Designing for change

Ian Harman of Marflow Hydronics (BSRIA Members)

Ian Harman of Marflow Hydronics (BSRIA Members)

With the industry moving at such a fast pace, new innovations are being introduced all of the time. Manufacturers are inventing great new products that offer many benefits; solving the problems of the present to provide a better future. The biggest problem that they face, though, is launching these products on to the market. This is where BIM could really help. 

I think it’s fair to say that people don’t really like change. We like to stick to what we know and what we feel comfortable with. This seems to be the case in our industry. Many people, from consultants to installers, are still completing jobs and planning projects in the same way they’ve been doing it for years; that is in very traditional ways. A prime example is how there is still much use of two port control systems despite Pressure Independent Control Valves having been around now for quite a while. These newer products are faster to implement and more reliable in the long term, yet there is still a reluctance with some people to adopt the new technology.

It’s true that with any new product there’s inevitably a big learning curve to using them, and often training can be time consuming. There’s also the fear of risk. If people use a new product that they’re not so familiar with then there’s always the chance that it will go wrong. This could be because the user isn’t so experienced at using it, but also it could turn out that it wasn’t the ideal product after all and sometimes knowledge and experience can really help when making decisions. This is where BIM steps in.

Using BIM, manufacturers can create models, which I like to think of as ‘Lego blocks’, that they can send to customers to introduce them to a product. And they can do this long before any decisions have been made, at the very initial stages. The ‘Lego block’ would be a visually simplified model that not only clearly defines the spatial envelope and connection points, but also includes a wealth of ‘metadata’. This ‘metadata’ contains data fields specific to the particular products, such as flow rates for valves or electrical loads for powered devices.

BIM - Marflow Hydronics
That all means that clients can look at the products in detail and trial them in their plans from the very beginning. They will be given the time to properly analysis products and see how they will work within the system and how they will interact with other components.

By starting with the end in mind and properly understanding the system at the initial stage, it will help to future proof the project far down the line. It’s also the cheapest time to detect any issues. The easiest time to make a design or selection change is at the beginning of a project and BIM facilitates this in a much more user friendly manner than ever before. This would undoubtedly give them much more confidence in the products they’re looking to use and would, very importantly, remove that fear of risk.

BIM provides users with the time and ability to put much more thought into their projects earlier on, minimising that risk further down the line. This then increases the chance of far more successful project that works with the best products, potentially the latest and more developed ones, and there’s much more chance of it being on time and to budget.

BIM 2 - Marflow HydronicsManufacturers, like Marflow Hydronics, have been doing this to help bring new products into the limelight that otherwise customers may have been apprehensive about. More importantly, this has helped all parties get the right products specified when they may not have been otherwise. BIM may be the ideal solution to help us move more quickly into the future using more innovative products and having many of the niggling issues that have been around for so long vastly reduced, if not eliminated.

This was a guest post by Ian Harman, Technical Applications Engineer at Marflow Hydronics, BSRIA Member

If you are looking to find out more information about BIM, BSRIA runs two specific training courses:

There are also several other blog posts focused on BIM as well as a BSRIA BIM Network. 

The “Seven pillars of (BIM) wisdom”

In 2011 the report for the Government Construction Client Group defined Level 2 BIM as being:

“Managed 3D environment held in separate discipline “BIM” tools with attached data….”

However, as a consequence of ongoing development of the processes and tools available, and feedback from early adopter projects and other industry experience, the Government has recently refined its definition of Level 2 BIM as having the following seven components:

  1. PAS 1192-2:2013 is available to download for free from BSI

    PAS 1192-2:2013 is available to download for free from BSI

    PAS 1192-2:2013 Specification for information management for the capital/delivery phase of assets using buildinginformation modelling

  2. PAS 1192-3:2014 Specification for information management for the operational phase of assets using building information modelling
  3. BS 1192-4 Collaborative production of information. Part 4: Fulfilling employers information exchange requirements using COBie – Code of practice (due to be published Summer 2014)
  4. Building Information Model (BIM) Protocol
  5. GSL (Government Soft Landings)
  6. Digital Plan of Work (in preparation)
  7. Classification (in preparation)

 

1. PAS 1192-2:2013 builds on the processes described in BS 1192-2007, and introduces new concepts such as employer’s information requirements (EIR) – the employer’s expression what information they require from the project and the format it should be in, and BIM execution plans (BEP) – the supply chain’s response to the EIR showing how it will meet its requirements.

Read more of this post

Design Framework updated to reflect the new RIBA Plan of Work

MEP deliverables during old and new Plans of Work

MEP deliverables during old and new Plans of Work

BSRIA’s highly regarded Design Framework guidance has just been published in its fourth edition as BG 06/2014. This version brings the guide up to date in its reference to the latest RIBA Plan of Work. This article summarises some of the key changes that have been made to Design Framework in this latest edition.

