CIB
BIM / IDDS Seminar
November 1, 2013

Deploying IDDS in the U.S.

Dr. S. Shyam Sunder
Senior Advisor for Laboratory Programs
National Institute of Standards and Technology
U.S. Department of CommerceOutline• BIM + IPD + Lean + SCI…= IDDS
• Examples of Deploying IDDS in the U.S.
• Infrastructure, Process Plants, Government Facilities• Observations• IDDS + O&M + Optimization• Delivery of IDDS Practices

Training &Development

IntegratedProject
Delivery

Benefits
Realisation

Lean
Construction

CollaboratingPeople

SupplyChain
Integration
Knowledge
ManagementIDDS
Integrated Building InteroperableProcessesInformationTechnologies
Modelling

Occupancy& Operation

Facilities
Management

Vision: to minimise all forms of waste,whilst delivering greater assured value
for sustainable whole lifecycle outcomesINTELLIGIENT CONSTRUCTION & SYSTEMSTECHNOLOGIES (ICST)FHWA’s Current and Planned ResearchFederal Highway Administration
Turner-Fairbank Highway Research Center
Richard B. Duval, P.E.
&Lou Triandafilou, P.E.
October 4, 2013

How do the ICST research
activity classifications andresearch activities themselves fit
with the R&T strategic plan
objectives?
• ICST research projects support these Strategic Plan
Objectives:– Project Delivery - Improve the ability oftransportation agencies to deliver projects that meet
expectations for timeliness, quality and cost.
– Infrastructure Performance - Improve highway
condition and performance through increased use ofdesign, materials, construction and maintenanceinnovations

Development of National Bridge
Information Modeling (BrIM) Standards
Brian Kozy, PhD P.E.
Senior Bridge Engineer – Steel Specialist
Federal Highway Administration
Louis N. Triandafilou, P.E.
Office of Infrastructure Research & Development
Team Leader – Bridge & Foundation Engineering Team

Objective
This research is intended to develop, implement,
standardize, and demonstrate an efficient androbust digital data exchange protocol (and fileformat) that could be used to digitally describe
bridge engineering information

Deployment of BrIM Standards• This work is intended to be “seed”
development, with handoff to industry for longterm• Standards will be open source, withmanagement by consortium• Schema descriptions will utilize XML

Vision & Bridge Lifecycle (Enterprise) Process Map
Vision of Multi-Year Implementation Roadmap• Practical Implementation
Information Technology (IT) facilitated interoperability throughout theentire bridge lifecycle• Model/ModularEither a (set of bridge industry-specific) model(s) or a integral part of thelarger Civil Integrated Management (CIM) (or NIEM?, or IFC(5?), or next-gen
transXML, or …) umbrella

Vision & Bridge Lifecycle (Enterprise) Process Map
Process Map — Streamlined and Improved IT- enabled Managing Method

Portion of Bridge Enterprise Process Map (Chen et al. 2013)

ProjectDisciplines:•Detailing•

Estimating•

Construction
Management•

Fabrication•

Construction
Engineering•

Inspection•

Load Rating•

Routing andPermitting•

MaintenanceandManagement……

Process Map Notation

Project stages:•Bidding andLetting•

PostAward/Preconstruction
Planning/Detailing•

Fabrication•Construction•InspectionandEvaluation•MaintenanceandManagement•

Management……

September 19–20, 2013 | Herwijnen, Netherlands

Christophe CASTAING - EGIS• Information Modeling :IFC Bridge

INFRA – LOD

Project

Systems

RoadRiverHigh Voltage

Motorway
CH0-CH99
Systems

FUNCTIONS

Concerned
Networks

TOLL PLAZA
INTERCHANGESERVICES AREA

DTM
Underground

Analysis

Simulations

Schedule

QTO…

• Observatory :BIM Task group:a UK Government initiative• Observatory :6234

DELIVERY
7895

www.fiatech.org

1

Business Essential
Infrastructure andProcess Plant
Configuration
Management

PhysicalConfiguration“What isactually there”

DesignBasis

Design Requirements“What needs to be there”

FacilityPlant
Configuration
Conform
Docs
Information“What we say isthere”
Work Processes must assure that:
Elements conform all the time
All changes are authorized
Conformance can be verified
R.Adams, Dominion

