GOOD PRACTICE GUIDE

BIM Data for

FM Systems
The facilities management (FM) guide
to transferring data from BIM into CAFM
and other FM management systems

In partnership with
 BIM Data for FM Systems

Contents

Foreword 2
What you’ll learn 3
Planning for the transfer of data from the BIM process 4
Why must FM’s understand BIM Workflow? 4
Planning for the transfer of data from the BIM process 6
Reporting and access to information 10
Process for planning and delivering the services FMs provide 14
Data environment 15
Common data environment (CDE) 18
Data mapping 24
Lifecycle considerations 26
Visual BIM 28
Conclusion 29
Appendix A 31
Key glossary/abbreviations
Appendix B 36
Standards and guidance
Appendix C 37
References

Authors and members of IWFM’s Technical Working group

Simon Ashworth, Academic Researcher,
Zurich University of Applied Sciences (ZHAW), Switzerland
David Carey, CEO and Founder, MET Consulting
Jason Clarke, UBS GCS Executive Director,
Regional Head of Property Management, UBS
Derek Lawrence, Associate Director, ARUP
Steve Owen, Managing Director, OneEighty
Mike Packham, Managing Director, BWA (Europe) Ltd
The award-winning Slough Ice Arena
Steve Tomkins, Head of Business Development, BESA (SFG20)
Andy Hamer, Enterprise Sales Director, Invicara

Contributor
Mike Ford, Digital/BIM Manager (co-chair of SW BIM Region),
University of the West of England (UWE Bristol)

© The Good Practice Guides series is published by the Institute

of Workplace and Facilities Management (IWFM). The guides
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E-edition opinions be relied upon as statements of fact. All rights reserved.
Date: February 2020 This publication may not be reproduced, transmitted or stored
#Facman IWFM in any print or electronic format, including but not limited to any
#BIM4FM Charringtons House 1st Floor South
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online service, any database or any part of the internet, or in any
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#CAFM Hertfordshire CM23 2ER the prior written permission of the publisher. While all due care is
taken in writing and producing this Good Practice Guide, IWFM
#BIM T +44(0)1279 712620
E membership@iwfm.org.uk does not accept any liability for the accuracy of the contents or
#AECOM www.iwfm.org.uk any opinions expressed herein.

1
Good Practice Guide BIM Data for FM Systems

Foreword

The development and adoption of the UK BIM Framework (now including ISO 19650) What you’ll learn
has created a trusted means to provide a fully populated asset data set at handover.
This process supports asset and facilities management activities through the use of This guide is intended to help facilities management professionals (FMs) as key
the owner’s defined enterprise asset management systems during the operational stakeholders involved in Building Information Modelling (BIM) projects. It provides
life of the built asset or facility. advice regarding planning what data requires collection, by whom and when in the
BIM process. It touches on key issues about the data transfer into Computer Aided
Facility Management (CAFM) and other FM management systems. Advice is provided
Having all this accurate information exchanged in a
secure manner to support the operational stage is a on essential aspects, which should be considered when planning the data transfer
big leap forward especially the indirect benefits. The from BIM models and other BIM project sources (for example, databases) into FM
fact that we now begin the information management systems such as CAFM, SAP etc.
lifecycle by determining requirements for information
to meet the needs of the asset management strategy,
systems and other organisational functions helps align BIM has become the chosen procurement route This guide will:
those operating with those planning - a big win! for ordering and constructing new built assets.
One of the potential benefits of BIM is that it provides • provide guidance on the strategic and operational
This guide supports developing appropriate and more a good opportunity to get well-structured essential benefits of better planning in the transfer of
timely exchange of asset data / information and is information from the construction phase, which information between BIM and FM software systems
aimed at helping teams to think ahead when planning can be used by FMs to help the optimisation and • outline steps to take in helping to plan what data
BIM projects and to be clear about what they want operation of built assets in the ongoing in use phase. should be collected, when and by whom
and how to get it smoothly into their CAFM and other BIM also offers an opportunity to capture information • clarify key interactions required to guide the
asset management systems. The idea is this should be which can be used for risk management, life cycle process with other BIM project team members
approached using a ‘minimal purposeful’ rather than cost planning and future refurbishment projects. • discuss what is the role of FM in planning a
the ‘everything’ scenario that often gets asked for. BIM project
The advice in this guide is closely linked to other • provide critical knowledge and understanding
IWFM guides regarding the role of FMs in a BIM required regarding the process of transfer of data
project (links can be found in the appendix): between BIM and other systems
ESSENTIALLY THE PRINCIPLES ARE SIMPLE:
• highlight issues and essential understanding required
• The Role of FM in BIM projects regarding the technology and processes involved
• meaningful and early collaboration between
• Operational Readiness Guide • highlight what FMs need to consider for long term
capex and opex teams
• Exchange Information Requirements (EIR) maintenance and use of information and data and
• determine explicit information requirements to
issues around keeping data up to date and current
support asset management activities
• help to inform the value of data validation of FM
• a structured and validated project information
related information before the handover period
model
• assist FMs to understand the jargon, acronyms
• early testing of data exchanges to asset
David Philp MSc BSc FICE FRICS FCIOB FCInstES FGBC and language of BIM
management systems such as the CAFM
Global BIM/MIC Consultancy Director Chartered
Construction Manager CIOB Trustee

2 3
Good Practice Guide BIM Data for FM Systems

Building Information Modelling (BIM)

BIM is not a new concept and until recently has mostly been seen as being acronyms used in the process. The end goal is to provide
more relevant to the Architecture, Engineering and Construction (AEC) industry. information into the Asset Information Model (AIM)
which will be used by FM teams in the operational phase.
The early concepts started with the evolution of drawing tools from 2D to 3D
and developed over time to include richer information about the objects in the The AIM information can then be fed into the
drawing/model. respective management systems, for example
CAFM, SAP and so on.
Asset Information Model (AIM)
This is the collection of useful information relating to
the asset and items contained within it and will include
the information created during the BIM process for
handover through to operation. This may be a 3D model
and may include data from more than one source i.e.
data from the BIM model as well as data within a CAFM

