BIM & KM
Introduction
The construction industry in the UK has been subject to several significant reviews highlighting the necessity for continuous performance enhancement. Latham (1994) and Egan (1998) underscored this need. Subsequently, the Fairclough (2002) review emphasized innovation's role in construction. The Construction 2025 report (HM Government, 2013) pinpointed industry weaknesses such as integration, innovation deficit, lack of collaboration, limited knowledge sharing, and high costs due to underutilized technology. Learning and knowledge sharing drive innovation.
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Knowledge generated throughout project stages is invaluable for Architecture, Engineering, and Construction (AEC) organizations. Effectively capturing, storing, sharing, and maintaining knowledge is pivotal for successful project execution, organizational competitiveness, and survival. Knowledge Management (KM) systematically deploys an organization's knowledge to enhance performance. Knowledge drives competitive advantage, aids error avoidance, and fosters innovation. KM encourages improvement, tacit knowledge sharing, and best practice dissemination. ICT solutions have been embraced, aiding KM processes like online directories.
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Building Information Modelling (BIM) has revolutionized AEC project delivery. BIM enhances communication among stakeholders, identifies clashes, simulates construction sequences, and improves subcontractor interaction. BIM's centralized data nature allows capturing, storing, and sharing knowledge. Capturing knowledge during creation is vital. BIM spans project stages, making it effective for consistent knowledge capture.
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This research's focus is enhancing AEC project and organizational knowledge via BIM processes. Research objectives include reviewing KM and BIM literature, integrating BIM KM into existing practices, exploring perspectives on BIM KM, and evaluating BIM's knowledge management role. The research starts by defining information, data, and knowledge. Knowledge resides in individuals' minds and encompasses facts, concepts, interpretations, knowledge precedes data and information.
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Value of the research includes reviewing KM and BIM KM practices, gathering perspectives through data analysis, and demonstrating BIM's knowledge management role in a project stage. The findings can inform management strategy for BIM-based knowledge management.
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The research is structured as follows:
In conclusion, the UK's construction industry requires continuous performance improvement. KM and BIM are integral. KM practices are critical for AEC organizations, and BIM enhances project delivery. This research investigates BIM's contribution to KM enhancement, filling gaps in current practices, and enabling improved project and organizational performance.
Chapter 1: Part 1 - Knowledge Management
Chapter 2, Part 1 of the research project focuses on Knowledge Management (KM) and its various aspects, aiming to fulfill Research Objective 1 by critically reviewing existing literature. The chapter delves into the types of knowledge, KM processes, practices, and their shortcomings.
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The chapter begins with an overview of the fundamental assumptions driving KM. It highlights the pivotal role of knowledge in contemporary organizations, emphasizing its transformation into a key asset. The central assumption is that effective knowledge management can provide a competitive edge, especially with the rise of theoretical knowledge in post-industrial societies.
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The section explores taxonomies of knowledge, with a comprehensive breakdown of knowledge types, including tacit and explicit knowledge. Tacit knowledge, rooted in experience and actions, is vital in industries like construction, where unique challenges demand innovative solutions. Explicit knowledge, codified and articulated, can be stored and shared, contributing to structured documentation and guidelines.
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The chapter then discusses KM processes, providing a consensus on their nature while acknowledging variations in terminology across researchers. The processes include knowledge creation, validation, presentation, distribution, and application. The significance of addressing social aspects underpinning KM is highlighted, as socially constructed models more accurately represent KM's nature and effectiveness within an organization.
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The subsequent segment focuses on KM practices, such as traditional document management systems, Post Project Reviews (PPRs), Communities of Practice (CoPs), Lessons Learned Programs (LLPs), intranets, extranets, data and text mining, and groupware systems. Each practice is evaluated for its potential to address the challenges of knowledge fragmentation and retention. The advantages and limitations of these practices are discussed, emphasizing the need to capture, store, and share knowledge effectively.
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Shortcomings of current practices are identified, ranging from lack of timely knowledge capture to the absence of mechanisms for efficient storage and sharing. The challenge of retaining context and intentions behind decisions is highlighted, along with difficulties in tracking those involved in decision-making. The narrative aspect of case writing is acknowledged as a promising method for capturing tacit knowledge and conveying complex relational knowledge.