Business Challenge
Infrastructure andProcess Plant
Configuration
Management

Knowledge Workers
EDB

Paper-based
Quality Assurance
Process

Automation
Systems

Conform
Challenge

PDPlant
Documentation

Lots of Tribal Knowledge , Semi-Connected and Disconnected
Systems, Manual Processes and yes…… Paper
R.Adams, Dominion

Observations
 Where there are:– compelling business drivers,– multiple stakeholders who recognize the need for improved processes,– commitment to defining increments of capabilities viable for broad deployment,

leaders are applying IDDS and transforming industry practices.
 To succeed, it is essential to understand :larger business and supply chain context,
IT landscape and supporting services,
information needed for commissioning, operations, maintenance and optimization,
where there are inefficiencies and potential productivity gains that could benefit
multiple stakeholders.

 Enterprises must assess their internal IDDS readiness level and theIDDS readiness capacity of their potential partners and target
markets when planning an IDDS strategy.
 There are overlapping and duplicative efforts to build thesemantic and services infrastructure for broad adoption of IDDS in
the different sectors and regions of the capital facilities industry.

Discussion• CIB could provide unique value by:developing mechanisms that enable communication andcollaboration on cross-cutting challenges and advancements
to build the IDDS semantic and services infrastructure.
• This could develop into IDDS recommended practices.
Note: The challenges of global coordination and convergence forachieving the aspirations of openINFRA is an excellent example forarticulating the institutional and technical challenges.

• Should IDDS enable Operations and Optimization?

Back-up Slides

BIM + IDDS
 BIM is transforming engineering and construction.
•

Building Information Modeling / Integrated Design and Delivery Solutions

 Stakeholders are changing their sectors, e.g., structural steel .
 Bridge industry is changing to life cycle delivery.
 Process and power industries know they must transform delivery
and operation of future plants.
 Integration of supplier processes, expertise, and systems foroptimizing is still largely untapped.
 Synergy of combining manufacturing and construction innovation• Common challenges in advancing systems integration, intelligent sensing,
control and automation• Distributed configuration management of federated information and controls

 BIM + IPD + Lean + SCI…= IDDS

IDS
BIM

The Evolution of IDS

IFC

A Historical Perspective(CIB IDS Workshop June 2009)ISO STEPProductModelling25IDDS

OpenBIM requiredt Building Agencyobject servers ands being

Germany. Some adoption ofBIM (e.g. Bavaria) but varies
across agencies and States.

Denmark. Several stateagencies require BIM, especiallyfor larger projects; BIM use highand IFC required forinteroperability. Guidelines
being developed.

Sweden. Late 2012 five
Swedish State agencies andcompanies collaborating inpromoting BIM.

Finland. Arguably wor
in use of BIM. Senate P
guidelines requiring BIM
for interoperability rece
updated into national C
BIM Requirements (COBmandated forand used by an contractor and aon supplies
arketJapan. Major design fi
general contractors leaduse of BIM. General comaking efforts to utilize
detailing and constructi
planning phases. Archit
Institute of Japan and oinvestigating BIM and rissues.

nt mandatedd all asset
COBie format on
ded projects byng at adapting/SA’s NBIMS-US

vernment clientnd States haveandards (e.g.,rvicesand US Armyeers). Many large
architects haveut many rely on
to employ it on
project. Leannd Integrated
y also gaining

Norway. Statsbygg hacollaborated with the U
development of its own
guidelines.

South Korea. On-goinprogramme on the man
BIM use on Governmen
and considerable standdevelopment.

Australia. BuildingSMART
leading adoption of BIM adoption
patchy. History of using
Alliancing, although with mixed
reviews..

New Zealand. Government inearly stages of exploring best
approaches for employment ofBIM on Government projects as
cornerstone of planned
productivity improvement by2020.

Singapore. Automated code
checking for many years; now
encouraging the use of BIM,
including teaching atUniversities.