Design Framework now aligns with the new project stages, designated 0 to 7 rather than A to L, that were developed as part of the Government’s BIM Task Group work. These stages are more explicit in their support of collaborative working amongst the project team and place more emphasis on handover from construction to operation and on the in use phase. In addition, there is now a new Strategy stage, Stage 0, deliberately to give clients and portfolio managers the chance to consider the proposed project in the wider context of their whole built estate.

Many of the new stages align to old stages, or pairs of old stages. For example Stage 1 maps to the old Stages A and B, Stage 2 covers the old Stage C, and Stage 5 is the equivalent of the old Stages J and K. But there is a significant disconnect between the end of new Stage 3 and old Stage E. Stage 3 is expected to conclude with agreement between the main design disciplines about the volumes allocated to each designer such that these provide feasible system boundaries. The idea for this is that once these volumes are agreed, each discipline can go away and work up its detailed design more or less in isolation. Provided they stay within the boundaries of their agreed volume then all should be well when it comes to spatial co-ordination.

These changes to the overall structure of the Plan of Work have meant changes to the design activities listed in the BSRIA BG 06 pro-formas, and also some changes to the stage deliverables. As can be seen from the table, the first formal deliverables under the new Plan of Work regime have been brought forward to an earlier stage than previously. In BG 06 the exemplar 3-d models to illustrate the new end-of-stage deliverables have been updated and isometrics included. For the Stage 3 deliverable, the 2-d drawing exemplar has also been amended.

A final area of confusion is the way some stage names have changed, and this again has the biggest impact around Stages 3 and 4 in comparison with the old Stages D, E and F. Stage D used to be Design Development, Stage E was Technical Design and Stage F was Production Information. In the new scheme, Stage 3 is Developed Design and Stage 4 is Technical Design.

The new project stages will take some getting used to – BSRIA has presented a webinar on the changes and this can be accessed from the Webinars page on the BSRIA website.

BG 06/2014 – Design Framework for Building Services is now available in hardcopy, PDF, single license or multi-site license.

It’s all about the classification…

John Sands,  Principal Consultant of BSRIA's Sustainable Construction Group

John Sands,
Principal Consultant of BSRIA’s Sustainable Construction Group

As BIM experience increases, a number of key issues are becoming apparent.  One such example is classification – what ‘things’ are called.  If you have a vast quantity of data or information, that can be a very powerful resource.  However, all that potential may be difficult to realise if you can’t find the particular piece of information efficiently when you need it.

Classification can be defined as:

                    ‘the act or process of dividing things into groups according to their type’

Classification has been used in the construction world for many years, often without the users knowing it.  For example, many engineers would recognise that a section called ‘T10’ in their specification dealt with ‘Gas/oil fired boilers’.  This came from a classification system called Common Arrangement of Work Sections (CAWS) which covered architectural and MEP elements for construction projects.

Subsequently, Uniclass was derived from this system and gave the opportunity to classify ‘things’ in different ways, not simply as a system or an object.  Uniclass was based on the general structure described in ISO 12006, which promoted the use of classification classes, each of which relates to a classification need.  As well as products (or objects), some of the other classes suggested by ISO 12006 are:

  • Entity e.g. a building, a bridge, a tunnel
  • Complex (a group of entities) e.g. airports, hospitals, universities, power station
  • Space e.g. office, canteen, parking area, operating theatre
  • Product e.g. boiler, door, drain pipe
  • Facilities this combines the space with an activity which can be carried out there, eg operating theatre

Indeed, other classes can be added to a classification system such as ‘system’, which works very well in an MEP environment.  Similarly, an ‘activities’ class would be very helpful to define a range of activities which might be able to be done within a particular space, as an alternative to using the ‘facilities’ class.

Uniclass, published in 1997 in UK by the Construction Project Information Committee.

Uniclass, published in 1997 in UK by the Construction Project Information Committee.

Although consultants and contractors have managed well using just a couple of the classes above, other groups have found great benefit in classifying in a number of different ways.  For example, it would be very helpful in a hospital FM environment to use the ‘spaces’, ‘activities’, ‘systems’ and ‘products’ classes.

In a hospital it is useful to classify the ‘spaces’ in the first instance by type, and then to classify each space further by which ‘activities’ can be carried out within them.  From this it is possible to classify the ‘systems’ which support the spaces and then the ‘products’ which form the systems.  A practical example would be if the chilled water system was taken out of action then you could quickly see which spaces were affected – an operating theatre.  Once that’s known it is simple to determine which activities cannot be carried out – a number of planned operations.  Also, other products or equipment can be identified which can now be worked on as the system they belong to is not working – chillers or chilled beams.

In this era of greater collaboration it is not enough to know what we are calling things, which classification system we are using.  We must communicate with those we are working with to make sure that the solution suits all of us, and moreover that it is suitable for the whole life of the asset and not just the design, or the construction phase.

