Optimization of the BIM Authoring Tool in Architectural ... - CiteSeerX

30 International Journal of 3-D Information Modeling, 1(2), 30-45, April-June 2012

Optimization of the BIM Authoring Tool in Architectural Practice: A Case Study Approach Paul Coates, University of Salford, UK Yusuf Arayici, University of Salford, UK

ABSTRACT Construction companies are facing barriers and challenges in Building Information Modelling (BIM) adoption as there is no clear guidance or best practice studies from which they can learn and build up their capacity for BIM use to increase productivity, efficiency, and quality. One of the key challenges in the BIM adoption is the ability of optimisation of a selected BIM authoring tool according to a company’s needs and requirements. This paper explains the approach for the optimisation of BIM technology selected in a Knowledge Transfer Partnership (KTP) project, undertaken between the University of Salford and John McCall Architects. The BIM implementation approach in the KTP used a socio-technical view that considered both the implementation of technology and its socio-cultural environment. The adoption and optimisation used the action research oriented qualitative and quantitative research for discovery, comparison, and experimentation it provided for “learning by doing.” Keywords:

Architectural Practice, Building Information Modelling (BIM), Implementation, Learning by Doing, Optimisation, Process and Technology

1. INTRODUCTION Building Information Modelling (BIM) is seen a new way of working methodology as it is promising more efficiency in processes and effectiveness in product quality than 2D or 3D CAD in the construction sector, leading to attain competitive advantages in the construction business (Smith & Tardif, 2009).

Software vendors are introducing their BIM tools such as ArchiCAD, Revit, Bentley Arhictecture and so on. Although BIM enables collaboration, information sharing and exchange, and integration across the suppy chain, its current implementation is highly limited to modelling and automated documentation of design and construction information at company level (Arayici, Khosrowshahi, Ponting, & Mihindu, 2009; Coates, Arayici, Koskela, Kagioglou, Usher, & O’Reilly, 2010).

DOI: 10.4018/ij3dim.2012040103 Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of 3-D Information Modeling, 1(2), 30-45, April-June 2012 31

Therefore, this paper aims to provide a systematic approach to optmise the BIM systems for effective and efficient modelling and documentation at company level: If the technological infrastructure and BIM enabled company processes and practices are well established at individual company level, these individual companies will already have the capacity building to progress towards collaboration and integration across the supply chain.

2. THE CASE STUDY COMPANY: JOHN MCCALL ARCHITECTS John McCall Architects (JMA) in Liverpool focuses primarily on social housing and regeneration, private housing and single homes and large extensions. JMA works with many stakeholders from design through to building construction process and the associated information is very fragmented. Projects in which JMA are involved include many stakeholders, need considerable interoperability and information exchange. Historically JMA used a 2D CAD tool for two decades. The company also had its own procedures and templates to optimize its practice. However, the existing practice with this 2D CAD tool brings about some inefficiencies such as timescales, deadline pressures, duplications, lengthy lead times, lack of continuity in the supply chain, over processing, reworking, overproduction, distractive parallel tasks, lack of reliability of data and plan predictability, lack of rigorous design process, lack of effective design management and communication. Hence, the company need to improve its capacity for i) greater integration and collaboration with other disciplines in the production process, ii) adopting technology change to provide a more effective business process, iii) effective intelligent real time response, iv) moving into related building sectors. At the strategic level, lean principles (Koskela, 2003; Liker, 2003) which are: i) eliminate waste, ii) increase feedback, iii) delay

decision, iv) deliver fast, v) build-in integrity, vi) empower the team, and vii) see the whole were utilized and formed the seven pillars of the BIM implementation strategy. There was no practical understanding and awareness of BIM in the company at the outset. Yet, senior managers of the company had some visionary understanding of BIM for investment to attain competitive advantage and better position in market place and provide sustainable green design solutions in the future. BIM implementation strategy for JMA was the action research oriented qualitative and quantitative research for discovery, comparison, and experimentation to create an environment for “learning by doing” for the company staff.