BIM enables the capture of vast amounts of information
about individual objects just by creating them from a
pre-defined library. This is clearly very efficient and cost
effective when designing complex buildings and other
assets, but also can add an increased level of complexity.
As time has passed and BIM has become more common
within the AEC industry, the requirement for information
has come to the fore as one of the most important
topics. It is this information and data that will enable
optimisation and improvements for the operation and
maintenance phase of a building’s life. However, despite
the advances in digital design and construction delivery
(and its associated supporting softwares), FM has been,
until recently, largely excluded from the early planning
and design phases which are critical to making the whole
process work. FM were mainly invited to the table only
for the traditional handover FMs know well. BIM has
brought about a fundamental shift in the way we deliver
information and a realisation that in order to get the
maximum benefit out of BIM the facility managers need
to be included at the start of a BIM project.
Figure 1:
Key information containers
Interested parties’ Appointment information
information requirements
Contributes to
Why must FM’s understand
the BIM workflow?
The key aspect of BIM is the ‘I’, information. To help
organise and define the data that is collected, a number
of basic information containers have been defined as
shown in Figure 1 below from the international BIM ISO
Standard 19650-1. Understanding an organisations
information requirements (OIR) and asset information
requirements (AIR) should be the start of the process.
It should be clear why this information is needed for
everyday operational processes and reporting needs.
This will help FMs to plan for what is needed to deliver,
operate and maintain built assets over the asset’s
whole lifecycle.
It helps to have a basic overview of the BIM process and
how it links to the provision of data and information
for the operational phase. Figure 1 below outlines
key elements (information containers) and their
Source ISO 19650 pt 1: 2018
Information
requirements deliverables
The graphic (on page 4) highlights some of the
common information requirements that are used
when discussing the BIM process. It is important
that FMs understand these, and how they relate to
an organisation’s asset management and everyday
FM operational tasks.
To put the above into context, the following section
explains the terms used. A full description of the
standard definitions can be found in ISO 19650-1.
Organisational Information Requirements (OIR)
This is the information the organisation requires in
order to deliver its core strategic business objectives
and supporting FM functions. This includes things that
organisations will need to report on and why, as well
as what data to capture. The information needed to
report on assets and produce these reports etc. for
the organisation will shape the content of the detailed
Asset Information Requirements (AIR).
Asset Information Requirements (AIR)
This is the detailed information required to identify,
operate, service and inspect assets and equipment
within built assets. It should set out managerial,
commercial and technical aspects of producing
the required asset information and will specify
platform, databases, documents, models and drawings.
The AIM should ideally be integrated but, if integration
is not possible using the current systems in place, it
should at least support the work that FMs do.
Project Information Requirements (PIR)
This is the information required relating to the
delivery phase. The PIR should be developed based
on information outlined in the OIR and AIR. The PIR
also needs to inform the design and construction
teams so, may contain requirements that are
outside the scope of FM needs.
Exchange Information Requirements (EIR)
This is the document which defines the information
requirements for use in appointing contractors and
sets out managerial, commercial and technical aspects
of producing project information. The EIR brings
together the information requirements for all parties
in order for the project to be specified and organised
effectively. The EIR should guide the delivery of the
asset and clearly lay down “who”, “how” and “when”
various contributors should work together. It is the
key document that enables effective collaboration.
Project Information Model (PIM)
The PIM relates to the delivery phase, which will
eventually be part of the AIM at handover. From

Contributes to

things such as make, model, serial number, surface the EIR a detailed BAP must be developed by the
Organisational Asset Asset
covering, warranty dates, lifecycle, cost etc. A key construction team which will be used to specify and
Information Information Information
point to bear in mind is that the AIR should contribute generate the PIM, as well as identify the information
Requirements Requirements Model
to the OIR. There needs to be a logic and benefit required to be captured to populate the AIM. The
(OIR) (AIR) (AIM)
to capturing data as this cost’s money. Careful PIM will enable the separation of data that can be
thought is needed around what data to capture, archived and held for reference, the data that needs
Contributes to Contributes to Contributes to there is no point in increasing expense by capturing to be accessible periodically and data that is used
unnecessary data. day to day.
Contributes to

Contributes to

Project Exchange Project

Information Information Information
Requirements Requirements Model
(PIR) (EIR) (PIM)

4 5
6
design systems

bill of materials
Good Practice Guide

in the operation phase.

asset over its whole life

of ‘practical completion’ (PC).

built asset (perhaps a building).

through to 7 – In use as shown in figure 3.

the BIM process

covers Eight stages; from 0 – Concept Design

clashes which allow problems to be resolved

FM team helps define what information is needed

During the construction process, contractors and

assets are fit for purpose and maintainable over

information (often called ‘data drops’ in the past,

Institute of British Architects (RIBA). The process

in and influence the process, to ensure that built

Digital Plan of Works (DPoW) issued by the Royal
varied however; there are three main objectives:

So, why should FM be interested in this process?

The process for design and construction of newly

as part of the Exchange Information Requirements

before construction and to identify an accurate

to think about this process to ensure that there is a

• to provide accurate information that can be used
to improve the operation and maintenance of the

clear process end-to-end with clearly defined roles

It is important that all stakeholders are encouraged
The reasons for using a BIM process are many and

and assets (O&M information). It is essential that the

process is required that can be used by large teams

and responsibilities. This process is described in the

against these requirements and ‘handed over’ to the
• to standardise the design process using intelligent

BIM offers FMs an excellent opportunity to engage

• to aid construction and reduce waste by detecting

and constuction teams are increasingly using BIM to

before the build. This also helps to provide validated

FM team for use in their management systems as part

(EIR). The information and data can then be collected
although the advent of online 3D viewers now allows

the FM team as part of the handover process. The FM

To achieve these objectives, a defined and repeatable

validation and discussion to take place in real time) to

to effectively collaborate and deliver a fit for purpose-

built assets has become increasingly digitised. Design

lots of alphanumeric data, much of which is important

develop 3D ‘digital twins’ of the asset to be built which

team will receive, 3D BIM models, PDF documents and

suppliers need to collect information about the systems

can then be used to test the design and run simulations

£k
£100k
£200k
£300k
£400k
£500k
Figure 2:

in OPEX
6%
• reduced risk

Design

Reduced variance
• improved compliance

Improved asset utilisation

Cost savings in maintenance
15%

Cost savings in refurbishment

money over the long-term

Build and
commission
Benefit distribution from one project

% of total saving
6%
Planning for the transfer of data from

Handover

insights/quantifying-benefits-of-bim.html
• a much more accurate asset register (when

and commission
gives an opportunity to change that narrative.

FM needs to consider what they’ll get out of full

early in the design process. The result has been

• information linked to objects in the BIM models

their whole lifecycle, as well as being beautifully

A good documents example of this is the PwC “BIM

co.uk/industries/capital-projects-infrastructure/
engagement with this process. The answer will be:

Benefits Methodology and Report” (2018) available

Time savings in build

which project stages benefit from BIM (see figure 2).
compared to traditional data capture techniques)

and cost savings examples. It also shows examples of

and maintain over their much longer life cycle. BIM

73%
many of the benefits and demonstrates time, material

Time savings in design

building designs which often are more costly to run

allowing fast access to operation manuals and data

efficient planning for future refurbishment projects

designed. Historically, FMs were often not engaged

• a full overview of lifecycle data that will enable more

and Life Cycle Costing (LCC), as well as ways to save

Findings from measuring the project benefits of BIM

Note: The source for this graphic is https://www.pwc.

Time savings in handover
Operation
from www.cdbb.cam.ac.uk/BIM/BBM which documents
The list of benefits from engagement in BIM is significant.

© 2019 PricewaterhouseCoopers LLP. All rights reserved.

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects
into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 www.ribaplanofwork.com
should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.
Figure 3:

0 1 2 3 4 5 6 7

Stages
Strategic Preparation
Definition and Brief
Tasks
Identify client’s Business Develop Project Objectives,
Core Case and Strategic Brief including Quality Objectives
Objectives and other core project and Project Outcomes,
requirements. Sustainability Aspirations,
Project Budget, other
parameters or constraints and
develop Initial Project Brief.
Undertake Feasibility Studies
and review of Site Information.
Concept Developed Technical Handover
Design Design Design Construction and Close Out In Use
Prepare Concept Design, Prepare Developed Design, Prepare Technical Design Offsite manufacturing and Handover of building and Undertake In Use services
including outline proposals including coordinated and in accordance with Design onsite Construction in conclusion of Building in accordance with
for structural design, building updated proposals for Responsibility Matrix and accordance with Construction Contract. Schedule of Services.
services systems, outline structural design, building Project Strategies to include Programme and resolution of
specifications and preliminary services systems, outline all architectural, structural and Design Queries from site as
Cost Information along with specifications, Cost building services information, they arise.
relevant Project Strategies Information and Project specialist subcontractor
in accordance with Design Strategies in accordance with design and specifications,
Programme. Agree Design Programme. in accordance with Design
alterations to brief and issue Programme.
Final Project Brief.

