Standardizing the Practice of BIM
The UK Government has been moving toward a
BIM mandate for more than five years. In order to
communicate expected outcomes, the Government
produced Levels, each signifying a distinct and
recognizable milestones in the progress from drawing board to fully integrated information-rich model.
The Bew-Richards maturity model, named after it
authors Mervyn Richards and Mark Bew (Chair of
the UK BIM Task Group) categorize the types of
technical and collaborative working to enable a concise description and understanding of the processes, tools and techniques used.
Unmanaged computer-aided design (CAD), probably 2D. Specifications on
paper (or electronic paper) is the most likely way to exchange and share data.
2D and 3D modelling, with a collaboration tool providing a common data
environment and possibly some standard data structures and formats.
Information is likely being shared electronically and some collaboration
occurring between different parties on the design concept and presentation.
Level 2 BIM, which has just been mandated in the UK from April 2016, is
collaborative BIM whereby 3D information and associated documentation is
shared and exchanged among all members of the project team using standard data structures and file formats in a Common Data Environment (CDE).
A common data environment could be a project extranet for example and
information within the CDE is shared and distributed using agreed processes.
Unlike Level 3, which refers to an integrated BIM solution—for example, everyone working on a single model in the cloud—Level 2 is an assembly of distinct,
interlinked models produced by individual contributors. Known as ‘federation’
once interlinked, the models gives a completed picture of the asset.
When fully defined, Level 3 will be a fully open process and data integration
enabled by IFC and managed by a collaborative model server. Also referred
to as iBIM or integrated BIM. The notion of all disciplines working on a single model in the cloud.
The baseline requirement in many countries is—or will soon be—Level 2
operation and management capability.
Stefan Mordue is a senior technical consultant to the UK National
Building Society (NBS) and author of several books and articles about the
fundamentals and management of BIM.
the Periodic Table of BIM (Figure 1),
curated for the UK’s National Building
Society by Stefan Mordue. “The table
should prompt thinking about areas
of BIM readiness—technology, peo-
ple, and process—that may need your
attention,” Stefan says. “It is especially
important to see the big picture because
people adapt to change in different
ways and the people element is often
neglected when we talk about imple-
Some say that the adoption of BIM is
slowed only by the lack of professionals
with the skills, capabilities, experience,
tact, vision, and attitudes to shepherd
the flow of information across the plat-
form and the flow of communication
among so many professionals, subcon-
tractors, and administrative staff. For
that reason, BIM management training
and certification programs are now
Specifically the BIM Manager should
be able to:
• Identify the business case for BIM in
any project, taking into account ben-
efits, examining the drivers, function-
ality, and characteristics of a good
• Create an EIR (Employer's Information
Requirements) and BIM Execution
Plans including the process, content,
production, and evaluation
• Apply the processes and standards
applicable to the management of
information about an asset through-
out its lifespan.
• Identify who and how to engage with
the right stakeholders at each stage
of the project lifecycle.
• Articulate and manage the interaction of process, technology and people in a BIM environment.
• Apply the tools and techniques that
support enhanced collaboration
among the project stakeholders.
• Understand the technology and the
common data environment that supports BIM.
• Apply technology in one or more of
the following: geo-spatial, design,
cost, time, and facilities management