BIM Planning Guide For Facility Owners-Version 2.0 PDF

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Acknowledgements
This project is sponsored by The Charles Pankow Foundation, US Department of Defense Military Health System,
Kaiser Permanente, US Department of Veterans Affairs, The Penn State Office of Physical Plant, and The Partnership for Achieving
Construction Excellence (PACE). We appreciate their generous support. This Guide was created through the
buildingSMART alliance (bSa) Project BIM for Owners.
Citation for this Document: Computer Integrated Construction Research Program. (2013). BIM Planning Guide for Facility
Owners. Version 2.0, June, The Pennsylvania State University, University Park, PA, USA. Available at http://bim.psu.edu.
Copyright for this Document: This work is licensed under the Creative Commons Attribution-Share Alike 3.0 United States
License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/us/ or send a letter to
Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA
Cover Image: Image courtesy of HOK, PLP Architecture, AKT II, and Arup.
ISBN: 978-1-62307-001-4 (PDF)
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EXECUTIVE SUMMARY
Executive Summary
In 2009, The Building Information Modeling (BIM) Project Execution Planning
Guide was released to support project teams by leading them through a planning
process for BIM. A core principle of the planning procedure was to Begin with
the End in Mind. This principle, when applied to the Architectural, Engineering,
Construction, and Operations (AECO) Industry highlights the need for facility
owners to understand and communicate their goals for implementing BIM
throughout the lifecycle of the facility so that teams can produce the information
during a project that will add value to the owners business operations. When the
BIM Project Execution Planning Guide was released, few owners had outlined their
BIM strategy for implementation both within the operations of their facilities and
within the design and construction process. Therefore, this Guide was developed
to aid facility owners as they develop strategic, implementation, and procurement
plans for BIM integrating in their organizations.
Facility owners should have a different outlook on the value of BIM for their
projects. The BIM Project Execution Planning Guide was focused on streamlining
the planning and implementation of BIM use within one capital facility or project.
The value of BIM tools and processes for owners can be very much attuned to the
tools and enabled processes within a given project, or it can differ with a focus on
the facility operations and related data after complete. The BIM Planning Guide
for Facility Owners seeks to facilitate an owners review and planning for the proper
investment in BIM in line with the specific project focal points or strategic business
interests, in addition to improving the value in delivering a single facility.
This Guide presents a structured approach to effectively plan the integration of
BIM within an organization. Three planning procedures are presented:
STRATEGIC PLANNING to assess existing organizational conditions; align BIM

goals and objectives with desired BIM Uses and maturity level; and develop a tran
sition plan for BIM implementation;
IMPLEMENTATION PLANNING to develop the detailed implementation plan
within the operations of the organization; and
PROCUREMENT PLANNING to identify key issues to consider when creating
BIM contract requirements.
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The BIM Planning Elements

Throughout all stages of this Guide,
there are six core BIM Planning
Elements that must be considered.
The BIM Planning Elements are as
follows:
Figure 1-1: The BIM Planning Elements
1. STRATEGY
4. INFORMATION
Defines the BIM goals and objectives;

assesses change readiness; and considers
management and resource support.
Documents the information needs

of the organization, including the
model element breakdown, level of
development, and facility data.
2. BIM USES
Identifies the methods in which BIM
will be implemented for generating,
processing, communicating, executing,
and managing information about the
owners facilities.
5. INFRASTRUCTURE
Determines the technology
infrastructure to support BIM including
computer software, hardware, networks,
and physical workspaces.
3. PROCESS
6. PERSONNEL
Describes the means to accomplish the

BIM Uses by documenting the current
methods, designing new processes
leveraging BIM, and developing
transition plans
Establishes the roles, responsibilities,

education, and training of the active
participants in the BIM processes
established.
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Strategic Planning
The Strategic Planning procedure provides steps that an owner can use to plan for BIM at an organizational level. The purpose
of this planning procedure is to allow you as an owner to determine your BIM goals and objectives and establish a road map to
document how you will accomplish the goals and objectives. The Procedure includes:
1. ASSESS the organizations current internal and external level of BIM integration;
2. ALIGN the organizations BIM goals by identifying desired levels of maturity for BIM Uses; and
3. ADVANCE the BIM maturity level through the development of a defined advancement strategy.
Implementation Planning
After the Strategic Plan has been developed, Implementation Planning can begin. The purpose of this step is to determine and
document the detailed guidelines and protocols for implementation. An Implementation Plan will include the following:
1. PROCESS maps that clearly define how BIM will be integrated into the organizations practices;
2. INFORMATION requirements to support the implementation of BIM;
3. TECHNOLOGY INFRASTRUCTURE needed to support the process; and
4. EDUCATION AND TRAINING for the personnel who will interact with BIM or resulting data.
Procurement Planning
Prior to the start of a facility project (new construction or renovation); an owner should develop contract requirements for
BIM. These contract requirements are necessary to ensure that the owners BIM needs are met, and the entire project team has
a common understanding of the requirements. It also supports the successful implementation of BIM throughout the lifecycle
of the facility. With the proper documentation in place at the beginning of the project, the team can plan an effective BIM process for both the project and your needs. Core procurement components include:
1. TEAM SELECTION CRITERIA to enable the procurement of qualified items;

2. CONTRACT REQUIREMENTS to clearly define the BIM deliverables; and
3. STANDARD BIM PROJECT EXECUTION PLAN TEMPLATE to initiate the detailed BIM
planning process for a project
///
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AUTHORS & CONTRIBUTORS
/// Authors & Contributors

This Guide was authored by a team of
individuals within the Computer Integrated Construction (CIC) Research
Program at Penn State. This guide was
created through a rigorous methodology including content analysis of
available industry and research documents, industry interviews, workshops,
and observational case studies. Prior
to public dissemination, an expert
advisory board has reviewed the BIM
Planning Guide for Facility Owners.
Principal authors of the Guide include:
Robert Leicht, Ph.D.
John Messner, Ph.D.
Chimay Anumba, Ph.D.
Director, CIC Research Program and

Professor of Architectural Engineering,
The Pennsylvania State University
Professor and Head, Department of

Architectural Engineering,
Eric Nulton
Ralph Kreider
Assistant Professor of Architectural

Engineering,
Graduate Research Assistant,

Ashwin Ramesh
Dan Weiger



Kim Price
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Graphic Designer,
ADVISORY BOARD MEMBERS
/// Advisory
Board Members
Robert Braunagel
US Department of Defense
Military Health System
Xiajun Lin
Kaiser Permanente
Dianne Davis
AEC Infosystems
Kurt Maldovan
Balfour Beatty
Construction
Steve Devitto
General Service
Administration
Russell Manning
US Department of Defense
Military Health System
Craig Dubler
Penn State Office
of Physical Plant
Maureen McDonough
Harvard University
Ed Gannon
Penn State Office
of Physical Plant
Greg Gidez
Hensel Phelps
Kimberly Hurtado
Hurtado S.C.
Counselors at Law
Steve Hutsell
US Army Corps of Engineers
Kerry Joels
TMA Systems
David Jordani
Jordani Consulting Group
Steve Kundich
Digital Realty
Chuck Mies
Autodesk
Elton Murakami
Pankow Construction
Rene Tietjen
US Department of Veterans
Affairs
Victor Sanvido
Southland Industries
Dana Deke Smith
National Institute of
Building Science
Patrick Suermann
US Air Force
Grace Wang
Jacobs Engineering
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TABLE OF CONTENTS
Table of Contents
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E X E C U T I V E S U M M A RY
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THE BIM PLANNING ELEMENTS

STRATEGIC PLANNING
IMPLEMENTATION PLANNING
PROCUREMENT PLANNING
AUTHORS AND CONTRIBUTORS
ADVISORY BOARD MEMBERS
1 G E T T I N G S TA R T E D
01 WHAT IS BUILDING INFORMATION MODELING?
01 THE VALUE OF BIM FOR OWNERS
02 HOW TO USE THIS GUIDE
2 S T R AT E G I C P L A N N I N G F O R B I M I M P L E M E N TAT I O N
0 4 THE NEED FOR A STRATEGIC PLAN FOR BIM INTEGRATION
0 4 THE BIM PLANNING COMMITTEE
Establish BIM Planning Committee Mission

0 7 THE BIM PLANNING ELEMENTS
0 8 ASSESSMENT: CONDUCT ORGANIZATIONAL BIM ASSESSMENT
Document the Current Implementation of BIM

Identify Opportunities for Improvement
Readiness Assessment
1 0 ALIGNMENT: ESTABLISH DESIRED LEVEL OF IMPLEMENTATION
Establish BIM Goals & Objectives

Determine BIM Uses
Establish Desired Levels of Implementation Maturity
1 4 ADVANCEMENT: DEVELOP AN ADVANCEMENT STRATEGY
Strategic BIM Roadmap

1 6 BUSINESS CASE FOR BIM USE(S)
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TABLE OF CONTENTS
3 I M P L E M E N TAT I O N P L A N N I N G
1 7 ESTABLISH A BIM IMPLEMENTATION TEAM
Determining BIM Implementation Team Members

Roles and Responsibilities
Acquiring a Consultant to Assist in BIM Implementation
1 9 DESIGN BIM INTEGRATED PROCESSES
Methods of Documentation
Organizational Structure and Process
Current Processes
Target Processes
Form Clear Tasks for Transition
Overall Transition Plan for the Organization
2 1 DOCUMENT MODEL AND FACILITY DATA INFORMATION NEEDS
How to Determine Information Needs

Choose a Model Element Breakdown Structure for the Organization
Determine Model Needs
Determining Level of Development
Determining Facility Data Needs
Compile Organizational Information Needs
2 5 DETERMINE INFRASTRUCTURE NEEDS
Selecting Software
Choosing Hardware
2 8 EDUCATION AND TRAINING
Education
Training
4 PROCUREMENT PLANNING
3 0 PRIOR TO DEVELOPING PROCUREMENT DOCUMENTS
Existing BIM Contract Language Examples

BIM in Different Procurement Methods
Hierarchy of Documents
Level of BIM Implementation
3 4 SELECTING A PROJECT TEAM
Request for Qualifications

Request for Proposal
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TABLE OF CONTENTS
3 8 BIM CONTRACT
Definition of Terms
BIM Project Execution Plan
BIM Champion/Manager
Collaboration
Minimum Deliverables
Ownership of Model/Data Reuse
BIM Requirements for 2D Documents
Security
4 5 BIM PROJECT EXECUTION PLAN TEMPLATE FOR TYPICAL PROJECTS
BIM Standard Goals and Objectives

Standard BIM Process
BIM Information Exchanges
Collaboration/Meeting Procedures
Project Deliverables
5 CONCLUDING REMARKS AND LESSONS LEARNED

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STRATEGIC PLANNING LESSONS LEARNED

IMPLEMENTATION PLANNING LESSONS LEARNED
PROCUREMENT PLANNING LESSONS LEARNED
GENERAL LESSONS LEARNED
6 APPENDICIES
6 2 APPENDIX A CITATIONS
6 5 APPENDIX B ABBREVIATIONS
6 6 APPENDIX C GLOSSARY
6 9 APPENDIX D INDEX
GETTING STARTED
/// Getting Started

This section of the Guide is intended to quickly provide an overview of BIM along with several important items that you
should know before beginning to use the remainder of the Guide.
What is Building
Information Modeling?
For the purposes of developing this Guide, we will use the definition of BIM from the U.S. National Building Information
Modeling Standard (NBIMS-US) which states that Building Information Modeling is the act of creating an electronic model
of a facility for the purpose of visualization, engineering analysis, conflict analysis, code criteria checking, cost engineering,
as-built product, budgeting and many other purposes
While the model is an important component of BIM, many now view BIM as more of a process change than a new technology.
The model may serve as a knowledge resource to for all project participants, but BIM is a process that enhances collaboration
resulting in improved information management and an overall leaner process.
The Value of BIM for Owners
BIM adoption is rapidly gaining speed within the
maintained throughout the lifecycle of a building.
Architectural, Engineering, Construction, and Operations
According to the 2012 BIM Smart Market Report, industry-
(AECO) Industry. Project teams are shifting their standard
wide adoption of BIM surged from 28% in 2007 to 71% in
practices toward the use of intelligent, parametric 3D
2012. Almost two-thirds (62%) of all BIM users perceived
models, which can more easily be modified, coordinated, and
a positive return on investment. Firms that were most
GETTING STARTED
engaged with BIM enjoyed far larger increases in benefits.
unbudgeted changes; provided cost estimates within 3% of
The primary benefits of BIM for owners are a reduction of
the traditional estimates; contract savings of up to 10% with
document errors and emissions, rework, construction cost,
the use of clash detection; and reduced project time by up to 7%.
project duration, and claims and litigation.
Some of these figures may be disputed, but what cannot be
A large majority of owners believe that BIM use is expanding
argued is the trend. Adoption rates and positive benefits
and that owners are driving this change. In 2007, Stanford
continue to grow. It is clear that owners are recognizing the
Universitys Center for Integrated Facilities Engineering
value of BIM to improving their capital facility projects, and
(CIFE) showed that BIM provided a 40% reduction of
ultimately, their organization.
How to Use this Guide

This Guide has been developed for facility owner organizations,
operational processes.
along with designers, contractors, operators, and consultants
The Guide contains three primary procedures:
who advise owners. We assume that the reader has a
The Strategic Planning procedure (Chapter 2);
fundamental understanding of BIM concepts. For those readers
The Implementation Planning procedure
who are not familiar with BIM, it is recommended, that you
review BIM literature such as BIG BIM little bim by Jernigan
(Chapter 3); and

The Procurement Planning procedure (Chapter 4).
(2008), the BIM Handbook by Eastman et al. (2011), or other

BIM resources from the GSA, US Department of Veterans
The Guide is written in the sequential order of the steps
Affairs, US Army Corp of Engineers, and others.
and procedures that are necessary to implement BIM.

However, each organization will be at a different stage of BIM
This Guide is not intended to convince an organization to use
implementation, and it may be beneficial to focus on a specific
BIM, but rather how to implement it. If the organization has
procedure based upon the organizations current level of
determined that BIM can add value to the organization, this
BIM implementation/maturity. We suggest that you to first
Guide will lead them through the steps to integrate BIM into
read each chapter and then target areas that provide the most
the organization. However, if the organization is unsure about
value to your current level of BIM implementation.
implementing BIM, it may be necessary to further research

the benefits and risks of BIM to make a business case for
The appendices provide additional resources for
implementing BIM.
implementing the procedures documented in this Guide.