Initial considerations for Prepare Project Roles Table The procurement strategy does not fundamentally alter the progression Administration of Building Conclude administration of
Procurement assembling the project team. and Contractual Tree and of the design or the level of detail prepared at a given stage. However, Contract, including regular Building Contract.
*Variable task bar continue assembling the Information Exchanges will vary depending on the selected procurement site inspections and review
project team. route and Building Contract. A bespoke RIBA Plan of Work 2013 will set of progress.
out the specific tendering and procurement activities that will occur at each
stage in relation to the chosen procurement route.
The RIBA Digital Plan of Works showing 8 stages

Establish Project Programme. Review Project Programme. Review Project Programme. The procurement route may dictate the Project Programme and may result in certain
Programme stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work
*Variable task bar 2013 will clarify the stage overlaps. The Project Programme will set out
the specific stage dates and detailed programme durations.

(Town) Planning Pre-application discussions. Pre-application discussions. Planning applications are typically made using the Stage 3 output.
A bespoke RIBA Plan of Work 2013 will identify when the planning
*Variable task bar application is to be made.

Review Feedback from Prepare Handover Strategy
Suggested and Risk Assessments.
previous projects.
Key Support
Agree Schedule of Services,
Tasks
Design Responsibility
Matrix and Information
Exchanges and prepare
Project Execution Plan
including Technology and
Communication Strategies
and consideration of Common
Standards to be used.
Prepare Sustainability
Strategy, Maintenance and
Operational Strategy and
review Handover Strategy
and Risk Assessments.
Undertake third party
consultations as required
and any Research and
Development aspects.
Review and update Project
Execution Plan.
Consider Construction
Strategy, including offsite
fabrication, and develop Health Construction and Health and
and Safety Strategy.
Review and update Review and update Review and update Carry out activities listed in Conclude activities listed
Sustainability, Maintenance Sustainability, Maintenance Sustainability Strategy Handover Strategy including in Handover Strategy
and Operational and and Operational and and implement Handover Feedback for use during the including Post-occupancy
Handover Strategies and future life of the building or on
Handover Strategies and Strategy, including agreement Evaluation, review of Project
Risk Assessments. future projects.
Risk Assessments. of information required for Performance, Project
commissioning, training, Outcomes and Research
Undertake third party Prepare and submit Building
handover, asset management, Updating of Project and Development aspects.
consultations as required Regulations submission and
future monitoring and Information as required.
and conclude Research and any other third party
maintenance and ongoing Updating of Project
Development aspects. submissions requiring consent.
compilation of ‘As- Information, as required, in
Review and update Project
Review and update Project constructed’ Information. response to ongoing client
Execution Plan.
Execution Plan, including Feedback until the end of the
Change Control Procedures. Update Construction and building’s life.
Review Construction
Health and Safety Strategies.
Review and update Strategy, including
sequencing, and update
Safety Strategies. Health and Safety Strategy.

Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability Sustainability

Sustainability Checkpoint — 0 Checkpoint — 1 Checkpoint — 2 Checkpoint — 3 Checkpoint — 4 Checkpoint — 5 Checkpoint — 6 Checkpoint — 7
Checkpoints
Strategic Brief. Initial Project Brief. Concept Design including Developed Design, including Completed Technical Design ‘As-constructed’ Updated ‘As-constructed’ ‘As-constructed’
Information outline structural and building the coordinated architectural, of the project. Information. Information. Information updated
Exchanges services design, associated structural and building in response to ongoing
(at stage completion) Project Strategies, services design and updated client Feedback and
preliminary Cost Information Cost Information. maintenance or operational
and Final Project Brief. developments.

Not required. Required. Required. Required. Not required. Not required. Required. As required.
UK Government
Information
Exchanges
© RIBA
7

*Variable task bar – in creating a bespoke project or practice specific RIBA Plan of Work 2013 via www.ribaplanofwork.com a specific bar is selected from a number of options.
Source RIBA, 2013
BIM Data for FM Systems
Good Practice Guide
Figure 4:
Illustration of DPoW stages over an asset’s lifecycle
Stage 0 Stage 1 Stage 2 Stage 3
Strategic Prepration Concept Developed
Definition and Brief Design Design
RIBA Plan of Works
Operate and Maintain
The DPoW has been developed by RIBA and was
updated in 2013 to reflect the changes brought
about by BIM. It has 8 stages and in previous versions,
the focus was mainly on the early stages concerned
with design and construction of the assets.
The updated version includes more detail about
the early ‘Strategic Definition’(0) and ‘In Use’(7).
Figure 4 highlights a key issue in terms of timescale.
The illustration whilst not accurate, attempts to convey
that we can see that the first 7 stages, up to the point
of handover, are relatively short in comparison to the
expected lifecycle of an asset (where most of the total
life cost occurs). This is why it is so important that the
FM is involved early in the process. As the custodians
of the asset for the much longer operational period,
it is important that FMs provide input to the AEC
teams to help ensure the asset is fit for purpose and
avoids designs that may result in higher, long-term
operational costs (e.g. use of cheap systems or
materials that cost much more over the long-term).
Things are slowly changing and with the development
and guidance drawn from ISO 19650, the BS/PAS
1192 series of documents (sometimes referred to
as ‘the PAS documents - note some of these have
been replaced by the ISO 19650 standards). CIC
protocol and UK BIM Mandate amongst others, FM
needs are written into the guidance at every level.
8 9
BIM Data for FM Systems
Source RIBA, 2013
Stage 4 Stage 6
Stage 5 Stage 7
Technical Handover
Construction In Use
Design and Close Out
This document will not answer
all questions for FM in relation to
involvement in BIM projects but
does aim to educate and eradicate
or dispel some common myths.
Whilst this is a good thing and makes perfect sense,
it is still common to see FM excluded (or at least
absent) from the BIM process. This is due in part to
the lack of understanding of the needs of FM and the
operation and maintenance (in use) phase in general
by the AEC community but also, due to FM’s lack of
understanding of AEC terminology and processes.
This document will not answer all questions for FM in
relation to involvement in BIM projects but does aim
to educate and eradicate or dispel some common
myths. It will also provide FMs with some basic
concepts and ideas to aid involvement in the future.
The focus of this guide is to give FMs the information
needed to take part in the discussion and to ask
the right questions, demand the right answers and
communicate our data needs to the AEC industry.
Good Practice Guide BIM Data for FM Systems

Reporting and access to information

reporting needs, as far as data capture and visualising

To optimise built assets in operation or replace assets over their life, FMs need that data are concerned. These requirements have
easy access to data and information about the assets and to be able to measure already been discussed and are contained within
how the assets are performing. This requires good quality and well-structured the OIR, AIR etc. It is important that you are able
information about the assets in the portfolio and the ability to produce reports to communicate these requirements early in the
BIM process.
on their condition and performance.
The OIR which considers the strategic data needs
The reporting function is quite often seen as a FM’s and operational managers expect to see charts and the AIR will specify the data we need to capture
by-product of CAFM or Integrated Workplace and reports (as shown in Figure 5) however, as the to fulfil the asset management strategy thereby
Management System (IWMS) functionality. It is very estate becomes digitalised the requirement for static driving the reporting requirements. Generally,
common for organisations to be persuaded by the reports will be replaced by live views and interaction the goal should be to identify and specify what
sales pitch rather than concentrating on selecting a with our FM systems. We are already used to seeing information is needed, what frequency and how
product based on its functionality, look and feel. It’s this via our Building Management System (BMS) those reports should be presented (visually).
important to consider reporting early in the process. interfaces for example. Everything FMs do operationally and all the
This is not in relation to an FM information product associated data collected and reproduced in the
but to understand what data is important to the Prior to looking at appropriate systems, you need form of reports should support the business and
organisation, the management team and why and to decide what information is needed to fulfil the help FMs to make accurate, intelligent decisions.
who should provide it. organisations/stakeholders business and management
Note the OIR and AIR in principle should be in place
for organisations irrespective of whether they are
undertaking a BIM project or not, they represent
Figure 5: good practice about defining an organisations
BIM offers increased reporting efficiency via live views and dashboards as well as traditional report formats information needs.

