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Copyright © 2011 by John Wiley & Sons, Inc.. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data:

BIM handbook : a guide to building information modeling for owners, managers, designers, engineers and contractors / Chuck Eastman... [et al.]. — 2nd ed. p. cm. Includes bibliographical references and index. ISBN 978-0-470-54137-1 (hardback); 978-0-470-95134-7 (ebk); 978-0-470-95153-8 (ebk); 978-1-118-02167-5 (ebk); 978-1-118-02168-2 (ebk); 978-1-118-02169-9 (ebk)

1. Building—Computer simulation—Handbooks, manuals, etc. 2. Building management—Data processing—Handbooks, manuals, etc. 3. Communication in the building trades—Handbooks, manuals, etc. 4. Architectural practice—Handbooks, manuals, etc.
2. Architects and builders—Handbooks, manuals, etc. 6. Construction industry—Information resources management—Handbooks, manuals, etc. I. Eastman, Charles M. TH437.B53 2011 690.0285—dc 2010045229

Printed in the United States of America SECOND EDITION 10 9 8 7 6 5 4 3 2 1



Contents v

vii

Foreword

In the seven years since the term “Building Information Modeling” or BIM was first introduced in the AEC industry, it has gone from being a buzzword with a handful of early adopters to the centerpiece of AEC technology, which encom- passes all aspects of the design, construction, and operation of a building. Most of the world’s leading architecture, engineering, and construction firms have already left behind their earlier, drawing-based, CAD technologies and are using BIM for nearly all of their projects. The majority of other firms also have their transitions from CAD to BIM well underway. BIM solutions are now the key technology offered by all the established AEC technology vendors that were earlier providing CAD solutions. In addition, the number of new technol- ogy providers that are developing add-on solutions to extend the capabilities of the main BIM applications in various ways is growing at an exponential pace. In short, BIM has not only arrived in the AEC industry but has literally taken it over, which is particularly remarkable in an industry that has historically been notoriously resistant to change. It is important to keep in mind that BIM is not just a technology change, but also a process change. By enabling a building to be represented by intel- ligent objects that carry detailed information about themselves and also under- stand their relationship with other objects in the building model, BIM not only changes how building drawings and visualizations are created, but also dra- matically alters all of the key processes involved in putting a building together: how the client’s programmatic requirements are captured and used to develop space plans and early-stage concepts; how design alternatives are analyzed for aspects such as energy, structure, spatial configuration, way-finding, cost, con- structability, and so on; how multiple team members collaborate on a design, within a single discipline as well as across multiple disciplines; how the build- ing is actually constructed, including the fabrication of different components by sub-contractors; and how, after construction, the building facility is oper- ated and maintained. BIM impacts each of these processes by bringing in more intelligence and greater efficiency. It also goes over and beyond improving exist- ing processes by enabling entirely new capabilities, such as checking a multi- disciplinary model for conflicts prior to construction, automatically checking a

viii Foreword

design for satisfaction of building codes, enabling a distributed team to work simultaneously on a project in real time, and constructing a building directly from a model, thereby passing 2D drawings altogether. It is hardly surprising, then, to find that BIM has also become the catalyst for significant process and contractual changes in the AEC industry such as the growing move towards IPD or “Integrated Project Delivery.” Given how vast BIM is, both as a multi-disciplinary design, analysis, construction, and facilities management technology, as well as the harbinger of dramatic process changes, it would seem almost impossible to distill the essence of it in a book. Yet this is precisely what The BIM Handbook has been able to do. It provides an in-depth understanding of the technology and proc- esses behind building information modeling, the business and organizational issues associated with its implementation, and the advantages that the effective use of BIM can provide to all members of a project team, including architects, engineers, contractors and sub-contractors, facility owners and operators, as well as building product suppliers who need to model their products so that they can be incorporated into the building model. The book is targeted towards both practitioners in the industry as well as students and researchers in academia. For practitioners, it provides not just a deeper understanding of BIM but practical information including the software applications that are available, their relative strengths and limitations, costs and needed infrastruc- ture, case studies, and guidance for successful implementation. For students and researchers, it provides extensive information on the theoretical aspects of BIM that will be critical to further study and research in the field. First published in 2008, The BIM Handbook is authored by a team of leading academics and researchers including Chuck Eastman, Paul Teicholz, Rafael Sacks, and Kathleen Liston. It would be difficult to find a team more suited to crafting the ultimate book on BIM. Chuck Eastman, in particular, can be regarded as the world’s leading authority on building modeling, a field he has been working in since the 1970s at universities including UCLA and Carnegie-Mellon. I referred to his papers and books extensively during the course of my own Ph.D. work in building modeling while I was at UC Berkeley. In 1999, he published the book Building Product Models: Computer Environments Supporting Design and Construction , which was the first and only book to extensively compile and discuss the concepts, technologies, stand- ards, and projects that had been developed in defining computational data models for supporting varied aspects of building design, engineering, and con- struction. He continues to lead research in the area of building product models and IT in building construction in his current role as Professor in the Colleges of Architecture and Computing at Georgia Institute of Technology, Atlanta,

