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    of 5

    1.

    BIM Project execution planning


    BIM Project Execution Planning is “a process performed by a Project BIM Team to design the e
    xecution strategy for implementing BIM on the project. The final product of the execution plann
    ing process is a documented BIM Project Execution Plan (PxP).” To maximize the effectiveness
    of BIM, the execution plan should be designed in the early stages of a project and focus on the de
    cisions required to define the scope of BIM implementation on the project, identify process impa
    cts of using BIM, define the team characteristics needed to achieve the modeling, and quantify th
    e value proposition for the appropriate level of modeling at the various stages in the project life
    cycle.
    A PEP (Projection Execution Plan) is a document that most ‘well-managed’ projects have in
    place and is treated almost as a bible for the project as a central point of reference for different
    aspects of the project.

    "The BIM PxP should be developed to provide a master information/data management plan and
    assignment of roles and responsibilities for model creation and data integration at project initiat
    ion. The team members and Owner should jointly agree on how, when, why, to what level, and fo
    r which project outcomes BIM will be used".
    " In those projects where construction information is available during the design phase, the BIM
    PxP would address both design and construction activities. The BIM PxP should be considered a
    living document and should be continually developed and refined throughout the project develo
    pment life cycle".

    1.1 Development of the BIM PXP


    The BIM PxP, created early in the project, should be considered a living document that evolves
    throughout the project. The BIM PxP should be developed and refined by the Project BIM Team
    to document the collaborative process of how BIM will be executed throughout the project life c
    ycle.
    The initial version of the BIM PxP should be developed by the Project BIM Manager, assisted by
    the Owner and the Project BIM Team (as referenced in NBIMS‐US™ V3, Section 5.4), to deta
    il the BIM requirements for the project. It should be submitted for approval to the Owner.
    The BIM PxP should be refined by the entire Project BIM Team as design progresses. If a contr
    actor is not procured for preconstruction services, the design team and Owner should develop the
    collaborative BIM PxP and coordinate with the contractor when the contractor is procured.
    The BIM PxP should be reviewed and coordinated with the entire Project BIM Team prior to con
    struction and submitted to the Owner for final approval. The BIM PxP should be reviewed with
    specialty contractors prior to execution of their contracts. Any revisions to the BIM PxP should b
    e submitted to the Owner for final approval.

    The Project BIM Team should use the PxP template in the NBIMS‐US™ V3, Section 5.4: BIM
    PxP Content, which identifies the minimum BIM requirements to develop an acceptable BIM Px
    P. The PxP should specify how different versions of the model will be stored and retrieved as the
    project progresses.

    1.2 PEPs

    • Is one of the project manager’s key toolkits just like bar charts, CPM/PERT (critical path
    method/program evaluation and review technique)schedules, earned value reports, etc.
    • Captures and helps monitor the key project controls.
    • Is the key reference source for:
    • Key project information such as project organization and hierarchy, including the lines of
    communication and management, among others.
    • Key project processes.
    • Key deliverables at main points/stages of the project processes.
    • Roles and responsibilities of all stakeholders in the project.
    According to the CIOB (Chartered Institute of Building), a PEP provides a ‘guide to the project
    team members in the performance of their duties, identifying their responsibilities and detailing
    the various activities and procedures (often called the project bible).
    The APM (Association for Project Management) suggests that a PEP ‘…confirms the
    agreements between the sponsor and other stakeholders and the project manager … [it]
    documents how the project will be managed in terms of why, what, how (and how much), who,
    when and where’. (APM, 2014).
    The OGC proposes that ‘The Project Execution Plan is the key management document governing
    the project strategy, organization, control procedures, responsibilities, and where appropriate, the
    relationship between the project sponsor and the project manager. It is a formal statement of the
    user needs, the project brief and the strategy agreed with the project manager for their
    attainment. The scope of the plan will depend upon the size and nature of the project. It is a live
    active management document, regularly updated, to be used by all parties both as a means of
    communication and as a control and performance measurement tool’ (OGC, 2014).
    A PEP document is where all the key aspects of a project are stored in one place. It not only
    includes implementation issues, but a good PEP also includes a business case for the project and
    what the initial objectives were for inception. It is important for project team members to
    understand these in order to deliver a product that is fit for purpose. Of course, the detailed
    implementation aspects are important too, but these must be driven by the higher-level objectives
    of the project. As mentioned earlier, the PEP should then include a clear description of project
    organization that clarifies the lines of authority. A typical PEP document will contain the
    following sections:

    • Project objectives and business case


    • Risks and opportunities for the project in achieving the objectives.
    • Roles and responsibilities of all team members.
    • Strategies for monitoring and controlling the project implementation including the quality
    issues.
    • Strategies for handover and O&M are included in some PEPs, but many do not include
    this and limit themselves to design and construction phases up to the handover stage.
    1.3 BIM PEPs
    Similar to a typical PEP, every BIM-enabled project should have a BIM PEP document agreed
    and signed off by all stakeholders, right at the start of the project. Contractually, this document
    becomes an addendum to the contract documents (BIM Protocol, 2013). Therefore, every
    stakeholder of a project is contractually bound to comply with this document. There are several
    reasons why a document such as a BIM PEP is essential to ensure that all stakeholders in a
    project deliver what is expected of them. Introducing BIM in a project usually means bringing in
    new processes, particularly in terms of information management. In order to successfully manage
    information in a project, everyone involved in the project needs to sign up to processes and
    standards in advance of execution of the project. This is a point that has been comprehensively
    made in earlier chapters. This can only be achieved by careful advanced planning and
    documenting all processes mapped on to the responsible parties alongside the different stages of
    the project. Therefore, whenever there is a lack of clarity, dispute or confusion about any aspect
    of delivery of information throughout the life cycle of the project, the BIM PEP is the document
    that the project team should rely on for resolution. It is, therefore, not hard to imagine the crucial
    and important role that this document can play in successful project delivery. It should be
    pointed out that in the UK, the term BEP is more commonly used than BIM PEP.

    1.4 BIM PEP Development


    There are several methodologies proposed for developing a BIM PEP document. One of these,
    developed at PSU (Pennsylvania State University) in the USA, provides a structured procedure
    for creating and implementing a BIM PEP as mentioned below. The four steps within the
    procedure include (PSU BIM PEP, 2010):
    • Identification of high-value BIM uses during project planning, design, construction and
    operational phases.
    • Design of the BIM execution process by creating process maps.
    • Definition of the BIM deliverables in the form of information exchanges.
    • Development of the infrastructure in the form of contracts, communication procedures,
    technology and quality control to support implementation.
    PSU BIM PEP (2010) suggests that by developing a BIM plan, the project team members can
    achieve the following values:

    • All stakeholders will be able to understand and communicate the strategic objectives
    behind implementing the BIM on the project.
    • All tier 1 organizations and their supply chain will understand their roles and
    responsibilities in BIM implementation.
    • Be able to design an execution process that is appropriate for their business practices and
    typical workflows.
    • The plan will help to identify resources, training or other competencies necessary to
    successfully implement BIM in the project.
    • The BIM PEP will facilitate engagement with future participants in the project fairly
    smoothly.
    Primary and secondary BIM uses (redrawn from PSU BIM PEP (2010) Note
    LEED = Leadership in Energy & Environmental Design).

    1.5 Contents of a BIM PEP


    Based on the discussion above, one can conclude that a BIM PEP should include everything that
    is usually found in a ‘normal’ PEP document, supplemented with additional information relevant
    to the BIM-based nature of the project. Here is a typical list of items one should expect to find in
    a BIM PEP document. The first few items are the ones that can be found in any PEP document,
    whilst the rest are specific to the BIM:

    • Project objectives and business case.


    • Risks and opportunities for the project in achieving the objectives.
    • strategies for monitoring and controlling project implementation including quality issues.
    • strategies for handover and O&M are included in some PEPs, but many do not include
    these and limit themselves to design and construction phases up to the handover stage.
    • Building information model quality control and assurance processes.
    • Building information model LOD.
    • Information exchange standards and data drop points.
    • BIM and other technology requirements.
    • Model handover standards for facilities management.
    This is only an indicative list and is meant to serve as a guide and is by no means exhaustive.

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