It may be that a new classification system is required to satisfy all parties involved in an asset and to make information available throughout its whole life.  This is no simple task, which becomes more complex when the range of assets is considered in both buildings and infrastructure.

It is tempting to try to find solutions to what we do individually, but it is vital that any solution must be suitable for all stages of an asset’s life, for all types of assets and for all those involved in the asset.  Once this has been achieved, the full potential of BIM can start to be exploited, and tangible benefits demonstrated in the use of information management processes.

Making buildings better – measuring for improved building performance

Andrew Eastwell, BSRIA CEO

Andrew Eastwell, BSRIA CEO

BSRIA has always been in the business of measuring, whether it is a physical quantity such as temperature or pressure, a market assessment such as volume of product imported to a given country or a softer, more management-orientated value such as a benchmark or satisfaction score. Measuring is a fundamental characteristic of our industry’s operations and it is in BSRIA’s DNA.

The need for accurate and more comprehensive measurement has been increasing in response to the revolution that is the low carbon agenda. Revolution is no idle description either. In just over a decade, carbon signatures of new buildings have been required to fall to “nearly zero” – yet few owners were even aware of their building’s operational carbon use at the start. In looking backwards over the past few years, I think BSRIA can be proud of its role in promoting the increased use of through-life measurement embedded in processes such as Soft Landings and the associated building performance evaluations.

There is another BSRIA process that is associated with the collection of measurements. This is the process that turns detailed, often randomly accumulated and frequently disconnected data and information into documents that can be used by our members to guide them in their work. A couple of decades ago this process was greatly enhanced by the availability of a managed construction research programme that not only contributed funds from central government but much more importantly brought focus and long term stability to the accumulation of knowledge. This stability was crucial since it enabled individuals to establish research skills and careers with enduring value to the sector they served. Loss of this programme has also resulted in a loss of cohesion between frontline companies willing to collaborate within the longer term research process.

There is a however a new kid on the block that may be about to revolutionise the traditional measure/analyse/publish process that has dominated research and guidance in our sector.

As disruptive technologies go, Big Data has managed to remain under the public radar quite well until the recent disclosures of the USA “Prism” project. Under Prism, colossal quantities of data harvested from both open and private sources are analysed to identify supposed threats to homeland security. It is the use of automatic analytics software combined with large arrays of sophisticated new sensing technologies that makes Big Data techniques so intriguing for the built environment sector.

By way of example, consider the problem of maintaining comfortable temperatures in a space. Traditionally we have used lab research on volunteers to establish what “comfort” requires. Ole Fanger took years to generate his widely used algorithms but they still do not cover all the possible variables that affect perceived comfort. We now use a thermostat, with a setpoint guided by Fanger, and assume that all is well with our occupants. In the new paradigm, cameras utilising facial recognition software will be capable of spotting yawning (too hot, too much CO?) or sluggish activity (too cold). This data is available for every worker in a given space and a “voting” system used to optimise comfort over the group.

But of course there is more. This data could be available from many sources in a Prism type environment. There would now be the potential to mine the data to establish new benchmarks feeding back to the design process that can be tailored to the particular activity type. Schools, offices, homes and shops each can be analysed not just to establish a single setpoint value but to understand in great detail the envelope or distribution of responses. At last, proper large scale data sets can aid our work – and most of what we need to do this is already available through installed BEMS.

There is one further gain possible from this approach. Traditional academic research leading to refereed papers and thence to institutional guidance can take half a working lifetime to complete. Big Data results can be achieved in hugely reduced timespans. Take the case of adverts you see on Google – these are tailored specifically to you based on purchase decisions you may have only made via unconnected sites a few hours earlier. Scary but true.

Big Data is where BIM, Smart Cities, performance contracting and responsive design meet. It challenges all the preconceptions of professional codes, cuts swathes through the notion of privacy and opens up “our” market for knowledge to an entirely new set of competitive players. The next decade is going to be seriously exciting and I am sure BSRIA will remain strong to its ethos of Measuring and Managing in this startling new environment.

BSRIA provides a range of services to conduct and support BPE, from the complete evaluation to providing energy monitoring instruments and benchmarking building performance.

Review of the BSRIA Briefing 2013 – Changing Markets, New Opportunities

“Construction is the last of the big industries to go digital”, John Tebbit, Construction Products Association

November 2013 saw another brilliant BSRIA Briefing held as always at the fantastic Brewery in London. The event was chaired by John Tebbit, Industry Affairs Director at the Construction Products Association with c400 industry professionals in attendance. The speakers this year were focusing on customer satisfaction, data centre trends, changes in building practice and design decisions, smart technology leading the industry forward and the internet of things.

Chairman John highlighted two key issues facing the industry, the Construction 2025 strategy and the move towards Low Carbon as well as the construction industry being the last industry to go digital despite a demand to do so.

