BIM IN ASSET MANAGEMENT MONTHLY FORUM 12-11-2024
RICHARD FREER …this journey, if you can call it that, when George asked me to help him organise the organisation when he took over BIM4Housing. Since then we’ve had several hundred meetings and roundtables and literally thousands, possibly getting on for ten thousand attendees to those. During that time there have been a few things that have stood out to me. One, which is the purpose of this meeting, is complaints about incomplete asset information, it’s a recurring theme. Another thing, which I’d say quite astonished me, was the lack of knowledge around the legal ramifications of doing nothing. Regulation 38 is very clear that if information is not delivered that is required you can get locked up. That’s pretty serious, but so many people have never even heard of Regulation 38.
Another one, almost half of the people recently surveyed didn’t know that both clients and contractors how have to sign to say they’ve received everything that they need. How can they not know that? It’s their job, apart from anything else. I guess in the large part it’s because people just assume that someone else is always doing it. So, last year, the year before, the government asked L&Q to run an operation called The Golden Thread Initiative to define and advise on what the golden thread should contain. We were asked to run the asset and survey information group. We ran roundtables, meetings, and again had input by email and private conversations. Clients sat with contractors, designers sat with FMs, installers with their CEOs, and manufacturers finally had a voice when they wanted it, with whom they wanted it. So almost by accident we discovered a very effective way for experts to share their knowledge.
We turned those discussions into a very detailed recommendations for 12 critical asset types which the Department of Communities asked us to share with them. Now, I have to admit I found it a bit surprising that the government were relying on the industry to tell them what needed to be done, but George explained that the government had recently given 72 million to transform the industry and make everything digital. How is that working for you? I’m sure they did a great deal of R&D and had a few meetings and the odd lunch and they have a wonderful legacy website to show for it, but I’ve not seen much of that trickle down, have you? I don’t think that our members have seen much of that. The problems with digital handover remain. So, it seems that the only real way of sorting everything out is to continue doing what we’re doing, working together and sharing the load.
We need to standardise more, we need to automate so that we can automate more so we can make things more easily audited, even by AI. But, at least the value of our input is being recognised. The liaison from the Department of Communities recently wrote George is the chairman for BIM4Housing who are a very important stakeholder in relation to the golden thread as BIM4Housing have been involved in the development of BIM standards. So, we kind of have the ear of the government and we just need to possibly get a bit more of the ear of the industry. So, we always look to put ourselves out there, not in terms of evangelising so much, but in terms of collaboration. Collaborating with adjacent industries, collaborating with adjacent countries is what we’re actually looking at doing now.
We’re looking to support collaborations between our experts and the software firms to use on projects within the UK. But also offer up projects in places that follow similar standards to us, not the same issues to us, but maybe have developed slightly different solutions so that we can cross-pollinate. A good example of that is Hong Kong which George is hotfoot back from a trade mission from. So George, fill us in.
GEORGE STEVENSON (shares screen). What I’m going to do first of all, I think the key thing is actually understanding what digital handover is and also why we’re having difficulty with it. Why isn’t it working? Because it in many cases, it’s been our experience, it isn’t. In part, it’s complicated, I think anybody that goes into the process and starts to dig into the detail will recognise that. It also relies on people having the time to read and interpret the BIM execution plans and also the standards that they’re expected to follow. And we’ve also got a challenge with asset managers not really being that familiar with how to audit what they receive and rigorously reject when things aren’t right. It’s not so surprising because there is just so much to absorb.
For example, if we look at product libraries, there are dozens of product libraries and all of them hold their information in different formats which is staggering really. But it’s a challenge that we’ve not been able to overcome, we’ve been trying to do something about it for the last 7-8 years. There’s also the challenge of classification. Classification is there to make it easy to find things, but if you look at all of those different standards then you’ll see why it’s quite difficult for asset managers to come through this. Lexicon is the initiative that the CPA initiated 7 or 8 years ago and now the Office of Product Safety & Standards has picked up on it, but there is very little content. We’ve got the Code for Construction Product Information.
Manufacturers are understandably going to be confused because this, for example, ETIM, is the worldwide standard for distribution, wholesalers and merchants, really great stuff. And then we’ve got GS1. So, there is all of this stuff to try and handle along the way, so it’s not that surprising that people are challenged with it, but it’s got to change because if it doesn’t we’re going to continue to get retentions, delays particularly on projects now with the new gateway system. We’ve got a new regulatory environment that if we don’t, as Richard said earlier, get that right that can end up in a really sticky situation. And you also need to, from an asset management point of view, evidence of ongoing compliance.
So, in the most simple terms, and I try and pull it back to simple, we need to specify what was installed and where it is, how’s it supposed to perform in all sorts of different ways, when was it inspected, commissioned and maintained and also when was it replaced and what did they replace it with. So, I think if we can achieve that that’s a good starting point. If we zero in on just one small area, if we can get this right then we’ve got an opportunity to make sure that everything else is coming through. Regulation 38 which I notice from the feedback that there’s still quite a lot of people that aren’t familiar with what Regulation 38 is. It’s basically holding information, the change is that the landlord or the responsible person has got to confirm that they’ve had all of the information, they’ve got to sign for this. And also the contractor has got to sign to say that they’ve delivered it.
In many of the situations that we’ve been in that’s not the case. So, if we look at what came out of the golden thread consultation that we fed into you’ll see that we’ve got fairly clear definitions of what is supposed to be there. So, we’ve actually got if a fire breaks out then we’ve got a range of different asset types that need to be protecting against it. Also, we’ve got not just firer safety, but general safety and those are the things that we’re trying to focus on. So a lot of the work that we’ve been doing in BIM3Housing has been round understanding what these different asset types need and also then to be able to do comparisons on projects to see what should be there and what’s missing. And these sorts of dashboards are going to be immensely helpful by identifying what’s missing from projects so that we can actually say right, from a Regulation 38 perspective all of those things need to be filled in. So, it’s creating that type of process.
We’ve been doing this for quite a long time as Active Plan, this is Tower 42 in the City, we started this project 20 years ago and the main problem that they had was identifying which assets had been inspected, which ones have got faults, where are the faults and how can they be compared. So, this is a way of looking at the detailed information because all 3,500 panels were modelled, but we’re able to produce a very simple graphical representation of which ones have been repaired and which ones still are outstanding. We’re just starting a project with Will Borthen of Asseticom on here for 2025, so we’ve got 20 years results that they can then look back and see how the inspections have been performing. And we’re applying that same methodology now to look at data on EPCs so you can start to see where the difficulties are.
In this case, this is a project that we’re doing with Ridge for Tower Hamlets where they’re basically surveying the building and as they do so it’s picking up 360 photos. But what we’ve then got is an active plan of the layout there, you can see where the compartment walls are, it means it’s a much more simple way of seeing the as-built information. And in this case we’ve got 360 photos which then are tagged with the asset type, so this means it’s much easier when they’re doing inspections they’ve got a hook to then link that to. And then finally onto new build, we’ve got a big community now of software partners, client organisations, asset teams, constructors and also a lot of R&D. And the process that we’re operating is basically to pull together the information so that we’ve got machine-readable information requirements that can then be tested against manufacturers’ products, can then be located in the building and then can be used to generate the handover information.
