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 Catagory Operational Non-Operational Redundent Code Asset Register Information Attributes Made data Installation Usage Condition Remote condition monitoring Utilisation Performance Health and Safety Weather During installisation During use During change/intevention Change / intervention Planned Reactive Emergency Failure

1.1.2. Cost Data Set Client Target Cost / Price Actual Cost / Price Change Management Forecast Periodic Cost to Complete Anticipated Final Cost (AFC) Earned Value Anaylsis Final Account Operational Cost Whole Life Cost

1.1.3. Location Data Set GIS Survey LiDAR Laser Traditional Ground Investigation Complexities and Parameters Complexities Parameters Utilisation type Utilities & Buried Services SSI & Heritage Environmental Surveys As Built at time of placing as works progress upon completion

1.1.4. Procurement Data Set Strategies Behaviours Risk Apportionment Base Contract Form of Contract Selection Expression of Interest PQQ Linkup Tender ITT Tender Return Tender Evaluation Approvals Gateway Papers Contract Award Contract Documents Market Intelligence

1.1.5. Work (Method) - PM Data Set Construction Phase Plan Work Package Plan Method Statements Task Briefing Sheets Lifting Plans Health & Safety Temporary Works Actual Records

1.1.6. Interventions - Engineering Data Set Type of Intervention

1.1.7. Resource Data Set Budgeted Planned Staff Labour Plant Materials Contractors Trains Possessions Access Estimate Actual Records Logistics Anaylictics

1.1.8. Organisation Data Set Network Rail Operations Client Sponsor Delivery Support TOCs / FOCs TOCs FOCs Supply Chain Councils / Authorising Bodies Stakeholders Members of the Public Local residents Local businesses Other MoPs Interested / Influential Bodies Acadamia Sheffield Hallam University Edinburgh Napier University Charities Corporate Social Responsibility (CSR) Other charitable engagement

1.2. Collaboration

1.3. Share data

1.3.1. common data environment SharePoint webparts mindmaps DOORS databases Project Wise CAD drawings 3D Models Survey Data Buried Services Information eB Documents 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 Track Signalling Comms Building and Civils Operational Buildings Non Operational Buildings Electrification and Plant Distribution Contact Systems Fixed Plant SCADA

3.2.6. Libraries NR elements library Bentley Autodesk Sketchup Tekla NR cost library Unit Cost Model (UCM) Cost analysis framework (CAF) Element Cost Attribute NR output library NR carbon library NR Asset registers Ellipse Geography and Infrastructure System (GEOGIS) CARRS Civils Registers Operational Property Asset System (OPAS) CRT Register Asset Information Specification Signalling OLE AC DC S&C Ops property Possession Planning System PossMan Rail Defects Management System (RDMS) Safe System of Work Planning System (SSOWPS) Fault Management System (FMS) Asbestos Risk Management System (ARMS) National Hazard Directory Maintenance Tool NHD 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 Installation Operation Maintenance Recycling

3.3.5. Quality Asurance Manufacturing certificate Batching / mix certificate Test results GIS in position results

3.3.6. COSHH Dara Assessments

4. People

4.1. Behavoiurs

4.1.1. Collaboration Interactive Collaboration Suites Locations Content Purpose Enablers Co-location All interfacing project team members team integration Project Team members Key Stakholders Other stakholders

4.1.2. Behavoiural change Promote good Discourage bad / inappropriate

4.1.3. Communication Communication Strategy Wide area Focused Project Individual Communication Ripple Project Team Sponsor Designer Wider Team Engineering Supply Chain 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 Function Structure

7.4.2. Requirements Definition RAM requirements Sponsors Requirements Information Requirements Remit Project Requirements Specification (PRS)

7.4.3. Requirements Management Scope requirements Validation and Verification - Progressive Validation and Verification - Periodic Validation and Verification - Completion Information requirements Validation and Verification - Progressive Validation and Verification - Periodic Validation and Verification - Completion Contract Management deliverables Validation and Verification - Progressive Validation and Verification - Perodic Validation and Verification - Completion

7.4.4. Delivery

7.4.5. Benefits Capture Remit Delivered Safely To Budget To Time To Quality 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 Safely on time to budget to requirements 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 Audit Benchmark Buyer Commercial Compliance Dispute Resolution Estimating Financial Insurance Legal Procurement Risk Management Supplier Management Value Management Whole Life Costs

8.4.2. Delivery Construction Management Record Keeping Supervision

8.4.3. HSQE Assurance Environmental Management Health and Wellbeing Legacy Risk Advisor Safety Advisor Safety Management Sustainability

8.4.4. Possession Requirements / Regime - Access and Logistics Access Management Logistics Management Materials Management Possession Management Possession Planning Train Planning

8.4.5. Project and Construction Programme Planning Progress Analysis

8.4.6. Project Management Administration Dashboard Document Management Improvement Information Flow Office Management Project Controls Project Management Reporting Trending and Analysis

8.4.7. Scope BIM Consents Derivations Engineering Civils Comms Management Non-operational Buildings Operational Buildings Plant Power Signalling Track Project Wise RAMS (RAMSS) Requirements System Integration Workbank development