How do you define the reporting requirements?

It is essential to ask some basic questions:

1 who are the internal/external stakeholders and

what type of reports do they need (these could
be contractual reports or internal management
reports)?
2 what are the contents of those reports?
3 at what frequency are the reports required?

Once answered, the information from the questions

above should arm you with enough detail to follow
up with the questions below:

1 what and who are the reporting levels/people in my

organisation, and do I need to provide reports to
others outside my organisation e.g. clients etc.?
2 what frequency is needed for each of these reports?
3 what content is needed to satisfy the reporting
needs for each report?
4 is the information common across the whole
organisation?

The collated answers will then provide the framework

required to produce the reporting schema. A suggested
basic format is shown in Table 1 on page 12:
10 11
Good Practice Guide BIM Data for FM Systems

Table 1: Example of a simple reporting requirements matrix This could go on for some time until the front-line The CAFM/IWMS software industry in the UK should
delivery teams are reached but this is an important be more proactive in trying to satisfy the clients
Who Type of Report Frequency Format Responsible Comments step to consider. Whilst we can’t list every permutation information requirements. This is not to say that all
here, variations of ‘Report Types’ may include – software providers are bad, or in fact the same, but
Investment Fund Financial Monthly Table based MD Headline figures in
planned maintenance reports, outstanding works, it is common for application developers to provide
£100k increments
statutory maintenance, refurbishment, asbestos etc. a library of fixed standard reports that often stifle
Board Financial Monthly Table Based MD Headline figures in and will depend upon the needs of the organisation. rather than support information interrogation. We
£100k increments have seen much more use of disparate data sources
Board Asset Lifecyle 3 Monthly Trend Chart MD To show
Once this process, has been carried out, it is important recently and the use of Business Intelligence (BI)
Management (LCM) depreciation to understand the data needed, when and more applications being used to support reporting. Future
importantly, why. Often there are reporting tools developments will allow users of applications more
Board Asset Lifecyle 3 Monthly Gantt Chart MD Show lifecycles within FM information systems that offer a multitude flexibility and individuality in their reporting based
Management (LCM) over 5 and 25 years
of ‘standard’ reports that may or may not fit the on live query data rather than fixed reporting.
Board Asset Lifecyle 12 Monthly Condition Report MD Show items for needs of the organisation. However; if the reporting
Management (LCM) LCR over 5 years requirements are known, particularly in a BIM If FMs ask the questions before considering
environment, it will be easier to specify the ‘Level of procurement, (see appendix for other useful IWFM
Board Asset Lifecyle 5 yearly Condition Report MD Planned vs Actual
Management (LCM) Information Needed’ (LOIN) required to deliver the good practice guides) then they are more likely to
service FMs are expected to provide. The concept of be happy with the end result (The garbage in =
Regional Managers Asset Lifecyle 3 Monthly Trend Chart Senior Regional To show LOIN is explained in Section 11.2 of ISO 19650-1 and is garbage out scenario). Most good quality CAFM/
Management (LCM) Manager depreciation
the key to effective development of the Organisation, IWMS platforms in the UK are more than capable
Regional Managers Asset Lifecyle 3 Monthly Gantt Chart Senior Regional Show lifecycles Asset and Exchange Information Requirements of answering the questions above with relative ease.
Management (LCM) Manager over 5 and 25 years (OIR, AIR and EIR respectively) in a BIM process. The advent of BIM gives FM the opportunity to
influence and shape the data it needs with the
Regional Managers Asset Lifecyle 12 Monthly Condition Report Senior Regional Show items for
Management (LCM) Manager LCR over 5 years
It is worth mentioning here that whilst traditional end result in mind.
reports are still common, you should expect the use of
Regional Managers Asset Lifecyle 12 Monthly Condition Report Senior Regional Planned vs Actual live data and visual feedback to become more common
Management (LCM) Manager in day to day FM operations. In the future it’s expected
Regional Managers Performance 1 Monthly Bar/Column/Pie Senior Regional To show works that reporting information will be delivered directly to
Chart Manager completed on personal devices rather than via a pdf or spreadsheet
time, overdue attached to an email.
and incomplete
Regional Managers Performance 1 Monthly Bar/Column/Pie Senior Regional To show One of the most common problems seen in the
Chart Manager compliance
world of FM and CAFM/IWMS is a dissatisfaction
with the application itself. Quite often the statement
‘it doesn’t do what we want it to do’ or ‘it’s not telling
Whilst traditional reports
me what I need to know’ is heard on a new product are still common, you should
demonstration for a prospective client or evaluation
of an existing application. Sometimes, when the
expect the use of live data and
existing system is reviewed, it is discovered that visual feedback to become
the required data is not being captured to allow
the generation of reports the system is being
more common in day to day
asked to provide. FM operations.

12 13
Good Practice Guide
Process for planning
and delivering the
services FMs provide
Another important consideration when
designing BIM or FM information system
requirements (regardless of whether
the project is BIM enabled or a more
traditional set up) is understanding
internal and external process for
planning and delivering the service FMs
provide. Quite often, this can be the
most challenging of all. Not because it
is more difficult or technically complex
but because it involves change.
By defining the data needed and how it can be
presented to others, FMs will undoubtedly challenge
the status quo. The trick is to compromise, and to do
it in favour of betterment. Any change should not be
made lightly but, neither should it be made without
due consideration. There are some views that new
technology forces change and can’t be avoided.
To an extent this is true however; effective and
lasting change can only happen if all parties buy
into the vision.
When defining the data, FMs must consider how they
currently collect, process and present this (this should
be a “warts and all” analysis). It is critical to be able to
clearly identify where the limitations are, where it is
possible to do better and identify possible new ways of
achieving the end result. FMs can do this without looking
at any software. Once there is a picture of the current
situation, it is possible to define where the organisation
wants to go and what needs to change. Importantly,
this should support the reporting requirements above
and be translatable into a clear definition.
This will enable FMs to start asking the right questions.
14
BIM Data for FM Systems
Data environment
The third consideration is that of the data environment. What is meant by this?
In the world of FM or Asset Management (AM), the data environment may be
defined as all sources of information that are used to deliver day to day services.
In the AEC world, data environment often means an application that is used as a
central repository for documents, drawings and models. This is usually called the
Common Data Environment (CDE). CDEs are data sources (normally in the form
of applications) used predominantly during the design and construction phases
by project teams. They allow for a central repository of all information about the
asset and allow collaboration across multiple disciplines.
To fully integrate the PIM with the current or planned
operational systems FMs should firstly understand
what systems and sources of data are currently held
within the organisation or that they have planned
to gather going forward. It is important to look
beyond traditional M&E, consider asset management
in the holistic sense, as all assets within the facility
(including the building itself). It is highly likely that
in the organisation’s current environment there will
be multiple sources of data that are used in daily
operations. Some of these will be either a duplicate
of another source or worse a contradiction of another
source of data.
Some typical systems are listed but not limited to
those shown below:
• Computerised Maintenance Management System
(CMMS)
• Computer Aided Facilities Management System
(CAFM)
• Integrated Workplace Management Systems (IWMS)
• Energy Management Systems (EMS)
• Building Management System (BMS or BEMS)
• room booking system
• operation & maintenance record management
system
• financial management system
• fire system
• access control
• floorplans/maps
15
Good Practice Guide BIM Data for FM Systems