Bukky Bird talked about Tesco as a continuously changing organisation by highlighting some of the company’s historical milestones. From Tesco’s founder Jack Cohen opening a market stall in 1919 to becoming a global company with just over half a million colleagues today.

Bukky also highlighted some current customer expectations and key drivers for this such as the current economic context. She emphasised the need for organisations to understand and respond to changing needs and environments.

“A green agenda is a prerequisite of what customers expect from a brand like Tesco”, Bukky Bird, Tesco

“A green agenda is a prerequisite of what customers expect from a brand like Tesco”, Bukky Bird, TescoToday’s customer is under pressure, struggling with rising costs and dealing with lifestyle changes. The focus is therefore on family and the home, with a real expectation that brands should reduce waste and save money. Responding quickly to these needs is critical for retailers like Tesco and this should therefore drive the focus through the industry supply chain.

A challenge facing our industry is how to develop true partnerships to tackle these problems. Bukky highlighted the need for flexibility, agility and the need for the industry to be willing to change. The customer is changing radically and the building industry needs to be ahead of this curve.

Historically we have been very slow to adapt, and this is an opportunity to buck that trend. Her final point was that the industry are not supplying Tesco, but Tesco’s customers – understanding the customer’s needs and developing innovative solutions to meet these is key to successful partnerships.

“Nobody ever did anything to be green, they did it to save money”, Nicola Hayes, DatacenterDynamics

 Nicola Hayes looked at a rather different sector focusing on data centre trends and energy. Datacentres Nicola argued are the buildings you do not see, the hidden side of the industry and yet becoming a central part of several industries as people relocate their data to the Cloud. Nicola discussed the fact that Datacentres may be hidden but they do suffer negative publicity mostly due to the energy usage of such buildings and the accusation from the Press that they are singlehandedly destroying the planet. When viewing the industry as a country, the industry uses a little less energy than the UK as a whole, marked at 332.9TWh which is an exceptional amount and understandably a worry for the industry and a target from the Press.

But it was the trends that Nicola was concentrating on, where the Datacentre industry has come from and the expectations of it for the future. In three years the industry has grown from $86bn to a staggering $120bn as well a doubling in space used for the buildings, growing from 15million sqm to 31million sqm. The growth of Datacentres is down to several other key industries, the rate of increase has risen for Professional Services, Energy & Utilities, Industrial & Process and Media & Telecoms. With this growth there has been a change in how Datacentres are being built and their operations. There has been a 15% increase in outsourcing for the industry since 2007 rising to nearly a quarter of the industry but IT Optimisation still remains a major investment.

For the built environment the biggest change Datacentres has had for them is the increase in energy monitoring and the storage of millions of data bits. People in the world, particularly the US, UK and Germany are starting to become more conscious of energy efficiency therefore more business is generated for the Datacentre industry through big data from energy monitoring. Nicola pointed out that this is not done for a purely ‘green’ reason but primarily to monitor costs which are why most universities do not monitoring as they are not responsible for the financial side of their energy use.

With there being such a focus on energy efficiency, the way Datacentres are being built has also been a changing trend with there being 25% increase in the number of retrofits of Datacentres while there was only a 2.1% increase in the number of new builds. Efficiency measures (to answer to the Press criticism) are also now determined from the outset. However despite Datacentre industry growing at a fast rate there are risks involved for the industry from the small scale of compliance to the large scale of terrorist attacks. With these risks comes an important debate that is happening within the industry, cost vs. risk.

“There is a market for MVHR but we need to get better at delivering it”, Nigel Ingram, Jospeh Rowntree Housing Trust

 Nigel Ingram continued with a discussion about social housing and the consideration of end users when designing buildings. The Joseph Rowntree Housing Trust currently looks after 2,500 homes in Yorkshire and Hartlepool. Nigel discussed one particular project the Housing Trust are involved in, the Derwenthorpe village which looks at the lessons learnt from past projects and how they can improve their buildings. The way the Joseph Rowntree Housing Trust decided on best building practices was through experimentation over four years, they built two prototypes and used 17 different methods and as many M&E components as possible including grey water harvesting and block work systems. The aim of this experimentation was to see what worked to create the best possible building.

As well as all these design considerations Nigel also enforced the importance of the end user and their lifestyles with the Joseph Rowntree Housing Trust looking at how people live in buildings and what changes in lifestyles are expected in the future and how best can the prepare buildings for that. There were three main points that made up the JRH’s strategic servicing infrastructure, the first being fibre optics. The Trust believes that with the use of technology ever increasing including internet, television packages etc. they needed to invest in a viable cabling network. However none of the big companies were prepared to discuss such a project therefore the Trust developed a joint venture with an investor to set up their own fibre optics for the estate, by doing so they satisfied the customers and set them up for any increase in connectivity in the future.