China & Hong Kong.
Considerable BIM exper
implementation low. H
Housing Authority BIM
guidelines. 2012: “BIMthe future IT solution inThe Chinese Governme
strongly supporting BIM

Current FHWA Research
Addressing Challenges in Intelligent Construction
Systems and Technologies (ICST)

Scope:
The contractor shall address gaps identified for ICST from project development throughconstruction and develop guidance for State highway agencies to assist them indetermining how best to use ICST to improve accelerated delivery. The scope of thestudy covers various types, sizes and scopes of transportation projects using ICST
delivered by State highway agencies. The study involves collecting, organizing andanalyzing data from various State highway agencies and other facility owners using
ICST. Addressing the known gaps in how electronic information/data is shared andused by other parties.

Current FHWA Research, cont’d
Objectives: Working with States, documenting barriers, anddeveloping guidance.
1. Further identify gaps in design procedures, design manuals,applications, etc. for highway agencies to properly generate
accurate 3/4/5 D models and electronic data for downstream
uses in construction.
2. Document ICST success stories and best practices, and bestuses for individual technologies.
3. Document the types of costs and resources required byindustry and agencies for implementation of thesetechnologies, and their associated return on investment.
4. Document the ICST challenges in the areas of surveying,utilities, real time verification, and data management
5. Provide a technology development plan to address thechallenges and opportunities encountered in the project.
– Awarded Contract September 2013 to Transtec Group Inc.

Purpose and Need
• Many stakeholders inevolution of project haveneed of same engineering
information• Most information lends
itself to digital format• 3 Levels, with increasing
stakeholder interestExpected Outcomes• Widespread interoperability between
engineering software platforms is achieved• Move practice towards digital delivery andreceipt of project information• Supports advanced modeling and analysis andvisualization• Accounting aspects of design are streamlined• Move away from paper• More efficient and less errors

Bridge Data Protocols for Interoperability
Local Failureand Life Cycle Management
Work-in-Progress
Stuart S. Chen, Ph.D., P.E.
UB Bridge Information Modeling Research Group
Hanjin Hu, P.E., Ph.D. Candidate, LEED Green Assoc.
Najaf Ali, Ph.D. Candidate
Rohit Srikonda, P.E., MSCE, M.S. Candidate in CSE

Department of Civil, Structural and Environmental Engineering
University at Buffalo
June 2013

Selected Developments in Related Fields
resources/liaisons; mutual interests to varying degrees…
•

Infrastructure (e.g., IFC-Infra, buildingSMART) ∩ Geospatial (e.g., OGS)•

Steel structures (e.g., AISC, FIATECH & ISO 15926)•

Concrete structures (e.g., ACI for cast-in-place, PCI for precast/prestressed, PTI for
post-tensioned, nuclear for their audit trail requirements)•Geotech (e.g., gINT, DIGGS)•AASHTO (e.g., TCEED, transXML/NCHRP 20-94, NCHRP 20-83(03), etc)

•Manufacturing (e.g., NIST initiatives, etc) & Construction (e.g., BIMForums)•Electric Power Plants (e.g., EPRI, etc)•

Emerging Technology Law (e.g., AIA and ConsensusDocs BIM Addenda)•

Application software consortia (existing or perhaps yet to be constituted)•

Markup languages & models (e.g., ISM) for structural/FEM data exchange•

other existing and emerging exchange standards (e.g., COBie, SPie, BIMSie, BPie, ELie,LCie, QTie, WALLie, etc)Implementation RoadmapOverview
A range of recent and emerging state-of-art technologies have the potential totransform the efficiency, effectiveness, reliability, cost-effective life cycle
management of bridge network in coming decades.
Approach Recommended:
Roberts Leadership andManagement ModelImplementation Roadmap
Examples of Roberts Model Elements
Roberts Model
Element

VisionAuthorizing
Environment

Organizational
Capacity

Working SpaceExample
As a result of BrIM-standards based interoperability being implemented, owners dealing withconstruction claims could quickly access the searchable electronic “audit trail” that is a byproduct ofBrIM – enabled processes to quickly assess the merits of claims just as easily as a contractor withsuitable access to model data can interrogate it instead of issuing RFI’s.
Increasing interconnectedness of pieces of the workflow is increasingly realized by softwaretranslators, and the integrative Vision embraced by various stakeholders (owners, designers,contractors, etc.) in the bridge lifecycle in a given owner’s jurisdiction
In an owning agency organization and the consulting firms serving them, long standing animosities
between previously separated highway design and bridge design squads reduce over time; retooling of CAD technicians and bridge engineers to productively use 3D modeling tools, possibly
partially subsidized using MAP-21 funds incentivizing deployment of ABC technologies.
Progressive CEO’s and managers clearly understand and champion the vision throughout theorganization in an energetic and sustained manner to facilitate the migration from initially noninteroperating software operated by a not-fully-IT-savvy workforce to collaboratively influence thatagency’s next-gen CAD standards and associated workflows to implement Task 12 – generated
data exchange standards (or suitable derivative(s) thereof)

