Holistic BIM

Mind map of BIM in full

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Holistic BIM by Mind Map: Holistic BIM

1. Information

1.1. Information Stack

1.1.1. Asset Information

1.1.1.1. Catagory

1.1.1.1.1. Operational

1.1.1.1.2. Non-Operational

1.1.1.1.3. Redundent

1.1.1.2. Code

1.1.1.2.1. Asset Register

1.1.1.3. Information

1.1.1.3.1. Attributes

1.1.1.3.2. Made data

1.1.1.3.3. Installation

1.1.1.4. Usage

1.1.1.4.1. Condition

1.1.1.4.2. Remote condition monitoring

1.1.1.4.3. Utilisation

1.1.1.4.4. Performance

1.1.1.4.5. Health and Safety

1.1.1.5. Weather

1.1.1.5.1. During installisation

1.1.1.5.2. During use

1.1.1.5.3. During change/intevention

1.1.1.6. Change / intervention

1.1.1.6.1. Planned

1.1.1.6.2. Reactive

1.1.1.6.3. Emergency

1.1.1.6.4. Failure

1.1.2. Cost Data Set

1.1.2.1. Client

1.1.2.2. Target Cost / Price

1.1.2.3. Actual Cost / Price

1.1.2.4. Change Management

1.1.2.5. Forecast

1.1.2.5.1. Periodic

1.1.2.5.2. Cost to Complete

1.1.2.5.3. Anticipated Final Cost (AFC)

1.1.2.6. Earned Value Anaylsis

1.1.2.7. Final Account

1.1.2.8. Operational Cost

1.1.2.9. Whole Life Cost

1.1.3. Location Data Set

1.1.3.1. GIS

1.1.3.2. Survey

1.1.3.2.1. LiDAR

1.1.3.2.2. Laser

1.1.3.2.3. Traditional

1.1.3.3. Ground Investigation

1.1.3.4. Complexities and Parameters

1.1.3.4.1. Complexities

1.1.3.4.2. Parameters

1.1.3.4.3. Utilisation type

1.1.3.5. Utilities & Buried Services

1.1.3.6. SSI & Heritage

1.1.3.7. Environmental Surveys

1.1.3.8. As Built

1.1.3.8.1. at time of placing

1.1.3.8.2. as works progress

1.1.3.8.3. upon completion

1.1.4. Procurement Data Set

1.1.4.1. Strategies

1.1.4.1.1. Behaviours

1.1.4.1.2. Risk Apportionment

1.1.4.1.3. Base Contract

1.1.4.1.4. Form of Contract

1.1.4.2. Selection

1.1.4.2.1. Expression of Interest

1.1.4.2.2. PQQ

1.1.4.2.3. Linkup

1.1.4.3. Tender

1.1.4.3.1. ITT

1.1.4.3.2. Tender Return

1.1.4.3.3. Tender Evaluation

1.1.4.4. Approvals

1.1.4.4.1. Gateway Papers

1.1.4.5. Contract Award

1.1.4.6. Contract Documents

1.1.4.7. Market Intelligence

1.1.5. Work (Method) - PM Data Set

1.1.5.1. Construction Phase Plan

1.1.5.2. Work Package Plan

1.1.5.3. Method Statements

1.1.5.3.1. Task Briefing Sheets

1.1.5.3.2. Lifting Plans

1.1.5.4. Health & Safety

1.1.5.5. Temporary Works

1.1.5.6. Actual Records

1.1.6. Interventions - Engineering Data Set

1.1.6.1. Type of Intervention

1.1.7. Resource Data Set

1.1.7.1. Budgeted

1.1.7.2. Planned

1.1.7.2.1. Staff

1.1.7.2.2. Labour

1.1.7.2.3. Plant

1.1.7.2.4. Materials

1.1.7.2.5. Contractors

1.1.7.2.6. Trains

1.1.7.2.7. Possessions

1.1.7.2.8. Access

1.1.7.3. Estimate

1.1.7.4. Actual

1.1.7.5. Records

1.1.7.6. Logistics

1.1.7.7. Anaylictics

1.1.8. Organisation Data Set

1.1.8.1. Network Rail

1.1.8.1.1. Operations

1.1.8.1.2. Client

1.1.8.1.3. Sponsor

