Pre-appointment and Delivery team’s BIM Execution Plan (BEP) Guidance. The BEP is a key component of successful BIM delivery, it is the mechanism for all appointed parties to respond to the clients overall delivery requirements. The BEP is a live project level document which will be consistently updated throughout the project as required. A BEP should first be developed pre-appointment to aid the procurement process and then this should be updated and maintained by the delivery team as a whole post-appointment. This guidance document is applicable to both BEPs and walks through the purpose of the BEP. The guidance document explains the sections which should be included in the BEP to define how the design team will meet the appointing parties requirements.
https://www.cdbb.cam.ac.uk/files/bep_guidance.pdf
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Asset Information Requiements Template. The AIR is a document which forms part of the ISO 19650 process, put simply it should articulate the asset data the organisation or owner would like to be delivered on project completion. Following the guidance document provided, this template gives you a structured document with headings and tables which can be completed with your specific requirements. Used in conjunction with the guidance and the questions prompted, the template can be populated to develop an initial AIR. This template is provided as a starting point, articlating the main points expected in an AIR, sections can be added, removed and modified to suit your specific requirements.
https://www.cdbb.cam.ac.uk/file/airtemplatedocx
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
Provides an international framework for the creation of a information Schema for the Railway infrastructure domain
This guidance was issued in July 2019 by the UK BIM Alliance, BSI and CDDB as a complement to?Information Management according to BS EN ISO 19650 – Guidance Part 1: Concepts, published in April 2019.
It aims to help UK businesses and public clients understand the processes indicated in ISO 19650, with a focus on the different parties and their team activities referred in the standard: the Appointing Party, Lead Appointed Party and Appointed Party; the Project Team, Delivery Team and Task Team.?
The guidance explains the role of each party by summarising their activities and outputs at each stage of the construction project, for instance how to coordinate information requirements, delivery milestones and information standards. It covers how to establish the information protocol, the management of the common data environment, how the information should be shared, reviewed and eventually archived alongside the lessons learned to help with future projects.??
It details how each party fits into a team and across teams, which documents need compiling, which resources need sourcing and/or mobilising, how information models are assessed for compliance and which party is in charge of, say, establishing the delivery team’s capability and capacity.
A summary provides an overview of the Information Management Process, divided in stages, from Assessment and Need through Tender, Appointment, Mobilization, Collaborative Production of information and Information Model Delivery to Project Close-out.
https://www.buildingsmart.org/standards/rooms/railway/ifc-rail-project-phase-1/
https://www.buildingsmart.org/standards/rooms/railway/ifc-rail-project-phase-2/
A global team of over 200 experts are continually improving these templates for free access to all BIM communities around the word.
In alignment with ISO 19650, the templates team didn’t want the world to keep reinventing the wheel when it comes to BEPs and other ISO 19650 resources. Having a central resource for experts to curate and all teams around the world to access for free helps advance the use of BIM more rapidly – but importantly – in a standardised way.
The World Economic Forum strives in all its efforts to demonstrate entrepreneurship in the global public interest while upholding the highest standards of governance. Moral and intellectual integrity is at its heart and their activities are shaped by an institutional culture founded on stakeholder theory, which asserts that an organisation is accountable to all parts of society.
The Forum carefully blends and balances the best of many kinds of organisations, from both the public and private sectors, international organisations and academic institutions. It believes that progress happens by bringing together people from all walks of life who have the drive and the influence to make a positive change.
This report has been produced as the first publication of a multi-year project for guiding and supporting the Engineering & Construction (E&C) industry during its current transformation. It describes the industry’s present state, assesses relevant global trends and their impact on the industry, and devises a transformative framework with key areas for development and action.
The report also features many best practices and case studies of innovative approaches or solutions, and offers a view of how the future of construction might look. The project as a whole, and this report specifically, builds on the findings of an earlier World Economic Forum’s project – the four-year Strategic Infrastructure Initiative, which identified and described the key government measures needed to close the infrastructure gap.
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The drastic impact of COVID-19 and the deepening of related crises inspired the World Economic Forum’s global real estate community to rethink real estate and align on a vision of buildings and cities that are liveable, sustainable, affordable and resilient. With leadership from CEOs and input from their senior executives, this vision, along with a set of enablers and case studies, comprises this report.
