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Isn’t it about time for BIM? says CIOB

June 9th, 2011

As the Government gears up to make Building Information Modelling (BIM) mandatory on almost all its projects within five years, the Chartered Institute of Building questions why BIM doesn’t measure time.

According to CIOB research a high proportion of complex construction projects are likely to be finished more than six months late, due to poor time control.

“BIM has clearly moved beyond a narrow band of enthusiasts. There are all kinds of possibilities with this technology for the industry. Many of them are already being realised by some of the more forward-thinking construction businesses, and it’s already clear that contractors who adopt BIM will have a more secure future”, said Michael Brown Deputy Chief Executive of the CIOB.

“But if we are serious about adding greater efficiency to the process and increase value for money for the taxpayer, then BIM should measure time and reduce the risk of delayed completion. Time should be at the heart of BIM.  We believe it is also at the heart of the client’s requirement.” He added.

Of the three key factors that drive a project (cost, quality and time), time management is by far the least developed and understood. Managing time is often less structured where ownership of delivering on time lies in the head of either a consultant or designated professional, rather than across the project team.

In the absence of any accepted industry benchmark the CIOB has developed an international standard the ‘Guide to Good Practice in the Management of Time in Complex Projects’.

Further to this guidance the CIOB is developing training opportunities around time management and a process to assess individuals’ competence and the value they add to project delivery. The accreditation programme will be administered through a mix a formal assessments, industry experience and interviews by a panel of peers.

“If the full potential of BIM can be realised then the shape and structure of the industry is likely to change. BIM can spark new patterns of interactions between professionals that will lead to a more integrated construction approach. That can only be good for the industry and for clients,” added Michael.

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