x Foreword

history, as well as its potential future in one convenient place. It is, of course, the must-have text book on BIM for all academic institutions who would like to teach or research this subject, given the academic and research credentials of its authors. There were many sections of the book that were illuminating and insightful even to someone like me, who has been analyzing and writing about AEC technology for close to ten years now. This helps to gauge how much value the book would bring to an AEC practitioner whose prime focus would be on the actual process of design, construction, or operation of a build- ing rather than a full-time study of the technologies supporting it. True to its title, The BIM Handbook indeed serves as a handy reference book on BIM for anyone working in the AEC industry who needs to understand its current and future technological state of the art, as BIM is not only what is “in” today but is also the foundation on which smarter and better solutions will be built going forward.

Lachmi Khemlani, Ph.D. Founder and Editor, AECbytes

xi

Preface

This book is about a new approach to design, construction, and facility man- agement called building information modeling (BIM). It provides an in-depth understanding of BIM technologies, the business and organizational issues associated with its implementation, and the profound impacts that effective use of BIM can provide to all parties involved in a facility over its lifetime. The book explains how designing, constructing, and operating buildings with BIM differs from pursuing the same activities in the traditional way using drawings, whether paper or electronic. BIM is beginning to change the way buildings look, the way they function, and the ways in which they are built. Throughout the book, we have intention- ally and consistently used the term “BIM” to describe an activity (meaning building information modeling ), rather than an object ( building information model ). This refl ects our belief that BIM is not a thing or a type of software but a human activity that ultimately involves broad process changes in design, construction and facility management. Perhaps most important is that BIM creates significant opportunity for society at large to achieve more sustainable building construction processes and higher performance facilities with fewer resources and lower risk than can be achieved using traditional practices.

Why a BIM Handbook?

Our motivation in writing this book was to provide a thorough and consolidated reference to help students and practitioners in the construction industry learn about this exciting new approach, in a format independent of the commercial interests that guide vendors’ literature on the subject. There are many truths and myths in the generally accepted perceptions of the state of the art of BIM. We hope that The BIM Handbook will help reinforce the truths, dispel the myths, and guide our readers to successful implementations. Some well-meaning deci- sion-makers and practitioners in the construction industry at-large have had dis- appointing experiences after attempting to adopt BIM, because their efforts and expectations were based on misconceptions and inadequate planning. If this book can help readers avoid these frustrations and costs, we will have succeeded. Collectively, the authors have a wealth of experience with BIM, both with the technologies it uses and the processes it supports. We believe that BIM represents a paradigm change that will have far-reaching impacts and

development, and a coast-guard training facility). There is also a study of a single tower cable-stayed bridge in Finland.

What’s New in This Edition?

BIM is developing rapidly, and it is difficult to keep up with the advances in both technology and practice. Integrated Project Delivery (IPD) is a collabo- rative contracting paradigm that has been developed and adopted within the three years since we completed the first edition. BIM tools are increasingly used to support sustainable design, construction, and operation. There has been increasing support by BIM for lean design and construction methods which are highlighted throughout the book. Some innovations we predicted would become commercial by 2012, such as tracking of building components using BIM and radio-frequency ID tagging, have already been used in practice. This edition not only addresses these themes and updates the material related to the BIM applications; it also introduces sections on new technologies, such as laser scanning and BIM servers. It also includes six new case studies.

