BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.

1 July 2017

BIM4Water

BIM Guidance for the Water Industry

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

Contents
1. Glossary of Terms ...................................................................................................................... 3
2. Executive Summary ................................................................................................................... 4
3. Introduction .............................................................................................................................. 6
4. Definition Statement ................................................................................................................. 7
5. The Benefits of BIM ................................................................................................................... 8
5.1 Organisational Objectives Supported by BIM .................................................................... 13
5.2 Customer Benefits ........................................................................................................... 14
5.3 Operational Benefits ........................................................................................................ 14
5.4 Project Delivery Benefits .................................................................................................. 17
6. Golden Rules ........................................................................................................................... 18
7. Areas to consider for action when implementing BIM .............................................................. 19
8. Water Industry Interpretation of PAS1192 ............................................................................... 21
9. Future Opportunities and Benefits for Project and Operational Digital Operating Manuals ...... 28
9.1 Owner Operators ............................................................................................................. 28
9.2 Projects ............................................................................................................................ 28
10 Opportunities For Collaboration and Sharing of Best Practice............................................... 29
11 Credits ................................................................................................................................. 31
12 Additional Resources ........................................................................................................... 32

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

1. Glossary of Terms

AIM Asset Information Model (PAS 1192)

AIR Asset Information Requirements
ALIM Asset Lifecycle Information Management
BEP BIM Execution Plan
BIM Building Information Modelling. In the Water Sector recognised as delivering Better
Information Management. BIM is used in the body of the document.
CAD Computer Aided Design
CDE Common Data Environment
DfMA Design for Manufacture and Assembly
DOM Digital Operating Manual
DPoW Digital Plan of Works
EAM Enterprise Asset Management
EIR Employer Information Requirements
ERP Enterprise Resource Planning
ET Engineering Technology
GSL Government Soft Landings
IoT Internet of Things
IIoT Industrial Internet of Things
IT Information Technology
LoA Level of Availability
LOD Level of Detail
MIDP Master Information Delivery Plan
MOC Management of Change
O&M’s Operation & Maintenance
ODI’s Outcome Delivery Incentives
OEM Original Equipment Manufacturer
OFWAT Office of the Water Regulator
OIR Organisational Information Requirements
OT Operational Technology
PAS Publically Available Specification
PDT Product Data Template
PID Process & Instrumentation Diagram
PIM Project Information Model
RCM Reliability Centred Maintenance
SIM Service Impact Measures
T&A Telemetry & Automation
Uniclass Uniclass2015 is a unified classification for the UK industry covering all construction
2015 sectors.
Value The difference between a value chain and a supply chain is that a supply
Chain chain is the process of all parties involved in fulfilling a customer request, while a
value chain is a set of interrelated activities a company uses to create a
competitive advantage.
Table 1 – Acronyms used in this document. This document should be read with the PAS 1192 suite of
documents which contain a longer glossary of terms used in BIM.

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

2. Executive Summary
The introduction of BIM is already radically changing how capital projects are delivered, and how
asset information is both created and exchanged, delivering benefits now; and creating value
opportunities throughout the asset management cycle. These opportunities are being driven by the
adoption of digital technologies in capital projects, operations and maintenance, investment
decisions and asset disposal. The Water Industry needs to be part of Digital Built Britain1 to give
us access to ways of working we haven’t even imagined yet.

BIM can be used to reduce lifecycle costs, improve efficiency and manage risk. Other process
infrastructure sectors including Nuclear and Oil and Gas are also developing BIM capability.

Water companies have begun to adopt various BIM practices as digital technology becomes more
mainstream. The focus of the Owner Operator Group facilitated by BIM4Water and British Water is
to understand what BIM means for the water sector in the context of digital transformation. This
considers the why, what and how the principles of BIM and PAS1192 standards can be applied to
the water sector to deliver value throughout the full lifecycle of the asset.

The output is the recognition that BIM is about Better Information Management.

This full lifecycle consists of the Capital Delivery, Operations and Maintenance, investment decisions
and asset disposal, recognising capital projects are an intervention in the overall asset lifecycle.
During the lifecycle digital data is created, exchanged and used to build, operate and manage the
asset. BIM provides a process to enable Water Companies, Contractors and Suppliers to work
together, create, share and exchange data and information efficiently and effectively in areas such
as:

• Operational and Value Chain collaboration to deliver lifecycle cost solutions

• The delivery of data early to enable the Owner Operator to plan budgets, resource, training
and early hand over for new assets
• A move toward a digital exchange of controlled and approved data and documentation
• The robust maintenance of the digital asset alongside the physical asset with data and
information being managed as part of the asset management process
• A clearly defined and governed set of Asset Information Management requirements

Improvements in the management of information will impact on all functions within a water
company. However, the benefits in lifecycle cost efficiencies, investment planning and maintenance
that can be gained are considerable and add value to both Operations & Maintenance and Project
Delivery. It is also worth noting that the improvement of Information Management practices also
supports industry Service Measures and wider regulatory targets across the water sector. BIM
applies to both Infrastructure and Non-Infrastructure assets.

1
HM Government Digital Built Britain Published February 2015

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

For the Owner Operator and the value chain to realise the benefits from adopting the principles of
BIM and to support a sustainable approach to information management a set of ‘Golden Rules’ have
been identified:

• Have a clear Data Strategy and Governance down to Asset Maintenance level
• Follow the Water Owner Operator guidance document applying the principles of PAS1192
• Engage with internal and external stakeholders regarding the benefits of BIM
• Provide clarity about WHAT data is needed, WHEN it is required and in WHAT format
• Provide refreshed simple data flows and data exchange process
• Establish a Common Data Environment (CDE) to exchange data and enhance
interoperability

BIM is part of a business change process that is progressing through the infrastructure sector. BIM
has implications for all functions in Water Companies, to a greater or lesser extent. A key part of
the change is to improve collaboration across business functions in particular where data sets
overlap. BIM strategy should be aligned with the IT strategy.