1.1.8.1.4. Delivery

1.1.8.1.5. Support

1.1.8.2. TOCs / FOCs

1.1.8.2.1. TOCs

1.1.8.2.2. FOCs

1.1.8.3. Supply Chain

1.1.8.4. Councils / Authorising Bodies

1.1.8.5. Stakeholders

1.1.8.6. Members of the Public

1.1.8.6.1. Local residents

1.1.8.6.2. Local businesses

1.1.8.6.3. Other MoPs

1.1.8.7. Interested / Influential Bodies

1.1.8.8. Acadamia

1.1.8.8.1. Sheffield Hallam University

1.1.8.8.2. Edinburgh Napier University

1.1.8.9. Charities

1.1.8.9.1. Corporate Social Responsibility (CSR)

1.1.8.9.2. Other charitable engagement

1.2. Collaboration

1.3. Share data

1.3.1. common data environment

1.3.1.1. SharePoint

1.3.1.1.1. webparts

1.3.1.1.2. mindmaps

1.3.1.1.3. DOORS

1.3.1.1.4. databases

1.3.1.2. Project Wise

1.3.1.2.1. CAD drawings

1.3.1.2.2. 3D Models

1.3.1.2.3. Survey Data

1.3.1.2.4. Buried Services Information

1.3.1.3. eB

1.3.1.3.1. Documents

1.3.1.3.2. Non-Graphical Data

2. Building / Infrastructure

2.1. Operational

2.2. Non-Operational

3. Modelling

3.1. Documents

3.1.1. Contract

3.1.2. Design Risk Logs

3.1.3. Duty Holder notifications

3.1.4. Pre-construction Information Pack

3.1.5. Construction Phase Plans

3.1.6. Work Package Plans

3.2. Graphical Model

3.2.1. Structural Design

3.2.2. Architectural Design

3.2.3. Civils Design

3.2.4. MEP Design

3.2.5. Railway Systems Design

3.2.5.1. Track

3.2.5.2. Signalling

3.2.5.3. Comms

3.2.5.4. Building and Civils

3.2.5.4.1. Operational Buildings

3.2.5.4.2. Non Operational Buildings

3.2.5.5. Electrification and Plant

3.2.5.5.1. Distribution

3.2.5.5.2. Contact Systems

3.2.5.5.3. Fixed Plant

3.2.5.5.4. SCADA

3.2.6. Libraries

3.2.6.1. NR elements library

3.2.6.1.1. Bentley

3.2.6.1.2. Autodesk

3.2.6.1.3. Sketchup

3.2.6.1.4. Tekla

3.2.6.2. NR cost library

3.2.6.2.1. Unit Cost Model (UCM)

3.2.6.2.2. Cost analysis framework (CAF)

3.2.6.2.3. Element Cost Attribute

3.2.6.3. NR output library

3.2.6.4. NR carbon library

3.2.6.5. NR Asset registers

3.2.6.5.1. Ellipse

3.2.6.5.2. Geography and Infrastructure System (GEOGIS)

3.2.6.5.3. CARRS

3.2.6.5.4. Civils Registers

3.2.6.5.5. Operational Property Asset System (OPAS)

3.2.6.5.6. CRT Register

3.2.6.6. Asset Information Specification

3.2.6.6.1. Signalling

3.2.6.6.2. OLE

3.2.6.6.3. AC

3.2.6.6.4. DC

3.2.6.6.5. S&C

3.2.6.6.6. Ops property

3.2.6.7. Possession Planning System

3.2.6.8. PossMan

3.2.6.9. Rail Defects Management System (RDMS)

3.2.6.10. Safe System of Work Planning System (SSOWPS)

3.2.6.11. Fault Management System (FMS)

3.2.6.12. Asbestos Risk Management System (ARMS)

3.2.6.13. National Hazard Directory

3.2.6.13.1. Maintenance Tool

3.2.6.13.2. NHD

3.2.6.14. NR Standards

3.3. Non-graphical data

3.3.1. Specification sheets

3.3.2. Manufactures drawings

3.3.3. Warranties

3.3.4. Manuals

3.3.4.1. Installation

3.3.4.2. Operation