Additional templates and resources are also available at the
While the Guide is written for facility owners who operate
project website (http://bim.psu.edu). Throughout the Guide,
and maintain facilities, it is important to note that
case study examples are provided to illustrate the content
implementing BIM for non-owner organizations is very
discussed. Those examples were developed from case studies
similar. Therefore, this Guide is an excellent resource for
and input provided by the supporting organizations.
///
any organization wishing to integrate BIM into their core
/// STRATEGIC PLANNING FOR BIM IMPLEMENTATION
/// Strategic Planning for

BIM Implementation
An organization should conduct a strategic planning process
implementation of BIM, it is important to understand that
to establish BIM objectives and set the direction to focus
no two organizations are alike. Keeping that constraint in
future implementation efforts The planning activities help an
mind, the BIM Strategic Planning Procedure can be separated
organization to set the goals and objectives, while directing
into three primary steps: 1) Assessment, 2) Alignment, and
the means and methods for achieving them.
3) Advancement. Templates have been created to support

each of these steps and to document the relevant information.
While organizations might be looking for sources that
These templates are included in the appendices and are also
provide a one solution fits all approach to plan for the
located at http://bim.psu.edu.
Figure 2-1: BIM Organizational Strategic Planning Procedure
The Need for a

Strategic Plan for BIM Integration
Strategic Planning helps ensure an organization is ready
measured at milestones to assess transitions; and
for the implementation of a new process or technology with
The promotion of teamwork and an integrated
planned resources. If implemented correctly, it can promote
perspective for planning with multiple opinions
collaboration within an organization and greatly reduce the
from different individuals within an organization.
chances of failure. Several benefits gained through creating a
Like any new process, BIM implementation within an
BIM strategic plan include the development of:
organization has a learning curve associated with it. This
A clear understanding of the organizational goals
is of importance for organizations with relatively low or
and BIM objectives in a given time frame;
no experience with BIM, as a lack of familiarity can carry
The effective allocation of organizational resources
risks throughout the stages of implementation. With more
for key BIM competencies and priorities;
detailed planning, an organization will be able to achieve
The provision of a benchmark from which progress
improved clarity of the process, which will reduce risks and
in each of the competency categories can be
increase the overall value of implementation.
The BIM Planning Committee

A BIM Planning Committee should be assembled prior to
BIM Champion: A person who is technically skilled and
the start of Strategic Planning. The team members should
motivated to guide an organization to improve their processes
include individuals who have background knowledge and
by advocating adoption, managing resistance to change, and
experience with BIM and its processes, and should represent
ensuring implementation of a new technology or process,
a diverse group of members from across the organization.
should be selected to lead the BIM initiative. The BIM
In cases where the organization cannot compile a Planning
Champion should have the ability to direct funds and staffing
Committee with previous BIM experience, it may be
as necessary to support the BIM efforts. It is important that
advantageous to seek assistance from third party BIM
an individual with authority, leadership, and motivation is
implementers. The Planning Committee should include the
selected to champion this process.
following:
Executive Representation: Without the involvement of
high-level executives, it is most likely that the planning team
they are also the most likely to resist the change. Involving
will not be able to gain the necessary resources to plan and
the workforce in planning can be quite beneficial to the
implement the recommendations that are developed. By
committee since their involvement can help foster acceptance
including executives, key decisions to proceed are more easily
of the new processes and provide insight to the challenges in
facilitated.
modifying processes.
Middle Management Representation: The middle
When assembling the BIM Planning Committee,
managers are responsible for operating their departments
considerations should be given to involving personnel with
and achieving goals set by the planning process. They are
specific responsibilities and capabilities including:
responsible for the daily operations of their division by

An individual(s) who can champion the planning
monitoring and delegating work to the technical workforce.
throughout the organization;
These managers should be involved in the core planning
Decision makers who have authority to grant
necessary to manage resistance to change that may occur
access to resources required by the team (e.g., time,
throughout the BIM implementation phase.
funding, personnel, and infrastructure);

Individuals who might be directly affected by the
Technical Workforce Representation: The technical
adoption or change;
workforce includes personnel who are directly involved with
Motivated individuals who can contribute to the
the technology and processes that drive the implementation

of BIM on a daily basis. They are the most experienced
process and are supportive of improving the
employees in terms of the operations, and they implement
process through change;
and use technologies to improve processes within the
Implementers of the BIM process; and
organization. They are likely to be the most affected by any
Individuals who will be able to monitor progress

and manage the process change
BIM adoption process. Being responsible for the standard

workflows that are subject to change due to integrating BIM,
Establish BIM Planning

Committee Mission
The BIM Planning Committee Mission states the purpose for
/// CASE STUDY EXAMPLE:

BIM Planning Committee
Mission Statements
the existence of the BIM effort. A mission statement for the

BIM Planning Committee stems from an understanding of a
number of items including: the type of the organization; the
mission and vision of the organization; the facilities group(s)
that support the organization; and the challenges faced by
these operating units.
Kaiser Permanentes National Facilities Services (NFS) BIM

The scope and focus of a committees Mission Statement can
Work Teams mission statement establishes its function as
vary based on the expertise and level of understanding of the
gathering information and helping the NFS BIM Strategy
committee. The committees statement generally explains
for planning the adoption and implementation of BIM for
their existence to achieve the organizational mission and
Kaiser Permanente. The mission reads to gather informa-
vision with the use of BIM, or extend into details by mention-
tion from across the NFS enterprise, report findings, deliver
ing an improvement in a specific process or technology for the
recommendations for the NFS BIM Strategy, and identify
organization.
work tracks/action plans to execute on the strategy. It goes

further to elaborate its purpose to Define the role of BIM
in the Healthcare Facility Life Cycle Management (FLCM)
and to establish the Healthcare BIM Consortium (HBC) and
industry partners.
The Healthcare BIM Consortium (HBC), a collaboration of
healthcare owners, software vendors, designers and builders
has a more specified BIM Mission. The consortium exists to
seek solutions for interoperability to support the Facility
Life Cycle Management (FLCM).
The BIM Planning Elements

Throughout all steps of Strategic Planning, there are six core elements, referred to as the BIM Planning Elements that must
be assessed. The BIM Planning Elements are:
Figure 2-2: The BIM Planning Elements
Strategy
Information
Defines the BIM goals and objectives; assess change readiness; and
Defines the information needs of the organization, including
management and resource support.
the model element breakdown, level of development, and

facility data.
Uses
Infrastructure
Identifies the methods in which BIM will be implemented, or
BIM Uses, for generating, processing, communicating, exe-
Determines the technology infrastructure to support BIM
cuting, and managing information about the owners facilities.
including computer software, hardware, networks, and physical workspaces.
Process
Personnel
Describes the means to accomplish the BIM Uses by
documenting the current processes, designing new BIM
Establishes the roles, responsibilities, education, and training
processes and developing transition processes.
of the active participants in the BIM process establish.
Assessment: Conduct
Organizational BIM Assessment
The first step in Strategic Planning is to conduct an assessment of the organization. The assessment includes evaluating the organization both internally, to determine the current status, and externally, to determine its performance within its business market. The
goal of this process is to identify possible areas of adoption and implementation of new processes and technologies.
Document the Current

Implementation of BIM
planning elements. This can be accomplished by scoring

their maturity based on the description given in the matrix.
The profile provides a basic description for each the maturity
The Planning Committee should measure the maturity of the
levels identified within the planning elements. The Level
BIM Planning Elements. A BIM Organizational Assessment
of Maturity begins with zero (0), which represents non-
Profile has been developed to assist the Planning Committee
existence or non-use of that element within the organization,
with assessing the current maturity level of each of the
and continues to level five (5) in which the planning
elements.
element is optimized. By using the assessment profile, the

organization can quickly document the implementation
There are a number of approaches that the organization
status for each category. Figure 2-3 shows a section of the
can use to collect information for assessing their status.
Organizational BIM Assessment Profile, with an example of
The most common and efficient method of gathering the
the current maturity level highlighted.
required information is by conducting interviews with the

operating units personnel who are directly involved with
A template spreadsheet of the profile is available for free
the performance of the organization. Other methods that
download at the bim.psu.edu website
supplement this process include organizational wide surveys,

document analysis, process observations, and workflow
analysis. Example questions that could be used to assess
the current condition of an organization and its units could
be related to duties of the organizational unit, information
they manage, process of managing information, some of the
challenges associated with the process, etc.
The Organizational BIM Assessment Profile is a matrix,
which has been developed for the purpose of assessing the
organizations maturity of the Planning Elements. The first
step is to determine the current maturity level of each of the
Figure 2-3: Organizational BIM Assessment Profile
Identify Opportunities
for Improvement
Readiness Assessment
The Planning Committee should consider the readiness
By analyzing business performance, the Planning Committees
for change of the organization. Without ensuring that the
will be able to identify key performance indicators that will help
committee has assessed the needs and accommodated for
determine which aspects of the organization require improvement.
these pre-requisites, it will be difficult to start the strategic
Apart from identifying status, performance measures are assessed
planning process. A list of elements that the committee or the
to control behavior towards the intended goal; inform external
organization should consider before initiating the strategic
stakeholders of information requirements; and empower decision
planning procedure includes:
making. Organizations can benchmark their performance against
Defining the BIM Champion, a Planning
other organizations to determine opportunities for improving their
Committee, and / or a consultant to initiate the
processes.
procedure;
Gaining involvement and buy-in from the top-level
Most strategic planning literature specifies that internal and
management and stakeholders;
external analysis include an assessment of the administrative,
Establishing the availability of adequate time,
political, economic, stakeholder, and technological features. For
resources, and funds for the planning effort; and
a facility owner, however, these aspects also include the business
Gaining a fundamental understanding that
processes, organizational structure, organizational culture,
strategic planning for BIM is a continual effort and
procurement strategies, financial considerations, and market positions.
is not a one-time event.
Alignment: Establish
Desired Level of Implementation
Once the organization has conducted an assessment of its status, the BIM Planning Committee should establish a desired level
of maturity for each of the planning elements. Careful deliberation should be exercised with the selection of a target level that
is measurable and achievable. The inherent capabilities of an organization such as experience and knowledge are some of the
competencies that have to be considered when targeting maturity levels. Additionally, the Planning Committee will need to
determine future BIM Objectives and BIM Uses for the organization.
Establish BIM Goals & Objectives

Establishing BIM Goals and Objectives helps provide
a direction in which the Planning Committee should
proceed. The BIM goals should be measurable, and include
items such as reducing operational and lifecycle costs;
improving operational workflows; understanding and
defining information needs; or developing internal quality
their capabilities by providing education and training to the

team members, or developing the necessary infrastructure
to support BIM integration. It is incumbent upon the
committee to identify goals that provide value to the
organization, and that support the overall organization
goals, mission and vision. These goals can be organized and
prioritized (see an example in Table 2-1).
assurance systems. Goals can also target the workforce and
Table 2 -1: Example Organizational Goals
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Determine BIM Uses

A BIM Use is defined as a method or strategy of applying Building Information Modeling during a facilitys lifecycle to achieve
one or more specific objectives. The BIM Uses at this stage of the planning process are identified based on the goals and
objectives. For example, if an organization wants to manage as-built record models and maintenance information on the
building equipment, then record modeling and asset management could be beneficial BIM Uses. Some goals and objectives
may directly imply the specific implementation of a BIM Use, while others may require several Uses to support a goal.
Table 2 -2: Example Organizational Goals
There are many ways in which BIM can be used to improve
environment, and assets of a facility. The record model
a facility owners processes. The following, while not a
should, at a minimum, contain information relating to the
comprehensive list, are some BIM Uses applicable to facility
main architectural, structural, and MEP elements. It is the
owners. In most cases, owners are already performing these
culmination of all the BIM Modeling throughout the project,
items through other methods, however without the context of
including linking Operation, Maintenance, and Asset data to
BIM. The integration of BIM and facility data within these tasks
the As-Built model (created from the Design, Construction, 4D
allow for improved and often more cost effective processes.
Coordination Models, and Subcontractor Fabrication Models)
Some of the more critical BIM Uses in operations include:
to deliver a record model to the owner or facility manager.

Additional information including equipment and space planning
Record Modeling: Record Modeling is the process used to
systems may be necessary if the owner intends to utilize the
depict an accurate representation of the physical conditions,
information in the future.
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Building Maintenance Scheduling: Building Maintenance
model to populate an asset management system which is then
Scheduling is a process in which the functionality of the building
used to determine cost implications of changing or upgrading
structure (walls, floors, roof, etc) and equipment serving the
building assets, segregate costs of assets for financial tax
building (mechanical, electrical, plumbing, etc) are maintained
purposes, and maintain a current comprehensive database that
over the operational life of a facility. A successful maintenance
can produce the value of a companys assets. The bi-directional
program will improve building performance, reduce repairs, and
link also allows users to visualize the asset in the model before
reduce overall maintenance costs.
servicing it potentially reducing service time
Building System Analysis: Building System Analysis is a
Space Management & Tracking: Space Management &
process that measures how a buildings performance compares
Tracking is a process in which BIM is utilized to effectively
to the specified design. This includes how the mechanical system
distribute, manage, and track appropriate spaces and related
operates and how much energy a building uses. Other aspects
resources within a facility. A facility building information model
of this analysis include, but are not limited to, ventilated facade
allows the facility management team to analyze the existing
studies, lighting analysis, internal and external CFD airflow, and
use of the space and effectively apply transition planning
solar analysis.
management towards any applicable changes. Such applications

are particularly useful during a projects renovation where
Asset Management: Asset Management is process in which
building segments are to remain occupied. Space Management
an organized management system is bi-directionally linked to a
and Tracking ensures the appropriate allocation of spatial
record model to efficiently aid in the maintenance and operation
resources throughout the life of the facility. This use benefits
of a facility and its assets. These assets, consisting of the physical
from the utilization of the record model. This application often
building, systems, surrounding environment, and equipment,
requires integration with spatial tracking software.
must be maintained, upgraded, and operated at an efficiency

which will satisfy both the owner and users in the most cost
A detailed list of BIM Uses for all lifecycle stages along with
effective manner. It assists in financial decision-making, short-
descriptions, value, resources and competencies required is
term and long-term planning, and generating scheduled work
provided at http://bim.psu.edu.
orders. Asset Management utilizes the data contained in a record
12
Establish Desired Levels of Implementation Maturity

Having mapped the status of the Planning Elements within the organization, the desired levels should be identified in the
maturity profile. These desired levels should be the areas which would need to be achieved for reaching the BIM Objectives.
An organization may not need to advance to level five to obtained the desire level of BIM implementation.
Figure 2-4: Organizational BIM Assessment Profile with Desired State
The alignment to a desired Level of Maturity may require
Finally, you must consider the interdependencies associated
a considerable amount of time. The Planning Committee
with each BIM Use. When considering a BIM Use, it is helpful
should not only identify the desired levels, but also investigate
to develop a long-term plan to map out the progression of
the level of effort and potential schedule for making the
BIM Uses. For example, if you desire Digital Fabrication
change to inform the planning of their stages for integration.
as a BIM Use, it may require Design Authoring and 3D
It is important to consider the difference between their
Coordination as prerequisites.
desire and the ability for the organization to change. An

organization should understand that while it might desire to
reach a particular level of maturity; it also needs to plan the
outcome based on its ability to do so over a realistic period.
13
Advancement: Develop
an Advancement Strategy
The implementation process will vary from one organization
To roadmap the BIM strategy for an organization, it is valuable
to another depending on the goals and objectives, the
to understand the type of information to be displayed and the
size of the organization, time and financial investment,
steps involved in developing a roadmap. The categories defined
ang experience with BIM and the available resources.
for developing a strategic roadmap include:
Advancement planning helps the Planning Committee
Planning elements;
determine a defined approach to avoid the risk of escalating
Time frame;
costs and misdirected time and resources. Advancement
Current status of the organization with BIM
planning also establishes a baseline to track progress at
(Where are you now?);
predetermined milestones or points in time.
Desired end state of the organization with BIM

(Where do you want to be?);
Strategic BIM Roadmap
Intermediate stages or milestones required to be

achieved (How to get there?); and
Roadmapping is the process of displaying the integration of
BIM Uses that will be used internally within the
strategic changes in a business process. A roadmap quickly

communicates the key components of the organizations strategic
plan in a simple graphical representation or snapshot view.
14
organization.