In addition, the formal definitions within the PAS1192 standard have been mapped to water industry
equivalents to provide a consistent interpretation of the standard. This provides the Owner Operator
a clear link to the PAS1192 terminology. This has been achieved by relating the definition of
information requirements, the use of data environments for the collation, management and
dissemination of data and planning tools to support the delivery of data.

To enable the delivery of the benefits from the adoption of a digital BIM approach within the water
sector and in line with the ‘Golden Rules’ all stakeholders should look to collaborate and share best
practice. This starts with a Water Sector definition of BIM supported by this guidance document,
followed by an industry agreement to follow the principles of PAS1192 and leads on to, for example,
the alignment of data standards and information requirements where applicable across the industry.

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

3. Introduction
BIM4Water and British Water have facilitated meetings of the BIM4Water Owner Operator Group
which was formed in January 2016. The Owner Operator group is made up of Water and Sewerage
Utilites in England, Scotland and Northern Ireland. The principles of BIM are equally valid in the
public and private sector.

The purpose of this document is to provide guidance on how the Water Sector views BIM and how
it can be used to drive digital transformation. This document has been written initially by the
BIM4Water Owner Operator Group to create a common understanding of BIM. The intention is that
the document will be used to brief Owner Operator company leaders and also engage with
suppliers. It is anticipated that through feedback, this document will develop further.

BIM is more commonly known as Building Information Modelling, as set out in PAS 1192
specifications. The purpose of this group was to investigate and explore whether these
specifications could be applied by Water Sector Owners and Operators and if so, why, what and
how. This document should be read with the PAS 1192 suite of documents available on the BIM
Level 2 website.2

This group focused on understanding what Building Information Modelling (BIM) means for the
Water Sector. It was agreed that for the Water Sector, BIM is seen as more than 3D modelling
which is how BIM is sometimes perceived. BIM is primarily about Better Information Management
across the lifecycle of the asset and the recognition that we are moving into a data driven digital
world.

The BIM4Water Owner Operator Group aims and the agreed BIM definition statement have been
included in the BIM4Water Terms of Reference. The Owner Operator Group recognise that to deliver
the potential value offered by the BIM approach, it should embrace the whole value chain, working
with stakeholders across the Water Industry to set some common principles for the water sector.

BIM is a business change which will take years to embed. It will require investment in processes,
people and systems to realise the long term benefits. BIM will touch and need to align with data,
information and digital strategies including security.

Some BIM practice is already in place across the water industry. This will evolve and become more
aligned with national BIM standards delivering the aspirations set out in the UK Government
Construction 2025 Strategy.

2
BIM Level 2 Standards http://bim-level2.org/en/standards/

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

4. Definition Statement
The BIM4Water Owner Operators recognise BIM as a process across the asset lifecycle and has
agreed an understanding of BIM for the water sector as delivering “Better Information
Management” with the following definition statement.

A collaborative process that delivers value, efficiency and safety, recognising the whole life of
asset knowledge and better business information management. This enables a lasting legacy for
the benefit of Water Industry customers, stakeholders and the environment.

It is acknowledged that the PAS 1192 industry definition of BIM is Building Information Modelling.
In this document the term BIM is be used.

Figure 1 below illustrates that digital data runs through all the phases of the life of an asset.

Figure 1: The Lifecycle of the Digital and Physical Asset

Figure 2 below shows that Information Management as set out in PAS1192, which is to be
incorporated in ISO 19650, embraces both the delivery phase of asset creation and the operational
phase. This management of information compliments the asset management approach of ISO
55000 and the organisational management approach of ISO 9001. Points A and C on the diagram
are key interface points where information is exchanged between the delivery and operational
phases. B, D and E represent periods where information is managed during the delivery and
operational phases.

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

Figure 2: UKBIM Alliance –The Generic Project and Asset Management Information Lifecycle

5. The Benefits of BIM

Having established that BIM is crucial as companies move closer to a fully data enabled digital
world, the traditional manual and paper driven activities and processes need to be radically
realigned. By applying BIM principles to collect, exchange and maintain asset data and information
Owner Operators can optimise construction, operation, maintenance and procurement processes
including:

• Supporting the whole life of an asset.

• Driving Maintenance Planning and costing.
• Monitoring and reporting on operating costs.
• Monitoring and reporting on asset performance.
• Spares Management.
• Incident Management.
• Supporting the development of Investment programs.
• Work Order Management.
• Reduced Capital costs by embedding data requirements in to the capital delivery process
• Improved understanding of Asset Decommissioning.
• Better collaboration and engagement with third parties.
• Better informed and earlier decision making.
• Linking project delivery to operations encouraging the view of an asset delivering a service.
• Enhances knowledge management and can help protect the environment
• Risk Management

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

The UK Government Construction 2025 strategy3 recognises BIM as a contributor to delivering 33%
cost reductions in construction and operations, 50% faster delivery from conception to completion
and 50% reductions in greenhouse gas emissions.

Figures 3 and 4 illustrate the Asset Lifecycle process and outcomes.

Figure 3 shows that information that is used in three phases, Project Performance Management
(the creation of the asset), Asset Performance Management (the operation of the asset), and Asset
and Project Portfolio Management (the management of the assets), often exist as separate cycles.
BIM encourages an approach which links these cycles by looking at Asset Lifecycle Information
Management which embraces the whole life of the asset.

3
Construction 2025: industrial strategy for construction - government and industry in partnership published
update October 2013 https://www.gov.uk/government/publications/construction-2025-strategy

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

Figure 3 – ARC Asset Lifecycle Management Model

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Figure 4 illustrates that projects are specific interventions in the life of an asset. The asset is created
to deliver a service. Data is input and output from that initial project. The asset is then operated,
repaired and maintained during which time the data should also be updated and maintained so that
when the next project intervention takes place there is a reliable data set to use as the input to
Project 1. This process continues through many investment review periods until such time as the
asset is decommissioned.

Figure 4 – This diagram illustrates that the project is an intervention in the overall asset lifecycle.