3.3.4.3. Maintenance

3.3.4.4. Recycling

3.3.5. Quality Asurance

3.3.5.1. Manufacturing certificate

3.3.5.2. Batching / mix certificate

3.3.5.3. Test results

3.3.5.4. GIS in position results

3.3.6. COSHH

3.3.6.1. Dara

3.3.6.2. Assessments

4. People

4.1. Behavoiurs

4.1.1. Collaboration

4.1.1.1. Interactive Collaboration Suites

4.1.1.1.1. Locations

4.1.1.1.2. Content

4.1.1.1.3. Purpose

4.1.1.1.4. Enablers

4.1.1.2. Co-location

4.1.1.2.1. All interfacing project team members

4.1.1.3. team integration

4.1.1.3.1. Project Team members

4.1.1.3.2. Key Stakholders

4.1.1.3.3. Other stakholders

4.1.2. Behavoiural change

4.1.2.1. Promote good

4.1.2.2. Discourage bad / inappropriate

4.1.3. Communication

4.1.3.1. Communication Strategy

4.1.3.1.1. Wide area

4.1.3.1.2. Focused

4.1.3.1.3. Project

4.1.3.1.4. Individual

4.1.3.2. Communication Ripple

4.1.3.2.1. Project Team

4.1.3.2.2. Sponsor

4.1.3.2.3. Designer

4.1.3.2.4. Wider Team

4.1.3.2.5. Engineering

4.1.3.2.6. Supply Chain

4.1.3.2.7. Asset Maintenance

5. Systems

5.1. System Engineering

5.2. Requirements Management

5.3. Project Management

5.4. Commercial Management

6. Processes

7. Requirements

7.1. Maintenance Intervention

7.2. Inspection and Operation

7.3. Maintenance Intervention

7.4. Project Intervention

7.4.1. Project Output

7.4.1.1. Function

7.4.1.1.1. Structure

7.4.2. Requirements Definition

7.4.2.1. RAM requirements

7.4.2.2. Sponsors Requirements

7.4.2.3. Information Requirements

7.4.2.4. Remit

7.4.2.5. Project Requirements Specification (PRS)

7.4.3. Requirements Management

7.4.3.1. Scope requirements

7.4.3.1.1. Validation and Verification - Progressive

7.4.3.1.2. Validation and Verification - Periodic

7.4.3.1.3. Validation and Verification - Completion

7.4.3.2. Information requirements

7.4.3.2.1. Validation and Verification - Progressive

7.4.3.2.2. Validation and Verification - Periodic

7.4.3.2.3. Validation and Verification - Completion

7.4.3.3. Contract Management deliverables

7.4.3.3.1. Validation and Verification - Progressive

7.4.3.3.2. Validation and Verification - Perodic

7.4.3.3.3. Validation and Verification - Completion

7.4.4. Delivery

7.4.5. Benefits Capture

7.4.5.1. Remit Delivered

7.4.5.1.1. Safely

7.4.5.1.2. To Budget

7.4.5.1.3. To Time

7.4.5.1.4. To Quality

7.4.5.2. Benefits realised

7.5. Maintenance Intervention

7.6. Inspection and Operation

7.7. Maintenance Intervention

8. Business Improvement

8.1. Objective

8.1.1. To deliver programme of works

8.1.1.1. Safely

8.1.1.2. on time

8.1.1.3. to budget

8.1.1.4. to requirements

8.1.1.5. to quality

8.1.2. Effectively, efficiently, and econmically

8.1.3. Profitably

8.1.4. Corporate Objectives alignment

8.2. Control and Information

8.2.1. Tracking

8.2.2. Analysis

8.2.3. Trending

8.2.4. Reporting

8.2.5. Predicting