But the challenge with that is that we’re reliant on people doing things properly, so part of what we’re trying to do here is address the fact that we’ve got BIM models, CAD data, COBie information, a whole range of different things which quite frankly is often disconnected and therefore needs to be tied together manually. And the way in which the commercial groups within construction have operated, they’ve moved to use 360 photographs and applications like OpenSpace to actually do that. And by doing that it means that we’ve got a mechanism to pull together information that’s come from the BIM models, if it’s there, but also to be able to pick up information from technical submittals and also from digital asset capture. And the digital asset capture is the 360 photos which when combined with libraries of product data it means that we can then have experts, which we’re hoping some of the people on this call will contribute to, to actually train new people and also train AI.
So, that’s broadly where we’re going with this, to try and get a lot more standardisation or information so we then end up with a much more simple way of information to be exchanged between different parties. Andy from Waites, could I hand over to you to just explain what we’re trying to do with the tech sub process?
ANDY SIMPSON So, we’ve obviously started looking at standardising a lot of our processes, as George has said, the benefit of which is obviously we need to have a response to the golden thread. We need to understand that we’ve got digital systems that are producing this information for us and that we’re able to deliver that effectively to our customers. We started off looking at how we can standardise our project portfolios, so things like our Regulation 38 fire packs, our O&M manuals, O&M manuals being a key point here. We quickly found out that one of the big problems with our O&M data is a lot of the times we’ll issue our documentation to our customers, we’ll have handed over the project, six months later the customer will come back to us and they’ll say you’ve given us an O&M manual, we’re looking at this air handling unit and what we’ve got in the O&M isn’t the actual model that’s been installed onsite.
And when we’ve looked into it it’s more often than not it comes back to our technical submittals process. And I think what’s happening is because we don’t have a robust enough tech sub process we are taking our specifications, we’re looking at what’s been specified, we’re obviously putting in a technical submittal for that product. Then what’s happening is for one reason or another that product has been changed for a different product, either because of performance issues or more often than not it’s value engineering. We’ll say well, we’ll go for a similar sort of product, but it’s not exactly the same. That tech sub process never gets reflected, so although we’ll change the model we won’t update the technical submittal. The tech sub for the original product more often than not gets put into the O&M manual which obviously in turn leads to issues further down the line.
Which, as I said, is when we hand over a project a customer coming back to us and saying we’ve got an air handling unit, it’s got an issue, but the model that you specified in the O&M isn’t the correct model. It happens so frequently that it just become a massive issue for us. So obviously, as George has said, our starting point for looking at this portfolio of documentation is by starting off by looking at that going all the way back to basics, looking at that tech submittal, ensuring that it goes through a robust process. And we’re just trying to understand what that process is at the moment because it seems a relatively simple thing that somebody should sign it off, it should be approved, if changes are made that change gets reflected. That change gets signed off and then everyone is singing from the same hymn sheet. Although it seems simple it never really comes to fruition and, more often than not, it leads to issues.
That’s kind of our starting point, George, let’s take the tech sub process, let’s try and understand what the best process is and if we can roll that out and standardise that then hopefully we’re positioning ourselves a lot better in mitigating against those issues moving forwards.
GEORGE STEVENSON Our thoughts on it are obviously Waites are following a particular process and they’ve got a supply chain that is probably also working for lots of other contractors. And it seems to make sense to try and standardise that and then have that in a way that it makes it easier for the supply chains to have information ready prepared, quality assured and things like that so that they can then deploy it. Because I don’t think anybody would consider that their tech sub process is something that’s commercially advantageous and commercially sensitive, so we’re just exploring whether people are interested in doing that.
KEVIN BAYLISS Just on what Andy is talking about because I was in Waites’ offices in Wolverhampton on Thursday doing a session on digital golden thread, how we’re working Wolverhampton homes and then how their Dalux system might work with how 19650 workflows going through that whole process. And then one of the things I discussed in there, we talked about BSR, how we capture information, also helping Wolverhampton Homes about producing their documents and how their documents work. And it’s very much about a collection of platforms that make that, but it’s very much that the client has responsibility for that golden thread platform, it’s their responsibility. So, if they’ve got something on the Dalux system when they’re going through things and then how do we make sure that there’s…
talking to them about what was their process to try and set up on that system so that golden thread will then be triggered and make sure that’s put onto, in Wolverhampton’s case, BIM 360, where they hold that information which then can go onto their asset management systems which Active Plan might be somewhere coming into that space. So there was very much discussions…it might be worth Andy touching with Neil about how they’re looking at that process as well. But further conversations I’ve had with a client recently, it’s very much about they have stuff that they have. And if you look at stuff from the Construction Leadership Council in August it was very much when you read through that document, they recognise actually what is the golden thread and the evidence.
What is it? It’s essentially, it’s not necessarily all of the information you’ll need on asset management, for example. They do recognise actually you’ve got these in terms of compliance and evidence for an HRB, for example, but then you’ve then got something that then is on top of that asset management which is very much dictated to by the accountable person for that site. And I think part of that problem is that accountable person doesn’t really understand the golden thread, they know possibly what they went through, but they don’t understand the process of information management, they don’t understand necessarily what should be in that golden thread…
What I was going to say was it would be good for Andy to touch base with Neil to see how that process should necessarily work and then filter in to the golden thread platform which is held by the client.
ANDY SIMPSON Yeah, I will. We’ve got processes that work really well, we’ve got Christian Thomas of AJ Digital on the call. We use AJ Digital to help us with our O&M manuals and we’ve got that now…other than, I think it is just the tech sub process, everything else we’re sort of pretty far down the line with, but I think we do need to look at that tech sub process. So, Kevin, thanks for that, I’ll definitely pick that one up.
PAUL OAKLEY Tech subs, we’ve been working through with a number of contractors and a series of different projects. And similar to what Andy has talked about, what’s happening is either tech subs have approved one thing but then when it comes to install onsite they’ve installed some of them, but others have changed. There doesn’t seem to be generally things like locations they’ll put things like everywhere or first floor, the detail is not specific enough. So when you’re looking at things like COBie or the requirements of the golden thread and things like that, that we’re not getting the correct amount of data. So I think the…we’ve done things where we’ve been taking this particular project where we’ve taken there tech submittal process and then put them into product libraries to make sure that we’ve got the correct product data etc. And that can then get put out into COBie and deal with the asset management side of it.
But what we’re really looking at is the process in terms of what information needs to be available. And there seems to be, the initial design information about what is proposed. So this is like a sort of straw man I’ve put up there for us to, as a group, come to some sort of conclusions about what’s included and what’s not. So, we need to find out about specifications etc, then we need to go back to what proposed product to be installed, so the subcontractors will then talk about basically what they’re going to replace it with. And then we move finally to what it is that’s been put in, but then we need this whole approval process in terms of who are the people who are required to basically carry out the reviews, consultant, client, main contractors. So, there is this whole process side of it that needs to fit on it as well. So, they are the three things that I think really we need to sort of define and drive forwards.
