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General Buildings Information Handover Guide: Principles, Methodology and Case

General Buildings Information Handover Guide: Principles, Methodology and Case Studies NISTIR 7417 Project Leaders: Kristine K. Fallon Mark E. Palmer In Cooperation with: FIATECH NISTIR 7417 General Buildings Information Handover Guide: Principles, Methodology and Case Studies An Industry Sector Guide of the Information Handover Guide Series Kristine K. Fallon Kristine Fallon Associates, Inc. Mark E. Palmer Building and Fire Research Laboratory NIST August 2007 U.S. DEPARTMENT OF COMMERCE Carlos M. Gutierrez, Secretary NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY William Jeffrey, Director ii Acknowledgments This document is the result of a number of organizations and individuals cooperating to define information strategies, analyze case studies and document the benefits and pitfalls of electronic information handover in the general buildings sector. The individuals listed below contributed to this work. General Buildings Advisory Panel Joseph Burns Thornton Tomasetti Rob Dibble CH2M Hill Joseph Dietrich American Institute of Steel Construction Bill East U.S. Army Corps of Engineers, Engineer Research and Development Center Samir Emdanat GHAFARI Luke Faulkner American Institute of Steel Construction Stephen Hagan General Services Administration Robert Mauck GHAFARI Alex Maxim NBBJ David McLean Thornton Tomasetti, Inc. Tony Rinella Anshen+Allen, Architects Darren Rizza Skidmore, Owings & Merrill LLP Dana K. Smith DKS Information Consulting, LLC Other Industry Sources Charles Eastman Georgia Institute of Technology, Design Computing Group Richard Jackson FIATECH Laird Landis General Motors Industry Reviewers Jim Forester Newforma, Inc. Charles Hardy General Services Administration Peggy Ho General Services Administration Calvin Kam General Services Administration Robert Lipman National Institute of Standards and Technology Nicholas Nisbet AEC3 Kent Reed National Institute of Standards and Technology Stacy Scopano Tekla Richard See Digital Alchemy Jeffrey Wix AEC3 Disclaimer: Certain trade names or company products are mentioned in the text to specify adequately the procedures and software used. In no case does such identification imply recommendation or endorsement by the National Institute of Standards and Technology, nor does it imply that the software is the best available for the purpose. iii iv TABLE OF CONTENTS EXECUTIVE SUMMARY 1 1. WHY AN INFORMATION HANDOVER GUIDE? 3 1.1 Advances in Information Technology 3 1.2 Business Case for the Use of Interoperable Building Information Models 3 1.3 Examples of Benefits 4 1.3.1 Daylight and Energy Analysis 5 1.3.2 Cost Analysis 5 1.3.3 Supply Chain Integration 6 1.3.4 3D Coordination 7 1.3.5 Handover to Operations and Maintenance 7 1.3.5.1 IFC Model Based Operations and Maintenance 7 1.3.5.2 Construction Operations Building Information Exchange 8 1.4 Challenges to Achieving Benefits 8 2. GENERAL BUILDINGS INDUSTRY BACKGROUND 10 2.1 Handover Process 10 2.2 Current Process 10 2.2.1 Schematic Design 11 2.2.2 Design Development 11 2.2.3 Construction Documents 11 2.2.4 Bid Phase 11 2.2.5 Construction Phase 11 2.2.6 Closeout/ Commissioning 12 2.2.7 Operations and Maintenance 12 2.3 Changes in Project Delivery 12 2.3.1 Design Optimization 13 2.3.2 Construction Optimization 14 2.3.3 Construction Orchestration 14 2.3.4 Operations and Maintenance 14 2.4 Industry Roadmaps for Implementing Change 15 2.4.1 Steps Toward External Process Integration 16 2.4.2 FIATECH Capital Projects Technology Roadmap 16 2.4.3 ROADCON Roadmap 18 2.4.4 Roadmaps from Multiple Organizations Compared 19 3. KEY CONCEPTS AND TERMS 21 3.1 Interoperability 21 3.2 Information Forms and Formats 22 v 3.2.1 Unstructured Form 22 3.2.2 Structured Form 22 3.2.3 Proprietary Format 23 3.2.4 Standard Format 23 3.3 Using Standard Structured Formats 24 3.3.1 Defining Model Views 25 3.3.1.1 BLIS 25 3.3.1.2 GSA 26 3.3.1.3 NBIMS 26 3.3.1.4 COBIE 26 3.3.1.5 CIS/2 – IFC Harmonization 26 3.3.1.6 Information Delivery Manuals 27 3.3.1.7 IFC Model View Definition Toolset and Process 28 3.3.2 Other Standard Structured Formats 28 3.3.2.1 AEX 28 3.3.2.2 AGCxml 29 3.3.2.3 gbXML 29 3.3.2.4 ifcXML 29 3.3.2.5 OSCRE 29 3.3.2.6 OGC 29 3.3.3 Additional Information Sources 30 3.4 Classification, Metadata and Dictionaries 30 3.4.1 Classification 30 3.4.2 Metadata 30 3.4.2.1 Descriptive Metadata 30 3.4.2.2 Administrative Metadata 30 3.4.2.3 Structural Metadata 31 3.4.2.4 Standards for Metadata 31 3.4.3 Dictionaries 31 4. CASE STUDIES OF INFORMATION HANDOVER 32 4.1 Helsinki University of Technology Auditorium Hall 600 32 4.1.1 Benefits Realized 32 4.1.2 Who Benefited 33 4.1.3 Information Packages Exchanged 33 4.1.4 Issues Identified 35 4.1.5 Recommendations for Future Efforts 35 4.2 General Motors Virtual Factory Initiative 35 4.2.1 Benefits Realized 36 4.2.2 Who Benefited 36 4.2.3 Information Packages Exchanged 36 4.2.4 Issues Identified 39 4.2.5 Recommendations for Future Efforts 39 4.3 The Adaptive Re-Use of Soldier Field 39 4.3.1 Benefits Realized 40 4.3.2 Information Packages Exchanged 40 4.3.3 Issues Identified 42 4.3.4 Recommendations for Future Efforts 42 4.4 Harborview Medical Center Expansion 42 vi 4.4.1 Benefits Realized 43 4.4.2 