Penn State office of Physical Plan Roadmap
Figure 2-5 Shows an example of Penn States Office of Physical Plants BIM Strategic Roadmap. The vertical axis delineates
the levels of implementation within the organization, while the horizontal axis provides the goals with anticipate
completion timeframes.
Figure 2-5: Penn State OPP Strategic BIM Roadmap
Roadmaps are used as a tool to plan, visualize, and implement
representing time in short intervals (the Penn State OPP
a strategy. Since each organization is different in terms of the
Roadmap in years) when considering their next adoption
objectives and services that they perform, customization will
phase. The latter part of the time axis which shows the
be required to leverage maximum benefit from road mapping.
maturity in more advanced stages of development, longer
Some sections of a roadmap that should be considered by an
periods may be needed to achieve the long-term vision
organization are:
and objectives of the organization.
of methods (i.e. months, quarters of a financial year,
2. INTEGRATION / STRATEGIC
DRIVERS: Significant effort should be placed on the
years, or milestones). Organizations should consider
development of integration/strategic drivers. To push
1. TIME: Time can be represented in a number
15
the integration of a process or technology, it is important
to be displayed on the roadmap in addition to time and
to identify the layers and sub layers that are defined by
the drivers. These items include the people responsible
the strategic drivers. The drivers also include the BIM
to implement the phases, checkpoints throughout the
Uses that the organization intends to integrate over the
time frame, and links between drivers that support the
period determined by the BIM Planning Committee.
advancement of one another.
The space on the earlier section along the time scale will
The development of a detailed roadmap involves multiple
display the current situation of these planning elements,
work sessions or workshops with various members of
the middle layer with the milestones or intermediate
the Planning Committee and the operational units of the
goals, and the later portion with the end state followed by
organization. An analysis of the status, the desired level of
the long-term vision.
maturity, and the gaps to be bridged should be identified.

The sequence in which the BIM Planning Elements are to be
3. SUPPORTING INFORMATION: The
approached should be assessed based on the BIM goals and
Planning Committee needs to identify the information
objectives
Business Case for BIM Use(s)

An effective Business Case generates support, participation
Business Drivers and Problem Statement
and leadership commitment required to transform an idea into
Desired Business Goal(s) and Objectives
reality. For most organizations, a Business Case is necessary
Proposed BIM Use(s)

Cost / Benefit Analysis
to gain support and to justify investments for implementing

the targeted BIM Use(s) to the management and key decision
makers in the company. The Business Case does not focus on
the details of the implementation of BIM, nor detailed contract
o Estimated Benefits and Metrics
o Cost Estimates
o Risk Assessment
o Assumptions
language, but rather is focused specifically on the business
Implementation Timeline
drivers to consider when investing in a BIM Use(s).
Final Recommendations
An appropriate amount of time should be devoted to developing
The development of a Business Case is a collaborative effort. The
the Business Case. Some research has suggested that a general
BIM Planning Team, including representatives from the operating
rule of thumb is that the development of the business case
units affected, creates the Business Case. A Business Case for BIM
should take approximately five to ten percent of the anticipated
Use(s) includes the following items (at a minimum):
implementation / transition time. The length of the Business
Executive Summary of Business Case
Case should be kept to a minimum for a clear and concise
Table of Contents
understanding of factors weighing into the decision whether or
Introduction and Background
not to implement a BIM Use(s).
16
///
/// IMPLEMENTATION PLANNING
/// Implementation Planning

After establishing a strategic plan for the integration of BIM within your processes, you should develop a detailed plan to
achieve the goals outlined. During this stage, the goals and objectives of the strategic plan are translated into day-to-day
projects and tasks to integrate BIM into the organizations processes.
Establish a BIM
Implementation Team
The first step in the BIM Implementation Planning process
Strategic Plan. The individual whose responsibilities most
is to establish the BIM Implementation Team. While the
closely influence the success of a BIM Use are the most likely
Strategic Planning Committee was tasked with developing
candidates. They should be open to change, possess the
the high-level plan for the organization, the Implementation
authority to modify processes within their division, and have
Team is to be composed of the individuals personally respon-
the ability to dedicate time to BIM implementation.
sible for the execution of BIM.

Penn State Office of
Physical Plant
Determining BIM Implementation

Team Members
Having the proper personnel is one of the most critical
factors to successful implementation and integration of
BIM. The BIM champion(s) and a few key members of the
The Penn State Office of Physical Plant is developing preven-
Strategic Planning Committee should become members of the
tative maintenance uses for BIM. To support this develop-
Implementation Team, but this team should primarily consist
ment, they have members from the preventative maintenance
of the people responsible for implementing each BIM Use
management as part of their Implementation Team. This
defined in the Strategic Plan.
provides valuable inside knowledge of how preventative

maintenance is approached from within the organization, and
The Implementation Team members should be determined
how BIM can supplement their efforts.
according to the BIM Uses and Roadmap developed in the
17
Over time, BIM integration may change or expand to
planning process. Establishing a BIM Sponsor at the
additional divisions within an organization, and it will
management level of the organization is often helpful to
become necessary to modify the members of the team to
BIM implementation. Management must understand the
maintain members who can provide valuable guidance to the
resources necessary for successful BIM implementation
tasks being implemented.
including time, personnel, and effort and the ability to ensure

that these resources are made available.
Roles and Responsibilities
Responsibilities
Promote organizational BIM Adoption and
With a BIM Implementation Team established, the roles

and responsibilities of each member of the team should be
Change.
established and documented. This includes requirements
Capabilities
Ability to provide financial support for
and deliverables for each of the individuals on the team.
BIM adoption;
It may be necessary to divide the responsibilities amongst

multiple individuals depending upon the organizations size
Basic understanding of BIM; and
and structure.
Understanding of organizations BIM goals
and objectives.
BIM Champion(s)
An organization should have at least one BIM Champion with
Operating Unit BIM Leads
a strong desire to implement BIM within the organization.
Within the BIM Implementation Team, each primary
It is their responsibility to take the planning process to its
operating unit of the organization should have a BIM
conclusion and share its value with others to ensure that the
Lead. The operating unit BIM Lead will provide valuable
proper amount of resources (time, personnel, and effort) is
information to the BIM planning about the operating units
given to planning.
processes and information needs; will evaluate BIM planning
Responsibilities
results; will implement BIM with the operating unit. The
Develop Organizational BIM Standards
operating unit BIM lead does not need to be the manager of
and Processes including contract language;
that operation but should have influence within the operating
and
unit and the support of the operating units manager.
Oversee BIM implementation within the

organization.
Responsibilities
Capabilities
Document operating units processes and
BIM expertise;
information needs;
Self-motivated individuals; and
Validate BIM Plans appropriateness for the
Easily adaptable to ever changing processes.
Management BIM
Advocate/Sponsor
operating unit;
Lead implementation and integration of
BIM within the operating unit.
Capabilities
Significant influence within the operating
It is critical to have management buy-in to the concept of
unit;
using BIM to improve operations to ensure a successful
18
Detailed understanding of BIMs impact the
outside expertise. Many owners have recognized that
operating unit; and
acquiring a consultant to guide their internal staff may
Training on BIM systems related to that
expedite the adoption process. If you hire a consultant, they
operating unit.
hsould possess the skills necessary to implement BIM, and

have the potential to assist the BIM Implementation Team.
Acquiring a Consultant to Assist in

BIM Implementation
If it is decided that the organization does not have the
necessary internal resources, it may be necessary to procure
Design BIM Integrated Processes

It is essential to understand and document the current state
Modeling Notation. An explanation of symbols within that
of the organizational processes. Once the current processes
notation can be found in the BIM Project Execution Planning
are documented, those that will become BIM integrated
Guide. Additionally, example process maps for a select
processes are mapped. These new BIM integrated operations
number of the BIM Uses can be found on the project website
should also be thoroughly documented and be included along
(http://bim.psu.edu).
with the activities of the entire organization.
Methods of Documentation
Organizational Structure
and Process
Unlike a facility construction project, which typically has a finite
There are several methods that can be used to map processes.
beginning and end, operating a facility is a continuous process.
Some of the more commonly used methods include integrated
Facility operations typically consist of multiple different
definition (IDEF) with IDEF0 Functional Modeling, Unified
operating units that have defined tasks and responsibilities.
Modeling Language (UML), and Business Process Modeling
It is these tasks and responsibilities that should be clearly
Notation (BPMN). Each process modeling technique has its
documented.
own benefits and purpose, and one is not necessarily better

than another. Each organization should select a standard
There are several methods to accomplish documenting the
to offer consistency throughout the organization. Many
organizational structure. In most cases, organizations have
organizations already have a standard in place and should
their structure already documented. This documentation
continue with that standard. The BIM Project Execution
may or may not include tasks and responsibilities. Another
Planning Guides maps are based on Business Process
method to document organizational structure with tasks
19
and responsibilities is to meet with each operating units
transition plan for each of the BIM Uses identified for
manager and together determine the responsibilities of the
advancement can be created to allow for smooth transition
unit. Additionally, the BIM Implemention Team should
between the current process and the new process. It is
be identified within this structure. It may lie outside the
critical to identify the tasks required to transition the process
primary structure as its own operating unit or it may be
to a BIM integrated process. The tasks should include
aligned with multiple units. Once the structure has been
measureable outcomes and milestones with a timeline for the
identified, the BIM Uses selected by the organization should
completion of each transition. Some items to be considered

are purchasing software, training, setting-up new systems,
Current Processes
creating process guidelines, and progress monitoring.
The processes that will integrate BIM during the course
More tasks may need to be determined based on the status
of the Implementation Plan are mapped to provide a basic
of the organization and the specific task, which is being
understanding of the current process and to help with
transitioned. There are several ways to display this transition
developing a transition process. The processes should be
process including, for example, a process mapping notation or
documented through meeting with the head of each operating
a critical path method (CPM) schedule.
unit or meeting with the implementers of the process.
Overall Transition Plan for the

Organization
Another way to document the process is through observation

of the tasks. The process should also include the information
exchanges between operating groups. After an observation or
After the detailed transition plan for each BIM Use has been
meeting, the process should be documented using a process
documented, an overall transition map for the duration of
mapping notation decided on by the group. After the process
the implementation plan is created. This should include the
is documented, the process stakeholders should review and
adoption of each BIM Use at every level of maturity, along
edit the document until it accurately represents the workflow
with other critical milestones. The transition plan should
of the organization.
include a timeline for completion of the milestones and can be

displayed using several methods including process mapping
Target Processes
Once the current processes are documented, the
notation or a CPM schedule. The timeline should reflect the

transitions in the process over the planning period.
Implementation Team, with the assistance of the operating

unit members, can design suggested revisions to current
process map to include the integration of BIM. This will
include replacing, adding, or editing processes within the
map in order to more appropriately utilize BIM. The process
map will also need to include any new or revised information
Form Clear Tasks for Transition

Once both the existing and target processes for each BIM Use
are developed and documented, a detailed advancement/
20
Document Model and

Facility Data Information Needs
For each working group and process defined in the prior
other organizations. Organizations such as the DoD Military
step, the geometric model and facility data requirements
Health System, the US Army Corps of Engineers, Penn State
are to be defined and documented. The information
Office of Physical Plant, and the Department of Veteran Affairs,
requirements should then be summarized and compiled into
along with others, have comprehensive information needs
overall organizational information requirements. There
documented in their contract language, which is freely available.
are two primary items to be considered when determining

information needs: the geometric model and facility data.
To determine the information needs for the working group or
The geometric model is an electronic, three-dimensional
organization, four primary questions should be addressed:
representation of facility elements with associated

intelligent attribute data (facility data). Facility data is non-
1. What building elements or other information (e.g.,
graphical information that can be stored for objects within
rooms and zones) is tracked and what additional
the geometric model that defines various characteristics
formation would be beneficial to track?
of the element. Facility data can include properties or

attributes such as manufacturing data, materials, and project
2. What information is beneficial to be displayed
identification numbers. It is important to consider both types
geometrically (in a model) and what information is
of information when defining information requirements.
best displayed in a spreadsheet or database?
How to Determine
Information Needs
3. What is the level of development necessary for

each element of the Model to receive the benefit?
Similar to how the processes were documented; the most
4. What are the properties or facility data about
comprehensive method to determine information needs is
the building elements that need to be documented,
by interviewing key stakeholder in each working group. This
including those that are currently tracked and those
can be performed during the process documentation or at
that would be beneficial to be tracked?
separate follow-up meetings. Alternatively, it is possible to
Choose a Model
Element Breakdown Structure
for the Organization.
have the BIM Implementation Team make an initial pass at

the information needs using the information needs template
available at the project website (http://bim.psu.edu).
To transfer information seamlessly from one application

If the organization has undefined information needs, the
to another, information must be categorized according to a
BIM Implementation Team may determine that it is more
model element standard. To answer the four questions above
beneficial to adopt the information needs documented by
for each operating unit, the BIM Implementation Team
21
should use an element breakdown structure similar to the
Development describes the level of completeness to which
Information Needs Template. There are several different
a Model Element is developed. There are several ways that
model element breakdown structures that can be used
Level of Development can be documented. An indicator
depending upon the granularity the organization wishes to
for the Level of Development, as found in the original BIM
document. The Information Needs Template, provided at
Project Execution Planning Guide and shown in Figure 3-1,
http://bim.psu.edu, is based on the OmniClass Table 21
can be used to represent geometric reliability.
Elements breakdown structure; however OmniClass Table