GEORGE Just to reinforce that, I’ve spoken with Jonny Furlong at Dalux on that and he’s comfortable with it.I’ve also spoken with the Aconex, Viewpoint, Asite, so I think we’ve got a common way of delivering that no matter what systems people are using.
CHRIS BICKNELL The point I wanted to make was, as George is well aware of my drum beating on this one, is the disconnect between specification, O&M and lifecycle planning. Because one of the big things that happens is that you look at things, you put spec in, you do a lifecycle plan at the bid stage, potentially, to actually help the operator manage the building. They then or similar approved thing comes in at the contracting stage and what you just walk it out for is ostensibly the same or similar from a CapEx point of view that has totally different performance standards in terms of the lifecycle. So, what I would say is on all of those checklists that you’re going through, make sure that there is a point in there and a part in there for actually getting the FM team and the operational management team and the asset team to actually reevaluate any lifecycle profiles that have been put together.
Because the operational budget is much greater than the CapEx budget and if you screw the CapEx budget you screw it once, if you screw the operational budget you screw it every year for the next 60 years. So, getting some pure alignment on CapEx and OpEx data and the CapEx and OpEx models is absolutely crucial. The reason I’m saying it is because I sit on the ISO standards committee, we’re rewriting BS8544 at the moment in operational costs in use for actually a process to make that process standardised. And it sits alongside the ISO standard 15686 which is lifecycle costing which is a standardised process, but aligning lifecycle and CapEx and operations together.
PAUL EYDEN I sent this message to George a couple of days ago and he asked me to share this with the group. I’ve worked in a client environment now for the last 30 years, mainly in the university sector who are essentially owner-operators. And it occurred to me that there is something about the typical organisational structure of your typical estates that unfortunately exacerbates that siloed approach to data transfer. Which then typically gets left to IT orientated staff who don’t have a full grasp of the workings of the construction industry and CapEx, OpEx. Just some references here, I remember an outgoing director of an estate saying that he’d love to have the maintenance teams sitting alongside the projects teams in our open plan office.
And after a coffee with another director I came away feeling that despite our shared aspirations for golden thread, everyone kind of understands it who is in the sector, it was still felt as though it was in that too difficult box. So, I’m the BIM manager where I work, but perhaps it’s time for some new job titles. Out with the BIM manager, who is completely separate often from other teams, and also requires significant matrix management skills organisation. And in with the golden thread manager who reports directly to a director of estates to have that oversight of all of that data transfer. I think that’s where there is more work needed in helping clients manage that data once it comes into the organisation.
CHRIS MILLING It’s just listening to everyone and that last point about IT systems. so again, I’ve heard data goes to different places and then it’s not aligned, so the heart of this is knowing what objects you want data for and that’s going to be essentially your golden thread. So if you go out and do a survey and you need to start updating stuff your systems can actually cope with it. If you’re going to put everything in lots of systems and your legacy or whatever systems can’t cope with it, you’re always going to have that misalignment or something else is going to come along and you’re not going to be able to accommodate it. So, I think you need to look at how you deal with that because that essentially should support any process that you’re doing, but if it’s going to go to different places it’s always going to be troublesome.
RICHARD FREER Another working group that we’re launching today is the digital asset capture. We have with us, giving the asset managers perspective, Hannah Kerin from Sodexo.
HANNAH KERIN Just to run over a brief overview of what it is, I’ll start from the beginning. (shares screen). Essentially the concept of this is very much asset capture from a digital perspective which allows us to scope afterwards. But in order to do this we have to have George’s amazing sort of project management models, so first of all if you’re keen to do this further down the line you’ve got to engage with George first in order to do it. But the capture side, what we do is very simple, we take these Ricoh cameras which actually George’s team introduced us to because they have JPEG output, some other 360 cameras out there don’t have a JPEG friendly output. And all you do, you can see my colleague Gary, is just walk from room to room, pushing the button and then capturing as he goes. And it’s literally this quick, while you’ll be capturing those 360s that George was referring to earlier in order to build these models.
And then import wise, as you can see in my standalone still here, you just need to line up the images, once you’ve got them from the camera, in the order, you need to rename them yourself and just drag them into George’s project information models on Active Plan, it’s just that easy. So, that bit is essential to do first before you can then start the digital asset capture. Once you have your 360 image loaded into the project information model we then created the screen recording here. So, in the 360 image we are finding and locating more…as in base plates and maybe condition gradings, so more your heavy plant, we would still absolutely encourage getting a survey for. But your kind of more basic replacement assets where maybe you’re just looking to see how much it would cost to replace or how much an entire your general count in a building for lighting, for fire extinguishers etc, that can be captured so quickly and so easily.
It’s really easy to audit, so if you see that I’ve missed anything here, if I’m presenting this to the client, they can say OK Hannah, the fire doors, the ones with the circular window, can you please collect those for me? And I can pop in and say yeah, absolutely, no problem. And we can do all of this remotely, you don’t need to send a surveyor back to do it on that side and it’s opening up and allowing full audit capability. We’re accepting the fact that it’s no longer appropriate to handover just a big spreadsheet of asset data anymore, this is our audit trails and this is us proving that we can hit a much higher level of accuracy. And if the scope changes we can just pop back in and add the additional assets that are now potentially in-scope from an FM perspective.
The benefits, you’re able to capture assets really quickly, we’ve been through the maths of this and we’re 600% faster than a boots on the ground surveyor when we’re doing it. We’ve spent a long time working towards this, so not to toot my own horn but I think we’re probably the quickest ones at it. You’re looking at an average of 3 assets captured per minute for capture which can return anything up to 1,200 assets in a 7 hour working day, that’s quite a nice leisurely day, as opposed to more likely you’re going to be hitting 100-120 assets picked up by a boots on the ground surveyor. we can virtually return to site in the event of scope change and we can workshop the survey bringing in multiple SMEs to look at items. So, I was saying to George the other night I was able to bring our fire expert in virtually to a site in Ireland which saved so much money because it saved on his flight, saved on his accommodation. And he was able to do a virtual tour of the site and pick up everything that he needed which completely saved a site visit. There’s a little Venn diagram there of the other alternative options, but I really believe that digital asset capture emanates the sort of speed, accuracy and adaptability.
There’s other digital options out there, but they are not always as cost effective because always we’re used to clients cutting the fat on that side. This is the most cost effective, quickest and most accurate form of surveying I’ve ever come across and our clients love it. So, moving towards the future, serial numbers etc can’t be picked up, you could either invest in more high quality cameras or take more pictures if you wanted to, but this is where we really advocate for surveyors to come in to the major plant heavy areas and asset dense areas. Your condition grading is visually dependant unless those taking the pictures from the first slide are walking around making notes. So, if you’ve got a damp smell in the plant room or if you’ve got weird humming noises coming from your plant, then that needs to be picked up and noted because it won’t be necessarily noted by the person doing the digital pinning.