The second point the Trust considered was Communal Heating, they looked at a variety of different heating techniques for the estate such as low ground source heat pumps.  Communal Heating was decided on in 2007 from a carbon footprint point of view as at the time the Code of Sustainable Homes was announced with zero carbon targets by 2016. Communal Heating is notoriously difficult to get working efficiently, just like any heating system however after it was distilled down into the six components that worked for the Trust it was able to provide fuel security and prince control for the future residents which is what users wanted from their buildings. The system now works and is one of the only systems in the country that is successful and has been contracted for 25 yrs to a European Communal Heating group.

However Nigel wanted to point out that the Derwenthorpe village has not been completely successful, the final point in their strategic servicing infrastructure was MVHR Systems. The project has not seen any success with these systems, it has been installed in 64 houses but customer feedback has been negative and there are many issues with it. As an alternative MEV is now being used. Nigel stresses that there is a market for MVHR systems but for it to work there needs to be massive improvements in the industry in terms of commissioning, installation and maintenance. There seems to be a technology focus rather than process and this needs to change if the industry is to satisfy clients and users of buildings.

Nigel’s main focus for the Derwenthorpe project was customer satisfaction, the importance of the end user. Fibre Optics and Communal Heating was installed for the benefit of the residents of that estate as they have certain expectations of the way they live including operational and financial. The Joseph Rowntree Housing Trust has focused on the end user for their design plans rather than what should work from the industry perspective. Rigorous testing and accepting systems aren’t right has gone into making sure buildings are built as best as they can be which is important for our industry, it’s taking into consideration the mistakes made on previous building stock and learning from them and also considering the occupants and their needs.

“The Cloud is as suited to small buildings as it is to big buildings or building portfolios”, Jeremy Towler, BSRIA

 Jeremy Towler reflected on the “smart” built environment and how we get there. Jeremy highlighted that there is a lot happening and changing in our industry emphasising that we are the last industry to go digital despite there being several opportunities for digital work particularly wirelessly. BEMS will become an increasing component of buildings, modules will be built off site and therefore digital technology needs to be an important investment. Mobility will also become a more important part of the built environment, currently everyone uses a mobile but with geo-location buildings will be able to recognise everyone in buildings and respond dynamically. With this the collective voice of the occupants starts to influence the building which could be quite revolutionary.

Building Analytics are also an important step towards a “smart” built environment, increasingly buildings have sophisticated software that permits building operation and how best to optimise them. With Building Analytics becoming a more common part of our industry there has been a move towards the Cloud which has allowed data mining to reveal relationships and trends we never could have imagined. With these advances also comes the development of Smart Cities, particularly in China where there is a commitment to build at least 30. Jeremy defines smart cities as an incorporation of intelligent buildings, broadband connectivity, innovation, digital inclusion and a knowledge workforce.

But Jeremy states it’s not just smart cities we have to consider, its smart grids and smart buildings. Smart grids is an advanced power grid for the 21st century, essentially it is a decentralised multi directional model where energy and information can flow from supplier to consumer and vice versa which enables a variety of new applications for homes and businesses. Smart homes on the other hand have reached a critical mass and are due to break into the standard housing market but with this there has been an opportunity seized by the utilities who are now offering connectivity.

With smart homes becomes the internet of things and the ‘ubiquitous homes’ where sophisticated systems learn behaviour and respond accordingly, like our mobile phones that can tell us where we want to go and how we need to get there, such software will be used in our own buildings to provide our homes with the settings that we need. However the current built environment is a long way from becoming a smart industry, currently more than 75% of the building stock has no intelligent controls which is primarily to do with the age of the buildings with over 40% of total stock being built before 1960. With this in mind there is an opportunity for the industry to consider a great deal of retrofit projects but for smart technology to work to its best potential for the built environment the industry needs new skills developed through training in software and hardware analysis.

“We are now accountable for how our buildings perform “, Michael Beaven, Arup Associates

 Michael Beaven continued on this theme of the industry needing to change but instead focused on workflows. Arup has learnt that change is beneficial to the industry, adaption is necessary to meet the needs of the client. Arup have changed what they do and how they do it, learning that doing things the same way over and over again is to no benefit. However despite the need to adapt there are constants within the industry, carbon being the main issue for energy costs and emissions for companies in reputational aspects as well as the bottom line an example being Sky who are very forward looking including reducing the carbon of their set top boxes from 10 to 4 watts saving 20megawatts to the grid.

Importance of energy and efficiency is paramount but so is what we build it with. Embodied carbon is a key player in how we build our buildings now; decisions are being made on where products come from and their whole life cycle rather than primarily cost efficiency. Buildings are also being tested now, everything is monitored in our buildings so we can learn how to improve them, we are accountable for how buildings perform. From this we can learn how to design buildings that are successful for end users.