Some organisations, may link between one or more You are unlikely to have all of the functionality derived
applications but supporting a ‘Digital Ecosystem’ from some of the systems listed in a single software
such as that shown in Figure 6, quite often, they platform. You will require a system of linking the data
remain separate. environments that exist within each or have a single
source for the data environment. You must consider
Regardless of whether there is some form of the data sources as a CDE and consider BIM from
integration between systems or not, the software a building operator’s perspective as a Building
platforms are designed to operate essentially in Information “Management” tool.
a similar way and have three key aspects to them:
The FM idea of a CDE is quite different to that of
1 (Common) Data Environment CDE or database - someone from the AEC sector, so in order to bring
into which data is collected, held and used these two worlds together, FMs need some form
2 workflow or process - which align to operational of common platform or exchange mechanism.
or service requirements
3 reporting - used for contractual performance Until the integration of 3D files becomes common across
evidence or management decisions FM Information systems, it is likely that the international
standard for asset information - Construction Operations
Building Information Exchange (COBie) will be the
default basis for the data environment within the
BIM model. However, it is recommended that the
Figure 6:
selection of systems and tools is defined in advance of
The digital ecosystem of which
preparing the requirements for the BIM model. Another
FM systems are a component
important aspect is testing the data exchange between
the BIM model and the FM operational tools frequently
during the life of the BIM change project.
IoT devices
Asset Procurement,
Management Logistics & Construction Operations Building Information
systems Stores systems Exchange (COBie) – A format developed
by the US Corps of Engineers that provides
a framework for capturing all information
relating to a building. Normally distributed in
spreadsheet form, COBie is easy to navigate and
update but can sometimes be complex and does
Fire and Life CAFM / IWMS
not allow the information to be used proactively.
Safety systems systems
If the team is able to make use of the Industry
Foundation Classes (IFC) file format, this will allow
for 3D graphical and alphanumeric data to be
transferred directly from AEC into the FM systems.
Currently, this file format is very rare in terms
of use within CAFM/IWMS but, is the standard
‘Open BIM’ solution for transferring models within
the AEC community. As BIM transfer becomes
more common, it will be more likely that IFC files
will replace COBie spreadsheets/workbooks as
the information exchange format.
Industry Foundation Classes (IFC) – IFC is an
agreed open source format text-based file. It
lists all objects in a model with their associated
attributes. IFC is the defacto standard in the
AEC sector for sharing 3D models between
design applications. The IFC schema (which
is effectively the contents list) includes the
COBie fields enabling COBie requirements to
be included in the model. IFC cannot easily
be read without the use of a graphical display
application. Currently very few FM systems can
use IFC imports although, it is likely that this
will evolve in the future.
It should be noted that this does not mean that
IFC will replace COBie. COBie is simply a filtered
version of the massive amount of data held
within an IFC for example. A sub-set. COBie will
therefore continue to be used as the framework
for organising data.

DIGITAL
ECOSYSTEM

“I think FMs need to be cautioned on COBie, it’s a great schema but has many
Reporting Audio/Visual
weaknesses and FMs believe if they ask for COBie they get everything they
and displays applications
need. This may not be the case for sophisticated assets and in many cases COBie
provides too many data fields for simple assets such as light switches. Why is
this important because in Revit (I’m not sure about other authoring tools) once a
parameter is added every asset has that parameter attached whether its needed
Finance ERP or not and whether it contains data or not. This leads to large amounts of dead
MBS / EMS
applications space and can be highly confusing to the end user understanding whether an
Access asset should or shouldn’t have data attached.”
Control
systems Andy Hamer - Invicara

16 17
Good Practice Guide BIM Data for FM Systems

Common data environment (CDE) Note: Replacement cost is almost certainly going
to be more than the initial purchase price as a result
of the replacement taking place in a built asset as
opposed to one that is being built. Allowance needs
to be made on top of the purchase price when thinking
about replacement to reflect degree of difficulty and
extent of replacement necessary.
Some data fields in FM applications have a
limited number of characters that can be fitted
into them. This is to reduce data records and
optimise database performance however; if you
have text/numbers that are longer than the field,
the entry may be clipped for example:

Content Field length of system field is 12 characters

It is essential that consistent data is collected in a structured format and that there is
a single source of truth, avoiding duplicated or conflicting data from different sources.
All data environments including those used in your own organisation will have common
themes such as:
1 classification
2 categorisation
3 content
Classification
As previously stated there will be both duplication
and variance in the data quality and accuracy.
Classifying assets allows different data sets to be
connected in a CDE and a correlation of data between
systems, to space or a physical asset, depending
on the specific information requirements. There are
many industry methods for grouping, organising
and classifying within the world of FM and one is
not necessarily better that the other. All have gaps
or difficulty in consistently defining or classifying
assets. Some of the systems used for classification,
categorisation and naming conventions you should
consider are:
• SFG20 - the standard maintenance specification
for building engineering services
• BCIS – Building Cost Information Service (BCIS)
• NRM3 - RICS New Rules of Measurement (NRM)
• UNICLASS 2015 - NBS unified classification for
the UK industry covering all construction sectors
• BOMA- maintenance request class classification
• CAWS - CIPC Common Arrangement of
Work Sections
This list is not exhaustive, and you may use more than
one system across many applications and business
functions. However, it is key that you align with and
standardise against one as this will give a common link
between all of the FM management systems and data
held in the CDE.
It should be made clear what data is expected to be (including spaces)
directly held in the BIM model(s) and what data maybe
held in other external databases (see Figure 7). It is Entry = Building Management System
essential that the description of the data we are asking
for, what fields we expect it to fill and any character Value displayed in the application = Building Man
population restrictions are as prescriptive as possible
to enhance the overall data quality, including fields This will affect what is displayed on screen and
Categories
that must be populated and those that are optional. in reports so, consider any restrictions (this will
Asset data is broken down into a number of categories
If data fields are not used in daily/weekly operational be based on the application you use so ask the
to partition the data. Subsets of the categories can
workflows and reporting, then the value of collecting vendor/developer) and how this will affect you.
be as extensive or limited as you need in order to
such data is limited and will not get attention. Each of It may be that you reduce the description to BMS
manage your assets. Initially most of the data will be
the data fields will have a limitation and it is important in the case above thereby removing the problem
populated during the design and build phase. This
to know from the outset what that is. If possible, the or, request the character length to be increased
must be specified in the EIR (which will be the defining
use of drop downs/pick list is preferred over free text (beware of additional development costs!)
contractual document) having been defined and set
to avoid any variance and to limit human error.
out in the AIR and validated upon completion, before
being used in operations. Some of the data fields can
only be populated and managed in the operational Figure 7:
phase and therefore this must also be defined in the Data from sources other than the modelling process must be considered. Whilst this can be integrated into
AIR including who will be responsible for the initial a Document Management System within the FM system, the specification, collection and collation of data
population of the data fields. should be considered early in the process.
1 Property details - site location floor etc.
2 Space details - room area etc.
3 Asset Code - unique ID Tag etc.
4 Location - directing the operator to the asset
within the building
5 Details - specific details e.g. make model etc.
6 Condition - using an accepted standard such
as the CIBSE Guide M fields
7 Lifecycle costing - initial purchase cost,
associated install and operational cost
8 Energy Consumption – kW-h, carbon footprint etc.
9 Warranty - asset warranty details and specifics
10 Risk - aligned to the organisation risk management
framework
11 Request Class – if using the BOMA service
request classification
12 Scheduling - frequency of maintenance
13 Asset care plan - maintenance requirements
aligned to the organisational asset strategy,
SFG 20, manufacturers recommendation etc.