But non-technical persons are doing the digital pinning, so this frees up the technical person to focus on the plant heavy and asset areas, but then the only down side is that you’re having ideally non-technical people doing the pinning, so the asset gathering, if that makes sense. I’ll jump into a demo, this is one of the buildings in Ireland that we’ve been making and then this is a gorgeous example of George’s product library here for the digital asset pinning, so we can just pop in to this class room. And then all of the assets according to the BIM handover are already pre-loaded on the right hand side here. So if I want to look for these items I don’t necessarily know what all of these things are, but with the product library that George has been creating if I’m not sure what an electrical fixture is, which one it is, if it’s a light switch, it already has the images loaded in there. So I can click on that and I can start to capture them if I can see them in the room.
I can’t see any of those there, let me find something that I can see. So, any actuators and things that might be in the ceiling where I can see them, I can start to click on those and collect those assets there. And you can see I’ve collected found 2 out of 4. If I’m struggling in the image to see them I can flag this room and send somebody back to site in order to pick it out for me or maybe to get a better image. So this one here, the lighting it’s so obvious which lighting it is which is great because sometimes you have LED strips and it’s not obvious. And I can really quickly start to audit it through the 360 images and pick this up. So, this room here, I can see 12 so far and you can see from the list that 12 is the complete number there.
So, it’s a digital audit, it’s so quick and easy to do, you can add more in so if I find an additional one there I put a pretend one in here, you can see that it audits itself and it says that you’ve got too many, because you’re saying how many of each item that you should have. So, a quick flyby run through of digital asset capture.
CHRIS BICKNELL A very quick question about if you can’t see in the roof space at all what would be the process? Would you just drop back to traditional surveying access? Or would you have to get cameras up into the loft spaces and other access spaces? How would you approach hidden assets?
HANNAH KERIN Where we’re able to we will put cameras up into ceiling voids. If not, and if it’s not accessible at all because we have a couple of clients with marble ceilings, we are reliant on O&Ms and Active Plan can overlay those O&Ms onto the models so they can pre-load that information. And like you would be even if you were surveying and you couldn’t get into the ceiling, sometimes we have to wait for the ceilings to be literally lowered and then we’ll go in with our clients and take pictures. But if we can get up there we will pop the camera up there, or if not we’ll get a surveyor to go there.
RICHARD FREER If anybody wants to join the digital asset capture working group put your name in the chat please.
CLIFF KNEALE A quick question, if you’re doing a thousand captures per day how do you relate those image numbers back to the space where you took the photo?
HANNAH KERIN The way that the PIM designed, that photo is associated with that location so you’re dropping that photo into the location on the floor plan. So then when you do your reporting those assets are added to the space as a component so you can do a component report from the PIM and it automatically associates it with the space number. But you have to have your location ducks in a row first in order to achieve that.
CLIFF KNEALE One more question, when you’ve taken the thousand and you’ve got back to the office and you’ve got a thousand images that have all been numbered by the camera, so how do you then think oh which number is for which space?
HANNAH KERIN A thousand was in relation to how many assets captured for the day, but yeah, even if it’s from the camera we tend to walk around with floor plans and demarcate the floor plans for the images that we take there. We then come away and have our computers and upload every one-hundred images, it would be a bit naughty practice to have a thousand images on the camera before you upload, that would get a bit confusing.
RICHARD FREER Let’s move swiftly on to the launch of our golden thread workstream, John Curry from Rhatigans.
JOHN CURRY I'm just going to go through some of the processes we do throughout the whole construction phase from tech subs right up to handover. Some of the things I will be showing has been touched on by previous speakers, but I'll crack on through it anyway. (shares screen). For a very quick overview of how our tech sub process is we, predominantly it’s been 360 but we do use some other platforms also. Depending on the project we’ve used two different kind of ways, either reviews or submittals. But a quick overview is there would be an initiator, usually one of our supply chain, they will upload their information to be reviewed and they will submit that to the manager which will be the JJR package manager. If the JJR package manager is happy with what has been submitted they will submit that to the reviewer which could be a design team member, could be a client, could be whoever.
If they’re happy then they will approve it, if they’re not happy they’ll send it back and they’ll advise and resubmit. The spec section is noted on it as well, that’s from the architect’s spec or the M&E spec and there will be a bit of over and back sometimes, but there is a follow up trail of how that was reviewed. Once a tech sub is approved this is where we dive into the product library. This is the product library which is a database, multiple companies are feeding into this, including ourselves JJ Rhatigan, and we have ABM, Sodexo. The way that works is when we appoint a subcontractor we would get a list of all of their suppliers and we would create suppliers up on the product library if they’re not already there. More often than not, they’re already there from a previous project. We would give them admin rights to start adding their products into that and they would add their products with a photo and all of the information that’s required. Just on the particular project i’m showcasing here, we did have an asset grading system.
We had an asset list and we put down grades from 1 to 6 (7 was basically no data required) on how important it is. Grade 1 would be something that is critical to the building and life safety, that kind of stuff. Specific is kind of important, but not as critical. And then generic was things like a light switch or something like that that’s not critical to the building. And listed here was basically what kind of data that needs to be inputted into it that would be put into the product library. When that’s complete that product would be assigned to the project. The project I’ll get to in a minute is higher education, Technology University Dublin and Blanchardstown, but it can be assigned to multiple projects. So we had six projects that were using the same product you can apply it to all six, if the product is already there from a project that we did two years ago we can just recycle it again and we can edit it if we needed anymore data to be added into it.
From there I’m going to just jump in to the PIM, so hopefully the explanation that’s a database, this is the projects specific. So, the PIM is where all of the information for that particular project is uploaded. There’s different ways to access the information, the details about the project, floors ground floor, second and so on, all of the spaces within that. There’s models and down on the left here you’ll see the documents section, so that’s where we would build our safety file and the end of the project. I’ll just quickly click into it, I have tabs open, you see with the folder structure here, we build the safety file on SharePoint, but it gets migrated over to Active Plan which is what it’s shared with our client and FM partners, in this case Sodexo. So I jump back here. The first thing I think to get everyone’s head around is I’ll just go to the models because that’s probably what people want to see.
Again it’s preloaded. This is the first floor of the Blanchardstown building and in a kind of a stair-lobby here with a riser and what I’ve done here there’s fire smoke dampers in the wall here, I’ve clicked on it. Once I click on that it brings up the component data. There’s a bit of a difference between the component and the type data. Component is what is directly inputted into the Revit models, it needs to be done for every project because the data is going to be different for every project.The stuff that is going to be like what date it was installed, when does the warranty start and what room is it in, things like that. So, if I click on that link that will bring me to an overview of the information for just a component. If I scroll down a bit you’ll see here we have the type information, this is what has come from the product library.
