The Construction IT Alliance (CitA) BIM Innovation Capability Programme (BICP), funded by Enterprise Ireland, aims to capture the construction industry’s and academia’s capability to respond to the increased requirements for BIM in Irish construction projects. The BICP is a direct response to the ‘Construction 2020 report’, published in 2014. The report aims to promote the use of BIM and develop the appropriate technical skills amongst Irish construction firms so that they can compete in a market where BIM is a requirement. There are four distinct work packages to achieve the strategic objectives of the BICP, which include a systemic review of BIM adoption in international regions, with a particular focus on the enablers that can support national implementation programmes.
This Global BIM Study focusses on exploring the value proposition behind BIM adoption in international regions and what governments and professional bodies are doing to advance it. A number of countries from across different continents were explored as part of this study, as well as European countries. The study highlights the strategic importance of BIM to international governments and identifies the common themes or pillars present within international BIM programmes. These include public leadership, growth capability and industry capacity, building a common collaborative business environment and, above all, creating a more productive, less adversarial construction sector.
From new construction to renovation, from digital models to connected objects, the building sector is fully involved in digital transformation. The public authorities support the digital transition of buildings, to improve the comfort of use and the quality of life in housing, schools or offices. This page describes the major public sector activities related to digital transformation from the Digital Transition in Building Plan (Plan Transition Numérique dans le Bâtiment, PTNB) to the BIM 2022 Plan which followed PTNB and commenced in 2019.
This site also references guidance for project owners and voluntary charters to encourage digital transformation and commitment to the objectives of the BIM 2022 Plan.
The Digital Asset Policy provides clear digital requirements for Departments and Agencies to support the planning, design and construction of Victorian Government’s projects and assets. The Digital Asset Policy is founded on the Victorian Digital Asset Strategy (VDAS) released in March 2020 and supports the Government in delivering unprecedented levels of new infrastructure by uplifting the capability of Victorian Departments and Agencies. Implementing the Digital Asset Policy will improve project delivery efficiency, uplift design, and delivery capability, and provide greater data insight and analysis to continuously improve project performance.
The digital asset policy provides clear and consistent organisational and project requirements designed to optimise productivity, and be appropriate and proportional to a project’s value and risk context. The policy applies to all Victorian Government Departments, corporations, authorities, and other bodies under the Financial Management Act 1994. The policy is applicable to any asset investment proposal seeking budget funding and requiring the development of a business case, which is a mandatory requirement for capital investments with a Total Estimated Investment of $10 million or more.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
The European Federation of Engineering Consultancy Associations (EFCA) has launched a report called ‘Which way to go? Strategic scenarios for consulting engineers in times of high uncertainty’ aimed at business leaders making critical decisions in difficult times, such as following the Covid19 global pandemic. The EFCA’s Future Trends Committee, together with the Center for Strategy and Scenario Planning at HHL Graduate School of Management, Leipzig, explored the future and examined possible strategic developments.
A way of providing direction in times of uncertainty is to start with scenarios that show how the future might unfold in completely different ways. The report describes four scenarios for the consulting engineering industry, based on ‘critical uncertainties.
Although digital technologies have turned a lot of our processes and work behaviour upside down, they are no longer regarded as ‘uncertain’. We know we need to continue with digitalisation. What we are less aware of, or at least, less able to accept as a direct impact on our performance, is the mixture of external challenges: the daily threat of climate change, over-indebtedness and highly pressured global financial systems, an increasingly discordant European Union, even war, conflict and refugees affecting our borders. Such issues can directly, and jointly, impact consulting engineers. But how? The future is foggy, and visibility is poor. Where will the changes end? Which trends will prove to be decisive in assessing the future? What will our industry look like in five years´ time? Which key drivers will be formative for our market? How can our companies stay successful in a changing environment? These questions are not easy to answer in the increasingly volatile, uncertain, complex and ambiguous world. This report aims to highlight some potential scenarios which may exist in the future related to these challenges.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
In 2018, four major European industry federations, CECE, Construction Products Europe, EBC and FIEC, organised a joint event under the framework of the “EU Industry days” to discuss a common approach towards digitalisation for the construction industry.
By working together with other organisations from the construction value chain the document ‘Smarter Construction, Stronger Economy, Inclusive Society: The European Construction Industry Manifesto for Digitalisation’, was published.
It was supported by 23 European industry organisations, representing a whole range of stakeholders within the construction value chain.