How to use The BIM Handbook

Many readers will find the Handbook a useful resource whenever they are confronted with new terms and ideas related to BIM in the course of their work or study. A thorough first-reading, while not essential, is of course the best way to gain a deeper understanding of the significant changes that BIM is bringing to the AEC/FM industry. The first section (Chapters 1–3) is recommended for all readers. It gives a background to the commercial context and the technologies for BIM. Chapter 1 lists many of the potential benefits that can be expected. It first describes the difficulties inherent in current practice within the U.S. construction industry and its associated poor productivity and higher costs. It then describes vari- ous approaches to procuring construction, such as traditional design-bid-build, design-build, and others, describing the pros and cons for each in terms of realizing benefits from the use of BIM. It describes newer integrated project delivery (IPD) approaches that are particularly useful when supported by BIM. Chapter 2 details the technological foundations of BIM, in particular paramet- ric and object-oriented modeling. The history of these technologies and their current state of the art are described. The chapter then reviews the leading commercial application platforms for generating building information models. Chapter 3 deals with the intricacies of interoperability, including how build- ing information can be communicated and shared from profession to profes- sion and from application to application. The relevant standards, such as IFC (Industry Foundation Classes) and the U.S. National BIM Standards are cov- ered in detail. Chapters 2 and 3 can also be used as a reference for the technical aspects of parametric modeling and interoperability. Readers who desire specific information on how they can adopt and implement BIM in their companies can find the details they need in the

Preface xiii

relevant chapter for their profession within Chapters 4–7. You may wish to read the chapter closest to your area of interest and then only the executive sum- maries of each of the other chapters. There is some overlap within these chapters, where issues are relevant to multiple professions (for example, subcontractors will find relevant information in Chapters 6 and 7). These chapters make frequent reference to the set of detailed case studies provided in Chapter 9. Those who wish to learn about the long-term technological, economic, organizational, societal, and professional implications of BIM and how they may impact your educational or professional life will find an extensive discus- sion of these issues in Chapter 8. The case studies in Chapter 9 each tell a story about different profession- als’ experiences using BIM on their projects. No one case study represents a “complete” implementation or covers the entire building lifecycle. In most cases, the building was not complete when the study was written. But taken together, they paint a picture of the variety of uses and the benefits and prob- lems that these pioneering firms have already experienced. They illustrate what could be achieved with existing BIM technology at the start of the 21st century. There are many lessons learned that can provide assistance to our readers and guide practices in future efforts. Finally, students and professors are encouraged to make use of the study questions and exercises provided at the conclusion of each chapter.

Acknowledgments

Naturally, we are indebted fi rst and foremost to our families, who have all borne the brunt of the extensive time we have invested in this book. Our thanks and appreciation for the highly professional work of Lauren Poplawski, Editorial Program Coordinator, and to Kathryn Bourgoine, Acquisitions Editor, both at John Wiley and Sons. Our research for the book was greatly facilitated by numerous builders, designers, and owners, representatives of software companies and govern- ment agencies; we thank them all sincerely. Five of the case studies were origi- nally prepared by graduate students in the College of Architecture at Georgia Tech, and others were initially drafted by students at the School of the Built Environment at the University of Salford, and at the Tallinn University of Applied Sciences; we thank them, and their efforts are acknowledged person- ally at the end of each relevant case study. The case studies were made possible through the very generous contributions of the project participants who cor- responded with us extensively and shared their understanding and insights. Finally, we are grateful to Lachmi Khemlani for her enlightening foreword to this second edition and for her signifi cant contributions to BIM, reflected in her publication of AECbytes. Finally, we are grateful to Jerry Laiserin for his enlightening foreword in the first edition and for helping to initiate the original idea for The BIM Handbook.

xiv Preface

2 Chapter 1^ BIM Handbook Introduction

both the technology behind BIM and recommends ways to best take advantage of the new business processes it enables for the entire lifecycle of a building. It concludes with an appraisal of various problems one might encounter when converting to BIM technology.

1.1 INTRODUCTION

To better understand the significant changes that BIM introduces, this chapter begins with a description of current paper-based design and construction meth- ods and the predominant business models now in use by the construction industry. It then describes various problems associated with these practices, out- lines what BIM is, and explains how it differs from 2D and 3D computer-aided design (CAD). We give a brief description of the kinds of problems that BIM can solve and the new business models that it enables. The chapter concludes with a presentation of the most significant problems that may arise when using the technology, which is now only in its early phase of development and use.

1.2 THE CURRENT AEC BUSINESS MODEL

Currently, the facility delivery process remains fragmented, and it depends on paper-based modes of communication. Errors and omissions in paper docu- ments often cause unanticipated field costs, delays, and eventual lawsuits between the various parties in a project team. These problems cause friction, financial expense, and delays. Efforts to address such problems have included: alternative organizational structures such as the design-build method; the use of real-time technology, such as project Web sites for sharing plans and docu- ments; and the implementation of 3D CAD tools. Though these methods have improved the timely exchange of information, they have done little to reduce the severity and frequency of conflicts caused by paper documents or their electronic equivalents. One of the most common problems associated with 2D-based communi- cation during the design phase is the considerable time and expense required to generate critical assessment information about a proposed design, includ- ing cost estimates, energy-use analysis, structural details, and so forth. These analyses are normally done last, when it is already too late to make impor- tant changes. Because these iterative improvements do not happen during the design phase, value engineering must then be undertaken to address inconsist- encies, which often results in compromises to the original design.

