1. Project Level
1.1. BMAT
1.1.1. Content
1.1.1.1. Assessment and Need
1.1.1.1.1. Asset Information Model - Employer to capture early information in AIM
1.1.1.1.2. Information Manager - Information manager appointment
1.1.1.1.3. EIR document - Issue EIRs document
1.1.1.1.4. EIR contents, information production - Data format and IT infrastructure
1.1.1.1.5. EIR contents, information production - Level of detail
1.1.1.1.6. EIR contents, information production - survey requirements
1.1.1.1.7. EIR content, information exchange - roles and responsibility requirements
1.1.1.1.8. EIR content, Information exchange-coordination and clash detection requirements
1.1.1.1.9. EIR content, information exchange - data drops - project deliverable - client strategic purpose
1.1.1.1.10. EIR content - Information security measures
1.1.1.1.11. EIR content - BIM competence assessment
1.1.1.2. Procurement
1.1.1.2.1. Procurement strategy - Completeness of tender documents /CDE ownership
1.1.1.2.2. Pre-qualification questionnaire - PQQ to be in place to ensure competence in BIM and collaborative information exchange
1.1.1.2.3. Pre-contract BEP - BEP in place to assess supplier's proposed approach, and capability to meet EIR
1.1.1.2.4. Employer information requirements - Included in tender pack. Completeness should be reviewed as BEPs received
1.1.1.3. Post Contract Award
1.1.1.3.1. Information manager - suppliers must appoint an information manager
1.1.1.3.2. Management - BEP must assign responsibilities and authorities. Milestones aligned with project programme
1.1.1.3.3. Planning and documentation - PIP in BEP must confirm the capability and competence of the supply chain
1.1.1.3.4. Planning and documentation - MPDT in BEP assign responsible for model delivery and required LOD at each stage
1.1.1.3.5. Methods and procedures - Origin, tolerances, and naming and drawing conventions must be agreed.
1.1.1.3.6. IT solutions - software version, exchange formats and data systems must be outlines in BEP
1.1.1.4. Mobilization
1.1.1.4.1. Communication - Agreed BEP, and subsequent changes, must be shared with whole delivery team
1.1.1.4.2. Infrastructure - IT systems and infrastructure must be procured, implemented and tested
1.1.1.4.3. Training and education - appropriate action should be taken to address the training needs of the delivery team
1.1.1.5. Production
1.1.1.5.1. Information verification and validation - review meetings
1.1.1.5.2. Soft landings & Handback - Operational perfromacne must inform all deisngn and construction
1.1.1.6. AIM (asset information model) Maintenance
1.1.1.6.1. Current Model - The current model should reflect the current design intent or as-built condition
1.1.1.6.2. Information verification - Employer should verify (complete) information on receipt into AIM)
1.1.1.6.3. Handback - Handover includes all models and relevant supporting documentation
1.1.1.6.4. Operation, maintenance and post occupancy - there should be clear plan for commissioning, training, handover and operation leading to post-occupancy
1.1.1.7. Performance Management
1.1.1.7.1. Reviewing performance - A plan should outline procedures for performance management and set targets for performance
1.1.1.7.2. Communicating performance - Results of performance reviews should be communicated to all relevant stakeholders
1.1.1.7.3. Value creation: Improving performance - Improvement plan should outline corrective actions and on approach to identify and develop new capabilities
1.1.1.8. Information Security
1.1.1.8.1. Roles and responsibilities - a built asset security manger should be appointed by employer when appropriate
1.1.1.8.2. Awareness and communication - everyone working on the project must be aware of the information security policy and systems.
1.1.1.8.3. Built Asset Security Strategy - A BASS must be developed and maintained detailing the approach to risk assessment and risk mitigation
1.1.1.8.4. Built Asset Security Management Plan - A BASMP must outline the responsibilities, policies, rules and procedures for security management
1.1.1.8.5. Security Breach/Incident Management Plan - A SB/IMP should record assessment of potential risks, subsequent risk mitigation measures and review process.
1.1.1.9. Information Quality
1.1.1.9.1. Roles and responsibilities - responsibility for data quality management must be assigned
1.1.1.9.2. Information exchange - data exchange process must be agreed, implemented and tested and include a method of recording each exchange
1.1.1.9.3. Information quality monitoring - A quality monitoring process outlines a systematic approach to identify data errors including measurement methods
1.1.1.9.4. Value creation : Information quality improvement - An improvement plan should be developed to eliminate root causes and improve error detection
1.1.1.10. Collaborative Working
1.1.1.10.1. Joint Relationship Management Plan - Incorporate the agreed governance structure, operational structure, and contracting arrangements.
1.1.1.10.2. Joint communication strategy - Outlines what, when and how communications will take place between all collaborative parties
1.1.1.10.3. Joint knowledge management strategy - Defines processes to capture and manage knowledge creation (e.g. sharing best practice and protecting knowledge).
1.1.1.10.4. Joint risk management process - Roles and responsibilities must be outlined and a joint risk register must be established and maintained.
1.1.1.10.5. Value creation: CDE - A Common Data Environment should be used to facilitate collaborative working and sharing of information.
1.1.1.10.6. Value creation: Clash detection - Iterative collaborative clash detection and mitigation processes should be developed and adhered to.
1.1.1.10.7. Value creation: Soft landings - Collaboration between designer, constructor and operator will ensure efficient handover and operation
1.1.2. Scale
1.1.2.1. 4 choices questions
1.2. Arup BIM Maturity Measures
1.2.1. content
1.2.1.1. Project
1.2.1.1.1. Employer’s Information Requirement (EIR) - Understand the client's needs and end-uses for a BIM, and ensure they drive this
1.2.1.1.2. BIM Design Data Review - Pre-Bid and Post-Award reviews are recommended, to ensure we're focusing on the Client's needs
1.2.1.1.3. BIM Execution Plan (BEP) - Project uses a BIM Execution Plan (BEP) to formalize goals and to specify information exchanges
1.2.1.1.4. Project Procurement Route - Consideration of BIM during procurement discussions with contractors
1.2.1.1.5. Common Data Environment (CDE) - A common Data Environment (CDE) is used to facilitate sharing of BIMs
1.2.1.1.6. Document/Model Referencing, version control and status - Good practice on any project, but paramount when sharing models, where the recipient needs to know what's changed and what it can be relied upon
1.2.1.1.7. Marketing Strategy - BIM - specific case studies to showcase and share the key points
1.2.1.1.8. Virtual Design Reviews (VDR) - Conduct Virtual Design Reviews prior to issuing Model, for both coordination and QA verification of deliverables
1.2.1.1.9. Open Standard deliverable - Deliverables verified by open standard specification, eg IFC, COBie
1.2.1.1.10. BIM Contract - All parties should sign up to a project BIM contract, that allows for the sharing of models in a collaborative way.
