that is inherently collaborative, so all
stakeholders were encouraged to discount how they have worked in the
past and think about how they could
work in the future—and what lessons
could be learned from other disciplines.
BIM allowed us to remain objective,
basing assessments on data-driven
often visual evidence.
“Furthermore, the total science program posed some serious problems in
relation to the available area within
the footprint of the site, so that lateral
thinking was required to accommodate
all the required facilities. It was clear
that we would have to interrogate and
challenge the normally accepted spatial
standards, which might create resistance within the scientific community.
However, working in BIM we were able
to convince the scientists that a 6. 2 x
9 meter primary lab module provided
a perfectly workable solution, within
which we could tweak the spacing
of desks and benches to suit specific
requirements. In this way over time we
could present options for small adjust-
ments across the board which allowed
everyone to weigh in on a variety of
viable options. Ultimately, we could
execute the whole without negatively
affecting the quality of science in any
one area and without leaving anyone
feeling sidelined or short-changed.”
BIM AS COLLABORATION AND
The management of BIM—comprising
key personnel such as Project Manager,
Design Lead, and Modelers and activities such as subcontractor management,
cost and schedule control—is not yet
standardized but is of paramount interest to, and a very meaty challenge for,
anyone considering a move to BIM.
For a big-picture look at the scope of
activity and responsibility a BIM project
manager can anticipate, take a look at
determine the most efficient sequencing
of operations and associated running
costs. And above all it allows us to
detect and avoid potential clashes that
could otherwise scupper the budget and
cause unavoidable delays.”
At the outset, David explains there
were four joint venture partners, each
a prominent medical research organi-
zation: the Medical Research Council
(MRC), Cancer Research UK (CRUK),
University College London, and the
Wellcome Trust. (Later, Imperial College
and King’s College joined as partners).
Initially, the partners debated the
research array that would most likely
achieve their common objective—that
of identifying the biology underlying
human health. The process of deciding
on the project's purpose was iterative.
“Scientists are typically passionate
and focused about their work, and have
very specific agendas,” David says, “but
the Crick represents a way of working
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