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Good Practice Guide
Some sources of data may derive from other tools/
platforms and the push/pull dynamic linking of the
data must be considered e.g. O&M, information etc.
The use of a naming convention or classification
systems will aid in linking O&M information to the
asset data, in particular if the O&M is in a systems-
based structure as opposed to the traditional work
package approach.
One aspect of this is to initially specify key fields
that must be included in the COBie or IFC export.
Another reason careful consideration is required is
that COBie can only export data that is already within
the model(s). Be aware however, this must be done
with some forethought. It would be easy to discard
certain information based on what FMs do now and
what FMs think they need now. What you should do,
is to consider where to go with the data and what that
might look like 5 or 10 years down the line.
Define the important fields based on your OIR
requirements. For example, one organisation
may require just 12 key fields to be included in
COBie for their project, these might include
basic FM requirements such as:
• Manufacturer
• Make
• Model
• Serial Number
• Asset Type
• System
• Location
• Cost
• Lifecycle Expectation (in years)
• Purchase/Installation Date
• Warranty Date
• URL to servicing guide
Other clients may require 18 or 20 fields.
20
BIM Data for FM Systems
To make accurate decisions based on strategic data,
you need to have an amount of granularity that
ensures that data has a basis in fact and can stand
up to interrogation.
The next step along the road to understanding the
data is working out how we can identify assets in as
few characters as possible. Most software houses
and facility managers will do this as a matter of
course because it a) makes sense and b) enables an
An easy example is recommended retail price (RRP)
amount of standardisation which, in turn, helps us
or purchase price. Quite often, this is not something
with reporting and grouping of data. You will see
that is really considered in FM terms. You may be
some version of the example in Table 2 on page 22 in
interested in the purchase price of new items in 10
many organisations. None are incorrect and none are
or 15 years but, unless you are already performing
necessarily better than others but, at present, all will
‘Lifecycle Management’, you may not want to
be missing from the lines within our IFC or COBie data
collect that data now? For some, the concept of
received during a BIM project.
Lifecycle calculations down to individual asset unit/
object level manually, is daunting – and in many cases
an impossible thought. The fact that it is possible
to build that level of information into the BIM data
automatically will allow us to capture data at source
(NBS, BIM Store, etc). This data can then be easily
aggregated and added to depreciation scales as
well as inform cost benefit analysis throughout
the life of individual objects rather than based
on a 5 yearly (expensive) condition survey which
is often based on a 10% (or even less) view of
some assets.
“I’d suggest that a facilities manager
might want to be doing 10-15 year
projects on the cost of replacing
assets from the point the building
is handed over. This will inform
the long-term budgets and enable
them to ‘smooth’ the costs by
undertaking replacements early or
delaying to avoid the situation of
spending £5m one year and £50m
the following”.
Mike Ford - UWE
21
Good Practice Guide
This is not necessarily about ensuring the BIM data is
fit for purpose, or helping the data to ‘drop’ into any
particular CAFM/IWMS product. This is about giving
FM a single field that will tell them all they need to
know about an object. It is not essential to BIM per se
although this method certainly helps us to identify,
categorise and place objects in the correct place in
an asset based hierarchy. This is especially true if FMs
have software that does not have a direct COBie or
IFC import facility.
Table 2:
Example of setting an asset naming convention.
22
Where a user has little or no knowledge of BIM or
the BIM process, we would recommend reading ISO
19650 parts 1&2 as this is the source of information
relating to the way that BIM has evolved in the UK and
internationally. This standard quickly allows you to see
the correlation between the way that BIM developers
describe files and documents in the BIM process and
the way that FM has defined data objects for many
years prior to the advent of BIM, a version of which
is shown below.
Apart from giving the FM team a unique reference for
an asset object, this can be used to generate barcodes/
QR codes etc for asset and location tagging.
As you can see from the COBie attribute table in
Figure 8, whilst COBie gives quite a bit of detail
about objects, they are abstract to a large degree.
What FM needs is to be able to articulate to AEC
the relationships between objects and their place
in the ‘system’ that is the built asset.
Figure 8:
Example of a COBie spreadsheet
BIM Data for FM Systems
In summary, facility managers need only a couple
of fields within the IFC or COBie data to be able to
link one data set to another. In reality, this could be
one field. In practical terms however; FMs should
be able to get what has been discussed above
included in the model data. As mentioned previously,
this may only be a placeholder until it is clear what
the data will be, in the same way that ‘xxxx’ is used
within the ISO 19650 naming conventions in the
AEC industry.
23
Good Practice Guide BIM Data for FM Systems

Data mapping

The actual mapping of BIM data to FM

system is largely dependent upon the
system being used and the format in
which the BIM data is presented. For
example, if the data is presented in
COBie format using spreadsheets,
this data can be mapped manually to
import spreadsheets (although this is
very inefficient), most traditional FM
applications support import of data
via spreadsheets.

The next level of import functionality is one where the

software application accepts data in the COBie format
and can automatically import the data from COBie
workbooks to fields in the data processing application.
This is becoming more common in applications with
no graphical capability.

The final level at present is mapping data from IFC

to fields in the FM application. Whilst this is likely to
be the default in the future, it is still relatively rare.
The benefits of using IFC include the ability to
graphically display the ‘digital twin’ and also the
potential to integrate graphical and traditional
data such as asset, PPM and O&M documentation.

CASE STUDY 1
UBS – 5 Broadgate
https://www.slideshare.net/
BritishInstituteofFa/ubs-building-information-
modelling

CASE STUDY 2
Slough Borough Council utilising MainManager
http://blog.fm180.com/2019/02/slough-
borough-council-and-morgan.html

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Good Practice Guide BIM Data for FM Systems

Lifecycle considerations

Whilst this guide is predominantly geared towards informing FM about data Consider now that a modern university, hospital or
preparation for BIM projects, it is necessary to include some consideration for airport may have many hundreds or even thousands of
doors and the lifecycle savings would be considerable.
the use of Lifecycle information. When this system is then expanded across all items
we can see the potential for real benefits of BIM for
FM operations.
It is now commonplace for FM to be responsible Consider the simple comparison in Figure 9
for monitoring, maintaining and managing lifecycle below between door furniture quality or similar.
In the past this was almost impossible to do but, BIM
replacements. BIM brings about an opportunity This demonstrates that cost does not always
now makes it technically possible. The difficult part
to do this much more intelligently, with more equate to long term savings if quality does
still remains the trade off between savings in CAPEX
accuracy and for the right reasons rather than not give enough robustness or resilience to
vs the translated savings that could be made during
simply for cost saving. an item.
OPEX however; that is a subject in itself.