8.2.6. Forecasting

8.2.7. Validating and Varifing

8.3. Known issues

8.3.1. Cannot book time to actual jobs worked on

8.3.2. Retrospective PMIs

8.3.3. Pricing VOs as dayworks

8.3.4. Tendering for Estimate

8.3.5. Tender before obtaining authority

8.4. Process gap analysis (part 1)

8.4.1. Commercial

8.4.1.1. Audit

8.4.1.2. Benchmark

8.4.1.3. Buyer

8.4.1.4. Commercial

8.4.1.5. Compliance

8.4.1.6. Dispute Resolution

8.4.1.7. Estimating

8.4.1.8. Financial

8.4.1.9. Insurance

8.4.1.10. Legal

8.4.1.11. Procurement

8.4.1.12. Risk Management

8.4.1.13. Supplier Management

8.4.1.14. Value Management

8.4.1.15. Whole Life Costs

8.4.2. Delivery

8.4.2.1. Construction Management

8.4.2.2. Record Keeping

8.4.2.3. Supervision

8.4.3. HSQE

8.4.3.1. Assurance

8.4.3.2. Environmental Management

8.4.3.3. Health and Wellbeing

8.4.3.4. Legacy

8.4.3.5. Risk Advisor

8.4.3.6. Safety Advisor

8.4.3.7. Safety Management

8.4.3.8. Sustainability

8.4.4. Possession Requirements / Regime - Access and Logistics

8.4.4.1. Access Management

8.4.4.2. Logistics Management

8.4.4.3. Materials Management

8.4.4.4. Possession Management

8.4.4.5. Possession Planning

8.4.4.6. Train Planning

8.4.5. Project and Construction Programme

8.4.5.1. Planning

8.4.5.2. Progress

8.4.5.3. Analysis

8.4.6. Project Management

8.4.6.1. Administration

8.4.6.2. Dashboard

8.4.6.3. Document Management

8.4.6.4. Improvement

8.4.6.5. Information Flow

8.4.6.6. Office Management

8.4.6.7. Project Controls

8.4.6.8. Project Management

8.4.6.9. Reporting

8.4.6.10. Trending and Analysis

8.4.7. Scope

8.4.7.1. BIM

8.4.7.2. Consents

8.4.7.3. Derivations

8.4.7.4. Engineering

8.4.7.4.1. Civils

8.4.7.4.2. Comms

8.4.7.4.3. Management

8.4.7.4.4. Non-operational Buildings

8.4.7.4.5. Operational Buildings

8.4.7.4.6. Plant

8.4.7.4.7. Power

8.4.7.4.8. Signalling

8.4.7.4.9. Track

8.4.7.5. Project Wise

8.4.7.6. RAMS (RAMSS)

8.4.7.7. Requirements

8.4.7.8. System Integration

8.4.7.9. Workbank development

8.4.8. Stakeholder and Interface

8.4.8.1. DfT

8.4.8.2. FOCs

8.4.8.3. Good Neighbours

8.4.8.4. Property

8.4.8.5. Streetworks

8.4.8.6. Suppliers

8.4.8.7. TfL

8.4.8.8. Third Parties

8.4.8.9. Third Party Funders

8.4.8.10. TOCs

8.4.8.11. Town Planning

8.4.8.12. Traffic Management

8.5. Process gap analysis Part 1a

8.5.1. Investment Profile

8.5.2. Compare Progress & Budget

8.5.3. Target Investment

8.5.3.1. Annualised Budget

8.5.3.1.1. Start of Year

8.5.3.1.2. Rolling

8.5.3.2. COWD & Forecast

8.5.3.2.1. Start of Year

8.5.3.2.2. Rolling

8.5.3.3. EVA

8.5.3.4. Under Investment

8.5.4. Shared Area for Information Management

8.5.5. RACI

8.5.6. PRISM

8.5.7. Correspondence Logs

8.5.8. Insurance records

8.5.8.1. Up to date copies of Ins Certs

8.5.8.2. Insurance Claims

8.5.8.3. Insurance records

8.5.9. Continuity of Certs