Michael also emphasised Jeremy’s point of the internet of things, how the integration of IP controls are making building betters and even the advancement of BMW considering smart transport for smart cities. Building on the interaction between traffic signals and mobile data to develop relationships between them to better control traffic, even where you park will be managed in a smart way. Another important development in terms of smart technology is that people are now connecting and sharing information on what works for a building and how best practices can be established.

One of Michael’s most important arguments was the importance of BIM and the matter that we as an industry really need to get up to speed with it. It’s client driven so we need to be on board as it is not only changing our workflows but also our business, without a grasp we lose projects. There also needs to be an acceptance that BIM is not just about 3D drawings and design but rather it should be a changing of our work streams to digital.

BSRIA Briefing panel answers questions from the audience

Michael’s final point tied in one of the key themes of the morning, customer satisfaction or rather the importance of the end user. Arup are moving towards an end user focus, designing buildings for people rather than the client or the architect. He used Sky as an example of a company championing a place for people, designing a building that understands what the user wants rather than what is considered the best design. Michael emphasised the feedback loop, empowering people to vocalise what they want in a building, what controls work for them, with that Soft Landings is critical for discovering what works and what doesn’t and resolving these issues before a project is completed.

There were a variety of thoughtful questions throughout the morning ranging from what the industry is doing to combat the UK’s power supply reducing to 2% by 2016, John Tebbit argued that the UK needs to stop investing in the UK and instead build industry abroad and import into the UK. There was also discussion on why there are so many installations problems within the industry, Nigel Ingram suggested there was too much blame placed on the end user, that there needs to be more ownership of mistakes and to learn from them if the industry is to move forward. This was the key theme throughout the morning, for the industry to move forward in any pursuit especially digitally we need to focus on trends and accept change as a good thing. But when accepting change we also need to learn from our past mistakes rather than continue to avoid them.

“Change comes from doing 100 things 1% better”, Sir Clive Woodward

Following lunch guests were treated to an afternoon speech from Sir Clive Woodward who continued the theme of change being necessary to move forward and how that worked for the England rugby team and the British Olympic team. Sir Clive’s talk looked at the 3F’s or 6F’s argument and interestingly the importance of an Australian dentist and his impact on working habits. He emphasised the effort of a whole team being behind any win and argued that talent is not enough but learning, calmness and hard work are needed to leverage it.

A special mention also goes to Chris Monson, of main sponsor Trend, who was awarded an Honorary Membership of BSRIA, becoming only the 8th person honoured. Chris accepted the award from BSRIA Chairman Leslie Smith and thanked the company as well as the industry.

A big thank you to all delegates that attended and the speakers who gave their time to the event. Also thanks to Sir Clive Woodward for being our afternoon speaker and rounding up a fantastic Briefing.

To download the presentations from the event go to BSRIA’s website.

How to procure Soft Landings

BG 45/2013 Soft Landings procurement Guide

BG 45/2013 Soft Landings procurement Guide

BSRIA has just launched its latest guidance on the Soft Landings graduated handover process.   How to Procure Soft Landings – guidance for clients, consultants and contractors is designed to help clients and their professional and building teams frame their Soft Landings requirements in a consistent and structured manner.

 The guide is a response to two clear trends in the use of Soft Landings. Primarily, clients aren’t sure what they are asking for when they call for it in tenders. Construction firms are seeing wide differences in client requirements. The initiated clients may spell it out, but for every expert client there are 20 who simply ask for Soft Landings without a clear idea of what it is.

 Many builders and contractors, particularly those not up with current thinking, are similarly clueless on how best to respond. That’s one of the downsides with an open-source protocol – the viral spread of Soft Landings is a good thing, but a lack of certification and control means that the uninitiated can easily catch a cold.

 Second, Soft Landings is being adopted by central government as a formal procurement policy. This is Government Soft Landings (otherwise known as GSL), a Cabinet Office-inspired interpretation of Soft Landings for government clients. While it’s not a million miles away from the official version published by BSRIA and the Usable Buildings Trust, GSL takes a more facilities management perspective of the process and focusses far more on getting guaranteed outcomes from the construction industry. GSL is slated to be mandated for central government projects in 2016, along with the adoption of Building Information Modelling (BIM), with which Soft Landings is well-suited.

 So what we have, then, are commercial clients still a little confused in their (voluntary) adoption of Soft Landings. On top of that is an incoming group of government clients, building anything from schools to prisons to aircraft hangers,  for whom Soft Landings is a huge unknown but who will be mandated to adopt it. BSRIA’s view is that it might be a good idea to lay out the best ways of expressing Soft Landings in client requirements, pre-qualification questionnaires, and invitations to tender, so that the clients and industry alike get greater consistency in Soft Landings projects from the very outset.  

 The procurement guide has benefited substantially from the Soft Landings User Group, a BSRIA-run team of clients, architects, consultants and contractors who have learnt from experience on Soft Landings projects what works well and what doesn’t. This learning has been used to create practical, generic requirements for Soft Landings activities that can be used in project documentation. 

