This article was produced by Olswang LLP, which joined with CMS on 1 May 2017.
Despite the publication of numerous government reports which highlight years of inefficiency in the UK construction industry, little progress has been made to address the problems. In an attempt to bring about positive change, the UK government released the Construction StrategyConstruction 2025 in 2011 which defines a set of objectives which will also help to achieve the overarching goals published in . One of the strategy objectives to bring about this change is Building Information Modelling (BIM).
As Sarah Rock has mentioned, there is a lot of confusion regarding what BIM actually is, possibly due to the plethora of different information in circulation. For clarity, BIM is not a 3D model; it is a process of working. It is a way of collaboratively sharing structured information throughout an assets lifecycle. So, perhaps, the acronym could be better understood as “Better Information Management”?
Regardless of the definition, one thing is for sure, BIM is the current buzzword within the industry; however, this buzzword is here to stay. The benefits of BIM are being acknowledged around the world and the UK is no exception. The Government has mandated at least ‘Level 2’ BIM on all central government department projects by 2016. At this level, each project member is required to attach project information to a 3D model of their work which they create using parametric modelling software.
Parametric modelling software is more advanced than traditional CAD. Instead of creating an image through a system of lines, it places objects that interact with each other through their individual properties and awareness of space. Each object can act as a reference point which allows project information to be co-ordinated and synchronised throughout the asset’s lifecycle. Each individual model can then be joined together to create a federated model which can be used to access all project information.
Like BIM, the CIOB Contract for use with Complex Projects (CPC2013) was born in an attempt to address the inefficiencies of the construction industry. In 2007, Managing the Risk of Delayed Completion in the 21st Century had identified that over 60% of complex projects were not delivered on time or within budget and that inadequate progress records were being kept for their management. Subsequently, a Guide to Good Practice in the Management of Time in Complex Projects was published by the CIOB in 2010 to reduce the likelihood of these overruns and aspects of the guide are incorporated into the contract.
Owing to the reasons why BIM and CPC2013 were developed, it is unsurprising that there are some notable similarities. Both:
- Require transparent electronic information exchange,
- Aim to produce high value project information which can be used to make informed decisions and increase certainty for project team members,
- Require front end investment in an attempt to reduce the likelihood and severity of future problems,
- Require high levels of collaboration.
Therefore, if used correctly, BIM and CPC2013 could work hand in hand to bring about the changes the construction industry needs. This is not to say that CPC2013 is the only contract suitable for BIM projects, there are a few others out there but these may require bespoke amendments or the incorporation of a BIM protocol with legal effect, such as that currently published by the Construction Industry Council. But, as the first standard form of construction contract to include BIM provisions in its clauses and appendices, CPC2013 does go some way to promote the use of Level 2 BIM by addressing some of the common barriers associated with its adoption.
David-John Gibbs is an Engineering Doctorate researcher at Loughborough University and Hill International. His doctorate is investigating the development of BIM to support innovative delay analysis and pro-active project control measures.
Previous blogs in Constructive’s BIM series can be found here:
