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From page 30... ... 30 This section provides an overview of options for building a business case for BIM and methods for measuring ROI. Although several research reports and academic studies have been published on this topic, no formal methodology for developing a business case or measuring ROI has been standardized that airport owners can adopt directly. Read the entire page →
From page 31... ... Pre-BIM Activities -- Financial Analysis 31 BIM with the expectation that it will produce immediate returns. The up-front investment and the time it will take an airport to adopt and integrate BIM processes into its day-to-day operations will likely take several years to recover. Read the entire page →
From page 32... ... 32 BIM Beyond Design Guidebook plays a key role in the process, business cases can include both tangible (measurable) and intangible (difficult to measure but otherwise valuable) Read the entire page →
From page 33... ... Pre-BIM Activities -- Financial Analysis 33 LCC approach to ALCM such as ISO-55000 or TCO. When airports were asked about their BIM uses for O&M as part of a survey for this Guidebook, the top three uses were asset management, maintenance management, and space management/planning. Read the entire page →
From page 34... ... 34 BIM Beyond Design Guidebook Source: Scottish Trust Organization Figure 4-1. Bew-Richards BIM capabilities wedge. Read the entire page →
From page 35... ... Pre-BIM Activities -- Financial Analysis 35 4.2.4 Key Performance Indicators To effectively manage organizational change, measures must be put in place to provide feedback on how well those changes are performing against the BIM implementation plan. Key performance indicators (KPIs) Read the entire page →
From page 36... ... 36 BIM Beyond Design Guidebook Organizational Mission and BIM Vision The mission of the Airport Maintenance Department in the hypothetical example is to manage, maintain, repair, and remodel the airport's infrastructure and facilities; provide a safe and comfortable experience for passengers, airlines, concessionaires, contractors, and airport staff; and to manage energy utilization and optimize sustainability of airport facilities. Organizational Goals Goals and objectives of the hypothetical pilot program to use BIM for maintenance planning are listed in Table 4-1, along with their priority. Read the entire page →
From page 37... ... Pre-BIM Activities -- Financial Analysis 37 BIM Use #1: Work Order Planning In the hypothetical example, the first proposed BIM use is in work order planning. There are three goals for this use of BIM: • Goal 1: To increase the percentage of work orders that can be completed within the initial site visit. Read the entire page →
From page 38... ... 38 BIM Beyond Design Guidebook Table 4-4 are provided purely for purposes of demonstrating the process, not as examples of what an airport organization should be adopting as goals. BIM Use #2: Emergency Response In the hypothetical example, the second proposed BIM use is in emergency response. Read the entire page →
From page 39... ... Pre-BIM Activities -- Financial Analysis 39 BIM Use #3: Asset Management In the hypothetical example, the third proposed BIM use is in asset management. The main goals in this use are to improve the quality and accuracy of asset location data within the CMMS and reduce the time to perform asset inventory and facility condition assessments. Read the entire page →
From page 40... ... 40 BIM Beyond Design Guidebook 4.4.1 Risk Assessment Organizational and cultural change can be difficult to manage and the use of BIM can fundamentally change the way teams communicate and collaborate. Organizational resistance is just one of the risks that BIM implementation can face. Read the entire page →
From page 41... ... Pre-BIM Activities -- Financial Analysis 41 airport's ability to support its vision and mission, an estimation of ROI provides a more detailed, financial view of the investment in BIM (see Section 4.5) Read the entire page →
From page 42... ... 42 BIM Beyond Design Guidebook distributed routinely and expeditiously. It is not the same case for a technology investment impacting assets and processes, such as BIM. Read the entire page →
From page 43... ... Pre-BIM Activities -- Financial Analysis 43 When there are not suitable BIM investment cases available, established industry benchmarks can be used to create models to simulate the most likely future results by applying them to the base case (IFMA et al., 2013) Read the entire page →
From page 44... ... 44 BIM Beyond Design Guidebook but will result in cost savings or other efficiencies across the overall airport (i.e., time savings through regulation compliance) Read the entire page →
From page 45... ... Pre-BIM Activities -- Financial Analysis 45 time saved, is a better focus for BIM ROI at airports. The value of time can be looked at in a variety of ways. Read the entire page →
