letters
representing each stage rather than numbers. The industry is currently
much more familiar with that format as it had been around for many years,
and RIBA are leaving it in currency until the 2013 version is established.
The 2007 Plan of Work was divided into 11 stages – defined by the letters
A to L - arranged over 5 phases (see Figure 2). Some of the stages could
be split down if required to allow further scoping of tasks.
Figure 2: Extract from the RIBA Plan of Work 2007

RIBA Outline Plan of Work 2007
A B C D E F G H J K L
Tender Construction
Design Design Technical Production Documen- Tender Mobil- to Practical Post Practical
Appraisal Brief Concept Development Design Information tation Action isation Completion Completion
Preparation Design Pre-construction Construction Use
When the two plans are compared, the major changes can be clearly seen
(see Figure 3). As well as the change from letters to numbers, the 2013
version has two new stages, 0 and 7, extending either end of the previous
process.
Although the new Stage 0, Strategic Definition, does in fact contain some
of the activities from the previous versions Stage A, it should be seen as
an opportunity for the client to prepare themselves for the procurement
process before engaging any of the professional team. They should make
sure that they fully understand their business, the drivers for initiating the
project and what they hope to achieve from it.
Figure 3: RIBA Plan of Work 2013 compared with RIBA Outline Plan of Work 2007
RIBA Plan of Work 2013
RIBA Outline Plan of Work 2007
A B C D E F G H J K L
Tender Construction
Design Design Technical Production Documen- Tender Mobil- to Practical Post Practical
Appraisal Brief Concept Development Design Information tation Action isation Completion Completion
Preparation Design Pre-construction Construction Use
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Stage 7, In Use, is a new stage and includes post-occupancy evaluation

and review of project performance, as well as other tasks which may
be undertaken during the In Use period of the building. This stage
also reflects the requirement in initiatives such as Soft Landings for the
design teams to be involved in the initial occupation of a building post-
construction.
The 2013 Plan of Work does not address tendering activities, previously
covered in Stages G and H. These activities are now shown separately in
the Procurement task bar rather than within the main project stages. The
Procurement task bar is one of a number of task bars which describe tasks
or activities rather than points in time during the process, and replace the
‘Description of key tasks’ in the RIBA Outline Plan of Work 2007.
The CIC Digital Plan of Work

The CIC Scope of Services, first published in 2007, was a detailed scope of
services (what people do rather than what they produce) from inception
through to post practical completion, and could be used by various
members of the project team including consultants and constructors.
In line with other developments around BIM in 2013 and 2014, the CIC
modified its stages to align with those detailed in PAS 1192-2. The new
stages are now:
0 Strategy
1 Brief
2 Concept
3 Definition
4 Design
5 Build and Commission
6 Handover and Close Out
7 Operation and End of Life
It is thought that the new arrangement of stages will be reflected in a

revised CIC Scope of Services document, to be published at some stage in
the future.
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3.2 PAS 1192-2 PAS 1192-2 details the key stages of construction procurement, in a similar
work stages way to the RIBA Plan of Work 2013. Although it identifies broadly
similar stages, the titles are different in some instances (see Figure 4).
Figure 4: Extract from PAS 1192-2 Figure 2 – The information delivery cycle
1 2 3 4 5 6 7
Brief Concept Design Definition Build & Handover & Operation In use
Commission Closeout
The Strategy stage (Stage 0) in the RIBA Plan of Work 2013 appears
elsewhere in the diagram within PAS 1192-2 but is not numbered (see
Figure 5). In practice, the ‘In Use’ stage can be treated as part of the
‘Operation’ stage and so can be taken as part of Stage 7.
Figure 5: Further extract from PAS 1192-2 Figure 2 – The information delivery cycle
Strategy
NEED
Employer’s Information
Requirements
(EIR)
Capex
start
These work stages have been carried forward and used in PAS 1192-3.
3.3 Soft Landings What is Soft Landings?

and GSL Soft Landings is a form of graduated handover for new and refurbished
buildings, where the project team is contracted to watch over the building,
support the occupant and fine-tune the building’s systems, for up to three
years post-completion.
Soft Landings starts by raising awareness of performance in use in the early

stages of briefing and feasibility, helps to set realistic targets, and assigns
responsibilities. It then assists the management of expectations through
design, construction and commissioning, and into initial operation, with
particular attention to detail in the weeks immediately before and after
handover.
Extended aftercare, with monitoring, performance reviews and feedback

helps occupants to make better use of their buildings, while clients,
designers, builders and managers gain a better understanding of what to do
next time.
Soft Landings can run alongside any procurement process, potentially in

any country. It also provides a natural route for post-occupancy evaluation
(POE) and feedback, and is complementary to BIM.
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Soft Landings is a process based around 12 core principles, introduced

through activities during five stages throughout the procurement process:
1 Inception and briefing (RIBA Stage 1)

2 Design development (RIBA Stages 2 to 5)
3 Pre-handover (RIBA Stage 6)
4 Aftercare – initial period (RIBA Stage 7)
5 Aftercare – extended period years 1 to 3 (RIBA Stage 7)
At each of these stages there are a number of specified activities to support

the Soft Landings principles, to be carried out by various members of the
project team (see Figure 6).
Figure 6: Soft Landings activities related to the RIBA Plan of Work
Inception Design, construction Pre-handover Initial Years 1 to 3

and briefing & commissioning aftercare aftercare
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Stage 1 Briefing Stage 3 Pre-handover Stage 5 Long term aftercare