8.5.10. 'Standardised' formal corresspondence

8.5.11. Process Sturcture

8.5.12. CCMS2 for all Doc Control

8.5.13. Payment KPIs 98%

8.5.14. Share invoice approval - Same day (IPAs)

8.5.15. Apps / Cert - 14 day certification

8.6. Programme

8.6.1. Versions

8.6.1.1. Project Baseline

8.6.1.2. Contract Baseline (Clause 14)

8.6.1.3. Current Programme

8.6.1.4. What if copies

8.6.2. Minimum requirements

8.6.2.1. Fixed date milestones

8.6.2.1.1. Contract Award

8.6.2.1.2. Contract Instructed Start Date

8.6.2.1.3. Contract Sectional Completions

8.6.2.1.4. Contract Completion

8.6.2.1.5. Entry into Service

8.6.2.1.6. Possession Dates

8.6.2.1.7. Fixed Date Deliverables

8.6.2.2. Predecessors / Successors

8.6.2.2.1. All activities MUST have BOTH

8.6.2.3. Logic

8.6.2.3.1. All activities have logic links

8.6.2.4. Durations

8.6.2.4.1. All durations less than 20 days, apart from;

8.6.2.5. Milestones

8.6.2.5.1. Key Deliverables

8.6.2.5.2. Deliverables

8.6.2.5.3. Tasks

8.6.2.5.4. Flags

8.6.2.5.5. Float

8.6.2.5.6. Cost Loaded

8.6.2.5.7. Resource Loaded

8.6.2.5.8. Risk

8.6.2.5.9. Probability assessment

8.6.2.5.10. Earned Value Analysis

9. Frameworks

9.1. Multifunctional Design

9.1.1. Signalling and Train control systems

9.1.2. Telecoms

9.1.3. Operational planning

9.1.4. Civil and structural engineering

9.1.5. Customer information systems

9.1.6. Traction power supply

9.1.7. Permanent Way

9.1.8. Environmental matters and Management

9.1.9. Design of stations, offices, depots, and freight terminals

9.1.10. Mechanical and electrical systems

9.1.11. Plant and equipment

9.1.12. Project Management

9.1.13. Safety

9.1.14. Risk and reliability

9.1.15. Transport planning

9.1.16. Ergonomics and human factors

9.1.17. Transport and works order

9.1.18. Public inquiry

9.1.19. Town and country planning

9.2. Commercial Services

9.2.1. Estimating

9.2.2. Pre-Contract commercial management

9.2.3. Post Contract commercial management

9.2.4. Claims Management

10. Safety

10.1. People

10.1.1. Reduced visits to site

10.1.2. Use existing survey data

10.1.3. Site safety briefings

10.1.4. Provide train awareness with augmented reality

10.2. Plant

10.2.1. RRV

10.2.1.1. Plan and review movements

10.2.1.2. Plan and review position

10.2.1.3. Plan and review exclusion zone

10.2.2. Cranes

10.2.2.1. Develop and trial lifts, position, radius

10.2.2.2. Trial site movments

10.2.2.3. Trial fixed positions

10.2.2.4. Review topple impact

10.3. Trains

10.3.1. Develop train movements

10.3.2. Develop and trial train possession plan

10.3.3. Carry out advanced 'what if' scenario planning

10.3.4. Reactive emergency replanning

10.4. Work methods

10.4.1. Develop safe system of works

10.4.2. Develop and test bridge launch / jacks

10.4.3. Develop and trial bridge beam lifts

11. Procurement