So, when I assign that to the project the way the link is done is usually with the model numbers because the model number will be on the product library, we just input the model number into the Revit model and it recognises the link and kind of joins them together. So, if I hit that link there it will bring me to another page of that where you still have all of that information. Through that then we will also create links to the safety file, so there’s a few things here that’s attributes and so on, depending on what the requirements of the project is. Components is the list of all of the components on the project. I’ll go to documents, what we’ve done here is created links between the type to the safety file. And I might just point out these aren’t actually to the type, it’s actually a link, so it’s bringing you to the folder or the safety file that has this information. So if I see here we’ll have the folder, it’s mechanical ventilation cooling systems. We’ll just click on a random one here.
It brings me to that section, so I’m no longer in the type now, I kind of drop down into different paths. The location I’m in here is that folder, documents, information about that document was uploaded by a service coordinator. Here are the documents, and you have a bit of information here with the guarantee. So, back in the type here, there’s information about the manufacturer that was the manufacturer we would have got from our supply chains, some information here, it even has a street view of where the office is and pin on Google Maps. There’s also a plan here, by clicking on the plan it will show me all of the instances of that type, but these are the components. So I could click on them, it will bring me back to the component data that we showed earlier. You can go in through that way, but there’s multiple ways of searching for this.
I’ll just take a step back to here, you could go through the floors way, these are kind of the live floor plans, I’m in the Level 01 here, I can click the plan view or I could search for the space, if I knew what space I was looking for. I’ll just go to the digital parts of the plan view here, this is the space that was located. I’ll get to the 360 in a moment, but i could go to the space components and I’ve already searched because I was doing this beforehand, but the whole components would come up there. I think it was FSD5 is the damper that I was looking at. That brings up the three of them that are in that space and I’m just going to click on one of them. It’s brought me back to the component data and then back to the type. Another way of searching for these would be if you knew what component or the types, I’ll just go back to the home to make it clear how we’re looking for this.
If I go into academies, that’s the Uniclass, you can search the Uniclass if you know what it is. Types, again smoke is by default because I was searching for it, but all of the types in the project are there. So, I could just go FSD5 and I’ll know exactly what I’m looking for and that will bring me right to that type. Components is the same thing, FSD5 and it will bring up all of the components for that. I think that’s kind of a good overview of the types and components and the PIM. One other thing we use for reality capture is OpenSpace. I’m in the same area I was in the model, but we have an enterprise agreement with OpenSpace, we do once a week captures at least on every project where someone will go around, usually on a Friday afternoon when the site is less busy, and they’ll capture the entire bits for record keeping, we do that from start to finish throughout the entire project. What we’ve done here then, a bit of an overview, for multiple reasons do give a good record.
You can pair that to the BIM model when we’re trying to get our as-builts right, you can see there it’s a fairly good representation of what’s on each screen. You can also split views and check two different dates.But what we’ve done then is we’ve shared that with Active Plan and these captures have been uploaded similar to how Hannah presented at Sodexo.
RICHARD FREER Just to be clear, you’re using several applications together?
JOHN CURRY Yeah, it’s kind of like a workstream, I suppose. From the tech sub processes through BIM 360…the approval, that’s the prompt for the supply chain to start creating the product library. The product library won’t be created until we have full approval from the tech sub process which could be a bit of over and back. The product library is linked to the PIM which is the Active Plan PIM and these are all linked in together towards each other. But then the OpenSpace is like a separate thing that our site teams are using, but it does have capability to interact with the Active Plan PIM which is basically what Hannah showed on her previous presentation. And I’m just going to quickly show you what we’ve done as the example on…
I’m just clicking on that space and you can see there is a 360 degree capture there. Here is where you have 360 photo viewer, click on that it’s brought me to that space and I’ve already pre-tagged this in the same manner that Hannah done. But just to show you, there is the list of all of the assets that are within that room and I’ve already tagged those dampers that we were shown earlier. If I click on that tag it brings me back to that component that we accessed through the model and back to the type data. So, it’s just multiple ways of searching for the information for the end user.
GEORGE STEVENSON One of the things that is important here is that the BIM model, the use of reality capture and to supplement and compliment the BIM model is something that’s relatively recent that people have started doing. It was the case that commercial teams used to, they spent years trying to wrestle with how could they use the BIM model to do progress costing and things like that. But the challenge with that is that the BIM model is seldom up-to-date by the time, the cost managers need to know on a weekly basis what’s been installed. And the reality capture of the 360 photos is a really very significant way of addressing that, both from a point of view of quality checks and also the progress checking for cost management.
And the reason I’m saying that is that that’s almost the same situation that we’re at with asset management. We obviously are going to use everything that is being provided through the BIM model, John, but we’re not reliant on the BIM model being perfect because you’ve got the 360 photos that either you take as part of the process with OpenSpace or that Sodexo take when they’re handing over. Because actually the 360 photo, if you tag it with data, which is what we’re doing, you’ve got a real as-built, it’s not as-designed, if that makes sense.
PAUL WHITE John, you’ve picked a product that obviously I know way too much about, but there’s a lot more data that needs capturing here and if you’d like to take that up offline. But there needs to be an installation drawing, there needs to be the selection detail, we need to know the wall type so that the wall needs to become an asset as well and it needs to be linked to the damper because the two have to match etc, etc. If you get in touch with me through Richard or George then we can have a chat about that if that’s of use.
TERENCE HORSMAN John, fantastic demo, really nice to see how you’ve operationalised this data and how you’re using it on an actual project. I’ve a question in relation to the operational phase. Once operators start using the building FM takes over, building maintenance takes over, your golden thread is growing with maintenance records and assets may be swapped out by subcontractors and things may be changed on site. How are you coping with that challenge?
JOHN CURRY Well, that’s when it would be handed over, in this particular case it’s Sodexo so I guess its back to maybe what Hannah was presenting. They would probably update the captures later on as things change onsite, that’s my understanding, George.
GEORGE STEVENSON Yeah, that’s right, Sodexo operate like most FM contractors, they operate a variation management process and the variations are picked up. But the beauty of the 360s is it’s dead easy for them to make those changes.
RICHARD FREER Let’s move on to our launch of the H&S and O&M workstream which is John Morrow.
JOHN MORROW (shares screen). Part of the issues we have relate to the O&M manuals and the scheme information that comes across to us. As you see, this is a typical structure that we might normally get across on schemes. And this one, the file naming convention doesn’t give any idea that the actual health & safety file is buried in amongst it. This is a second example, the first folders are very long, a lot of the information is repeated throughout. There are many folders that contain subfolders, a lot of this relates to where zip files have been utilised and the unzip process creates another folder within the same name. The way it’s structured, some documentation can be 3 or 4 clicks down through the structure itself to find an individual documentations.
Given the naming convention, the folder names are too long, they exceed the 256 character width that causes problems then when we share or come to uploading information, as folders exceeding the 256 character length aren’t actually transferred over. We currently utilise this importer arrangement to change folder structures into a standard folder structure and tag files so that it helps us deal better with the long file names. And then file names with unrecognisable names can be tagged and the found more easily without changing the file name itself. I mean, that helps us then create naming conventions or a structure that’s familiar and universal across all of the disciplines within the associations, so that might be fire safety, compliance, asset management, whoever it might be.