3. OPTIMISATION OF THE BIM SYSTEM Optmisation after the deployment of the BIM authoring tool can be conducted in two stages: i) the optimisation according to the tasks and explicit user requirements, and ii) optimisation according to the implicit (tacit) requirements of the end users undertaking the tasks. These two stages are equally important and necessary to achieve successful optimisation of the BIM authoring tool for the company, where stage 1 of the optimisation process was carried out within a defined timeframe whereas stage 2 was seen as an ongoing activity since the user requirements are dynamically changing and evolving overtime since more and more explicit and tacit requirements are explored throughout the BIM implementation process. On the other hand, little documentation and guidance exists about this issue in the literature even though firms can gain significant competitive advatages from such optmisation. While some advocate changing the way they think about their work to be able use computers, interface experts tend to disagree with this opinion. As quoted from Norman (1992) that “Make the task dominate; make the tools invisible”, it is important to distinguish between thinking differently to do better for efficiency

Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.


Figure 1. Early decisions effecting the operational efficiency of the BIM system

and thinking differently to use a tool. While the former is admirable, the latter is the sign of a faulty tool (Johnson, 2000). In the JMA case study, prior to the optmisation, several important decisions were made concerning the BIM system shown in Figure 1. The diagram in Figure 1 illustrates the priory BIM tool selection activities that includes exploration of BIM tools, the prioritisation of tasks and the identification of the relevant efficiency gain indicators by which the potential BIM tools such as Revit, Bentley Architecture, Allplan and ArchiCAD were assessed and ranked in order to select the most appropriate BIM authoring tool for the company. For example, for JMA, time savings in the production process and consistency of the product were viewed as major gains through the adoption of BIM. Existing problems and the tacit knowledge from JMA staff were extracted using soft system analysis and workshops.Identification of the efficiency gains led to discussions and interrogations about how these BIM tools can help achieve those efficiency gains via literature

review, vendor demonstrations, scenario based testings and experimentations. The literature reviewed in many cases had particular bias to a particular company or BIM tool and due to development in this field literature has quickly become out of date (Khemlani, 2007). Further, these interrogations were not fully useful in the BIM tool selection for JMA because of the potential bias and their potential failure to adequately align with JMA’s unique requirements in its business process. On the other hand, the current market shares of the various BIM software tools are likely not to reflect actual usage of those BIM tools because they are provided to the users as an upgrade of the traditional CAD tools. Added to this, the user preferences are also biased for the various architectural BIM tools due to their continuous agreement with their CAD vendors. After this initial comprehensive review via literature, the investigation was narrowed down to four BIM architectural tools, Bentley Architecture v8i, Autodesk Revit Architecture, Graphisoft ArchiCad and Allplan by Nemetschek because these four tools were found potentially



Figure 2. Optimisation philosophy in technology adoption in BIM implementation

usable and applicable to JMA through the focus group workshops as they were the potential solutions against the efficiency gains. These tools were asssed and tested through qualitative and quantitative methods using action research philosophy (Boshyk & Dilworth, 2009) and the ArchiCAD tool was selected as the new BIM tool for the company. The detail process of BIM tool selection and its adoption can be found in Arayici, Coates, Koskela, Kagioglou, Usher, and O’Reilly (2011). This paper focuses on the optimisation process after the selection of the verified BIM tool for the company since considerable number of efficiency gains and effectiveness towards a lean architectural practice (Coates, Arayici, Koskela, Kagioglou, Usher, & O’Reilly, 2010) can be gained from this optimisation in accordance with the company needs and requirements. This is illustrated in Figure 2 that highlights the role of the template file, the object libraries, the operators manual and training on optimised use of the BIM authoring tool. Furthermore, different types of piloting projects were undertaken to acquire tacit requirements for further optimisation towards a lean process. There are several challenges exist throughout the transition of the BIM adoption, such as resistance to change and lack of understanding

or awareness about the potential gains from the BIM implementation. Therefore, a symbiotic relationship was established with the company staff that enabled to capture the correct requirements for optimisation and gave an opportunity for the staff for “learning by doing” to increase their awareness and interests in BIM. Hence, the paper focuses on the methods and techniques used for the optimisation of the BIM tool. As illustrated in Figure 2, optimisation was undertaken based on the in three perspectives in turn; technology, process and people.