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The chapter concludes by suggesting that Building Information Modelling (BIM) could be the mechanism to overcome the shortcomings of current KM practices. It emphasizes that BIM can integrate fragmented construction information, enhancing KM processes and practices.
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In summary, Chapter 1, Part 1 provides a comprehensive evaluation of KM in the context of different knowledge types, processes, practices, and their limitations. It lays the groundwork for understanding how KM can be enhanced through the integration of emerging technologies like BIM. The identification of existing gaps and challenges underscores the importance of efficient knowledge management for organizational success.
Chapter 1: Part 2 -BIM-based KM
The provided text presents a comprehensive overview of Building Information Modelling (BIM) and its potential application in enhancing Knowledge Management (KM) across different stages of a construction project lifecycle. This section focuses on summarizing the key points discussed in this text while maintaining the essence of the content.
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Building Information Modelling (BIM) is a collaborative approach that involves digital models to represent accurate building information across various disciplines. It addresses challenges such as design clashes and lack of comprehensive project information by offering benefits like better visualization, improved collaboration, accurate cost estimation, and clash detection.
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The comparison between 3D CAD and BIM emphasizes that BIM contains semantically rich information in 3-nD integrated models, supporting multiple disciplines and stages of a building's life-cycle. Over the years, BIM has evolved from a conceptual approach to a practical system with capabilities in visualization and collaboration.
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BIM's parametric nature allows knowledge capture within the model itself, enabling effective Knowledge Management (KM). The text further dives into BIM processes for different project stages.
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During the design phase, BIM proves beneficial by facilitating collaboration among team members. Concepts like 'nD BIM' showcase the hierarchical complexity of building information. Notable examples include BIM's integration with knowledge management applications, custom tag tools for recording MEP design knowledge, and processes for risk management and integration of text documents.
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In the construction phase, BIM-based Knowledge Sharing Management (BIMKSM) systems support effective knowledge collection and sharing among contractors. BIM-based knowledge models are designed to integrate experience-based information and objects, aiding in problem-solving throughout the project life-cycle. Augmented reality (AR) and ontology methods improve defect inspection, while smart helmets enhance data visualization, work instructions, and remote expert assistance.
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For Facilities Management (FM), BIM assists in root cause analysis of failures and optimizing energy efficiency. The concept of a Building Management System (BMS) integrates BIM with fault detection and simulation, enabling proactive maintenance.
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The summary highlights that BIM-based KM processes address the shortcomings of traditional KM practices. BIM's ability to capture knowledge at its creation, its use in speech and text capture, and its visualization capabilities stand out as key strengths. The integration of BIM and KM in various project stages and contexts promises improved collaboration, problem-solving, and proactive decision-making.
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It's recommended that further research investigates the practical perspectives of BIM-based KM processes and their impact on KM practices. Additionally, exploring how BIM captures, shares, and maintains knowledge across a project life-cycle, as well as its integration into organizational KM post-project completion, could offer valuable insights.
Chapter 2: Part 1 - Research Methods
Chapter 2 of the research document focuses on primary research methods used for the study. The chapter begins by discussing the philosophical underpinning of the research, with a specific focus on adopting an interpretivist approach. The research philosophy and approach were chosen based on the nature of the research goals, which aim to explore and evaluate the use of Building Information Modelling (BIM) for knowledge management (KM) in the construction industry.
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The research criteria of reliability, replication, and validity are explored. While the "test-retest" method for reliability is excluded due to constraints, the importance of detailed procedures for replication is highlighted. Validity, encompassing measurement validity, internal validity, and external validity, is considered a crucial aspect of research integrity.
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The research strategy is outlined, including the case study, interview, and questionnaire methods. The case study method is preferred for in-depth exploration of how BIM aids KM on a project, utilizing documents and interviews as sources. Interviews are conducted with a BIM Coordinator from the Riyadh Metro Project, offering qualitative insights. A questionnaire is employed for quantitative data collection, employing Likert scale questions to quantify perceptions of effective KM practices and BIM processes.
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Sampling methods are discussed, with a purposive sample for case study and interview, and probability sampling for the survey. Primary data collection, including questionnaires and interviews, is described, emphasizing the researcher's control over data structure and collection.
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The chapter also delves into the framework for data analysis, covering both quantitative and qualitative approaches. Univariate and bivariate analyses are used for quantitative data, employing techniques such as frequency tables, diagrams, measures of central tendency, and tests of statistical significance. Qualitative data analysis utilizes analytical induction and thematic analysis for case study and narrative analysis for interviews.
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Ethical considerations are addressed, such as protecting company-sensitive information and participant rights. Lastly, the limitations of the research, like the unavailability of copyrighted project images, are mentioned.
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In essence, Chapter 2 details the comprehensive methodology adopted for the primary research, combining quantitative and qualitative techniques to investigate the role of BIM in knowledge management within the construction industry.
Chapter 2: Part 2 -Analysis of BIM-based KM survey data
The section titled "Analysis of BIM-based KM Survey Data" delves into the exploration and evaluation of perspectives on Knowledge Management (KM) and the utilization of Building Information Modelling (BIM) processes to enhance KM. To achieve this research objective, a survey questionnaire was administered to Arup UK employees, generating 87 responses, with 83 being fully completed and a 95% questionnaire completion rate. The data was then analysed to understand various aspects of KM and BIM.
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The survey respondents represented different sectors, project stages, professional experience, project values, and BIM experience, indicating the sample's representativeness of the organization's characteristics. The analysis was divided into three main parts: univariate analysis, bivariate analysis, and a discussion.
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In the univariate analysis, Likert scale questions were used to assess participants' perspectives on KM benefits, KM factors, KM processes and practices, and BIM-based KM processes. The responses were assigned mean scores based on the Likert scale, and the central tendencies were determined. The strongest KM benefits identified were smoother collaboration with external partners (4.11), better decision-making (4.04), and sharing of best practices (3.96). Similarly, strong factors that encouraged knowledge sharing included an open culture (4.42), the right tools (4.40), and support from senior management (4.40). Furthermore, processes and practices that could improve knowledge distribution included standardization (4.17), incentives for collaboration (4.05), and improving communication with external partners (4.01). BIM-based KM processes that were positively viewed included identifying construction processes and risks (4.07), managing data consistently (4.04), and increasing adoption of best practices (4.02).
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Bivariate analysis explored correlations between various nominal variables (such as professional experience, BIM experience, sectors worked in, etc.) and ordinal variables from the survey. Weak positive correlations were observed between certain variables. For example, using BIM for drawing production correlated with perceiving BIM as a consistent data management tool (Spearman rho = 0.400). Similarly, better communication with external partners had a weak positive correlation with increased BIM experience.
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The discussion summarized the findings, highlighting that overall views on KM and BIM-based KM processes were positive. Additionally, correlations suggested that as BIM experience increased, positive perceptions of KM processes related to communication and collaboration also increased. Notably, better decision-making emerged as a key benefit, with correlations indicating its positive association with various BIM-based KM processes.
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The study showcased that BIM-based KM processes could enhance existing KM practices, offering benefits like risk identification and improved communication. However, challenges were observed in codifying tacit knowledge. The study recommended further exploration of BIM in combination with methods like case writing to harness tacit knowledge more effectively.
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In conclusion, this section provided an in-depth analysis of survey data, revealing positive perspectives on KM and BIM-based KM processes. It highlighted correlations between variables and indicated the potential of BIM to enhance KM within the organization. However, challenges in codifying tacit knowledge were also acknowledged. The section laid the foundation for understanding the relationship between BIM and KM and suggested avenues for future research.
Chapter 2: Part 3 - Case Study
The presented case study focuses on the utilization of Building Information Modelling (BIM) in the management of knowledge during the design stage of the Riyadh Metro Project in Saudi Arabia. This case study demonstrates how BIM technology has been effectively used to enhance the sharing, transfer, reuse, and maintenance of knowledge throughout the project's life-cycle.
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The Riyadh Metro Project is a substantial transit system construction effort in Riyadh, Saudi Arabia, aimed at addressing the needs of a growing population, reducing traffic congestion, and improving air quality. The project includes the design and construction of multiple metro lines and stations, with Arup's involvement in the architectural, structural, mechanical, and electrical engineering aspects of 15 stations.