The key point with this is that the highlighted column is a source folder name, the second highlighted column is the target folder name. And columns V and W are tags we use to categorise the file or file type and discipline and then we can adopt other tags that can be used and required as we move forward. This shows a standard folder structure within the information model, it highlights the key documents such as health & safety file, building user guides, home user guides with a single click so it’s instantly navigable and, more importantly, digestible to our colleagues that might be looking to it. On this one, the information below is more digestible and easier to find, the folder icons help determine the following points: folders with a single folder icon don’t have a subfolder; folders with a double folder icon do have a subfolder; folders with a blue folder icon do have content within the folder; and then the different icons then help you navigate saving time for finding information.
Because that’s where we put a massive amount of resource into checking and gathering in all of this information, a massive amount of time. And then, of course, the information can also be found using the search tool which has made this process so much easier, so much more efficient. That’s pretty much it from our perspective.
RICHARD FREER Thank you, that’s really helpful. Before I go into Q&As John Curry’s presentation before this was the golden thread workstream. If anybody want to join that please put your name in the chat and say golden thread. Any questions or queries on what we’ve just heard on H&S and O&M? Chris, I knew you would have a question.
CHRIS BICKNELL It’s actually a point, it came out of the last BSI ISO meeting where we were talking about this rewrite of the ISO standards. Andy Green was there and he was talking about the momentous point in time for the construction industry in the alignment of almost all of the categorisation systems from Unlclass through to SFG20 to the others. Which has actually just been signed up and is about to be released by the ICS, I’ve got an article which i’ll drop in the chat about it. But if people are worrying or thinking about data structuring then there is an industry standardised alignment of all major Uniclass and other data standards to actually make sure that you don’t get these inconsistencies going forward.
GEORGE STEVENSON Crikey, is that going to be available then, Chris?
CHRIS BICKNELL Yes, freely available and it’s being published at the moment.So I just thought I’d mention it because it’s the nirvana of this whole kind of how do you align things, if there’s an industry standard that’s signed up by the RSCS, SFG20, Uniclass, anything you can possibly think of, they’re all coming together to actually make sure that they are fully embedded and aligned. So, I thought it was momentous and worth mentioning today.
GEORGE STEVENSON I think one of the interesting things about Origin, I don’t know how many properties you’ve got, John, but Origin have got hundreds of properties. So, what that means is they’ve got an O&M for every property that has been created by the construction team, maybe 5 years ago, maybe 20 years ago. And you probably don’t have the record information, I’m sure you’ve probably got what you’ve got, but most landlords struggle with that. And the challenge with it is that the O&Ms are generally created very diligently by construction teams often, but it’s done by work package. And that’s understandable because that’s what they’re delivering, but being able to standardise all of these across a portfolio is actually a really quite important thing to consider.
JOHN MORROW It’s paramount, really, for our service moving forward to do that. Again, it’s about acknowledging people’s different agendas and context to enable that and it’s an essential move for us, for current schemes and historical stuff.
GEORGE STEVENSON Yeah, particularly now because the legislation requires you to demonstrate, not just on new builds, but on your existing buildings you’re supposed to have that information. And to be honest, I’ve struggled to find people that really do have it.
JOHN MORROW Well, we acknowledge the shortfall in that information and it’s evidence now, that’s what we need it to have it to hand. And so it’s something that we’ve push hard for and we’ve engaged with all of the other teams moving forward on it, but it’s paramount to what we do.
GEORGE STEVENSON Again, the standardisation side of things, if we could standardise that’s going to make it a lot easier for people like Christian Thomas and other specialists in that area. And also supply chains generally to provide their information, rather than having to do it uniquely and bespoke on every project, that seems crazy.
JOHN MORROW Yeah, consistency, as you say, helps and benefits everybody ultimately.
RICHARD FREER OK, let’s try and get some more comments from the floor. This is the H&S and O&M workstream, any questions to John Morrow on this?
RICHARD WHITTAKER I just want to thank everybody that’s contributed and the information they presented, it’s absolutely exceptional. But for me one of the key things is the timing of capturing that information and I was just going to ask people’s opinions on that because there is the opportunity, or the necessity for key stages during the build, if you're’ looking at compartmentalisation for example, or at the end of the build to ensure that you’ve got the correct as-built records. And I’m just wondering if anybody has got any sort of structure or framework or process in place that actually picks up them key points in either the build or refurbishment of a project.
JOHN MORROW Part of the handover process, we’ve got quite a comprehensive pre-occupation, it’s at the pre-occupation FRA stage where we look at that detail in comparing what’s the design to the as-built arrangement and capture those if there’s any variances or changes to. It's quite a broad brief, it’s probably bigger than just fire itself, but it captures potential variances. It’s an essential part of the process because as has been noted previously it can change, and it’s not always documented, change isn’t always acknowledged by everybody in the process.
RICHARD WHITTAKER Yeah, I agree and really that’s why I asked the question because the legacy that you leave behind on completion of a refurb or development project should be the right information to support asset managers and building managers in relation to high-rise. And not to do so would damage so much of all this work and effort that’s been put into place and all of this investment.
JOHN MORROW I agree, it was mentioned earlier about looking at the tech subs, making sure that they are what is actually has been installed and it’s not uncommon for us then when we’re doing that work that we can say Ok, we get there, it’s not as we expected. And at some point a change has been made and not always accommodated within the scheme information that comes across to us.
GEORGE STEVENSON Richard, can I just mention Gordon Petrie is on the call and Gordon is a very experienced receiver of all of this information. Gordon, could you give us a minute or so just to explain what your experience has been?
GORDON PETRIE Yeah, George and I have been having some conversations recently, although we’ve known each other for a while. My interest in asset management goes back about 20 years, and I think what’s interesting is it also covers IT which is my core background. All of the issues that I’ve heard talked about in this meeting and the last one, you may not believe it, are extremely similar if not exactly the same in IT, it’s the capture of the data. I think one of the things that I’ve seen missing over the years is that the understanding at the high level of what the strategic impact is of asset management and I think Regulation 38 that was mentioned at the beginning is one of those things that brings it home.
And I think there’s some interesting parallels that you’re not alone, all of this asset management stuff is there. A lot of the stuff I’ve done is auditing for restore technology, the problem with that is you’re doing something under duress, usually with no budget assigned and usually with no reel home for where to put that data accurately.
GEORGE STEVENSON Will Borthen, you’re also a recipient of this sort of information, what would your take be?
WILLIAM BORTHEN I have been, George, and I guess from an asset management perspective you're responsible for managing those assets. So I think it kind of breaks down into different types of projects, you’ve got new builds and big refurbishment projects, you’ve got lifecycle projects where you’re renewing assets that have come to the end of their life. And then you’ve got reactive works where you’re just replacing kind of almost like an emergency replacement of an asset that failed. But all of those things need the asset data to be updated, you need the relevant certificates, permits, warranties, O&Ms, all of the stuff that’s been talked about. And I think there’s definitely expertise required to deliver a smooth process, human expertise at this stage and I see that lacking in a lot of cases.