4. OPTIMISING THE BIM TOOL (PROCESS AND TECHNOLOGY) Optimisation of the ArchiCAD BIM authoring tool was important because i) it shapes the software from a general usable tool to one that performs as an integral part of the design process in a specific arena, i.e., firm or project, ii) it provides a way to streamline the processes of design and production to achieve consistent product quality, iii) it encodes the specific practices of an organization and ensures consistency across projects and amongst users, and iv) it provides a mechanism for the firm to change, grow and consistently evaluate



Figure 3. Areas of consideration when optimising BIM software

methods of practice. Figure 3 illustrates the activities undertaken for optimisation in regard to technology and process factors of the BIM implementation strategy. Optimisation is not only meant to imply the altering of the BIM tool itself but it is also about finding ways to take advantage of the existing features, and creating methods for effective and efficient use. Optimisation took place at four levels in JMA. These are as follows: •

• • •

Project Information: the location and structure of project information stored in directories/folders. Projects could be a single model or be the result of multiple models. With the use of a BIM server, the concept of folders and directories needs to be reconsidered. Software Installation: provisions for a uniform set of application attributes and interface options. Project Document Standards: the application of the company design and document standards. Project Resources: the provision of ArchiCAD specific templates, libraries and tools to establish projects consistently and efficiently.

The subsections further elaborate the optimisation activities in Figure 3.

4.1. Aligning System Settings and Creating a Standard Environment Archicad template file or files and profiles, control the initial setting of many of the functions and constrains within the modelling environment. Configuration of this is perhaps the greatest challenge for a new user.Template files can be developed or purchased and installed. However, both alternatives for the provision of template files can be insufficient to achieve complete templates fully aligning to the needs of the company. Therefore, the actual development of the template files was undertaken in house in JMA and suggestions on how to configure the template files were solicited from the vendor. To make the right decisions in this area several inhouse brainstorming workshops took place to decide the configuration of the template files. In the template files, consideration of the settings listed below are particularly important: • •

Units – metres or inches Data Safety – ensuring that work is not lost; a diologue box needs to be setup and users should understand the significance



• •

•

of this setting. This is not a replacement for an effective backup strategy. Mouse Constrains – accurate snap and select objects are important, which is controlled by this setting. Tracker Coordinates – different users prefers different ways of doing their tasks, but having the tracker on by default will enable users to rapidily input accurate objects. Zones and area calculation – where items such as areas are calculated and sent out to external parties and they must be accurately calculated. To achieve this, research is necessary to determine what should and what should not be calculated in the areas.

An example of this issue is indicated in the difference between room areas and unit areas. Unit areas include internal walls while rooms do not. Inclusion of bay windows may also be an issue. A model may need to have several sets of zones to generate areas as gross floor area, net floor area and carpet area, which can be different even though they are all generated from one plan. It became apparent that several several different template files accommodating the needs of the novice user, the standard users and the expert user would be desirable even though expert users would have the ability to develop their own template files. Different template files could also be setup for different building types such as new build, refurbishment and interior design.

4.2. Drawing Sets, Naming, Structuring, and Automation There was great deal of discussions at JMA in terms of what level of structuring and automation should be setup. Using an existing structure when a new model is created, the representations from that model could be automatically populated (Figure 4). This could save a considerable amount of time and effort. It was decided that empty model files should contain a proposed structure in the project map, view map and in the layout book but the population of the layout

should be an event controlled task by the user in order to provide better revision control of the output set (Figure 5). How and what form of information is issued, retained and recorded is an important aspect, whcih remains active until the expiry of the project liability period that could be over a decade in the future. The question is how the record of the issued information should be structured and in what format it should be structured. The decision was that all issues from JMA should be retained in the format of the issue. It was also decided that milestone issues should be retained in .pla format. Although it is not the standard archicad format, the objects are embedded into the files in the .pla format. This makes the files larger but more flexible on the version of software on which they can run. The drawing numbers and names used in the layout book were for a generic project and it needed amending for specific projects. The drawing numbering system adopted did not comply with BS 1192 as the projects conducted by JMA did not seem to require this complexity. On larger projects, it should be considered to place the sheet files in a separate model file leading to creation of a clear separation between the modelling function and the issue generation function. The Figure 6 shows the use of separate models. One model is created based on the information from the previous model. There are advantages and disadvantages with this approach. For example, the latest model produced is the only model that is likely to truly reflect the current thinking and Planning and Building Control models reflect what was actually submitted and approved. Different structuring methodologies were also developed for different architectural work as illustrated in Figure 7 and Figure 8 for renovation and interior design, for instance. The major areas of obvious automation are the use of automatically generated schedules. Schedules can be used for two purposes, to embed information into the drawing set in