1.2.1.1.11. BIM Champion - A BIM Champion guides teams to improve their processes by ensuring implementation of BIM, and managing resistance to change.
1.2.1.2. Structural, Mechanical, Electrical, Public Health, Facades, Geo-technics, Lighting
1.2.1.2.1. 3D coordination - Model used to inform coordination across disciplines, and during construction
1.2.1.2.2. Drawings - BIMs should be lined to documentation, including drawings
1.2.1.2.3. Level of Development - LOD represents how developed elements within a model are. This also conveys to others, via a BEP, what it can be used for.
1.2.1.2.4. Discipline Model Reviews - A significant step-change is required in verification and reviewing of models, as they become standard deliverables.
1.2.1.2.5. Integration of the data into the BIM - Embedded Data, Schedules and Specifications - The "I" in BIM, the ability to embed all relevant data into the model, to extract and use for all design and documentation aspects
1.2.1.2.6. Visualization -To assist with coordination and client/contractor understanding of the model
1.2.1.2.7. 4D (Construction Sequencing) - Construction sequencing, or analysis from the model
1.2.1.2.8. 5D (Quantity and Cost) - The ability to extract cost and quantity information is truly collaborative
1.2.1.2.9. Links to Engineering Analysis Tools - An essential efficiency gain
1.2.1.2.10. Handover to contractor - part of the collaborative process involves sharing the model with the contractor
1.2.1.2.11. Use in Operations and FM - An early understanding of the downstream uses of the model is essential to gain the maximum benefits for the client.
1.2.2. scale
1.2.2.1. 0 - non-existent
1.2.2.2. 1- Initial
1.2.2.3. 2- Managed
1.2.2.4. 3- Defined
1.2.2.5. 4- Measured
1.2.2.6. 5- Optimizing
1.3. Dstl BIM Maturity Measurement Tool
1.3.1. Content
1.3.1.1. BIM Procurement / Employer Engagement
1.3.1.1.1. EIR template-Employers Information Requirements (EIR) template has been made bespoke to the project.
1.3.1.1.2. The EIR is comprehensive enough for the stage, providing sufficient information about not only what the client requires, but also the formats it is required in.
1.3.1.1.3. The EIR contains a clear and comprehensive Information Delivery Plan (IDP), detailing the work stages when information is required.
1.3.1.1.4. EIR & GSL requirement-The EIR includes project specific Government Soft Landings (GSL) requirements.
1.3.1.1.5. If specific BIM surveys are required by the Employer, the purpose, format and extent of the surveys has been made clear in the EIR (for example point cloud surveys).
1.3.1.1.6. Information Manager - Does the Employer have a nominated Information Manager for the project?
1.3.1.1.7. If required (see PAS1192-5), does the Employer have a nominated Security Manager for the project?
1.3.1.2. BIM Delivery
1.3.1.2.1. BIM for the supplier - The supplier has delivered BIM processes via the constituent parts described in the BIM Execution Plan (BEP).
1.3.1.2.2. BEP comprehensiveness -The BIM Execution Plan (BEP) is comprehensive, providing sufficient information about how what the client requires is to be delivered in future project stages, including confirmation of formats.
1.3.1.2.3. In addition to the answer to 2a, the Post BEP includes a comprehensive Master Information Delivery Plan (MIDP) that corresponds to the IDP.
1.3.1.2.4. The supplier has a dedicated Information Manager for the project.
1.3.1.2.5. The general BIM security requirements are being adhered to in line with the security requirements for the project.
1.3.1.2.6. Surveys have been carried out in the format and to the extent described in the EIR.
1.3.1.2.7. Design management coordination and optimisation is being carried out as described in the BEP.
1.3.1.2.8. Commissioning has been or is planned to be supplied as described in the BEP.
1.3.1.2.9. O&M information has been or is planned to be supplied as described in the BEP.
1.3.1.2.10. Health & Safety information has been or is planned to be supplied as described in the BEP.
1.3.1.2.11. The supplier has provided information exchanges (data drops) as required by the EIR and as detailed in the suppliers BEP.
1.3.1.2.12. The supplier has provided the information exchanges in the correct format, as outlined in the EIR.
1.3.1.3. Data, Verification and Validation
1.3.1.3.1. Data security policy is detailed in the Post BEP in line with the EIR and it is being applied.
1.3.1.3.2. Data is being provided in COBie to BS1192-4.
1.3.1.3.3. Data received has been verified, by the supplier, as being complete - on receipt into the AIM CDE.
1.3.1.3.4. Data received has been validated, by the supplier, as being accurate - on receipt into the AIM CDE.
1.3.1.3.5. Any information verification issues have been reported back to the supplier.
1.3.1.4. Collaborative working
1.3.1.4.1. Employer Common Data Environment has been used throughout the project by the supplier, to PAS1192-3.
1.3.1.4.2. Supplier team has used a Common Data Environment to PAS1192-2.
1.3.1.4.3. Iterative clash detection and mitigation processes are clearly set out and are being adhered to.
1.3.1.4.4. It can be proven that risks are being identified and are being mitigated by the use of BIM processes, including, but not limited to, stakeholder engagement and clash detection.
1.3.1.4.5. The resolved coordinated BIM is being comprehensively referenced for site construction information.
1.3.1.5. Visualisation / Stakeholder Engagement
1.3.1.5.1. Regular team reviews have taken place, including the client team, using federated model/data.
1.3.1.5.2. Use of federated model/data to present visualisation took place with stakeholders and benefits have been identified.
1.3.1.5.3. Federated model for soft landing-The federated model/data is being used as part of GSL processes by the supplier.
1.3.1.5.4. Federated model used by owner-The federated model/data is being used as part of GSL processes by the employer/FM provider.