 A body like the User Group is absolutely vital for the practical development of Soft Landings. BSRIA knows it doesn’t have all the answers, and in any case should not dictate how Soft Landings is put into operation on real projects. Each project has its own needs and objectives, and each form of procurement throws up its own set of opportunities and challenges. The trick is to find out what works in each context, and try and find ways round thorny issues like novation and cost-cutting for instance, both of which can compromise the best of intentions.

 The guide provides specifically-worded requirements for each step in each of the five stages of Soft Landings.  The guidance is split into three sections, with requirements worded for clients appointing professional designers, clients appointing main contractors/builders, and contractors appointing sub-contractors.  Inevitably, there is some repetition, but the guide gets round that at relevant points by referring the reader to sections in the guide where a specific requirement is more logically located. 

Stage 3 - Pre-handover

Stage 3 – Pre-handover

The example shown is typical. Energy metering installations are proving to be a major problem – they are installed to satisfy Building Regulations, but are often not set up in a way that makes them useful. Although the Soft Landings Framework calls for an energy metering strategy, the procurement guide goes a step further by spelling out what should be provided, in this case at the pre-handover stage. Each requirement is supported by explanatory text that gives the main contractor, in this instance, some background context and the reasons for the requirement.

 Some Soft Landings stages may have more than one worded requirement. Some optional requirements have also been provided, for instance in the aftercare stages where it may be important to spell out precisely who should be involved and for how long.

 For example, under the core requirements for main contractors appointing sub-contractors, contractors have the option of requiring a subcontractor to be retained to assist the client and other members of the project team during handover, and afterwards to monitor the building’s performance. Some sub-contractors may be required to be based on site full-time during the initial aftercare period to assist with end-user queries and to undertake fine-tuning of systems. This would not typically apply to a ductwork sub-contractor, but it would usually apply to a controls sub-contractor. More critically, it could apply to any contractor whose systems or components come with automatic controls, particularly those with bespoke communication protocols (seemly most of them) which can only be adjusted by the supplier after payment of a fat call-out fee. If you’re nodding at this point, you know how it is. The Soft Landings procurement guide now covers this issue, and many others like it.

 An opportunity has been taken to fill gaps in the Soft Landings Framework, published back in 2009 when practical experience was a bit thin on the ground. For example, the guide contains a generic design work stage which was not included in the Framework. The procurement guide also provides more detailed advice on principles of procurement and tendering, how to include Soft Landings in tender processes and interviews, and some advice on the best way to budget for Soft Landings.

 The timing of the guidance also coincided fortuitously with the publication of the 2013 RIBA Plan of Work, which gave BSRIA the opportunity to align Soft Landings stages against the new RIBA stages, and those published by the CIC. There’s also a public sector Soft Landings decision tree included to help government and local authority clients dovetail their procurement requirements with Soft Landings requirements.

 Building performance research is identifying many critical aspects of procurement where clients and the construction industry need to tighten up their respective acts. The commissioning manager is a critical role, and the earlier they can be appointed the better. The procurement guide offers some advice on how to do this, and what their role should be in Soft Landings.

 Soft Landings is not job in itself but a set of roles and responsibilities shared among the client and project team. However, on large jobs particularly a co-ordinator may be needed to make sure the administration is carried out. Paperwork – which could include updating operational risk registers in BIM models for example – needs to be done by someone. If this isn’t covered, Soft Landings might fail ‘for want of a nail’.

 BSRIA hopes that How to Procure Soft Landings – guidance for clients, consultants and contractors will provide all that clients and project teams need to put Soft Landings into operation.  It is a practical guide to accompany the Soft Landings Framework – still the industry bible on what Soft Landings is about, and why you should adopt it.

 With all this talk about the performance gap between design and building operation, we mustn’t lose sight of the fact that the act of procuring a building and constructing it is a team enterprise. No-one goes into the process with the intention of doing a bad job.  Events, like many things in life, can conspire against it. What Soft Landings tries to do is provide toeholds for everyone involved to do a better job in the face of budgetary, time and skills pressures.  How to Procure Soft Landings – guidance for clients, consultants and contractors provides a whole load more toeholds for everyone.

 BSRIA BG45/2013 How to Procure Soft Landings – guidance for clients, consultants and contractors is available from BSRIA bookshop.

There is more to BIM than a model

By mandating the use of Building Information Management (BIM) on all its construction projects by 2016, the UK Government has taken the world lead in driving forward the BIM agenda.  Many blue chip construction organisations, in all parts of the supply chain, are investing heavily to help maximise the potential benefits that the adoption of such an initiative can bring to them.  This may take the form of eligibility to work on Government projects, or just increasing their own efficiency through improved working methods.