Figure 4. The standard company templates to generate views, sheets from the model

Figure 5. Multiple file solutions for large projects

scheduled form and also as a rapid check of the information residing in the model. In terms of naming, conventions for views and drawings should be decided. The naming convention of floors should also be decided. For example, “1 Level” naming refers to First Floor. Another part of creating a standard environment is having standard title block sheets available in the layout book. These can be customised so the details in the title block are automatically completed. Automating repetitive tasks helps reduce the large number of tedious modelling steps in the development of a BIM model. In the use of effective model structuring, editing can be preformed on multiple objects

in a single operation as opposed to objects being edited on an individual basis.

4.3. Setting up View and Visualization Controls There are several ways of controlling what is seen using ArchiCAD. Users may wish to change what is visible in the model to ease placing and manipulation of objects in the model, to alter what is seen from the model. Although the commands and dialogue boxes for these are the same, the approach and implications are different.



Figure 6. Sequencially separate models for different outputs

As the earlier CAD systems of Archicad uses a layering system. Each object is place on a defined layer. A standard layer setup is provided with Archicad. At JMA a specific meeting was arranged to review this layering provision and provide additional layers where necessary. Again for simplicity, it was decided not to comply with BS1192-5 although setting up a liaising system to this standard was considered. Although layers can be added at any point during a model development, this is not good practice because many other configura-

tions may also need amending such as layer combinations. In JMA’s case, additional layers were added. Once the layers are defined, layer combinations should be developed. These will allow multiple elements to be switched on and off (made visible or invisible) with relative ease. Predefined views that are setup at the correct scale, layer combination, pen sets and model view options greatly improves the speed of the output generation process. For instance, if they are not preconfigured in a project, time

Figure 7. Strategies for model structuring for renovation



Figure 8. Strategies for model structuring for interior design

wasted on this task alone is between 10% and 20% of the time used for modelling (Figure 9). BIM models don’t always provide the desired rendering results with the materials applied. However, using objects with the correct material properties for rendering, appropriate outputs from rendering can be achieved. That is to say, with the material development for

rendering, a whole stage of visiualisation related tasks can effectively be removed from the design process.

4.4. Setting up Objects, Libraries, and the Use of Favourites Ideally users should have the necessary skills to create objects needed but not always avail-

Figure 9. Diagram of different model views defined



Figure 10. Approved libraries and the multi library structure used on projects

able in the object libraries. If these new objects will be of use to other users, then they should be placed into a shared library. As a result of reviewing the standard libraries, some objects were found irrelevant to incorporate into JMA’s housing designs. Creation of different types of walls and windows were initial excersises. In addition to the template files, object libraries are required to further automate the process of design creation and development. For example, JMA is practising in housing and regeneration and complying with the relevant building regulations, which means that there are similarities and repetition from one project to another. Therefore, having in house developed object library will extensively increase the optimisation of the use of the BIM tool. Figure 10 shows the schema of the object library developed for JMA. Virtual legends is another concept for facilitating the use of object libraries. These were not developed at JMA, but offer an option for the future. Virtual legends work on the principle of placing selectable objects on levels. This enables to user to see the object in a way that favourites libraries such as pen weights and colours, line types, fill types. Although a considerable number of materials are provided with Archicad, the prototype projects indicated the need to develop new materials such as composites, which is exampled in Figure 11.

4.5. Taking Advantage of Software Features Many BIM tool have add-on features available. Some of these may be free while other are available at a cost. Sometime they do not operate under warrantly. Even so the functionality of the BIM system can often be radically increased by the use of these add-ons. Also sometimes these add-ons provide critical functionality that is not available within the base software without programming ability. At JMA the foundation footing tool was found useful, shown in Figure 12.