The manifesto outlines why the digitalisation of the construction sector must be one of the main priorities of the EU political agenda because:
- the European Union must take the political lead on digital construction
- an appropriate regulatory framework on data policy is necessary
- the new EU budget must focus on digital skills, R&D and deployment of IT infrastructure.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
Planbim’s lines of action are: institutionality and strategy, standardization, human capital, enabling technologies, communication and engagement.
The Government’s BIM Strategy was published in September 2017 to stimulate the public sector and to support the digital transformation and growth of the construction sector. It was prepared by the Ministry of Industry and Trade, working closely with Czech BIM Council experts. Within the Strategy, a key element for reducing costs, cutting waste and avoiding errors is the adoption of the Building Information Management (BIM), which makes the most of digital technologies to provide a consistent flow of information and measurable standards at all stages of the construction life cycle, including asset and facility management.
A pan-European collaboration of public sector organisations across 21 countries, this handbook was funded by the European Commission Directorate-General for Internal Market, Industry, Entrepreneurship and SMEs (DG-GROW) and the UK Government’s Department for Business, Energy and Industrial Strategy (BEIS), which was the lead coordinator of the programme.
The handbook addresses the increasing challenges faced by governments and public clients to stimulate economic growth. It advocates the wider introduction of BIM to deliver better value for public money, encourage competitiveness in international markets and meet sustainability goals. Hurdles to be overcome include climate change, resource efficiency, increased demands on social care, urbanisation and immigration, and an ageing infrastructure.
The wider adoption of BIM is set to deliver cost savings, productivity and operations efficiencies, improved infrastructure quality and better environmental performance. Governments and public procurers in Europe and around the world are recognising its benefits and potential to enhance decision making for buildings and public infrastructure across their whole lifecycle, from new projects to refurbishment of existing assets.
A European-wide strategic approach led by governments and public sector organisations will offer leadership and create with the private sector an open digital construction market that supports the European goals and is competitive in international markets.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
The Government Construction Strategy (GCS) 2016-20 aimed to develop the UK Government’s capability as a construction client in order to achieve efficiency savings and further establish best practices developed under the GCS 2011-15.
The overall aim was to provide a coordinated approach to a highly fragmented industry to improve the delivery, efficiency and performance of construction projects in the public, private and regulated sectors.
Key objectives included:
- Supporting the use of digital technology, including Building Information Modelling (BIM).
- Establishing collaborative procurement techniques that allow early contract and supply chain involvement. These include recruiting and upskilling the workforce while promoting fair payment.
- Fostering whole-life approaches to reduce costs and greenhouse gas emissions across the construction, operation and maintenance of public buildings and infrastructure.
GCS 2016-20 encompassed a collaborative action plan to deliver its objectives involving Working Groups – including representatives of central government departments, the wider public sector and industry – the Strategic Delivery Group and the Government’s Construction Board.
The Infrastructure and Projects Authority was tasked to deliver the Strategy in partnership with major construction spending departments and agencies.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
The UK’s construction sector has a strong competitive edge in the global construction market, forecasted to grow by over 70% by 2025. The 2013 Industrial Strategy: government and industry in partnership – Construction 2025, fruit of a collaboration between industry and the Government, shares a long-term vision for UK construction and includes an action plan.
The key objectives of the Strategy are to lower construction and whole-life costs by 33%, increase delivery by 50%, lower greenhouse gas emissions in the built environment by 50% and reduce the trade gap between exports and imports by 50%.
Objectives are aligned to targets and the areas of intervention include manpower, smart solutions, sustainability, growth and leadership:
- Attracting young people and upskilling the existing workforce are key to boosting capacity and capability.
- Developing efficient and technologically advanced solutions in all areas of construction, spearheaded by investment in research and innovation, is imperative to maintain global standing. The UK’s commitment to the Building Information Modelling (BIM) programme is an opportunity to excel.
- The enormous pressure to adopt environmental practices sharpens the focus on low-carbon and green construction solutions. These have the potential to provide value for money, for instance addressing material and energy waste.
- The global construction industry is set to grow by 4.3% each year until 2025 and it is crucial to boost the UK construction’s competitiveness. It is also a great opportunity to create a strong and resilient supply chain.
- The Construction Leadership Council, representing organisations across the industry, will provide leadership and oversee the delivery of the Strategy.
An archive version of this information article has been created if the original is no longer accessible (Archive information from January 2024)