B1: Define roles and responsibilities P1: Enviromental /energy logging Y1: Aftercare review meetings
(4-6 per year)
B2: Review past experience (pre-design) P2: Building readiness programme
Y2: Log and review energy use
B3: Set an intermediate valuation P3: Commissioning records check
Y3: Review engineering systems
programme P4: Maintenance contract and energy use
B4: Set environmental and energy
P5: Training and familiarisation Y4: Fine-tune systems
performance metrics.
B5: Create sign-off gateways, including P6: BMS interface completion and Y5: Record fine-tuning and changes
reality checks demonstration of use
B6: Consider incentives for achieving P7: Migration planning Y6: Extend helpline and newletters
performance P8: Set up aftercare team office Y7: Continue periodic walkabouts
P9: Compile building user guide Y8: Measure energy use and
P10: Compile building technical guide occupant satisfaction
Stage 2 Design and construct Y9: Conduct end of year review
P11: Review O&M manuals
D1: Review past experience (Design)
D2: Reality check of emerging
design solutions
Stage 4 Initial aftercare
D3: Tender documentation and
evaluation A1: Resident on-site attendance
D4: Agree roles and responsibilities A2: Provide workplace and
of contractor team data-comms links
D5: Create commissing management A3: Issue and refine building
plan user guide
A4: Issue and refine building
technical guide
A5: Produce regular newsletters
and set up helpline
A6: Walkabout building to spot
emerging issues
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Another important part of the process is regular reality checking, or

‘pitstopping’. At key points throughout the project, innovative or ‘risky’
aspects of the design are discussed and tested within the project team,
as well as with end users. This constantly checks that the original design
intent is still being met as the project develops, reducing errors and
reworking on site, and hence costs.
GSL (Government Soft landings)

At the end of 2012, the UK Government mandated the use of GSL on
UK Government projects by 2016. The roll-out of GSL will run alongside
the roll-out of BIM.
The UK Government has taken the principles of Soft Landings and
developed it for use within its own procurement strategy. This particular
version has been termed Government Soft Landings, or GSL, and its key
objective, as stated in The Government Soft Landings Policy[9], is:
“Aligning the interests of those who design and construct an asset
with those who subsequently use it”
More information on GSL can be found at www.bimtaskgroup.org/gsl.
Although the GSL process generally follows the Soft Landings

methodology described by the Usable Buildings Trust (UBT) and
BSRIA[12], it differs in one very significant way – the use of metrics to
demonstrate compliance with the stated project outcomes. GSL identifies
the following four focus areas where measurements, key questions and
outputs have been identified along the project timeline:
1. Functionality and effectiveness – buildings designed to meet the

needs of the Occupiers; effective, productive working environments
2. Environmental – meet Government performance targets in energy
efficiency, water usage and waste production
3. Facilities Management – a clear, cost efficient strategy for
managing the operations of the building
4. Commissioning, Training and Handover – projects delivered,
handed over and supported to meet the needs of the end users
The policy states that an inherent part is the need to set performance
targets, validated throughout the design stages and evaluated post-
occupancy as the building comes into use. It requires that any such
evaluation should be carried out for the first three years of occupancy,
not only to ensure that the building is optimised to meet the needs of
the end users, but also as a valuable source of feedback to inform decision
making on future projects. It can also act as a mechanism for assessing the
performance of the project team in delivering the objectives of the brief.
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Figure 7 illustrates how these four measures, together with Financial

Performance, run through the procurement process, and shows their
relationships with the client decision points (red ‘diamonds’) and
information exchange points (green ‘footballs’).
Figure 7: GSL measures and the procurement process
Review new design requirements and expectations through feedback
0 1 2 3 4 5 P2 P3
Asset design &
construction
Design &
construction
commissioning
Establish objectives & KPIs, Opex budget
Check and confirm plans and assumptions,
Fully incorporate and explain - POE Yr 2

training and
Test and model, operational strategy
Handover, training & mobilisation

handover
Monitor and evaluate - POE Yr 1

Portfolio planning - Benchmarks
Market engagement, sourcing
Lessons learnt - POE Yr 3

Measures Collect and
Define compare actual
outcomes & Financial
performance operational
measures of performance
success against planned
Functionality &
effectiveness targets
Environment
Identify &
deliver user / Asset
operator operations
needs
Asset / Facilities
management
To help with the implementation of GSL, the Government has produced a

number of documents for use by the departments. These can be found at
www.bimtaskgroup.org/gsl. All departments are required to appoint a GSL
Lead to manage the GSL ‘golden thread’ on all projects. The departments
are also required to actively manage aftercare during early operations,
supported by the delivery team. Post-operational evaluation is used as a
collaborative tool to measure and optimise asset performance and embed
lessons learnt.
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THE ROADMAP LAYER 2 - CLIENT PROCESSES 4
4 THE ROADMAP LAYER 2 - CLIENT PROCESSES
Internal Strategic estate

procurement review
process
Procure concept
Project feasibility designs and select
review preferred option
Procure D&B
Constructor
D&B contract
Operate and Operate

measure
Decision
Gates
P
0 1 1.5 2 3 7
Decision Identification Feasibility Preferred Commit to Handover POE
& Purpose of strategic and budget concept construct
need confirmed selected
4.1 The BIM The first decision an organization needs to make in order to develop a
strategy and meaningful BIM strategy is to determine what it wants to achieve by using
implementation
BIM. The scope and breadth of BIM can vary greatly, and it is important
to tailor the level of BIM adoption to the organization’s needs.
In essence, information managed through the BIM process is validated and

verified, and forms a resource for other corporate activities, but the use
needs to be identified in order to assess that the effort necessary to provide
it is worthwhile.
The organization’s procedures and practices need to be reviewed to see

how BIM can add value. Also, the review will help identify key criteria
to be used in forming the information requirements of the organization
at corporate and operational levels. Once this information requirement
is understood and articulated, measures can be designed to satisfy them
effectively.
If BIM is to be used for operational activities then it is important to