4.6. Setting up the BIM Server The principle of a BIM server is to centralise the flow of data. A BIM server enables near real-time collaboration as changes to the model are reflected on all clients, each time their view of the data is refreshed from the server. Figure 13 shows the use of the BIM server in JMA’s projects. Different BIM tools provide BIM servers with different capabilities. These are briefly summarised below: •

•

Effective: Users can work on the same project simultaneously, and if the model size is manageable, there is no need to divide it into multiple solo projects or hotlinks. Organized: No overlapping workspaces; only one user can work on a given project



Figure 11. An example of an object library for life time homes elements

Figure 12. Shows the foundations created using the foundation footing tool

• • •

element at one time. Team members have dedicated roles and rights. Transparent: Team members can check the current status of the project at any time. Easy: Collaboration techniques are very easy to learn. There is no need for extensive training. Fast: Due to the revolutionary DELTAserverTM technology, only the changed elements are exchanged between the client and the server. Average data package size

•

•

shrinks by an order of magnitude from megabytes to kilobytes. Flexible: Due to the on-demand element reservation system and fast data exchange, team members can access any element, at any time, regardless the size of the firm or the complexity of the project. Data Safety: The server becomes a dynamic component in the process. The intelligent server application doesn’t allow corrupted data to be merged. If the client’s data



Figure 13. Collaborative BIM development with BIM server in JMA

•

•

becomes damaged on the network, the server will filter it out, and will not merge the damaged data to the server database. Offline Work: Users can create new elements or modify those belonging to their workspace even if there is no online connection between the BIM Server and their local ArchiCAD. Once the online connection is established, they can send and receive changes. Use of hotlinks (reference files): Major savings can be achieved by the use of reference files. In the development of housing, these are particularly important due to the

repetitive nature of the housing units as depicted in Figure 14. Figure 15 shows schematic structure of the reference files produced for JMA’s BIM object library.

4.7. Alignment with other Software Tools BIM authoring tools such as Revit and Archicad may not address all of the issues necessary for an architect to consider. A major element of the work undertaken at JMA was designing developments that comply with code for sustainable homes. The Ecodesigner tool was used

Figure 14. Illustrates the use of reference file for kitchen modelling



Figure 15. Objects hierarchical structure in the BIM object library

by JMA to help with early stage eco analysis. With each tool that is added to the BIM toolset, different consideration in the construction of the model become important. With the use of Ecodesigner and other environmental tools, the accurate and complete definition of volumes becomes important. With each discipline that is taken into the BIM process, further modelling methodology becomes necessary. An example of this in Archicad is the linkage with the building specification system that allows objects to be linked with accurate descriptions. This is a major advance towards the objective of creating totally consistent project information.

5. USER OPTIMISATION While the technology optimisation is accomplished, users’ should be informed and skilled to carry out their tasks through the use of optimised technology and process to achieve efficiency gains as intended. Thus, trainings was arranged and relevant training material and guide were developed in order to upskill the staff with BIM related technology and process improvements so that they can adapt themselves with the new

way of working methodology. For example, a simple example of change in working practice is illusrated in Figure 16.

5.1. Operators Manual Given the diversity in architectural practice, including the varying size and scope of projects, it is necessary for each firm to evaluate their project types, workflow and standards. JMA works on several different type of projects such as extensions, single homes, housing estates, flats, old people’s homes, interiors, and unitised buildings. The question is whether these different building types should have their own separate template files or just be documented within the BIM manual. Figure 17 depicts the main topics in the content of the BIM manual produced for JMA. The goal of the BIM manual was to standardize the procedures. The BIM manual was developed in parallel conduit of the piloting projects. It was iteratively reviewed and improved through consultation with the staff. The BIM manual was seen very much as the legacy of the BIM implementation process providing



Figure 16. Illusrating the changes from CAD oriented to BIM oriented processes

a continual instrument and resource in the development of a BIM orientated approach.

5.2.Training Extensive training and lecture programmes were also conducted alongside the piloting projects and the real use of BIM on the JMA’s current projects. Experiential learning method was used for training and upskilling the staff in order to provide a instant reflection of theoretical knowledge into real practice in a safe environment with the support from KTP team.