22 Work Results, and OmniClass Table 23 Products are
viable options as they are open standards which can be freely
shared. CSI UniFormat and MasterFormat are also widely
used depending on an organizations existing documentation
format. It is important to note that some breakdown
structures lack information that may be important to owners,
e.g., spaces, zones, or temporary facilities, and therefore, the
team may wish to add these elements.
Determine Model Needs

Once a model element breakdown structure has been selected
for the organization, the model needs of each facility element
for each working group should be determined. Stepping
through each element of the facility data and determining if a
visualization of that element would be beneficial to the working group can accomplish this.
Table 3-1
A more detailed option to select is the Level of Development

(LOD) defined in the model progression specification and
adopted in AIA E202. This Level of Development is currently
the most widely accepted breakdown in the industry. The
descriptions are in the process of being updated, however
Determining Level of Development
Table 3 1 shows an example of the Level of Development
If a model element has been determined to be valuable to
the US Army Corp of Engineers which is the Minimum Model
the working group, the working group then determines
Matrix (M3) which is available at https://cadbim.usace.army.
what Level of Development (LOD) is necessary to achieve
mil/. If possible, it is recommended that, at a minimum, an
the benefit for that specific model element. The Level of
organization would select an industry standard.
descriptions. An additional format has also been proposed by
22
Table 3-2
Determining Facility Data Needs

One item that the Level of Development does not specify
is the facility data needed about each facility element. The
facility data, attributes, and properties should be specified
about each element and even elements not modeled may
require facility data to be documented. There are several
examples of the properties that need to be collected for each
element. A few of these include the MHS Facility Life-Cycle
Management (FLCM) Building Information Modeling (BIM)
Another option when selecting attributes and necessary

facility data is to select necessary columns of the
Construction Operations Building Information Exchange
(COBie) worksheets. COBie is designed to enable
information exchanges between data sources by providing
a standard structure for facility data. It does not however
specify what properties an organization needs to track and
populate. This is up to the organization. Figure 3 2 shows an
example the properties in the component tabs of COBie 2.26.
Minimum Requirements and the object element matrix

in the VA BIM Guide . These examples, which vary in level
of detail, can be used as a basis for an organization facility
data needs. Additionally, it is possible to specify facility data
properties necessary using the items list in Omni-Class Table
49 - Properties.
Figure 3-1: Example of the Components Tab Properties in COBie 2.26
23
Compile Organizational
Information Needs
After both model needs and facility data needs have been
determined for each operating unit, they should be compiled
into a single list of information needs for the organization.
This can be accomplished by selecting the highest Level of
Development for each model element and by compiling the
facility data elements. When choosing a standard term for
the property, the term selected could originate from the
OmniClass Tables documented or the COBie Spreadsheet
when available, as these are becoming standards. Once all the
information needs are compiled, they are used as a central
structure for all the model and facility data information needs
throughout the organization. It may be beneficial to identify
both required and optional information elements since there
is a cost to compiling the information for each project, and
the owner must consider the cost to value for the information
elements.
24
Determine Infrastructure Needs

While this guide primarily focuses on the process changes
factors that should be considered when selecting software. Of these,
caused by BIM, it may be necessary to procure additional
it is important to always ask, Does the software meet the needs?
infrastructure to support those process changes. The
Before purchasing and evaluating software, an organization should
infrastructure needs should consider the BIM Uses,
know the purpose they are trying to accomplish with the implemen-
processes, and information needs of the organization. The
tation of that software. In this case, what BIM Use does this software
infrastructure that an organization should consider includes
support and how well does it support it.
software, hardware, and physical spaces.
Selecting Software
Factors to Consider
when Selecting Software Systems
Selecting the proper software is one of the critical factors to success-
Chan (1995) has defined the following factors for consider-
ful BIM implementation within the organization. There are many
ation when selecting software:
Table 3-3: Factors to Consider when Selecting Software Systems
25
Types of Software Systems
vide? How does each service integrate? How does

the FMS support the BIM Uses selected?
Software needs to be selected to support the BIM Uses. The
Integration with Legacy Data: Does the FMS
list of software packages that support BIM implementation
support the import and/or export of data to other
is constantly shifting and growing. It is important that the
systems? It is especially important to consider the
organization knows what they need the software to support
integration and acceptance of BIM Data. Does the
and keeps in mind that one software package may support
FMS have the ability to import and/or export BIM
multiple BIM Uses. However, it may not be feasible or
data directly from the BIM Model? Does the FMS
desirable to obtain all the organizations BIM objectives
support open standards for data transfer such as
through one software package.
COBie, IFC BIM model and the information within

the BIM Model directly within the FMS? How
Four major categories of software systems to be considered
seamless is the integration? Also consider how the
for owner use include:
FMS handles other graphical data such as

photographs and plans.
Facility Management Systems (FMS)
Vendor: Does the vendor install and customize the
Facility Management Systems are software packages that
software? Does the vendor handle upgrading legacy
support the maintenance and management of a facility. It
data? What is the software support and training
helps to manage work orders, assets, inventory, and possibily
programs provided?
safety. Some names that can be classified under Facility

Management Systems include Computerized Maintenance
Management Systems (CMMS), Computer-Aided Facility
Management (CAFM), and Computerized Maintenance
Management Information System (CMMIS). If an
organization has a FMS, it should be evaluated for its ability
to support the BIM Data and Uses as defined in the previous
steps. If an organization does not have a FMS, it is important
that the proper one is selected.
Some additional factors to consider when selecting a FMS
include :
Standalone: Is the system standalone or are there
Design Authoring
Another common purchase for an owner is Design Authoring
systems. Design Authoring systems support the BIM
Uses such as Drawing Production, Design Review, and 3D
Coordination. The first question that must be asked, is
whether the owner needs the system. If your organization
does self-perform tasks, then it is most likely these systems
will need to be purchased. However, if your organization
simply reviews a model provided by others, then most
software systems provide a free viewer to view the model.
Facility Monitoring and Control

Facility tracking software systems help to track the
extra software packages or modules that should be
performance of a facility in regards to environmental, HVAC,
purchased? Some systems should be mounted on
and energy monitoring, to name a few. It may be possible
top of other systems or require the purchase of
that these tools are integrated into a FMS. However, if not
multiple modules.
part of the current and future FMS, the organization should
Scope: What are the services that the FMS pro-
consider how they are going to monitor their facility. When
26
purchasing facility tracking software systems, an organization
number of software vendors supply mobile versions that can
should consider the ability to monitor additional new facility
seamlessly access facility data from the cloud. These versions
systems and the integration of the tracking systems.
allow for ease of access of the facility data and the ability to
Planning/Design/Construction
Software Systems
update information in the location in which the task is being

performed. Additionally, tablets and smart phones usually
have a smaller learning curve than a personal computer.
The organization should also consider additional software

systems for planning, design, and construction of facilities.
Fixed/Semi-Fixed Workstations
These software systems should be considered when
If the end-user does not change locations often, consider a
developing an organizations BIM Project Execution Plan
desktop computer. If there are occasions that the end-user has
Template. It is critical to consider what software is necessary
to relocate but can work at a desk consider a laptop computer. In
to pull information from the FMS and the operation of a
either case, a personal computer usually affords the user more
facility to improve future design. In addition, organizations
processing power and higher functionality of software. When
should consider how the design and construction information
selecting a computer, the most critical specifications to consider
will be able to support the operational systems if they have
are the processor speed, the amount of RAM, and the graphics
already been established.
card. Additionally, selecting a large format display or multiple
Choosing Hardware
Not having the proper hardware to support the software
monitors may also allow for productivity improvements.
Collaborative Workstations
systems can lead to challenges and frustration when
The implementation team should also consider how the end-
implementing and integrating BIM. It is essential that the
users interact with each other when determining infrastructure
organization understands the hardware specifications of the
needs. It may be valuable to develop collaborative spaces to
computers on which models are created. If the owner does
allow for interacting with the data in a larger group. First,
not match or exceed those specifications, the model and data
the organization should consider the necessity of this space
created throughout design and construction may become
or if they already have a space that could be converted into
unusable in operations. Also, it is important to ensure that
a more collaborative environment. If the organization
the hardware supports the BIM Uses that were selected for
decides to proceed with the development of a new collaborate
the operation of the facility.
environment, they should consider a number of items. First,
Interacting with Facility Data
the number of people the space should support, remembering that

anything much larger than 20 persons should be a presentation
The organization should consider how the end-users will
space rather than a collaborative workspace. Second, the
interact with the data. This includes both the device and
display should be considered. Based on the size of the space, the
physical space. Three workstation types that need to be
number of people it supports and the primary purpose of the
considered are mobile, fixed, and collaborative, each of which
space, the display can be selected. Consider items such as large
has its own benefits and drawbacks.
high definition monitors, interactive displays and large format
Mobile Workstations
projection, remembering that in any case, size and resolution of
If the end-user is mobile, it may be possible to access
the display is important. Also, do not discount the importance of
information via a smart phone, slate, or tablet devices. A
the furniture and general space characteristics such as lighting.
27
Education and Training

There are many different strategies related to both educating
used, along with how the organization plans to use it and how
and training personnel about Building Information Modeling.
it influences their roles.
While the definition of education and training are very similar, in
Education Methods
this context the purpose of the instruction varies. Training is to
There are several different methods for educating employees
teach someone to become fit, qualified, or proficient in a specific
on BIM. The majority of staff can be trained internally
task or process, while educating is to formally instruct about a
through workshops developed and taught by the BIM
body of knowledge regarding subject in this case BIM.
champion and implementation team. Additionally, software

vendors or local chapters of various associations may provide
Education
education courses.
Education is critical to helping an organization better

understand BIM and the organizations purpose for using
The key BIM personnel should receive continuous external
BIM. It is important that an organization develops a consistent
training to promote their development. These processes
education program for the staff about the true capabilities of
and technologies are continuously evolving, and national
BIM, to educate the staff, but not oversell the capabilities of BIM.
conferences are a good way to keep up-to-date with recent
What To Teach
advancements.
An organization needs to determine what is important to

convey through the various education mediums. A few
Training
examples of these items include:
In most cases, BIM training will relate to a specific process
What is Building Information Modeling and how

can BIM be use?
What is the organizations purpose for BIM includ-
or software system. Before any training takes place, a

training strategy should be established. The training strategy
should include (1) what subjects to train on, (2) who needs
ing mission statements and the Strategic BIM
what training, and (3) what are the methods to achieve the
Plan?
necessary training.
How BIM influences their roles and responsibili-

ties, and their processes?
What are the organizational lessons learned and
the resources available?
What To Train
First, a list of the necessary training subject should
be generated. These items include new and existing
organizational business processes and procedures, and new
Additional Education
and existing software systems.
Like other forms of education, there are multiple levels of
Who Needs What Training
expertise required. The management of the organization
Remember that not everyone in the organization needs to
may only need a basic introduction to BIM and what it means
be trained on every software system or business process. In
to the organization. While those who implement will need a
most cases, it is only necessary to train them on the purpose
much deeper understanding of what BIM is and how it can be
of an activity rather than on how to perform the activity
28
themselves. Typically, upper management needs only to be
Training Methods
educated about BIM processes. Middle management, on the
The methods of training, like education, can be both internal
other hand, may need to have extensive education and only
and external. Often a software vendor will provide training
introductory training on different software systems. The
with the purchase of software or for an additional fee. This
implementers will need extensive education and training
may be necessary if no one in the organization has prior
on the process and software systems, however the scope of
experience with the software. The training itself can take
their training and education may be much more focused.
place in a classroom setting or on a website with tutorials.
To maximize the organizations resources, including time,
The training needs of the organization will vary based on the
training should focus on the most important BIM Uses and
size of an organization and scope of the BIM adoption. It is up
their process integration.
to each organization to determine to what extent and by what

method are education and training necessary.
///
29
/// PROCUREMENT PLANNING
/// Procurement Planning

When shifting to the need for BIM use on projects being
be included. These documents are:
procured, the terms for BIM shift from the uses of the model,
1. TEAM SELECTION DOCUMENTS

2. CONTRACT REQUIREMENTS
3. PROJECT EXECUTION PLAN
DELIVERABLES
to the providing of BIM services by the designers, contractors,

or consultants involved in a given project. To procure BIM
services on a project, an owner needs to communicate their
BIM goals to the project team. This documentation sets
Selecting the proper team sets the foundation for a successful
the direction and the minimum requirements of the project
BIM project. The requests for qualifications and proposals
before any design or construction begins. To successfully
(RFQ and RFP) must contain adequate BIM language to
accomplish this, it is critical to plan ahead and determine
communicate the owner needs and enable the owner to select
the BIM needs for the project. This section of the Guide
a project team possessing the necessary skills.
addresses many of the issues an owner may wish to consider

when planning for procuring BIM services.
The Contract Requirements should serve as the foundation

to the BIM use within a project. The use of BIM Project
Prior to the start of a new project, the owner should develop,
Execution Plans serves as an interim tool for the team to align
or update, the procurement language for the upcoming
their project BIM Uses with the owners needs, defined in
project. This procurement language is necessary to ensure
the contract. The purpose of these documents is to provide a
that the owners needs are met, and the project team
clear description of the BIM expectations to the project team.
understands the scope and detail of the requirements to
As Figure 4-1 indicates, the BIM Contract Requirements
which they are agreeing. Having the BIM requirements
directly feed the BIM Project Execution Plan and they
documented prior to the start of the project allows the team
often contain similar information, and should complement
to begin the BIM process earlier and more effectively. There
each other, referencing the other document as necessary to
are three documents for procurement in which BIM should
eliminate duplication.
30
Figure 4 -1: BIM Procurement Areas
Prior to Developing
Procurement Documents
Before your organization begins to develop BIM procurement
who build on a frequent basis using standard contracts, it may be
documentation, it is beneficial to consider the general format
more beneficial that the Contract Requirements be added as an
of the contract and how BIM requirements may affect it. BIM
addendum for the following reasons:
1. BIM is constantly evolving resulting in frequent
contract requirements can be added into the existing design/

construction contract, or can be included as an addendum. For
updates and modifications to the BIM contract
many owners who do not build on a regular basis, it may be most
requirements. Structuring the BIM contract re
beneficial to include the BIM requirements into the existing
quirements as an addendum may simplify the
contract in an effort to simplify the documentation. For owners
update process.
31
2. The same addendum can be included in the design,
different approach to implementing BIM and many owners
construction, and prime contract. Using the same
find it beneficial to include elements from both into their
addendum for all project participants is beneficial
customized BIM contracts. There are also numerous owner
because it minimizes the risk of discrepancies
created documents which are available for reference:
and increases the transparency of each partici