Information Packages Exchanged 43 4.4.3 Issues Identified 45 4.4.4 Recommendations for Future Efforts 45 4.5 Wellcome Trust, UK 45 4.5.1 Benefits Realized 46 4.5.2 Information Packages Exchanged 46 4.5.3 Issues Identified 48 4.5.4 Recommendations for Future Efforts 48 4.6 Buckley Army Aviation Support Facility 48 4.6.1 Benefits Realized 49 4.6.2 Who Benefited 49 4.6.3 Information Packages Exchanged 49 4.6.4 Issues Identified 51 4.6.5 Recommendations for Future Efforts 51 5. PLANNING, EXECUTING AND MANAGING INFORMATION HANDOVERS 52 5.1 Overview 52 5.2 Information Strategies 53 5.2.1 Information Strategies for the General Buildings Sector 53 5.2.2 Contents of the Information Strategy 55 5.3 Information Handover Requirements 56 5.3.1 Applying an Existing Standard 56 5.3.2 Uses of Information Packages 56 5.4 Project Information Handover Plan 58 5.4.1 Developing the Project Information Handover Plan 58 5.4.2 From General to Specific 58 5.4.3 Balancing Costs and Benefits 59 5.4.4 Handover Plan Contents 60 5.4.5 Information Quality Considerations 60 5.4.6 Information Quality Management 61 5.4.7 Logistics 62 5.4.8 New Project Roles 62 5.4.9 Handover Methods 62 5.4.10 Data Transfer Methods 63 5.4.11 Timing 63 5.4.12 Responsibilities 63 5.4.13 Storing and Preserving Handover Information 64 5.5 Implementation of the Project Information Handover 64 5.5.1 Business Considerations 64 5.5.1.1 Project Information Manager 65 5.5.1.2 Contractual Terms 66 5.5.1.3 Liability and Insurance 66 5.5.2 Technical Implementation 66 5.5.2.1 Configuration Management 67 5.5.2.2 Testing 67 5.5.2.3 Documentation of Best Practices and Project Procedures 67 5.5.2.4 Staffing and Training 67 vii 5.5.2.5 Compliance Checking 68 5.5.2.6 Continuous Improvement Program 68 5.6 Handover Lessons Learned By Early Adopters 68 5.6.1 Challenges 68 5.6.1.1 Commercial Issues 68 5.6.1.2 Expectations 68 5.6.1.3 Change Management 68 5.6.1.4 Immature Technology 69 5.6.1.5 Inadequate Technology Infrastructure 69 5.6.2 Keys to Success 69 5.6.2.1 Human Factors 69 5.6.2.2 Quality of Collaboration 69 6. CONCLUSION AND RECOMMENDATIONS FOR FUTURE EFFORTS 70 7. APPENDICES 72 7.1 APPENDIX A – Benefits Chart 72 7.2 APPENDIX B – Glossary 75 7.3 APPENDIX C – Bibliography 80 7.4 APPENDIX D – Links to Information Delivery Specifications and Standards 83 7.5 APPENDIX E – Organizations that Promote Interoperability 88 Executive Summary The 2004 Construction Users Roundtable (CURT) report, Collaboration, Integrated Information and the Project Life Cycle in Building Design, Construction and Operation (WP-1202), makes clear that there is a compelling need to improve project delivery. “Building owners, particularly those represented within CURT, regularly experience project schedule and cost overruns.” The National Institute of Standards and Technology (NIST) study Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry (NIST GCR 04-867) makes clear that all stakeholders in the capital facilities industry – designers, contractors, product suppliers and owners – are wasting a huge amount of money looking for, validating and/or recreating facility information that should be readily available. For example, the study estimated that operations and maintenance personnel spent US $4.8 billion during 2002, verifying that documentation accurately represented existing conditions, and another US $613 million transferring that information into a useful format. These are two major business drivers that are leading the general buildings industry to adopt a more advanced technological approach to designing, documenting and constructing capital facilities. It is clear from the case studies assembled for this guide and from the input of the General Buildings Advisory Panel that these advanced technologies are yielding the desired results. So far, major successes have been recorded using highly accurate and complete 3D building models for interference checking and linking to construction schedules. These successes can be attributed to the relative maturity of 3D modeling and viewing technology as well as the availability of tools for accurately translating geometry between proprietary formats and for merging 3D models created in multiple formats in an integration environment. Some progress has also been made in the area of intelligent building modeling, which captures the properties of building components as well as their geometry, permitting direct, machine- interpretable input to other applications, such as analysis programs. A major success in this regard has been the American Institute of Steel Construction’s (AISC) CIMSteel Integration Standards/Version 2 (CIS/2) initiative, which has proven to enhance the quality and speed of information flow throughout the steel supply chain. Because design and construction operations in the general buildings industry are carried out by project teams comprising multiple organizations, data interoperability across a heterogeneous software landscape is necessary. In order for that interoperability to be achieved, the domain experts in the general buildings industry must reach a consensus on key information-supported work processes and the information required by those processes. Data modeling experts must then uploads/s1/ general-buildings-information-handover-guide-principles-methodology-and-case-studies.pdf