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 BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

Heading and the Asset Lifecycle

BIM Practice a) Operational and Value Chain collaboration in the design
b) Adoption of staged and organic (Soft
of the proposed lifecycle cost solution allows better
Landings) of information and data at
understanding of operational and maintenance intelligence.
e) Clearly defining the needs of Asset the appropriate milestones of Capital
This potentially delivers a more appropriate solution, reduces
Management (AM), enables better Delivery projects will give improved
risk over the asset lifecycle, reduces commissioning and
understanding of asset performance visibility to the Owner Operators. This
handover delays, and enables a better performing facility
which in turn allows a flexible and less staged approach is entirely feasible as
with reduced cost and enhanced Capital Efficiency.
generic maintenance strategy. This in 90% of the characteristics of, say a
turn supports more appropriate lifecycle pump, will be known at the point of
cost interventions with associated purchase. Soft Landings will inevitably
benefits to Capital Efficiency, Outcome mean changing current and supporting
Delivery Incentives, Service Impact project delivery and business sub-
Measures and Customer Measures. processes.
Keeping the digital asset through Repair
and Maintenance activities is important in For example, Owner Operator early
enabling future intervention solutions. visibility of what assets and/or facility
processes are going to be delivered, allows
maintenance needs to be defined and
prepared for early rather than delayed until
d) Maintenance of the digital asset alongside commissioning or post-handover.
the physical asset is important. If the
digital asset is created in a timely and
organic way (“Soft Landings”) then the
c) The move from manual and paper (or scanned) documentation allows for a smoother handover but clear
burden on the Operators and Maintainers
digital standards become critical.
is minimal. This in turn improves
confidence in the digital record and For example, unless documents are given standard naming conventions with appropriate metadata, Owner
reduces the need to recapture Operators and future projects will struggle to find the documentation they need during the asset lifecycle. In
information at the start of each project. addition, document formats must be defined for the information delivered by the Supply Chain. The original
document format should be delivered to allow future edits rather than the creation of another document i.e. a PDF
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is not good data. As digital delivery evolves there will be a progression from a document focus to a data focus.
BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

BIM is part of a business change process that is progressing through the infrastructure sector. BIM
has implications for all functions in Water Companies, throughout an asset’s lifecycle. A key part of
the change is to improve collaboration across business functions in particular where data sets
overlap.

The following benefits have been identified as a result of BIM.

5.1 Organisational Objectives Supported by BIM

BIM supports Water Industry service measures as implemented by Regulators, Ofwat, Water
Industry Council (WIC) and Northern Ireland Utility Regulator as outlined below. These all benefit
from accurate information relating to assets.

Service Measures Definition

a. Service Impact Measures (SIM) Ofwat introduced the Service Incentive Mechanism
(SIM) in 2010 as a way of encouraging water
companies to improve their customer service.
b Customer Experience Measure (CEM) WIC measure to assess level of customer service.
c. Outcome Delivery Incentives (ODI’s) Each company has a set of Water Industry wide
and company specific outcomes that they must
deliver. They are underpinned by the Outcome
Delivery Incentive (ODI) scheme, introduced to
ensure that benefits are realised and delivered
within the agreed timeframes.
D Overall Performance Assessment WIC measure of overall performance.
(OPA)
c. Customer Measures Customers of Water and Waste Water companies
are entitled to a Guaranteed Minimum Standards of
Service.
d. Total Expenditure This is where water companies have to invest on
the basis of the total asset lifecycle rather than
separation by capital and operational cost.
e. Market Reform This introduces the ability for non-household
customers in England and Wales to be able to
switch their supplier of Water and Waste Water
retail services from April 2017. Retail services
include handling customer queries and complaints,
billing and meter reading.
f. Capital Efficiency Capital efficiency involves delivering the same
outputs to customers at a lower cost.

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Regulator Targets supported by BIM

Regulator Targets Description

a. Equity investment linked to quality Better asset information supports the business
business plans. plan, asset condition and performance data.
b. Risk and uncertainty management – Better data allows scenario modelling in the virtual
flexibility. world.
c. Efficiency. Construction cost saving. Opex savings through
better asset data moving away from reactive
O&M.
d. Resilience, hard and soft Better modelling to scenario plan and also better
infrastructure. data to recover from unplanned incidents.
e. Customer engagement. Data and information to inform about incidents
and show in virtual reality, planned activities.
f. Greater use of markets >£100m Better asset data knowledge gives confidence to
projects. investors.
g. Water Industry competition. Data about asset supports competition.

5.2 Customer Benefits

BIM applied in operations and project delivery will produce benefits to the end customer in
particular:-

a) Utilising digital technology to engage with customers to inform them of future works and
illustrate activities using virtually reality techniques.
b) Improved communications to keep customers informed of unplanned interruptions.
c) Improving the level of service as asset maintenance becomes less reactive thus reducing
interruptions, sewer flooding and impact on the environment.
d) Greater flexibility, resilience and risk management based on quality data to model and react
to events resulting in improved levels of service.
e) Efficiency in lifecycle costs management in asset creation and operations will assist in
controlling customer bills.

5.3 Operational Benefits

BIM enables benefits to be realised in key areas of focus for the water sector including Health and
Safety and Customer. Health and Safety benefits include being able to rely on the data which results
in a safer working environment. Access can be provided in the field to current records. Digital
models can be used to simulate and rehearse maintenance activities.

a) Being clear about what information is required and why, makes it less complicated and
demanding for operators and maintainers to maintain asset information.

Ensuring the digital asset mirrors the physical asset, sometimes called the ‘digital twin’, means
that Operators and Maintainers only need to provide minimal information during the asset

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BIM4Water Owner Operator Guidance Document – Issue No.1 V5.2.1 July 2017

lifecycle. This simplifies the demands on the operators and maintainers as well as any data
capture application being used.

b) Enable proactive maintenance and planned interventions.