resolve which information would help improve the efficiency of the
business, and the format the information should be delivered in. These
requirements should be expressed to the supply chain via the employer’s
information requirements, informing all those involved in projects what
they are to deliver and in which form. The supply chain will produce a
series of BIM execution plans (BEPs) to demonstrate how it plans to meet
these requirements.
Considerations of resourcing can also play a great part in determining a

meaningful BIM strategy. The existing skills and capabilities of the current
labour force need to be assessed to see if they are capable of using the tools
and processes necessary. It may be that additional resources are required
– either full time or part time – to complement the existing labour force.
Alternatively, the scope of BIM may be reduced to fit in with the resource
capabilities, and operational procedures they work to.
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The way the organization wants to interact with the data is also important.
The operations team could work directly with the 3D model to extract
data for daily tasks and activities. However, the model would need to be
kept up-to-date with any changes to the asset in order to maintain an
accurate record. Alternatively, the operations team could extract data from
the model via exchanges such as COBie to populate their CAFM system.
Once the data from the asset information requirements (AIR) is in the
CAFM system they can carry on using the data as normal via their usual
systems and processes. If the model were not kept up to date then it would
very quickly become unreliable as a source of information for the asset.
When to deliver the information is another key consideration. The

information should be provided to support decision making, and so the
information supply schedule should match that need. In Government
projects, information exchanges typically take place in line with the Office
of Government Commerce (OGC) Gateways to support the key decisions
to be taken at those points in the procurement process (see section 4.5).
A method needs to be devised for rolling out any BIM adoption, ideally
in a way which will complement the business rather than cause disruption
to it. Appropriate projects should be identified which allow the BIM
principles to be tested and adopted in a controlled manner, incorporating
any lessons learnt into future projects and procedures.
4.2 Asset Asset management is defined in PAS 55-1[13] as:

management
systems ‘systematic and coordinated activities and practices through which
an organization optimally and sustainably manages its assets and asset
systems, their associated performance, risks and expenditures over their
life cycles for the purpose of achieving its organizational strategic plan’
and organizational strategic plan is defined as:

‘overall long-term plan for the organization that is derived from, and
embodies, its vision, mission, values, business policies, stakeholder
requirements, objectives and the management of its risks’
The planning of the organizational strategic plan is realised through the

asset management policy/strategy and asset management plan. These in
turn are implemented via the organizational information requirements
(OIR) and asset information requirements (AIR). See figure 8.
Figure 8 details the relationship of the key asset management components,

and shows the relationships between asset management needs identified and
the sources of information to satisfy them, in both a project and operational
environment.
As stated earlier, the objectives of the asset management policy/strategy and

the asset management plan are implemented via the OIR. The OIR sets
down the requirements for information to be supplied, either as part of a
new project or as part of ongoing operational activities.
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Figure 8: Hierarchy of an asset management system
Asset Management Policy/Strategy
Asset Management Plan
Organizational
Information
Requirements
(OIR)
generates
Asset Asset
specifies
Information Information
Requirements Model (AIM)
(AIR)
informs
contributes to
Employer’s Project
generates
Plain Language
specifies
Information Information
Questions Model
(PLQs) Requirements
(EIR) (PIM)
For a new project, the OIR will generate the asset information
requirements (AIR). The AIR together with the plain language questions
(PLQs) will define the information requirements to be expressed in the
employer’s information requirements (EIR). The output from these
requirements on completion of the project will be a project information
model (PIM) – a model representing the ‘as built’ status or what was
delivered by the construction team.
This model can be adopted by the operations team and becomes the asset
information model (AIM). The AIR can then be addressed directly by the
AIM during operation of the asset.
Clause 4.2 of PAS 1192-3[6] defines the purpose of the asset information
management process as:
“The information management process shall maintain the integrity
of asset information to support the following activities related to asset
management:
a. defining asset management strategies and plans
b. implementing asset management plans
c. managing the asset lifecycle
d. acquiring and managing asset knowledge
e. managing the organization and its human resources
f. managing and reviewing risk”
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4.3 organizational The organizational information requirements (OIR) are identified in PAS
information 1192-3[6] as a key part of the asset information management process.
requirements
(OIR)
PAS 1192-3 defines the organizational information requirements (OIR) as
the:
“data and information required to achieve the organization’s objectives”
It further states that:
“the organization shall determine, catalogue and maintain its
requirements for information to meet the needs of its asset
management system and other organizational functions.”
4.4 Asset PAS 1192-3 defines the asset information requirements (AIR) as the:
Information
Requirements “data and information requirements of the organization in relation to
the asset(s) it is responsible for”.
Whereas the OIR represents the organization’s requirements for

information to meet the needs of its asset management system and other
organizational functions, the AIR specifies information and data to be
captured and fed into the asset information model (AIM).
PAS 1192-3, Annex A.3 lists some specific examples of asset information
requirements, detailed under the following headings:
a. Legal information
b. Commercial information
c. Financial information
d. Technical information
e. Managerial information
More information on AIRs can be found in PAS 1192-3.
4.5 Decision gates At various points in the asset life cycle, key decisions are required to be
and information made. These may range from establishing a basis for design, to committing
exchanges
to capital spend, to deciding to refurbish at the end of the projected
economic life of an asset or certain systems within it.
It is very important, therefore, that for each asset the key decision points
are established, and corresponding information exchanges defined to assist
the decision making process at each of them. In essence, the information
exchange should provide sufficient information to allow the required
decision to be made to pass through the decision gate.
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The OGC gates, referred to in section 4.1, occur in two phases as follows:
Programme:
• Gate 0 – Strategic assessment (occurring at several stages through
this phase)
Projects:
• Gate 1 – Business justification
• Gate 2 – Delivery strategy
• Gate 3 – Investment decision
• Gate 4 – Readiness for service
• Gate 5 – Operational review and benefits realisation
For the ‘sample facility’ being considered throughout this guide, the
decision gates would be as follows:
• Gate 0 – Identification of strategic need
• Gate 1 – Feasibility and budget confirmed
• Gate 1.5 – Preferred concept selected (for a design and build
process)
• Gate 2 – Commit to construct
• Gate 3 – Handover
• Gate 7 – post-occupancy evaluation (POE)
4.6 Classification With the arrival of BIM and increasing adoption of digital technologies
throughout construction and operation, classification is becoming more
important. The increasing amounts of data and information being
generated are only of use if they can be adequately captured and made
available for future use and that requires a consistent naming strategy, or
classification. Classification is required to enable stored information and
data to be searched and retrieved.
A number of classification systems exist currently, and have been used in