11.1. Contracting strategy

11.2. Same designer for multiple GRIP stages

11.3. greater sharing of information

11.4. Form of Contract

11.5. ITT

11.6. Evaluation

11.6.1. Include BIM questions

11.6.2. Include Behaviours workshop and scoring

11.6.3. Not lowest, price. MEAT, including whole live and risk assessment of tender and assumptions, and predicted AFC.

11.7. Long tender periods with time to discuss requirements

12. Uncertainties

12.1. Known uncertainties

12.1.1. Risks

12.1.1.1. Enterprise risks

12.1.1.2. Reputational risks

12.1.1.3. Commercial risks

12.1.1.4. Wellbeing risks

12.1.1.5. Intervention (Project) risks

12.1.1.5.1. Train movements

12.1.1.5.2. Construction sequence

12.1.1.5.3. Temporary works

12.1.1.5.4. Plant movements

12.1.1.5.5. Crane planning

12.1.1.5.6. Digging

12.1.1.5.7. Working at heights

12.1.1.6. Operational risks

12.1.1.7. Decommissioning / Demolition risks

12.1.1.8. Environmental risks

12.1.1.9. Community and Social risks

12.1.2. Opportunities

12.1.2.1. Opportunities are positive outcome risks and can be dealt with in the same way either combined or separately

12.1.3. Risk Management

12.1.3.1. Hazard identification

12.1.3.1.1. Existing hazards

12.1.3.1.2. Designed in hazards

12.1.3.1.3. Intervention hazards

12.1.3.1.4. Operational hazards

12.1.3.1.5. Decommissioning / Demolition hazards

12.1.3.2. Risk identification

12.1.3.3. Hazard erdication

12.1.3.3.1. Design decision register

12.1.3.4. Risk mitigation - precautions / impact reduction

12.1.3.5. Risk mitigation - prevention / temporary risk reduction

12.1.3.6. Risk mitigation - prevention / long term risk reduction

12.1.3.7. Risk register

12.1.3.7.1. Regular and frequent review

12.1.3.7.2. Risks and mitigations given owners

12.1.3.7.3. Actions given dates and monitored

12.1.3.8. Risk Appetite

12.1.3.8.1. Client

12.1.3.8.2. Designer

12.1.3.8.3. Contractor

12.1.3.8.4. Supply Chain

12.1.3.8.5. Society

12.1.3.9. Risk Mission Statements and Strategies

12.1.3.9.1. http://www.networkrail.co.uk/safety/lifesaving-rules/

12.1.3.9.2. http://www.networkrail.co.uk/safety/safety-statement/

12.1.4. Risk Analysis

12.1.4.1. Assessment of probability

12.1.4.2. Assessment of impact

12.1.4.3. Combined calculation of quantified risk

12.1.4.3.1. Qualitative Risk assessment

12.1.4.3.2. Quantitative Risk assessment

12.1.4.4. Assessment of mitigation measures

12.1.4.4.1. Impact estimate pre mitigation

12.1.4.4.2. Impact estimate post mitigation

12.1.4.4.3. Actual cost of event

12.1.4.4.4. Lessons learnt

12.1.4.5. Risk management aids

12.1.4.5.1. Risk Model

12.1.4.5.2. Risk register activity monitoring

12.1.5. Descriptive definitions

12.1.5.1. A risk is something uncertain – it might happen or it might not. A risk matters because, if it happens, it will have an effect on objectives