Alignment of the digital asset and Telemetry & Automation (T&A) with the physical asset,
means that maintenance strategy can be better targeted based on the assets performance and
function within a process.

c) Making the data more user friendly with a better understanding as to why it’s important. The
Management of Change (MOC) of asset information is critical in supporting the asset lifecycle.

Providing operators and maintainers with a semi-automated data capture validation tool rather
than requiring them to understand the hierarchy and codes used within the digital asset
inventory, will increase the volume of asset change information and maintain the quality of the
information.

d) Quality data enables better performance management.

Good quality trusted information increases the confidence of Owner Operators in the
performance of their assets. The digital asset being a mirror of the physical asset provides
evidence for and confidence to make interventions in collaboration with their Supply Chain.

e) Earlier data gathering, “Soft Landings” and delivery to the Owner Operator during project
development, results in less data handling, increased re-use leading to project, programme,
commissioning and handover efficiencies.

The organic approach of “Soft Landings” allows Owner Operators to be proactive in preparing
for the built asset rather than reacting at the commission and handover point. There is evidence
that suggests that the “Soft Landing” approach significantly enabled on-time delivery of
projects, commissioning of the physical asset and handover of the digital asset.

f) Early validation of what is on site and what is in the asset inventory within the scope of the
project has three benefits.
• Firstly is that the project is working with accurate asset information which reduces the risk
of flawed options being proposed.

• Secondly, because the digital asset drives maintenance activity, an accurate asset inventory
reduces the risk of despatching maintenance work for assets that are no longer in service.

• Thirdly, there is time saved in not having to resurvey existing assets for every new project.
The digital record is a “digital twin” of the physical asset.

g) Common standards allow the repeatability of information.

Common standards allow a high degree of automation for transferring and then maintaining
the digital asset during the asset lifecycle. Data transfer becomes simpler with significantly

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reduced manual intervention and “hand-cranking”. This in turn leads to better information
quality and a simpler governance process.

h) Clearer understanding of data needs and the right information.

There is evidence that suggests that traditional paper based Operation & Maintenance Manuals
(O&M’s) contain so much information that it is often difficult for operators and maintainers to
easily find what they are looking for. Clarity of information needed to support the asset over
its lifecycle allows focus and governance to be simplified.

Identifying the optimum project milestones for delivery of asset information allows project
delivery milestones to be achieved in a more timely way. In addition operators and maintainers
can more easily find the information they need to oversee the optimisation of asset
performance.

i) Better information enables mobile/agile working. Mobile working enables quicker data returns
and a more accurate digital asset.

Moving from paper to digital information provides an opportunity to streamline operational

business processes. Digital information requires culture change to value information and embed
the discipline to follow process & standards, including the need for validation steps and
assurance. Poor information and data hinders this transition and experience suggests it actually
makes the process more error prone rather than simpler. Improved data would reduce the
proportion of jobs sent to operators and maintainers that are unnecessary because of an
inaccurate digital asset register. Improved data will ensure some assets currently missing from
registers get the maintenance they should get.

j) Linkage of information through to the Supply Chain

Linking Owner Operators to their Suppliers allows access to a greater depth of both operational
and technical knowledge. This reduces interim hand-offs which allows a more streamlined and
faster process and resolution. This has significant operational and customer benefit.

Future, commercial models could emerge where suppliers provide equipment to deliver a
service and guaranteed Level of Availability (LoA), rather than just providing the equipment
and “walking away”.

k) Improved governance of information leading to improved assurance for the business, its
regulators and investors.

The ability to show a robust approach and process to the governance of information allows
Owner Operators to authenticate their proposals. There is evidence that this can have a positive
impact on regulatory allowances for Capital Maintenance.

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5.4 Project Delivery Benefits

In the project delivery phase Health and Safety benefits are already being seen through digital
rehearsals and the enabling of offsite manufacture. Design for Manufacture and Assembly (DFMA)
is supported by the use of 3D models. BIM is a key enabler supporting lean construction. The digital
planning and 3D visualisation in design are encouraging early engagement of suppliers,
constructors and operators which supports ‘right first time’ thus reducing rework.

a) Collaboration enables improved understanding and visibility of the impacts of decisions with a
reduced risk of unsuitable interventions and unnecessary design rework.

b) If the Digital Asset is up-to-date, there is a reduction in resurvey costs and less waste.

When projects provide accurate and relevant asset information and operators maintain this in
a simple way during the asset lifecycle, the practice of continually resurveying sites to validate
the Digital Asset against the Physical Asset is reduced. This continual resurveying tends to be
a “hidden cost” within the overall Design phase but which has a negative impact on Capital
Efficiency.

c) Moving from Project Centric information to Asset Centric data with connected information
models, removes duplication of project information collection.

Projects often operate in a silo environment. This is reinforced by a governance process that
measures their delivery progress (outputs). The consequence of this is that where a repeatable
solution or intervention involving the same assets and information is being delivered, the same
information is delivered by the different projects. This replication is wasteful both in terms of
time and cost, harms Capital Efficiency and adds significantly to the quantity of information
that Owner Operators are required to manage and maintain during the asset lifecycle.

Asset data progressively handed over results in faster, more effective commissioning start up.

d) Proactive data management allows more automated data handling with an ensuing
improvement in data quality leading to greater confidence.

For example, upstream (engineering) attention to data quality during data capture and the
introduction of basic validation tools will allow increased automation and self assurance.

On the horizon is the convergence of Information Technology (IT), Engineering Technology

(ET) and Operational Technology (OT). The intention is to use Information Technology to link
the Engineering and Operational phases of the asset lifecycle.

e) Telemetry and Automation (T&A) is a vital operational tool for monitoring asset condition and
performance. In the future this will also embrace the sensors feeding through from the
“Internet of Things” (IoT) and which is also a driver of the convergence of IT/ET and OT.

Many projects add additional capacity for their proposed design. Accurate digital Telemetry &
Automation (T&A) assets has the potential to ensure sufficient bandwidth to accommodate the

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monitoring and signal points for proposed solutions, by reuse of existing capacity. In addition,
redundant monitoring points often allow for a reduction in licences with a reduced cost.