Penn State OPP BIM Addendum V2.0 and BIM Exe-
pants responsibilities.
cution Plan Template
When creating the requirements for each project, owners
US Army Corps of Engineers Attachment F-BIM
should require only the aspects of BIM which add value to

the organization in line with the defined Roadmap, while
Requirements and USACE BIM Project Execution
keeping in mind additional items may add unnecessary risk
Plan (PxP) Template
and cost to a project. However, similar to design alternatives
Indiana University BIM Guidelines and Standards
it may be beneficial to demonstrate the interest in certain
State of Ohio BIM Protocol
BIM uses which may be more beneficial to a particular
Los Angeles Community College BIM Standards

and BIM Standard Template
project type or may be unexpected opportunities to advance

the BIM planning and roadmap efforts. Once the required
These documents and many others have been created by
and alternative uses are defined, the BIM Project Execution
facility owner organizations who wish to further specify their
Planning Guide can assist the owner in determining value on
BIM requirements. Many of these guides have incorporated
a project-by-project basis with the selected team.
aspects from both AIA E202 and ConsensusDOCS 301 into
Existing BIM Contract

Language Examples
Prior to developing your own BIM procurement
documentation, it is beneficial to become familiar with
their language, and have also added customized BIM language

specific to their organizations present and future needs.
BIM in Different
Procurement Methods
existing industry BIM requirements, including how the
For BIM to reach its full potential, it is necessary for the
organizations procurement method(s) affects the contract
project participants to work in a collaborative manner,
and how the documents complement each other. There are
working together and sharing information. Due to legal and
numerous BIM procurement language examples which an
situational restrictions, or preferences it is often necessary
owner can reference when creating their own procurement
to procure projects using more specific organizational
language. Two examples are:
structures, contracting approaches, and selection methods
1. American Institute of Architects (AIA) E203
such as Design-Bid-Build (DBB), Design-Build (DB), or
Building Information Modeling and Digital Data
Construction Management (CM). Although some delivery
Exhibit
methods may facilitate easier sharing for BIM across
2. ConsensusDOCS 301 BIM Addendum
organizational boundaries and closer collaboration than
These documents were created as a means of providing
others, if the project emphasizes and the needs and necessary
BIM users with contract language to reference for the
planning for BIM processes, the benefits of BIM can be
creation of their own documents. Each document takes a
achieved within all project delivery methods.
32
Potential design/construction documents to

Physical Plant
prioritize:
Penn State Universitys Physical Plant is often required to

procure projects using traditional delivery methods such
as DBB with a CM. To foster collaboration between all the
project participants, they hire the CM for preconstruction
services and require all parties involved to agree to the same
BIM contract addendum and Project Execution Plan. This
makes it clear what Penn State expects from the project
team, and what the project participants can expect from
each other. Even though the primary contract creates
no responsibility toward the other project participants
(privity), the collaboration expectations written in the
addendum and the BIM Project Execution Plan are clearly
documented, thus facilitating the collaboration necessary
for a successful BIM project.
Hierarchy of Documents
With the evolution of BIM processes and requirements
that are typical with projects, it is important to define a
hierarchy of documents within the contract requirements
(if not already included in existing documents). This
hierarchy prioritizes the documents in the event they contain
Design Model(s)
Construction Model(s)
3D Details
Submittal Information
2D Documents
2D Details
Embedded Model Information
Database Embedded Information
Specifications
Level of BIM Implementation

Implementing BIM on every project, particularly at the early
stages of developing BIM requirements for your organization,
may not be appropriate. Each project must be analyzed
individually prior to the decision to use BIM. You may
which to choose to set a minimum limit for which BIM is to
be implemented based on size, scope, complexity, and cost
of the facility. This provides a minimum threshold for BIM
implementation, but still grants the flexibility to choose for
each project. The Roadmap should be used to identify the
defining traits for identifying the projects in which owner
BIM uses are targeted, along with guidelines for consistent
standards and requirements.
Typical reasons for implementing BIM on a project inlcude:
conflicting information. While the order of hierarchy may
The efficiencies gained through BIM are greater
depend on the organizational structure and may vary from
than the cost of implementing BIM Uses;
one owner to another, it is important to consider how the
The building has complex systems that would be
hierarchy will affect the BIM process.
difficult to construct without modeling ; and
Potential contractual documents to prioritize:
The owner desires to use the BIM model and
Primary Contract Requirement
Submittals
BIM Contract or BIM Addendum
Once the use of BIM requirements has been piloted, it
Additional Contract Addendums
becomes important to be able to define the attributes or traits
information from construction for operations and

maintenance.
33
which impede BIM use on a project, partially because they
BIM, or the scale of the project would
may still vary on a project by project basis. Some example
prohibit smaller firms from competing.
reasons an owner may choose not to implement BIM on a
The reasons are important because the clarification or
project include:
breakeven point for implementing BIM is a moving target.

The capabilities of a given team are variable, and can be
The project is a small renovation scope or renova-
defined as part of the selection process. Similarly, while the
tion and modeling the facility would add significant
cost of accurately modeling an existing facility may seem
cost without providing an equal or greater benefit; and
high, the technologies are rapidly advancing and the benefit
The local project teams are not capable of implementing
may outweigh the costs on any given project if implemented
Selecting a Project Team

Experience in BIM Project Execution Planning and
Before any contract negotiation or BIM Project Execution
implementation;
Plan development can begin, the project team must be
Standard BIM Uses and software platforms imple-
selected. Depending on the delivery method selected, a
mented on typical projects; and
Request for Qualifications or Request for Proposals may be
Technical Capabilities when implementing BIM,
used.
e.g.; can the organization self-perform the neces-
Request for Qualifications

The Request for Qualifications (RFQ) is the first tool an
owner has for determining the BIM experience of potential
project team members. The items defined below are not
specific to any discipline, but representative of both general
design and construction capabilities expected for all of the
team members that will become involved in a BIM use. After
the qualifications are reviewed, the owner should be able to
determine:
Competence of the firm and its personnel with BIM
sary requirements, or do they have to rely on a third

party?
When analyzing the submitted qualifications, it is often
helpful to use a scoring matrix to be able to consistently
compare capabilities, similar to that shown in Table 4-1.
Although it is sometimes difficult to determine the specific
skills and capabilities of an organization and the potential
team members, using a matrix can aid in organizing the
submissions into a quantifiable score that can quickly and
easily be ranked.
based, on minimum BIM requirements;

Ability of the firms specific project personnel to
meet minimum BIM requirements;
Experience and means of sharing information with
other design and construction firms;
34
Table 4-1: BIM Qualifications Scoring Matrix
E. Location
F. Completion Date
G. Description of value added through BIM
It is important to require proof of qualifications. To filter

through exaggerated BIM qualifications, an owner can ask
questions such as the following:
1. Please describe a recent challenge in implement-
6. Provide a completed BIM Project Execution Plan
ing BIM that you / your firm has overcome to be
for a project mentioned in item 5. If no BIM plan
able to improve project outcomes?
was used, provide a detailed description of how
2. Please explain the BIM training the project team
BIM was used in project. Be sure to include
has undergone.
roles and responsibilities, BIM Uses implement-
3. Please describe any specific resources (personnel
ed, collaboration between project participants,
or other) that you expect to leverage for this proj-
and deliverables.
ect, and how you will enable success in the BIM
Note: Requiring a BIM plan within the qualifications/proposal
Execution and overall project goals.
submission greatly increases the size of the submission, but
4. Please identify BIM uses you may be able to
provides the owner with important evidence as to the true
implement on this project that you have found as
qualifications of the project team.
7. Please explain the lessons you have learned
valuable and complementary to the other BIM
from a recent project regarding model sharing or
uses we have requested.
5. Provide an example of a project(s) in which you
collaboration using BIM, preferably related to

the BIM requirements we have requested.
previously implemented (BIM use). Provide the

implementation
following information for each project:
Some of these questions would need to be provided with
A. Project Name
B. Building Type
C. Brief Project Description
D. Project size and value
the RFQ to allow documentation to be submitted, while

others may be more valuable in an interview to seek an ad

hoc response from the team and their ability to respond to

questions and changes in a BIM planning process.
35
Request for Proposal

The Request for Proposal (RFP) can provide the owner with a
A description of the BIM project team and
price and description of the proposed BIM Uses to be performed.
their qualifications.
The RFP should request the following information:
A sample of a proposal scoring matrix is shown in Table 4-2.
A price for the proposed BIM services to be
Much like the matrix provided for ranking the qualifications
performed;
A description the proposed BIM Uses,
collaboration procedures, and deliverables;
A description of the BIM project team; and
of applicants, the BIM Proposal Scoring Matrix provides the

owner with the ability to rank the proposals based on the BIM
services of greatest importance, and identify deficiencies in
proposals prior to any contract award.
Table 4-2: Proposal Scoring Matrix
To score the proposals accurately, the owner should provide
and deliverables.
a detailed description of the services they expect to be
2. Who is the BIM Manager for the proposed proj-
provided. This description is often provided through the
ect?
Contract Requirements and the Project BIM Execution
Plan Template. In addition to explaining the requirements,
it is also helpful to inquire about the project teams BIM
experience and skill in BIM. Potential BIM RFP questions
may include the following.
1. Describe the BIM Use your organization propos-
A. How many BIM projects has he/she ma-

naged?
B. What were the budgets for the projects?

C. What BIM Uses has the BIM manager
implemented?
D. What were the final BIM deliverables?
3. Provide the total cost for the contracted BIM
es to provide on this project. This should include
services.
proposed BIM Uses, collaboration procedures,
36
4. What BIM Uses are assumed on all projects you

perform?
5. What BIM Uses requested pose in this RFP the

greatest challenge, and why?
6. What roles / responsibilities do you see us (the

owner) playing in the BIM planning and turnover
processs?
The questions are intended to help you narrow the field
of firms that are capable of delivering the value of BIM for
your project and supporting your organizational BIM goals.
If a single selection step is used, you will want to combine
questions from the RFQ and RFP discussions.
37
BIM Contract
The BIM contract (addendum) for projects is intended to
as the lead contact for coordinating and maintaining the
document the standard BIM requirements of the owner
current version and changes which are identified as the
organization. This document focuses on standard project
implementation of BIM proceeds and the requirements
goals and BIM objectives of the organization, while the BIM

Project Execution Plan, developed with the project team
Definition of Terms
after selection, will contain much of the project-specific BIM
Many BIM terms have several different definitions available.
requirements, processes, and information workflows. It is
Unless the owner provides a detailed description of their
recommended to include a typical BIM Project Execution
specific meaning of the term, potential disputes may arise.
Plan, if one is available, to communicate the expectations
Providing standard organizational BIM definitions removes
for the planning process and deliverables. The contract
ambiguity in expectations. Potential terms an owner may
should complement the typical BIM Project Execution Plan,
want to define include:
as they are intended to work together to create complete
As-Built Model,
documentation for a project. In many situations topics, such
BIM Champion/Manager,
as required BIM uses, will be introduced in the contract
BIM Project Execution Plan,
requirements, but will reference the BIM Project Execution
BIM Use,
Plan for project specific details. The elements of the BIM
Design Model,
Contract Language should, at a minimum, include:
Fabrication Model,
Definition of Terms,
Facility Data,
Typical or template BIM Project Execution Plan,
Federated Model,
BIM Champion,
Level of Development,
Collaboration requirements, e.g. the sharing of a
Project Team, and
design model to the contractor,
Record Model.
Deliverables,
General descriptions of each term can be found in the
Ownership of the Model and Information,
Glossary, but each term should be customized to reflect the
BIM Requirements for 2D Documents, and
owners needs and expectations.
Security of information.
The discussion of BIM contract terms assumes the use
of an addendum for addressing BIM requirements. The

same items can be addressed directly within a contract,
Developing a BIM Project Execution Plan for every project
but the development of a contract addendum highlights
has been found to be beneficial to owners. Unlike contract
those requirements to solicited firms, as well as facilitating
language, which typically contains only general requirements
organizational updates maintain consistent requirements.
for a project, a BIM Project Execution Plan is able to provide
Someone from the BIM Implementation team should serve
more detailed information for a project team. To accomplish
38
this, it is helpful for to develop a typical BIM Project
for each of the project teams BIM coordination needs, as well
Execution Plan template prior to the beginning of the first
as supporting development and revision of the BIM Project
BIM project. This template will serve as the foundation for
Execution Plan. Some potential responsibilities may include:
the BIM Project Execution Plan as it will already contain the
1. Contribution to the development and compliance
necessary owner specified information and requirements
of the BIM Project Execution Plan.
while supporting the documentation in the contract language.
2. Management of the quality of BIM model(s) and
If the use of a BIM Project Execution Plan is desired, the
facility information.
contract language should require the development and
3. Timely sharing of model and data, as defined in
revision of the BIM Project Execution Plan by all project
the BIM Project Execution Plan.
participants at the earliest stage of each members involvement
4. Participation in applicable coordination meet-
in the project. The expected team member involvement should

be clarified along with a typical frequency of update and revision
to allow for the team to plan appropriately. The instructions
ings, as defined in the BIM Project Execution Plan.
Collaboration
for creating a standard BIM Project Execution Plan template
Many view BIM as a change in process than specific
are included in Section 4.4: BIM Project Execution Planning
technology. Much of process change is created through
Template for Typical Projects.
collaboration. By working together and sharing information