1.3.1.6. Discipline based model authoring
1.3.1.6.1. Federated discipline based models have been provided with a stage appropriate data sets.
1.3.1.6.2. Does the current model reflect current design intent / as-built
1.3.1.6.3. Buildability reviews have been carried out using the federated/discipline models.
1.3.1.6.4. All drawings and documents are also accessible via the CDE.
1.3.1.6.5. Lower tier suppliers play an appropriate part in model authoring / content.
1.3.1.7. Construction
1.3.1.7.1. Modelling based planning and efficient construction process identification is being / has been undertaken.
1.3.1.7.2. Visual scheduling / sequencing has been carried out.
1.3.1.7.3. Model use for safety planning in pre-construction and construction.
1.3.1.7.4. Model use for testing and commissioning.
1.3.1.7.5. O&M Manual referenced to the model as a minimum.
1.3.1.8. Model based estimating and change management
1.3.1.8.1. Model used for cost estimating.
1.3.1.8.2. Model used for quantity take off.
1.3.1.8.3. Change management / value engineering, including proposed design enhancements and what-if scenario cost impacts, assessed using modelling.
1.3.1.8.4. Appropriate use of model for detailed estimating, focusing detail on the parts that have a high risk.
1.3.2. Scale
1.3.2.1. Unknown
1.4. VDC Scorecard
1.4.1. Content
1.4.1.1. Performance
1.4.1.1.1. Quality
1.4.1.1.2. Quantity
1.4.1.2. Technology
1.4.1.2.1. Maturity
1.4.1.2.2. Coverage
1.4.1.2.3. Integration
1.4.1.3. Adoption
1.4.1.3.1. Process
1.4.1.3.2. Organization
1.4.1.4. Planning
1.4.1.4.1. Preparation
1.4.1.4.2. Standard
1.4.1.4.3. Objective
1.4.2. Scale
1.4.2.1. Unknown
1.5. BIM Working Group BMAT
1.5.1. Not publicly available
1.6. BIM Excellence Online Platform
1.6.1. In organizational level
1.7. Gurevich & Sacks
1.7.1. Content
1.7.1.1. 1. Is BIM used in your project?
1.7.1.2. 2. Who decided to adopt BIM in the project?
1.7.1.3. 3. Does the client participate in the design process?
1.7.1.4. 4. Is the model shared with the client?
1.7.1.5. 5. Do the design consultants who don’t model themselves, use the model?
1.7.1.6. 6. Do model access permissions differ across designers?
1.7.1.7. 7. What is the source for construction documents and drawings?
1.7.1.8. 8. As a project manager, have you received training in BIM?
1.7.1.9. 9. Is the model shared with the contractor?
1.7.1.10. 10. Does the contractor have modeling responsibilities? What are they?
1.7.1.11. 11. Is there a project BEP?
1.7.1.12. 12. Do you feel that design productivity was improved?
1.7.2. Scale
1.7.2.1. Project managers’ evaluation, six point scale 0 to 5, normalize the score later
2. Organizational Level
2.1. BIMe
2.1.1. Content
2.1.1.1. Technical
2.1.1.1.1. Modeling - Generating BIModels based on pre-defined Modelling Standards and protocols
2.1.1.1.2. Documentation- Generating drawings and construction documents using standardized details and workflows
2.1.1.1.3. Presentation and Animation - Generating professional-quality renderings or 3D animations using Specialized Software Tools
2.1.1.1.4. Model Management - Managing and maintaining BIModels generated using standardized processes, protocols, and specifications
2.1.1.1.5. Document Management - Using a document management system to store, manage, and share files and BIMModels
2.1.1.1.6. General IT - Designing, installing, managing, maintaining, and ensuring the security of Information and Communication Technology (ICT) infrastructure including databases, servers, and networks
2.1.1.1.7. Software System & Maintenance - Selecting, deploying, and maintaining software systems in a multi-user environment
2.1.1.1.8. Hardware and Equipment - Specifying, recommending, or procuring computer hardware and equipment
2.1.1.2. Operation
2.1.1.2.1. General Modeling - Using software tools to model project requirements and generate Model-based Deliverables across industries, information systems and knowledge domains
2.1.1.2.2. Capturing and Representing - Using software tools and specialized equipment to capture and represent physical spaces and environments
2.1.1.2.3. Planning and Designing - Using software tools for conceptualization, planning and design
2.1.1.2.4. Simulating and Quantifying - Using software tools to conduct various types of model-based simulations and estimations
2.1.1.2.5. Constructing and Fabricating - Using BIModels for the specific purposes of construction and fabrication
2.1.1.2.6. Operating and Maintaining - Using models to operate, manage and maintain a Facility
2.1.1.2.7. Monitoring and Controlling - Using models to monitor Building Performance or control its spaces, systems and equipment
2.1.1.2.8. Linking and Extending - Linking BIModels and their components to other databases
2.1.1.3. Functional
2.1.1.3.1. Functional Basics - Identifying the basic requirements and main deliverables expected from using BIM tools and workflows
2.1.1.3.2. Collaboration - Preparing the documentation necessary to enable Model-based Collaboration between Project Participants
2.1.1.3.3. Facilitation - Facilitating the process of BIM collaboration between Project Participants
2.1.1.3.4. Project Management - Managing projects where BIM Workflows are used, and BIM deliverables are specified
2.1.1.3.5. Team and Workflow Management - Managing teams involved in the delivery of BIM Projects
2.1.1.4. Implementation
2.1.1.4.1. Implementation Fundamentals - Identifying and managing issues associated with BIM implementation
2.1.1.4.2. Component Development - Implementing a structured approach for developing or customizing Model Components using documented Modelling Standards
2.1.1.4.3. Standardization and Templates - Generating standardized templates, item lists and workflows for initiating, checking or delivering BIM Projects
2.1.1.4.4. Technical Training - Developing a BIM Training Plan or maintaining a Skill Register to track staff training and their acquired skills
2.1.1.4.5. System and Process Testing - Assessing the capability/compatibility of systems and the suitability of workflows and procedures
2.1.1.4.6. Guide and Manuals - Developing guides, manuals or educational material covering Modelbased Workflows
2.1.1.4.7. Library Management - Developing or managing component libraries as required for the standardized delivery of BIM Projects
2.1.1.5. Administration
2.1.1.5.1. Finance, Accounting and Budgeting-Planning, allocating and monitoring the costs associated with BIM Adoption
2.1.1.5.2. Marketing-Promoting an organization's BIM Capability to its clients and business partners
2.1.1.5.3. Tendering and Procurement-Developing the necessary specifications and documents to pre-qualify, recommend, or procure BIM products and services
2.1.1.5.4. Risk Management - Managing the risks associated with using BIM tools and collaborative workflows
2.1.1.5.5. Administration, Policies and Procedures - Developing managerial initiatives into policies and procedures to facilitate the adoption of BIM tools and workflows