GEORGE STEVENSON Yeah, one of the things that I was going to just mention, the work that Hannah’s doing and I know that you’ve been involved in this yourself, both as a client and also now as a software provider. But the challenge where an FM contractor is asked to bid for a project and they’re told that they’ve got 10,000 assets that they’ve got to look after. And one of the first things most FM organisations now do is go and do a survey. And the survey, they find that there’s actually 15,000 items. But then there is the negotiation with the client who’s been told that they’ve got 10,000 and then that’s a challenge. And the 360 process, the first thing is that the cost of doing a physical boots on the ground survey for maybe 15,000 items could be £100,000. Whereas if they can use digital asset capture with the sorts of tools that you do, then that can be cut to probably a quarter of that and also speeds it up substantially.
WILLIAM BORTEN Yeah, and those mobilisation periods are really compressed, you don’t have much time to land as the new FM provider assess what’s there and do your due diligence. So there’s a lot of things to do within that period and speeding up the surveying is really important. And it’s a real commercial exercise, it’s about asset management, but it’s also about commercials and making sure that the FM provider is getting paid for what’s there and they’re getting the compensation event against the contract. But as we’ve seen with government, the implementation of FMSOO2 the data standard, there is a requirement on central government to own their own data rather than have data owned by the FM provider. So at the end of a contract that data sort of remains with the organisation and with the client rather than drifting off into the sunset because that’s one of the main problems that we’ve seen in the past.
GEORGE STEVENSON Will, I just wanted to wrap up by picking up, this is the exercise that I’ve been doing over the last few weeks. And that is looking, because of what everybody has been doing being able to work remotely, why are we only working in the UK? Actually, we could be delivering that expertise to Hong Kong. So, in Hong Kong there’s over 9,000 HRBs and that’s ones over 35 metres. So, what we’ve been trying to do is look at how we can do this and set up something as a community. The consulate have been helping us, HSBC were helping us, I was over there with Paul Sheedy who’s a member of this group and also we’ve been talking to the Construction Industry Council there. And a lot of the things that we’ve got problems with, they’ve got exactly the same problems with. And we presented basically what we were doing and there’s some serious engagement in terms of what we’re doing.
So, I just thought I’d mention that because what we really want to do is have as many projects as possible that’s feeding into this process. In terms of the working groups, we obviously like your time, but if you could also bring to those working groups either projects that you might consider that we could try things out on, and actually hep deliver some practical value from. But also get to the situation where we’re actually learning and teaching people how to do this more effectively. So, I think there’s some big opportunities internationally for the knowledge and expertise that’s in this community and it’s a matter of really seeing if we want to work together, are you interested in that type of selling your expertise internationally.
RICHARD FREER Can you explain that a little bit more? I’m not fully understanding that.
GEORGE STEVENSON Yeah, what I’m saying is that the processes that we’re developing here in terms of being able to do remote asset capture, assessments, structuring O&M information, all of that is creating smarter asset data which we can also use to apply AI to as well, iIn due course we can use it to train Ai.
RICHARD FREER But by definition geography is irrelevant, is that what you’re saying?
GEORGE STEVENSON Yes, that’s exactly right. So if we can get a collaboration of people that are willing to work together in teams and companies that are willing to work together, then I think there is a way forward.
RICHARD FREER How do you mean working together? Give me an example.
GEORGE STEVENSON Let’s say for example there is a contract where we need expertise in smoke control, in electrical and mechanical works etc being able to do audits and reviews. People can take information locally, they can take the 360 photos, we’re working with OpenSpace for example, but it’s a matter of turning that into intelligent, collected data with lifecycle information, as Chris Bicknell was just talking about. Lifecycle information is going to be common whether it’s in the UK or anywhere, so it’s just a matter of joining the working groups.
CHRIS BICKNELL It will be common, but lifecycle data changes due to geographical performance so it’ll be variance and factoring, but year, similar structures.
PAUL SHEEDY Just reiterating George’s point there, we had a particularly good week in Hong Kong and there’s a lot of opportunity over there. And as an Irishman having to tell you English people, the status of the Uk overseas is so high. I’ll just give you another example, I spent a week before that in China, my business partner there has got his technology in 14,000 buildings in China. So there’s opportunities, he’s very, very niche and that’s why he’s taken our technology in to add on to what he does. That’s just one company with 14,000 buildings that have technology in, but there’s a lot of opportunities overseas. I’ve been banging on a business for two decades now, I’ve had businesses in 19 countries and the problem with business and trade and other organisations…they’re really pushing the Uk companies to export and it’s something that we should all be thinking about.
And even on the work done by my team in China, they took the entirety of every fire regulation and all of the BSI standards and in three months have built an entire platform and benchmarked that against all the sensor technology they have for fire systems. I think what I and George, probably, saw was the energy and the different pace of doing business over there in Hong Kong, I think we should all be open to actually be taking what we have here and exporting as much as we can because there are a lot of opportunities overseas, especially in the Middle East as well.
RICHARD FREER OK, that’s very interesting and quite an original discussion for us. We’re going to have to finish now, if everybody’s got any interest in learning more about that just put ‘international’ in the chat and I guess George will get in touch with you. We can arrange a meeting of all interested parties. My background is marketing, I’m an international marketing consultant, so believe me I’m all for international, if you can do it in one country, especially if it’s the UK. There are a lot of countries that can’t do it that are in the same kind of market place, so it seems like it could be a very good opportunity.
GEORGE STEVENSON Yeah, I don’t want this to be a distraction, Richard, from what we’ve got to do here. I guess what I’m saying is that what we really need people to bring…
RICHARD FREER I was just coming on to that. We have the technical submissions working group, put tech sub it the chat. We have the digital asset capture, put DAC in the chat. Launching the golden thread, put golden thread in the chat. HS & OM, put Om in the chat.
GEORGE STEVENSON And pass it on to anybody else that you know as well because one of the challenges that we’ve had is obviously this craziness that we’ve had with Microsoft Teams. And there’s a lot of people that were planning to come, we had over 300 people signed up to come. So, if you could promote this to colleagues, because obviously people will be able to watch back, whether they will or not is a different matter.
RICHARD FREER Well the point is the bigger our community becomes the more value it is to everyone in the community, so it makes sense for everyone.
CHRIS MILLING It’s just with you saying who to invite along, I do think that you need people who deal with the IT systems. It was really good that John came with his presentation where he’s showing data coming from different places and managing to overlay it, but a lot of the time you have difficulties because you’re collecting that information or data and it can’t sit properly. So you’re specialists in your area, but the people who are getting your organisation to ingest it might not necessarily be aware that they’ve got to change to reacting things happening in the world. And it’s like oh, we need to capture that, we need to do it in a system and it’s really difficult unless you get that flexibility built in and the people who have got those systems know how to manage that change so that you can come along and get these new requirements incorporated when you need them.
RICHARD FREER See you all next time, if you get a cancellation, ignore it. Put it in your diary some other way. If you get a cancellation which pray god you won’t now because we are trying to sort this out, but please ignore it.