US Army Corps of
Engineers
among project team members, the project team is able to reduce

duplication of work, improve the quality of information, and
ensure a successful project. To achieve these benefits, the entire
project team, including the owner, should work in a collaborative
manner. For this to occur, everyone must share project
information in a consistent, reliable and up-to-date fashion.
For projects implementing BIM for the United States
To encourage the necessary collaboration in traditionally
Army Corps of Engineers, the project team is required to
delivered projects, it is important to list collaboration
use the USACE Standard BIM Project Execution Planning
requirements explicitly in the contract documentation. This
Template. If the plan developed is unacceptable, it must be
may include:
re-developed and approved prior to any payment.
1. COLLABORATION BETWEEN PARTIES: All project participants should be willing
BIM Champion/Manager
to collaborate with each other to meet achieve the
The BIM Champion/Manager for each organization on the
project goals. Agreeing to the collaboration pro
project team plays a critical role in communication and
cesses and communication procedures detailed in
information sharing, and will influence the success of the
the BIM Project Execution Plan is necessary for all
project in either a positive or a negative way. It is beneficial
team members. The preliminary BIM Project
to require each project team to designate an individual to
Execution Plan documenting responsibilities,
operate as the BIM Champion for the project. They will serve
processes, collaboration, and deliverables should
as the primary BIM contact and will be the responsible party
be completed during the contract agreement stage
39
of the project and be included in the final contract
particularly smaller projects due to personnel resources
for all project participants.
allocations, but locating the team together offers interaction
2.INFORMATION SHARING: The project
and information sharing benefits which may lead to a more
team should be willing to share information
successful project.
throughout the duration of the project. This
means all parties should have access to the BIM

models, reports, facility data, and any other neces
Throughout the project, significant savings can be achieved
sary information in appropriate intervals as de
by collecting the data to be used during the operations and
fined in the BIM Project Execution Plan. This
future renovations of the facility. Traditionally, owners
often requires setting up a file exchange website or
require As-Built drawings, submittals, commissioning
other collaboration software designed specifically
reports, and O&M manuals as deliverables. If specified
for file sharing.
effectively, BIM provides the capability for the owner to
3.ERRORS: Any project participant discovering
receive both the model and detailed facility data in an
an error must notify the creating party in a pre-de
organized, electronic fashion.
fined method to fix the error.
Minimum As-Built/Record Model Deliverable

ConsensusDOCS
The As-Built and Record model deliverables should represent

the design intent and as-constructed conditions of the
completed facility, however simply requiring a model as a
deliverable is not adequate. The owner must specify the level of
development desired and the format in which it is desired.
The ConsensusDOCS contract addresses this problem by

requiring If any project participant becomes aware of a
discrepancy between a model and either another model or
Record Model
another contract document, such project participant shall
The owner has many options for specifying the record model
promptly notify the other party or parties to that project
deliverable. One option is to require a record model, from the
participants governing contract and the information man-
design model(s), containing design intent information with
ager.
As-Built conditions. Often considered the most beneficial for

facility management, it contains design level detail and lacks
fabrication information. This model can be delivered as a
Co-Location
federated model (model consisting of many discipline specific
When possible, one method of facilitating collaboration
models combined into one model) as a static, read-only, file type.
among the project team is using co-location. This is a method
The model can also be provided in a modifiable format such that
of placing the entire, or certain portions of the, project team
it can be updated with renovation informaton. Often, there is
together in one location to develop the design and manage
additional cost associated with specifying the record model in a
the project execution. Although successful collaboration is
modifiable format, as this file is not necessarily updated during
possible through remote communication, there are many
construction. For example, designers may not add submittal
benefits from direct access and real time feedback in the
specific information for equipment into the design intent
modeling process. This is challenging on certain projects,
40
model, or small dimensional changes resulting from specialty
an IFC (Industry Foundation Class) compatible format. IFC is
contractor coordination layout adjustments. Despite potential
an open standard data schema, adopted as part of the National
added costs for updating the design intent model, it may be the
BIM Standard which most commercial BIM software packages
most cost effective solution if your organization plans to use the
have the ability to support to varying levels of detail. The benefit
model for renovation work and facility management.
of IFC is that it allows interoperability among many software

platforms. The open schema also provide a map to the data that
As-Built Model
Another option is to request an As-Built model containing
construction and fabrication information. This model, typically
developed from the specialty contractors fabrication and
coordination models, contains much more detailed geometry,
and is typically created using many discipline specific software
ensures the ability to read the data in the future, which is not
necessarily the case with proprietary data formats. A challenge
to current use of IFC is the level of adoption by some vendors.
One option to allow both the short term benefits of a specific
software platform and of IFC would be to request both native
files from the used software platform(s) and an IFC model.

Physical Plant
packages combined into one federated model. This option can

also be delivered as a federated read-only version or as many
discrete native files. Owners may find challenges in using this
model for operations because, while it contains much more
detail than a record model, it is more difficult, and possibly more
costly, to modify or document changes throughout a facilities
lifecycle due to the use of multiple software packages.
Penn State OPP requires a combination of the options

mentioned above. They require:
Software Platforms and File Formats
There are many software tools and platforms which project
teams may choose to implement for a given project. There
A Record Model in a Revit format which allows
are two main concerns for an owner organization to consider
them to update the model and use it for renova-
and address when requesting the file format in a BIM Project
tion work throughout the lifecycle of the facility.
An As-Built construction model which they use

for the as-built documentation of the facility, and
Execution Plan or BIM Deliverables:
1. Interoperability and data transfer for owner uses;
Minimum Facility Data Deliverable
and
Many owners have a significant interest in obtaining the
2. Re-use of the model data, both within the project.
facility information after construction. Most of the data

needed for facility management (e.g., equipment submittals,
Whether the owner desires to receive a record model or an
O&M manuals, and specifications) is already required in
as-built model, or both, it is beneficial to ensure that the model

data and geometry can be re-used for whichever BIM Uses
standard contracts to be delivered to the owner, but often it is
identified within the Organizational Goals. The two strategies
delivered in a paper format or in electronic documents. With
commonly considered are a platform specific solution to align
new BIM technologies, owners who can define the specific
with the known compatibility and interoperability needs, or
information they need for operations and maintenance, or
to request files which comply with open industry standards.
other purposes, can now specify exactly the information
Within the building industry, the BIM information standard is
they require for every piece of equipment in their facility
41
management system, and receive it in a modifiable electronic
the creators of the data during design, construction, and
format. This provides the ability to decrease the time and
commissioning to populate a spreadsheet with the desired
cost of populating the facility management system.
information such as equipment name, type, location, etc.
Data Attached to a Model

One option an owner has is to request the facility data to be
embedded in the As-Built or Record model. The federated
model can have facility data attached to elements within
the model for use in facility management. This option has
benefits because the facility managers can visually see the
From that spreadsheet, many facility management systems

can import and populate the facility data. This information
delivery method is part of the National BIM Standard and is a
required deliverable growing in popularity for many owners.
Figure 4-2 shows a sample of a spreadsheet populated with
facility information.
equipment for which they are receiving information, but it

Veterans Affairs and
USACE
requires model navigation skills for the owners staff and

can quickly become outdated for high turnover buildings.
The information embedded in the model may be difficult
to extract into a facility management system, reducing the
effectiveness of the information.
COBie
The Department of Veterans Affairs and the Army Corp of
An open industry standard format for delivering facility
Engineers (USACE) have adopted COBie as the required
data is the Construction Operations Building Information
data structure to transfer building information electronical-
Exchange (COBie). This is a data structure that enables
ly to facilities management.
Figure 4-2: Sample of COBie Form Documenting Equipment Information
they need. Owners can develop their own scope of facility
Owners who already have defined requirements and naming
information which must be delivered. This alternative gives
standards for their maintenance and operations also have
the owner more control over the information they receive,
another option, which incorporates exactly the information
but requires significant effort to set up and manage.
42
In many situations, both options add risk to the creator of the

Physical Plant
information and therefore, may add expense to the owner. In

the event the data is incorrect, the creator may be liable for
the information provided. The owner can limit the use of the
data to reduce the creators risk by:
1. Indemnifying the creators of all errors. This is
Penn State Office of Physical Plant chose to specify their
traditionally how models are delivered to the
own facility information deliverable standard because
owner in todays environment when not originally
they feel it gives them more flexibility than COBie. To
requested. Although this removes the risk for the
develop this standard, they worked with their facility
creator, the quality of the information often suf-
management group to decide what information needs to be
fers as there is no incentive to modify or update
tracked by following a similar process as described in the
the information throughout construction.
implementation planning section of this Guide.
Because the quality of the information suffers, it is

not recommended that an owner completely
indemnify the creators of the information if re-use
To enable the information and model created during
is one of the purposes in the model request.
construction to be used for renovations and throughout
2.Limiting the liability of the information creator
operations, the owner must obtain permission from the
for the accuracy of the data only when used for
designer and/or the contractor who created the model.
the purpose in which it was created. In this case,
Typically, the creator of the information retains the
the uses should be explicitly stated.
3.Limiting the use of the data for the renovation and
ownership of the data and limits its re-use and reliability.

This protects intellectual property and limits liability among
operation of the facility in which it was created.
contracted parties. To use this data for more than the initial
4. Allowing the creator of the information to main-
construction, the owner can specify either, 1) that they
tain the right to the intellectual property inherent
own the information, or 2) that they have rights to use it
within the model/data including families, blocks,
throughout the facility lifecycle. The right to reuse the data
and styles. This means the information will not be
can be achieved two ways.
used or shared for any property or facility other

than the project facility for which it was created.
1. The owner can claim ownership of all information

created during the design and construction of the
The intellectual property and liability concerns relative to
facility including models, studies, and calculations
model uses can be a contentious issue, but defining the future
for the use of renovation/facility management
model and information needs, in line with the BIM Goals,
throughout the life of the facility.
allows the design and construction team members to be able
2. The owner can claim the right to re-use the infor-
to understand the information needs and align their contract
mation created during the design and construc-
negotiations to both meet your needs and protect their
tion of the facility for renovation/facility mainte-
interests in an appropriate manner.
nance while allowing the creator to retain owner

ship of the data.
43
BIM Requirements for

2D Documents
of its lifecycle from conception to demolition. Data security
With the emphasis for BIM primarily focusing on 3D models
must be established to satisfy the organizations security
and electronic data, it is easy to forget that the contract
requirements for all participants accessing the information.
documents and many details are still in a traditional 2D paper
These security measures may include:
measures should be taken into consideration and protocols
1. User specific logins to collaboration systems,

2. Restrictions to the storage of facility information
form. In the future typically 2D documents may be limited,

but currently they are still the primary contract documents.
This means the owner may not be able to remove any of
by third parties during and after project comple
the Computer Aided Drafting (CAD) or drawing standards
tion, and
3. Restrictions to sharing of facility information to
currently employed in the contracts, but must supplement
personnel outside of the project team.
them with additional requirements for BIM. Ensuring the

coordination between the 2D documents and the 3D model
is of upmost importance. One way to ensure the consistency
between the two is to require that all drawings be produced
from the model, when possible. This ensures that any change
during the duration of the project is documented in both the
model and the drawings.

US Army Corps
of Engineers
To ensure the collaboration between 2D documents and the
model, the US Army Corps of Engineers requires that all
drawings (e.g., plans, elevations, sections, or schedules) be
derived and maintained from the model and facility data.
Security
Before the rise of electronic file sharing, all documents were
in paper form, thus accessing facility information required
direct access to physical drawings. Today, with information
being transferred electronically, it is much easier to copy,
modify, share, and access information. For many secure
facilities, this access poses a risk to the safety and security of
its occupants after the completion of construction. To protect
against this, the building data must be protected at all stages
44

Template for Typical Projects
BIM Standard Goals and Objectives
A BIM Project Execution Plan template should reflect

the requirements you documented in the BIM Contract
Requirements and the issues, goals, and processes identified
The first step in developing a standard BIM Project Execution
within the Strategic and Organizational Planning Guides.
Plan Template is to determine the standard goals and
As identified in the Contract Addendum discussion, the
objectives of the organization for which the template is
BIM Addendum focuses on standard facility goals and BIM
being developed. These goals and objectives should have
objectives of the organization, while a BIM Project Execution
been identified in the Strategic BIM Planning step. Most
Plan will contain the project-specific BIM requirements,
organizations have areas that they choose to focus which
processes, and information workflows. Developing a template
align with their strategic plan. Whether the emphasis is on
BIM Project Execution Plan not only helps inform potential
energy efficiency, cost, speed, or quality, BIM can be used
bidders of the typical expectations of the owner, but it
to supplement those goals. The key in this situation is to
significantly reduces the time and effort required by the
leverage the Roadmap to define the appropriate standard
owners BIM Champion for each project.
BIM Goals and uses to incorporate into the template. Then

as the use of BIM within your organization evolves and
The template is not intended as the final BIM Plan the team
progresses along the planned organizational implementation,
will conform to, but an outline of the plan, similar to the
the Standard Goals and Uses can evolve with the stages
way a milestone schedule is the outline for a critical path
identified in the Roadmap.
construction schedule. Once the project specific BIM plan

is established by the project team, it should be included in
the contract documents so that procedures, responsibilities,
processes, level of development, and deliverables are clear.
This section is not intended to walk the reader through the
details of developing a BIM Project Execution Plan; The BIM
Project Execution Planning Guide provides a much more
detailed explanation for the creation of a project specific
plan, as well as provides the base template. The goal of this
section is to use the BIM Project Execution Plan Template
and customize it so that it can be applied on the majority of
projects created by your organization.
45
Table 4-3: Example BIM Goals/Objectives and Potential BIM Uses
After the typical project goals and BIM objectives are estab-
implications of each requirement. BIM can improve projects
lished, they can be added to a table in the BIM Project Exe-
through many Uses, but it exploring additional analysis and
cution Plan template, as shown in Table 4-3: Example BIM
simulation of the model which does not support the focus of
Goals/Objectives and Potential BIM Uses. It is important to
a project is not the best use of resources, and if implemented
note, that not every goal may not apply to every project, and
may impede the design and construction process or increase
once the specifics for a new project are determined, there may
project cost.
be specific project goals that need to be added or adjusted, as

decided in the project BIM kickoff meeting.
Standard BIM Uses
The balance between trying to gain the full benefit of the BIM
Uses available for a project, and trying to resist over-expenditure on non-value adding BIM Uses is a fine line. The BIM
The project goals and BIM objectives list provides a good
Project Execution Plan template should include the core BIM
starting point for determining the standard project BIM Uses
Uses and goals which are expected to add value on nearly
for your organization. An owner should only focus on requir-
every project you pursue. The key in customizing the Plan for
ing the BIM Uses which provide them with a benefit, and not
each project is to have the appropriate Implementation Team
force the project team to change their internal processes if
or BIM Champion involvement to help keep that focus, but
there is no added value to the owner or the facility. In many
to be open to opportunities to advance the BIM Uses on the
situations, designers and contractors may provide additional
Roadmap when opportunities present themselves.
BIM Uses because it is the most cost effective solution for
One simple but valuable step to facilitate this discussion with
their internal processes. It is often useful to discuss the po-
the project team is to hold a BIM Kickoff meeting with the
tential benefit/costs of each BIM Use with industry partners
project team members after selection as the contract is being
in design, construction, and operations to determine the
finalized. The kickoff meeting serves as an opportunity for
46
you to explain the background and intent of the BIM Goals and requested uses. A re-visiting of the template BIM Project Execution Plan can then be used to develop the full project plan. The required BIM Uses can be negotiated with the project teams
to determine if some uses can easily be added with little to no cost, along with others which may be quite onerous to the project
team with little value to defined goals.
For a list of BIM Uses and their general functions, refer to the BIM Uses descriptions at http://bim.psu.edu.
Table 4-4: BIM Uses List
In addition to clearly listing the required BIM Uses, providing

a detailed definition of what each BIM Use means to the organization is extremely important. Each BIM Use has many
different definitions and levels of implementation depending on the project and parties involved. Providing a project,
phase specific, definition of each required BIM use enables
the potential project team the ability to understand their requirements and eliminate any potential misunderstandings.
47