construction for many years. Amongst the building services disciplines,
Common Arrangement of Work Sections (CAWS) and later Uniclass have
been widely used, identifiable by the characteristic three digits to denote
a particular engineering system, for example T31 Low temperature hot water
heating in CAWS.
ISO 12006-2[14] suggests a number of tables for classifying various aspects

of the construction process. The most commonly used of these in
the context of a building services specification would be ‘elements’ or
‘work results’ to represent whole systems, and ‘construction products’ for
individual components or equipment.
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However, with the advent of BIM, the scope that a classification structure
is required to cover is much greater than ever before, running from
inception of a project, through design, construction, into operation and
on to end of life and eventual demolition. It is thought that there isn’t
currently a system available which adequately meets the needs of UK
construction moving forward and, in particular, the requirements of the
UK Government’s BIM Level 2 strategy.
To meet this perceived requirement, a new classification structure is being

developed as part of a Government-funded initiative, the first phase of
which was published in April 2015, as discussed earlier.
Some practical examples of how classification can be used are:
Equipment identification – if a common classification code were given

to a particular item of plant or equipment, that code could be used by the
designers in models and on drawings to identify the instances where that
item occurred. That same code could then be used by the tenderers to
identify them for pricing. During the operational phase of the building,
the same code could be used to identify the items when they require
maintenance.
Operational management – it may be useful to relate a number of

classification aspects to help improve operational effectiveness in a facility.
In a hospital, for example, it would be very useful to classify each space or
room. Then, the activity which could be carried out within each space
could be classified. Next, the engineering systems serving those spaces
could be classified. Finally, the individual items of plant which make up
those systems could also be classified. So, if there were a chiller failure in
the hospital, classification would show that the component was part of the
chilled water circuit. Classification would be able to demonstrate very
quickly which spaces were served by that chilled water system and, if the
failure were serious enough to disable the chilled water system altogether,
which functions or activities could not be carried out due to the loss of
those spaces.
In practice, using such classification structures has shown real

improvements in service level agreements, reacting to faults and reducing
disruption.
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THE ROADMAP LAYER 3 - CLIENT ROLES 5
5 THE ROADMAP LAYER 3 - CLIENT ROLES
Stakeholder
activities
Compulsory
1. External decision gate
(Client) parties
2. User(s) Optional decision

gate
3. Strategic
planning team Activities / outputs
in support of
4. Capital process stages
projects team
5. Asset
management team
6. Concept
design supplier
7. Design and
build supplier
8. Other
Client Plain
Language
Questions
EIR -
Design Team
EIR -
Constructor
5.1 Identifying In order for an asset to work effectively, it must meet the needs of all its
stakeholders stakeholders. Therefore, a key part of understanding the requirements for
information is to establish who the stakeholders for the project are. Once
that is known, their needs can be understood and questions developed to
gather the information which will meet those needs.
Stakeholders for a corporate scenario may typically fall into the following
groups:
• Users
• Operators/maintainers
• Providers
Users
This group is what people normally understand as stakeholders:
• the part of the business which has the need for the new facility or
accommodation - the people who will be working in the spaces
• external stakeholders such as people not employed by the
organization but who visit the asset to conduct business
This group needs to have a clear idea of how the asset needs to function to
make them able to perform their particular employment functions.
Operators/maintainers
This group will operate or maintain the asset once it is up and running:
• in-house staff involved in operating the space (if different to those
working in it)
• outsourced service providers
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Providers
This group includes not only those who physically build the facility, but
also those who arrange for the facility to be provided in the first place:
• those responsible for providing the new space via construction
contracts
• those involved in designing the asset – these may vary depending on
the procurement strategy used
• the organizations or departments responsible for physically
constructing the asset – both the fabric and the internal engineering
services and systems which deliver the required environment. These
may be procured under an existing framework with a pre-selected
supply chain, or via an open tender procedure.
5.2 Plain language Discussions with the stakeholders identified will result in an understanding
questions of what the business does, what each stakeholder’s role is in achieving that,
(PLQs)
and what information each stakeholder needs to enable them to perform
their role effectively.
Additionally, there may be a number of PLQs which derive from corporate

requirements and processes and are not project specific. These may be
considered within layer 2 of the roadmap.
The PLQs can also be developed in order to provide information at

each information exchange to help in making the key decisions required
(see section 4.7 of this guide). For the ‘sample facility’ considered here,
six decision points or gates have been identified, and each will have a
necessary outcome. The PLQs will identify the information needed to
make the decisions to achieve those outcomes.
Ultimately, the PLQs form the basis of the employer’s information

requirements (EIR) – the mechanism for expressing the client’s
information needs to the supply chain.
The Ministry of Justice developed a set of PLQs for use on their projects,
with a distinct set of questions for each of the project stages. The full list
of questions is available on the BIM Task Group website
(www.bimtaskgroup.org), but some extracts are included here (figures 9, 10
and 11) to give a flavour of the sort of information which the client may
require from the supply chain.
These examples were developed for use on the trial projects and may have
been revised in light of experience gained on the projects. They clearly
show the different types of information required as the project progresses,
and the increasing level of detail.
It is important that the client develops PLQs which specifically suit their
information requirements. These should represent the minimum amount
and level of information they require from the supply chain.
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Figure 9: Extract from Ministry of Justice PLQs – Stage 00 Strategy

