BIM KPIs

The third part of the early Facility Manager BIM KPTs selection approach involved cross referencing existing BIM KPIs against both the established core competences and early design target areas. It was decided that the best approach was to have a wide scope of KPIs that could help measure the complete BIM process, while also being able to concentrate on the role that the Facility Manager could occupy within the design. The reason for this was that the pilot involved a transparent environment where all pilot companies had open communication and access to each other’s work. This also resulted in an attempt to incorporate all professions into an IPD environment, which included the FM Team. As the FM Team would not normally be involved in a traditional process it permitted the opportunity for its early input and how it prefers the information to be delivered. This enabled the opportunity to investigate if the Facility Manager could play a role in other construction related areas outside of their normal environment.

The framework established by Barlish and Sullivan (2012), as previously described was adopted. The rationale for selection of this framework was due to both its relevance to the pilot and its simplicity. The framework was based on a review of over 600 sources of information were the suggested framework was proposed as the dominant framework methodology. This framework was easily applied within the pilot case study. This involved a five step process of establishing the KPIs, testing the metrics against case studies, evaluating the resultant information from the case study to quantify the benefits, provide conclusions from the data and validating the KPIs. Suni and Zhou (2010) previously described five primary BIM KPIs of quality, cost, time, safety and energy which were incorporated into the KPI selection. These headings were expanded to include sub KPIs as a result of interaction with the pilot team who requested particular areas of interest to be monitored.

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Table 7.1: Core competencies of the Facility Manager (IFMA) cross referenced with the actions of the FM team at a strategic, tactical and operational level (BSI 2007)

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Fig 7.10: Early Facility Manager BIM KPTs selection approach Revision 1

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Table 7.2: Cross tabulation of core competencies and early design target areas of the Facility Manager

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Fig 7.11: Early Facility Manager BIM KTIs selection approach Revision 2

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In regards to KPIs designed around BIM for FM, it was decided that the UK GSL KPIs would be used as a good starting point. The reason for this was that the literature review had established them as one of the strongest BIM for FM KPIs in practice. Another key reason was that the pilot had adopted British Standards (BS) 1192:2007. As a result, it was discussed with the pilot team that the BIM for FM KPIs should be UK relevant with the GSL the obvious choice. The three KPIs of Environmental, Financial Management, Functionality and Effectiveness would be included in the pilot. These performance criteria were further expanded. An example of this was the GSL KPI for “Functionality and Effectiveness”. The aim of this KPI was to measure what was achieved at the end of the whole process and for what purpose. This was more of a statement than an actual measurement criterion and, therefore, did not provide sufficient guidance. In regards to the Technology pilot, the “Functionality and Effectiveness” KPI was broken into two different sub KPIs of “maximising construction potential” and “maximising sustainability potential”. These sub KPIs were based on reviewed literature and findings from the primary research in regards to the Facility Manager’s contribution in the construction process.

The FM and construction team engagement will also need to be measured for value and barriers associated with the involvement of the Facility Manager with the design and construction team.

Taking into account all of this information, as well as all of the pilot aims and KPI suggestions, a set of proposed KPIs were forwarded to members of the pilot team which included the FM team. No suggestions for improvement were made and the pilot team was satisfied to progress with the agreed set of KPIs.

The understanding of early Facility Manager involvement and establishment of the KPTS was the key research objective. However, for the purpose of the pilot additional KPIs were established to measure the overall pilot progress. As the research was based on the Facility Manager’s contribution, only the relevant KPIs pertaining to this will be detailed. A full list of all the KPIs can be located in Appendix 4. The following FM related KPIs, as well as a selection of other relevant KPIs were chosen, so as to establish their contribution.

4D Technologies: Time and Safety (KPI 1 & 2)

 Time: This measured the benefits of using a 4D scheduling and planning approach and the possible reduction in the pilot programme.

 Safety: This measured health, safety and environmental considerations.

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5D Technologies: Budget (KPI 3)

 Budget: This will aim to measure the savings in regards to how the adoption of current technologies can result in savings for the project.

Early FM Involvement: Environmental, Financial Management, Functionality and Effectiveness, and FM and Construction Team Engagement (KPI 4, 5, 6 & 7).

 Environmental: The measurement of energy usage pre and post occupancy.

 Financial Management: The operational expenditure.

 Functionality and Effectiveness: This measured if the facility was fit for purpose.

 FM and Construction Team Engagement: This measured the value associated with the involvement of the Facility Manager with the design and construction team.

The KPIs detailed above examined a high level involvement of all professionals and were used to establish how the Facility Manager interacts with different professional disciplines when they get the opportunity to be involved earlier in the design phase of a building project. Figure 7.12 represents the final KPT selection approach which was used in the pilot to demonstrate early involvement of the Facility Manager.