6. Golden Rules

Golden Rules define the “must haves” that supports the sustainability of BIM across the asset
lifecycle.

a) Have a clear Data Strategy and Governance down to Asset Maintenance Level

The objective is to develop a clear BIM strategy which covers the lifecycle of the asset and
follows the principles of PAS1192. Ensure the data strategy aligns with PAS1192.

b) Follow the Water Owner Operator Guidance Document Applying the Principles of
PAS1192

Follow the guidance in this document originally drafted by the Water Owner Operator
companies. The principles of PAS1192 lay out areas of cohesion and common standards that
can be applied or adapted across the Water Sector.

c) Engage with Internal and External Stakeholders Regarding the Benefits of BIM

Collaboration between the Capital Delivery and Owner Operators is imperative to embed the
adoption of BIM. This will require engagement with all stakeholders through the capital delivery
and operations phases of the asset. This reduces risk and ensures the most appropriate
interventions are made on the asset.

The implementation of a jointly signed project BIM Execution Plan ensures that all parties are
clear on the scope of the intended solution simplifying the commissioning and handover
process.

Within organisations, a lot of projects are developed in silos but no one has yet set out a
framework for others to work to. Doing this ensures that organisations have a clear data
strategy that everyone works to. Identification of roles with responsibility for information
management give a focus. This strategy would need to be specific to the organisation e.g.
could be different dependent upon procurement and commercial strategies etc.

d) Clarity about WHAT Data is Needed, WHEN it is Required and in WHAT Format

Information needs in line with the principle of “Soft Landings” must be defined. This organic
exchange of data and information (“Soft Landings”) during a project between both the delivery
community and the Owner Operator will allow the Supply Chain to deliver efficiencies. E.g. 90%
of the information about an item of equipment will be known at the point of placing an order.
This means there is no need to wait until handover.

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This recommendation has an impact on internal policies and processes which will need to be
modified. The current practice of the same information being required but provided differently
for each water company is inefficient.

Managed data and information gives clarity of consequences and results (e.g. asset
performance outputs) as well as the satisfactory outcome of the completion of fabrication and
assembly.

Currently projects deliver an O&M manual as an “output” whereas what is important is an

“outcome” of effective and efficient O&M activities. The O&M manual is a relatively easy output
to measure. Thought should be given to whether the O&M manual is the best way to achieve
that outcome.

Information requirements also applies to the Repair and Maintenance activities so clarity is
required on what data is required to satisfy the delivery of these activities. This should be done
in the Employer’s Information Requirements (EIR)4 and Delivery Process referred to in Building
Information Modelling (BIM) terminology as the Digital Plan of Works (DPoW).

e) Provide Refreshed Simple Data Flows and Data Exchange Process

The introduction of “Soft Landings” and clarity of information requirements enables standards
to be defined with an associated simplification of data flows.

f) Establish a Common Data Environment (CDE) to Exchange Data and Enhance

Interoperability

Although Owner Operators across the Water Industry have different digital inventories for
facility and spatial data and information, projects should share a common environment enabling
improved visibility and consistency of asset and facility information, reducing replication and
simplifying the transfer of information to and from the Owner Operator. The CDE should be
designed to PAS1192 and have appropriate governance during its operation aligned with
enterprise systems.

7. Areas to consider for action when implementing BIM

The following represent key learning points and best practice for implementing BIM to achieve the
benefits, with the object being to avoid pitfalls and work to a common framework. As all
organisations differ these will need to be considered and tailored to individual circumstances.
Organisations which develop a BIM strategy and implementation plan have a roadmap and
framework to guide development.

4
Employer’s Information Requirements and other BIM terms are explained in Section 8.

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Procurement and commercial arrangements should be revised to ensure that collaboration which
is a primary aspect of BIM implementation is encouraged.

a) The construction of a 3D Model is not essential. BIM is primarily the implementation of revised
business processes and information standards.

b) Resources should be dedicated for a period of time to coordinate implementation activities. The
implementation of BIM requires good communication, as well as organisational and cultural
change. The use of specialists in this area would be beneficial.

c) Leadership at Board level is essential giving gravitas to this change to BIM delivery processes.
Commitments are required to develop people with new digital skills.

d) Carry out a validation of the digital asset against the physical asset prior to optioneering. Many
delivery projects already carry out a site survey as part of information gathering and risk
reduction. This must be shared with the Owner Operators rather than retained for the projects
sole use.

e) Introduce strong Owner Operator representation early in the optioneering and detailed design
stages. BIM endorses this strong collaboration between Operations, Maintenance, Design and
Supply Chain. This benefits all parties and delivers a better outcome for the asset lifecycle.

f) BIM is primarily about business processes. Review delivery milestones for “Soft Landing”
opportunities between both Delivery Partners and Owner Operators. Typically, opportunities
exist once a single solution has been agreed and again once detailed design (this is the richest
opportunity) has been completed. Projects should aim for 90% of asset information being
available to the Owner Operator before construction begins.

g) Review Owner Operator sub-processes. If the prime Delivery process changes then the Owner
Operator processes will also have to change e.g. Maintenance, Telemetry & Automation (T&A),
Asset Register Custodians and Supply Chain. At the same time, better information from Repair
and Maintenance is vital in keeping records up-to-date.

h) Investigate possible mobile data collection tools that reduce the use of manual and paper
systems and associated hand-offs as well as supporting improved validation and downstream
data quality.

i) Review the delivery and handover governance process. The transition from paper driven to
digital information delivery means that traditional governance processes will need to be
adapted.

j) Plan to incorporate core Owner Operator digital asset and hierarchy values into upstream
design tools. This supports the alignment between the Owner Operator digital asset inventory
and a project Common Data Environment (CDE). This also helps to identify at an early stage if

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changes in the EAM/ERP Owner Operator digital asset inventory will be required.
Interoperability and information exchange are key factors to consider.

k) Review core operating information delivered by the design process (e.g. Duty, Mode of
Operation, Design Flow, Design Tag No. etc.) being carried forward into the downstream Owner
Operator digital asset inventory. This again helps to align the upstream and downstream digital
environments and supports the Management of Change (MOC). A shift is required to deliver
asset centric data rather than project centric documents.

l) Consider BIM as part of the overall Enterprise moving to a digital operation for information and
data management. Elements crossing several functions include storage, process review,
security, standards review, training and communication, supporting cultural change and better
information management. It is not possible to deliver all instantly but it is useful to review BIM
in a wider context.

m) Consider incorporating Original Equipment Manufacturers (OEM’s) information delivery at the

procurement stage rather than following delivery to site or project closure. Review the content
and structure of Operation & Maintenance manuals (O&M’’s). In a digital world, the traditional
paper manuals and structure will not be appropriate or useable.

n) Review file and document naming to support digital distribution. Random file and document
naming may be sustainable in a paper driven environment but will be almost impossible to use
in a digital world.

o) Ensure that the supply chain is fully engaged with BIM and fully understand the benefits,
processes and requirements for the delivery of the digital asset in addition to the physical one.

p) Provide a defined set of requirements for the delivery of documents and data considering native
files types and other file types required by the organisation.

8. Water Industry Interpretation of PAS1192

The purpose of this section is to provide guidance to Water Industry practitioners how BIM4Water
has interpreted the definitions set out in PAS 1192.

The Water Industry reviewed the key components of the PAS1192 framework and agreed the
common documentation from each company that would align with the different elements of this
framework.

PAS 1192 is essentially a specification for information management. There are some key building
blocks in PAS 1192 which are illustrated in the diagrams below and explained in the table that
follows.

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Note: Building Information Modelling (BIM) Standards are freely available on the British Standards
BIM Level 2 website5

5
http://bim-level2.org/en/standards/

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Figure 5 – PAS1192 Information Management across the Owner Operator and Asset Delivery Adapted from PAS1192:3 Figure 4

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Figure 6 – PAS1192 Building the Information Model from Project Delivery to Operation. Adapted from PAS1192:2 Figure 2

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The table 1 below provides a broad interpretation of PAS1192 and what the Water Industry believes
to be their equivalents. This table captures the individual Owner Operator definitions and are not
common across all organisations.

Formal Building Information Modelling (BIM) Water Industry Owner Operator Group
Definitions6 Interpretation
1. Organisational Information Requirements (OIR)
Organisational Information Requirements (OIR) The information required to generate:
describes the information required by an organisation
for asset management systems and other • Strategic Direction Paper 25 year look
organisational functions. That is, they are ahead.
organisational-level information requirements rather • 5 year Business Plan including targets.
than asset-level or project-level information • Company aims and values, vision and
requirements. purpose.
• Asset Management policy and strategy.
• ISO55001 accreditation.
• ISO 9001, 14001, 18001 certification.

2. Asset Information Requirements (AIR)

The information required for an Asset Information The information required to populate the Digital
Model (AIM) is defined in the Asset Information Asset Inventory:
Requirements (AIR). This should be developed from
Organisational Information Requirements. • Asset Management Plans.
• Asset Inventory data and information
requirements by asset type, including
operations and maintenance data.
• Asset standards.
• Handover requirements.

3. Employer’s Information Requirements (EIR)

The employer’s information requirements define the Information required by the Owner Operator
information that will be required by the employer from from a project or programme of work to develop
both their internal team and from suppliers for the the project(s) and to operate the assets:
development of the project and for the operation of
the completed built asset. • Delivery plan including BIM Execution Plan
incorporating the Master Information
Delivery Plan (MIDP).
• Reference information from the Asset
Information Requirements (AIM).
• Specify data and formats linked to Asset
Information Requirements (AIR).
• Use of Common Data Environment (CDE).

6
Definitions have been based on information on the following websites.
www.bimtaskgroup.org/bim-eirs/
www.designingbuildings.co.uk/wiki/Employer's_information_requirements_EIR

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4. Digital Plan of Works (DPoW)

The Digital Plan of Works is the articulation of the Stage based project delivery process setting
project delivery stages and the level of detail/definition out:
that needs to be delivered by each supplier/discipline
to the employer at any point in time. • Information required by the Owner
Operator at each project milestone (data
drops/soft landings).
• Level of Definition at each stage.

5. Common Data Environment (CDE)

The Common Data Environment (CDE) is the single Single source of project information. There is a
source of information for the project, used to collect, Common Data Environment (CDE) related to
manage and disseminate documentation, the the project phase associated with the Project
graphical model and non-graphical data for the whole Information Model (PIM) and a Common Data
project team (i.e. all project information whether Environment (CDE) related to the asset
created in a BIM environment or in a conventional data operation phase associated with the Asset
format). Creating this single source of information Information Model (AIM). The PIM CDE and AIM
facilitates collaboration between project team CDE perform different functions however could
members and helps avoid duplication and mistakes. be set up as single CDE or two CDEs with
information exchanged.

• Facilitate collaboration.
• Recognition that Metadata is crucial.
• Frequent and timely sharing, using
document and data revision codes (PAS
1192).
• Data governance.
• User Training.
• Connectivity and accessibility.
• Accountability.

6. BIM Execution Plan (BEP)

PAS 1192-2:2013 proposes the creation of a BIM Defines the delivery of the project digital
Execution Plan (BEP sometimes abbreviated as BxP) information:
for managing delivery of the project.
• Incorporate as part of project execution
A pre-contract BEP is prepared by prospective plan to avoid duplication.
suppliers, setting out their proposed approach, • Supplier response to the Employer’s
capability, capacity and competence to meet the Information Requirements (EIR).
Employer’s Information Requirements (EIR).
Note: This can be incorporated as part of a
Once the contract has been awarded, the successful “Project Execution Plan” or be a separate
supplier then submits a further BIM Execution Plan document.
confirming the Supply Chain’s capabilities and
providing a Master Information Delivery Plan (MIDP).
The MIDP is the primary plan setting out when project
information is to be prepared, by whom, using what
protocols and procedures.

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7. Project Information Model (PIM)

PAS 1192-2:2013 describes the Project Information Technology used by the project team to
Model as the “…Information model developed during manage information:
the design and construction phase of a project”. The
requirements for the Project Information Model are set • The Water Industry may not be concerned
out in the Employer’s Information Requirements (EIR) with the detail but they are interested to
and at Level 2, it is likely to consist of a federated ensure the information required by the
building information model, non-graphical data and Employer’s Information Requirements
associated documentation. The Project Information (EIR) is delivered from the Project
Model is developed progressively, first as design intent Information Model (PIM) to the Asset
then a virtual construction model. Information Model (AIM). Examples may
include:
• Construction Pack.
• Change log.
• Commissioning Pack.
• H&S Files.

8. Asset Information Model (AIM)

The Asset Information Model is a model that compiles Owner/Operator Asset Information Systems
the data and information necessary to support asset used to operate and maintain the assets. For
management, that is, it provides all the data and example:
information related to, or required for the operation of
an asset. • Master digital repository for asset
maintenance data
• Master digital repository for facility data.
• Master digital repository for spatial data.
• Master digital repository for document
storage and management.

9. Master Information Delivery Plan (MIDP)

The Master Information Delivery Plan sets out the Owner/Operators require confirmation from the
specific information to be delivered during the project. contractor of the data that is to be provided
This feeds into the BEP. during delivery and at handover.

10. Soft Landings

The term “soft landings” refers to a strategy which is The smooth hand over of information to enable:
adopted to ensure the transition from construction to
operation is “bump-free” and that operational • The population of the various digital asset
performance is optimised. inventories and maintenance systems.
• Timely delivery of operator training and
This transition needs to be considered throughout the commissioning.
development of a project, not just at the point of
handover. This should include agreement to provide
the information required for Maintenance, Telemetry
& Automation, Commissioning, Training, and Facilities
Management and so on.

Table 1 – Water Industry Interpretation of PAS1192

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9. Future Opportunities and Benefits for Project and Operational

Digital Operating Manuals
Digitising construction is challenging because buildings, plant, infrastructure and non-infrastructure
processes have traditionally been bespoke developments with little opportunity for production runs
or standardisation. Water and Waste Water processes are however relatively well defined with
many interactions between assets, users and customers.

A future vision of a mature digital economy would be the transition to a Digital Built Water and
Waste Water framework, which delivers high performing assets, exceptional Owner Operator value
and a knowledge base that enables “Smart” Infrastructure and Non-Infrastructure assets and
processes. In the future sensors referred to as being part of the Industrial Internet of Things (IioT)
will be linked more closely with O&M activities providing data which can be analysed to inform
interventions. This would provide:

9.1 Owner Operators

a) Earlier understanding of maintenance requirements and implications.

b) Financial savings as a result of better connectivity across systems and with reduced manual
effort.

c) Asset information generated and delivered earlier resulting in easier milestone approval and
handover.

d) Freeing up the resources due to improved automation currently spent manually re-capturing
asset data.

e) Reduced hand-offs because of better connectivity and supporting processes.

f) Placing Operations and the desired outcome of delivering a service to customers, as the focus
of Better Information and Data Management.

9.2 Projects
a) Consistent structure, quantity and quality of asset information generated from the design tools
rather than built by hand, leading to a reduction in associated effort.

b) Extends the advantages of Package Based Delivery and Standard Products.

c) Earlier provision of information from suppliers and manufacturers due to collaboration through
the Supply Chain. This enables a reduced “cost of change” as a result of early Supply Chain
engagement.

d) Reduced effort to create the digital version of O&M because of supplier integration and earlier
availability of asset information during the design process.

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Whilst 3D Models provide a particularly rich information set they are not essential for better information
management. However, 3D Modelling enhances operational integration and reduces delivery and
operational risks. In addition, visual models can also provide an intuitive route to O&M information.

10 Opportunities For Collaboration and Sharing of Best Practice

A number of areas have been proposed as possible areas for alignment and sharing across the
Water Industry. These are shown in Table 2 below. The purpose of this collaboration would be to
streamline and reduce inefficiency across the Water Industry and its Suppliers. The suggestions in
the table 2 below have been ordered in terms of priority and achievability across the water
companies. This prioritisation will be kept under review based on experience, feedback from
stakeholders and achievability. It is essential that competition is not compromised and British Water
have agreed to act as independent facilitators to ensure no collusion could be construed.

Collaboration Area Explanation

a) Water Sector definition The Water Industry has agreed a definition statement as an
statement of BIM. initial part of this collaboration. This demonstrates the
commitment to succeed in finding common ground.
b) Follow the principles of Currently, PAS1192 primarily covers the “built environment” and
PAS1192 rather than rigid does not therefore cover all the needs of the Water Industry.
compliance.
However, PAS 1192-2 provides the framework for collaborative
working and information management and adopting the
principles would be of benefit to the Water Industry and its
Supply Chain.

Information that is inaccurate, incomplete and ambiguous can

result in additional capital delivery costs of 15-20% (The UK
Government Construction Strategy).

In a collaborative working environment, teams are asked to

produce information using standardised processes and agreed
standards and methods. This is to ensure the same form and
quality, enabling information to be used and reused without
change or interpretation. A participant insisting on “my
standard” is not tolerable in a collaborative working
environment.

The benefits of working in this way can include fewer delays and
disputes within the team, better management of project risk and
better understanding of where costs are being incurred.

PAS 1192-3 provides a framework alongside ISO55001 for

improved information management through Asset Management
and Operations. There is an objective to understand and follow
these principles of good practice across the asset lifecycle.

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c) Product Data Templates Product Data Templates (PDT’s) are designed to introduce
(PDT’s) and WIMES. consistent product data across the Supply Chain within a given
category of construction and Water Industry manufactured
products.

Many industries outside of the Water Industry use similar assets

and require similar information. It is believed that industries such
as Petrochemical and Nuclear are significantly more mature than
the Water Industry and there may be benefit in benchmarking
these and other sectors.

d) Asset Hierarchy / Naming Water & Waste Water treatment processes are generally
conventions e.g. Uniclass common across the Water Industry. This means that common
2015. Plant hierarchies and naming conventions could be agreed.
Uniclass 2015 is a universal classification system for the
construction industry which could be updated to include Water
& Waste Water processes.

e) Standards, Computer Potentially, these could cover commonality (but allow for
Aided Design (CAD), 3D exceptions) across:
Models, Process &
Instrumentation Diagrams • Technical Literature and project documentation naming
(PID’s) Symbology. conventions.
• Computer Aided Design (CAD) layering conventions.
• 3D Model Levels of Detail (LOD)7 during the design and
approval process.
• Process & Instrumentation Diagram symbology.
f) Standard Products (not Traditionally, the Water Industry has designed, assembled and
asset standards). delivered assets, plant and facilities in isolation to each other.
However, the recognition that this results in unnecessary cost
and often expensive delivery and operationally bespoke
solutions, has led to collaboration on Standard Products e.g.
Pumping Stations. This should be extended and incorporate the
design criteria agreed within the WIMEs specification.
g) BIM enabled Design for Standard design, manufacture and assembly mean that the
Manufacture & Assembly associated information should also be the same across the
(DfMA) Supply Chain. This would significantly reduce the replication of
information across Water Industry’s and the Supply Chain.
h) Common language. Water & Waste Water treatment processes are generally
common across the Water Industry. There is no reason why the
language used should not be the same.
i) Standard Employer’s 80% of the information relating to physical asset characteristics,
Information performance and maintenance regimes will generally be the
Requirements. same across the Water Industry. This implies that 80% of the
information will also be the same. With the introduction of
Product Data Templates (PDT’s), it is entirely feasible that
standard employer information requirements can be defined.

7
Refer to PAS1192:2 Figure 20

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j) Common Data A Common Data Environment (CDE) for projects and

Environment. programmes will reduce replication at project level, allow a more
asset centric approach, simplify the transfer to Owner Operator
digital asset repositories as part of the Soft Landing milestones,
give increased visibility of what data and information has been
gathered and facilitates data governance and assurance.

Note: The Water Industry will not have a common set of tools
for a Common Data Environment (CDE) but each WaSC should
commit to have a Common Data Environment arrangement that
follows the principles of PAS1192. The arrangement will depend
on the specific WaSC’s contracting model.
k) Standard approach to 80% of the information required relating to physical asset
data capture. characteristics; performance and maintenance regimes will
generally be the same across the Water Industry. This suggests
that standard templates (and potentially formats) could be
defined and used across the Supply Chain.
l) BIM4Water and Dialogue with Ofwat has been started. It would be useful for
Regulators. BIM4Water to continue to promote BIM and the digital agenda
with Ofwat, WIC and Utility Regulator..
Table 2 – Opportunities for Collaboration and Sharing of Best Practice

11 Credits

Participants involved in the creation of this guidance document are:

Water Industry Representatives

Anglian Water Paul Gomez, Adrian Goldspink
DCWW Bleddyn Escott, Gary Smith
Northern Ireland Water Paul Davison
Northumbrian Water Colin Millington, Michael Overy
Scottish Water Sharon Hamilton, James Boyle, Robert Murray
Severn Trent Water Jason Dearlove, Danielle Cherry
South West Water Conrad Gillespie
Southern Water Tim Hands
Thames Water Dersh Patel, Lawrence Smith
United Utilities Garry Nodwell, Richard Ratcliff, Keith Fletcher
Wessex Water Eddie Rant
Yorkshire Water Richard Park, James Robson

Secretariat support is provided by British Water and facilitation by BIM4Water.

BIM4Water Andrew Cowell

British Water Paul Mullord, Marta Perez

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12 Additional Resources

• BIM Level 2 Standards are available on this link http://bim-level2.org/en/standards/ and

include:-
o BS 1192:2007 + A2:2016 Collaborative production of architectural, engineering and
construction information. Code of practice
o PAS 1192-2:2013 Specification for information management for the capital/delivery
phase of construction projects using building information modelling
o PAS 1192-3:2014 Specification for information management for the operational phase
of assets using building information modelling (BIM)
o BS 1192-4:2014 Collaborative production of information. Fulfilling employer’s
information exchange requirements using COBie. Code of practice
o PAS 1192-5:2015 Specification for security-minded building information modelling,
digital built environments and smart asset management
o BS 8536-1:2015 Briefing for design and construction. Code of practice for facilities
management (Buildings infrastructure
o BS 8536-2:2016 Briefing for design and construction. Code of practice for asset
management (Linear and geographical infrastructure)

• The AIR/AIM should set out the way in which the employer requires the information to be
delivered at the end of the project. The EIR has a template which the water industry should
endeavour to follow as far a practical.

• There are useful links to the standard template documents.

• EIR template http://www.bimtaskgroup.org/wp-content/uploads/2013/04/Employers-
Information-Requirements-Core-Content-and-Guidance.pdf
• BIM Execution Plan http://www.cpic.org.uk/cpix/cpix-bim-assessment-file/
• BIM Assessment Form http://www.cpic.org.uk/cpix/cpix-bim-assessment-file/
• Supplier IT Assessment form http://www.cpic.org.uk/cpix/cpix-supplier-it-assessment-
form/
• Resource Assessment Form http://www.cpic.org.uk/cpix/cpix-resource-assessment-form/

• HM Government Digital Built Britain published February 2015

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/410096/bis-
15-155-digital-built-britain-level-3-strategy.pdf

• Construction 2025: industrial strategy for construction - government and industry in

partnership published update October 2013
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/210099/bis-
13-955-construction-2025-industrial-strategy.pdf

• ISO 55001:2014 specifies requirements for an asset management system within the context of
the organization. https://www.iso.org/standard/55089.html

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