Figure 9: Figure 10:

Example of simple cost vs quality in terms of Lifecyle Illustration of quantities of small items within a project

Assume 50 YEARS

OPTION A CHUM Hospital Montreal Data Fundamentals

2 x 29.90 - Hardware
1 x £50.00 - Replacement Volume:
= £109.80
• Over 300,000 SM over 5 buildings
OPTION B with 14,000 rooms
5 x 9.50 - Hardware
• 500,000 units of equipment
4 x £50.00 - Replacement
= £247.50 • 30,000 doors
Number of Doors = 300 • 100,000 power outlets
OPTION A = £32,940 • 100 million data points
OPTION B = £74,250

£41,310 extra cost in OPEX of

which £35,190 could be avoided
Photo © meunierd

26 27
Good Practice Guide
Visual BIM
Throughout this guide we have
concentrated on the preparation,
collation and mapping of data into
FM systems. We have given little
weight to the visual benefits of
BIM even though they are many.
Even though this aspect is still developing, we must
understand and accept that we humans are used to
receiving data but tend to interact and react better
to visual cues than to flat, written records within
spreadsheets. Where possible, you should include
and consider the possible uses of visual data in all
its forms when specifying BIM requirements. This
may include aspects such as business intelligence
(BI) dashboards, laser scans, images and videos, but
in the future will also include 3D models, interaction
and visualisations using models and the continued
development of AR and VR technologies to support
the FM operative on the ground. Figure 11 below
illustrates some of the visual benefits.
Figure 11:
Visual feedback for the FM is key. Here we see
objects with planned work in blue and overdue
works in red
28
“The ease of access to information
created in the design, construction
and operation of a building is an
important success factor for BIM.
To improve uptake it’s also important
that the information contained is
true! How we choose to access this
information is not prescribed. It’s very
much the choice of those that will
benefit from using the data. For FMs,
knowing what options are available is
often a source of frustration. Whether
the data is viewed in a spreadsheet, a
Revit model, a Matterport Scan or an
annotated 2D pdf floorplan is a
matter of preference. Access to the
data and maintaining a single version
of ‘the truth’ is paramount to
successful implementation of BIM/
CAFM integration in all buildings.”
Derek Lawrence, Arup
Conclusion
Having a good indication of the information required makes it possible to articulate
and specify the data requirements when embarking upon a BIM project.
Facility Managers must be:
• clear about the information requirements of the
relevant organisation
• able to define how that data needs to be captured
• clear on how it will be presented back to the FM
team and other stakeholders
So, do the designers know what FM wants and how to
achieve it? This should be possible if we have clearly
defined organisational requirements in the form of
the OIR as it is based on the reporting process and
asset information requirements in terms of the AIR.
There should be a clear picture of the scope and
content required for the Level of Information (LOI)
FMs need to effectively operate and maintain the
asset. Your requirement can then be included in the
Exchange Information Requirements which becomes
the contractual blueprint for delivering the asset to
the end user.
Throughout the process you should be engaged
to ensure the data required is present, in the
right level of detail either via involvement in the
validation of data drops or, more commonly, via
access and interaction with the CDE used by the
project team.
The modern data environment is becoming more
fragmented than ever but with the ability to share
data between applications becoming the norm. The
emphasis now is less on large enterprise applications
that do everything, as we have come to expect in the
past, but on developing ecosystems of connected
applications and data sets.
Technology moves so fast that we must embrace
solutions that deliver specific parts of our requirement
as opposed to a single solution that can do most of
it. The future is one where we select a number of
BIM Data for FM Systems
applications (hopefully, the best ones for a particular
job), intelligent objects and processes that we can
bring together into an effective solution for the
organisation. Part of this solution is undoubtedly a
CAFM/IWMS platform but this should now be seen
more as the hub of FM operations rather than the
single, often disconnected article.
At the point of handover, you should receive
an effective, accurate and relevant data set that
populates any relevant systems/applications
needed to allow the asset to function and be
maintained throughout its lifecycle. The ideal
would be to have the ecosystem in place prior to
the handover so that the transition from construction
to operation is seamless and follows the principle
of the soft-landing approach.
As apps and objects become smarter, we see assets
with IoT capability becoming more common with
the ability to create not just smart buildings but,
smart cities. We already have BMS, Access Control,
Finance and Fire Systems amongst others gaining
the capability to send information as well as allowing
access to their database for reporting and other
purposes. The future will allow us to specify not just
the applications we build into our facilities but also,
how they will communicate.
The potential for the volume of data to swamp us
without any real benefit is clear (and can be seen in
some early projects). Asking the right questions at
the start will enable us to navigate the plethora of
data contained in BIM designed and delivered assets.
It will allow us to capture the BIM data in its entirety
but, use only the data we need to fulfil our operational
and reporting requirements. In short, we should aim to
cherry pick the quality data for the right reasons, not
simply accept a COBie workbook or IFC file because
the BIM mandate requires it.
29
Good Practice Guide BIM Data for FM Systems

Appendices Appendix A
Key glossary/abbreviations

A comprehensive list of terms, abbreviations and

guidance used in BIM is shown in the appendix below.

Building Information modelling – BIM

Term Definition

2D 2-dimensional (Digitised drawing and plans)

3D 3-dimensional (Shared information model in BIM)
4D 4-dimensional (Construction sequencing in BIM)
5D 5-dimensional (Extraction of quantities & costs model)
6-dimensional (Project lifecycle information:
6D
iBIM model, focused on system integration & sustainability)
7D 7-dimensional (FM & Operational Apps & Data Analysis)
ACE Architecture, Construction, Engineering
ACE Association for Consultancy and Engineering
ACM Asbestos Containing Material.
AGV Automated guided vehicle (Computer-controlled)
AH Application Hosting (of web-based solutions)
AHU Air-Handling Unit
AI Artificial Intelligence
AIM Asset Information Model
AIR Asset Information Requirements
AIT Advanced Information Technologies
AMS Asset Management System
API Application Programming Interface
APM Asset Performance Management
AR Augmented Reality (Layered above existing reality)
ASHRAE American Society of Heating, Refrigerating and Air-Conditioning Engineers
ASP Application Service Provider
AVE Average Variance Extracted
BAL Budget Affordability Limit
BAM BIM Acceptance Model
BAS Building Automation System
BCF BIM Collaboration Format
BEP BIM Execution Plan
BIM Building Information Modelling
30 31
Good Practice Guide BIM Data for FM Systems

Appendix A Appendix A
Key glossary/abbreviations Key glossary/abbreviations

Term Definition Term Definition

BIM TG BIM Task Group EIR Exchange Information Requirements

BIM Toolkit For LODs, roles, organisation & data verification ERP Enterprise Resource Planning (Business management software)
BMS Building Management System EMS Environmental Management System software
BOQ Bill Of Quantities FBC Full Business Case (Major infrastructure investments)
BREEAM Building Research Establishment Environmental Assessment Method FM Facilities Management
bSa Building Smart Alliance FUSS Facilities & Construction, Utilities, Safety & Security
BSI The British Standards Institution GCS Government Construction Strategy
BSRIA Building Services Research & Information Association GIS Geographic Information System
BYOD Bring Your Own Device GPS Global Positioning System
CAD Computer-Aided Design GSA General Services Administration
CAFM Computer Aided Facilities Management GSL Government Soft Landings
CAV Constant Air Volume HFM Hard Facilities Management
CAWS Common Arrangement of Work Sections HSEQ Health, Safety, Environment & Quality
CBM Condition-Based Maintenance IAI International Alliance for Interoperability
CBR Case-Based Reasoning IAQ Indoor Air Quality
CDBB Centre for Digital Built Britain ICT Information Communications Technology
CDE Common Data Environment idDAS Intelligent Digital Distributed Antenna Systems
CDM Construction, Design & Management IDM Information Delivery Manual
CFA Confirmatory Factor Analysis IFC Industry Foundation Classes
CFI Comparative Fit Index IFM Integrated Facilities Management
CIBSE Chartered Institution of Building Services Engineers IoT Internet of Things
CIC Construction Industry Council IRA Information Requirements Appendix
CIM Construction Information Modelling ISO International Standards Organisation Definition
CIOB The Chartered Institute of Building IWFM Institute of Workplace and Facilities Management
CMMS Computerised Maintenance Management System IWMS Integrated Workplace Management System
COBie Construction Operations Building Information Exchange KMO Kaiser-Myer-Olkin test
CPA Construction Products Association KPI Key Performance Indicator
CPIC Construction Project Information Committee KSR Key Stage Review
C-RAN Cloud-Radio Access Network LCA Life-cycle analysis
CRM Customer Relationship Management LCA Life-cycle assessment
DAS Distributed Antenna Systems LEED Leadership in Energy & Environmental Design
DBB Digital Built Britain Level 0 BIM Level of BIM Maturity: e-paper or CAD-based
DBE Digital Built Environment Level 1 BIM BIM Maturity: 2D & 3D, BS 1192:2007-based
DBFM Design, Build, Finance and Maintain Level 2 BIM BIM Maturity: BIM tools (7 components, 3D, 4D or 5D)
DBFMO Design, Build, Finance, Maintain and Operate Level 3 BIM BIM Maturity: integrated & collaborative (4D, 5D &6D)
DCMF Design, Construct, Maintain & Finance (PPP projects) LOD Level of Detail