This made the training process an unforgettable learning and working experience. The training covered a range of subjects from basic operational skills and JMA modelling standards to JMA’s methodology for BIM use and working with others in a collaborative BIM environment. The type of activities included in the training is shown in Figure 18. Furthermore, in addition to the demonstration and hand-ons activities, lectures and interactive tutorials were also carried out in the topics listed in Table 1.

Figure 17. Shows the contents of the BIM manual



Figure 18. Setting out the areas of training required

6. CONCLUSION Ideally BIM operators should only work on elements that are different in a new project. Assistance and automation should be provided when dealing with tasks and items that have already been part of previous projects. In BIM adoption, optimisation of process, technology and people is all necessary. From a lean perspective through optimisation effort that adds no value to the end product is removed from the process. There is always a question whether optimisation should be achieved through investing time in training, software customisation, process development or library development. Also there

is another question wheather a system should be setup for flexibility or simplicity. In larger companies, the time spent on optimising a BIM tool may increase and in certain cases it may be a fulltime role justifiable to the economies of scale. In JMA, considerable time has been devoted to BIM optimisation as part of the BIM implementation process. This will reap dividends and give a pay back on every project conducted. This payback is both via removing and simplifying tasks by BIM enabled automation and subsequently leading to utlise less experienced architects at a low resource cost on even complex projects. The role of the BIM manager is also a cost overhead and the time spent managing the

Table 1. List of lectures carried out for upskiling the JMA staff 1. How to create roofs 2. Eco considerations 3. How to make efficient models 4. Use of libraries 5. Designing stairs 6. General issues 7. Software add-ons

8. File formats 9. Object types 10. Template files 11. New features in the software 12. Use of guide lines 13. Plot versus print 14. Cursor forms 15. Complex profiles

16. Collaboration 17. Display control 18. Schedules 19. Terrain modelling 20. Virtual legends 21. Wall and slab junctions 22. Using BIM server



system should be reduced with an optimised system. Although the greatest effort is needed at the outset, a continual effort is required to optimise BIM in the architectural process. As observed from JMA case study, an estimated 30% of production time can be saved through effective system optimisation.

REFERENCES Arayici, Y., Coates, P., Koskela, L. J., Kagioglou, M., Usher, C., & O’Reilly, K. (2011). Technology adoption in the BIM implementation for lean architectural practice. Automation in Construction, 20(2), 189–195. doi:10.1016/j.autcon.2010.09.016

Coates, P., Arayici, Y., Koskela, L. J., Kagioglou, M., Usher, C., & O’Reilly, K. (2010). The key performance indicators of the BIM implementation process. In Proceedings of the International Conference on Computing in Civil and Building Engineering. Johnson, S. (2000). Should designers learn to think differently in order to better utilize digital design tools? ACADIA Quarterly, 4, 19. Khemlani, L. (2007, October). Top criteria for BIM solutions: AECbytes survey results. AECbytes special report. Retrieved from http://www.aecbytes.com/ feature/2007/BIMSurveyReport.html Koskela, L. J. (2003). Theory and practice of lean construction: achievements and challenges. In Proceedings of the 3rd Nordic Conference on Construction Economics & Organisation, Lund, Sweden.

Arayici, Y., Khosrowshahi, Y., Ponting, A. M., & Mihindu, S. (2009, May 20-22). Towards implementation of building information modelling in the construction industry. In Proceedings of the 5th International Conference on Construction in the 21st Century: Collaboration and Integration in Engineering, Management and Technology, Istanbul, Turkey.

Liker, J. E. (2003). The Toyota way. New York, NY: McGraw-Hill.

Boshyk, Y., & Dilworth, R. L. (Eds.). (2009). Action learning: History and evolution. Basingstoke, UK: Palgrave Macmillan.

Smith, D. K., & Tardif, M. (2009). Building information modelling: A strategic implementation guide for architects, engineers, constructors and real estate asset managers. Hoboken, NJ: John Wiley & Sons.

Norman, D. (1992). Why interfaces don’t work. In Laurel, B. (Ed.), The art of human-computer interface design (pp. 209–219). Reading, MA: Addision-Wesley.


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