1.2 The Current AEC Business Model 5

structural, HVAC, piping, and plumbing components. These designs are recorded on drawings (plans, elevations, 3D visualizations), which must then be coordinated to reflect all of the changes as they are identified. The final set of drawings and specifications must contain sufficient detail to facilitate construction bids. Because of potential liability, an architect may choose to include fewer details in the drawings or insert language indicating that the drawings cannot be relied on for dimensional accuracy. These practices often lead to disputes with the contractor, as errors and omissions are detected and responsibility and extra costs reallocated. Stage two involves obtaining bids from general contractors. The owner and architect may play a role in determining which contractors can bid. Each contractor must be sent a set of drawings and specifications which are then used to compile an independent quantity survey. These quantities, together with the bids from subcontractors, are then used to determine their cost estimate. Subcontractors selected by the contractors must follow the same process for the part of the project that they are involved with. Because of the effort required, contractors (general and subcontractors) typically spend approximately 1 percent of their estimated costs in compiling bids.^1 If a contractor wins approximately one out of every 6 to 10 jobs that they bid on, the cost per successful bid averages from 6 to 10 percent of the entire project cost. This expense then gets added to the general and subcontractors’ over- head costs. The winning contractor is usually the one with the lowest responsible bid, including work to be done by the general contractor and selected subcontrac- tors. Before work can begin, it is often necessary for the contractor to redraw some of the drawings to reflect the construction process and the phasing of work. These are called general arrangement drawings. The subcontractors and fabricators must also produce their own shop drawings to refl ect accu- rate details of certain items, such as precast concrete units, steel connections, wall details, piping runs, and the like. The need for accurate and complete drawings extends to the shop draw- ings, as these are the most detailed representations and are used for actual fabrication. If these drawings are inaccurate or incomplete, or if they are based on drawings that already contain errors, inconsistencies, or omissions, then expensive time-consuming conflicts will arise in the field. The costs associated with these confl icts can be significant.

(^1) This is based on two of the authors’ personal experience in working with the construction indus- try. This cost includes the expense of obtaining bid documents, performing quantity takeoff, coor- dinating with suppliers and subcontractors, and the cost estimating processes.

6 Chapter 1^ BIM Handbook Introduction

Inconsistency, inaccuracy, and uncertainty in design make it difficult to fabricate materials offsite. As a result, most fabrication and construction must take place onsite and only after exact conditions are established. Onsite con- struction work is more costly, more time-consuming, and prone to produce errors that would not occur if the work were performed in a factory environ- ment where costs are lower and quality control is better. Often during the construction phase, numerous changes are made to the design as a result of previously unknown errors and omissions, unanticipated site conditions, changes in material availabilities, questions about the design, new client requirements, and new technologies. These need to be resolved by the project team. For each change, a procedure is required to determine the cause, assign responsibility, evaluate time and cost implications, and address how the issue will be resolved. This procedure, whether initiated in writing or with the use of a Web-based tool, involves a Request for Information (RFI), which must then be answered by the architect or other relevant party. Next a Change Order (CO) is issued and all impacted parties are notified about the change, which is communicated together with needed changes in the draw- ings. These changes and resolutions frequently lead to legal disputes, added costs, and delays. Web site products for managing these transactions do help the project team stay on top of each change, but because they do not address the source of the problem, they are of marginal benefit. Problems also arise whenever a contractor bids below the estimated cost in order to win the job. Contractors often abuse the change process to recoup losses incurred from the original bid. This, of course, leads to more disputes between the owner and project team. In addition, the DBB process requires that the procurement of all materi- als be held until the owner approves the bid, which means that long lead time items may extend the project schedule. For this and other reasons (described below), the DBB approach often takes longer than the DB approach. The final phase is commissioning the building, which takes place after con- struction is finished. This involves testing the building systems (heating, cooling, electrical, plumbing, fire sprinklers, and so forth) to make sure they work prop- erly. Depending on contract requirements, final drawings are then produced to reflect all as-built changes, and these are delivered to the owner along with all manuals for installed equipment. At this point, the DBB process is completed. Because all of the information provided to the owner is conveyed in 2D (on paper or equivalent electronic files), the owner must put in a considerable amount of effort to relay all relevant information to the facility management team charged with maintaining and operating the building. The process is time-consuming, prone to error, costly, and remains a significant barrier.