2.1.1.5.6. Performance Management - Assessing organizational BIM capability/maturity, Individual Competency and project performance using standardized metrics
2.1.1.5.7. Human Resource Management - Planning, developing, and managing human resources as to align staff competencies to organizational BIM goals
2.1.1.5.8. Contract Management - Administering the contractual documentation underlying Collaborative BIM Projects and workflows
2.1.1.5.9. Quality management - Establishing, managing and controlling the quality of models, documentation and other Project Deliverables
2.1.1.6. Supportive
2.1.1.6.1. General IT - Troubleshooting software issues and supporting staff in resolving technical problems
2.1.1.6.2. Data and Network Support - Managing and maintaining the storage of data, documents, 2D Drawings and BIModels
2.1.1.6.3. Equipment support - Developing specifications for BIM Hardware and BIM Hardware Deployment Programmes
2.1.1.6.4. Software Support - Addressing issues related to BIM Software Tools, fulfilling relevant Support Tasks and managing the relationship with software vendors/resellers
2.1.1.6.5. Software and Web Development - Developing extensions for BIM Software Tools, productivity software or web portals to improve BIM Deliverables
2.1.1.7. Research and Development
2.1.1.7.1. Strategy Development and Planning - Developing a BIM Implementation Strategy or a BIM Implementation Plan to guide BIM Adoption
2.1.1.7.2. Teaching and Couching - Developing BIM training material to educate staff and facilitate the BIM Adoption process
2.1.1.7.3. Industry engagement and knowledge sharing - Sharing BIM knowledge and experience with the wider industry through formal/informal workshops, seminars, and presentations
2.1.1.7.4. General Research and Development - Conducting general or BIM-specific research and development activities
2.1.1.7.5. Knowledge Management and Engineering - Developing a Knowledge Management Strategy and capturing/representing the BIM-specific knowledge of staff
2.1.1.7.6. Change Management - Developing a Change Management strategy that accompanies/supports the BIM Implementation process
2.1.1.7.7. Research and Analysis - Participating in and/or publishing academic research focused on BIM innovation or collaboration
2.1.1.8. Managerial
2.1.1.8.1. General Management - Defining and communicating overall managerial goals from adopting new systems and workflows
2.1.1.8.2. Leadership - Leading and guiding others throughout the process of implementing new systems and workflows
2.1.1.8.3. Strategic Planning - Identifying strategic objectives and developing implementation strategies
2.1.1.8.4. Business Development and Client Management - Maximizing the value achieved by the organization and its clients from BIM tools and workflows
2.1.1.8.5. Partnership and Alliancing - Initiating partnerships and alliances with other organizations based on BIM Deliverables and workflows
2.1.1.8.6. Organizational Management-Identifying the organizational changes necessary for instigating, monitoring, and improving BIM Adoption
2.1.2. Scale
2.1.2.1. 0 - None
2.1.2.2. 1 - Basic
2.1.2.3. 2 - Intermediate
2.1.2.4. 3 - Advanced
2.1.2.5. 4 - Expert
2.2. Organizational BIM Assessment
2.2.1. Content
2.2.1.1. Strategy
2.2.1.1.1. Organization Mission and Goals
2.2.1.1.2. BIM Vision and Objectives
2.2.1.1.3. Management Support
2.2.1.1.4. BIM Champion
2.2.1.1.5. BIM Planning Committee
2.2.1.2. BIM Uses
2.2.1.2.1. Project Uses
2.2.1.2.2. Operational Uses
2.2.1.3. Process
2.2.1.3.1. Project Processes
2.2.1.3.2. Organizational Processes
2.2.1.4. Information
2.2.1.4.1. Model Element Breakdown (MEB)
2.2.1.4.2. Level of Development (LOD)
2.2.1.4.3. Facility Data
2.2.1.5. Infrastructure
2.2.1.5.1. Software
2.2.1.5.2. Hardware
2.2.1.5.3. Physical Spaces
2.2.1.6. Personell
2.2.1.6.1. Roles and Responsibilities
2.2.1.6.2. Organizational Hierarchy
2.2.1.6.3. Education
2.2.1.6.4. Training
2.2.1.6.5. Change Readiness
2.2.2. Scale
2.2.2.1. 0 - Non-existant
2.2.2.2. 1 - Initial
2.2.2.3. 2 - Managed
2.2.2.4. 3 - Defined
2.2.2.5. 4 - Quantitatively managed
2.2.2.6. 5 - Optimized
2.3. BIM Compass
2.3.1. Content
2.3.1.1. Organization and Management
2.3.1.1.1. Vision and Strategy - Is there a data/digitization strategy in place in your organization? Is it clear what your organization wants to achieve (both long and short term) with the use of BIM? how does your organization implement new (technical) developments?
2.3.1.1.2. Distribution of roles and tasks - Are role description clearly and decisively defined withing your organization?
2.3.1.1.3. Organization structure - Does your organization also work using this structure? Is there someone within your organization who is responsible for effective and efficient work with data?
2.3.1.1.4. Quality assurance - Are there quality controls in place for data? Has working with BIM so far produced sufficient results for your organization?
2.3.1.1.5. Financial Resources - Does your organization provide structural financial resources for the required hardware (computers, servers etc), and new software? Are (financial) resources available for support and maintenance of both the hardware and software?
2.3.1.1.6. Partnership on corporate and project level - Does your organization prefer a specific kind of contract with your partners? Does your organization work with partners who use BIM? Is your organization in your own opinion a trailblazer, motivator, or a follower, in terms of BIM & data use?
2.3.1.2. Mentality and culture
2.3.1.2.1. BIM Acceptance among the staff - Is there organization wide support for BIM? Do employees enjoy woking with BIM?
2.3.1.2.2. Exchange structure, knowledge and skills of BIM - Is there any internal structure to allow employees to exchange knowledge? What is on average, the current practical BIM experience level of your employees? What kind of expertise/experience does your organization have in working with BIM? is every employee in your organization up to date with the recent changes to the working structure, provided with in-depth information etc? Does every employee know the disadvantages of using BIM as well as the benefits? Can they see the added value created by BIM?
2.3.1.2.3. Training - Does your organization provide for structured external training?
2.3.1.2.4. BIM Champion - Are there BIM Champions withing your organization?
2.3.1.3. Information Structure and Information Flow
2.3.1.3.1. Internal Information flow and processes - Are the internal information flows within your organization described/written down? Does your organization also work following these information flows?
2.3.1.3.2. External Information flow and processes - Are the information flows between your organization and your (project) partners described/written down? Is information from partners re-used in your organization?