 However, whilst there is undoubtedly enormous momentum to the uptake of BIM in the UK, some areas of the BIM process are progressing faster than others.  New uses and applications for the software model seem to be found daily, with links to design software and facilities management programs now coming on line.  But more focus is needed on the other parts of the process – the organising and ‘naming’ of data and the methodology for issuing the data in a form that can be used both during and after the construction phase.

 Whereas the use of a software model may not present obvious advantages for those in house-building, looking at the wider BIM process may be of more benefit.  Considering how they arrange and control their flow of data may help house builders to realise savings through increased efficiency, which in turn may enable them to invest in relevant software tools.

 The introduction of a simple document management system (another key part of the BIM process), arranged in accordance with BS 1192:2007 Collaborative production of architectural, engineering and construction information – Code of practice, for example, enables the controlled naming and flow of data between parties.  This allows data to be easily found rather than having to create it time and again. This assists current work activities procedures and can be ofBIM blog benefit on all projects, not just those employing BIM. Similarly, presenting construction and operational data for occupiers and end users in a readily understandable form will greatly increase their understanding of the facility and its systems.

 The message to house builders should be to look at the whole BIM process and carefully consider how it can be applied to what they do.  Adopt the simple measures in the short term and develop a strategy to achieve ‘full BIM’ in the context of the type of work they do as they gain experience.  A BIM project of social housing may look very different to that of a high-tech commercial building, but there are elements of BIM which can add real value to both. 

 BSRIA has worked with the NHBC Foundation to produce  NF49 Building Information Modelling – an introduction for house builders.  Reading NF49 could be their first BIM step.

COBie – it’s all about the fields

We are all becoming familiar with the 3D BIM model and the benefits it can bring to the construction process, but the challenge is to get the data it contains to the right people at the right time.  The Government has decided that COBie is going to enable us all to do this in a friendly Excel format, and as engineers, contractors and FMs are used to seeing plant performance data in schedules it should be easy to replace those with the COBie spreadsheets, right?  Well, not yet.

The idea is to complete the COBie spreadsheets and give them to the client at predetermined information exchange points, or data drops, throughout the procurement process at points where the client is required to make key decisions.  In most cases the spreadsheets can be populated by certain basic building data directly from the model.  However, the COBie UK 2012 spreadsheets do not include any fields for the performance of M&E plant or equipment – a fundamental flaw in the strategy and a serious obstacle to their widespread adoption.  Therefore, as things stand this information must be added manually at each information exchange stage, a considerable task on most projects where BIM will be used and will add significantly to the amount of effort required to deliver all the relevant data in the COBie format, as required by UKHMG.  Also, the headings used are in ‘model’ speak and not readily understood by the intended users.

Whilst the idea of producing information in a form which is readily accessible to all parties is simple, it is key that the COBie spreadsheets are easy to follow, and can be quickly understood.  To achieve this they must use a language which is familiar to construction professionals, and the right type of data needs to be included.  Unfortunately, this is not the case at present but it is hoped that feedback from the Government’s Ministry of Justice pilot projects, due to report later this year, may change this.  The key to making the construction information available ultimately to the FMs is accurate, clear, comprehensive COBie data files. A little work remains to be done to achieve this, but it should be possible.

BIM Task Group / COBIE UK 2012

COBie UK 2012 example. Building Information Modelling (BIM) Task Group

 

BSRIA Events 

Engaging with BIM http://www.bsria.co.uk/training-and-events/details/engaging-with-bim-event/ 

An introduction to BIM http://www.bsria.co.uk/training-and-events/details/an-introduction-to-bim/

BIM – It’s all about the information

There are clearly many advantages to be gained from producing a co-ordinated, data rich model.  Early 3D visualisation can help the client understand what they are getting, the design team to see how their particular systems and components fit within the structure, and various arrangements or ideas can be investigated virtually before getting to site.

However, it is important to realise that the core objective of BIM is the management of information, and this should include all relevant information produced throughout the life of the building or construction entity, not just the model – or data held within the model.

The UK Government has identified their need to have the right level of information about a project available at the right point in the procurement process to enable them to make better informed decisions which, in turn, should result in cost savings through reduction of abortive work, reworking and wastage.  The adoption of BIM for all relevant information, from inception to demolition, can only help this process, but to maximise the benefits available, the information must be accessible to all the intended users.  In view of this, perhaps a wider debate is yet to be had on what should be in the model and what simply linked to.

The management of information is not a new idea.  In fact, all major construction projects employ a document management system to arrange and make available the vast number of documents and data generated as part of the design and construction processes.  The key is to capture this and make it available in a readily accessible format to the team charged with operating the building throughout its life.  A robust system introduced at an early stage can avoid having to reproduce data again after handover.

Further information:

Software for the Future . Call for participants for 31 May 2012 workshop. Closing date: 16:00 15 May 2013

BIM – management for value, cost and carbon improvement. A report for the Government Construction Client Group Building Information Modelling (BIM) Working Party Strategy Paper

%d bloggers like this: