最新美国BIM标准：NBIMS-US_V3_Annex_A_NBIMS-US_ROG_April_2013
BIM名词与术语
自己在查阅BIM相关资料的时候经常碰到用英语缩写表示的专业名词和术语，也常常有同行互相之间询问类似的问题，忽然认识到有必要做一点这方面的工作，或许能对目前来为数还不是很多但数量正在急剧增加的BIM同道中人有所裨益。
事实上，要理解和掌握一种新技术或者新方法，首当其冲的一定是首先要了解与之相关的一系列名词和术语的含义。
BIM也不例外，跟BIM相关的常见名词和术语也有数十个之多，对这些名词和术语的把握是进入BIM研究和应用的第一道门槛。
大家知道，BIM的发源地在美国，因此大部分与BIM相关的名词和术语是英文单词首字母的缩写（俗称“三字经”，因为这样的缩写以三个字母的居多），在“BIM名词和术语”这个系列的文章里面，我们将按照下列模式作为标题来对与BIM相关且已经成型和常用的名词和术语进行一个比较系统的介绍：- 标题模式：英语缩写 - 英语全文 - 汉语翻译- 标题举例：BIM - Building Information Modeling - 建筑信息模型从汉语科技资料的习惯和实际使用情况来看，常用的名词和术语基本上都会使用英语缩写，汉语翻译通常只在英语缩写第一次出现的时候加以说明或解释。
例如，对“计算机辅助设计”这个专业名词或术语来说，今天不管是口语还是书写大家真正使用的都是CAD，除了第一次出现的时候在括号里面加以说明外，还有多少机会使用“计算机辅助设计”或“计算机辅助绘图”这个汉语名词（或者说汉语翻译、汉语解释、汉语术语）呢？这样的例子还有很多，CAE/CFD/CAFM/ERP/PDM/VR就是业内经常使用的其中另外一些英文缩写名词和术语。
这是一件有意义的事情，但个人的水平和力量非常有限，因此衷心希望来自五湖四海的专家和同行一起参与建议和讨论，帮助大家梳理和理解跟BIM有关的常用名词和术语，为BIM技术在我国工程建设行业的普及应用添砖加瓦。
1、BIM - Building Information Modeling - 建筑信息模型这个标题的内容大家都不陌生，对于其中的中文名词或者术语而言，准确一点说应该叫做“建筑信息建模”、“建筑信息模型方法”或者“建筑信息模型过程”更为贴切，但约定成俗，就叫“建筑信息模型”吧，只是大家在交流的时候应该记住BIM或“建筑信息模型”是指“Building Information Modeling”，而不是“Building Information Model”。
最新美国BIM标准：NBIMS-US_V3_2.4.4.10_Omniclass_Table_34_Organizational_Roles
National BIM Standard - United States® Version 3 2 Reference Standards2.4 OmniClass™2.4.4.10 OmniClass™ Table 34 – Organizational Roles, Pre- Consensus Approved Draft 2012-10-30 2.4.4.10.1 Scope – Business Case DescriptionOmniClass™ is an existing industry standard that has been continuously developed, managed, and published since 2001 by CSI and Construction Specifications Canada. OmniClass™ has its own procedure for regular review and approval of all content by an independent body of subject matter experts composed of representatives from a wide variety of AECOO industry interest areas, the OmniClass Development Committee.OmniClass™ is designed to provide a standardized means of classifying and organizing construction information, including BIM objects and related information. This classification and organization allows for grouping and more refined analysis, storage and retrieval, or presentation of that information, and can also aid in enhancing information exchanges and other forms of standardized data transfer. All individual OmniClass™ tables are capable of serving these purposes individually, but the tables are designed to work as a suite, enhancing each other’s classifications by increasing the number of access points provided on any object so classified. As a result, increasing the number of OmniClass™ tables available within an NBIMS-US™ context will have a multiplicative effect on affected applications.The intended uses of Table 34 – Organizational Roles described in this version of the Table are: “Specifying and estimating construction and maintenance costs for building elements, identifying workers and estimating associated labor costs needed in the performance of specified procedures, project management and planning.”organization2.4.4.10.1.1 PublishingAll OmniClass™ content is published by CSI and Construction Specifications Canada.2.4.4.10.1.2 VersionThe version of OmniClass™ Table 34 – Organizational Roles approved is “2012-10-30,” designated as OmniClass_34_2012-10-30.zip on . The version of this table is listed as “Pre Consensus Approved Draft,” which is the final version of any OmniClass™ table as approved by the OmniClass Development Committee prior to full consensus approval, either through NBIMS or another consensus process.2.4.4.10.1.3 Date of publicationThis is for the current edition of OmniClass™ Table 34, approved by the OmniClass Development Committee and published by CSI on October 30, 2012.2.4.4.10.1.4 Industry source and processAll work on and approval of OmniClass™ content is conducted by the OmniClass Development Committee (ODC), an independent group of industry subject matter experts administered and funded by CSI and Construction Specifications Canada.Membership in the ODC is free of charge and open to all interested individuals. The membership currently consists of 110 individuals representing a wide variety of interest areas in the AECOO industry, including designers, product manufacturers and information providers, contractors, owners, software developers, government agencies, universities, and others. A full list of organizations represented on the ODC is included below in “Annex A.”Development and review work takes place in a selection of Working Groups (WG) appointed and charged at the start of each biennial review cycle. Though all ODC members do not participate in every WG or take part in every development or review discussion, all ODC members are apprised of all WG activity quarterly and can request to participate in or monitor any WG at any time.The following individuals were members of the WG that reviewed Table 34 – Organizational Roles content during the 2010-2012 review cycles:Keith Robinson – Design Dialog – WG LeadBill Brodt – U.S. National Aeronautics and Space Administration (NASA)Dianne Davis – AEC Infosystems, Inc.Lew Finkel – Professional Construction ServicesJim Lewis – Maryland Department of the EnvironmentMike MacVittie – Allen + Philip ArchitectsPatrick Mays – Dassault SystèmesFrank Plimier – Frank Plimier ArchitectScott Wood – HOK ArchitectsAt the close of each review cycle, WG present the outcomes of their review work to the full ODC membership for balloting and approval, which takes place following documented ODC procedure for approval of content.2.4.4.10.1.5 Revision plans and notificationCSI has an MOA in effect with the buildingSMART alliance® relating to OmniClass™ content; in that agreement, CSI has agreed to notify the Alliance when OmniClass™ tables approved as NBIMS-US™ reference standards have been revised.OmniClass™ has a regular review calendar for all tables. OmniClass™ Table 34 is next scheduled for review and possible update in the 2014-2016 OmniClass™ Review Cycle, scheduled to conclude in Q3 of 2016.2.4.4.10.2 NormativereferencesNone2.4.4.10.3 Terms, definitions, symbols, units and abbreviated termsFor the purposes of this document, the following terms and definitions apply. These terms and definitions are drawn from the OmniClass™ informational documentation and the ISO standard upon which OmniClass™ is based, ISO 12006-2:2001.2.4.4.10.3.1construction entityindependent material construction result of significant scale serving at least one user activity or function 2.4.4.10.3.2phasea portion of work that arises from sequencing work in accordance with a predetermined portion of a stage2.4.4.10.3.3disciplinepractice area or specialty of the actors (participants) that carry out the processes and procedures that occur during the life cycle of a construction entity2.4.4.10.3.4organizational rolethe functional position occupied by a participant, either individual or group, which carries out the processes and procedures which occur during the life cycle of a construction entity2.4.4.10.3.5materialsubstance used in construction or to manufacture products and other items used in construction; these substances may be raw materials or refined compounds2.4.4.10.3.6propertycharacteristics of construction objects2.4.4.10.3.7work resultconstruction result achieved in the implementation phase or by subsequent alteration, maintenance, or demolition processes and identified by one or more of the following: the particular skill or trade involved; the construction resources used; the part of the construction entity which results; the temporary work or other preparatory or completion of work which is the result2.4.4.10.3.8Construction Specifications CanadaCSC2.4.4.10.3.9OmniClass Development CommitteeODC2.4.4.10.3.10Working GroupsWG2.4.4.10.4 OmniClass™ Table 34 – Organizational Rolesterms2.4.4.10.4.1 LicenseOmniClass™ license terms can be obtained at /license.2.4.4.10.4.2 Referenced by other NBIMS-US™ ContentAll OmniClass™ tables reference and are intended to work with other OmniClass™ tables. Additionally, other NBIMS-US™ information exchanges may use one or more OmniClass™ tables as data elements, for example, Table 13 – Spaces by Function is used in COBie. The following information exchanges that are part of NBIMS-US™ use Table 34 – Organizational Roles: COBieIt is anticipated that as other information exchanges have need to classify additional data elements, the other OmniClass™ tables will be able to serve that role.Annex AList of OrganizationsA.1 List of organizations represented on the OmniClass Development Committee4Clicks Solutions, LLCAbbie Gregg, Inc.AEC InfosystemsAllen + Philip ArchitectsAmerican Institute of Architects (AIA) Appraisal InstituteArchi-Technology, LLCARCOM Master SystemsArmy Corps of Engineers Associated General Contractors of America (AGC)AttainiaAutodeskBeardsley Design Associates Bentley SystemsBOMA InternationalBuilding Systems Design, Inc. buildingSMART AllianceCAD DetailsCannon DesignCH2M HillConspectus Inc.Construction Specifications Canada (CSC)Construction Specifications Institute (CSI)Dassault SystèmesDavis LangdonDesign EcologyDigicon, Inc.Digital AlchemyESRIFM GlobalFMBENCHMARKINGGB ConsultantsGeorgia Institute of Technology GOMOGraphisoftGRC ArchitectsHall Building Information Group Harrison Publishing House, Inc.HOKInternational Code Council (ICC) International Construction Information Society (ICIS)International Institute for Sustainable LaboratoriesJacobs EngineeringJBHM ArchitectsJohnson & Johnson Consultants, LLC JS Construction Consultants (JSCC) Kalin Associates Keyword Specifications, Inc.Kiewit CorporationKingspan, Inc.KJWW Engineering Consultants LACECO Architects and EngineersLY Blair and AssociatesM. C. DeanManitoba HydroMaryland Department of the EnvironmentMcCarthy Building Companies, Inc. McGraw-Hill ConstructionNational Institute of Building Sciences (NIBS)NIBCO, Inc.Onuma Inc.Open Data StandardsOpen Standards Consortium for Real Estate (OSCRE)Parsons BrinckerhoffPlaneBIMProfessional Construction Services, Inc. Public Works and Government Services Canada, Real Property Services Quarry Group, Inc.Reed Construction DataRS MeansRSP ArchitectsSumex DesignSynCaddTC9, Inc.U.S. Army Corps of Engineers (USACE)U.S. Coast GuardU.S. Department of Defense (DoD)U.S. Department of StateU.S. Department of Veterans Affairs (VA)U.S. Federal Aviation Administration (FAA)U.S. General Services Administration (GSA)U.S. Geospatial ConsortiumU.S. Health Facility Planning Agency U.S. National Aeronautics and Space Administration (NASA)U.S. National Inst. of Standards and Tech. Smart Grid Architecture CommitteeVela Systems, Inc.WoolpertZurich Financial ServicesAnnex BTable 34 Approved by ConsensusOmniClass™ Number OmniClass™ Title Definition34-10 00 00 Entrepreneurial Roles Responsible for building capital through risk and/or initiative.34-10 11 00 Owner Responsible for the purchase, acquisition, or collection of an item through funds or other means.34-10 11 11 Developer Responsible for the renovation and re-leasing of existing buildings or the purchase of land for the purpose of improvements and resale.34-10 11 14 Corporate Entity Responsibility of ownership is spread among members of the separate legal entity such as businesses, charities or clubs.34-10 11 17 Public Entity Responsibility of ownership is disbursed to an overseeing government and other public/government owned corporation.34-10 21 00 Partner Responsible for mutual ownership of a business, service or item with another individual(s) through an agreed upon alliance or contract.34-11 00 00 Management Roles Responsible for getting people together to accomplish a set of desired goals or objectives using resources and personnel effectively.34-11 10 00 Strategic Management Roles Responsible for the development of goals and initiatives to be met as well as long-term planning.34-11 10 11 President The leader (often elected or appointed) of an organization, company, club, trade union, or country.34-11 10 11 11 Vice President Responsible for the replacement the president on the event of his or her death, resignation or incapacity.34-11 10 14 Chairperson Responsible for presiding over meetings of the an assembled group and the conducting of its business in an orderly fashion.OmniClass™ Number OmniClass™ Title Definition34-11 10 17 Board Member Responsible for attending, offering input and helping to facilitate board meetings, and may also be asked to serve as the leader of specific task groups, committees, working groups, or task teams.34-11 20 00 Operational Management Roles Responsible for the execution developed goals and initiatives to be met through staffing and acquisitions.34-11 20 11 Executive Responsible for the day-to-day managing of a company or corporation as the senior manager or highest level of management.34-11 20 14 Officer Responsible for the oversight and management of a specific element of a company or corporation. May also be an executive in the case of chief executive positions such as Chief Executive Officer (CEO), Chief Financial Officer (CFO), or Chief Operations Officer (COO).34-11 20 17 Director Responsible for overseeing and managing a department or collection of managers based on a specific task or initiative.34-11 20 21 Manager Responsible for overseeing or managing staff on a specific task or initiative.34-11 20 24 Supervisor Responsible for the direct oversight of staff on a specific task or initiative. Typically would report to a manager or director for additional guidance.34-11 20 27 Coordinator Responsible for the direct coordination of elements assigned to a specific task or initiative. Typically would report to a supervisor or manager for additional guidance.34-11 20 31 Scheduler Responsible for the development of a work plan and planning benchmarks in order to complete a specific task or initiative within a designated period of time.34-11 20 34 Project Lead Responsible for collecting and organizing different staff or volunteers to address a specific task or initiative. May also be referred to as a Team Leader.34-20 00 00 Development Roles Responsible for the design, planning, organizing and reviewing of building projects and construction tasks.34-20 11 00 Design Roles Responsible for the development and creation of methods for new ideas, items, or systems.34-20 11 11 Architect Responsible for the planning, designing and oversight of the construction of buildings.OmniClass™ Number OmniClass™ Title Definition34-20 11 21 Engineer Responsible for the application of scientific and mathematical principles in developing solutions to technical problems.34-20 11 31 Designer Responsible for the creation of tangible or intangible objects or ideas.34-20 11 41 Specifier Responsible for the documentation of construction methods and materials used to execute a design.34-20 21 00 Planning Roles Responsible for the design and creation of methods for utilizing land or other limited resources to maximize efficiency.34-20 21 11 Planner Responsible for the layout and use plans for land or other tangible spaces.34-20 21 14 Cost Estimator Responsible for the planning of expenses both before and during a project.34-20 21 17 Scheduler Responsible for the planning of time and order in which steps can be completed.34-20 31 00 Surveyor Responsible for the observation and recording of site conditions.34-20 41 00 Contract Administrator Responsible for the oversight and execution of all contracts and agreements within a construction project.34-20 51 00 Observational Roles Responsible for the oversight and review or work or tasks about to be completed, in the process of completion or recently completed.34-20 51 11 Reviewer Responsible for the review of plans for tasks or projects to be completed.34-20 51 14 Review Board Group responsible for the review of plans for tasks or projects to be completed. Often the review is specific to a single task or purpose such as historic appropriateness or code compliance.34-20 51 17 Inspector Responsible for the review of tasks or work recently completed. 34-20 51 21 Observer Responsible for the review of tasks or work during completion.34-35 00 00 Execution Roles Responsible for the procurement, construction, and execution of plans for a building project or construction task.OmniClass™ Number OmniClass™ Title Definition34-35 10 00 Procurement Roles Responsible for the execution of all processes of a products design, from initial creation through sale.34-35 10 11 Manufacturer Responsible for the production of a product or service as developed by a designer and/or fabricator.34-35 10 14 Fabricator Responsible for the initial creation of a product or service. 34-35 10 17 Distributor Responsible for the distribution of a product or service.34-35 10 21 Supplier Responsible for the sale and delivery of products or services. May also be referred to as Vendor.34-35 10 21 11 Product Representative Responsible for the promotion and knowledge of a product or product line and the ability to aid in both selling and supporting design roles in utilizing the product.34-35 10 24 Buyer Responsible for the purchasing of a product or service through money or other means of procurement.34-35 15 00 Construction Roles Responsible for the assembly and erecting of a building, project or site base on designs and plans.34-35 15 11 Contractor Responsible for the duties set up within a contracts signed with another organization or individual for the construction of a building, project or site.34-35 15 14 Sub Contractor Responsible for specific duties set up within a contract with another contractor or for an organization or individual on behalf of a contractor.34-35 15 17 Project Engineer Responsible for overseeing elements of a project that cross between engineering principles and project management and leading technical workers who contribute to the building of structures or products.34-35 15 21 Tradesperson Responsible for the execution of a specific trade or task within the construction or a building or product.34-35 15 21 11 Craftsperson Responsible for the execution of a specific craft, trade or art.34-35 15 21 14 Journeyman Responsible for a trade or craft and has been fully educated and has completed an apprenticeship.34-35 15 21 17 Apprentice Responsible for small tasks and support in return for on-the-job training or credit towards a career or licensure within a vocational trade.OmniClass™ Number OmniClass™ Title Definition34-35 15 24 Laborer Responsible for the execution of assigned general tasks.34-35 15 24 11 Skilled Laborer Responsible for the execution of assigned general tasks that require a level experience or training to complete.34-35 15 24 14 Unskilled Laborer Responsible for the execution of assigned general tasks that require no level experience or training to complete.34-35 15 27 Installer Responsible for the installation of an item or system.34-35 15 31 Operator Responsible for the set up, programming and oversight of a system while functioning.34-41 00 00 Utilization Roles Responsible for the oversight, management, operation, and maintenance of a facility once constructed and in use.34-41 14 00 Facility Use Roles Responsible for the oversight and planning of a facility's use and repair.34-41 14 11 Facility Manager Responsible for the oversight and planning of operations that take place within a facility.34-41 14 14 Facility Maintenance Responsible for the oversight and planning of maintenance that take place within a facility.34-41 14 17 Facility Engineer Responsible for the oversight and planning of systems that take place within a facility.34-41 31 00 Facility Service Roles Responsible for the activates and services that take place within a facility.34-41 31 11 Custodian Responsible for the general cleaning and waste removal within a facility. May also be referred to as Janitor or Housekeeper.34-55 00 00 Support Roles Responsible for execution of tasks to support, supplement, or improve upon the work of other occupations.34-55 11 00 Administrative Service Roles Responsible for the planning, direction, or coordination of one or more administrative services of an organization or business.OmniClass™ Number OmniClass™ Title Definition34-55 11 11 Administrative Assistant Responsible for various forms of administrative support to other individuals within an organization or business.34-55 11 14 Receptionist Responsible for the welcoming, greeting and oversight of a building or event's entry or waiting area for visitors, patients, or clients.34-55 11 17 Records Manager Responsible for the management of records within an organization or business.34-55 11 21 Intern Responsible for small tasks and support in return for on-the-job training or credit towards a career or licensure. For interns within trade or vocational jobs, see Apprentice under Construction Roles34-55 11 24 Assistant Responsible for support or assistance on a specific task and often under the direct guidance or supervision of a superior.34-55 11 27 Trainer Responsible for the education and training of employees or volunteers.34-55 14 00 Professional Service Roles Responsible for the execution, development, or planning of specific tasks that require a specified education or minimum amount of experience with on-the-job training.34-55 14 11 Consultant Responsible for providing professional or expert advice on a topic.34-55 14 14 Librarian Responsible for the collection, achieving, and coordination of a library or collection of resources and information for easy and repeatable access.34-55 14 17 Draftsperson Responsible for the production of drawings (physical or digital) of plans, designs, or details.34-55 14 19 Marketing Roles Responsible for the promotion of an idea or item for the purposes of resale or awareness.34-55 14 19 11 Salesperson Responsible for the sale of an item or service.34-55 14 22 Financial Roles Responsible for the oversight and execution of financial transactions.34-55 14 22 11 Accountant Responsible for the disclosure of financial information to managers, investors, tax authorities, or others responsible for the allocating or disbursement of resources.OmniClass™ Number OmniClass™ Title Definition34-55 14 22 14 Banker Responsible for the execution of investments or financial transactions. May also be referred to as Financier.34-55 14 22 17 Record Keeper Responsible for the official narrative of history.34-55 14 22 21 Bookkeeper Responsible for the recording of financial transactions.34-55 14 24 Lawyer Responsible for the review, execution, and oversight of legal proceedings on behalf of a client, entity, or government office.34-55 14 27 Agent Responsible for the actions of another in specific matters as defined by a contract or agreement.34-55 14 31 Specialist Responsible for providing information or knowledge of very specific topic.34-61 00 00 Group Roles Responsible for the development, oversight, or execution of tasks through teams or numerous individuals of select disciplines.34-61 11 00 Teams A formal or informal group of individuals responsible for executing a task or tasks.34-61 11 11 Task Team A formal group developed to address a single task. Often an appointed group as a subset of a board or committee.34-61 11 21 Task Force A formal or informal group of individuals responsible for the complete development and execution of a task or series of tasks related to a single outcome.34-61 21 00 Boards A formal group of individuals responsible for the oversight and maintenance of a specific interest.34-61 21 11 Board of Directors An elected or appointed group of individuals with a common interest or discipline responsible for the oversight and operational planning of a specific interest.34-61 31 00 Committees An appointed group of individuals with a common interest or discipline responsible for the development, operational planning, and possible execution of plans or tasks set forth by a board or executive.34-61 31 21 Ad Hoc Committee A special group of individuals with a common interest or discipline often responsible for a time sensitive or pending task or operational plan that does not allow for the proper appointment or election process of members.OmniClass™ Number OmniClass™ Title Definition34-61 41 00 Business Organizations An established business or institution with the intent of deriving profit or benefits directly from the sales or acquisitions of goods and services produced through a developed strategic plan.34-61 41 11 Corporation A business created under state laws as a separate legal entity that has privileges and liabilities that are distinct from those of its members.34-61 41 21 Partnership A business set forth through an arrangement where multiple parties agree to cooperate to advance mutual interests.34-61 41 31 Sole Proprietorship A business owned and operated by a single entity or single person.34-61 41 41 Joint Venture A business set forth through a contract in which multiple parties agree to develop, for a finite time, a new entity and new assets by contributing equity.34-61 41 51 Single Purpose Entity A business or legal entity created to fulfill narrow, specific, or temporary objectives. Typically set up by companies to limit financial risk.34-61 51 00 Nonprofit Organizations An established business or institution that uses surplus revenues to achieve its goals rather than distributing them as profit or dividends.34-61 51 11 Association A group of individuals who voluntarily enter into an agreement to accomplish a purpose.34-61 51 21 Foundation An established entity for the collection and disbursement of donated funds for the support of other organizations, or to provide a source of funding for its parent organization's charitable efforts.34-61 51 31 UnionAn organized group of a similar discipline that work together forthe purpose of improving their own discipline's working condition and pay.End of Table。
美国BIM标准第三版NBIMS-US_V3_5.4_BIM_PxP_Content
National BIM Standard - United States® Version 3 5 Practice Documents5.4 BIM Project Execution Plan Content – Version 2.1CONTENTS5.4.1 Scope (2)5.4.2 Normative references (2)5.4.3 Terms, definitions, symbols, units and abbreviated terms (2)5.4.4 BIM Project Execution Plan Content – Version 2.1, May 2011 (2)5.4.4.1 Introduction (2)5.4.4. BIM Project Execution Planning Guide and content background (3)5.4.4.3 Content development (4)5.4.4.3.1 Collect BIM execution/implementation plan data (4)5.4.4.3.2 Literature review the elements of a BIM execution/implementation plan (5)5.4.4.3.3 Reviewed BIM implementation plans and templates (5)5.4.4.3.4 Interviews and focus group (5)5.4.4.3.5 Development procedure and content (5)5.4.4.3.6 Validate procedure and content (8)5.4.4.3.7 Unsolicited industry review (8)5.4.4.3.8 Reviewed by USACE BIM contract language team (8)5.4.4.3.9 Updated procedure and content (9)5.4.4.3.10 Industry acceptance of the Guide (9)5.4.4.3.11 Owners requiring submission (9)5.4.4.4 Conclusions (9)5.4.4.5 Acknowledgements (10)5.4.4.6 Sources for additional information (11)5.4.5 Bibliography (11)5.4.1 ScopeThis standard provides guidelines on the content that should be contained in a BIM project execution plan. A project execution plan defines uses for BIM on the project (e.g., design authoring, design review, and 3D coordination), along with a detailed design of the process for executing BIM throughout the project life-cycle. The intent of the content document is to assist project teams when developing their BIM project execution plans. It is not the intent of this content/template to replace contract language, rather to support and supplement it. The BIM project execution plan content includes BIM project execution plan overview, project information, key project contacts, project goals/BIM uses, organizational roles/staffing, BIM process design, BIM information exchanges, BIM and facility data requirements, collaboration procedures, quality control, technological infrastructure needs, model structure, project deliverables, delivery strategy/contract, and necessary attachments.The BIM project execution plan content was developed by the Computer Integrated Construction Research Group at The Pennsylvania State University with generous support from The Charles Pankow Foundation, the Construction Industry Institute, The Pennsylvania State Office of Physical Plant and the Partnership for Achieving Construction Excellence.5.4.2 Normative referencesThe following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.•Computer Integrated Construction Research Program; BIM Project Execution Planning Guide – Version 2.1; Print; Version 2.1; University Park, PA, USA; The Pennsylvania State University;May 2011; Access, , 12/22/2011•BIM Uses – Project Execution Planning Guide, /uses•BIM Project Execution Planning Guide and Templates, BIM Goal/Use Analysis Worksheet, /project/resources•BIM Project Execution Planning Guide and Templates, BIM PxP Process Map Templates, /project/resources•BIM Project Execution Planning Guide and Templates, Information Exchange Worksheet, /project/resources5.4.3 Terms, definitions, symbols, units and abbreviated termsFor the purposes of this document, the following terms, definitions, symbols, units and abbreviated terms apply.Reference terms in BIM Project Execution Planning Guide, see Chapter 5.3.5.4.4 BIM Project Execution Plan Content – Version 2.1, May 20115.4.4.1 IntroductionBIM Project Execution Plan Content was developed through a multistep research procedure that included a detailed literature review; industry expert interviews; focus group meeting; and surveys. After the Content was developed, it was implemented on several case study projects to evaluate the ease of implementation and identify areas for improving the Content. The Content was developed as acomplement to the BIM Project Execution Planning Guide which is submitted via a separate submission to the NBIMS-US™.5.4.4.2 BIM Project Execution Planning Guide and content backgroundA project team must perform detailed and comprehensive planning to successfully implement BIM. A well-documented BIM Project Execution Plan helps to ensure that all parties are clearly aware of the opportunities and responsibilities associated with the incorporation of BIM into the project workflow. A completed BIM Project Execution Plan should define the appropriate uses for BIM on a project (e.g., design authoring, cost estimating, or design coordination), along with a detailed design and documentation of the process for executing BIM throughout a project’s lifecycle. Once the plan is created, the team can follow and monitor their progress against this plan to gain the maximum benefits from BIM implementation.The Content is based upon the BIM Project Execution Planning Guide which provides a structured procedure, as displayed in Figure 5.4-1, for creating and implementing a BIM Project Execution Plan. The four steps within the procedure include:1. Identify goals and high value BIM uses during each project phase2. Design the BIM execution process through the creation of process maps3. Define the BIM deliverables in the form of information exchanges4. Develop the infrastructure to support the implementation such as contracts, communicationprocedures, technology and quality control.Figure 5.4-1 – The BIM Project Execution Planning ProcedureThe goal for developing this structured procedure is to stimulate planning and direct communication by the project team during the early phases of a project. The team leading the planning process should include members from all the organizations with a significant role in the project. Since there is no single best method for BIM implementation on every project, each team must effectively design a tailored execution strategy by understanding the project goals, the project characteristics, and the capabilities of the team members.The BIM Project Execution Plan Content is a product of the BIM Project Execution Planning buildingSMART alliance® (Alliance or bSa) Project. The Content was developed to provide a practical template that can be used by project teams to document their BIM Project Execution Plan.The Building Information Modeling (BIM) Project Execution Plan Content includes the following sections: SECTION A: BIM PROJECT EXECUTION PLAN OVERVIEWSECTION B: PROJECT INFORMATIONSECTION C: KEY PROJECT CONTACTSSECTION D: PROJECT GOALS / BIM USESSECTION E: ORGANIZATIONAL ROLES / STAFFINGSECTION F: BIM PROCESS DESIGNSECTION G: BIM INFORMATION EXCHANGESSECTION H: BIM AND FACILITY DATA REQUIREMENTSSECTION I: COLLABORATION PROCEDURESSECTION J: QUALITY CONTROLSECTION K: TECHNOLOGICAL INFRASTRUCTURE NEEDSSECTION L: MODEL STRUCTURESECTION M: PROJECT DELIVERABLESSECTION N: DELIVERY STRATEGY / CONTRACTSECTION O: ATTACHMENTSAdditionally, the Content references a number of items from the BIM Project Execution Planning Guide. The guide has been submitted as separate document and can be downloaded at the project website () or in the supplemental material for this approved practice document.5.4.4.3 Content developmentThe Content was developed to supplement the BIM Project Execution Planning Guide. The Guide was developed as part of a research project sponsored by the Charles Pankow Foundation, the Construction Industry Institute, the Penn State Office of Physical Plant, and the Partnership for Achieving Construction Excellence (PACE).The following research steps were conducted. Overall the research team developed the initial draft planning Content. The steps that were employed to create the BIM Project Execution Plan Content include:5.4.4.3.1 Collect BIM Execution/Implementation Plan dataThe first step of the process to develop the defining supporting infrastructure procedure and Contents was to collect data about the current execution plans and what should be put into the creating of new execution plans5.4.4.3.2 Literature review the elements of a BIM execution/implementation planSeveral documents have been published that explain the necessary elements that should be contained in BIM Implementation/Execution Plan. Some examples of these are:1. AIA BIM Protocol (E202)CommunicationSpecification2. Autodesk3. Consensus Docs BIM Addendum4. US Army Corp of Engineers BIM Roadmap5. Capital Facilities Information Handover Guide, Part 1. By Fallon, K., and Palmer, M.5.4.4.3.3 Reviewed BIM implementation plans and templatesIn addition to the published documents, the team had the opportunity to review proprietary BIM implementation plans provided by companies that were collaborating with the research team. At least six industry partners contributed examples for this purpose.5.4.4.3.4 Interviews and focus groupThe team conducted focus group meetings and interviews to help determine the necessary elements of an implementation plan.5.4.4.3.5 Development procedure and contentAfter all the data was collected, the team located common elements from all the various resources. Table 5.4-1 shows a category breakdown of all of the elements contained in the published documents. Additional information from the proprietary BIM implementation plans was also considered. These common elements were compiled and documented in the initial version of the BIM Project Execution Plan Content (termed the BIM Project Execution Plan Template upon initial release).Project Reference InformationProject Overview Information XBIM Contractual Requirements XKey Project Contacts X X X Project Goals/BIM ObjectivesPurpose of BIM Implementation X X Why Key BIM Use Decisions X XBIM Process DesignProcess Maps for BIM Project Activities XDefine Information Exchanges X X Delivery Strategy/ContractDefinition of Delivery Structure X XDefinition of SelectionDefinition of Contracting XBIM Scope DefinitionsModel Elements by Discipline XLevel of Detail X X X X Specific Model Attributes X X X X Organizational Roles and ResponsibilitiesX X X Roles and Responsibilities of EachOrganizationDefine Contracting Strategies forXOrganizationsCommunication ProceduresElectronic Communication Procedures XMeeting Communication ProcedureTechnology Infrastructure NeedsHardware X XSoftware X X XSpace XNetworking Requirements X X Model Quality Control ProceduresMethods to ensure model accuracy X X X X Glossary of Terms X X X XTable 5.4-1 – BIM Execution Planning Category GuideAfter the common elements were identified, the team began to develop a series of documents that that project teams could use to assist them when developing a BIM Project Execution Plan. In order to develop the Content, a rough draft was created and then reviewed by the research team in small focus group meetings. Suggests for improvement were made and the Content was updated. Figures 5.4-2 and 5.4-3 show examples of the BIM Project Execution Plan Content.Figure 5.4-2 – BIM Project Execution PlanContent Figure 5.4-3 – Image of Version 1.0 of the BIMProject Execution Plan ContenOnce Version 1.0 of the Content was completed in late October 2009, it was released for review and use on the research project website.5.4.4.3.6 Validate procedure and contentAfter the Content was released it was reviewed by industry members on a general level as well as making minor modifications. More importantly the Content was reviewed at length through a line by line analysis by the US Army Corps of Engineers BIM industry advisory group when they were adapting the document for adoption within the USACE contract requirements.5.4.4.3.7 Unsolicited industry reviewThe research team made an announcement to those who had downloaded the BIM Project Execution Planning Guide that the Content was available for download. As soon as this occurred, the Content received numerous downloads, and the Content was published and referenced on several other industry websites. Thereafter, the research team started to receive comments on the Content. These comments were then used to update the Content.5.4.4.3.8 Reviewed by USACE BIM contract language teamAfter the Content was released, the project team worked with Steve Hutsell, lead of the US Army Corps of Engineers (USACE) BIM Contract Language Workgroup to modify the Content with some minor customization for the USACE. Toaccomplish this, the USACE BIMContract Language Workgroupconducted three 2-day workshops toreview and update the Content. Eachworkshop was about one month apart.At the workshops, the workgroup wentthrough each line of the Content anddiscussed whether or not it should becontained in the USACE Specific ProjectExecution Plan (PxP) Template. Toaccomplish this task, about an hour wasspent on each section of the Contentduring each workshop. Betweenworkshops additional revisions weremade to the USACE Specific PxPTemplate which is directly based uponthe Content. At the next workshop, allrevisions were reviewed in detail.Figure 5.4-4 shows a section from theUSACE Specific PxP template that wascreated by the workgroup. Thistemplate is directly structured from theContent, with only very minormodification to make some sections optional and to appropriately provide descriptions that are consistent with USACE contract requirements. Figure 5.4-4 – Section of the USACE Project Execution Plan Template5.4.4.3.9 Updated procedure and contentThe unsolicited review and the review by USACE were then used to update the Content.Figure 5.4-5 shows the current version of the Content.Figure 5.4-5 – Portions of Current BIM Project Execution Plan Content5.4.4.3.10 Industry acceptance of the GuideThe use of the BIM Project Execution Plan Content has quickly become common practice for multiple organizations and is rapidly gaining acceptance as an industry standard within the building industry. To assist with documenting the Content’s acceptance, a survey was distributed to those who have downloaded the BIM Project Execution Planning Guide and its related resources. The following statistics, which are gathered from that survey and various other sources, support the claim of wide acceptance across the industry.5.4.4.3.11 Owners requiring submissionSince the start of this project a number of large organizations have been using the Content. Some organizations have adopted a requirement to submit BIM Project Execution Plans through the use of the Content. The following is a list of three owner organizations that have confirmed this requirement:•US Army Corps of Engineers (embedded into Attachment F);•US Air Force; and•Penn State Office of Physical Plant.5.4.4.4 ConclusionsThe BIM Project Execution Plan Content provides a structure to the information that should be included in a BIM Project Execution Plan. Based on the level of industry acceptance and the rigorous methodology used to develop the Content, we request that the BIM Project Execution Plan Content be accepted as a practice standard within NBIMS-US™.5.4.4.5 AcknowledgementsWe wish to thank the sponsors for the Guide development which include:•The Charles Pankow Foundation;•The Construction Industry Institute;•The Pennsylvania State University, Office of Physical Plant; and•The Partnership for Achieving Construction Excellence at Penn State.We would also like to thank the Advisory Board Members which include:•Deke Smith, Executive Director of buildingSMART alliance® (Industry Champion)•Victor Sanvido, Ph.D., Senior Vice President, Southland Industries (Industry Champion)•Mark Butler, Chair, US National CAD Standard Project Committee, Systems Integration Manager, and Senior Professional Associate, HDR, Inc.•Derek Cunz, Director of Project Development, Mortenson Construction•Mark Falzarano, CAD Coordinator, Barton Malow Company•Ed Gannon, Manager of Design Services, Penn State Office of Physical Plant•Greg Gidez, Corporate Design Manager, Hensel Phelps Construction Co.•Francois Grobler, Ph.D., US Army CERL and IAI – North America•Steve Hagan, Project Knowledge Center, U.S. General Services Administration•Steve Hutsell, Chief, Geospatial Section, Seattle District, US Army Corps of Engineers•Mark Konchar, Vice President, Balfour Beatty Construction•Soad Kousheshi, President, AEC Strategy•Robert Leicht, Ph.D., BIM Project Manager, DPR Constructors•Kurt Maldovan, Balfour Beatty Construction•Alexander Zolotov, SkanskaAnd we would like to recognize the primary authors of the BIM Project Execution Planning Guide which include:•John Messner (Principle Investigator), Director, CIC Research Program and Associate Professor of Architectural Engineering, Penn State•Chimay Anumba (Co-Principle Investigator), Professor and Head, Department of Architectural Engineering, Penn State•Craig Dubler, Graduate Research Assistant, Penn State•Shane Goodman, former MAE/BAE student, Penn State•Colleen Kasprzak, Graduate Research Assistant, Penn State•Ralph Kreider, Graduate Research Assistant, Penn State•Robert Leicht, Assistant Professor of Architectural Engineering, Penn State•Chitwan Saluja, former Graduate Research Assistant, Penn State•Nevena Zikic, former Graduate Research Assistant, Penn StateP R A C T I C E D O C U M E N T S -B I M P x P C o n t e n t - P a g e | 11National BIM Standard – United States® Version 3©2015 National Institute of Building Sciences buildingSMART alliance®. All rights reserved.5.4.4.6 Sources for additional informationFor more information and resources, please see the project website at: . Additional information on the creation of the guide can be located in the following publications:• Computer Integrated Construction Research Program. (2010). BIM Project Execution Planning Guide: Final Research Methods Report, The Charles Pankow Foundation, Claremont CA (available at/grants.cfm and in the supplemental documents folder)• Computer Integrated Construction Research Program. (2010). BIM Project Execution Planning Guide: Second Interim Research Report, The Charles Pankow Foundation, Claremont CA (availablein the supplemental documents folder)• Computer Integrated Construction Research Program. (Submitted for Review). Project Execution Planning for Building Information Modeling: Research Report . The Construction Industry Institute,Austin, TX, USA.• Computer Integrated Construction Research Program. (2010). Project Execution Planning for Building Information Modeling. The Construction Industry Institute, Austin, TX, USA, 21 Pages.5.4.5 Bibliography1. Computer Integrated Construction Research Program; BIM Project Execution Planning Guide –Version 2.1; Print; Version 2.1; University Park, PA, USA; The Pennsylvania State University; May 2011; Access (, 12/22/2011)。
解读《美国国家BIM标准》-BIM能力成熟度模型(二)(1)(1)
解读《美国国家BIM标准》– BIM能力成熟度模型（二）陆一昕上次和大家一起了解了下《美国国家BIM标准V3》中提到的能力成熟度模型CMM 及11个评价维度。
从本周开始，我将与您一同揭开这11个维度的神秘面纱，共同探究BIM CMM精彩的内涵和外延。
今天和大家一同分享的是“数据内容（Data Richness）”。
在BIM实施和应用的过程中，我们经常会遇到这样的困惑“高质量的BIM模型中到底需要包含多少信息？”、“BIM数据是否可信？”、“数据有效性如何保证？”、“信息间的逻辑关系如何存放和展示？”，CMM通过“数据内容”这一项关键指标，很好地回答了这些问题。
CMM是这样定义的：从上述定义中不难发现，BIM CMM对“数据内容”提出了很高的要求，从数据的种类、规范性、可信度、关联度等多方面进行了综合评价。
目前，国内BIM大多还处于较初级的阶段（1-2级），我们主要还是停留在设计阶段应用BIM，搭建一个三维模型并输入了有限的信息，解决了建筑物可视化展示和简单的碰撞检查等设计阶段的问题。
那么我们该如何来提升BIM能力成熟度呢？个人认为以下几个关键点是现阶段我们进行能力提升的升级途径：1.数据的完整性BIM数据其实包含的内容可以很多，不仅仅有用来描述建筑物和构件的静态数据，还应包含大量的业务数据，甚至动态数据。
业务数据是指，在设计-制造-施工-调试-交付-运维等各阶段产生的业务数据，如：业务编码、厂家信息、备品备件、WBS、安装位置、变更信息、质量监测信息、调试参数、维保维修信息等。
动态数据是指在运维阶段设备产生的实时动态数据。
这些数据加在一起，才形成了一个完整的BIM 数据链，能为一个项目的建设和运行管理创造价值。
目前国内设计、施工、运营等各家企业都在分别做自己的BIM和平台，都希望做全做准确，但由于行业的壁垒，谁都无法靠一己之力把整个产业链上的数据做全，以致最后BIM数据被分割成一个个信息孤岛。
要让BIM真正实现全生命周期数据贯通，最佳的方法是建立一个统一的数据平台，各阶段BIM数据在这个平台上进行提交和验收，直至最后的数字化竣工移交。
美国国家BIM标准(NBIMS)第一版_(一)
ForewordNational Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .ForewordThe construction industry is in the middle of a growing crisis worldwide. With 40% of the world’s raw materials being consumed by buildings, the industry is a key player in global economics and politics. And, since facilities consume 40% of the world’s energy and 65.2% of total U.S.electrical consumption, the construction industry is a key player in energy conservation, too! With facilities contributing 40% of the carbon emissions to the atmosphere and 20% of material waste to landfills, the industry is a key player in the environmental equation. Clearly, the construction industry has a responsibility to use the earth’s resources as efficiently as possible.Construction spending in the United States is estimated to be $1.288 trillion for 2008. The Construction Industry Institute estimates there is up to 57% non-value added effort or waste in our current business models. This means the industry may waste over $600 billion each year.There is an urgent need for construction industry stakeholders to maximize the portion of services that add value in end-products and to reduce waste.Another looming national crisis is the inability to provide enough qualified engineers. Someestimate the United States will be short a million engineers by the year 2020. In 2007, the United States was no longer the world’s largest consumer, a condition that will force United States industry to be more competitive in attracting talented professionals. The United States construction industry must take immediate action to become more competitive.The current approach to industry transformation is largely focused in efforts to optimize design and construction phase activities. While there is much to do in those phases, a lifecycle view is required. When sustainability is not adequately incorporated, the waste associated with current design, engineering, and construction practices grows throughout the rest of the facility’s lifecycle. Products with a short life add to performance failures, waste, recycling costs, energyconsumption, and environmental damage. Through cascading effects, these problems negatively affect the economy and national security due to dependence on foreign petroleum, a negative balance of trade, and environmental degradation. To halt current decline and reverse existing effects, the industry has a responsibility to take immediate action.While only a very small portion of facility lifecycle costs occur during design and construction, those are the phases where our decisions have the greatest impact. Most of the costs associated with a facility throughout its lifecycle accrue during a facility’s operations and sustainment. Carnegie-Mellon University research has indicated that an improvement of just 3.8% in productivity in the functions that occur in a building would totally pay for the facility’s design, construction, operations and sustainment, through increased efficiency. Therefore, as industry focuses on creating, maintaining, and operating facilities more efficiently, simultaneous action is required to ensure that people and processes supported by facilities are optimized.BIM stands for new concepts and practices that are so greatly improved by innovative information technologies and business structures that they will dramatically reduce the multiple forms of waste and inefficiency in the building industry. Whether used to refer to a product – Building Information Model (a structured dataset describing a building), an activity – Building Information Modeling (the act of creating a Building Information Model), or a system – Building Information Management (business structures of work and communication that increase quality andefficiency), BIM is a critical element in reducing industry waste, adding value to industry products, decreasing environmental damage, and increasing the functional performance of occupants.ForewordNational Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .The National Building Information Model Standard™ (NBIMS) is a key element to building industry transformation. NBIMS establishes standard definitions for building information exchanges to support critical business contexts using standard semantics and ontologies. Implemented in software, the Standard will form the basis for the accurate and efficientcommunication and commerce that are needed by the building industry and essential to industry transformations. Among other benefits, the Standard will help all participants in facilities-related processes achieve more reliable outcomes from commercial agreements.Thus, there is a critical need to increase the efficiency of the construction process. Today’s inefficiency is a primary cause of non-value added effort, such as re-typing (often with a new set of errors) information at each phase or among participants during the lifecycle of a facility or failing to provide full and accurate information from designer to constructor. With the implementation of this Standard, information interoperability and reliability will improve significantly. Standard development has already begun and implementable results will beavailable soon. BIM development, education, implementation, adoption, and understanding are intended to form a continuous process ingrained evermore into the industry. Success, in the form of a new paradigm for the building construction industry, will require that individuals andorganizations step up to contribute to and participate in creating and implementing a commonBIM standard. Each of us has a responsibility to take action now.David A. Harris, FAIAPresidentNational Institute of Building SciencesTable of ContentsNational Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .ForewordTable of ContentsSection 1 – Introduction to the National Building InformationModeling Standard™ Version 1 - Part 1: Overview,Principles, and MethodologiesChapter 1.1 Executive SummaryChapter 1.2 How to Read Version 1 -Part 1 of the NBIMStandard Navigation guide for readers with varied interests, responsibilities, and experience with BIM.Section 2 – Prologue to the National BIM StandardChapter 2.1 BIM Overall Scope An expansive vision for building informationmodeling and related concepts.Chapter 2.2 Introduction to the National BIM Standard Committee The Committee’s vision and mission,organization model, relationships to otherstandards development organizations,philosophical position, and the Standardproduct.Chapter 2.3 Future Versions Identifies developments for upcoming versionsof the Standard including sequence ofdevelopments, priorities, and planned releasedates.Section 3 – Information Exchange ConceptsChapter 3.1 Introduction to ExchangeConcepts What is an information exchange? Theory and examples from familiar processes.Chapter 3.2 Data Models and the Role of Interoperability.High level description of how BIM informationwill be stored in operational and projectsettings. Compares and contrasts integrationand interoperability and the NBIM Standardrequirement for interoperability.Chapter 3.3 Storing and SharingInformation Description of conceptual need for a shared, coordinated repository for lifecycle information.Presents an approach to providing the sharedinformation for a BIM which can be used byinformation exchangesTable of ContentsNational Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .Chapter 3.4 Information Assurance Discusses means to control information inputand withdrawal from a shared BIM repository.Section 4 – Information Exchange ContentChapter 4.1 BIM MinimumDefines quantity and quality of information required for a defined BIM. Chapter 4.2 Capability Maturity Model Building on the BIM Minimum chapter, furtherdefines a BIM and informs planning to improvethe capability to produce a mature BIM.Section 5 – NBIM Standard Development ProcessChapter 5.1 Overview of ExchangeStandard Developmentand Use ProcessDiagrams and describes major components in NBIM Standard development process. Chapter 5.2 Workgroup Formationand RequirementsDefinition Introduces the concept of forums and domain interest groups forming around needed exchange definitions. Discusses theInformation Delivery Manual (IDM) process andtools for requirements definition activities.Chapter 5.3 User-Facing Exchange Models Covers the IDM requirements for IFC-independent data model views.Chapter 5.4 Vendor-Facing Model View Definition, Implementation and Certification Testing Explains Model View Definition (MVD)requirements for schema-specific modeldefinition and the NBIMS Committee’s role infacilitating implementation and certificationtesting.Chapter 5.5 Deployment Discusses Project Agreements and use ofGeneric BIM Guides associated with BIMauthoring (creating a BIM) using certifiedapplications, validating the BIM construction,validating data in the BIM model, and using theBIM model in certified products to accomplishproject tasks through interoperable exchanges.Chapter 5.6 Consensus-Based Approval MethodsDescribes various methods of creating,reviewing, and approving the NBIM StandardExchange Requirements, Model ViewDefinitions, Standard Methods, Tools, andReferences used by and produced by theNBIMS Committee.Table of ContentsNational Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .AcknowledgementsReferencesGlossaryAppendicesIntroduction to AppendicesAppendix A Industry Foundation Classes(IFC or ifc) IFC define the virtual representations of objects used in the capital facilitiesindustry, their attributes, and theirrelationships and inheritances.Appendix B CSI OmniClass ™OmniClass is a multi-table facetedclassification system designed for useby the capital facilities industry to aidsorting and retrieval of informationand establishing classifications forand relationships between objects ina building information model.Appendix C International Framework for Dictionaries (IFDLibrary ™)A schema requires a consistent set ofnames of things to be able to work.Each of these names must have acontrolled definition that describeswhat it means and the units in which itmay be expressed.Section 1 – Introduction to the National BIM Standard V 1 - Part 1Chapter 1.1National Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .Chapter 1.1 Executive SummaryNational Building Information Modeling Standard™ Version 1 - Part 1:Overview, Principles, and MethodologiesIntroductionThe National Building Information Modeling Standard (NBIMS) Committee is a committee of the National Institute of Building Sciences (NIBS) Facility Information Council (FIC). The vision for NBIMS is “an improved planning, design, construction, operation, and maintenance process using a standardized machine-readable information model for each facility, new or old, which contains all appropriate information created or gathered about that facility in a format useable by all throughout its lifecycle.”1 The organization, philosophies, policies, plans, and working methods that comprise the NBIMS Initiative and the products of the Committee will be the National BIM Standard (NBIM Standard), which includes classifications, guides, recommended practices, and specifications.This publication is the first in a series intended to communicate all aspects of the NBIMS Committee and planned Standard, which will include principles, scope of investigation,organization, operations, development methodologies, and planned products. NBIMS V1-P1 is a guidance document that will be followed by publications containing standard specifications adopted through a consensus process .Wherever possible, international standards development processes and products, especially the NIBS consensus process, American Society for Testing and Materials (ASTM), AmericanNational Standards Institute (ANSI), and International Standards Organization (ISO) efforts will be recognized and incorporated so that NBIMS processes and products can be recognized as part of a unified international solution. Industry organizations working on open standards, such as the International Alliance for Interoperability (IAI), the Open Geospatial Consortium (OGC), and the Open Standards Consortium for Real Estate (OSCRE), have signed the NBIMS Charter inacknowledgement of the shared interests and commitment to creation and dissemination of open, integrated, and internationally recognized standards. Nomenclature specific to North American business practices will be used in the U.S. NBIMS Initiative. Consultations with organizations in other countries have indicated that the U.S.-developed NBIM Standard, once it is localized, will be useful internationally as well. Continued internationalization is considered essential to growth of the U.S. and international building construction industries.BIM Overall Scope and DescriptionBuilding Information Modeling (BIM) has become a valuable tool in some sectors of the capital facilities industry. However in current usage, BIM technologies tend to be applied within vertically integrated business functions rather than horizontally across an entire facility lifecycle. Although the term BIM is routinely used within the context of vertically integrated applications, the NBIMS Committee has chosen to continue using this familiar term while evolving the definition and usage to represent horizontally integrated building information that is gathered and applied throughout the entire facility lifecycle, preserved and interchanged efficiently using open and interoperable technology for business, functional and physical modeling, and process support and operations. 1 Charter for the National Building Information Modeling (BIM) Standard, December 15, 2005, pg.1. See /bim/pdfs/NBIMS_Charter.pdf .Section 1 – Introduction to the National BIM Standard V 1 - Part 1Chapter 1.1National Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .NBIM Standard Scope and DescriptionThe NBIMS Initiative recognizes that a BIM requires a disciplined and transparent data structure supporting all of the following.x A specific business case that includes an exchange of building information. x The users’ view of data necessary to support the business case. x The machine interpretable exchange mechanism (software) for the required information interchange and validation of results.This combination of content selected to support user needs and described to support open computer exchange form the basis of information exchanges in the NBIM Standard. All levels must be coordinated for interoperability, which is the focus of the NBIMS Initiative. Therefore, the primary drivers for defining requirements for the National BIM Standard are industry standard processes and associated information exchange requirements.In addition, even as the NBIM Standard is focused on open and interoperable informationexchanges, the NBIMS Initiative addresses all related business functioning aspects of the facility lifecycle. NBIMS is chartered as a partner and an enabler for all organizations engaged in the exchange of information throughout the facility lifecycle.Data Modeling for BuildingsKey to the success of a building information model is its ability to encapsulate, organize, and relate information for both user and machine-readable approaches. These relationships must be at the detail level, relating, for example, a door to its frame or even a nut to a bolt, whilemaintaining relationships from a detailed level to a world view. When working with as large a universe of materials as exists in the built environment, there are many traditional verticalintegration points (or stovepipes) that must be crossed and many different languages that must be understood and related. Architects, engineers, as well as the real estate appraiser or insurer must be able to speak the same language and refer to items in the same terms as the first responder in an emergency situation. Expand this to the world view where systems must be interoperable in multiple languages in order to support the multinational corporation. Over time ontologies will be the vehicles that allow cross communication to occur. In order to standardize these many options, organizations need to be represented and solicited for input. There are several, assumed to be basic, approaches in place that must come together in order to ensure that a viable and comprehensive end-product will be produced.The Role of InteroperabilitySoftware interoperability is seamless data exchange at the software level among diverseapplications, each of which may have its own internal data structure. Interoperability is achieved by mapping parts of each participating application’s internal data structure to a universal data model and vice versa. If the employed universal data model is open, any application canparticipate in the mapping process and thus become interoperable with any other application that also participated in the mapping. Interoperability eliminates the costly practice of integrating every application (and version) with every other application (and version).The NBIM Standard maintains that viable software interoperability in the capital facilities industry requires the acceptance of an open data model of facilities and an interface to that data model for each participating application. If the data model is industry-wide (i.e. represents the entire facility lifecycle), it provides the opportunity to each industry software application to become interoperable.Section 1 – Introduction to the National BIM Standard V 1 - Part 1Chapter 1.1National Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .Storing and Sharing InformationOne of the innovations, demonstrated by some full-service design and engineering firms and several International Alliance for Interoperability (IAI) demonstration projects, has been the use of a shared repository of building information data. A repository may be created by centralizing the BIM database or by defining the rules through which specific components of BIM models may be shared to create a decentralized shared model. As BIM technology and use matures, thecreation of repositories of project, organization, and/or owner BIM data will have an impact on the framework under which NBIMS operates. Owners are likely to create internally as-built and as-maintained building model repositories, which will be populated with new and updated information supplied via design/construction projects, significant renovations, and routine maintenance and operations systems.Information AssuranceThe authors caution that, while a central (physical or virtually aggregated) repository of information is good for designing, constructing, operating, and sustaining a facility, and therepository may create opportunities for improved efficiency, data aggregation may be a significant source of risk.Managing the risks of data aggregation requires advanced planning about how best to control the discovery, search, publication, and procurement of shared information about buildings and facilities. In general, this is addressed in the data processing industry through digital rights management. Digital rights management ensures that the quality of the information is protected from creation through sharing and use, that only properly authorized users are granted access, and only to that subset of information to which they should have access. There is a need toensure that the requirements for information are defined and understood before BIMs are built, so that facility information receives the same protection that is commonplace in world-wide personnel and banking systems.Minimum BIM and the Capability Maturity ModelThe NBIM Standard Version 1 - Part 1 defines a minimum standard for traditional vertical construction, such as office buildings. It is assumed that developing information exchange standards will grow from this minimum requirement.The Standard also proposes a Capability Maturity Model (CMM) for use in measuring the degree to which a building information model implements a mature BIM Standard. The CMM scores a complete range of opportunity for BIMs, extending from a point below which one could say the data set being considered is not a BIM to a fully realized open and interoperable lifecycle BIM resource.The U.S. Army Corps of Engineers BIM Roadmap 2 is presented as a useful reference for building owners seeking guidance on identifying specific data to include in a BIM from a design or construction perspective.2 See https:///default.aspx?p=s&t=19&i=1 for the complete roadmap.Section 1 – Introduction to the National BIM Standard V 1 - Part 1Chapter 1.1National Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .NBIM Standard Process DefinitionProposals for the processes the NBIMS Committee will employ to produce the NBIM Standard and to facilitate productive use are discussed. A conceptual diagram to orient the user is provided. Components of this diagram correspond to section 5 chapters.Both the process used to create the NBIM Standard and the products are meant to be open and transparent. The NBIMS Committee will employ consensus-based processes to promote industry-wide understanding and acceptance. Additionally, the Committee will facilitate the process whereby software developers will implement standard exchange definitions and implementations tested for compliance. Finally, the NBIMS Committee will facilitate industry adoption and beneficial use through guides, educational activities, and facilitation of testing by end users of delivered BIMs.The Information Exchange Template, BIM Exchange Database, the Information Delivery Manual (IDM), and Model View Definition (MVD) activities together comprise core components of the NBIM Standard production and use process. The Information Exchange Template and BIM Exchange Database are envisioned as web-based tools to provide search, discovery, and selection of defined exchanges as well as a method of providing initial information necessary to propose and begin a new exchange definition discussion. The NBIMS workgroup formation phase teams will use the IDM, adapted from international practices, to facilitate identification and documentation of information exchange processes and requirements. IDM is the user-facing phase of NBIMS exchange standard development with results typically expressed in human-readable form. MVD is the software developer-facing phase of exchange standard development. MVD is conceptually the process which integrates Exchange Requirements (ERs) coming from many IDM processes to the most logical Model Views that will be supported by softwareapplications. Implementation-specific guidance will specify structure and format for data to be exchanged using a specific version of the Industry Foundation Classes (IFC or ifc) specification. The resulting generic and implementation-specific documentation will be published as MVDs, as defined by the Finnish Virtual Building Environment (VBE) project,3 the Building Lifecycle Interoperability Consortium (BLIS),4 and the International Alliance for Interoperability (IAI).5 The Committee will work with software vendors and the testing task team members to plan and facilitate implementation, testing, and use in pilot projects. After the pilot phase is complete, the Committee will update the MVD documents for use in the consensus process and ongoing commercial implementation. Finally, after consensus is reached, MVD specifications will be incorporated in the next NBIMS release.NBIMS AppendicesReference standards in the NBIM Standard provide the underlying computer-independent definitions of those entities, properties, relationships, and categorizations critical to express the rich language of the building industry. The reference standards selected by the NBIMSCommittee are international standards that have reached a critical mass in terms of capability to share the contents of complex design and construction projects. NBIMS V1-P1 includes three candidate reference standards as Appendix documents: IAI Industry Foundation Classes (IFC or ifc), Construction Specifications Institute (CSI) OmniClass ™, and CSI IFDLibrary ™.3http://cic.vtt.fi/projects/vbe-net/4 5Section 1 – Introduction to the National BIM Standard V 1 - Part 1Chapter 1.1National Building Information Modeling Standard™©2007 National Institute of Building Sciences. All rights reserved .The IFC data model consists of definitions, rules, and protocols that uniquely define data sets which describe capital facilities throughout their lifecycles. These definitions allow industrysoftware developers to write IFC interfaces to their software that enable exchange and sharing of the same data in the same format with other software applications, regardless of the internal data structure of the individual software application. Software applications that have IFC interfaces are able to exchange and share data with other application that also have IFC interfaces.The OmniClass ™ Construction Classification System (OmniClass or OCCS) is a multi-tableclassification system designed for use by the capital facilities industry. OmniClass includes some of the most commonly used taxonomies in the capital facilities industry. It is applicable for organizing many different forms of information important to the NBIM Standard, both electronic and hard copy. OCCS can be used in the preparation of many types of project information and for communicating exchange information, cost information, specification information, and other information that is generated throughout the facility’s lifecycle.IFDLibrary ™ is a kind of dictionary of construction industry terms that must be used consistently in multiple languages to achieve consistent results. Design of NBIMS relies on terminology and classification agreement (through OmniClass ) to support model interoperation. Entries in the OmniClass tables can be explicitly defined in the IFDLibrary once and reused repeatedly,enabling reliable automated communications between applications – a primary goal of NBIMS. ReferencesNBIMS References in this document represent the work of many groups working in parallel to define BIM implementation for their areas of responsibility. Currently there are four types of references.x Business Process Roadmaps are documents that provide the business relationships of the various activities of the real property industry. These will be the basis for organizing the business processes and will likely be further detailed and coordinated over time. The roadmaps will help organize NBIMS and the procedures defined in the InformationDelivery Manuals (IDMs).x Candidate Standards are documents that are candidates to go through the NBIMS consensus process for acceptance as part of future NBIMS. It is envisioned that Part 2 or later releases of the Standard will incorporate these documents once approved.x Guidelines have been developed by several organizations and include items that should be considered for inclusion in NBIMS. Since NBIMS has not existed prior to this, there was no standard from which to work, resulting in a type of chicken-or-egg dilemma.When formal NBIMS exists there will need to be some harmonization, not only between the guidelines and NBIMS, but also in relating the various guidelines to each other.While guidelines are not actually a part of NBIMS, they are closely related and therefore included as references.xOther Key References are to parallel efforts being developed in concert with NBIMS. Not part of NBIMS, they may, in fact, be standards in their own right.。
美国BIM标准
Copyright / TrademarkINTELLECTUAL PROPERTY RIGHTSScope of Intellectual Property Rights of the National BIM Standard - United States™ Version 2It is our goal to make this document available, usable by everyone, and not restricted. That being said, this is a consensus standard and therefore deviation from this standard is not authorized, or it would no longer be a standard. We have taken great care not to change any text from whatwas voted on by the NBIMS-US Project Committee. There were some editorial corrections andre-formatting done to make the entire document more usable. However, you do not have permission to indicate that you conform to this document, if you have changed any of the language to meet your own needs.This standard is governed under several copyright references. Each ballot is governed by eithera blanked statement or a specific statement related to that ballot's author.Normative referencesAll ballots except as noted below are governed by the following Intellectual Property Rights statements:IN CONSIDERATION of the mutual promises and covenants herein,the parties agree as follows:a.The parties acknowledge that NIBS is developing andcommissioning work for a National Building Information ModelStandard– United States (NBIMS-US) ("the Work"), which Workshall be a collective work including the contributions of multipleorganizations and individuals. Volunteer agrees to contributehis/her intellectual work product to the NBIMS-US, and NIBSagrees to include Volunteer's work in the NBIMS-US, if in NIBS'sole discretion the content of such work meets the standards ofacceptable quality established for the Work.b.It is understood and agreed that full and exclusive right, title,and ownership of all copyright and other intellectual propertyinterests in the collective Work shall vest in NIBS immediatelyupon the creation thereof, and NIBS shall have the exclusiveright to claim any and all copyrights, patents, patent rights, andother intellectual property rights therein. Volunteer shall have nocopyright interest in the NBIMS-US as a whole.c.Volunteer shall be entitled to retain whatever copyright interesthe or she may have in the work he/she creates and contributesto the NBIMS-US. NIBS agrees to acknowledge publicly andcredit the contribution made by Volunteer in any publication ofthe NBIMS-US.d.To the extent that Volunteer includes in his/her contribution tothe NBIMS-US any material which he/she did not create or towhich he/she does not own the copyright, Volunteer agrees toobtain the requisite permissions, in writing, for inclusion of suchmaterial in the Work.e.Upon a final determination under the NBIMS-US proceduralrules that the ballot item will not become part of the NBIMS-US,the copyright to the submitted work shall revert to the submitter.f.NIBS shall have the exclusive right to use the names NationalBIM Standard– United States and NBIMS-US as trade orservice marks to identify the Work.Sections 2.4 through 2.9 of the NBIM-US V2 shall be governed by the following Intellectual Property RightsINTELLECTUAL PROPERTYa.General: Works created by the Institute, including the bSa, shallbe owned by the Institute. Works created by CSI shall be ownedby CSI.b.Copyrights: CSI shall grant the Institute a nonexclusive,royalty-free, worldwide right and license to reproduce, publish,distribute to the public, and display the tables of its OmniClassstandard that CSI has chosen to ballot as part of the NationalBIM Standard-United States as described in section 5(e) of thisagreement for use in the National BIM Standard-United States.This grant of right and license is limited to the select OmniClasstables described above and their use in the above namedInstitute or bSa publications. Should Institute elect to ceasedevelopment of the NBIMS-US, NBIMS-US cease developmentthrough inaction or for any other reason, or NBIMS-US nolonger be provided free of charge to any users, all intellectualproperty rights granted to Institute by this agreement shall berenegotiated within 90 days of written notice by either party of achange in the program status.c.OmniClass Development: CSI and Construction SpecificationsCanada (CSC), which is not a party to this agreement, shallhave sole rights to manage and administer the development of OmniClass. This agreement shall not be interpreted to implyany transfer of authority over the management anddevelopment of OmniClass from CSI to the Institute or any other organization.d.Trademarks and Trade Names: BuildingSMART®, NationalBIM Standard™, National BIM Standard-United States™,NBIMS™ and NBIMS-US™ are t rademarks and/or servicemarks of the Institute. BuildingSMART Alliance™ is both atrademark or service mark and a trade name of the Institute.CSI shall not publish or use the Institute's trademarks, service marks, or tradenames except as expressly permitted under the Institute's Intellectual Property Policy or in direct reference toOmniClass and its inclusion in NBIMS-US. Specifically, CSIshall not use the trademarks, service marks, or tradenames of the Institute to signify membership in the bSa or the Institute or participation in their programs unless and until the Instituteexpressly authorizes use of a mark specifically for suchpurposes. OmniClass™ is a trademark of CSI. The Instituteshall not use CSI's trademarks, service marks, or trade names without referencing the Construction Specifications Institute and Construction Specifications Canada as the organizationsresponsible for the development and management ofOmniClass. CSI hereby authorizes the Institute to use CSI'sOmniClass trademark in connection with publication ofOmniClass pursuant to the right and license granted to theInstitute in section 5(b) of this agreement.e.Standards Balloting: CSI will participate in the bSa NationalBIM Standard-United States ballot process by balloting selectOmniClass tables as national standards and for inclusion byreference as part of the National BIM Standard-United States.The choice of which tables to ballot through the bSa NationalBIM Standard-United States ballot process shall be solely thechoice of CSI. Institute shall only accept ballot proposals forinclusion of any OmniClass tables or portions thereof in theNational BIM Standard-United States from an authorizedrepresentative of CSI. This shall not be read to limit acceptance of ballots for other proposals that draw upon, reference, orimplement OmniClass. Such balloting of OmniClass through the bSa National BIM Standard-United States ballot process shallnot limit CSI in any way from separately balloting OmniClassthrough an ANSI process as an American National Standard orfrom pursuing any other national or international standardsballoting process for OmniClass. Institute and bSa shall notchallenge such separate national standards balloting in any wayshould CSI elect to pursue it.f.Sole Agreement: This agreement shall be the sole agreementdefining the intellectual property ownership relationshipbetween Institute and CSI with regard to OmniClass andNBIMS-US, and shall supersede all other agreements, includingwithout limitation, any language relating to intellectual propertyownership presented on the NBIMS-US ballot. COPYRIGHT∙National BIM Standard - United States™ is a register trademarkof the National Institute of Building Sciences∙National BIM Standard - United States™ – the National Instituteof Building Sciences, 1090 Vermont Avenue NW, Suite 700,Washington, DC 20005-4905, owns the copyright in thecompilation published as the National BIM Standard - UnitedStates®, which title is a registered trademark of the Institute.∙National BIM Standard - United States™ © 1999-2012 by theNational Institute of Building Sciences. All rights reserved.。
bim实施标准
bim实施标准BIM实施标准是建筑信息模型（BIM）技术的核心标准，它涵盖了从项目规划、设计、施工到运营全过程的管理和技术要求，为BIM的有效实施提供了依据。
BIM实施标准包括国际标准、行业标准和地方标准，其中国际标准是最为重要和权威的标准。
国际标准国际标准是由国际标准化组织（ISO）和国际电工委员会（IEC）联合制定的，是在全球范围内通用的标准。
目前，ISO已经发布了一系列BIM相关标准，包括：1. ISO 19650 系列标准ISO 19650是国际标准化组织（ISO）制定的BIM管理的国际标准系列，包括ISO 19650-1：2018 “组织和数字协作”，ISO 19650-2：2018 “信息管理”，ISO 19650-3：2019 “生命周期信息管理”，以及ISO 19650-5 “组织和企业的实施指南”。
这些标准覆盖了BIM的各个方面，包括BIM的组织和协作、信息管理、数据安全和质量控制、模型的发布和使用等。
ISO 16739是国际标准化组织（ISO）制定的建筑和工程信息模型的国际标准，也称为“建筑信息模型（BIM）数据”.文件格式IFC。
这一标准定义了BIM数据的标准表示方式，确保BIM数据的一致性和互通性。
行业标准行业标准是由各行业自行组织制定的标准，它们通常涵盖了该行业的最佳实践、技术规范和质量要求。
BIM的各个应用领域都有自己的行业标准，包括建筑、土木工程、机电安装、管道设计等。
以下是BIM建筑方面的主要行业标准：2. NBIMS-US™美国建筑信息建模标准国家委员会（NBIMS-US）制定的NBIMS-US™是一套由美国国家协会（NIBS）主导的建筑信息建模标准，它包括BIM标准规范、约定和指南。
这一标准是针对美国建筑业中的BIM实践而制定的，同时也受到国际BIM标准的影响。
3. BS 1192英国标准化组织（BSI）制定的BS 1192是针对BIM项目整合、协作和信息管理的英国标准。
最新美国BIM标准：NBIMS-US_V3_4.4_Design_to_Building_Energy_Analysis_BEA
National BIM Standard - United States® Version 3 4 Information Exchange Standards4.4 Design to Building Energy Analysis (BEA)CONTENTS4.4.1 Scope (3)4.4.2 Normative references (3)4.4.3 Terms, definitions, symbols, units and abbreviated terms (3)4.4.3.1 building energy analysis BEA (3)4.4.3.2 certification testing (3)4.4.3.3 industry foundation class IFC (3)4.4.3.4 Information delivery manual IDM (4)4.4.3.5 Information exchange (4)4.4.3.6 model view definition MVD (4)4.4.4 Design to Building Energy Analysis (4)4.4.4.1 Information exchange (4)4.4.4.1.1 IDM submission requirements (5)4.4.4.1.2 MVD submission requirements (5)4.4.4.2 Software implementation requirements (5)4.4.4.3 Certification test program (6)4.4.4.4 Use of this information exchange in industry projects (6)4.4.4.4.1 Pilot projects using BEA (6)4.4.4.4.2 BEA BIM validation for end users (6)4.4.4.4.3 Reference standards (7)4.4.5 Bibliography (7)4.4.1 ScopeThe Design to Building Energy Analysis (BEA) information exchange provides a process using a BEA analysis application to load into the Building information Model (BIM) with additional building energy modeling data and run a full building simulation of the energy that will be used by the building design. Building owner organizations are emphasizing the need for BEA and its integration with building design to improve energy efficiency. This guideline presents examples of implementation of using BIM – BEA exchanges in projects by large building owner organization driven by their BIM programs and software support.More information about this program can be found on the GSA BIM/4D/3D Program website and in the GSA BIM Guide for Series 02 of their BIM program. More detail, including the information delivery manual (IDM) and model view definition (MVD) can be found on the IFC Solutions Factory website.4.4.2 Normative referencesThe following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.•Industry Foundation Classes (IFC) standard, /•IFC Solutions Factory, tools for developing IDM/MVD, /IAI-MVD/ •OmniClass™ Classification, /4.4.3 Terms, definitions, symbols, units and abbreviated termsFor the purposes of this document, the following terms, definitions, symbols, units and abbreviated terms apply.4.4.3.1building energy analysisBEAopen, IFC-based BIM information exchange that enables designers and building owners to assess the projected energy use performance of a building design defined in a BIM4.4.3.2certification testingconcept-based tests for every bit of data required by the MVD; a process for testing software's conformance with a given IFC release specification, and its subsets defined as views; promotes quality in IFC implementations and demonstrates to end-users that the software passing the certification implements the IFC specification in a consistent way, hence being able to exchange IFC product data with other certified software unambiguously4.4.3.3industry foundation classIFCneutral and open specification that is not controlled by a single vendor or group of vendors; an object-based file format with a data model develop by buildingSMART to facilitate interoperability in the building industry, commonly used format for BIM4.4.3.4Information delivery manualIDMstandard for processes specified when certain types of information are required during the construction of a project or the operation of a built asset; provides detailed specification of the information that a particular user (for example, architect, building services engineer) needs to provide at a point in time and groups together information that is needed in associated activities: cost estimating, volume of materials and job scheduling are natural partners4.4.3.5Information exchangeprocess of participants developing information and taking relevant information to share for use by other participants later in a project; information can be paper-based or in digital format4.4.3.6model view definitionMVDstandard methodology and format for documenting the software implementation requirements for standard IFC based data exchanges; structured into two main divisions 1) non-technical division to model exchange requirements for end-users and 2) technical division for software developers4.4.4 Design to Building Energy AnalysisDesign to Building Energy Analysis (BEA) is an open, IFC-based BIM information exchange that enables designers and building owners to assess the projected energy use performance of a building design defined in a BIM. A BEA analysis application loads the Building information Model (BIM) and adds some additional Building Energy Modeling data, and runs a full building simulation of the energy that will be used by the building design.In 2008, buildingSMART alliance® and the Open Geospatial Consortium led a large project in which an early version of this Information Exchange was used. Dozens of industry leading companies participated in the AECOO Test bed project, which demonstrated successful exchange of a BIM and Energy Analysis of that building design in an Energy Analysis application.The primary drivers for the Testbed and subsequent development for this Information Exchange were several building owner organizations. These building owners supported this development because of the real need to improve energy efficiency in their buildings. These organizations are beginning to use BIM exchange for BEA in their projects. These organizations include: GSA, Statsbygg, Senate Properties. Driven by these organizations' BIM programs, several software organizations have already implemented, or are now implementing support for this BIM information exchange in their products. These include: Autodesk (Revit and AutoCAD Architecture), Bentley (during AECOO), DDS (DDS-CAD), Graphisoft (ArchiCAD), Beck (dProfiler), US Dept. of Energy and Lawrence Berkeley National Lab (EnergyPlus), Granlund (RIUSKA), and Equa Simulations (IDA ICE).More information about this program can be found on the GSA BIM/4D/3D Program web site and in the GSA BIM Guide for Series 05 of their BIM program. More detail, including the Information Delivery Manual (IDM) and Model View Definition (MVD) can be found on the IFC Solutions Factory Website. 4.4.4.1 Information exchangeAs part of the NBIMS-US™ standard, this open, IFC-based information exchange and the products supporting it will improve the quality of building design using BIM, by providing quantitative feedback to designers and owners about the energy a proposed building will use. Driven by this feedback andgovernment incentives to improve energy efficiency, future buildings will be more energy efficient if this IFC BIM exchange is made a standard.4.4.4.1.1 IDM submission requirements1. Process Maps - /IAI-MVD/IDM/GSA-003/PM_GSA-003.pdf2. Exchange Requirements - /IAI-MVD/IDM/GSA-003/ER_GSA-003.pdf3. ExchangeRequirements Model Description - /IAI-MVD/MVDs/GSA-003/Overview.pdfRequirements Model - /IAI-4. ExchangeMVD/reporting/browseMVD.php?MVD=GSA-003&BND=Generic&LAYOUT=H5. For convenience, the ERM can be downloaded in PDF format from: http://www.blis-/IAI-MVD/Snapshots/GSA-003_ERM_(BEA)_Design_to_BuildingEnergyAnalysis.pdf4.4.4.1.2 MVD submission requirements1. Model View Definition Overview - /IAI-MVD/MVDs/GSA-003/IFC2x3.pdf2. Model View Diagrams - /IAI-MVD/reporting/browseMVD.php?MVD=GSA-003&BND=IFC2x3&LAYOUT=H3. For convenience, the MVD can be downloaded in PDF format from: http://www.blis-/IAI-MVD/Snapshots/GSA-003_MVD_IFC2x3_(BEA)_Design_to_BuildingEnergyAnalysis.pdf4.4.4.1.2.1 Implementation specificationsEach MVD concept in the MVD diagrams is hyperlinked to the Implementation Guidance for that concept. Simply click on the MVD Concept box in the diagrams (either online web pages or the PDF download) to link to the implementation specifications web page in your browser.4.4.4.2 Software implementation requirements4.4.4.2.1 Implementation supportAs described above, several vendors have already implemented support for BEA in their products, as part of their implementations supporting the Concept Design BIM 2010 (CDB-2010). CDB-2010 rolls together the requirements of four IDMs into a single composite MVD. Implementations began in September 2009. Vendors have been supported through the implementation process through a bi-weekly meeting in which questions are addressed, results are reviewed, and issues resolved. Implementing vendors and products include:4.4.4.2.2 Exporting applications:•Autodesk – Revit 2012 and AutoCAD Architecture 2012•Beck Technologies – DProfiler•Graphisoft – ArchiCAD 15•Data Design Systems – DDS-CAD4.4.4.2.3 Importing application:•DOE/National Labs (LBNL, NREL, PNNL) – EnergyPlus•Granlund Oy – RIUSKA•Equa Simulations – IDA ICE4.4.4.3 Certification test programCertification testing began in October 2009. We expect that most of these applications will be certified for correct support of BEA in 2011 (as currently defined). Certification testing is MVD concept-based, and takes the unit testing approach. This means that there are tests for each and every bit of data required by the MVD. These tests are specific enough to ensure that the IFC BIMs being exported by certified applications are absolutely consistent and can be predictably loaded and analyzed by any certified BEA analysis application.Sample Certification Test Results Package – /IAI-MVD/testing/GSA-005/DProfiler_CDB-2010_TestResults_02-Jun-11_3.zipThis package includes:•Submitted IFC BIM file•Certification Test Results Summary Report•Certification Test Results Detailed Reports – 37 of these – one for each high-level MVD Concept(e.g. wall, door, window)4.4.4.4 Use of this information exchange in industry projects4.4.4.4.1 Pilot projects using BEA•AECOO Testbed Project – Use of BEA exchange in this project began in late 2008 and was completed in early 2009. The BIM authoring application was ArchiCAD 13. The BEA analysis Application was EnergyPlus. Results of the project were widely publicized by buildingSMART alliance® and the Open Geospatial Consortium.•Van Buren Land Port of Entry - Use of BEA exchange in this project began in late 2010 and is expected to conclude successfully by end of summer 2011. The BIM authoring application is ArchiCAD 14 and 15. The BEA analysis application is EnergyPlus.•O'Mahoney Federal Courthouse -- Use of BEA exchange in this project began in late 2010 and is expected to conclude successfully by end of summer 2011. The BIM Authoring application is Beck Technologies' dProfiler. The BEA analysis application is EnergyPlus.4.4.4.4.2 BEA BIM validation for end usersAn online BIM Validation service is being developed and will be made public by end of 2011. This online service will enable end users to upload their IFC BIM to be checked for conformance to exchange standards defined by IDMs and MVDs. Checking IFC BIMs for conformance to the BEA information exchange will be supported by this service. Testing with Vendors has already begun.4.4.4.4.3 Reference standards•Industry Foundation Classes (IFC) standard – see /•IFC Solutions Factory – tools for developing IDMs/MVDs – see /IAI-MVD/•OmniClass™ Classification – see /4.4.5 BibliographyIFC, IDM, /MVD, /IAI-MVD/。
最新美国BIM标准：NBIMS-US_V3_5.7_BIM_Planning_Guide_for_Facility_Owners
National BIM Standard - United States® Version 35 Practice Documents5.7 BIM Planning Guide for Facility Owners, Version 2.0 – June 2013CONTENTS5.7.1Scope – General Criteria (2)5.7.1.1 Business case description (3)5.7.2 Normative references (4)5.7.3Terms and definitions (4)5.7.4BIM Planning Guide for Facility Owners – Version 2.0, June 2013 (8)5.7.4.1Description of use (8)5.7.4.2Process map (9)5.7.4.2.1 BPMN description (9)5.7.4.3Guide for Use (9)5.7.5Demonstrated use and acceptance (10)5.7.5.1 Evidence of repeatability (11)5.7.6 Bibliography (11)5.7.1 Scope – General CriteriaThis Standard specifies a structured approach to effectively plan the integration of BIM within an organization. Facility owners should have a different outlook on the value of BIM for their projects. The previous guide in this series, The BIM Project Execution Planning Guide, was focused on streamlining the planning and implementation of BIM use within one capital facility or project. The value of BIM tools and processes for owners can be very much attuned to the tools and enabled processes within a given project, or it can differ with a focus on the facility operations and related data after complete. The BIM Planning Guide for Facility Owners seeks to facilitate an owner’s review and planning for the proper investment in BIM in line with the specific project focal points or strategic business interests, in addition to improving the value in delivering a single facility. Three planning procedures for facility owners include: •Strategic planning to assess existing organizational conditions; align BIM goals and objectives with desired bim uses and maturity level; and develop a transition plan for BIM implementation;•Implementation planning to develop the detailed implementation plan within the operations of the organization; and•Procurement planning to identify key issues to consider when creating BIM contract requirements.Throughout all stages of this Guide, there are six core “BIM Planning Elements” that must be considered. The BIM Planning Elements are as follows:•Strategy: defines the BIM goals and objectives; assesses change readiness; and considers management and resource support.•BIM uses: identifies the methods in which bIM will be implemented for gathering, generating, processing, communicating, realizing information about the owner’s facilities.•Process: describes the means to accomplish the BIM uses by documenting the current methods, designing new processes leveraging BIM and developing transition plans•Information: documents the information needs of the organization, including the model element breakdown, level of development, and facility data.•Infrastructure: determines the technology infrastructure to support BIM including computer software, hardware, networks, and physical workspaces.•Personnel: establishes the roles, responsibilities, education, and training of the active participants in the BIM processes established.A. Strategic Planning: The Strategic Planning procedure provides steps that an owner can use to plan for BIM at an organizational level. The purpose of this planning procedure is to allow you as an owner to determine your BIM goals and objectives and establish a road map to document how you will accomplish the goals and objectives. The Procedure includes:1. Assess the organization’s current internal and external level of BIM integration;2. Align the organization’s BIM goals by identifying desired levels of maturity for BIM Uses; and3. Advance the BIM maturity level through the development of a defined advancement strategy.B. Implementation Planning: After the Strategic Plan has been developed, Implementation Planning can begin. The purpose of this step is to determine and document the detailed guidelines and protocols for implementation. An Implementation Plan will include the following:1. Process maps that clearly define how BIM will be integrated into the organization’s practices;2. Information requirements to support the implementation of BIM;3. Technology infrastructure needed to support the process; and4. Education and training for the personnel who will interact with BIM or resulting data.C. Procurement Planning: Prior to the start of a facility project (new construction or renovation); an owner should develop contract requirements for BIM. These contract requirements are necessary to ensure that the owner’s BIM needs are met, and the entire project team has a common understanding of the requirements. It also supports the successful implementation of BIM throughout the lifecycle of the facility. With the proper documentation in place at the beginning of the project, the team can plan an effective BIM process for both the project and your needs. Core procurement components include:1. Team selection criteria to enable the procurement of qualified items;2. Contract requirements to clearly define the BIM deliverables; and3. Standard BIM project execution plan template to initiate the detailed BIM planning process for aprojectThe BIM Planning Guide for Facility Owners was develop by the Computer Integrated Construction Research Group in the Department of Architectural Engineering at The Pennsylvania State University with the generous support from The Charles Pankow Foundation, US Department of Defense Military Health System, Kaiser Permanente, US Department of Veterans Affairs, The Penn State Office of Physical Plant, and The Partnership for Achieving Construction Excellence (PACE). The Guide was created through the buildingSMART alliance® (bSa) Project “BIM for Owners.”5.7.1.1 Business case descriptionThis guide helps organizations, particularly owner organizations, plan for the adoption and implementation of BIM. This guide presents the methodology to develop a strategic BIM Plan, a BIM implementation plan, and BIM procurement language. Because every organization is different, the guide does not provide an owner with an implementation strategy. However, the guide provides a procedure for an owner to develop a customized strategy.1. Problem Solved: The problem solved in this guide is the lack of procedures for the planning of BIMwithin an organization - primarily facility owners.2. Unique Features: Unlike most procedures, this guide is written specifically to assist facility owners.However, the procedures within the guide can be adapted to almost any organization. Most proceduresfocus on the implementation of BIM on a project or a facility.3. Use of Practice: The procedures within the guide help organizations develop an implementable andrealistic BIM strategy. The procedure helps an organization move from a BIM strategy to a tactical implementation plan. The procedure also helps an organization identify the necessary elements of the language to procure the use of BIM.4. Return: The return on this procedure is realized when organization reduce the time spent onplanning the implementation of BIM within an organization. However, the real return is when the organization begins to implement BIM and start realizing the benefits of BIM.5.7.2 Normative referencesThe following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.•BIM Uses, /uses•BIM Project Execution Planning Guide and Templates,/Project/resources/default.aspx•BIM Planning Guide for Facility Owners Templates, Organizational BIM Assessment Profile, /Owner/Resources/default.aspx•BIM Planning Guide for Facility Owners Templates, Organizational Strategic Plan Template, /Owner/Resources/default.aspx•BIM Planning Guide for Facility Owners Templates, Organizational Execution Plan Template, /Owner/Resources/default.aspx•BIM Planning Guide for Facility Owners Templates, Business Case Template,/Owner/Resources/default.aspx•BIM Planning Guide for Facility Owners Templates, Project Procurement Documents, /Owner/Resources/default.aspx5.7.3 Terms and definitionsFor the purposes of this document, the following terms and definitions apply.5.7.3.1as-built modela model representing the as-built conditions of a facility. Often times delivered as a federated model with the level of development required for construction.5.7.3.2Building Information Modeling (CIC Research Program)BIMa process focused on the development, use, and transfer of a digital information model of a building project to improve the design, construction, and operations of a project or portfolio of facilities.5.7.3.3Building Information Mode lBIMa digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility, forming a reliable basis for decisions during its life-cycle; which defined as existing from earliest conception to demolition. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update, or modify information in the BIM to support and reflect the roles of that stakeholder.5.7.3.4BIM champion/managera person who is technically skilled and motivated to guide an organization to improve their processes bypushing adoption, managing resistance to change, and ensuring implementation of a new technology or process.5.7.3.5BIM deliverablesinformation (a package of data or models in numerous formats) to be provided to another party in connection with a BIM-related service over the facility's life-cycle.5.7.3.6goals (BIM)objectives used to define the potential value of BIM for a project and for project team members. BIM Goals help to define how and why BIM will be used on a project or in an organization.5.7.3.7process (BIM)a generic name for the practice of performing BIM. This process can be planned or unplanned. The BIM Process may also be referred to as the BIM Execution Process or the BIM Project Execution Process. The BIM Project Execution Planning Process suggests diagramming the BIM process using process maps.5.7.3.8process map (BIM)a diagram of how BIM will be applied on a project. The BIM Project Execution Plan proposes two levels of Process Maps: BIM Overview Map and Detailed BIM Use Process Maps.5.7.3.9BIM Project Execution PlanBIM PxP or BIM Plana plan that results from the BIM Project Execution Planning Process. This document lays out how BIM will be implemented on the project as a result of the decision of the group.5.7.3.10BIM project execution planning procedurea process for planning the execution of BIM on a project. It consists of four primary steps: 1) identify BIM Goals and BIM Uses, 2) design BIM Project Execution Process, 3) develop Information Exchanges, 4) define supporting infrastructure for BIM Implementation.5.7.3.11BIM usea method or strategy of applying Building Information Modeling during a facility’s lifecycle to achieve one or more specific objectives5.7.3.12Construction Operations Building information exchangeCOBiea specification that denotes how information may be captured during design and construction and provided to facility operators.5.7.3.13co-locationa collaboration technique where the entire project team moves into one location to develop a project.5.7.3.14contractorConstruction Manager (CM) Agent or At-Risk, General Contractor (GC)5.7.3.15detailed BIM use process mapsa comprehensive BIM Process Map that defines the various sequences to perform a specific application of BIM or BIM Uses. These maps also identify the responsible parties for each process, reference information content, and the information exchanges which will be created and shared with other processes.5.7.3.16fabrication modela BIM model with an adequate level of detail and accuracy for use in prefabrication.5.7.3.17federated modela BIM model that is the combination of BIM models (i.e. Architecture, plumbing, electrical, and HVAC). Often used for 3D coordination.5.7.3.18facility dataany information for a building that has value to an owner5.7.3.19Information ExchangeIEthe information passed from one party to another in the BIM process. The parties involved should agree upon and understand what information will be exchanged. These are often in the form of deliverables from a process that will be required as a resource for future processes.5.7.3.20Level of DevelopmentLODthe degree of reliability to which a model element is developed.5.7.3.21objectivespecific tasks or steps that when accomplished move the organization toward their goals.5.7.3.22operating unitsa working group within an larger organization that has a specific mission5.7.3.23overview mapa high level BIM Process Map that illustrates the relationship between BIM Uses which will be employed on the project.5.7.3.24project teamevery participant contracted to work on a project. This may include the owner, designer, contractor, and sub-contractor.5.7.3.25professionalthe designer. This may include the Architect and Engineer5.7.3.26record modela facility model illustrating as-built conditions in the Level of Development and file format specified by the owner.5.7.3.27reference informationstructured information resources (enterprise and external) that assist or are required to accomplish a BIM Use.5.7.3.28road mappingThe process of displaying the integration of strategic changes in a business process.5.7.3.29subcontractorA contractor contracted by the CM or GC, or a Prime Contractor contracted by the owner5.7.3.30vision (organizational)a picture of what an organization is striving to become.5.7.3.31 Symbols and abbreviated termsFor purposes of this document the following symbols and abbreviated terms apply.2D – Two-Dimensional3D – Three-DimensionalAEC – Architecture Engineering ConstructionAIA – American Institute of ArchitectsBIM – Building Information Model(ing)BPMN – Business Process Mapping NotationbSa – buildingSMART allianceCAD – Computer Aided DraftingCAFM – Computer Aided Facility ManagementCIC – Computer Integrated Construction Research ProgramCIFE – Center for Integrated Facilities EngineeringCM – Construction ManagementCMMI – Capability Maturity Model IntegratedCMMIS – Computerized Maintenance Management Information SystemCMMS – Computerized Maintenance Management SystemsCOBie – Construction Operations Building Information ExchangeCPM – Critical Path MethodDB – Design-BuildDBB – Design-Bid-BuildDoD – Department of DefenseE&TM – Equipment and Technology ManagementFF&E – Furniture, Fixtures, and EquipmentFLCM – Facility Life-Cycle ManagementFM – Facility ManagementFMS – Facility Management SystemFTP – File Transportation ProtocolHBC – Healthcare BIM ConsortiumHVAC – Heating Ventilation and Air ConditioningIDEF – Integrated DefinitionIFC – Industry Foundation ClassIO&T – Initial Outfitting and TransitionLOD – Level of DevelopmentMHS – DoD Military Health SystemNBIMS-US – The United States National Building Information Modeling StandardsNFS – National Facilities Services (Kaiser Permanente)OPP – Office of Physical PlantPACE – The Partnership for Achieving Construction ExcellencePDF – Portable Document FormatPFD – Program for DesignPSU – The Pennsylvania State UniversityPxP – Project Execution PlanRAM – Random Access MemoryRFP – Request for ProposalRFQ – Request for QualificationsSWOT – Strength, Weakness, Opportunity, ThreatUSACE – United States Army Corps of EngineersUML – Unified Modeling LanguageVA – Department of Veteran Affairs5.7.4 BIM Planning Guide for Facility Owners – Version 2.0, June 20135.7.4.1 Description of useThis guide acts as an extension to the BIM project execution planning guide, which is sections 5.3 and 5.4 within NBIMS-US™. However rather than project, this Guide addresses organizational processes. While the procedures are written for facility owners, the concepts within the Guide can be applied to planning for the implementation of BIM within all organizations.5.7.4.2 Process mapFigure 5.7-1 BIM Planning for Facility Owners Process Map5.7.4.2.1 BPMN descriptionThis process consists of 3 main groups of processes. There is one group for each procedure includingOrganizational Strategic Planning, Organizational Implementation, and Project Procurement Planning. Each procedure has three or four processes. For Organizational Strategic Planning, the processincludes: assess organization, align strategy, and develop advancement plan. For OrganizationalImplementation Planning, the process includes design process(es), identify information, determineinfrastructure, and develop education and training. For Project Procurement Planning, the processincludes developing selection criteria, generate contract requirements, and draft BIM PxP template. Theoutputs of these processes are a strategic BIM Plan, a BIM Organizational Implementation Plan andProcurement Documents (including BIM Selection Matrix, BIM Contract Requirements, and A BIM PxPTemplate).5.7.4.3 Guide for UseThis Guide has been developed for facility owner organizations, along with designers, contractors, operators, and consultants who advise owners. It is assumed that the reader has a fundamental understanding of BIM concepts.This Guide is not intended to convince an organization to use BIM, but rather how to implement it. If the organization has determined that BIM can add value to the organization, this Guide will lead them through the steps to integrate BIM into the organization. However, if the organization is unsure about implementing BIM, it may be necessary to further research the benefits and risks of BIM to make a business case for implementing BIM.While the Guide is written for facility owners who operate and maintain facilities, it is important to note that implementing BIM for non-owner organizations is very similar. Therefore, this Guide is an excellent resource for any organization wishing to integrate BIM into their core operational processes.The Guide contains three primary procedures:•The Strategic Planning procedure (Chapter 2);•The Implementation Planning procedure (Chapter 3); and•The Procurement Planning procedure (Chapter 4).The Guide is written in the sequential order of the steps and procedures that are necessary to implement BIM. However, each organization will be at a different stage of BIM implementation, and it may be beneficial to focus on a specific procedure based upon the organization’s current level of BIM implementation/maturity. It is suggested to first read each chapter and then target areas that provide the most value to your current level of BIM implementation.The appendices provide additional resources for implementing the procedures documented in this Guide. Additional templates and resources are also available at the project website (). Throughout the Guide, case study examples are provided to illustrate the content discussed. Those examples were developed from case studies and input provided by the supporting organizations.5.7.5 Demonstrated use and acceptanceThe BIM Planning Guide for Facility Owners was developed through a multi-step research process including a detailed evaluation of existing owner organizations, focus group meetings with industry experts from various backgrounds, and case study research to validate the procedure. The following research steps were utilized in the development of the BIM Planning Guide for Facility Owners:1. Review available literature, resources, and contract language;2. Create advisory board to support project development;3. Determine preliminary topics & procedures to be addressed;4. Review preliminary topics & procedures with advisory board;5. Evaluate owner organizations that have completed BIM adoption;6. Develop planning process;7. Revise preliminary planning process through workshop with advisory board;8. Publish draft version of guide;9. Validate procedures and processes through detailed case studies;10. Revise and publish final version of guide.5.7.5.1 Evidence of repeatabilityA consensus advisory board was utilized to both assist in the development and review of the procedures in this guide. The advisory board members include:Robert Braunagel, US Department of Defense Military Health SystemDianne Davis, AEC InfosystemsSteve Devitto, General Service AdministrationCraig Dubler, Penn State Office of Physical PlantEd Gannon, Penn State Office of Physical PlantGreg Gidez, Hensel PhelpsKimberly Hurtado, Hurtado S.C. Counselors at LawSteve Hutsell, US Army Corps of EngineersKerry Joels, TMA SystemsDavid Jordani, Jordani Consulting GroupSteve Kundich, Digital RealtyXiajun Lin, Kaiser PermanenteKurt Maldovan, Balfour Beatty ConstructionRussell Manning, US Department of Defense Military Health SystemMaureen McDonough, Harvard UniversityChuck Mies, AutodeskElton Murakami, Pankow ConstructionRenée Tietjen, US Department of Veterans AffairsVictor Sanvido, Southland IndustriesDana “Deke” Smith, National Institute of Building SciencePatrick Suermann, US Air ForceGrace Wang, Jacobs Engineering5.7.6 BibliographyBibliography references sources both version 1.0 and version 2.0 of the BIM Planning Guide for Facility Owners.American Institute of Architects. E202–2008 Building Information Modeling Protocol. Washington, DC, USA: The American Institute of Architects, 2008./contractdocs/training/bim/AIAS078742.Aranda-Mena, Guillermo, John Crawford, Agustin Chevez, and Thomas Froese. “Building Information Modelling Demystified: Does It Make Business Sense to Adopt BIM?” International Journal of Managing Projects in Business 2, no. 3 (2009): 419–434.Azhar, S., M. Hein, and B. Sketo. “Building Information Modeling (BIM): Benefits, Risks and Challenges.” Mc Whorter School of Building Science, Auburn University, Alabama (2010).Booty, F. Facilities Management Handbook. Fourth ed. Jordan Hill, Oxford OX2 8DP, UK: Elsevier/Butter worth-Heinemann, 2009.Bryson, J.M. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. Vol. 1. Jossey-Bass, 2011.buildingSMART alliance®. National Building Information Modeling Standard Version 1 - Part 1: Overview, Principles, and Methodologies. National Institute of Building Sciences, 2007.Campbell, Andrew, and Sally Yeung. “Creating a Sense of Mission.” Long Range Planning 24, no. 4 (August 1991): 10–20.Chau, P.Y.K. “Factors Used in the Selection of Packaged Software in Small Businesses: Views of Owners and Managers.” Information & Management 29, no. 2 (1995): 71–78.Computer Integrated Construction Research Program. BIM Project Execution Planning Guide - Version 2.1. University Park, PA, USA: The Pennsylvania State University, 2011. . ConsensusDOCS. “ConsensusdDOCS301 BIM Addendum.” ConsensusDOCS, 2008.Construction Specifications Institute. MasterFormat 2012, 2012./MasterFormat.aspx.Dept. of Veterans Affairs. The VA BIM Guide. Version 1.0. Washington, DC, USA: Department of Veterans Affairs, 2010. http:// /til/bim/BIMGuide/lifecycle.htm.Doran, G. T. “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives.” Management Review 70, no. 11 (1981): 35–36.Drohan, William M. “Writing a Mission Statement.” Association Management 51, no. 1 (January 1999): 117.Eastman, Chuck, Paul Teicholz, Rafael Sacks, and Kathleen Liston. BIM Handbook: A Guide to Building Information Modeling for Owners, Managers, Designers, Engineers and Contractors. John Wiley & Sons, 2011.Eckes, George. The Six Sigma Revolution: How General Electric and Others Turned Process Into Profits. John Wiley and Sons, 2002.Etzioni, A. Modern Organisations. Prentice-Hall Englewood Cliffs, NJ, 1964.Forrester, E., B. Buteau, and S. Shrum. CMMI® for Services: Guidelines for Superior Service. Addison-Wesley Professional, 2011.Gilligan, B., and J. Kunz. “VDC Use in 2007: Significant Value, Dramatic Growth, and Apparent Business Opportunity.” Center for Integrated Facility Engineering, Report #TR171 (December 2007).Graham, J. W., and W. C. Havlick. Mission Statements: A Guide to the Corporate and Nonprofit Sectors. Vol. 900. Routledge, 1994.Gregory, Amanda. “A Systems Approach to Strategic Management.” Proceedings of the 51st Annual Meeting of the ISSS 51, no. 2 (July 31, 2007)./index.php/proceedings51st/article/view/840.Gross, Edward. “The Definition of Organizational Goals.” The British Journal of Sociology 20, no. 3 (1969): 277–294.Heise, David. “Business Drivers.” Data Warehousing Dictionary, September 2, 2002./leadership/ comps/5b/3dw_kpi/dictionary.htm.Indiana University. “Indiana University Building Information Modeling (BIM) Guidelines and Standards for Architects, Engineers, and Contractors.” Indiana University, 2009./~uao/IU%20BIM%20Guidelines%20 and%20Standards.pdf.Johnson, Paul. “The Top Five Reasons Why Strategic Plans Fail.” Business Know How, 2002.http://www.businessknowhow. com/manage/splanfail.htm.Kaplan, R.S., and D.P. Norton. The Balanced Scorecard: Translating Strategy into Action. Harvard Business Press, 1996.Kueng, P. “Process Performance Measurement System: a Tool to Support Process-based Organizations.” Total Quality Management 11, no. 1 (2000): 67–85.Lear, Robert. “Why Most Strategic Plans Fail.” Chief Executive no. 110 (February 1996): 10.Lee, S., and Y. Park. “Customization of Technology Roadmaps According to Roadmapping Purposes: Overall Process and De tailed Modules.” Technological Forecasting and Social Change 72, no. 5 (2005): 567–583.Lipton, M. “Demystifying the Development of an Organizational Vision.” Sloan Management Review 37 (1996): 83–92.Los Angeles Community College District. “Building Information Modeling (BIM) Standards,” November 2011. http://stan /cgi-bin/projects/dcs/extensions/viewer/code/viewer_client.pl?command=MANUAL_INDEX.Manning, Russell. “MHS Facility Life Cycle Management (FLCM) Building Information Modeling (BIM) Minimum Requirements.” Department of Defense Military Health System, May 21, 2011./ocfo/_docs/ BIM-UFC-RequirementDetails.pdf. Marr, B. Managing and Delivering Performance: How Government, Public Sector and Not-for-profit Organisations Can Measure and Manage What Really Matters. Elsevier Science & Technology, 2008.MHS PPMD. “OCFO : PPMD : About PPMD.” OCFO : PPMD : AboutPPMD, 2012./ocfo/ppmd/about. cfm.Ohio State Architects Office. “State of Ohio Building Information Modeling (BIM) Protocol.” Ohio General Services Division,September 29, 2010. /LinkClick.aspx?fileticket=VD8N3VDCjno%3D&tabid=305.Oregon Department of Human Services. “Guidelines for Developing a Business Case & Business Case Template,” March 2006.Penn State University. “Strategic Planning at Penn State,” 2009. .Phaal, R., C. Farrukh, and D. Probert. “Technology Roadmapping: Linking Technology Resources to Business Objectives.” Centre for Technology Management, University of Cambridge (2001): 1–18.Phaal, R., C.J.P. Farrukh, and D.R. Probert. “Developing a Technology Roadmapping System.” Technology Management: A Unifying Discipline for Melting the Boundaries 31 (2005).PSU Applied Facilities Research Group. “PSU OPP BIM Addendum.” PSU OPP, December 2010. /planning-construction/design_and_construction_standards.USACE/Industry BIM Advisory Committee. “USACE BIM PROJECT EXECUTION PLAN (USACE PxP).” United State Army Corps of Engineers, 2010.https:///BIM_Files/USACE_BIM_PXP_TEMPLATE_V1.0.pdf.“USACE MILCON Transformation RFP, Section 01 33 16 - Design After Award, Attachment F - BIM Requirements.” US Army Corps of Engineers, April 7, 2011. https:///BIM. Young, Norbert, Stephen Jones, Harvey M. Bernstein, and John Gudgel. THE BUSINESS VALUE OF BIM: Getting Building Information Modeling to the Bottom Line. Smart Market Report. New York, NY: McGraw Hill Construction, 2009. .。
BIM在全球的应用现状
BIM在全球的应用现状BIM最先从美国发展起来，随着全球化的进程，已经扩展到了欧洲、日、韩、新加坡等国家，目前这些国家的BIM发展和应用都达到了一定水平。
1. BIM在美国的发展现状美国是较早启动建筑业信息化研究的国家，发展至今，BIM研究与应用都走在世界前列。
目前，美国大多建筑项目已经开始应用BIM，BIM的应用点也种类繁多，而且存在各种BIM协会，也出台了各种BIM标准。
根据McGraw Hill的调研，2012年工程建设行业采用BIM的比例从2007年的28%增长至2009年的49%直至2012年的71%。
其中74%的承包商已经在实施BIM了，超过了建筑师（70%）及机电工程师（67%）。
BIM的价值在不断被认可。
关于美国BIM的发展，不得不提到几大BIM的相关机构。
1.1 GSA美国总务署（GSA）负责美国所有的联邦设施的建造和运营。
早在2003年，为了提高建筑领域的生产效率、提升建筑业信息化水平，GSA下属的公共建筑服务部门的首席设计师办公室（OCA）推出了全国3D-4D-BIM计划。
3D-4D-BIM计划的目标是为所有对3D-4D-BIM技术感兴趣的项目团队提供“一站式”服务，虽然每个项目功能、特点各异，OCA将帮助每个项目团队提供独特的战略建议与技术支持，目前OCA已经协助和支持了超过100个项目。
GSA要求，从2007年起，所有大型项目（招标级别）都需要应用BIM，最低要求是空间规划验证和最终概念展示都需要提交BIM模型。
所有GSA的项目都被鼓励采用3D-4D-BIM技术，并且根据采用这些技术的项目承包商的应用程序不同，给予不同程度的资金支持。
目前GSA正在探讨在项目生命周期中应用BIM技术，包括：空间规划验证、4D模拟，激光扫描、能耗和可持续发模拟、安全验证等等，并陆续发布各领域的系列BIM指南，并在官网可供下载，对于规范和BIM在实际项目中的应用起到了重要作用。
在美国，GSA在工程建设行业技术会议如AIA-TAP，中都十分活跃，GSA项目也常被提名为年度AIA BIM大奖。
美国BIM规范第三版NBIMS-US_V3_Foreword
National BIM Standard - United States® Version 3FOREWORDThe National BIM Standard-United States® Version 3 (NBIMS-US™ V3) is the third version of an ongoing project of the buildingSMART alliance® (the Alliance or bSa). Version 3 has been extensively revised and organized according to ISO/IEC Directives – Part 2: Rules for the structure and drafting of International Standards.The purpose of the National BIM Standard-United States® (NBIMS-US™) is to advance the art and science of the entire life-cycle of the vertical and horizontal built environment by providing a means of organizing and classifying electronic object data and thereby fostering streamlined communication among owners, designers, material suppliers, constructors, facility managers, and all stakeholders associated with the built environment. The intent of Version 3 is to encourage further productive practices by all members of the architect/designer, engineer, contractor, owner and operator (AECOO) team for the life-cycle of a project. This and succeeding versions will provide the necessary structure and framework for a collaborative basis for the process, the ethics of trust between the professionals, the standards for building information technologies, and a system for an integrated practice within an open, nonproprietary, standard accessible to all professionals within the industry.This is to be a living and evolutionary document. Your feedback is critical for designing the content of future versions. Please send your comments to Ms. Dominique Fernandez, Program Director, buildingSMART alliance® at dfernandez@.National BIM Standard – United States® Version 3©2015 National Institute of Building Sciences buildingSMART alliance®. All rights reserved.。
美国国家BIM标准NBIMS简介
National Institute ofBuilding SciencesNational Building Information Model StandardIndustry Foundation ClassesInformation Delivery Manualsand International Framework for DictionariesOverviewBuilding Information ModelsNIBS National BIM Standard Project CommitteeNovember 2006bThe building process is not linear…dn g i s a V e r i n g I n f o r m a t i o n M o d e l S t a n d a r © NIBS 2006BuildLifecycle Phases© AEdgar 2006B u i l d i N a t i o n a l B u i l dv edEach cycle should add knowledgeInformation Exchangesd ge m ea n d I m p r o i n g I n f o r m a t i o n M o d e l S t a n d a r © NIBS 2006BuildLifecycle Phases© AEdgar 2006K n o w l e o v e r t i L e a r n N a t i o n a l B u i l d InformationdShare and re Share and re--use information easilyInformation Exchangesd ge m eBackboner o p e r a b i l i t yi n g I n f o r m a t i o n M o d e l S t a n d a r © NIBS 2006BuildLifecycle Phases© AEdgar 2006K n o w l e o v e r t i I n t e N a t i o n a l B u i l dInformation t i o ndProjects create buildings + Projects create buildings + lots of information lots of informationInformation Exchangesd ge m eBackbonec l e I n f o r m a i n g I n f o r m a t i o n M ode l S t a n d a r © NIBS 2006BuildLifecycle Phases© AEdgar 2006K n o w l e o v e r t i Project TeamVendorL i f e c y N a t i o n a l B u i l d What is Building Information Modeling [BIM]?•2D Lines and Text•3D PolygonsBuilding Is a Verb•BIM •VirtualConstruction •3D Visual •Coordinated dataset•InteroperableLifecycle Knowledge Readily Exchanged Real Objects© NIBS 2006•Installation photo •Built to the modelImages courtesy FacilityGenetics, LLC and Ghafari AssociatesHow Does BIM Work?Accurate steel members -Size, weight, performance, tBuilding Is a VerbFor Example…C o u r t e s y : K l i n gcost. Accurate connections Accurate 3D position Simulation of-Installation process & equipment requirements -lighting-structural performance Lifecycle Knowledge Readily Exchanged Real Objects Lifelike Properties-etc.How Does BIM Work?Building Is a VerbData Commissioning for Facilities Operations & Management•Real Property DATA•Legal •FUNCTIONLifecycle Knowledge Readily Exchangedp y •Space •Equipment •Utilities•Maint. Tasks •Instructions •Schedules •Cost•3D Geometry Fiduciary •Store Ops •Bldg. Ops •Fac. Mgmt •Asset MgmtC O B I EReal Objects Lifelike Properties Ongoing Uses© NIBS 2006C o u r t e s y :B e n t l e y S y s t e m s , I n c .3D Geometry •Employees[ Construction to Operations Building Information Exchange ]How Does BIM Work?All Stakeholders ParticipateFinancial DataLegal DataGeospatial DataBuilding Is a VerbDesigner DataSpecifier DataBIMLifecycle Knowledge Readily ExchangedReal Objects Lifelike Properties Ongoing Uses© NIBS 2006Owner / Occupier DataEnvironmentalist DataSustainers DataCourtesy of NIBS National Building Information Modeling Standards CommitteeTypical‘Value’ Engineering !Virtual Building Design Proposed Entry© NIBS 2006StrategyDesignConstructionOperation25%75%L i f e c y c l e c o s tManagement support information Management support information should be Time•Value of information reducedDesign St Conceptio Project De Construct Procurem Execution UtilizationStageClosure StageOptimized approach with virtual modeling and analysis with reduced change d &d li ti d l ti d t i t tThis is a draft –ageon Stageelivery Selection Stage tion Documents Stageent Stagen Stageorders & delivery time and lower operating and sustainment costs Typical approach failing to do routine maintenanceand having to replace items earlier and more often The savings we are currently experiencing with faster delivery and fewer change Typical design/build approach with required maintenance IAI “Building SMART ” model supports lifecycle dataThe yet untapped $avingsordersTypical BIM Benefits•Better understanding of designconcepts –shared understanding of Building Is a Verbissues•More focus on value-added tasks •Faster cycle times•Reduced errors and omissions•Less waste: rework, materials, time Fewer translation errors and losses Lifecycle Knowledge Readily ExchangedReal Objects Lifelike Properties Ongoing Uses•Fewer translation errors and losses Who Benefits From BIM ImplementationFacility Information ViewsOwners Planners Realtors AppraisersMortgage BankersDesigners Graphisoftg EngineersCost & Quantity Estimators SpecifiersContracts & LawyersConstruction Contractors Sub-Contractors Fabricators Code Officials Facility ManagersMaintenance & Sustainment Renovation & Restoration Disposal & RecyclingScoping, Testing, Simulation BIMp g g Safety & Occupational Health•Planning scenarios and site •Furniture inventoryNatural AssetTheatre / WorldCountryC tRegionIAI-IFC UsageBuildingFacility / BuiltSub-SystemsSystem SiteRealProperty AssetCounty Water / SeaLand / Parcel UndergroundAir / Space C tCity© NIBS 2006Space Linear StructureStructureLevelNode SegmentRoomSpaceSystem Level Sub-Systems RoomOverlayOverlayBuilding information(Building Information Models)Components ComponentsIFC objects, relationships, spaceBUILDING AttributesSYSTEMS –Ex. Structural, MEP , Flooring, Ceiling, Exterior, WallsAttributesSub-Systems (part of systems)Level (Stories)VerticalRoom VoidMetricsSPACE -Vertical Horizontal, EmptyYS Metrics Example SUI,CIAttributes Standards Metrics AttributesComponentsMetrics Business GroupsFinancial ClassificationsAssetsMetricsExample FCA,MDIExample Rentable Space Circulation Area ExampleFurnitureEquipment PhoneZonesPersonnelOVERLA YS –Typically associated with building hierarchy elements.ExampleSpace Assignment Business GroupExampleMarketing AdministrationExample Secure Areas Systems Information ExchangesControl The reason for theinformation exchange (i D i t b d )•Programmatic and Project Requirements or Constraints (LEED Silver requested by owner)•Normative standards by which data is collected or managed (Such as the IBC, NCS, IFC’s and OmniClass™)Theinformation exchangeInputBIM OutputlThe product of the information exchange (i.e. The quantity and specification data used to purchase and deliver doors.Existing information already (i.e. Desire to buy doors)Report on Door ObjectsBIM© NIBS 2006Existing information already in the BIM is used as input and information that isgleaned from the exchange is also stored in the model (i.e. Attributes about the doors purchased, size, material, cost, instructions, fire rating, etc.) NCS, IFC’s, OmniClassMore information is added to the building information model in its appropriate spatially related locationUse of Information Exchanges to Support BIM•Requirement & Goal–Standardize on information needed for specific tasks within the building lifecycle within the building lifecycle –Development based upon open data standards used by all–Provides requirements to software companies•North America data standards© NIBS 2006–CSI, OMNICLASS, Uniformat–International Bldg Code –CIS/2 and other authoritieswhich were corrected before construction, resulting in an © NIBS 2006Courtesy of AECbytes "Building the Future" Article (September 30, 2006) Building Owners Driving BIM: The "Letterman Digital Arts Center"StoryMieczyslaw (Mitch) Boryslawski, Associate AIA Founder, View By View, Inc.Global V6 engine plant for General Motors –Flint, MI (Courtesy: GHAFARI Associates)© NIBS 2006their Customers based on Mission© NIBS 2006i n i n i n Current Lack of Start with a “BIM Blob”Add shapeSubject 1Subject 2Subject 3B u i l d B u i l d B u i l d 1432C © NIBS 2006Add additional information End up with a mature BIM or obtain a complete BIM withnew constructionSubject 4Information is available about a subject across all facilities but not about all subjects across all facilitiesA Strategy for Improving Facilities The buildingSMART Alliance will:•••••••••and communicationsBSU College of Architecture & Planning: /cap© NIBS 2006•Contact InformationThank You。
美国BIM标准第三版NBIMS-US_V3_5.5_MEP_Spatial_Coordination_Requirements
National BIM Standard - United States® Version 3 5 Practice Documents5.5 Mechanical, Electrical, Plumbing, And Fire Protection Systems (MEP) Spatial CoordinationRequirements for Construction Installation Models and Deliverables – Revised May 2012CONTENTS5.5.1 Scope (2)5.5.2 Normative references (3)5.5.3 Terms, definitions, symbols, units and abbreviated terms (3)5.5.4 Mechanical, Electrical, Plumbing, and Fire Protection Systems Spatial Coordination Requirementsfor Construction Installation Models and Deliverables, November 2009 (3)5.5.4.1 Minimum qualifications – MEP spatial coordination team (4)5.5.4.2 Project coordination manager – general contractor’s representative (4)5.5.4.3 MEP spatial coordinator – MEP lead subcontractor (4)5.5.4.4 Project coordination schedule (5)5.5.4.5 Coordination set-up and participation (5)5.5.4.6 Human resource requirement (5)5.5.4.7 File transfer and collaboration workspace (5)5.5.4.8 File format, compatibility, and completeness (5)5.5.4.9 Coordination meetings (6)5.5.4.10 MEP spatial coordination (6)5.5.4.11 Submittal and coordination sign-off drawings (6)5.5.4.12 Record and as-built deliverables (7)5.5.4.13 Hardware and software requirements (7)5.5.5 Bibliography (7)Annex A (8)5.5.1 ScopeThe recent widespread adoption of Building Information Modeling (BIM) and 3D modeling in the construction industry has necessitated the development of a well-defined, organized, consistent, and repeatable framework for installation level spatial coordination of mechanical, electrical, plumbing, and fire protection systems (MEP).This document, Mechanical, Electrical, Plumbing, and Fire Protection Systems Spatial Coordination Requirements for Construction Installation Models and Deliverables, will provide guidance to construction companies and individuals involved in 3D MEP spatial coordination of systems and components for fabrication and installation. It does not delve into design coordination or interfaces between designers and installing contractors. It is not a replacement for the ConsesusDOCS 301: BIM Addendum, a BIM implementation plan, or any other more project specific scope of work or contract. No single document can convey every aspect required to complete a BIM; therefore, the primary focus of this document is to outline the MEP spatial coordination process using 3D and BIM technology for the installing contractors and trades people. When used as intended, this document will provide assistance with team structure, definition of roles and responsibilities, recommendations for technical and IT considerations, social structure, and accountability.While focused on traditional design-bid-build delivery methods, this document (with minor additions) should work equally well on design-assist, and design-build projects. Projects using an "integrated form of agreement" or other less traditional contracting method may find the document useful, but lacking in detail for interfaces between contractors and designers.MEP trades have been spatially coordinating work between themselves for purposes of constructability, fabrication, and installation for over 20 years. Working relationships and team structures that work both contractually and legally have evolved over time. Those traditional methods of spatial coordination for the creation of fabrication and installation documents are the guideline for this document. Clarification of roles and responsibilities for stakeholders reflect the use of newer technologies (i.e., digital overlay and simulation software in place of light tables). Maintaining current 2D deliverable roles and team framework while adding the 3D technical aspects are the objective. If a question of “who should do what” arises, the team member with the highest risk and most to gain should perform the task. In most cases, the contractor responsible for installing the work (i.e., mechanical, electrical, plumbing, fire protection, or framing) should also be responsible for accurately depicting it in the 3D model.CommentarySMACNA, NECA, and MCAA, representing the sheet metal, electrical, plumbing and mechanical, have issued a definition of the traditional MEP coordination delivery process referenced in the standard.a. Standard and acceptable industry practice for spatial coordination performed under the contract documents is a collaborative process executed between the primary installation contractors and overseen by the general contractor or construction manager. This practice for spatial coordination seeks to integrate objects, systems, and components into spaces allocated in the contract documents. Standard and acceptable industry practice for coordination does not include adding pipe, ductwork, fittings, conduits, cable tray, junction boxes, or other appurtenances to remedy spatial constraints. Such work falls beyond the scope of what is considered standard and acceptable industry practice for coordination and will be performed as expressly directed pursuant to the terms of the contract. Achievement of spatial coordination under the contract documents that represents standard and acceptable practice in the industry assumes:o The contract drawings have been fully designed and coordinated by the ownerand/or its design professionals such that, if installed as shown on the contract drawings,the finished product will result in systems operating as designed by the owner and/or itsdesign professionals.o Systems fit within the spaces allocated on the contract drawings as qualified below.b. Spatial coordination that is standard and acceptable practice in the construction industry does not include relocating systems from their allotted spaces as shown on the contract drawings when such relocations require added materials, shop or field labor, or coordination time. Any such relocations or alterations of components and/or systems may compromise the integrity and/or the planned performance of the system(s) as designed by the owner and/or its design professionals. Responsibility for the integrity and/or planned performance of the relocated systems will remain the sole responsibility of the owner and/or its design professionals.c. Depending on the complexity of the project, from one to three iterations each of clash identification and attempts at clash resolution are considered standard and acceptable industry practice for coordination. Further iterations fall beyond the scope of what is considered standard and acceptable industry practice for coordination.d. The physical spaces for electrical, mechanical, sheet metal and plumbing equipment rooms must be adequate to allow for the installation of equipment as shown on the contract drawings. All designed spaces must include clearances in and around equipment as required by the contract documents, applicable codes and the equipment manufacturer's specifications. Adequate spaces must be included in the design to accommodate incoming and outgoing services to and from the equipment and for maintenance as required by the contract documents.Spatial coordination is a cooperative and collaborative effort between the design professional, owner, general contractor or construction manager, and the trade contractors. Normal and expected spatial coordination performed by the trade contractors after the execution of a contract is not design. Rather, it is the reflection of the design in a three dimensional model. Trade contractors rely on complete and accurate designs when bidding projects in order to provide accurate bid pricing. In return, trade contractors, such as those represented by the MCAA, SMACNA, and NECA, using that design, are able to produce reliable models by which the project can be constructed in a more efficient, timely and cost effective manner.When adopting this methodology the focus should be on maintaining as many of the traditional spatial coordination social relationships as possible. Doing so will reduce learning curve and avoid disruption in established, well-functioning stakeholder relationships.5.5.2 Normative referencesNone5.5.3 Terms, definitions, symbols, units and abbreviated termsFor the purposes of this document, the following terms, definitions, symbols, units and abbreviated terms apply.5.5.3.13Dthree dimensional5.5.4 Mechanical, Electrical, Plumbing, and Fire Protection Systems Spatial CoordinationRequirements for Construction Installation Models and Deliverables, November 2009This Mechanical, Electrical, Plumbing, and Fire Protection Systems (MEP) Spatial Coordination Requirements for Construction Installation Models and Deliverables is a derivative work of a best practice guideline written by David Morris in 2003 and modified for the AGC BIMForum in 2009. It is the result of capturing ten years of practical methods on real world construction projects and reflects continual feedback and improvement gained from that process. Many individuals have provided critical input and their observations incorporated in the document. David Morris is the Director of Virtual Construction for EMCOR Construction Services and the current Chair of the National BIM Standard-United States®.5.5.4.1 Minimum qualifications – MEP spatial coordination teamParticipating companies should have adequate infrastructure and qualified competent personnel before onset of coordination.Individual participants (persons not companies) in the MEP Spatial Coordination Team should have verifiable experience in at least two fully coordinated 3D projects where the MEP team spatially coordinated a 3D construction model.5.5.4.2 Project coordination manager – general contractor’s representativeThe Project Coordination Manager (PCM) will administrate the MEP Spatial Coordination Team and ensure subcontractor participation and performance in all coordination efforts. The PCM will also create the mutually agreed upon construction and BIM coordination schedules and ensure the two are kept up to date and reconciled with each other. The PCM will maintain meeting minutes, monitor Subcontractor performance against the spatial coordination and construction schedules, and resolve issues of noncompliance.The PCM will obtain and convey to the MEP Spatial Coordinator (see following section for definition of role) all structural and architectural features1 that are required to complete the MEP spatial coordination. Specifically, the PCM will manage the timely distribution of architectural, structural, and MEP electronic data and hard copy drawings between the Design Team (Project Architect, Mechanical Engineer, Plumbing Engineer, Electrical Engineer, etc.) and the MEP Spatial Coordination Team and maintain current logs2.The PCM will act as liaison between the MEP Spatial Coordination Team, the owner, and designers to ensure that all parties are aware of design changes or spatial issues requiring design input for resolution.Design changes that affect the MEP systems or spatial issues requiring resolution by the Design Team but not conveyed to the MEP Spatial Coordination Team in a timely fashion may adversely affect the coordination and construction schedules and impact cost.In the event a spatial coordination issue cannot be resolved between the MEP Spatial Coordinator and MEP subcontractors, the PCM will act as final arbitrator.5.5.4.3 MEP spatial coordinator – MEP lead subcontractorThe MEP Spatial Coordinator (MSC) will lead the MEP Spatial Coordination Team under the administration of the PCM and in partnership with the Mechanical, Electrical, Plumbing, Fire Protection, and all other MEP coordination participants. The MSC will be responsible for the daily MEP spatial coordination, including but not limited to, conducting the spatial coordination meetings, facilitating the 1Annex A, Note 5.2Annex A, Note 4.federated model updates, maintaining the collaborative workspace, and facilitating meeting participation for local and remote participants.5.5.4.4 Project coordination scheduleThe General Contractor will prepare and maintain a mutually agreed upon spatial coordination schedule with coordination drawing submittal milestones that meet the overall project construction schedule. A realistic and mutually agreed upon preconstruction coordination schedule created by the General Contractor with input from all subcontractors participating in the coordination is imperative to success. Coordination drawing development, coordination submittal drawing submission and review by the Engineer of Record, fabrication duration, and delivery lead times will be included to support the project construction schedule.5.5.4.5 Coordination set-up and participationThe Design Team will provide electronic Models and applicable existing CAD files of the current contract drawings to the MEP Spatial Coordination Team at no cost, in the format specified in Annex A. The MSC will use the electronic files provided by the Design Team to create backgrounds, a key plan, title block files with defined views in a scale that coincides with the architectural sheet set, and other support files necessary to complete project coordination. All MEP trades must fully participate in the coordination process. Success requires that the MSC, PCM, and all of the MEP subcontractors are fully committed throughout the entire process. Any contractor who fails to comply with the agreed upon coordination schedule will bear the costs incurred by others. (This clause should be added to the contract in the division 1 requirements, in the absence thereof; a contract addendum including this entire document is acceptable).5.5.4.6 Human resource requirementEach participating company must adequately staff their coordination department with qualified trade knowledgeable personnel. Participants must have proficiency and authority for spatial coordination of their work. The ability to collaborate in a team environment is imperative.5.5.4.7 File transfer and collaboration workspaceThe MSC will establish and host a web-based electronic workspace or File Transfer Protocol (FTP) for the purpose of efficient and timely transfer of coordination files. The workspace will provide a collaborative location where the current contract CAD drawings, coordination CAD Models, and fully coordinated submittal drawing files will reside. Each BIM coordination team member obtains data from this location. MEP Spatial Coordination Team members are to upload updated copies of their coordination files, provide notification, and make collaboration comments/annotations as often as necessary to maintain the coordination schedule. The Construction Manager or General Contractor may use the MEP spatial collaboration workspace as an interface for collaboration between the Owner, Design Team, and other trades not actively involved in the MEP spatial coordination process.5.5.4.8 File format, compatibility, and completenessAll team members must produce coordination drawings in the format specified in Annex A 3.4 to ensure compatibility with the other coordination team members. Each MEP Coordination Team member is to model all of the major components3 of their work to scale, at elevation, and free from interference with the structure, their own components, and other MEP trades’ work. Supports, hangers, seismic restraints, 3Annex A, Note 1.insulation, structural zones of influence, serviceability access, and maintenance clearances shall be included.After all coordinated components are in place, installation of items not included in the coordinated installation drawing may begin. Any items not in the coordinated model will be installed after coordinated items are in place. Accessibility to install non-coordinated work is not an exclusion or exception to this requirement. Each participant is required to consider sequence of work when determining the degree of detail required.5.5.4.9 Coordination meetingsThe MSC will host regular weekly (or more frequent) coordination meetings, administrated by the PCM. Attendance is mandatory by all MEP Spatial Coordination Team members to maintain the coordination and construction schedules.5.5.4.10 MEP spatial coordinationBefore the onset of 3D modeling, the MSC will host a spatial planning meeting for conceptual routing of MEP components within the architectural space. The primary goal is to properly pre-plan the initial routing of major systems to increase efficiency of the MEP coordination process by reducing the number of “first pass” spatial interferences.Electronic MEP spatial interference reconciliation by the MSC occurs during mandatory coordination meetings. Using collaboration software4, the MSC provides “real time” rendered views of the structure and MEP components, documentation of spatial interferences, and identification of the party responsible for making changes. After every spatial coordination meeting a report of required changes is distributed to the MEP Spatial Coordination Team members by the MSC. The Design Team shall participate in the coordination meetings as necessary to resolve spatial issues that may require design consideration. The Design Team must document and transfer to the PCM for distribution to the MEP Spatial Coordination team any design changes that occur during the MEP spatial coordination process.5.5.4.11 Submittal and coordination sign-off drawingsWhen all spatial interferences and coordination issues have been resolved, each MEP coordination team member will produce complete and fully annotated installation drawings5 of their respective systems, including title blocks appropriate for installation by their field team. One hard copy and one PDF data file are required for submission to the Design Team for review of compliance with design intent. Upon approval by the Design Team, a copy of the fully coordinated coordination submittal drawings, signed by each participant, will become the official “Coordination Sign-off Drawings.” The “Coordination Sign-off Drawings” (stored by the General Contractor on the project site) form the basis for resolution of any field installation conflicts or disagreements.Persons installing components not shown on, or not installed in accordance with, the “Coordination Sign-off Drawings” will relocate those components at their expense.Non-compliant parties bear all cost for rework, re-coordination, or schedule impact required to accommodate components not shown on, or not installed in accordance with, the “Coordination Sign-off Drawings,” including impacts to other parties affected by their lack of compliance.4Annex A, Note 3.6.5Annex A, Note 6.5.5.4.12 Record and as-built deliverablesAt project completion, each MEP participant shall:•Incorporate “As-Built” conditions affecting their work into the electronic CAD files and provide a record set of drawings in PDF format.•Provide printed copies of the PDF files in quantities required by project specification.•Export electronic CAD files in 3D to IFC format and transfer via electronic media (CD, DVD, FTP site) and other means as required by project specification.•Provide rendered models for inclusion in a comprehensive “Project Master Model” assembled by the PCM or other designated party.5.5.4.13 Hardware and software requirementsAll MEP Spatial Coordination Team members are responsible to have, or obtain at their cost, the hardware and software required to participate efficiently in this critical phase of the project. See Annex A for minimum hardware and software recommendations6. Personnel participating in the coordination efforts of this project must be proficient in the use of this technology.5.5.5 BibliographyNone6Annex A, Note 3.Annex A1. Major Components1.1. HVAC Duct1.1.1. All ductwork, grilles, registers, diffusers, dampers, access panels, air moving equipment,maintenance clearances, and any item that may impact coordination with other disciplines.1.2. HVAC Piping1.2.1. All overhead piping, vertical piping in shafts, connections to equipment, scheduled equipment,maintenance clearances, hangers, supports, and any item that may affect coordination with other disciplines.1.3. Plumbing1.3.1. All overhead piping, vertical piping between floors, connections to equipment and fixtures,maintenance clearances, hangers, supports, and any item that may affect coordination with other disciplines.1.4. Fire Protection Piping1.4.1. All overhead piping, branch connections, drops and heads, access panels, maintenanceclearances, hangers, supports, and any item that may impact coordination with other disciplines.1.5. Electrical1.5.1. All conduits 2” and larger, any rack of two or more conduits regardless of size, lights and fixtures,electrical pull and circuit boxes, access clearances, all cable trays, hangers, supports, raceways, and any item that may impact coordination with other disciplines.1.6. Framing1.6.1. All king studs, headers, and any item that may affect coordination with other disciplines.2. Minimum Hardware Requirements (update on every project)2.1. Computer:3. Minimum Software Requirements (Modify and update specifically for each project)74. Logs4.1. RFI4.2. Submittal4.3. Contract Drawings4.4. ASI7 Hardware and software requirements are meant as a general guideline and should be reviewed and modified as project requirements dictate.4.5. Change Proposals4.6. Specifications5. Structural/Architectural Features Required for MEP Coordination5.1. Spatially accurate and dimensionally scalable building elements including but not limited to soffits,fixture locations, ceiling/floor tile locations, ADA clearances, interior wall framing, moment frame side plates, cross bracing, gusset plates, beam stiffeners, miscellaneous steel framing, and other similar entities within the modeling space requiring coordination with the MEP trades.6. Fully Annotated Installation Drawings6.1. Fully annotated installation drawings shall include all text, dimensions, and annotations required forphysical location of all elements shown on the drawings in the physical space at the time of installation.。
bim应用实施标准
bim应用实施标准
BIM（Building Information Modeling，建筑信息模型）是一种数字化建筑设计和施工管理的方法，它可以提供建筑项目全生命周期的信息和协作平台。
虽然没有一个通用的全球标准，但许多国家和地区都制定了自己的BIM应用实施标准。
以下是一些常见的BIM应用实施标准：
1.美国国家BIM标准（NBIMS-US）：由美国国家BIM标准委员会制定，包括了BIM使用的信息要求、协议和最佳实践等内容。
2.英国BIM标准（PAS 1192系列）：由英国建筑信息管理协会（BIM Level 2）制定的一系列标准，包括了从设计到运营的BIM应用要求和流程。
3.欧洲BIM标准（EN ISO 19650系列）：由欧洲标准化委员会（CEN）和国际标准化组织（ISO）联合制定的一系列标准，包括了BIM应用的要求和流程。
4.新加坡BIM指南：由新加坡国家发展部和建筑与建设局制定的BIM应用指南，包括了BIM在建筑项目中的实施要求和指导。
除了这些国家和地区的标准外，还有许多其他国家和地区制定了自己的BIM 应用实施标准。
此外，一些行业组织和公司也制定了自己的BIM标准，以满足特定行业或组织的需求。
因此，在具体的项目中，需要根据所在国家或地区的要求，以及项目的特定需求，选择适用的BIM应用实施标准。
美国BIM标准第三版NBIMS-US_V3_4.1_Introduction_to_IE_Standards
National BIM Standard - United States® Version 3 4 Information Exchange Standards4.1 Introduction to Information Exchange StandardsThis section includes documents that outline information exchange standards through process modeling, information delivery manuals (IDM), and their correlating model view definitions (MVD) developed to guide information exchange protocols that have been tested and documented.Information exchange occurs at many different levels and stages, from project inception through building design and construction and into facility management. Projects utilizing BIM software applications are particularly in demand because they permit an integrated information exchange for the centralization of information, which can be in various formats both in modeling and team coordination practices, as well as interoperability of the applications for efficient exchanges. This section of NBIMS-US will grow as more portions of the building process are outlined in formats of IDM and MVD to form coordinated standard methods and guides for better information exchanges.4.2 Construction Operations Building information exchange (COBie) – Version 2.4Appendix A - Lifecycle information exchange for Product Data (LCie)Since its publication in NBIMS-US V2, the COBie user community has requested three categories of enhancements. The first category of enhancements was to improve the precisions of the underlying Industry Foundation Class Facility Management (FM) Handover Model View Definition (MVD). The second category of enhancement was to add the exchange of environmental and safety related issues. This enhancement allowed European users of COBie to apply NBIMS-US™. The third category of enhancement was to improve mapping COBie data to XML.4.3 Design to Spatial Program Validation (SPV)The Design to Spatial Program Validation (SPV) information exchange is to provide a process using an SPV analysis application to load into the Building Information Model (BIM) the spatial program requirements and assess the performance of the building model in satisfying the owner's requirements.4.4 Design to Building Energy Analysis (BEA)The Design to Building Energy Analysis (BEA) information exchange provides a process using a BEA analysis application to load additional building energy modeling data into the Building information Model (BIM) in order to run a full building simulation of the energy that will be used by the building design.4.5 Design to Quantity Takeoff for Cost Estimating (QTO)The Design to Quantity Takeoff (QTO) information exchange provides a process using a QTO analysis application to load into the BIM, along with a database of construction recipes.4.6 Building Programming information exchange (BPie) – Version 1.0National BIM Standard – United States® Version 3©2015 National Institute of Building Sciences buildingSMART alliance®. All rights reserved.I N F O R M A T I O N E X C H A N G E S T A N D A R D S -P a g e | 2National BIM Standard – United States® Version 3 ©2015 National Institute of Building Sciences buildingSMART alliance®. All rights reserved. The objective of Building Programming information exchange is to standardize a Requirement Model Specification with sufficient flexibility to make it internationally robust. The standard requirements model will enable automated comparison between the required facility performance and the designed solution, i.e., continuous validation though design development, construction, and facility management.4.7 Electrical information exchange (SPARKie) – Edition 2013Electrical information exchange documents the process flow and data exchange requirements for the design of electrical distribution systems. A subsequent part of this project applies the understanding of the process flow and exchange requirements to a “real-world” situation, examining how the information exchanges can be handled in existing Building Information Model (BIM) software, using modified three example BIM based on the buildingSMART Industry Foundation Class (IFC) BIM schema.4.8 Heating, Ventilating and Air Conditioning information exchange (HVACie) – Edition 2013HVAC information exchange documents the process modelling and data-exchange requirements of HVAC engineering design practice, following Information Delivery Manual (IDM) and Model View Definition (MVD) procedures defined by the International Organization for Standardization (ISO) and buildingSMART.4.9 Water Systems information exchange (WSie) – Edition 2013Plumbing information exchange extends the detail described in the IFC4 specification to cover plumbing practices in North America. Specifically, it describes how to represent domestic water systems and sewage systems, where sourcing and treatment is provided by an external utility. It describes how to detail physical connectivity of valves, pipes, and fixtures.。
bim 标准
bim 标准
BIM（建筑信息模型）是一种数字化的建筑设计、建设和运营过程。
BIM标准是一套规范，用于指导和规范BIM在建筑领
域的应用。
以下是几个常见的BIM标准：
1. ISO 19650：这是国际组织提供的一套BIM标准，旨在指导BIM的实施和管理。
它包含了关于BIM文件命名约定、模型
管理、协同工作流程等方面的要求。
2. NBIMS-US：美国国家建筑信息模型标准，是针对美国建筑
行业制定的BIM标准。
它提供了关于BIM的术语定义、模型
协调、信息交换等方面的规范。
3. AIA标准：美国建筑师协会发布的一套BIM标准。
该标准
包括了BIM使用的原则、协同工作的要求、设计阶段的内容等。
4. COBie：建筑业主使用的一种BIM标准，用于管理建筑设
备和设备信息。
COBie要求在建筑设备交付时提供一份电子文档，包含了设备名称、型号、生产商等信息，以便于设备的维护和运营管理。
这些BIM标准的目的是提供一种统一的框架，使不同的项目
参与者能够使用相同的规范进行BIM建模和信息交换。
通过
遵循BIM标准，可以提高建筑设计与施工的质量，降低成本，并提高项目的可持续性。
最新美国BIM标准：NBIMS-US_V3_5.3_BIM_PxP_Guide
National BIM Standard - United States® Version 3 5 Practice Documents5.3 BIM Project Execution Planning Guide – Version 2.1CONTENTS5.3.1 Scope (2)5.3.2 Normative references (2)5.3.3 Terms, definitions, symbols, units and abbreviated terms (2)5.3.4 BIM Project Execution Planning Guide – Version 2.1, May 2011 (5)5.3.4.1 Introduction (5)5.3.4.2.1 BIM Project Execution Planning Guide background (5)5.3.4.3 Guide development (7)5.3.4.3.1 Conduct detailed literature review (7)5.3.4.3.2 Industry interviews to define primary BIM uses (7)5.3.4.3.3 Develop the draft BIM project execution planning procedure (8)5.3.4.3.4 BIM planning procedure validation and feedback (8)5.3.4.3.5 Quasi-experiment (8)5.3.4.3.6 Case study validation (9)5.3.4.3.7 Survey BIM Guide readers and users (10)5.3.4.3.8 Revise BIM Project Execution Planning Guide and Templates (10)5.3.4.4 Industry acceptance of the Guide (10)5.3.4.4.1 Traffic to website and downloads (10)5.3.4.4.2 Categories of users implementing the Guide (11)5.3.4.4.3 Satisfaction with Guide (11)5.3.4.4.5 Owners requiring submission (13)5.3.4.4.6 Opinions of Guide and resources (14)5.3.4.5 Concluding remarks (14)5.3.4.6 Acknowledgements (14)5.3.4.7 Sources for Additional Information (16)5.3.5 Bibliography (16)5.3.1 ScopeThis section provides guidelines on a structured procedure for creating and implementing a Building Information Modeling (BIM) project execution plan. To implement BIM successfully, a project team must perform detailed and comprehensive planning. A well-documented BIM project execution plan will ensure that all parties are aware of the opportunities and responsibilities associated with the incorporation of BIM into the project workflow. A completed BIM project execution plan should define the appropriate uses for BIM on a project (e.g., design authoring, design review, and 3D coordination), along with a detailed design and documentation of the process for executing BIM throughout a facility's life-cycle. Once the plan is created, the team can follow and monitor their progress against this plan to gain the maximum benefits from BIM implementation.The four steps within the procedure include:a. identify high value BIM uses during project planning, design, construction and operational phases;b. design the BIM execution process by creating process maps;c. define the BIM deliverables in the form of information exchanges;d. develop the infrastructure in the form of contracts, communication procedures, technology, andquality control to support the implementation.The goal for standardizing this structured procedure is to stimulate planning and direct communication by the project team during the early phases of a project. The planning team should include members from all the organizations with a significant role in the project. There is no single best method for implementing BIM on every project. Each team must effectively design a tailored execution strategy by understanding the project goals, the project characteristics, and the capabilities of the team members.The BIM Project Execution Planning Guide was developed by the Computer Integrated Construction Research Group at The Pennsylvania State University with generous support from The Charles Pankow Foundation, the Construction Industry Institute, The Pennsylvania State Office of Physical Plant and the Partnership for Achieving Construction Excellence.5.3.2 Normative referencesThe following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.•BIM Uses – Project Execution Planning Guide, /uses•BIM Project Execution Planning Guide and Templates, /project/resources•BIM Project Execution Planning Guide and Templates, BIM Goal/Use Analysis Worksheet, /project/resources•BIM Project Execution Planning Guide and Templates, BIM PxP Process Map Templates, /project/resources•BIM Project Execution Planning Guide and Templates, Information Exchange Worksheet, /project/resources5.3.3 Terms, definitions, symbols, units and abbreviated termsFor the purposes of this document, the following terms, definitions, symbols, units and abbreviated terms apply.a) Building Information Model (BIM) Terms and Definitions5.3.3.1building information modelBIMdigital representation of physical and functional characteristics of a facility; shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition. A basic premise of BIM is collaboration by different stakeholders at different phases of the life-cycle of a facility to insert, extract, update, or modify information in the BIM to support and reflect the roles of that stakeholder.5.3.3.2BIM deliverablesinformation (in numerous formats) that may be required by contract or agreement to be submitted or passed to another party5.3.3.3BIM goalsobjectives used to define the potential value of BIM for a project and for project team members; goals help to define how and why BIM will be used on a project or in an organization5.3.3.4BIM processgeneric name for the practice of performing BIM; can be planned or unplanned; may also be referred to as the BIM execution process or the BIM project execution process. The BIM project execution planning process suggests diagramming the BIM process using process maps.5.3.3.5BIM process mapsdiagram of how BIM will be applied on a project; BIM project execution plan proposes two levels of process maps 1) BIM overview map and 2) detailed BIM use process maps5.3.3.6BIM project execution plan (BIM plan)planning the results from the BIM project execution planning process; document lays out how BIM will be implemented on the project as a result of the decision of the group5.3.3.7BIM project execution planning procedureprocess for planning the execution of BIM on a project; consists of four primary steps: 1) identify BIM goals and BIM uses, 2) design BIM project execution process, 3) develop information exchanges, 4) define supporting infrastructure for BIM implementation5.8.3.8BIM usemethod of applying BIM during a facility's life-cycle to achieve one or more specific objectives5.3.3.9detailed BIM use process mapscomprehensive BIM process map that defines the various sequences to perform a specific application of BIM or BIM uses; identify the responsible parties for each process, reference information content, and the information exchanges which will be created and shared with other processes5.3.3.10information exchangeIEinformation passed from one party to another in the BIM process; parties involved should agree upon and understand what information will be exchanged; the form of deliverables from a process that will be required as a resource for future processes5.3.3.11overview maphigh level BIM process map that illustrates the relationship between BIM uses to be employed on the project5.3.3.12reference informationstructured information resources (enterprise and external) that assist or are required to accomplish a BIM useb) Business Process Mapping Notation (BPMN) Terms and Definitions5.3.3.13associationused to tie information and processes with data objects; for example, an arrowhead on the association indicates a direction of flow, when appropriate5.3.3.14data objectmechanism to show how data is required or produced by activities; connected to activities through associations5.3.3.15eventoccurrence the course of a business process; three types of events exist, based on when they affect the flow 1) start, 2) intermediate, and 3) end5.3.3.16gatewayused to control the divergence and convergence of sequence flow; seen as equivalent to a decision in conventional flowcharting5.3.3.17grouprepresents a category of information; type of grouping does not affect the sequence flow of the activities within the group; category name appears on the diagram as the group label; can be used for documentation or analysis purposes5.3.3.18lanesub-partition within a pool and will extend the entire length of the pool, either vertically or horizontally; used to organize and categorize activities5.3.3.19poolacts as a graphical container for partitioning a set of activities from other pools5.3.3.20processgeneric term for work or activity that entity performs and is represented by a rectangle5.3.3.21sequence flowused to show the order (predecessors and successors) that activities will be performed in a process5.3.4 BIM Project Execution Planning Guide – Version 2.1, May 20115.3.4.1 IntroductionBIM Project Execution Planning Guide defines a four step structured procedure for creating a BIM Project Execution Plan. The Guide was developed through a multistep research procedure that included a detailed literature review; industry expert interviews; focus group meetings; quasi-experiments; surveys; and fundamental process and information mapping tasks. After the Guide was developed, it was implemented on case study projects to evaluate the ease of implementation and identify areas for improving the core planning procedure documented in the Guide. Since the Guide was originally released in October 2009, it has received broad adoption throughout the industry by numerous public and private organizations.5.3.4.2.1 BIM Project Execution Planning Guide backgroundA project team must perform detailed and comprehensive planning to successfully implement BIM. A well-documented BIM Project Execution Plan helps to ensure that all parties are clearly aware of the opportunities and responsibilities associated with the incorporation of BIM into the project workflow. A completed BIM Project Execution Plan should define the appropriate uses for BIM on a project (e.g., design authoring, cost estimating, or design coordination), along with a detailed design and documentation of the process for executing BIM throughout a project’s lifecycle. Once the plan is created, the team can follow and monitor their progress against this plan to gain the maximum benefits from BIM implementation.The BIM Project Execution Planning Guide provides a structured procedure, as displayed in Figure 5.3-1, for creating and implementing a BIM Project Execution Plan. The four steps within the procedure include:1. Identify goals and high value BIM uses during each project phase2. Design the BIM execution process through the creation of process maps3. Define the BIM deliverables in the form of information exchanges4. Develop the infrastructure to support the implementation such as contracts, communicationprocedures, technology and quality control.Figure 5.3-1 – The BIM Project Execution Planning ProcedureThe goal for developing this structured procedure is to stimulate planning and direct communication by the project team during the early phases of a project. The team leading the planning process should include members from all the organizations with a significant role in the project. Since there is no single best method for BIM implementation on every project, each team must effectively design a tailored execution strategy by understanding the project goals, the project characteristics, and the capabilities of the team members.The BIM Project Execution Planning Guide is a product of the BIM Project Execution Planning buildingSMART alliance® (bSa) Project. The Guide was developed to provide a practical manual that can be used by project teams to design their BIM strategy and develop a BIM Project Execution Plan. The core modeling and information exchange concepts have been designed to complement the long-term goals of NBIMS-US™ that can be implemented throughout the AECOO Industry to improve the efficiency and effectiveness of BIM implementation on projects. As new information exchanges are approved within the NBIMS-US™ standards effort, they can be incorporated into the defined BIM Project Execution Planning Procedure.The Building Information Modeling (BIM) Project Execution Planning Guide is directed toward readers with a fundamental understanding of BIM concepts.The eight chapters in this Guide provide:•An overview of the BIM Project Execution Planning Procedure (Chapter One)• A method to identify BIM Uses (Chapter Two)• A procedure for designing the BIM Process for the project (Chapter Three)• A method for defining the Information Exchange Requirements (Chapter Four)• A method to define the infrastructure necessary to support the BIM Process (Chapter Five)• A structured method for team implementation of the procedure through a series of meetings and intermediate tasks (Chapter Six)• A structured method for individual organizational development of typical methods for BIM implementation (Chapter Seven)•Conclusions and Recommendations for projects and organizations implemented BIM based on lessons learned through the creation of the Guide (Chapter Eight)Appendices provide additional resources for implementing the BIM Project Execution Planning Procedure on a project. These resources include blank template forms for completing each step within the process (this template is also submitted as a separate document). There are also example process maps and information exchange examples for a sample project.Electronic resources are available at the project website (). These resources include Microsoft Excel spreadsheets for various template files, a Microsoft Visio file with template process models, and an Adobe PDF template form for completing an execution plan. Project teams can use these documents to develop their BIM Project Execution Plan, or copy appropriate content to any customized organizational documents.5.3.4.3 Guide developmentThe Guide was developed as part of a research project sponsored by the Charles Pankow Foundation, the Construction Industry Institute, the Penn State Office of Physical Plant, and the Partnership for Achieving Construction Excellence (PACE). The following sections describe the research steps that were taken to create the guide.5.3.4.3.1 Conduct detailed literature reviewThis research began with a review of available literature to identify and document the core BIM definition used throughout the research along with identifying the different tasks that were being performed through the use of BIM. This literature review included peer reviewed journal articles; industry publications; books; BIM Guides from companies and associations; and online resources.5.3.4.3.2 Industry interviews to define primary BIM usesSemi-structured interviews were conducted with over 40 BIM experts in the industry to discuss their current use of BIM along with gaining additional information regarding each BIM use. After the initial interviews were performed, a detailed content analysis of the interview data was conducted to identify the unique BIM uses on projects. Through these interviews, 25 BIM Uses were identified along with some initial information regarding each use. Through a course project in an exploratory graduate course at Penn State, groups of students then performed a detailed study for the primary BIM uses identified through the interviews. The result of the more detailed study is a one page description for each of the 25 BIM uses. The BIM uses were also organized by project phase within the lifecycle of a project (plan, design, construct, and operate), with some of the uses spanning multiple phases. Additionally, the BIM Uses definitions were improved and updated by the following year’s graduate course.The research team created a BIM Uses analysis worksheet to assist teams when selecting which BIM Uses to implement on a project. The worksheet guides the team through considerations of each BIM Use such as the value to the project, the responsible parties, the value to the responsible party, the resources required, competencies required, and the experience required.5.3.4.3.3 Develop the draft BIM project execution planning procedureAs the BIM use definitions were being finalized, a structure procedure for planning the execution