12.1.5.1.1. Risk - negative effect

12.1.5.1.2. Opportunity - positive effect

12.1.5.2. A hazard is a fragile roof

12.1.5.3. A risk is that the fragile roof fails when a person walks on it

12.1.5.4. The consequence (or effect) is that the person falls through the roof

12.1.5.5. The impact is dependent on several factors, including the height of the fall

12.1.5.5.1. There was falsework immediately below the roof limiting the fall to 0.5m and damage only to the roof

12.1.5.5.2. The fall was to the floor below which was 3m leading to a broken leg. A RIDDOR lost time incident.

12.1.5.5.3. The fall resulted in fatality

12.1.5.6. The probability (likelihood) is a combination of the frequency of a person walking on the roof, how heavy the person is and how fragile the roof is. I.e. the probability of the load bearing capacity of the roof being exceeded

12.1.5.6.1. The frequency element feeds into the decision as to seek a permanent (costly) solution

12.1.5.6.2. Some risks occur multiple times during an intervention (project)

12.1.5.7. The risk analysis or assessment is a function of the probability and the impact, Quantified Risk Assessment

12.1.5.7.1. The risk distribution is an arithmetic calculation such as triangular or bell used in analysis of risk significance

12.1.5.7.2. Risk Model is the collation of all of the risks in the QRA calculated with the risk distribution and probability

12.1.5.8. Mitigation

12.1.5.8.1. Mitigation (precaution), such as harness to reduce the impact should the risk occur

12.1.5.8.2. Mitigation (reduction), such as temporary scaffolding to reduce the probability of the risk occurring

12.1.5.8.3. Mitigation (long term reduction), such as provision of a permanent walkway

12.1.5.8.4. Mitigation is resolution/eradication of the hazard, such as replacement of the fragile roof.

12.1.5.9. Cause

12.1.5.9.1. Cause (direct) is the person walking on the fragile roof

12.1.5.9.2. Cause (contributory) is the failure to communicate, the lack of an adequate method statement, the lack of a risk assessment, management failure, individual failure, failure to adhere to proper process, absence of process

12.1.5.10. Trigger is the manager saying that the annual inspection must take place today or it will be late, it is raining heavily and the roof light is leaking

12.1.5.11. Event is the occurrence or realisation of the risk in a moment of time

12.1.5.12. Issue is the resultant problem as a consequence of the risk occurrence or realisation and the impact

12.1.5.13. Hazard Propagator is the Catalyst or Initiator of a Hazard

12.1.5.13.1. The summary acronym PALLE, standing for Product, Activity, Location, Legislation and Emergency may be used to categorise Hazard Propagator