The Framework described in this Insight Report provides a set of enablers, including accelerating digitalisation and innovation to address everything from construction costs to the occupant’s experience, including:
- upskilling and attracting workers with specific talent and knowledge of digitalisation and sustainability
- demonstrating clear, value-proof business cases for investment in technology, sustainability and affordable housing
- engaging stakeholders, both across the industry value chain and with the local community.
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This report is the second publication of the multi-year Future of Construction project, guiding and supporting the Engineering and Construction industry in its current (digital) transformation. The first report, Shaping the Future of Construction: A Breakthrough in Mindset and Technology, was launched in May 2016. It described the state of the industry, assessed relevant global trends and their impact on the industry, called for action at corporate, industry and government levels and outlined a comprehensive industry-transformation framework with over 30 measures and best practices. A key finding is that many innovations have emerged but have not yet been broadly adopted.
The second report looks at possible remedies, drawing key lessons and policy recommendations from leading innovators and disruptors, with a focus on fostering wider adoption of innovation. By describing how flagship projects have implemented innovations, it showcases the transformative potential of innovations. This report showcases and analyses 10 Lighthouse innovation cases – prominent flagship projects as well as start-ups and pilot projects – that demonstrate the potential of innovation in construction and give a glimpse of the industry’s future. Their stories not only serve as an inspiration but also describe vividly the typical challenges that innovators face, and show how to engage and overcome those challenges.
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Many industry players have yet to fully adopt BIM, despite its advantages. Design and engineering firms lead the way, followed by construction firms. Even though BIM could significantly transform operations and management (O&M), asset operators lag behind other industry players, mainly because BIM is still inaccurately perceived as being a purely 3D design application, and because commercial BIM applications to support O&M remain scarce.
O&M applications account for just 10 of 206 commercial applications listed in an industry database of open-source BIM applications. The Future of Construction initiative created three scenarios depicting how the IU (infrastructure and urban development) industry could look in the future. To develop the scenarios, the World Economic Forum and The Boston Consulting Group hosted a workshop on 27 July 2017 in Berlin.
This report explains the three scenarios and the strategic implications for each. It also identifies the transformation imperatives companies should address regardless of which scenarios materialise. The Future of Construction initiative provides this analysis to encourage IU decision-makers to think strategically about the future and take appropriate actions to adopt digital technologies and change business models sooner rather than later.
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This plan was created by the World Economic Forum’s Future of Construction Initiative in collaboration with The Boston Consulting Group (BCG) based on discussions at a roundtable held on 26 July 2017, in BCG’s Berlin office.
At the roundtable, 32 representatives from leading global design, engineering and construction firms, industry associations, government and academic institutions discussed key issues and developed measures to be implemented at company-, industry- and government-level. These are detailed in the action plan outlined in this report.
To improve productivity and address global challenges, the IU (infrastructure and urban development) industry must overcome talent obstacles to attract, qualify and retain a sufficient number of people with relevant skills. This report provides an action plan with steps that companies, industry organisations and government can take to reduce the talent gap.
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The World Economic Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. It was established in 1971 as a not-for-profit foundation and is headquartered in Geneva, Switzerland. It is independent, impartial and not tied to any special interests.
BIM adoption varies greatly by country and level of economic development. In more advanced economies, most firms use BIM, though not on all projects and not at the highest levels. A mandate to use BIM on government-sponsored projects has made the UK a frontrunner. Even so, only 46% of the country’s infrastructure companies describe themselves as using BIM Level 2. In Germany, where BIM use is not yet fully mandated, just 25% of infrastructure companies use BIM Level 2. In emerging and developing countries, adoption rates are even lower.
To improve productivity, the IU (infrastructure and urban development) industry must accelerate BIM adoption. Towards that end, governors of the World Economic Forum’s Future of Construction Initiative have prioritised BIM adoption as a critical step toward transforming this industry. This report summarises the key insights and recommended actions that were made at the October 2017 roundtable in London. It highlights the recommended actions that companies, industry organisations and governments are advised to implement to accelerate BIM adoption and to better capitalise on what the technology can offer.
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