2.3.1.3.3. Quality control - Is there a quality checking process in place for importing new data in your data set?
2.3.1.3.4. Information standards such as IFC - Does your organization use open standards to communicate with external partners?
2.3.1.3.5. Information enrichment - What is the semantic level of BIM data-sets produced in your organization?
2.3.1.3.6. Information re-used - To what extent is information re-used in successive stages of the process? BIM data reuse - What is the re-use of BIM data?
2.3.1.3.7. Information library - Does your organization use an object-catalog (library)?
2.3.1.3.8. BIM process-Where in the process does your organization use BIM?
2.3.1.4. Technology and Applications
2.3.1.4.1. Server - Does your organization actively use a model server or common data environment within projects?
2.3.1.4.2. level of information (LOI) planning - Does your organization define the appropriate level of information needed in each project phase?
2.3.1.4.3. Information change alerts - What kind of alerts do modelers get from changes to the BIM?
2.3.1.4.4. BIM & Geo-spatial information - Is there a link between BIM and Geo-spatial information?
2.3.1.4.5. Using MVDs - Does your organization use MVDs or rules to determine the appropriate level of information in a dataset?
2.3.2. Scale
2.3.2.1. Unknown
2.4. BIM Online Maturity Assessment
2.4.1. Content
2.4.1.1. Vision and Leadership - BIM vision and Knowledge of the senior management team of BIM
2.4.1.2. Strategy - Strategy for BIM and collaborative working, and implementing strategies
2.4.1.3. Culture - an organizational culture to support and embody the use of BIM
2.4.1.4. Implementation - having BIM champion with right competency and knowledge responsible for leading the implementation of BIM and collaborative working
2.4.1.5. People - Has your organization assessed the competence and knowledge level of your staff in relation to BIM and collaborative working?
2.4.1.6. Training Provision - provision of BIM training plan for employees
2.4.1.7. Information management process - Formal process of informational management to support BIM
2.4.1.8. Information management: Common Data Environment - Using a common data environment to enable collaborative working
2.4.1.9. Model authoring/analysis software-Using 3D information for design and construction
2.4.1.10. Delivering 4D, 5D, and 6D outputs - ability to use 3D information and produce 4D, 5D, 6D outputs on projects in collaboration with its supply chain
2.4.1.11. Procurement for BIM and collaborative working - using BIM execution plan on projects
2.4.1.12. Project delivery and the BIM Execution Plan - clear process on the implementation of BIM execution plan
2.4.1.13. Delivering asset information and COBie - producing electronic asset information collaboratively with its supply chain either associated with 3D-derived model outputs or in COBie
2.4.1.14. Government Soft Landing - employing government soft landing routinely through early client and end-user engagement on most projects to support defined project outcomes
2.4.2. Scale
2.4.2.1. 4 option choices
2.5. SFT's BIM Compass
2.5.1. Collaborative management
2.5.2. Design Management
2.5.3. Library objects
2.5.4. Information management
2.5.5. Information Exchange
2.5.6. Soft Landing
2.5.7. Security
2.6. CPIx BIM Assessment Form
2.6.1. Content
2.6.1.1. Using native CAD/BIM - Are you prepared to issue your native CAD / BIM format files?
2.6.1.2. Work according to BIM Standard - Do you work to a CAD / BIM Standard?
2.6.1.3. Having a BIM process - Do you produce a BIM model as an iterative process?
2.6.1.4. Having a level of information (LOI) for BIM models - Do you understand the ‘Level of Information’ required at each of the project delivery stages?
2.6.1.5. Having a level of detail (LOD) - Do you understand the ‘Level of Detail’ required at each of the project delivery stages?
2.6.1.6. Maintenance for the CAD/BIM tools - Are all your CAD / BIM Tools covered by a yearly maintenance agreement?
2.6.1.7. Training - Do you train your staff In the use of your CAD / BIM tools?
2.6.1.8. BIM certification - Can you provide CAD / BIM related qualifications and CPD Certification for proposed team members?
2.6.1.9. BIM coordination - How do you carry out spatial co-ordination using CAD / BIM?
2.6.1.10. BIM uses
2.6.1.10.1. Deign/Construction Intelligent 3D-Modeling
2.6.1.10.2. LCC and LCA analysis
2.6.1.10.3. Facilities Management
2.6.1.10.4. Quantity take-off, costing
2.6.1.10.5. Sales/Visualizations
2.6.1.10.6. Safety Planning
2.6.1.10.7. Clash Detection
2.6.1.10.8. 4D-Scheduling
2.6.1.10.9. Production BIM
2.6.1.10.10. Procurement
2.6.1.10.11. Supply Chain Management
2.6.1.10.12. Simulations Energy, Fire etc
2.6.1.11. Copyright - What are the issues of IP rights and ownership of the BIM models?
2.6.1.12. BIM vision and strategy for future
2.6.2. Scale
2.6.2.1. Qualitative
2.7. NBIMS Capability Maturity Model
2.7.1. Content
2.7.1.1. Data Richness - Identifies the completeness of the building Information Model from initially very few pieces of unrelated data to the point of it becoming valuable information and ultimately corporate knowledge about a facility
2.7.1.2. Life-cycle views - Views refer to the phases of the project and identifying how many phases are to be covered by the BIM. One would start as individual stove pipes of information and then begin linking those together and taking advantage of information gathered by the authoritative source of the information. This category has high cost reduction, high value implications based on the elimination of duplicative data gathering. The goal would be to support functions outside the traditional facility management roles, such as first responders.
2.7.1.3. Roles or Disciplines - Roles refer to the players involved in the business process and how the information flows. This is also critical to reducing the cost of data re-collection. Disciplines are often involved in more than one view as either a provider or consumer of information. Our goal is to involve both internal and external roles as both providers and consumers of the same information so that data does not have to be re-created and that the authoritative source is the true provider of the information.
2.7.1.4. Change Management - Change Management identifies a methodology used to change business processes that have been developed by an organization. If a business process is found to be flawed on in need of improvement, one institutes a “root cause analysis” of the problem and then adjusts the business process based on that analysis. Since this is related to the following item, business processes it should come after it.
2.7.1.5. Business Process - The business process defines how business is accomplished. If the data and information is gathered as part of the business process then data gathering is a no cost requirement. If data is gathered as a separate process then the data will likely not be accurate. The goal is to have data both collected and maintained in a real time environment, so as physical changes are made they are reflected for others to access in their portion of the business process.