12.2. Unknown uncertainties

12.2.1. Contingincy

13. Change

13.1. People

13.2. Systems

13.3. Process

13.4. IT

14. Benefits

14.1. Who

14.1.1. Planning

14.1.2. Asset Management

14.1.3. Delivery organisation

14.1.4. Maintainence

14.1.5. Wider Comunity

14.1.5.1. Better information

14.1.5.2. Stakeholder engagement

14.1.5.3. Shared solutions

14.1.5.4. Structured comunications

14.1.5.5. Point of activity display kiosk

14.1.6. Operations

14.1.7. Network Rail

14.1.8. Industry

14.1.9. Logistics

14.2. What

14.2.1. Cost Driver data

14.2.2. Asset degradation data

14.2.3. Asset performance data

14.2.4. Whole life cost data

14.2.5. Whole Network Cost Model

14.3. When

15. Challenges

15.1. Lack of understanding

15.2. Non-standard technoligy

15.3. Lack of adoption of a single standard codification

15.4. Resistance from supply chain

15.5. Resistance from within Network Rail

15.6. NR IT (GBS) platforms, strategy, and processes

15.7. People not embracing change

15.8. Insufficient buget

15.9. Possible lack of senior support

15.10. Possible change in corporate direction

15.11. Possible lack of prioity

15.12. Lack of sufficient visibility

15.13. Unsuccessful BIM projects due to lack of commitment / understanding

15.14. Lack of structured communications

15.15. Not 'singing praises' where appropriate

16. Integration

16.1. Between disiplines

16.2. Between parts of the same Project

16.3. Between different overlapping Projects

16.4. Between adjacent projects

16.5. Between Programmes

16.6. Between adjacent programmes

16.7. Between whole country (critical Resource Management)

17. Regulations

17.1. Embedded in objects

17.2. Compliance tools

17.3. Verification tools

17.4. Regs as data layers

17.5. Reg types

17.5.1. CDM & HSQE & SHE (2015)

17.5.1.1. Responsible bodies

17.5.1.1.1. Client

17.5.1.1.2. Principle Designer

17.5.1.1.3. Principle Contractor

17.5.2. Fire

17.5.3. Specifications

17.5.3.1. Local

17.5.3.2. PAS

17.5.3.3. BSI

17.5.3.4. ISO

17.5.4. Design

17.5.4.1. Euro Codes

17.5.4.2. Guides

17.5.4.3. Best Practice

17.5.5. Law

18. Wellbeing

18.1. Health

18.1.1. Maintain Good health of individuals

18.1.1.1. General Mental health

18.1.1.1.1. Stress

18.1.1.1.2. good outlook

18.1.1.1.3. Self worth

18.1.1.1.4. Tiredness

18.1.1.1.5. Team relationships

18.1.1.1.6. Working conditions

18.1.1.1.7. Specific Mental Health

18.1.1.2. Physical health

18.1.1.2.1. Fitness

18.1.1.2.2. Rest periods

18.1.1.2.3. Overexertion

18.1.1.2.4. Avoid accident and injury

18.1.1.2.5. Avoid activities injurious to health, eg. white finger

18.1.1.2.6. Avoid materials injurious to health, eg asbestos

18.1.1.2.7. Noise

18.1.1.3. Health communications

18.1.1.4. Health education

18.1.2. Avoid damage or injury to public and third parties

18.1.2.1. Noise

18.1.2.2. Nuisance

18.1.2.3. Disturbance and disruption

18.1.2.4. Accident and injury

18.1.2.5. Dust

18.1.2.6. Flooding

18.2. Safety

18.2.1. See other Safety

18.2.2. Safety processes

18.2.2.1. Pre Construction Information

18.2.2.2. Safety by Design

18.2.2.2.1. Safe to design and survey

18.2.2.2.2. Safe to construct

18.2.2.2.3. Safe to operate and use

18.2.2.2.4. Safe to inspect and maintain

18.2.2.2.5. Safe to decommission / demolish

18.2.2.3. Permits

18.2.2.3.1. Permit to work

18.2.2.3.2. Permit to dig

18.2.2.3.3. Permit of isolation (electrical)

18.2.2.4. Risk assessment

18.2.2.5. Method Statements

18.2.2.6. Inspections

18.2.3. Awareness and safety briefings

18.2.3.1. Toolbox talks

18.2.3.2. Access awareness

18.2.3.3. Site awareness

18.2.3.4. Task awareness

18.2.3.5. 4D visulisations

18.2.3.6. 360 degree immersive

18.2.4. Inductions

18.2.5. Planning

18.2.5.1. 4D planning

18.2.5.2. Planning permissions and approvals

18.2.5.3. What if scenarios to test effectiveness and safety

18.2.6. Safe work areas

18.2.6.1. Exclusion zones

18.2.6.2. Restricted access

18.2.6.3. Barriers

18.2.6.4. Working at height

18.2.7. Safe systems of work

18.2.7.1. Lone working

18.2.8. Training and Education

18.2.9. Investigations and lessons learnt

18.3. Wellbeing

18.3.1. general health

18.3.2. prevent work-related illness and injury

18.3.3. workplace as an opportunity for general health improvement

18.3.4. respond early when health problems arise

18.3.5. help people to better manage their conditions

18.3.6. appropriate rehabilitation support and workplace adaptations