Questions for Stage 00. Strategy
0/1 What is the information management Strategy?
BIM Strategy & Standards to be used across the portfolio.
0/2 What does the Master plan require to be developed?
Master plan model development sequence for the portfolio, programme or campus.
0/3 What are the characteristics of the site for the current phase of development?
3D laser and/ or radar survey generated solid model and CDF Grid including ground conditions and
existing structure. May be existing information from a reliable BIM or GIS source, Google maps/ OS
maps.
0/4 What are the portfolio's technical strategies?
(Master Plan) Model information and representations relating to the strategies, e.g. for a campus,
distribution of electricity, water, gas, fuel, waste water, communal heating & chilling.
0/5 What performance benchmarks are available for the portfolio?

Analyses of existing facilities, using a standard coding system, e.g. UNICLASS. Benchmarks and
targets.
0/6 What are the portfolio's performance objectives?
Extracts of information from the strategy models.
0/7 Has the design standardization policy been defined?
A client owned library of standard design elements, defined in terms of BIM objects.
0/8 Have the stakeholders’ needs been captured?
List of key deliverables and requirements, where needed supported by measures. These may be
captured in a model or a specific requirements management system.
0/9 Does the concept meet the stakeholders needs?
Report on stakeholder consultation, using model information that confirms that their needs may be
achieved.
0/10 What is the initial view of revenue (FM) cost?
Major maintenance and capital replacement costs identified. Enery use aspiration. May be a
spreadsheet at this stage.
0/11 What is the initial view of revenue income?
Schedule of floor areas (or other appropriate measured by earning capacity
0/12 How will security requirements be met?
Physical boundaries identified in model. Evidence of how information security arrangements defined in
Employer’s Information Requirements will be met.
0/13 Have lessons been learned from previous projects?
Identify lessons learned captured in the models and BIM processes from prior projects.
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Figure 10: Extract from Ministry of Justice PLQs – Stage 03 Definition

Questions for Stage 03. Definition
3/1 How will BIM be managed and exploited in this project?
A contractual BIM execution plan and protocol for the project defining different levels of design maturity
for each project phase, who will develop the content, to what standards, who will be authorised to use
it, for what purpose, how it will be coordinated, who will own what and how information incompatibilities
shall be resolved. This is to include the means and protocols for the communication of information
between parties.
3/2 Is the design developed to demonstrate detailed proposals for coordinated design intentions?
Zones allocated to demonstrate adequate space for coordination, including building services. Survey
of site, Point cloud data processed to form 3D site model. High definition photography overlay on 3D
survey.
3/3 Is the design developed to demonstrate detailed proposals for site layout?
Development model superimposed upon 3D laser survey model viewable from a range of pre-agreed
perspectives. 2D general arrangement drawings, plans, cross sections and elevations, produced from
the model.
3/4 Is the design developed to demonstrate detailed proposals for planning & spatial arrangements?
Demonstration of this through modelling, walk-through visualisations etc. mapping key spatial
relationships and showing how these are achieved. Schedule of facilities produced from the model.
3/5 Is the design developed to demonstrate detailed proposals for elevation treatments?
Envelope information in the model. Rendered model information of the required elevations. Structural
information in the model.
3/6 Is the design developed to demonstrate detailed proposals for construction systems?
Construction system specific objects.
3/7 Is the design developed to demonstrate detailed proposals for environmental systems?
UK equivalent of AIA Level of Detail: 200. Zones allocated to demonstrate adequate space for
coordination, including building services. Survey of site, Point cloud data processed to form 3D site
model. High definition photography overlay on 3D survey. Development model superimposed upon
3D laser survey model viewable from a range of pre-agreed perspectives. 2D general arrangement
drawings, plans, cross sections and elevations, produced from the model. Schedule of facilities
produced from the model. Rendered model information of the required elevations. Structural
information in the model. Envelope information in the model. Generic services and control systems
sizing / capacity information included in the model. Schematics referenced. Optimised construction
sequence and programme information developed in the model. Clash prevention confirmation
simulations for -Services & structure including profiles, basic specifications & tolerances -Access routes
-Lifting operations.
3/8 Is the design developed to demonstrate detailed proposals for buildability?

Schedule and modelling of zoning and control strategy to be used. Generic services and control
systems sizing / capacity information included in the model. Schematics referenced.
3/9 Is the cost plan robust (firm)?

Quantity take off from BIM Schedule assumptions based on build sequence used in BIM. Evidence
that results of virtual and/or real prototyping of innovative and complex elements of the design have
been incorporated into the BIM. Assumptions of a predicted range of operational costs for key activities.
Confidence level: design contingency of 10>15%.
3/10 Is the cash flow forecast reliable?
Sensitivity analysis, varying aspects identified as high risk in the project risk register
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Figure 11: Extract from Ministry of Justice PLQs – Stage 06 Handover and Close Out
Questions for Stage 06. Handover and Close Out
6/1 How will BIM be managed and exploited in this project?
A contractual BIM execution plan and protocol for the project defining different levels of design maturity
for each project phase, who will develop the content, to what standards, who will be authorised to use
it, for what purpose, how it will be coordinated, who will own what and how information incompatibilities
shall be resolved. This is to include the means and protocols for the communication of information
between parties.
6/2 Does the facility meet the brief?
3D model, test & commissioning attribute information, performance simulations, room / other
schedules, functionality assessment, life cycle carbon assessment, life cycle cost assessment.
6/3 What changes have been incorporated?

Traceability information (configuration management).
6/4 What has been built?
As built model Positional accuracy attribute information 3D laser or radar survey generated model
information. Commissioning information comparing planned performance with actual.
6/5 What is the basis for a valuation?