8.4.8. Stakeholder and Interface DfT FOCs Good Neighbours Property Streetworks Suppliers TfL Third Parties Third Party Funders TOCs Town Planning 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 Annualised Budget Start of Year Rolling COWD & Forecast Start of Year Rolling EVA 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 Up to date copies of Ins Certs Insurance Claims 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 Project Baseline Contract Baseline (Clause 14) Current Programme What if copies

8.6.2. Minimum requirements Fixed date milestones Contract Award Contract Instructed Start Date Contract Sectional Completions Contract Completion Entry into Service Possession Dates Fixed Date Deliverables Predecessors / Successors All activities MUST have BOTH Logic All activities have logic links Durations All durations less than 20 days, apart from; Milestones Key Deliverables Deliverables Tasks Flags Float Cost Loaded Resource Loaded Risk Probability assessment 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 Plan and review movements Plan and review position Plan and review exclusion zone

10.2.2. Cranes Develop and trial lifts, position, radius Trial site movments Trial fixed positions 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 Enterprise risks Reputational risks Commercial risks Wellbeing risks Intervention (Project) risks Train movements Construction sequence Temporary works Plant movements Crane planning Digging Working at heights Operational risks Decommissioning / Demolition risks Environmental risks Community and Social risks

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

12.1.3. Risk Management Hazard identification Existing hazards Designed in hazards Intervention hazards Operational hazards Decommissioning / Demolition hazards Risk identification Hazard erdication Design decision register Risk mitigation - precautions / impact reduction Risk mitigation - prevention / temporary risk reduction Risk mitigation - prevention / long term risk reduction Risk register Regular and frequent review Risks and mitigations given owners Actions given dates and monitored Risk Appetite Client Designer Contractor Supply Chain Society Risk Mission Statements and Strategies http://www.networkrail.co.uk/safety/lifesaving-rules/ http://www.networkrail.co.uk/safety/safety-statement/

12.1.4. Risk Analysis Assessment of probability Assessment of impact Combined calculation of quantified risk Qualitative Risk assessment Quantitative Risk assessment Assessment of mitigation measures Impact estimate pre mitigation Impact estimate post mitigation Actual cost of event Lessons learnt Risk management aids Risk Model Risk register activity monitoring

12.1.5. Descriptive definitions 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 Risk - negative effect Opportunity - positive effect A hazard is a fragile roof A risk is that the fragile roof fails when a person walks on it The consequence (or effect) is that the person falls through the roof The impact is dependent on several factors, including the height of the fall There was falsework immediately below the roof limiting the fall to 0.5m and damage only to the roof The fall was to the floor below which was 3m leading to a broken leg. A RIDDOR lost time incident. The fall resulted in fatality 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 The frequency element feeds into the decision as to seek a permanent (costly) solution Some risks occur multiple times during an intervention (project) The risk analysis or assessment is a function of the probability and the impact, Quantified Risk Assessment The risk distribution is an arithmetic calculation such as triangular or bell used in analysis of risk significance Risk Model is the collation of all of the risks in the QRA calculated with the risk distribution and probability Mitigation Mitigation (precaution), such as harness to reduce the impact should the risk occur Mitigation (reduction), such as temporary scaffolding to reduce the probability of the risk occurring Mitigation (long term reduction), such as provision of a permanent walkway Mitigation is resolution/eradication of the hazard, such as replacement of the fragile roof. Cause Cause (direct) is the person walking on the fragile roof 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 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 Event is the occurrence or realisation of the risk in a moment of time Issue is the resultant problem as a consequence of the risk occurrence or realisation and the impact Hazard Propagator is the Catalyst or Initiator of a Hazard 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 Better information Stakeholder engagement Shared solutions Structured comunications 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) Responsible bodies Client Principle Designer Principle Contractor

17.5.2. Fire

17.5.3. Specifications Local PAS BSI ISO

17.5.4. Design Euro Codes Guides Best Practice

17.5.5. Law

18. Wellbeing

18.1. Health

18.1.1. Maintain Good health of individuals General Mental health Stress good outlook Self worth Tiredness Team relationships Working conditions Specific Mental Health Physical health Fitness Rest periods Overexertion Avoid accident and injury Avoid activities injurious to health, eg. white finger Avoid materials injurious to health, eg asbestos Noise Health communications Health education

18.1.2. Avoid damage or injury to public and third parties Noise Nuisance Disturbance and disruption Accident and injury Dust Flooding

18.2. Safety

18.2.1. See other Safety

18.2.2. Safety processes Pre Construction Information Safety by Design Safe to design and survey Safe to construct Safe to operate and use Safe to inspect and maintain Safe to decommission / demolish Permits Permit to work Permit to dig Permit of isolation (electrical) Risk assessment Method Statements Inspections

18.2.3. Awareness and safety briefings Toolbox talks Access awareness Site awareness Task awareness 4D visulisations 360 degree immersive

18.2.4. Inductions

18.2.5. Planning 4D planning Planning permissions and approvals What if scenarios to test effectiveness and safety

18.2.6. Safe work areas Exclusion zones Restricted access Barriers Working at height

18.2.7. Safe systems of work 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