2.7.1.6. Timelines/Response - While some information is more static than other information it all changes and up to the minute accuracy may be critical in emergency situations. The closer to accurate real time information you can be the better quality the decisions that are made. Some of those decisions may be life saving in nature.
2.7.1.7. Delivery Method - Data delivery is also critical to success. If data is only available on one machine then sharing can not occur other than by email or hard copy. In a structured networked environment if information is centrally stored or accessible then some sharing will occur. If the model is a systems oriented architecture (SOA) in a web enabled environment the nentcentricity will occur and information will be available in a controlled environment to the appropriate players. Information assurance must be engineered into all phases.
2.7.1.8. Graphical Information - Often the starting point is a non-graphical environment. The advent of graphics helps paint a clearer picture for all involved. As standards are applied then information can begin to flow as the provider and receiver must have the same standards in place. As 3D images come into play more consumers of the information will have a common view and a higher level of understanding will occur. As time and cost are added then the interfaces can be expanded significantly.
2.7.1.9. Spatial Capability - Understanding where something is in space is significant to many information interfaces and the richness of the information. Energy calculations must know where the heat gains will come from, first responders need to know where water supplies and utility cutoffs are located in relation to the facility.
2.7.1.10. Information accuracy - Having a way to ensure that information remains accurate Is only possible through some mathematical ground truth capability. Having a mathematical product will also allow for better management by supporting difficult to game metrics. These numbers can be used for occupancy, information collection completeness and overall inventory calculations.
2.7.1.11. Interoperability / IFC Support - Our ultimate goal is to ensure interoperability of information. Getting accurate information to the party requiring the information. There are many ways to achieve this, however the most effective is to use a standards based approach to ensure that information is a form that it can be shared and products are available that can read that standard for of information.
2.7.2. Scale: 1-10 level
2.8. Maturity Matrix: Self Assessment Questionnaire
2.8.1. Content
2.8.1.1. Governance
2.8.1.1.1. Defining outcomes and value
2.8.1.1.2. Performance benchmarking
2.8.1.1.3. Enterprise organisational structure and capabilities
2.8.1.2. Organization
2.8.1.2.1. Commercial Approach
2.8.1.2.2. Behavior
2.8.1.3. Integration
2.8.1.3.1. Processes & Systems
2.8.1.3.2. Delivery
2.8.1.4. Digital Transformation
2.8.1.4.1. Customer Insight - the use of data for customer insight in the organization
2.8.1.4.2. Digital Leadership
2.8.1.4.3. Asset Integration
2.8.1.4.4. Value of Information - the relationship between the value of information and business models. For example, is digital twin considered as important or even independent from corresponding digital assets?
2.8.1.5. Capable Owner
2.8.1.5.1. Asset System Knowledge
2.8.1.5.2. Capability and Skills
2.8.2. Scale
2.8.2.1. 3 choices questions
2.9. Supply Chain BIM Capability Assessment
2.9.1. Content
2.9.1.1. Organization
2.9.1.2. Standards
2.9.1.2.1. BIM policy & standards
2.9.1.2.2. File naming
2.9.1.2.3. Information management
2.9.1.2.4. Using COBie
2.9.1.2.5. Security of BIM
2.9.1.2.6. Collaborative sharing
2.9.1.2.7. Common data envrinoment
2.9.1.3. Cost
2.9.1.4. Software
2.9.1.4.1. yearly maintenance agreement/subscription
2.9.1.4.2. Training for staff
2.9.1.4.3. dedicated senior role to implement BIM at strategic level
2.9.1.5. Model Use
2.9.1.5.1. Internal & external resources
2.9.1.5.2. Level of Detail (LOD)
2.9.1.5.3. Level of information (LOI) - LOI 3 Asset data sufficient to describe design intent. Asset data must be sufficient to meet BS 1192:4 min. COBie requirement for BIM L2 projects........LOI 4 additional sset data sufficient to meet clients bespoke data requirements.....LOI 5 asset data updated with site borne information....LOI 6 LOI 5 data plus specific asset ID's
2.9.1.5.4. BIM tools interoperability capabilities
2.9.1.5.5. Direct document generation from model - Generating drawings, schedules and specifications directly from the model
2.9.1.5.6. Knowledge of 3D coordination, BCF, COBie, IFC
2.9.2. Scale
2.9.2.1. Unknown
2.10. Vico BIM Scorecard
2.10.1. Content
2.10.1.1. Portfolio and Project Management
2.10.1.1.1. Resource planning and cash flow analysis
2.10.1.1.2. Project report standard
2.10.1.1.3. Source of monthly/weekly reports
2.10.1.2. Cost Planning
2.10.1.2.1. use of estimating system
2.10.1.2.2. Formatted data to be modified by the people for each project
2.10.1.2.3. Bid estimate using the quantity take off from the 3D models
2.10.1.3. Cost Control
2.10.1.3.1. Compare the actual cost of work to the estimated and contracted value
2.10.1.3.2. Using the cost estimate as the basis of the project's budgets / work packages
2.10.1.3.3. Existence of projects management cost process
2.10.1.4. Schedule Planning
2.10.1.4.1. Using schedule planning software
2.10.1.4.2. Using a scheduling methodology
2.10.1.4.3. Reusing pre-construction quantities and estimates to help with production planning
2.10.1.5. Production Control
2.10.1.5.1. Using of scheduling software to check the progress of the work
2.10.1.5.2. calculating the overall impact on the shedule based on trades' progress
2.10.1.5.3. Using schedule to track production
2.10.1.6. Coordination
2.10.1.6.1. Existing systems for clash detection
2.10.1.6.2. Standard process for BIM coordination
2.10.1.6.3. Updating quantities, estimate, and total station based on the coordinated model
2.10.1.7. Design Team Engagement
2.10.1.7.1. CES-Common environment sharing system for designer, owner, CM and consultant
2.10.1.7.2. Cost and schedule linked template to BIM model -Template to connect model data, cost information and schedule plans
2.10.1.7.3. Live linked BIM model to cost and schedule - Process to connect 3D model to the cost and time to be updated throughout the project
2.10.2. Scale
2.10.2.1. 4 choices questions
2.11. Gurevich & Sacks
2.11.1. Content
2.11.1.1. 1. What proportion of your agency’s employees were exposed to BIM?
2.11.1.2. 2. What proportion of your agency’s project managers are able to run a BIM project?
2.11.1.3. 3. What BIM training has the project manager had?
2.11.1.4. 4. Do you use BIM in any project?