Schedule of quantities & cost build up.
6/6 How does a specific product / element perform?
Object test result & date attribute information for transfer to FM systems. Update of O&M manuals to
reflect amended [performance and settings.
6/7 How will the facility be operated?

Associated operation guides and attribute information referenced and available for transfer to FM
systems.
6/8 How is the facility to be maintained?

Associated maintenance manuals and attribute information referenced and available for transfer to FM
systems.
6/9 What is the relevant Health and Safety information?

Associated H&S attribute information.
6/10 Is the life cycle plan confirmed?

Maintenance information (see above) plus asset replacement plan attribute information for transfer to
FM systems.
6/11 Information to run soft FM for actual products used?

Referenced in model(s).
6/12 COSHH data?

Referenced in model(s).
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5.3 Employer’s As stated previously, the EIR is the key mechanism for conveying the
information information requirements to the supply chain. For any given project, there
requirements
(EIR) may be a number of EIRs, each covering specific areas of work, and each
of these will have derived from a set of plain language questions (PLQs).
For example, an EIR may be issued to the design team to describe what
they are to deliver in information terms. A further EIR may be produced
as part of the process of selecting the main constructor and subsequent
EIRs may relate to specialist suppliers during fit-out.
In 2012, the UK Government’s BIM Task Group produced a document

called Employer’s Information Requirements – Core Content and Guidance
Notes[15]. This was updated through 2012 and 2013 to reflect growing
experience from trial projects. It splits the requirements into three areas –
technical, management and commercial (see figure 12).
Figure 12: Three areas of an EIR (extract from Employer’s Information Requirements – Core Content and Guidance Notes)
Technical Management Commercial
• Software Platforms • Standards • Data drops and project
deliverables
• Data Exchange Format • Roles and Responsibilities
• Client’s Strategic Purpose
• Co-ordinates • Planning the Work and Data
Segregation • Defined BIM/Project Deliverables
• Level of Detail
• Security • BIM-specific competence
• Training
assessment
• Coordination and Clash
Detection Process
• Collaboration Process
• Health and Safety and
Construction Design Management
• Systems Performance
• Compliance Plan
• Delivery Strategy for Asset
Information
As well as covering the elements to be included in the EIR, the Employer’s

Information Requirements document referred to above also includes
information on the changes which may need to be made to other tender
documents to accommodate BIM Level 2 requirements. These include the
following:
• Pre-qualification questionnaire (PQQ) brief – suggests adding
commentary to the brief clearly stating expectations with respect
to the application of BIM on the project. The tenderer’s ability to
deliver BIM to the expected level will need to be demonstrated via
the BIM execution plan (BEP).
• Project Execution Plan – suggests adding commentary describing
the procedure for uploading models to collaborative environments
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• Tender Evaluation Plan – suggests adding text describing the process

by which Building Information Models will be submitted during
the tender process
• Tender Questionnaire – a series of exemplar questions are included
covering topics such as:
-- Design proposals and Building Information Models as required by
the design brief
-- Capacity
There may be a number of EIRs involved in a single project, with one

being prepared for each distinct contract or work package. Typically,
there will be an EIR for the design team and then a separate one for the
construction team. Similarly, other EIRs may be needed for specialist
work packages, perhaps procured by the client directly and not through
the main contractor. The main contractor may, in turn, cascade the EIR –
or relevant parts of it – to their supply chain.
In terms of PAS 1192 there are two types of project or work – those
carried out during the capital/delivery phase (PAS 1192-2[2]) and those
carried out during the operational phase (PAS 1192-3[6]).
Whilst an EIR can be considered as applying to capital projects, asset

information requirements (AIR) are the equivalent during the operational
phase. Whereas the EIR tells the supply chain what the client wants
delivered as part of the project, the AIR tells what the client requires in
order to operate the asset efficiently. In this context it can be seen that
the AIR can contribute towards the EIR, or alternatively can be used to
inform the operational team or service provider directly. This relationship
is demonstrated in Figure 8.
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6 THE ROADMAP LAYER 3 - SUPPLY CHAIN RESPONSES
6 THE ROADMAP LAYER 3 - SUPPLY CHAIN RESPONSES
BEP –
Pre-contract
BEP –
Post-contract
award
BEP –
Pre-contract
BEP –
Post-contract
award
In response to the employer’s information requirements (EIR), the

supply chain is required to provide a range of information at different
stages through the procurement process and beyond. These documents
demonstrate how the supply chain will go about meeting the EIR and also
demonstrate the capabilities of the chain – collectively and individually –
to achieve it. The documents are explained fully in PAS 1192-2[2], and are
summarised here for information.
6.1 BIM execution The supply chain is required to produce two BIM execution plans – one
plan (BEP) prepared as part of the tender process and returned with the tender (pre-
contract), and the other prepared once the contract has been awarded (post
contract-award). In some cases, the design team may be required to submit
their own BEP in response to the client’s EIR for design services.
Pre-contract BIM execution plan (BEP)

The pre-contract BEP should consist of everything requested in the EIR
plus the following information:
• The project implementation plan (PIP)
• Project goals for collaboration and information modelling
• Major project milestones consistent with the project programme
• Project information model (PIM) deliverable strategy

The PIP should include the supply chain capability summary form, which
captures the information from three supplier assessment forms - BIM
assessment, IT assessment and resource assessment.
• Supply chain capability summary form – this is designed to help the
principal supplier assess the capability of their suppliers as part of the
sub-contract procurement process and to establish that the resources
necessary to respond adequately to the EIR are available
• Supplier BIM assessment form – this is formed of a series of
questions designed to demonstrate the BIM capabilities of the
supply chain members, and includes topics such as gateway
questions, BIM analysis, BIM project experience and BIM capability
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THE ROADMAP LAYER 3 - SUPPLY CHAIN RESPONSES 6
• Supplier IT assessment form – this includes a series of questions

including general information on company policies and technical
information on software and systems
• Supplier resource assessment form – this is aimed at assessing the
organization’s resource capability
Post contract-award BIM execution plan (BEP)