Penn State Office
of Physical Plant
Standard BIM Process

The template BIM Project Execution Plan should also
include a typical BIM process maps that demonstrates the
typical processes the organization encounters on a typical
project. These customized maps, similar to that shown, can
then provide a starting point for the team at the BIM kickoff
OPP defines many BIM Uses slightly differently from

other owners. This is because their needs are unique to
their organization, and it was found that each BIM Use
could be provided much more effectively if the project
meeting to discuss the design and related modeling workflows. The maps should document relationships and identify
specific interactions, such as review and approval meetings
between the owner and the project team
team understood exactly what OPP wanted from each

use.
For example, energy analysis is performed during the
design development stage using a highly detail model and
complex energy software. OPP requires that a traditional
energy analysis be performed during design development, but an additional mass model energy analysis be
performed during the planning stage. Although this
is low in detail and accuracy, it has been shown to help
engineers with making quick decisions such as faade,
building orientation, and window placement at a stage in
the project where changes have a relatively low cost.
In situations such as the energy modeling example, the
BIM Use expectations must be detailed in the BIM Project Execution Plan or the project team may not understand the owners expectations.
48
SAMPLE
Figure 4 -3: Typical BIM Process Map
BIM Information Exchanges

An owner using BIM information for facility management
and renovation work, information needs are very different
from that of the contractor and designer. Because of this, it is
important to document both the model level of development
and facility data property needs at the beginning of the
project. The information exchange requirements consist of
two components: the model element level of development
and the facility data, explained in more detail below.
It is important that the Implementation Team work through

each building element individually and determine what Level
of Development is necessary. In most situations, the Level
of Development required for operations is significantly less
than that needed for construction, requiring either detail to
be removed from the costruction model or some update to
the design model. This often creates additional effort for the
project team, but results in a simplified model that facility
managers can utilize more efficiently.
Model Level of Development

The model information requirements, developed through
the Implementation planning stage should be documented.
From this, the Level of Development for the Record Model
can be established and documented in the Information Exchange worksheet pictured in Figure 4-4: Example Information Exchange Worksheet.
49
Figure 4-4: Example Information Exchange Worksheet
There are several methods of defining the Level of Development required within a model. A general approach to the
problem is to describe the model development one of three
ways, as shown in Figure 4-4. This method may be a good
option for beginners who do not wish to subscribe to any
standards such as the AIA Level of Development, but it lacks
the detail of other standards and may create unnecessary
ambiguity.
Table 4-5
50

Penn State Office of Physical Plant
The Penn State OPP has adopted the AIA E202 Level of
manuals, warranty information, submittal information, and/
Development standard for their projects, but expanded
or any other documents.
the LOD 500 category to more adequately meet their

needs. This detailed level of development scale is an
LOD 530: Model elements represent the project as
option an owner can incorporate into their information
constructed in As-Built conditions. LOD 530 models will
exchange worksheet in an effort to provide the project team
contain LOD 300 facility and geometry data and will be
additional detail about their information needs.
configured to contain the operations & maintenance manuals,

warranty information, submittal information, and/or any
other documents as applicable.
constructed in As-Built conditions. LOD 510 models

will contain LOD 100 facility and geometry data and will
be configured to contain the operations & maintenance
constructed in As-Built conditions. LOD 540 models will
manuals, warranty information, submittal information,
contain LOD 400 facility and geometry data and will be
and/or any other documents as applicable.
configured to contain the operations & maintenance manuals,

warranty information, submittal information, and/or any
other documents as applicable.
constructed in As-Built conditions. LOD 520 models

will contain LOD 200 facility and geometry data and will
LOD 550: Owner reserved, LOD 550 model elements will not
be configured to contain the operations & maintenance
be generated during planning, design, or construction.
Facility Data Requirements
managers must search through the pages of information they
Although the model geometry is useful for facility manage-
need and then manually populate their facility management
ment and renovations, perhaps more important to operating the
system. The necessary properties and attributes (facility data) of
facility is the facility data. Traditionally items such as submit-
each building element should be documented in the BIM Project
tals, operations & maintenance manuals, or warranty informa-
Execution Plan as defined in the BIM Contract Requirements to
tion are delivered after project completion in the form of paper
facilitate timely electronic data transfers.
binders or electronic files. Transitioning this data to a useful

format is further complicated because the owner often does
not receive these documents immediately after substantial
completion. With these documents in paper format, facility
51

Penn State Office of Physical Plant
Penn State OPP lists every asset and the properties for which it wants discrete information delivered at the end of the project. Although Penn State utilizes a customized list, as shown in Table 4 5: Sample of PSU OPP Asset Attribute List organized
according to PSU UNIFORMAT II Standard, COBie is also capable of housing this information; however, an owner still needs
to specify the necessary elements and attributes of those elements.
Table 4-6: Sample of PSU OPP Asset Attribute List organized according to PSU UNIFORMAT II Standard
52
Collaboration/Meeting Procedures
All the necessary meetings between the project team and the
owner should be set in advance as shown in Table 4-7: Example Standard BIM Project Meeting Schedule. This helps
the project team understand their time commitments to
the owner from day one. These meetings can consist of the
BIM kickoff meeting, multiple review meetings, or any other

meeting necessary to complete the BIM Uses/Requirements
and turnover. Other than BIM Project Execution Planning
and update meetings, the meetings identified should align
with the planned model development and review processes
developed in the Process Map of the Project Execution Plan.
Table 4-7: Example Standard BIM Project Meeting Schedule
53
Project Deliverables
during each stage of the project. Deliverables such as programming validation reports, energy models, or closeout data,
Clearly defining the BIM deliverables details is the final step
can all be specified in the desired format at the desired time as
develop of a standard BIM Project Execution Plan template.
Table 4-8: Example Project BIM Deliverables illustrates
Project BIM deliverables can be used as a checklist of items,

which must be received for the payment to be processed
Table 4-8: Example Project BIM Deliverables
///
54
/// THIS PAGE LEFT BLANK INTENTIONALLY
/// CONCLUDING REMARKS AND LESSONS LEARNED
/// Concluding
Remarks and Lessons Learned
Throughout the development of this Guide, multiple case studies were conducted to validate the information contained within
the planning procedures, and to provide additional insight into the implementation of BIM within existing organizations. The
following lessons have been documented from the case studies.
Strategic Planning Lessons Learned:
There is no one-size-fits-all approach to BIM adoption. Every organization is unique. They have different
strengths, weaknesses, and priorities. Therefore, it is important to remember that any strategic planning, such as BIM
adoption, requires significant effort. The procedures outlined in this Guide can be customized to meet your organizational needs, goals, and mission.
Strategic Planning is a long term process. Capital projects take years to develop and execute. The plan and
roadmap will probably not procede exactly as planned, partially because it is difficult to predict which project will
move forward next year much less four years from now. The BIM Implementation Team needs to be on the lookout for
project opportunities which present themselves to advance the plan.
Implementation Planning Lessons Learned:

Set achievable tasks. As with any change, buy-in from the entire organization is essential to success. By creating
realistic and achievable short-term goals, management is able to observe the benefits of the changes and is more likely
to buy into the overall initiative and support future, more challenging adoption goals.
Communication is the key to success. One of the most challenging tasks with implementing BIM processes is
adequately communicating how BIM will integrate with the rest of the organization. Maintaining an open line of
communication with all parties, and discussing their concerns and questions in a way that they understand can signifi-
cantly improve the implementation success rate.

BIM Uses are interdependent. Many BIM Uses are dependent on other Uses that happen in previous stages of
BIM development. To provide an example, developing the record model of a new facility is not possible without an initial design model, 3D coordination of the model, and various updates throughout the models development. Because of
these interdependencies, the BIM Uses and specific information of interest should be mapped out in detail to assist in
56
determining the Uses to be pursued.

Procurement Planning Lessons Learned:
Prior BIM experience improves the likelihood of a successful BIM project. When selecting a project team, it
is important to remember that BIM has a learning curve and those with prior experience are more likely to efficiently
implement the required BIM Uses. While this may seem like a simple observation, the focus is not on the project use
success, but the successful transfer for Owner BIM Uses and the value of leveraging the teams knowledge for advancing your interests.
No two projects are exactly the same. While it is recommended to develop standard BIM contract requirements,
it was found that all projects cannot be treated the same. The benefits of a BIM Use to building and operating an office
building are very different from those for a hospital. Standard BIM requirements are a good start, but each project
must be individually evaluated. The BIM Project Execution Plan specializes in guiding a team through this process.
Prior BIM Strategic and Implementation planning greatly enhances the quality of BIM contract documents. While many organizations implement BIM on a new construction project prior to planning and implementing
it internally, it is very difficult to create contract requirements that provide BIM benefits to facility operations without
first understanding the internal BIM goals and needs.
General Lessons Learned:
This Guide can be adapted for organizations other than owners. While this guide primarily focuses on owner
needs, many of the principals and procedures can be applied to benefit organizations such as construction management companies and design firms.
BIM Development is a continuous process. As the organization progresses in developing their BIM goals, the
plan will need to be re-evaluated, and updated. As you may have already learned in deploying the BIM Project Execution Planning process, the plan is intended as a living document that evolves with the project; in this case the BIM
Strategic and Implementation Plans are living documents that should evolve with your organization.
Pilot initiatives in small steps. The Implementation Team needs to seek small opportunities to pilot elements of
the strategic plan or Roadmap, and not the single perfect project to implement every BIM use. This engages many of
the conversations and steps for implementation, but at a much smaller and more manageable scale. These opportunities may not be projects where the targeted BIM Uses were required, but leveraging projects where BIM is already in
use by the project team.
57
BIM Planning requires management commitment and resources. While BIM has the ability to save the organization
money in the long run, the initial planning and implementation will require resources and management
support. Without this support, it is unlikely that the initiative will be successful.
In conclusion, The BIM Planning Guide for Facility Owners provides methods for facility owners to plan for the implementation of BIM within their organization. With the proper management support, this Guide can assist an owner in developing an
overall BIM Strategy that supports the organizations core goals, generating detailed implementation plans, and developing the
necessary contract considerations to successfully execute BIM within the organization.
You should develop strategic, implementation, and procurement plans that achieve sufficient buy-in from all parties involved
to improve the likelihood of success in integrating the appropriate BIM opportunities into your organization. Adopting BIM,
especially as an owner, requires commitment and significant effort, but with a dedicated team and a well-developed plan, you
should be able to successfully implement BIM and gain significant value for your organization.
///
58
/// APPENDICES
/// Appendices
A. CITATIONS
B. ABBREVIATIONS
C. GLOSSARY
D. INDEX
60
/// APPENDIX
A. CITATIONS
American Institute of Architects. E2022008 Building Information Modeling Protocol. Washington, DC, USA: The American

Institute of Architects, 2008. http://www.aia.org/contractdocs/training/bim/AIAS078742.
Aranda-Mena, Guillermo, John Crawford, Agustin Chevez, and Thomas Froese. Building Information Modelling Demystified:

Does It Make Business Sense to Adopt BIM? International Journal of Managing Projects in Business 2, no. 3 (2009):
419434.
Azhar, S., M. Hein, and B. Sketo. Building Information Modeling (BIM): Benefits, Risks and Challenges. Mc Whorter School

of Building Science, Auburn University, Alabama (2010).

Booty, F. Facilities Management Handbook. Fourth ed. Jordan Hill, Oxford OX2 8DP, UK: Elsevier/Butter

worth-Heinemann, 2009.
Bryson, J.M. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organiza

tional Achievement. Vol. 1. Jossey-Bass, 2011.
buildingSMART alliance. National Building Information Modeling Standard Version 1 - Part 1: Overview, Principles, and Meth

odologies. National Institute of Building Sciences, 2007.
Campbell, Andrew, and Sally Yeung. Creating a Sense of Mission. Long Range Planning 24, no. 4 (August 1991): 1020.
Chau, P.Y.K. Factors Used in the Selection of Packaged Software in Small Businesses: Views of Owners and Managers. Infor

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Computer Integrated Construction Research Program. BIM Project Execution Planning Guide - Version 2.1. University Park,

PA, USA: The Pennsylvania State University, 2011. http://bim.psu.edu.
ConsensusDOCS. ConsensusdDOCS301 BIM Addendum. ConsensusDOCS, 2008.
Construction Specifications Institute. MasterFormat 2012, 2012. http://www.csinet.org/MasterFormat.aspx.
. UniFormatTM 2010, 2010. http://www.csinet.org/Main-Menu-Category/CSI-Store/6/35152343-f0b4-df11-
8ffb-0019b9e160b2.txt.
Dept. of Veterans Affairs. The VA BIM Guide. Version 1.0. Washington, DC, USA: Department of Veterans Affairs, 2010. http://
www.cfm.va.gov/til/bim/BIMGuide/lifecycle.htm.
Doran, G. T. Theres a S.M.A.R.T. Way to Write Managements Goals and Objectives. Management Review 70, no. 11 (1981):
3536.
Drohan, William M. Writing a Mission Statement. Association Management 51, no. 1 (January 1999): 117.
Eastman, Chuck, Paul Teicholz, Rafael Sacks, and Kathleen Liston. BIM Handbook: A Guide to Building Information Modeling

for Owners, Managers, Designers, Engineers and Contractors. John Wiley & Sons, 2011.
Eckes, George. The Six Sigma Revolution: How General Electric and Others Turned Process Into Profits. John Wiley and Sons,
2002.
Etzioni, A. Modern Organisations. Prentice-Hall Englewood Cliffs, NJ, 1964.
Forrester, E., B. Buteau, and S. Shrum. CMMI for Services: Guidelines for Superior Service. Addison-Wesley Professional,
2011.
Gilligan, B., and J. Kunz. VDC Use in 2007: Significant Value, Dramatic Growth, and Apparent Business Opportunity. Center

for Integrated Facility Engineering, Report #TR171 (December 2007).
62
/// APPENDIX A. CITATIONS
Graham, J. W., and W. C. Havlick. Mission Statements: A Guide to the Corporate and Nonprofit Sectors. Vol. 900. Routledge,
1994.
Gregory, Amanda. A Systems Approach to Strategic Management. Proceedings of the 51st Annual Meeting of the ISSS 51, no.