COBiean open-standard
for managed assets

AS-BUILT RECORD OF EQUIPMENT AN D MATERIALSHARDWARE SCHEDULESPARE PARTS DATASIGNAGE, INSTALLATIONPREVENTATIVE MAINTENANCEWARRANTYMANAGEMENT PLAN

2007

2008

2009

2010

http://www.wbdg.org/resources/cobie.php,
http://www.linkedin.com/groups?home=&gid=2638637&trk=anet_ug_hm
http://www.youtube.com/user/BSADemo/videos?view=1

2011

2012

2013

PROJECT DELIVERYMETHODS FOR
Water & Wastewater Infrastructure
Design-Build– and –Construction Management
At Risk

Produced by the Water Design-Build CouncilOctober 201241

The Water Design-Build Council
Trade organization of national
design-build companies that serve
the water and wastewater industry

MARKET FOCUS:
Water / Wastewater Capital Projects
 Facility expansions / refurbishments
 Treatment process upgrades Conveyance / collection
 Residuals management
 Energy efficiency
 Water resources development / maintenance Asset management tools & systems

WDBC Mission
 Advocate for the added value and applications ofDesign-Build and CMAR delivery, specifically inNorth America
 Defines and develops Design-Build and CMAR
best practices for owner planning, procurement
and project implementation
 Promotes collaborative relationships between
Owners and industry practitioners that create
innovation and quality solutions to save time andcost, with less risk for all parties

Water / Wastewater Project
Drivers and Objectives
 Services demand – schedule/time priority
 Regulatory driven – schedule and performancepriorities Treatment processes - innovative solutions
 Reliability and operational flexibility – best value
 Lower and predictable O&M cost – life cycle cost
 Budget constraints – acceptable firm cost
 Community and economic impacts – reduced risk

Project Delivery Defined A comprehensive process including planning, design,permitting, construction, testing & acceptance and otherrelated services, necessary for executing a capitalproject
 Fundamental Owner decisions for Project Acquisition

What Project
Delivery Method ?

What Procurement
Method?

What Contracting
Approach?

Project Delivery Methods

Design-Build Market Perspective
 Major utilities consider design-build
as a standard delivery process
 Active market with many players
and team structures
 Major projects are being
implemented throughout
US and Canada Many forms of design-build
being applied by owners
Progressive design-build
Lump sum design-build
Design-build-operate
Design/CMAR

CostSchedule
Risk transfer
Performance
Single point of accountability

 Project drivers remain

48Market Changes
100%

80%

Traditional
Design-Bid-Build

72%

Design-Build

65%

Construction
Management(At Risk)

60%

50%
54%

45%

40%

45%
25%

20%

55%

35%

40%

35%

15%
10%

10%

10%

10%

10%

1995

2000

2005

2010

2015

13%
0%

1990

Source: Design Build
Institute of America
20052009 WDBC Owners Survey Data

Data to be updated in 2013

Owner/Operator Data Requirements

K.Barry, EPRI

Exciting Times
 Engineering and construction are changing.
 Some sectors are changing industry’s integration, automation, agility
and profitability, e.g., U.S. steel fabricators.
 Bridge industry is transforming the delivery, operation andmaintenance of the U.S. bridge portfolio.
 Process and power industries know they must transform delivery
and operation of future plants.
 Integration of supplier processes, expertise and systems for
optimizing design, delivery and operations is still largely untapped.
 Synergy of combining manufacturing and construction innovation• Common challenges in advancing systems integration, intelligent sensing,control and automation• Distributed configuration management of federated information and controls

 IDDS principles are being deployed.