DOI Digital Object Identifier (See ISO 26324:2012) LOD Level of Definition

dPoW Digital Plan of Work LOD Level of Development

EAM Enterprise Asset Management software LOI Level of Information

32 33
Good Practice Guide BIM Data for FM Systems

Appendix A Appendix A
Key glossary/abbreviations Key glossary/abbreviations

Term Definition Term Definition

LPWAN Low-Power Wide Area Network SaaS Software as a Service

M2M Machine-To-Machine SAD Service Availability Date for SPV payment trigger
MEP Mechanical, Electrical, Plumbing SAM Smart Asset Management
MIDP Master Information Delivery Plan SBS Sick Building Syndrome
MPDT Model Production and Delivery Table SCM Supply Chain Management
MMS Maintenance Management Software SEM Structural Equation Modelling (IBM® SPSS® Amos™)
MTBF Mean Time Between Failure Service Facilities Group 2000
SFG20
PPM Standard
MTTR Mean Time To Repair
SFM Soft Facilities Management
NBS National Building Specification
SLA Service Level Agreement
NIBS National Institute of Building Sciences
SMP Standard Methods and Procedures
NRM New Rules of Measurement
SPC / SPV Special Purpose Company / Special Purpose Vehicle
O&M Operations & Maintenance
SRA Security Requirements Appendix
ODC Office of Design and Communication
TAM Technology Acceptance Model
OGC Open Geospatial Consortium
TCO Total Cost of Ownership
OH&S Occupational Health & Safety
TIDP Task Information Delivery Plan
OIR Organisation Information Requirements
TFM Total Facilities Management
OMNICLASS Construction Classification System
TLI Tucker-Lewis Index
PaaS Platform as a Service (Web-based software solution)
TPB Theory of Planned Behaviour
PBC Perceived Behaviours Control
TRA Theory of Reasoned Action
PBS Public Building Services
TTF Task-Technology Fit
PDT Product Data Template
UKBA UK BIM Alliance
PFI Private Finance Initiative (UK-based contract method)
UKCG UK Contractors Group
PGFI Parsimonious Goodness of Fit Index
UKGBC UK Green Building Council
PIM Project Information Model
UNICLASS2015 Construction classification system
PIP Project Implementation Plan
UP/C Unitary Payment / Charge
PLQs Plain Language Questions
VAV Variable Air Volume
PPM Planned Preventive Maintenance
VR Virtual Reality
PPP Public-Private Partnership (P3) (UK contract type)
WIP Work In Progress
PTW Permit to Work
WOR Work Order Request
QMS Quality Management System
WORT Work Order Request Template
QRC Quick Response Code (2D electronic bar code)
XaaS Anything as a Service
RCA Root Cause Analysis
XML Extensible Mark-Up Language
RCM Reliability-Centred Maintenance
RDBMS Relational Database Management System
RFID Radio Frequency Identification (Asset tagging)
RIBA Royal Institute of British Architects
RICS Royal Institution of Chartered Surveyors
RMR Root-Mean Square Residual
RMSEA Root-Mean Square Error of Approximation

34 35
Good Practice Guide BIM Data for FM Systems

Appendix B Appendix C
Standards and guidance References

Collaborative production of information. Fulfilling employer's See PAS 1192 and BS Other sources
BS 1192-4:2014
information exchange requirements via COBie EN ISO 19650-1 & -2
IWFM https://www.iwfm.org.uk/Glossary
Code of practice for Asset Management
BS 8536-2 (Linear & geographical infrastructure): Part 2 FM Procurement GPG
IWFM
Briefing for Design and Construction. https://www.iwfm.org.uk/knowledge/procurement
Code of practice for AEC library objects Selecting FM Software GPG
BS 8541-1:2012 Part 1 IWFM
(Identification & classification) https://www.iwfm.org.uk/knowledge/software
Code of practice for AEC library objects The Role of FM in BIM projects GPG
BS 8541-3:2012 Part 3 IWFM
(Shape and measurement) https://www.iwfm.org.uk/knowledge/managerial/bim-projects
Code of practice for AEC library objects BIMTalk https://bimtalk.co.uk/bim_glossary:start
BS 8541-4:2012 Part 4
(Attributes for specification and assessment)
BIMDICTIONARY https://bimdictionary.com/about/
BS ISO 16757-1: Data structures for electronic product catalogues for building services:
Operational Readiness Guide
2015 Concepts, architecture and model IWFM BIM
EIR
ISO 9001:2015 International standard for QMS ISO 9001:2015 Guidance
The Role of FM in BIM Projects
International standard for implementing collaborative working over BRE https://bregroup.com/expertise/bim/
ISO 19650-1 & -2 ISO 19650-1 & -2
the asset lifecycle using BIM organisation
BSI https://www.bsigroup.com/en-GB/
International standard for FM systems:
ISO 41001:2018 ISO 41001:2018
Requirements & guidance for use CIC Protocol http://cic.org.uk/admin/resources/bim-protocol-2nd-edition-2.pdf
ISO 14000:2015 International standard for Environmental Management DB Wiki https://www.designingbuildings.co.uk/wiki/
ISO 14040:2006 Describes the principles and framework for LCA See LCA https://www.gsa.gov/real-estate/design-construction/3d4d-building-information-
GSA
modeling/bim-guides/bim-guide-terminology
ISO 15926 International standard for life cycle data integration In 11 parts
SFG20 http://www.sfg20.co.uk/
ISO 16739:2005 International standard for presenting IFCs buildingSMART
https://www.smartsheet.com/essential-guide-facilities-management-computer-aided-
ISO 20121:2012 International standard for sustainable events management system Green events smartsheet
facilities-management-software
ISO 20400: 2017 International standard for sustainable procurement Techopedia https://www.techopedia.com/dictionary
ISO 45001:2018 International standard for OH&S - replaces OHSAS OHSAS 18001 UK BIM Alliance http://www.ukbimalliance.org/
ISO 50001:2011 International standard for Energy Management Systems COBie standard https://www.nationalbimstandard.org/
ISO 55001:2014 Asset Management - Management Systems COBie QC
https://github.com/OhmSweetOhm/CobieQcReporter
Reporter
Publicly Available Specification for capital/delivery phase of UKG initiative
PAS 1192-2:2013
construction projects using BIM See BSI COBie Plugin
https://github.com/opensourceBIM/COBie-plugins
for BIMserver
Publicly Available Specification for operational phase of assets UKG initiative
PAS 1192-3:2014
using BIM See BSI
Publicly Available Specification for security-minded BIMs, UKG initiative
PAS 1192-5:2015
DBEs and SAM See BSI
Publicly Available Specification for collaborative sharing & use UKG initiative
PAS 1192-6:2018
of structured H&S information using BIM See BSI

36 37
The Institute of Workplace and Facilities Management (IWFM) is the body
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We exist to promote excellence among a worldwide community of over

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Our Mission: We empower professionals to upskill and reach their

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our vision is to drive change for the future. To be the trusted voice of
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