The post contract-award BEP should be prepared by the successful
tenderer/supply chain once a contract has been awarded. As with the pre-
contract version, it should include everything requested in the EIR plus
the additional information (as detailed in PAS 1192-2[2]), arranged in four
themes – management, planning and documentation, the standard method
and procedure, and the IT solutions.
The management theme includes information related to the

management of the project, and covers such areas as roles and
responsibilities, project milestones, model delivery strategy, use of existing
data, information approval and PIM authorisation.
Topics covered under the planning and documentation theme include

a revised PIP, processes for collaboration and modelling, responsibility
matrices, and task information delivery plans (TIDPs) and master
information delivery plans (MIDPs).
The standard method and procedure theme deals with the quality of
the information and so includes requirements such as location, file and
layer naming conventions, data rules and attribute data content.
The final theme of IT solutions covers the software to be used and

versions, the formats for information exchange and the data management
systems to control it all.
As part of the post contract-award BEP, the master information delivery

plan (MIDP) must be prepared. The MIDP demonstrates exactly how the
supply is going to meet the EIR and lists the deliverables to be provided
during the project, when and by whom. It is useful to reiterate at this
point that the information required will not be just 3D graphical models,
but may also include reports, specifications, schedules and correspondence.
The task information delivery plan (TIDP) breaks down the individual
information tasks to each team manager and requires them to report on
their particular deliverables. The TIDP contributes to the MIDP.
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7 PROJECTS IN THE CONTEXT OF THE ASSET LIFE CYCLE
7 PROJECTS IN THE CONTEXT OF THE ASSET LIFE CYCLE
This guide has been written from the view of BIM being introduced via
a new project, and the Plan of Work stages reflect that. However, in many
cases, the project will be carried out for the end user and so will become
part of their portfolio.
For example, a university campus will have a significant number of

individual assets which it maintains over many years. New facilities will
be added to that portfolio and the provision of that facility, or asset, will be
done using the processes described in this guide.
In such a case, the project represents an intervention in the normal life of

the asset portfolio, as shown in figure 13.
Figure 13: The project roadmap shown as part of the asset life cycle
Operaonal phase of the asset porolio
A new asset is delivered (PAS 1192-2[2]) An exisng asset is subject to works

via the Roadmap process into the (PAS 1192-2[2] or PAS 1192-3[3]) using the
operaonal phase of the assest porolio. Roadmap process and then adapted back
into the operaonal phase of the assest
porolio.
Once the asset has been completed and handed over to the client, it will
become part of the ongoing asset management process, described as Stage 7.
A number of projects may be carried out, all happening during the overall
portfolio life cycle, as shown in figure 13.
Projects may not necessarily result in the provision of a new asset. A project
may be the refurbishment of an existing asset, but may still follow the
principles described in this guide.
30 THE BIM ROADMAP

© BSRIA BG 60/2015

REFERENCES
REFERENCES
1. The Government Construction Strategy, May 2011

Available as a free download from www.gov.uk/government/uploads/system/uploads/attachment_
data/file/61152/Government-Construction-Strategy_0.pdf
2. PAS 1192-2:2013 Specification for information management for the capital/delivery phase of construction
projects using building information modelling
Available as a free download from shop.bsigroup.com
3. RIBA Plan of Work 2013

This is available as a pdf, an Excel spreadsheet, and a customisable online version. An overview
document is also available, which provides detailed guidance on each stage. All can be downloaded
for free from www.ribaplanofwork.com.
4. A report for the Government Construction Client Group – Building Information Modelling (BIM)
Working Party Strategy Paper.
Available as a free download from www.bimtaskgroup.org
5. BS 1192:2007 Collaborative production of architectural, engineering and construction information. Code of

practice
Available from shop.bsigroup.com
6. PAS 1192-3:2014 Specification for information management for the operational phase of assets using building
information modelling
7. BS 1192-4:2014 Collaborative production of information. Part 4: Fulfilling employer’s information

exchange requirements using COBie – Code of practice
8. PAS 1192-5 Specification for security-minded building information management, digital built environments
and smart asset management.
Currently in preparation, due for publication summer 2015
9. CIC/BIM PRO Building Information Model (BIM) Protocol – Standard Protocol for use in projects
using Building Information Models.
Available as a free download from www.bimtaskgroup.org or www.cic.org.uk
10. Cabinet Office Government Property Unit – The Government Soft Landings Policy – September
2012
Available as a free download from http://www.bimtaskgroup.org/gsl-policy-2/
11. BG 6/2014 A Design Framework for Building Services

Available from www.bsria.co.uk (free download for BSRIA members)
THE BIM ROADMAP 31

© BSRIA BG 60/2015

REFERENCES
12. BSRIA BG 54/2014 Soft Landings framework

Available as a free download from www.bsria.co.uk
13. PAS 55-1:2008 Asset Management. Part 1: Specification for the optimized management of physical assets
(withdrawn)
14. ISO 12006-2:2001 Building construction – organization of information about construction works – Part 2:
Framework for classification of information
15. Employer’s Information Requirements – Core Content and Guidance Notes

Available as a free download from www.bimtaskgroup.org/wp-content/uploads/2013/04/
Employers-Information-Requirements-Core-Content-and-Guidance.pdf
32 THE BIM ROADMAP