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The project's team was geographically distributed across several global locations, creating the challenge of maintaining consistency and commonality across various stations' designs. BIM tools like Revit, Rhino, AutoCAD, MicroStation, Navisworks, Solibri Model Checker, and CASE Issue Tracker were employed to overcome these challenges and enhance knowledge management.
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Several key aspects of knowledge management through BIM were highlighted in the case study:
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1. Standardized BIM Models: The project team developed standardized "box" models representing underground components that were common across multiple stations. These models were developed centrally and reused across stations, leading to consistent design solutions and substantial time savings.
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2. Communication of Changes: BIM tools like Solibri Model Checker were used to compare models and track changes efficiently. This automated process enhanced communication and helped maintain up-to-date knowledge for the project team.
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3. Detail Design and Drawing Production: BIM technology facilitated the creation and reuse of detailed design information. Linked views in Revit enabled the sharing of annotations and graphical elements, significantly reducing the time and effort required for drawing production.
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4. Project Guidance and Documentation: A comprehensive Project and Revit guide was developed and updated to provide design and modelling guidance to the project team. This document contained references to videos, Revit families, and external documentation, ensuring consistent and effective knowledge sharing.
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5. Project Closeout and Knowledge Transfer: Strategies were in place to capture the knowledge generated during the project for future use. Content models were uploaded to a content management system, enabling knowledge sharing across the organization even after the project's completion.
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The case study revealed how BIM can serve as a Single Source of Truth, allowing knowledge to be created once and cross-referenced throughout the project. This approach not only promotes consistency in design but also improves efficiency and accuracy in various stages, including design analysis, drawing production, detailed design, and project communication.
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While the case study focused on knowledge management during the design stage, it is suggested that extending BIM processes to other stages of the project, such as construction and facility management, could further enhance efficiency gains and improve knowledge capture and transfer.
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In conclusion, the Riyadh Metro Project's case study demonstrates the significant benefits of using BIM technology to manage knowledge throughout the design stage of a large-scale infrastructure project. The strategies implemented for sharing, reusing, and maintaining knowledge have the potential to set new benchmarks for future BIM-driven projects within the organization.
Conclusion
The research concludes by addressing its four main objectives, discussing findings, recommendations, and avenues for further research. Firstly, the study evaluated existing literature on Knowledge Management (KM) and Knowledge Management practices, identifying various knowledge types and processes. It found that KM drives innovation, enhances client relationships, and increases productivity. Explicit and tacit knowledge were recognized, with the latter being best captured through case writing. Existing KM practices were critiqued for lacking prompt knowledge capture, essential for effective KM strategies. Building Information Modelling (BIM) was proposed as a solution for integrating fragmented construction information.
Secondly, the research assessed literature on BIM processes that enhance KM at different project stages. During design, BIM facilitated knowledge storage, cost estimation, and risk identification. In construction, BIM aided knowledge sharing and defect prevention. In facility management, BIM supported root cause analysis and maintenance problem solving.
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Thirdly, the study explored perspectives on KM and BIM-enhanced KM processes through a survey. Positive feedback was observed regarding KM benefits, processes, and BIM-based KM processes. BIM experience correlated with improved communication and collaboration. The importance of BIM as a single source of truth (SSOT) for consistent data management was emphasized.
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Fourthly, the research presented a case study of a rail project (RMP) to demonstrate BIM's role in enhancing knowledge sharing, transfer, and maintenance during the design phase. Effective planning and coordination resulted in significant benefits for cost, time, and quality. Recommendations included focusing on capturing explicit knowledge with BIM, especially for risk management, standardising processes, and increasing BIM experience to improve communication.
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Finally, the study highlighted areas for further research. It suggested investigating integrated "BIM-based knowledge modules" to manage knowledge across applications and exploring BIM's potential to capture and transfer tacit knowledge. A study gathering views before and after applying BIM-based processes to a project could determine if BIM enhances tacit knowledge management.
In conclusion, the research underscores the significance of KM and BIM-based processes in construction. It advocates for the strategic utilization of BIM to enhance knowledge management, improve collaboration, and drive overall project success. The findings and recommendations provide valuable insights for both academia and industry professionals seeking to leverage BIM for effective knowledge management in construction projects.