From page 46... ... 46 BIM Beyond Design Guidebook more rapid response time to unplanned outages and may also enable improved preventive maintenance programs that reduce unplanned outages and improve facility condition. As noted previously, the benefits can be direct and/or indirect and tangible and/or intangible. Read the entire page →
From page 47... ... Pre-BIM Activities -- Financial Analysis 47 Measure the Baseline If the metrics selected are well established and baseline data already exist, then the data need to be collected and analyzed to understand how these metrics have performed. If no historical data exist to establish a baseline for the metrics, then the airport should begin a program to measure these data to create a baseline. Read the entire page →
From page 48... ... 48 BIM Beyond Design Guidebook addressing specific BIM uses and applications. These studies may provide some guidance in the early stages of building the business case for BIM before having any directly measurable ROI. Read the entire page →
From page 49... ... Pre-BIM Activities -- Financial Analysis 49 4.8 Strategic ALCM and BIM Building the business case for BIM may be simplified if it is included as part of building a business case for improving the overall strategic ALCM at the airport. Much study has been invested in the long-term benefits of improved ALCM, and many airports already have programs to evaluate the emerging new systems and standards such as ISO 55000 and BIM ROI Source ROI Source Reference Maintainability of Facility 40% through enabling lean maintenance design 60% of latent defects avoidable through better design "Maintainability Approach for Lean Maintenance" (De Silva et al., 2012) Read the entire page →
From page 50... ... 50 BIM Beyond Design Guidebook ANSI TCO. The following will provide some basic background in ALCM fundamentals and standards for those airports that wish to consider implementing BIM as part of one of these programs. Read the entire page →
From page 51... ... Pre-BIM Activities -- Financial Analysis 51 the executive level or they are O&M tasks carried out at the facility, are based on their impact to assets and the achievement of organizational goals. 4.8.1 Asset Value According to ISO 55000, "Assets exist to provide value to the organization and its stakeholders" (ISO-55000: 2014, 2.4.2, Fundamentals) Read the entire page →
From page 52... ... 52 BIM Beyond Design Guidebook benefits of asset renewal/maintenance/overhaul/disposition events. Methods ensure the best total value of asset systems or portfolios in consideration of life cycle activities and the optimal combination of costs, risks, performance, and sustainability. Read the entire page →
From page 53... ... Pre-BIM Activities -- Financial Analysis 53 • Risk and Review. Policies and processes identify, quantify, and mitigate risk while exploiting opportunities. Read the entire page →
From page 54... ... 54 BIM Beyond Design Guidebook associations. While the variations are often couched in terms of private enterprise, it is nevertheless useful to look at a couple of them to get a better sense of the components that cause shifts in "equity," which is the business owner's essential capital available for use or reinvestment in future periods. Read the entire page →
From page 55... ... Pre-BIM Activities -- Financial Analysis 55 this scenario that the transfer of the BIM and EAM systems to the new airport results in a $50,000 reduction in operating expenses, so they drop from $200,000 to $150,000 and stay at that level forever. As a result, operating efficiency improves to 45%, asset use efficiency remains at 30%, and ROA increases to 14%. Read the entire page →
From page 56... ... 56 BIM Beyond Design Guidebook to 19%. The exponential improvements were attributed to the motivation, or passion, of staff when tasked with the problem. Read the entire page →
From page 57... ... Pre-BIM Activities -- Financial Analysis 57 4.8.4 How BIM Supports Strategic Asset Management The biggest challenge in asset management has not been finding technology solutions, invoking meaningful change, or applying management standards, but rather to justify that asset management is worthy of strategic consideration and investment. (Fogel and Swanepoel, 2014) Read the entire page →
From page 58... ... 58 BIM Beyond Design Guidebook but also the capability to share that data throughout the organization for collaboration among staff with different asset management roles and responsibilities to optimize ROI. Overall, for its collaborative features, its ability to place assets in a geographic context, and its ability to integrate with EAM systems to model concepts of operations and life cycle events (asset modification) Read the entire page →

From page 30...

... 30 This section provides an overview of options for building a business case for BIM and methods for measuring ROI. Although several research reports and academic studies have been published on this topic, no formal methodology for developing a business case or measuring ROI has been standardized that airport owners can adopt directly.