© BSRIA BG 60/2015

APPENDIX A - THE BIM ROADMAP
RIBA Plan of
Work 2013
RIBA outline plan

of work 2007 A B C D E F J K L
CIC Strategy Concept Design Build & Handover Operations Operations
Brief Definition
dPOW 2013 Commission & Close-out & End-of-life & End-of-life
PAS 1192:
Work 0 1 2 3 4 5 6 7 7
Stage
Soft Landings 1. Briefing 2. Design development 4. Initial period 5.Years 1-3

3. Pre-handover
aftercare aftercare
Government Build & Handover Operations Operations

Strategy Brief Concept Definition Design
Soft Landings Commission & Close-out & End-of-life & End-of-life
Internal Strategic estate

procurement review
process
Procure concept
Project feasibility designs and select
review preferred option
Procure D&B
constructor
D&B contract
Operate and Operate

measure
Decision
Gates
P
0 1 1.5 2 3 7
Decision Identification Feasibility Preferred Commit to Handover POE
& Purpose of strategic and budget concept construct
selected
need confirmed
Stakeholder
activities
Compulsory
1. External decision gate
(Client) parties
2. User(s) Optional decision

gate
3. Strategic
planning team Activities / outputs
in support of
4. Capital process stages
projects team
5. Asset
management team
6. Concept
design supplier
7. Design and
build supplier
8. Other
Client Plain
Language
Questions
EIR -
Design Team
BEP –
Pre-contract
BEP –
Post-contract
award
EIR -
Constructor
BEP –
Pre-contract
BEP –
Post-contract
award
BSRIA_bimRoadmap_2015-04vFinal.pdf 1 4/28/2015 2:31:03 PM
Edocuments | construction record documentation
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Digital O&M Manuals, Health & Safety Files, Log Books, User guides.
Managed service, and on-line software tools.
Connected to 3D CAD models, and CAFM applications.
Faster and simpler document production.
Edocuments
much more than a digital O&M
Managing your building information from design through operation and beyond
CM
Design Control Productivity Share Link Locate

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CY
CMY
Industry standard Integrate the Collaborate, author, On demand import Link to 3D CAD, Pinpoint data using
K pre-defined & information supply review, comment & export COBie, CAFM systems, and the precise search
custom templates chain, apply and approve, all COBieLite, XML and third party or visually via
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buildings, projects, operations and maintenance BUILD
HANDOVER
activities.
Asset Information Model
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the process of record document production.
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BG 60-2015 The BIM Roadmap Cover_BSRIA Guide Cover 11/05/2015 17:21 Page 2
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environment experts
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manufacture, competitive advantage in marketing,
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BG 60-2015 The BIM Roadmap Cover_BSRIA Guide Cover 11/05/2015 17:21 Page 1

A BSRIA Guide www.bsria.co.uk

The BIM Roadmap

A building owner’s guide to implementing BIM

Your logo here

THE BIM ROADMAP

BG 60-2015 BIM Roadmap.indd 3 11/05/2015 17:20:08

1.1 About this guide 1

3 THE ROADMAP LAYER 1: INDUSTRY PRACTICES 8

4 THE ROADMAP LAYER 2: CORPORATE/STRATEGIC PRACTICES 15

4.1 BIM strategy and implementation 15

5 THE ROADMAP LAYER 3: CLIENT’S ROLES 21

5.1 Identifying stakeholders 21

6 THE ROADMAP LAYER 3: THE SUPPLY CHAIN’S RESPONSE 28

6.1 BIM Execution Plan (BEP) 28

7 PROJECTS IN THE CONTEXT OF THE ASSET LIFE CYCLE 30

APPENDIX A: The BIM Roadmap 33

THE BIM ROADMAP

BG 60-2015 BIM Roadmap.indd 4 11/05/2015 17:20:08

THE BIM ROADMAP 1

BG 60-2015 BIM Roadmap.indd 1 11/05/2015 17:20:08

These three layers are shown in a hierarchical manner as it reflects the

Industry practices: these are typically practices or procedures which

Corporate practices: these are typically practices or procedures which

2 THE BIM ROADMAP

BG 60-2015 BIM Roadmap.indd 2 11/05/2015 17:20:08

The term building information modelling (BIM) has many connotations,

The adoption of BIM processes and practices allows information and

However, as a consequence of ongoing development of the processes and

1. PAS 1192-2[2] builds on the processes described in BS 1192[5], and

It also describes the project information model (PIM), defined as the

THE BIM ROADMAP 3

BG 60-2015 BIM Roadmap.indd 3 11/05/2015 17:20:09

2. PAS 1192-3[6] takes the processes descried in earlier 1192 series

• organizational information requirements (OIR) – the information

3. BS 1192-4[7] defines requirements for the exchange of information

5. The BIM Protocol[9] was published by the Construction Industry

6. Soft Landings is a form of graduated handover for new and

The UK Government has taken the principles of Soft Landings and

Although the GSL process generally follows the Soft Landings

4 THE BIM ROADMAP

BG 60-2015 BIM Roadmap.indd 4 11/05/2015 17:20:11

it differs in one very significant way – it includes the use of metrics

7. and 8. Digital Plan of Work (dPoW) and Classification have

The output is an on-line tool which enables clients to prepare a plan

It is expected that a more complete version of the tool will be issued

THE BIM ROADMAP 5

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The CDE process described in BS 1192[5], and developed further in PAS

1. Work-in-progress – where each company or individual works

In cases where a client has a portfolio of assets, a central common data

6 THE BIM ROADMAP

BG 60-2015 BIM Roadmap.indd 6 11/05/2015 17:20:12

As well as providing information for daily maintenance activities on plant

THE BIM ROADMAP 7

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3 THE ROADMAP LAYER 1 - THE ROADMAP DATUM

RIBA outline plan

Soft Landings 1. Briefing 2. Design development 4. Initial period 5.Years 1-3

Government Build & Handover Operations Operations

Industry practices: these are typically practices or procedures which

The RIBA Plans of Work

8 THE BIM ROADMAP