Clash Report

Clash detection is a critical part of every project design review, and, in our experience, has a great positive impact on construc­tion time as almost all potential design conflicts are solved before reaching the construction site. In traditional 20 design processes, visualization is extremely difficult and therefore, typically, many geometric conflicts between building elements are created which are hard to detect and are usually left to be solved at the cons­truction site. Our solutions incorporate a clash detection engine which can perform geometric conflict analyses against any given number of groups of elements. The engine is responsible for detecting all cases of physically impossible relationships between building elements, such as when geometry of one element goes through another element. This is indicative to various design flaws which can be mended well before the project design docu­ments reach the construction site. A conflict analysis process starts with the detection of clashes in the BIM model, when the reports are sent to the Client. Once the Client performs design changes in order to solve the issue in question, the BIM model is modified based on the new design. The process ends with the verification of the new design.

Progress control

Once actual progress data is available, various planned vs. actual analyses can be produced from the BIM model. By analyzing construction progress, the current construction schedule can be revised in order to get a clear perspective of the current
project state, give suggestions to reduce delays and mitigate risks.

• Analyzing Construction Progress
• Monitoring actual construction progress versus planned Construction Schedule
• Updating Construction Schedule with progress data
• Early warning notices
• Two-week-ahead plan based on current progress

BIM Implementation

Essential to avoiding the pitfalls that organizations encounterwheo implementing large-scale, radical change is to ensure there isa solid vision of where the organization going.Without this vision of BIM and the executive leadership behind it,the effort to adopt new business practices will struggle and waste the dedicated resources. Using published references and guides for implementing BIM standards and best practi­ces-such as the U.S. National BIM Standard, the U.K. BSi Standard Framework and Guide to BS1192,or the Pennsylvania State University’s BIM Project Execution Planning Guide and Templates-are a good starting point but there is no established standard that will fit the situation of every organization, with its wide variety of project types and strategic goals. To be successful at implementing BIM, organizations need a strategy that confor­ms to their specific needs and business values.

Therefore, successfully changing how an organization performs starts with vision. This may seem like common seosen, but as men­tioned previously, it is surprising at times how many organizations see BIM as a techno­logy or a technique to be applied only at the project level.To truly reap the advantages of BIM, executive leadership must learn to think, communicate, and manage expections around BIM (in some cases requiring education for executives on these new pro­cesses). Executive leadership must be capable of positioning BIM within the overarching strategic objectives of the entire organization. Remember, if BIM becomes a research and development initiative, or solely an ITroll-out,the performance promised from BIM will never be realized.