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- Herausgeber: John Wiley & Sons
- Kategorie: Geisteswissenschaft
- Sprache: Englisch
ePart 5: Day-to-Day BIM Management: How do you go about mastering hands-on support BIM for your team? ePart 5 introduces the operational tasks a BIM Manager is expected to accomplish. Depending on an organisation’s size BIM Managers either supervise the rollout of BIM on various projects, or they actively get involved in mentoring those authoring or coordinating information in BIM. By providing a strong project focus, this ePart, firstly, addresses requirements for in-house BIM project support; secondly, it explains how to support the integration and coordination of BIM data across a multi-disciplinary project team. Leading BIM experts from the US, UK and Australia divulge their recipes for successful operational management. Obook ISBN: 9781118987902; ePub ISBN:9781118987919; ePDF ISBN: 9781118987926; published November 2015
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Seitenzahl: 47
Veröffentlichungsjahr: 2015
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THE BIM MANAGER'S HANDBOOK: GUIDANCE FOR PROFESSIONALS IN ARCHITECTURE, ENGINEERING, AND CONSTRUCTION
DAY-TO-DAY BIM MANAGEMENT
EPART 5
Dominik Holzer
Copyright © 2015 John Wiley & Sons Ltd.
Registered office
John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom
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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. It is sold on the understanding that the publisher is not engaged in rendering professional services and neither the publisher nor the author shall be liable for damages arising herefrom. If professional advice or other expert assistance is required, the services of a competent professional should be sought.
ISBN 978-1-118-98792-6 (epdf); ISBN 978-1-118-98791-9 (epub); ISBN 978-1-118-98790-2 (Wiley Online Library)
Executive Commissioning Editor: Helen Castle
Senior Production Manager: Kerstin Nasdeo
Assistant Editor: Calver Lezama
Cover design and page design: Artmedia
Layouts: Aptara
Front cover image: Copyright © Morphosis Architects
CONTENTS
Day-to-Day BIM Management
The Broad Spectrum of BIM
Advancing BIM Strategically
Planning BIM on a Project
Fire-Fighting and Lending a Helping Hand
Endnote
EULA
List of Illustrations
Chapter 5
Figure 5-1 University of Nottingham Technology Entrepreneurship Centre (TEC), Nottingham, UK.
Figure 5-2 Potential BIM spectrum.
Figure 5-3 BIM team organizational structure.
Figures 5-4a, b BIM team meetings.
Figure 5-5 BIM coordination meeting.
Figure 5-6 BIM role description breakdown.
Figure 5-7 Changing BIM-team constellations.
Figure 5-8 Key Drivers for BIM Management.
Figure 5-9 Spreadsheet for planning time and resources.
Figure 5-10 Process map for project BIM resourcing.
Figure 5-11 Model output for use in Field BIM.
Figure 5-12 Augmented/Mixed-reality construction model.
Figure 5-13 Perceived effort—Comparison matrix.
Figure 5-14 Multidisciplinary BIM Coordination session.
Figure 5-15 5D BIM cost and 4D BIM timeline.
Figure 5-16 Digital setout flowchart proposal.
Figure 5-17 Data extraction schemer for generating FM information from BIM.
Figure 5-18 BIM Manager assisting delivery on the floor.
Guide
Cover
Table of Contents
5
Pages
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DAY-TO-DAY BIM MANAGEMENT
BIM Management is a highly interactive process with a great variety of different tasks to be accomplished on a daily basis. This ePart reviews these day-to-day activities and explains how BIM Managers master them most efficiently. It looks at in-house requirements, as well as the necessity for integration and coordination of BIM data across a multidisciplinary project team. It highlights how interpersonal and communication skills, as well as the ability to formulate concise business plans, are fundamental to a BIM Manager's role. Whether they get applied during mentoring of other staff or during large project coordination meetings, the BIM Manager needs to be articulate in expressing his or her expert view clearly and effectively. In the long term, moreover, it emphasizes how BIM Managers need to establish a culture of dialogue and, to a degree, peer-to-peer support with the goal of disseminating BIM knowledge across their entire organization (and beyond).
Figure 5-1 University of Nottingham Technology Entrepreneurship Centre (TEC), Nottingham, UK.
Copyright © Bond Bryan Architects LTD
Most BIM Managers will empathize with the following scenario: Arriving first thing in the morning at their desk for the day, they put together a “to do” list to tackle, but their plan of action is put into immediate jeopardy by unknown and unanticipated events and challenges. It is as if the BIM Manager's role and ability to execute his or her workload efficiently is always characterized by an undercurrent of unease and uncertainty.