of BIM on a project was being developed. This procedure development was conducted through the customization of business process engineering techniques and lean principles for information management with a specific focus on designing a process for the efficient flow of information throughout the project lifecycle.The final BIM Project Execution Planning Procedure, which is the foundation of the BIM Project Execution Planning Guide, is a four step procedure for developing an execution plan for a project. The steps include:1. identify BIM uses2. design the BIM process3. develop the BIM plan4. define supporting infrastructureFor each step, a detailed evaluation of effective and efficient methods for teams to conduct the process was performed. The methods selected where documented in the guide, and templates were developed to allow teams to easily implement the procedure.The team also considered the final structure of the future National BIM Standard-United States® (NBIMS-US™). The procedure allows a team to implement the process and information exchanges on a project today with their defined information exchanges. It is also designed to allow the flexibility to easily infuse future standard information exchange definitions into the procedure as they become available.After the research team created the process mapping procedure which is closely aligned with the mapping procedure for information delivery manual development, the team developed template process maps. The level one process map template is a diagram of an extensive implementation BIM on a during a projects lifecycle. The research team also developed template diagrams a more detailed (level 2) process maps for each primary BIM Use. Detailed Level Two maps were created using case studies and focus group meetings, and were reviewed by project teams and industry professionals.5.3.4.3.4 BIM planning procedure validation and feedbackThe BIM Project Execution Planning Procedure was validated through three primary methods. The first was a quasi-experiment with students at Penn State. The second was to analyze the implementation of the procedure on 7 project case studies, 3 organizational case studies, and 3 academic case studies. The third method was to conduct surveys of practitioners who downloaded the guide to solicit their feedback. Each validation step is discussed in the following sections.5.3.4.3.5 Quasi-experimentTo ensure that the Procedure steps and the Business Process Modeling Notation (BPMN) representation of the Process Mapping Procedure was self-explanatory, quasi-experiments were conducted with eleven graduate students from the Department of Architecture and Architectural Engineering at The Penn State University. Before conducting the quasi-experiments, a pilot study was performed with two undergraduate students. Using the Process Mapping Procedure and the BPMN representation of the framework, these two students created template process maps for 3D MEP Coordination and 4DModeling BIM use. During the quasi-experiments, all the participants were made familiar with the process modeling notation adopted to create process maps. A post experiment survey was conducted to obtain feedback on the Process Mapping Procedure. The quasi-experiment was performed to ensure that the Process Mapping Procedure could be followed and understood to create a process map. The deviations in the process maps produced were documented as part of the content analysis and relevant changes were made to the Procedure to address the challenges.5.3.4.3.6 Case study validationThe following Case Studies were performed:1. Project Level Case Studiesa. Springfield Data Centerb. Moore Buildingc. Henderson Buildingd. Richard H. Poff U.S. Courthousee. UHS San Antoniof. Millennium Science Complexg. Hospital Project2. Organizational Level Case Studiesa. The United States Army Corps of Engineers (USACE)b. The Pennsylvania State University (PSU)c. Los Angeles Community College District (LACCD)The team evaluated the value of the BIM Execution Planning Procedure according to the following steps: 1. Performed Case Study observations of the development of a BIM Plan. A standard procedure forimplementation on a project includes:a. Meeting 1 – Identify BIM Uses to be implemented on a project (Step #1)b. Meeting 2 – Review Project Specific Process Maps (Step #2)c. Meeting 3 – Review Developed Information Exchanges (Step #3)d. Meeting 4 – Review Draft BIM Plan with Teame. BIM Plan – Version 1.0 – revisited on a periodic basis2. Surveyed Project Team Participants regarding the value of the Procedure documented in the Guideand the final product (BIM Project Execution Plan)3. Documented Case Study Content including project descriptions, process followed by the team, lessonslearned, and human and project factors which influenced the success or failure of the implementation4. Analyzed case study and survey results through detailed content analysis. The result of this taskidentified potential revisions to BIM Project Execution Planning Procedure.5. Performed BIM Project Execution Planning Guide revisions based on the analysis of the collected data.The summary level results from these case studies are documented in a report titled ‘Building Information Modeling Project Execution Planning: Second Interim Report to the Charles Pankow Foundation’. This report is referenced in the additional information category at the end of this document.Of particular note within the case study implementation is the organizational implementation in the US Army Corp of Engineers (USACE). During this case study, members of the research team participated in a series of detailed meetings over six months in which a group of leading BIM implementers on USACE projects from industry performed a very detailed analysis of the entire BIM Project Execution Planning template. Though this process, there were many very valuable suggestions and revisions to the BIM Project Execution Planning Template and Guide.5.3.4.3.7 Survey BIM Guide readers and usersThe research team developed a survey in December 2009 to validate the BIM Project Execution Planning Procedure and BIM Uses. The survey consisted of sixteen questions focused in four primary areas: demographic information, BIM Uses, Project Execution Planning Procedure, and Comments. On a 5-point Likert scale, most survey participants responded either positive or very positive about each step of the procedure. However, the more telling result may be that only 2.6% of respondents are not likely to implement the procedure, while 14.6% of respondents were already implementing it.5.3.4.3.8 Revise BIM Project Execution Planning Guide and TemplatesOnce the feedback from the case studies, surveys, and industry review was collected and analyzed, the Guide was updated and released as Draft Version 2.0 for industry review in May of 2010. This version of the Guide incorporated a new chapter on BIM Project Execution Planning for Organizations. The purpose of this chapter is to define how organizations can use the BIM Project Execution Planning procedure to develop their typical methods for BIM project implementation. In addition, the lessons learned from the case studies were incorporated into a conclusion chapter for the Guide. Examples of the lessons learned from the case study implementation include the need for a BIM champion, for owner involvement, and for an open environment of sharing and collaboration. In addition to the chapter additions, the appendix was revised to include updated BIM Project Execution Planning Templates. A glossary of definitions used throughout the Guide was also added, as well as other improvements throughout the document to address comments received from Version 1.0 and areas for improvement identified throughout the case study projects.5.3.4.4 Industry acceptance of the GuideThe use of the BIM Project Execution Planning Guide has quickly become common practice for multiple organizations and is rapidly gaining acceptance as an industry standard within the building industry. To assist with documenting the Guide’s acceptance, a survey was distributed in May 2011 to those who have downloaded the guide – 550 responses were received. The following statistics, which are gathered from that survey and various other sources, document the current level of acceptance across the industry.5.3.4.4.1 Traffic to website and downloadsOver the past month (May 2011) there have been about 1,100 unique visitors to the project website. Since it was activated the download page has had over 65,000 page views, and about 19,000 Unique Visitors. People from over 134 countries have visited the website with most (67%) of the visits from the United States.A more telling statistic is the number of downloads of the Guide and resources. Since the Guide has been made available for download in October of 2009 over 6,500 individuals have completed the form necessary to download the guide.5.3.4.4.2 Categories of users implementing the GuideBased on the results of the recent survey, the guide has been used by multiple stakeholders within the building industry. Figure 5.3-2 shows the various roles of those organizations (note that an organization may be a member of multiple categories):Figure 5.3-2 – Role of Survey Participant Organizations5.3.4.4.3 Satisfaction with GuideOverall the survey respondents were satisfied with the BIM Project Execution Planning Guide. Based on a 7- point Likert Scale over 85% of respondents were above neutral, with only a minimal number somewhat dissatisfied or dissatisfied (see Figure 5.3-3).Figure 5.3-3 – Level of Satisfaction with the BIM Project Execution Planning Guide5.3.4.4.4 Project and/or organizational planningThe following are organizations that responded to our recent survey who have implemented the BIM Project Execution Planning Guide for developing an execution plan on at least one project or who have used the BIM Project Execution Planning Guide to plan the implementation of BIM in their organization.• A3D• AC Corporation •ACAI Associates, Inc. • ACCO EngineeredSystems•Acuna & Asociados • AEC Factory•AEC Infosystems, Inc • AECOM•Air Force Center for Engineering and the Environment •Antaeus Properties Inc. • Arcop• Array Healthcare Facilities Solutions • Array HFS• Atkins NA• Atlas Industries• BBIX, LLC •Berger Devine Yaeger • Bescon Consulting Engineers PTE •BMW Constructors, Inc. • BNIM•Burgess & Niple •Buro Innen BV• cadnet Limited• CAD-Q• Cannon Design• Cell Signaling Technology, Inc.• ChangeAgents AEC • Clayco Inc• CO Architects •Cody Anderson WasneyArchitects, Inc.• COINS•Connolly Architects, Inc.• COORDENAR•DCAM - Commonwealthof MA•Department of Health andHuman Services•Department of NationalDefense (Canada)•Department of PublicWorks, State of CT•Design Inc Sydney• DIALOG• Dunaway Associates• Durotech Inc.•E. O: Ospedali Galliera•Eigen Technical servicesPvt Ltd• EllisDon• EV Studio• EYPMCF• Federal AviationAdministration• Fentress Architects• Flintco, LLC• GA Studio• Gannett Fleming•GH Phipps ConstructionCompanies•Gilbane Building Co.• Greer-StaffordArchitecture• Group2 ArchitectureEngineering•Grunley Construction Co.,Inc.•Habtoor Leighton Group• HAI PHUCONSTRUCTION &INVESTMENT JSC• Halmar International•Harvard Business School•HC Yu and Associates• HDR• Hensel PhelpsConstruction Co• Hewlett Packard•Hill International, Inc.• HKS, Inc.• HNTB• HOK• Holder ConstructionCompany•Hunt Construction Group• HuntonBrady Architects•Hurtado, S. C.•IES Commercial, Inc.•iM STUDIOS, LLC - BIMConsultants• ima design• IngenieursbureauWassenaar• Integrate ProjectManagement SolutionsSDN BHD• iTech•Johnson, Mirmiran &Thompson•Jordani Consulting Group•JY Cost Plan Consultants• Kal-Blue。
最新美国BIM标准-NBIMS-US_V3_1_Scope
National BIM Standard - United States® Version 3 1 ScopeThe buildings of tomorrow require robust, proven standard practices and technologies to make them cost effective, valuable, efficient, and beautiful. The practices of tomorrow need these same standards to increase productivity, mitigate risk, increase reward, and improve the stature and appreciation for their unique knowledge and leadership in the building industry. Building industry professionals in the U.S. have an opportunity to emerge from the current nexus of advanced technologies, changing processes, environmental concerns, and unique business opportunities as leaders in a positive, consensus effort to meet those challenges and provide success for all involved.The National BIM Standard - United States® (NBIMS-US™) is a consensus document, where many ideas are brought together, presented to a variety of people representing different parts of the industry, discussed, debated, and ultimately subjected to the democratic process to determine which ideas rise to the stature of inclusion.The primary focus of the NBIMS-US™ is to provide standards to facilitate the efficient life-cycle management of the built environment supported by digital technology. This is accomplished through prescribing effective, repeatable elements and mechanisms in the creation, exchange, and management of building information modeling (BIM) data. These elements and mechanisms include reference standards of technology, classification systems, and conformance specifications; information exchange standards describing processes and exchange requirements for specific tasks during different parts of the building life-cycle; and practice standards that outline processes and workflows for data modeling, management, communication, project execution, and delivery, and even contract specifications.1.1 The importance of NBIMS-US™ to the industryHow does the National BIM Standard-United States®enable positive change in the building industry? Some of the aspects include:1. Reducing the total cost of ownership of the built environment and its impact on the natural environment via timely, accurate, reusable information for the management of a project through its lifecycle;2. Enabling collaboration and information sharing among all shareholders via established products, methods, and information formats;3. Prescribing information development and sharing via consensus documents that promote a consistent, common path forward when multiple divergent paths were once available;4. Creating a standard expectation of BIM processes and deliverables, thus creating predictability and consistency in costs and outcomes;5. Sharing information with software vendors, as well as other product and service providers, to build solutions that support the consensus agreements of practitioners.1.1.1 Why is the NBIMS-US™ important to me?With all the expertise needed to design, procure, build, and operate a building, there are many opportunities for professionals to see unique gains and positive change in their roles. Understanding these many opportunities, whether an owner, a contractor, building product manufacturer, or a design professional, gives each stakeholder the appreciation of the gains made from implementing BIM with consensus standards. Positive aspects of such implementation include:1. Participating in efficient project delivery processes to focus on design excellence, meeting project schedules, and meeting, even exceeding, client service expectations;2. Optimizing staff resources and expertise, performing more projects, providing a more predictable revenue stream, and overall profitability thus, increasing reward and satisfaction for effort involved;3. Standardizing expectations of project delivery services through standard contract language;4. Mitigating risk by creating consistency and predictability across multiple projects, project types, and clients;5. Deploying efficient construction delivery methods through prototyping, simulations, and sharing of data with labor and material suppliers, including prefabrication methods;6. Providing project element data via common methods and formats to streamline the interaction with product manufacturers from the design process through procurement, installation, and operational maintenance;7. Reducing overall time, eliminating delays in the process, because important data is directly shared rather than recreated by each stakeholder;8. Eliminating misinformation caused by multiple participants managing their related information within different systems and using different terminologies;9.Increasing the overall value of the project by providing a high-quality result, optimizing building performance and reducing operation costs over the entire life-cycle of the building.1.1.2 How does the NBIMS-US™ relate to the United States National CAD Standard® (NCS)?The move from CAD to BIM is rooted in the economic and functional advantages of maturing from paper-based, redundant, and proprietary paradigms to an information-based, interoperable modeling paradigm, which, in turn, supports the functions, users, and products necessary to the lifecycle of a facility. Simply stated, the NCS addresses paper-centric drafting as a means of producing design and construction drawings.While it is anticipated that workflows in the delivery and management of building projects will continue to evolve with changes in technology, traditional construction documents remain a primary means by which project delivery information is conveyed. Printed drawings, CAD files exported from BIMs, and/or digital documents representing sheets within a construction document set still need to follow a consensus standard to ensure the project’s design, construction, or recorded electronic data is properly conveyed and understood. The NBIMS-US™ does not define standards for these types of electronic data, because the NCS already has an established consensus standard for these deliverable types. As such, there is an ongoing interconnected relationship between the NBIMS-US™ and the NCS. Both standards are products of the buildingSMART alliance® with participating members of the industry community. The standards work together to help ensure electronic project information is conveyed in a clear and usable format. While some portions of the NCS are superseded by BIM methodologies and technologies or are simply not applicable for BIM use, much of the NCS can be implemented within BIM processes and tools ensuring consistency for communicating intent. In general, items within the NCS which are based on manual drafting efforts, and that can alternatively be expressed by leveraging the intelligence of a BIM should be avoided.1.2 Moving forward, togetherEveryone is encouraged to access the content of the National BIM Standard-United States® to review its content and apply it, in whole or in part, to future projects and during the evolution of their businesses. As more owners become aware of the benefits and demand the use of BIM, all other industry professionals will have to educate themselves and take advantage of official consensus resources to provide valuable information to implement BIM in effective and efficient ways.There is increasing pressure for adoption of BIM standards and guidelines at many different levels of jurisdiction. But not all BIM standards are created equal, nor are they all the best prescription for the growth of the large, diverse building industry. Some international markets have already shown how robust, open, consensus industry standards can benefit the owners and public, as well as the stakeholders involved in the process of design, procurement, construction, and operation. In the U.S., the industry is at a nexus from which it can emerge in such a rapidly evolving industry serving the public and society at large through implementation of BIM workflows and technologies, backed by proven, reliable consensus standards and embracing the opportunity to work together.The National BIM Standard-United States®will continue to evolve, constantly requiring the active participation and input of industry professionals engaged in implementing BIM and standards in projects and practices. Everyone should be able to see that they have the skills, knowledge, and ability to participate in that process having an enormous impact on the industry into the future.The National BIM Standard-United States®Version 3 (NBIMS-US™V3) is designed for two specific audiences:•Software developers and vendors;•Practice documents for implementers who design, engineer, construct, own, and operate the built environment.1.2.1 Software developers and vendorsInteroperability of data and information is an absolute requirement for designing and managing the life-cycle of the built environment. Software developers and vendors must develop and support programs to achieve the seamless exchange of data and information between users. The design and coding of software standards will allow developers to efficiently accomplish this task. NBIMS-US™ V3 has delineated the appropriate standards to cover all aspects of software development.Two sections within the standard provide the developer with the necessary information:•Reference standards: This set of standards provides a data dictionary, data model, web-based exchange, and structures and identifiers for building data and information.•Exchange information standards: This section sets standards for data management, assurance, and validation, as well as exchange concepts; defines the design of exchanges for specific types of data related to building analysis; and includes Construction Operations Building information exchange (COBie).The reference standards were developed by allied standards organizations. Also included are NBIMS-US™ generated reference standards. The exchange standards were written and balloted by the NBIMS-US™ project committee.1.2.2 Practice documents for implementersThis section of NBIMS-US™ V3 focuses on BIM implementation within the building industry. This section describes the necessary professional knowledge, practice and judgment for all industry disciplines and professionals as well as critical management systems and tools for the building life-cycle. Thus far in the NBIMS-US™ development process, the Practice Document section has been the least developed and documented. As BIM becomes more developed as a tool and implemented within the industry, practice procedures and standards will be developed, documented and standardized. As these practices become documented, NBIMS-US™ will become the depository for such practices.In order to structure best practices, the buildingSMART® International (BSI) has designed a system for organizing building knowledge, skills and systems into four major process domains (Tetralogy): Design, Procure, Assembly and Operate. BSI has designed the following icon to show the interrelated attributes of the four domains:Figure 1.2.2-1 – Tetralogy process domainsIn order to enrich the meaning of the tetralogy, BSI has expanded the Tetralogy into 64 discreet topics reflecting and documenting the building process. The practice document section in this version of NBIMS-US™ accommodates a very few of the 64 topics found within the expanded Tetralogy:Assemble OperateQuality CommissionProgram Qualifications Testing StartupSchedule Availability Validation TestingQuality Stability Inspection BalanceCost Capacity Acceptance TrainingSafety OccupyZoning Submittal Requirements LeasingPhysical Selection Logistics Building ManagementUtilities Purchase Training SecurityEnvironmental Certification Inspection Tenant ServicesSchedule ModifyArchitecture RFQ Fabrication AssessmentStructure RFP Deliveries RefurbishEnclosure Selection Resources RenovateSystems Agreement Installation DemolishCost MaintainQuantity Quantity Productivity PreventionSystem Price Unit Price Solicit ScheduledComparison Labor Pricing WarrantyEscalation Equipment Selection ContractedFigure 1.2.2-2 – Tetralogy topicsThe development of additional best practice documentation for each Tetralogy topic is the challenge and goal for future versions of NBIMS-US™.。
你还不了解BIM标准吗？——从四种维度了解BIM标准
你还不了解BIM标准吗？——从四种维度了解BIM标准来源丨万间科技发布丨绿盟_赵磊做了那么久的BIM，你还只是停留在建模阶段吗？再不督促自己学点就要Out了；BIM标准太多，看得云里雾里？不要着急，小万带你从四种维度了解BIM标准。
▲ 从业人员BIM标准导航图目前国内外关于BIM标准可以归为三个方面，分别是BIM理论体系、BIM软件研发和BIM工程应用三个方面。
就目前的BIM标准具体分析，可把BIM标准归为4类，如下：第一类：美国国家BIM标准NBIMS，分别于2007、2012和2015年发布了三个版本，NBIMS的内容涵盖了BIM理论体系、软件和应用三个方面，应该是到目前为止想要系统、深入学习BIM的同行最好的学习资料，从事不同BIM工作（包括BIM理论研究、软件开发、BIM应用）的同行可以根据自己工作需要和兴趣学习对应的内容，其中的BIM理论体系部分能够帮助读者全面和系统地认识BIM。
第二类：中国工程建设标准化协会建筑信息模型专业委员会（简称中国BIM标委会）主持编制的一系列P-BIM标准，内容为各个专业或任务的“软件功能与信息交换标准”，2017年6月15日发布了《规划和报建P-BIM软件功能与信息交换标准》（T/CECS-CBIMU 1-2017）等13项，这个系列标准覆盖BIM应用（其软件功能部分）和软件研发（其信息交换部分）两个方面，工程技术和管理人员一般而言只需要了解其BIM应用部分（软件功能）的内容。
第三类是主要给软件研发人员使用的标准，包括国际上的IFC/IFD/IDM/MVD/Omniclass/Uniclass标准，以及已经立项正在编制过程中的国家《建筑信息模型存储标准》和《建筑信息模型编码标准》，这些标准跟建筑业从业人员不是直接使用的关系，而是需要通过相应的软件工具去使用的标准，工程技术和管理人员基本上没有必要在这些标准上花时间，就如同大家使用手机和自动取款机没有必要了解它们各自执行的标准一样，相信如果把手机和自动取款机执行的标准拿出来，对绝大多数人来说都是天书，如果要掌握这些标准才能使用手机和自动取款机的话，估计也就没有多少人有能力使用手机和取款机了。