2 (July 31, 2007). http://journals.isss.org/index.php/proceedings51st/article/view/840.
Gross, Edward. The Definition of Organizational Goals. The British Journal of Sociology 20, no. 3 (1969): 277294.
Heise, David. Business Drivers. Data Warehousing Dictionary, September 2, 2002. http://dheise.andrews.edu/leadership/
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Indiana University. Indiana University Building Information Modeling (BIM) Guidelines and Standards for Architects,

Engineers, and Contractors. Indiana University, 2009. http://www.indiana.edu/~uao/IU%20BIM%20Guidelines%20
and%20Standards.pdf.
Johnson, Paul. The Top Five Reasons Why Strategic Plans Fail. Business Know How, 2002. http://www.businessknowhow.
com/manage/splanfail.htm.
Kaplan, R.S., and D.P. Norton. The Balanced Scorecard: Translating Strategy into Action. Harvard Business Press, 1996.
Kueng, P. Process Performance Measurement System: a Tool to Support Process-based Organizations. Total Quality Manage

ment 11, no. 1 (2000): 6785.
Lear, Robert. Why Most Strategic Plans Fail. Chief Executive no. 110 (February 1996): 10.
Lee, S., and Y. Park. Customization of Technology Roadmaps According to Roadmapping Purposes: Overall Process and De

tailed Modules. Technological Forecasting and Social Change 72, no. 5 (2005): 567583.
Lipton, M. Demystifying the Development of an Organizational Vision. Sloan Management Review 37 (1996): 8392.
Los Angeles Community College District. Building Information Modeling (BIM) Standards, November 2011. http://stan
dards.build-laccd.org/cgi-bin/projects/dcs/extensions/viewer/code/viewer_client.pl?command=MANUAL_INDEX.
Manning, Russell. MHS Facility Life Cycle Management (FLCM) Building Information Modeling (BIM) Minimum Require

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Marr, B. Managing and Delivering Performance: How Government, Public Sector and Not-for-profit Organisations Can Mea

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Ohio State Architects Office. State of Ohio Building Information Modeling (BIM) Protocol. Ohio General Services Division,

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Oregon Department of Human Services. Guidelines for Developing a Business Case & Business Case Template, March 2006.
Penn State University. Strategic Planning at Penn State, 2009. http://strategicplan.psu.edu.
Phaal, R., C. Farrukh, and D. Probert. Technology Roadmapping: Linking Technology Resources to Business Objectives. Cen

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fying Discipline for Melting the Boundaries 31 (2005).
63
/// APPENDIX A. CITATIONS
PSU Applied Facilities Research Group. PSU OPP BIM Addendum. PSU OPP, December 2010. http://www.opp.psu.edu/plan
ning-construction/design_and_construction_standards.
. Psu Opp Rfq/rfp. PSU OPP, 2011.
USACE/Industry BIM Advisory Committee. USACE BIM PROJECT EXECUTION PLAN (USACE PxP). United State Army

Corps of Engineers, 2010. https://cadbim.usace.army.mil/BIM_Files/USACE_BIM_PXP_TEMPLATE_V1.0.pdf.
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Army Corps of Engineers, April 7, 2011. https://cadbim.usace.army.mil/BIM.
Young, Norbert, Stephen Jones, Harvey M. Bernstein, and John Gudgel. THE BUSINESS VALUE OF BIM: Getting Building

Information Modeling to the Bottom Line. Smart Market Report. New York, NY: McGraw Hill Construction, 2009.
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Young, NW, SA Jones, and HM Bernstein. SmartMarket Report on Building Information Modeling (BIM): Transforming
Design and Construction to Achieve Greater Industry Productivity. McGraw-Hill Construction, Washington, DC, 2008.
http://www.dbia.org/NR/rdonlyres/1631EDF1-8040-410D-BE1A-CF96AB1E9F84/0/McGrawHillConstruction
BIMSmartMarketReportDecember2008.pdf.
bSa Active Projects | The National Institute of Building Sciences, n.d. http://www.buildingsmartalliance.org/index.php/proj
ects/activeprojects/162.
Glossary of Terms, n.d. http://www.csn.edu/pages/2820.asp.
Grants Office - Grant Resources-Glossary - Pasadena City College, n.d. http://www.pasadena.edu/externalrelations/grants/
glossary.cfm.
Kaiser Permanente Our Mission, n.d. http://mydoctor.kaiserpermanente.org/ncal/facilities/region/eastbay/area_master/
about_us/missionstatement.jsp.
OmniClass: A Strategy for Classifying the Built Environment. OmniClass, n.d. http://www.omniclass.org/.
64
/// APPENDIX
B. ABBREVIATIONS
2D Two-Dimensional
NFS National Facilities Services (Kaiser Permanente)
3D Three-Dimensional
OPP Office of Physical Plant
AEC Architecture Engineering Construction
PACE The Partnership for Achieving Construction Excel
AIA American Institute of Architects
lence
BIM Building Information Model(ing)
PDF Portable Document Format
BPMN Business Process Mapping Notation
PFD Program for Design
bSa buildingSMART alliance
PSU The Pennsylvania State University
Computer Aided Drafting
PxP Project Execution Plan
CAFM Computer Aided Facility Management
RAM Random Access Memory
CIC Computer Integrated Construction Research Program
RFP Request for Proposal
CIFE Center for Integrated Facilities Engineering
RFQ Request for Qualifications
CM Construction Management
SWOT Strength, Weakness, Opportunity, Threat
CMMI Capability Maturity Model Integrated
USACE United States Army Corps of Engineers
CMMIS Computerized Maintenance Management Infor-
UML Unified Modeling Language
mation System
VA Department of Veteran Affairs
CMMS Computerized Maintenance Management Systems

COBie Construction Operations Building Information
Exchange
CPM Critical Path Method
DB Design-Build
DBB Design-Bid-Build
DoD Department of Defense
E&TM Equipment and Technology Management
FF&E Furniture, Fixtures, and Equipment
FLCM Facility Life-Cycle Management
FM Facility Management
FMS Facility Management System
FTP File Transportation Protocol
HBC Healthcare BIM Consortium
HVAC Heating Ventilation and Air Conditioning
IDEF Integrated Definition
IFC Industry Foundation Class
IO&T Initial Outfitting and Transition
LoD Level of Development
MHS DoD Military Health System
NBIMS-US The United States National Building Informa

tion Modeling Standards
65
/// APPENDIX C. GLOSSARY
As-Built Model: A model representing the as-built conditions of a facility. Often times delivered as a federated model with
the level of development required for construction.
BIM (Building Information Modeling) (CIC Research Program): A process focused on the development, use, and transfer
of a digital information model of a building project to improve the design, construction and operations of a project or portfolio
of facilities.
BIM (Building Information Model) (NBIMS): A digital representation of physical and functional characteristics of a
facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during
its life-cycle; defined as existing from earliest conception to demolition. A basic premise of BIM is collaboration by different
stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder.
BIM Champion/Manager: A person who is technically skilled and motivated to guide an organization to improve their processes by pushing adoption, managing resistance to change, and ensuring implementation of a new technology or process.
BIM Deliverables: Information (in numerous formats) that may be required by contract or agreement to be submitted or
passed to another party.
BIM Goals: Objectives used to define the potential value of BIM for a project and for project team members. BIM Goals help
to define how and why BIM will be used on a project or in an organization.
BIM Process: A generic name for the practice of performing BIM. This process can be planned or unplanned. The BIM Process may also be referred to as the BIM Execution Process or the BIM Project Execution Process. The BIM Project Execution
Planning Process suggests diagramming the BIM process using process maps.
BIM Process Maps: A diagram of how BIM will be applied on a project. The BIM Project Execution Plan proposes two levels
of Process Maps: BIM Overview Map and Detailed BIM Use Process Maps.
BIM Project Execution Plan (BIM PxP or BIM Plan): A planning the results from the BIM Project Execution Planning
Process. This document lays out how BIM will be implemented on the project as a result of the decision of the group.
BIM Project Execution Planning Procedure: A process for planning the execution of BIM on a project. It consists of four
primary steps: 1) identify BIM Goals and BIM Uses, 2) design BIM Project Execution Process, 3) develop Information Exchanges, 4) define supporting infrastructure for BIM Implementation.
BIM Use: A method or strategy of applying Building Information Modeling during a facilitys lifecycle to achieve one or more
66
specific objectives.
Construction Operations Building Information Exchange (COBie): A specification that denotes how information may be
captured during design and construction and provided to facility operators.
Co-Location: A collaboration technique where the entire project team moves into one location to develop a project.
Contractor: Construction Manager (CM) Agent or At-Risk, General Contractor (GC)
Detailed BIM Use Process Maps: A comprehensive BIM Process Map that defines the various sequences to perform a specific application of BIM or BIM Uses. These maps also identify the responsible parties for each process, reference information
content, and the information exchanges which will be created and shared with other processes.
Fabrication Model: A BIM model with an adequate level of detail and accuracy for use in prefabrication.
Federated Model: A BIM model that is the combination of BIM models (i.e. Architecture, plumbing, electrical, and HVAC).
Often used for 3D coordination.
Facility Data: Any information for a building that has value to an owner
Information Exchange (IE): The information passed from one party to another in the BIM process. The parties involved
should agree upon and understand what information will be exchanged. These are often in the form of deliverables from a process that will be required as a resource for future processes.
Level of Development(LoD): The level of completeness to which a model element is developed.
Objective: Specific tasks or steps that when accomplished move the organization toward their goals.
Operating Units: A working group within an larger organization that has a specific mission
Overview Map: A high level BIM Process Map that illustrates the relationship between BIM Uses which will be employed on
the project.
Project Team: Every participant contracted to work on a project. This may include the owner, designer, contractor, and subcontractor.
Professional: The designer. This may include the Architect and Engineer
67
Record Model: A facility model illustrating as-built conditions in the Level of Development and file format specified by the
owner.
Reference Information: Structured information resources (enterprise and external) that assist or are required to accomplish a BIM Use.
Roadmapping: The process of displaying the integration of strategic changes in a business process.
Subcontractor: A contractor contracted by the CM or GC, or a Prime Contractor contracted by the owner
Vision Statement: A picture of what an organization is striving to become.
68
/// APPENDIX
D. INDEX
Advance v
Appendix 60
As-Built Model 38, 41, 66
Assess v
Asset Management 12
40
O
Operating Unit BIM Leads
18
BIM Champion 4, 9, 18, 38, 39, 45, 46, 66

BIM Contract Language 38
BIM Contract Requirements 30, 45, 51
BIM Use 11, 16, 17, 20, 25, 38, 46, 47, 57, 66, 67, 68
Personnel iv, 7
Process iv, v, 7, 19, 53, 62, 63, 65, 66, 67
Procurement Documents 31
Procurement Methods 32
Project Execution Plan v, 27, 30, 33, 34, 38, 39, 40, 41, 45, 46,
47, 51, 53, 54, 57, 65, 66
COBie 23, 26, 42, 52, 65, 67

Collaboration 38, 39
Co-Location 40, 67
Contract Requirements v, 30, 31, 45, 51
Readiness Assessment 9
Record Model 38, 40, 41, 68
Request for Proposal 65. See alsoRFP
Request for Qualifications 34, 65. See alsoRFQ
RFQ 30, 34, 37, 65
Roadmap 14, 15, 17, 32, 33, 45, 46, 57
Roles and Responsibilities 18
D
Definition of Terms 38
Deliverables 38, 40, 41, 54, 66
Security 38, 44
Software 25, 26, 27, 41, 62
Strategic Plan v, 4, 17
Strategy iv, 6, 7, 14, 58, 63, 64
Facility Data 21, 23, 27, 38, 41, 67

Facility Management System 65
Education
v, 28
Training
H
Hardware
v, 19, 28, 29
27
Use
2, 11, 13, 16, 17, 20, 25, 36, 38, 46, 47, 57, 62, 66, 67, 68
Implementation Plan v, 20
Industry Foundation Class 41, 65. See alsoIFC
Information iii, iv, v, 1, 7, 11, 16, 21, 22, 23, 26, 28, 32, 33, 38,
40, 42, 62, 63, 64, 65, 66, 67, 68
Information Exchanges 66
Infrastructure iv, v, 7, 25
L
Level of Development
22, 23, 38, 51, 65, 67, 68
M
Maintenance Management
Meeting 53, 63
26, 65
///
69

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1

STRATEGIC PLANNING to assess existing organizational conditions; align BIM

The BIM Planning Elements

Figure 1-1: The BIM Planning Elements

Defines the BIM goals and objectives;

Documents the information needs

Describes the means to accomplish the

Establishes the roles, responsibilities,

1. TEAM SELECTION CRITERIA to enable the procurement of qualified items;

AUTHORS & CONTRIBUTORS

/// Authors & Contributors

Robert Leicht, Ph.D.

John Messner, Ph.D.

Chimay Anumba, Ph.D.

Director, CIC Research Program and

Professor and Head, Department of

Assistant Professor of Architectural

Graduate Research Assistant,

Graduate Research Assistant,

Graduate Research Assistant,

Graduate Research Assistant,

ADVISORY BOARD MEMBERS

THE BIM PLANNING ELEMENTS

Establish BIM Planning Committee Mission

Document the Current Implementation of BIM

Establish BIM Goals & Objectives

Strategic BIM Roadmap

Determining BIM Implementation Team Members

How to Determine Information Needs

Existing BIM Contract Language Examples

Request for Qualifications

BIM Standard Goals and Objectives

5 CONCLUDING REMARKS AND LESSONS LEARNED

STRATEGIC PLANNING LESSONS LEARNED

/// Getting Started

The Value of BIM for Owners

BIM adoption is rapidly gaining speed within the

maintained throughout the lifecycle of a building.

Architectural, Engineering, Construction, and Operations

According to the 2012 BIM Smart Market Report, industry-

(AECO) Industry. Project teams are shifting their standard

wide adoption of BIM surged from 28% in 2007 to 71% in

practices toward the use of intelligent, parametric 3D

2012. Almost two-thirds (62%) of all BIM users perceived

models, which can more easily be modified, coordinated, and

a positive return on investment. Firms that were most

engaged with BIM enjoyed far larger increases in benefits.

unbudgeted changes; provided cost estimates within 3% of

The primary benefits of BIM for owners are a reduction of

the traditional estimates; contract savings of up to 10% with

document errors and emissions, rework, construction cost,

the use of clash detection; and reduced project time by up to 7%.

project duration, and claims and litigation.

Some of these figures may be disputed, but what cannot be

A large majority of owners believe that BIM use is expanding

argued is the trend. Adoption rates and positive benefits

and that owners are driving this change. In 2007, Stanford

continue to grow. It is clear that owners are recognizing the

Universitys Center for Integrated Facilities Engineering