2.11.1.5. 5. What do you use BIM tools for?
2.11.1.6. 6. What proportion of the agency’s projects require BIM (a percentage)?
2.11.1.7. 7. How long ago was the decision taken to adopt BIM?
2.11.1.8. 8. Who decided to adopt BIM in the agency?
2.11.1.9. 9. Has an adoption goal been defined?
2.11.1.10. 10. Do junior management require the use of BIM in projects?
2.11.1.11. 11. Is there a contractual requirement for the design team to use BIM?
2.11.1.12. 12. Does the agency have a BIM guide?
2.11.1.13. 13. How familiar are you with the guide? Have you implemented it?
2.11.1.14. 14. Does the agency have a standard BEP?
2.11.1.15. 15. Is the BEP dictated by the agency or prepared by the project partners?
2.11.1.16. 16. Has the organization purchased BIM software and equipment for projects?
2.11.1.17. 17. Has the agency provided one or more Big Rooms for collaborative design?
2.11.1.18. 18. Does the agency have modelling standards?
2.11.1.19. 19. Does the agency pay more for projects using BIM?
2.11.1.20. 20. Has the agency supported its suppliers in upgrading to BIM?
2.11.1.21. 21. Does the agency require contractors to use BIM?
2.11.2. Scale
3. Barriers from CII RT 372
3.1. Process
3.1.1. Internal Standardized data/model workflows and procedures
3.1.2. External (Industry) Codes and Standards
3.1.3. Owner Does Not Prioritize Data-Centric Approach
3.1.4. The regulatory process does not support data-model-centric approaches & deliverables
3.2. Information
3.2.1. Integrating Multiple Sources of Data
3.2.2. Interoperability between Software
3.2.3. Reliability of Information at Data Handover
3.2.4. Cybersecurity of Data Model Content
3.2.5. Access to product data libraries
3.3. Financial
3.3.1. Accurate ROI Calculation on Data-Centric Approach
3.3.2. Cost of Data-Centric Software
3.3.3. Operational Model Maintenance Resources and Cost
3.3.4. Financial Investment from Small Business Partners and Owners
3.4. People
3.4.1. Access to Industry Technical Experts
3.4.2. Access to In-House Technical Experts
3.4.3. Availability of Data Management Training Resources
3.4.4. Availability of Software Training Resources
3.4.5. Organizational Cultural Resistance to Change
3.4.6. Willingness to Share Model Content
3.5. Risk
3.5.1. Liability
3.5.2. Ability to Protect Ownership of Model or Model Components (Intellectual Property)
3.5.3. Insurance Coverage for Data-Centric Approach
4. RT 372 Assessment Framework
4.1. Organizational level
4.1.1. Strategy
4.1.1.1. Vision and Strategy
4.1.1.2. Vision and Leadership
4.1.1.3. Strategy
4.1.2. Process
4.1.2.1. Functional Basics
4.1.2.2. Collaboration
4.1.2.3. Facilitation
4.1.2.4. Project Management
4.1.2.5. Team and Workflow Management
4.1.2.6. Implementation Fundamentals
4.1.2.7. Component Development
4.1.2.8. Standardization and Templates
4.1.2.8.1. Cost and schedule linked template to BIM model
4.1.2.9. External (Industry) Codes and Standards
4.1.2.10. Delivering asset information and COBie
4.1.2.11. Internal Standardized data/model workflows and procedures
4.1.2.12. System and Process Testing
4.1.2.13. Guide and Manuals
4.1.2.14. Modeling
4.1.2.15. Model Management
4.1.2.16. Documentation
4.1.2.16.1. Document Management
4.1.2.17. Direct document generation from model
4.1.2.18. Change Management
4.1.2.19. BIM process
4.1.2.20. Live linked BIM model to cost and schedule
4.1.2.21. Owner Does Not Prioritize Data-Centric Approach
4.1.2.22. The regulatory process
4.1.3. Infrastructure
4.1.3.1. Software
4.1.3.1.1. General IT
4.1.3.1.2. Software System & Maintenance
4.1.3.1.3. Supportive
4.1.3.2. Hardware
4.1.3.2.1. Hardware and Equipment
4.1.3.2.2. Server
4.1.3.3. Physical Spaces
4.1.4. Data-driven use cases
4.1.4.1. Presentation and Animation
4.1.4.2. BIM & Geo-spatial information
4.1.4.3. MVDs usage (model view definition)
4.1.4.4. Model authoring/analysis software
4.1.4.5. Delivering 4D, 5D, and 6D outputs
4.1.4.6. Procurement for BIM and collaborative working
4.1.4.7. Project delivery and the BIM Execution Plan
4.1.4.8. CES
4.1.4.9. Capturing and Representing
4.1.4.10. Planning and Designing
4.1.4.11. Simulating and Quantifying
4.1.4.12. Constructing and Fabricating
4.1.4.13. Operating and Maintaining
4.1.4.14. Monitoring and Controlling
4.1.4.15. Linking and Extending
4.1.4.16. General Modeling
4.1.4.17. Other project and operational BIM uses
4.1.5. Administration
4.1.5.1. Finance, Accounting and Budgeting
4.1.5.2. Marketing
4.1.5.3. Financial Investment from Small Business Partners and Owners
4.1.5.4. Tendering and Procurement-
4.1.5.5. Administration, Policies and Procedures
4.1.5.6. Performance Management
4.1.5.7. Contract Management
4.1.5.8. Quality management
4.1.5.8.1. Quality assurance
4.1.5.9. Leadership
4.1.5.9.1. General Management
4.1.5.10. Business Development and Client Management
4.1.5.11. Partnership and Alliancing
4.1.5.12. Organizational Management
4.1.5.13. Distribution of roles and tasks
4.1.5.14. Partnership on corporate and project level
4.1.5.15. Accurate ROI Calculation on Data-Centric Approach
4.1.5.16. Cost of Data-Centric Software
4.1.5.17. Operational Model Maintenance Resources and Cost
4.1.5.18. Implementation
4.1.6. Information Structure and Information Flow
4.1.6.1. Internal Information flow and processes
4.1.6.2. External Information flow and processes
4.1.6.3. Quality control
4.1.6.4. Information standards such as IFC
4.1.6.5. Information enrichment
4.1.6.6. Information re-used
