Chapter 2.1 – Digitization basics

For a long time, the construction industry was one of the sectors least affected by digitalization. For a long time, there was a high degree of process inefficiency in many areas, as project-oriented rather than process-oriented thinking prevailed. As a result, communication, risk management and contract implementation were in need of improvement. There is great potential for optimization in the use of resources. In addition, the construction industry is very small-scale, specialized and fragmented. Smaller companies often find it difficult to switch to digital innovations. For a long time, this slowed down the digitalization of the construction industry.

BIM (Building Information Modeling) is considered a strong driver of digitalization. The possibility of BIM-based visualization of buildings and their data can accelerate decision-making processes. The digital exchange of project information reduces fragmented work processes and supports the provision of information at the right time. This can limit the amount of unstructured information and improve the flow of information between those involved.

This offers a major advantage for construction professionals. The digital model bundles all the information supplied by individual parties. The users of the digital models create, maintain and use the geometries and information of the model. Collaboration takes place regardless of location in a common data environment (CDE). The main potential of CDEs is the efficient communication, documentation and comparison of information (data) from different sources. As all components have attributes and these are stored in the system, quantities and costs can be planned and determined earlier and more precisely.

The “accuracy” of a digital model is determined by the level of detail or the depth of information required. The level of information required is referred to as the Level of Information Need (LOIN). It covers the client’s information requirements with regard to geometric and alphanumeric model information and the associated documentation. Limiting the scope and level of detail by using the use cases as a basis for definition prevents too much or too little information having to be provided. Levels of detail are specified via Level of Geometry LOG for geometric requirements and Level of Information LOI for alphanumeric requirements. In the past, the level of development of a model was referred to as Level of Development LOD.

A basic principle of BIM is a consistent exchange of data and information. Digital models help to keep data consistent in the building database. To this end, there are modeling guidelines that define rules for creating model content. Optimized information management improves collaboration/cooperation, coordination and model-based communication and thus helps to reduce or even avoid delays in the project process.

The use of BIM provides many advantages not only for planners, but above all for clients and operators of buildings. The digital models support the transfer of consistent and digital project information from the building to operations. They help with the handling of common asset management tasks. Regular archiving of the model creates a long-term archive of the project (including its planning). This makes it possible to compare different planning statuses and evaluate errors. The review of previous projects can feed operational requirements back into the planning of current projects more efficiently. This provides a significant increase in evaluation options, risk reduction and cost reduction in the development and maintenance of FM systems (facility management). Information for operations can be transferred to the model at a very early stage. The target/actual comparison is easier. Operational requirements can be visualized before completion and defined during the planning phase. This can help to better predict and reduce operating costs (maintenance and servicing costs, delivery times, energy use). The trigger events are usually already known thanks to the data models, which improves the planning of operating costs. However, trigger events can also occur unplanned, e.g. in the event of damage. The shared and universally used information models reduce the time and costs involved in creating coordinated information. The models transport all relevant property information. This enables central, digital data storage of all important building information and therefore a better basis for FM decisions.

It is therefore important to carry out and maintain data management conscientiously. Unstructured storage of collected project data leads to inadequate data management, increases the processing effort and can lead to data loss. Data must therefore be systematically stored and made available to all project partners. Conscientious data management, including versioning, is therefore important for effective communication and coordination. Digital building models created with BIM offer the possibility of displaying and describing all information with the help of objects and components. This integrates all aspects of the value chain across the life cycle, avoids misunderstandings and improves the basis for decision-making.

A strategic introduction of BIM in a company offers many advantages. Digital information models can transport almost all data sets required for the successful completion and operation of buildings. Conclusions and comparisons can be drawn at every stage. If internal processes/procedures are digitized sensibly, this leads to increased efficiency and subsequently to cost savings (operating costs, etc.). Sensible digitalization requires an analysis of existing processes and possibly an adaptation of these processes to the possibilities of digital tools.

Automation can save time and effort. Systematic, software-supported error checking means that fewer conflicts are overlooked. The visualizations lead to a better and faster understanding of the respective conflict. Conflicts can be resolved more quickly between the specialist planners. A high level of BIM competence also improves the image of an office.

The introduction of BIM is a holistic corporate decision. A BIM strategy is drawn up for this purpose. This includes fundamental considerations on the targeted added value through the introduction of digital methods, the planned applications, training concepts and process definitions. The targeted added value can be improved project control, cost transparency, adherence to deadlines, high project quality within the set time and cost framework, streamlining of internal processes, increased efficiency, cost savings or improved communication.

The BIM strategy must be aligned with the company’s objectives to ensure that investments are used wisely. The measures take into account the company’s current performance as well as its goals and other strategies. A gap analysis is carried out for this purpose (gap = gap/divergence between target and existing status). The necessary investments in personnel, processes, framework conditions, data and technologies must be aligned with the objectives (more efficient allocation of resources). Only then should BIM implementation begin. Implementation is a strategic process, often existing things have to give way to new things.

However, the introduction of BIM also involves challenges. There is often an initial temporary reduction in productivity, although this depends on the initial requirements and objectives. The acquisition and training of competent employees must take place right at the start of implementation. This results in increased initial investment in training, hardware and BIM-capable software. The requirements for the technical infrastructure are also determined. These investments are likely to pay for themselves in the near future. Established contract and remuneration models need to be redefined. Billing rules also need to be adapted to the BIM software.

It is important for your own organization to know its own BIM maturity level in order to know its performance in comparison to the competition. The BIM maturity level (e.g. according to ISO 19650) is determined by internal processes, resources and performance of personnel and IT infrastructure, strategic objectives and targets. This is specified in several levels. At the lowest BIM maturity level, BIM implementation is characterized by the absence of a strategy and the non-systematic use of BIM-capable software solutions. In the highest BIM maturity level, the implementation strategy and organizational models are continuously reviewed and realigned; the software solutions are used in a solution-oriented manner and changes in processes are introduced proactively.

To do this, the company looks at its internal process management (workflows) and realistically assesses the existing skills of its staff. This results in the status quo and provides the basis for defining the BIM objectives and establishing an action plan.

The introduction of BIM goes hand in hand with the increasing digitalization of the company. Data security is therefore becoming increasingly important. Effective measures to ensure data security include a data security plan, data encryption and the establishment of an effective access rights structure on server environments or cloud-based platforms. These hierarchies must be constantly reviewed throughout the life of a building to prevent unauthorized access, information loss and corruption.

Digitization raises further legal questions. The question of liability and copyright for the digital model content arises. This also goes hand in hand with the rights for data usability.