CHAT
Najib 11:15 am
Hi There is also the digital product passport initiative:
other initiatives :
https://www.buildingsmart.org/standards/calls-for-participation/fire-safety-engineering/
Chris Milling (Unverified)11:17 am
They say that overtime a business/organisation objectives change in response to the outside world. Most businesses find this a challenge because the systems that hold data cannot easily accommodate data than now needs to be captured. It seems to me that this is an underlying issue when needing to exchange data and information.
Najib11:17 am
https://www.buildingsmart.org/standards/calls-for-participation/regulatory-information-requirements/
Rob Handley (External)11:18 am
FYi - Regulation 38 of Building Regs.. Reach out to me robh@okana.global in respect to building regs matters as this is not new but has been expanded on in the HRB's secondary legislation
Najib11:21 am
Information Delivery Specification (IDS) can ensure that the required information will be present on the 3D intelligent Model with the right values and within automated checks.
https://www.buildingsmart.org/standards/bsi-standards/information-delivery-specification-ids/
Chris Bicknell (External)11:23 am
Spec swap is a big issue in relevant operational Lifecycle Plans as PERFORMANCE over time is not considered and mostly the Lifecycle Plan is not updated to as installed.
Results in inadequate budget as performance does n ot match onsite experience. FM budgeting over a long time suffers. Ned to consider Lifecycle amends in ANY CAPEX change.
Ofter much larger FInancial exposure than initial CAPEX
Chris Milling (Unverified)11:25 am
Does the data go to one place? You mentioned technical submissions and you mentioned O&M manuals. Already need to update 2 places
Andy Simpson (External)11:32 am
Our Tech Subs inform the data that goes into our O&M's. They're two separate systems however they undergo one review workflow then are transferred across via an API
Violeta Sosevska (External)11:36 am
As software development company for digital twins based on BIM and GIS data.... I would be happy to understand BIM to AM issues ... expecially in the part of standardization of data
Bayliss, Kevin (Unverified)11:36 am
Changes in tech changes and recording is important, Its quite critical, for this to be carefully considered on HRB if it changes as this may cause delays under legislation, and really should be considered more thoroughly in design stages with maintenance input.
Olivier Pellerin (External)11:37 am
what are the top 5 datasets that O&M managers need? I have an idea but I'd like your opinions!
Bayliss, Kevin (Unverified)11:38 am
The accountable person needs to put forward a golden thread process at start of a project for HRB's.
Carey, David (External)11:40 am
Pleased to contribute: am focused specifically on the Digital Divide between AEC specialists and FM O&M operators, i.e., the Digitalised Handover & Transition functions.
Chris Milling (Unverified)11:41 am
Can you link each asset to as system once they have been itemised?
Carey, David (External)11:44 am
Surely those assets with QRC or RFID tags could be detected and picked up?
Hidden assets are also now accessible via micro-drones
Chris Bicknell (External)11:48 am
Also DAC as it links to the Data linkage we are looking at
Phil Lisher (External)11:49 am
is there a tie-in with Ivion datasets/POIs?
Dimitrios Theodorou (External)11:57 am
Are these information manually populated or are there semi automated aspects?
Chris Bicknell (External)12:00 pm
What aims are there (for the asset teams using the BIM world) to take these models onto a pseudo or actual Digital Twin and if yes - how might that be used ongoing?
Joe Stott (External)12:04 pm
BIM Models are usually out of date before the asset has been completed. In the rare case it isn't it will be after the initial 12 months defects period. So the augmentation of the model with reality capture is a must.
Kerin, Hannah (S&L) (External)12:04 pm
correct
Justin Gillard (External)12:06 pm
Everyone should be working to the landlord's As-Built Handover model. Demand it be created by the designers and verified by the Information Manager
Rigorous implementation of the BIM protocols ensures "out of date" models and data do not persist at operations stage
Joe Stott (External)12:08 pm
Designers are very rarely involved at the point of handover and will unlikely be permitted by their PI providers to provide "As Built" records given that they are unlikely to be employed to perform any verification processes.
Paul Smith (psm@fairhursts.com)
(External)12:10 pm
It does call into question who can update models/digital twins when the building is in use and what software's they use to do it. for example is the intention to have an agnostic file type like IFC that can be amended? I think IFC has a ways to go to get to a point where it can be changed/amended properly.
Justin Gillard (External)12:11 pm
The skills required to provide verified asset data embedded in the 3D BIM assets, lies with the model authors. Post construction, the protocols need to accommodate the process of creating the as-built models and their data. If this is not the case, the protocols and project management are failing IMO
Chris Bicknell (External)12:15 pm
Data Alignment:https://www.sfg20.co.uk/blog/momentous-moment-for-maintenance 'Momentous moment' for maintenance as industry bodies unite
The built environment’s leading professional bodies have joined forces to align the data standards that are used to manage costing, carbon and building and facilities maintenance, in a bid to clear up confusion and shift the digital focus from new build to whole life building - As part of its Building Better Buildings programme, the Government Property Function (GPF) has instigated a root and branch reform, based on the adoption of its FM asset data standards, to provide consistency in how asset data is captured and exploited. This is intended to improve asset performance, lower running costs, reduce carbon emissions, as well as optimising the level of maintenance carried out to an appropriate budget. performance.
Handover - Process - Adopt a Soft Landings approach with aligned asset data. Remember that CAPEX and OPEX generally need different data points and these need fully aligning from incpetion.
Bayliss, Kevin (Unverified)12:18 pmEdited
We are looking at the Change control process and construction control plans on HRBS with Wolverhampton Homes to how that can be managed on site and into asset piece
William Borthen (External)12:20 pm
Agree. There is a clear link with handover and soft landings. Consider a new BMS system, maintenance teams need to be provided with access, training, understand the controls strategy etc, otherwise the occupants will suffer.
Chris Milling (Unverified)12:20 pm
Good point Gordon.
I think there may need to be more IT people included in these calls as they need to see what the up and coming data requirements re Should use the 360 asset capture for voids too.
Chris Craggs (External)12:25 pm
Ownership of data: what is the audit process for the asset data maintainer, what is sanction for omission or neglect, what is corresponding incentive to achieve accuracy? (already mentioned with 15000 assets vs 10000 assets handovers). Commercials still to be developed.
Sarah Ludlam (External)12:26 pm
If anyone wants to discuss digitising archived paper copies of O&Ms, handover docs and drawings, Nine Acres are working with housing associations to achieve this. Sludlam@nineacres-amc.com. This is from an IT and data management perspective alongside asset management 🙂
Justin Gillard (External)12:29 pm
Is there budget to realise the O&M data manifested in a 3D BIM/Digital Twin of the building(s)
Bayliss, Kevin (Unverified)12:30 pm
It is important to appreciate on Golden Thread on HRB's, what is compliance evidence and process needs recording, and what is required by Client/ Accountable Person / Building Managers for asset capture and maintenance.
Justin Gillard (External)12:31 pm
INTERNATIONAL: FIRE SAFETY IM | NXUS BIM