4.1.6.7. Information library
4.1.6.8. Level of information (LOI) planning
4.1.6.9. Information change alerts
4.1.6.10. Information management process
4.1.6.11. Information management: Common Data Environment
4.1.6.12. Having a level of detail (LOD)
4.1.6.13. Information accuracy
4.1.6.14. Interoperability / IFC Support
4.1.6.15. Model Element Breakdown (MEB)
4.1.6.16. Facility Data
4.1.6.17. Integrating Multiple Sources of Data
4.1.6.18. Interoperability between Software
4.1.6.19. Reliability of Information at Data Handover
4.1.6.20. Cybersecurity of Data Model Content
4.1.6.21. Access to product data libraries
4.1.7. People
4.1.7.1. Technical Training
4.1.7.2. Teaching and Coaching
4.1.7.3. Competency Management
4.1.7.4. Exchange structure, knowledge and skills of BIM
4.1.7.5. BIM Champion
4.1.7.5.1. BIM Planning Committee
4.1.8. Culture
4.1.8.1. BIM Acceptance among the staff
4.1.8.2. Culture
4.1.8.3. Change Readiness
4.1.8.4. Willingness to Share Model Content
4.1.9. Research and Development
4.1.9.1. Strategy Development and Planning
4.1.9.2. Industry engagement and knowledge sharing
4.1.9.3. General Research and Development
4.1.9.4. Research and Analysis
4.1.10. Risk
4.1.10.1. Copyright
4.1.10.2. Risk Management
4.1.10.3. Liability
4.1.10.4. Ability to Protect Ownership of Model or Model Components (Intellectual Property)
4.1.10.5. Insurance Coverage for Data
4.1.11. Other
4.1.11.1. Government Soft Landing
4.1.11.2. BIM certification
4.2. Project level
4.2.1. Assessment and Need
4.2.1.1. Asset Information Model
4.2.1.2. Information Manager
4.2.1.3. EIR
4.2.1.3.1. Issue EIRs document
4.2.1.3.2. Data format and IT
4.2.1.3.3. Level of details
4.2.1.3.4. Survey Requirement
4.2.1.3.5. Information exchange
4.2.1.3.6. Coordination and clash detection
4.2.1.3.7. Data drops
4.2.1.3.8. Information security measures
4.2.1.3.9. BIM competence assessment
4.2.1.3.10. Understand the client's needs and end
4.2.1.4. Stakeholder's motivation towards VDC
4.2.1.5. Motivation for the VDC
4.2.2. Procurement
4.2.2.1. Procurement strategy
4.2.2.2. Pre-qualification questionnaire
4.2.2.3. Pre-contract BEP
4.2.2.4. BIM Execution Plan (BEP)
4.2.2.5. Project Procurement Route
4.2.2.6. BIM Contract
4.2.2.7. EIR & GSL requirement
4.2.2.8. Information Manager
4.2.2.9. Security Manager
4.2.2.10. EIR template
4.2.2.11. Employer Information Requirement (EIR)
4.2.2.12. BEP comprehensiveness
4.2.3. Post Contract Award
4.2.3.1. Information manager
4.2.3.2. Management
4.2.3.3. Planning and documentation
4.2.3.4. Planning and documentation
4.2.3.5. Methods and procedures
4.2.3.6. IT solutions
4.2.3.7. BIM Design Data Review
4.2.4. Mobilization
4.2.4.1. Communication
4.2.4.2. Infrastructure
4.2.4.3. Training and education
4.2.5. Production
4.2.5.1. Information verification and validation
4.2.5.2. Soft landings & Handback
4.2.6. Information
4.2.6.1. Information Security
4.2.6.1.1. Roles and responsibilities
4.2.6.1.2. Awareness and communication
4.2.6.1.3. Built Asset Security Strategy
4.2.6.1.4. Built Asset Security Management Plan
4.2.6.1.5. Security Breach/Incident Management Plan
4.2.6.2. Information Quality
4.2.6.2.1. Roles and responsibilities
4.2.6.2.2. Information exchange
4.2.6.2.3. Information quality monitoring
4.2.6.2.4. Value creation : Information quality improvement
4.2.6.2.5. Open Standard deliverable
4.2.6.2.6. Federated model
4.2.6.2.7. LOD
4.2.7. Collaborative Working
4.2.7.1. Joint Relationship Management Plan
4.2.7.2. Joint communication strategy
4.2.7.3. Joint knowledge management strategy
4.2.7.4. Joint risk management process
4.2.7.5. Value creation: Clash detection
4.2.7.6. Value creation: Soft landings
4.2.7.7. Value creation: CDE
4.2.7.8. Common Data Environment (CDE)
4.2.7.9. Common Data Environment
4.2.7.10. Virtual Design Reviews (VDR)
4.2.8. Data-driven use cases
4.2.8.1. Drawings
4.2.8.2. Documentation
4.2.8.3. Level of Development
4.2.8.4. Discipline Model Reviews
4.2.8.5. Integration of the data into the BIM
4.2.8.6. Visualization
4.2.8.7. 3D coordination
4.2.8.8. 4D (Construction Sequencing)
4.2.8.9. Cost Estimating
4.2.8.9.1. Quantity Takeoff
4.2.8.10. Links to Engineering Analysis Tools
4.2.8.11. Handover to contractor
4.2.8.12. Use in Operations and FM
4.2.8.13. Federated model for soft landing
4.2.8.14. Federated model used by owner
4.2.8.15. Model use for safety
4.2.8.16. Testing & Commissioning
4.2.8.17. O&M integration process to the model
4.2.8.18. Change management / value engineering
4.2.8.19. Other general data-driven use cases
4.2.8.20. Data - driven Standards and workflows
4.2.8.21. Model-based analysis
4.2.8.22. Automation and optimization
4.2.8.23. Design
4.2.8.24. Asset Management
4.2.8.25. BIM for the supplier
4.2.8.26. Mitigation of the risk
4.2.8.27. Buildability reviews
4.2.8.28. Project management software integrated with the model
4.2.8.29. AIM (asset information model) Maintenance
4.2.8.29.1. Current Model
4.2.8.29.2. Information verification
4.2.8.29.3. Handback
4.2.8.29.4. Operation, maintenance and post occupancy
4.2.9. Project Administration
4.2.9.1. Marketing Strategy
4.2.9.2. Performance Management
4.2.9.2.1. Reviewing performance
4.2.9.2.2. Communicating performance
4.2.9.2.3. Value creation: Improving performance
4.2.9.2.4. Document/Model Referencing, version control and status
4.2.9.3. Project Structure
4.2.9.3.1. BIM Champion
4.2.9.3.2. BIM Team
4.2.9.3.3. Project Team Formation process