DEVELOPING is the state in which the programme starts to increase its activities to action elements and workstreams of the roadmap established in the MOBILISING state. During DEVELOPING, the requirements for digital are defined through the creation of the collaborative framework of standards and guidance. In this state, the programme will develop the collaborative framework by incorporating current existing best practice and international standards.
Like the MOBILISING state, DEVELOPING requires continued leadership and vision through communications. Communication with key stakeholders and industry is critical to the development of the collaborative framework. Communications in this state should be two-way, with a feedback loop to support a collaborative approach to the framework’s development.
The Global BIM Network Information Collection contains summaries and links to many examples of the outputs from DEVELOPING, which were prepared by different countries, states and organisations from across the world.
Overview of the common considerations and outputs covered in this section.
- Understanding the current state
- Balancing the adoption of existing approaches vs. local needs
- Defining an achievable maturity level that increases over time
- Engaging stakeholders
- Conveying a complex solution with simple ideas and messaging
- Collaborative Framework
- Standards and Norms
- Guidance & Templates
- Legal & Contractual Deliverables
- Learning Frameworks
- Events and Communications
Developing from the perspective of the network personas
Policy / Strategy
This persona would most commonly provide the leadership and governance within DEVELOPING.
This leadership role might also include providing the authority to convene appropriate stakeholders to support the development of the collaborative framework and call for the action of enabling organisations, such as national standards bodies.
This persona might also be responsible for the implementation of policy, legislative and regulatory interventions in preparation for the gradual introduction of change through IMPLEMENTING and SCALING.
Most of the actions within DEVELOPING will likely be taken by the Transformation Programme persona under the leadership and governance of the Policy/Strategy persona.
Aligned with the defined workstreams and core team roles, the elements of the collaborative framework will be developed to provide requirements and guidance to support the new way of working resulting from the transformation programme.
This framework would likely be developed with the involvement of different stakeholder groups to provide diversity of perspective and expertise, and to build commitment to the change.
Procurer, Owner, Operator
This persona is primarily concerned with the implementation of the change. This persona would likely be engaged as a representative of stakeholder groups, receiving communications from the other personas and giving input on the current state, collaborative framework scope and implementation needs.
During DEVELOPING, specific entities with this profile might also be selected to be early adopters of the transformation within the IMPLEMENTING state
Why is Developing important
DEVELOPING ensures that the new way of working introduced by the transformation programme is clearly defined and communicated. It ensures that obstacles are removed, so that new working practices can be implemented based on common principles which are relevant to the local context, understood by stakeholders and focused on creating value.
Understanding the current state
The current state analysis within DEVELOPING is typically focused on assessing the existing landscape of guidance and standards relating to BIM or wider infrastructure practice to understand the specific outputs which need to be developed, modified, withdrawn or referenced as part of the BIM collaborative framework.
This analysis might also look in more detail at the international standards landscape and review existing collaborative framework solutions from other countries, states or organisations to identify common practices and potentially accelerate local developments.
Balancing the adoption of existing approaches vs. local needs
While the scope of planned outputs for the collaborative framework is in development, it is common for programme teams to adopt an approach which leverages existing best practices and supplement it with interpretations, definitions and detailed documentation to contextualise international practice and define locally-specific extensions.
This mixed approach has the benefit of speed and confidence that comes from utilising proven solutions. It ensures that the collaborative framework is relevant and achievable locally.
Defining an achievable maturity level that increases over time
By specifying an achievable maturity level, the programme can identify a detailed definition of the desired future way of working, which can be adopted consistently and take into account the maturity of current working practices. This could potentially be used as measurement criteria for compliance, performance, or certification.
Identification of maturity level can help the programme to plan relevant communications and messaging to support stakeholder engagement and change management activities.
Long-term programmes might also specify multiple levels of increasing maturity or set out incremental approaches for gradually moving towards the defined ways of working.
An example of this is the ‘Common performance level for the implementation of BIM’ described within section 2.6.2 of the Handbook for the introduction of Building Information Modelling by the European Public Sector published by the EU BIM Task Group in 2017, which organises the characteristics of the maturity level to four core ‘definition areas’
Common performance level for BIM programmes. EU BIM Task Group 2017
The involvement of a wide range of stakeholders within DEVELOPING has two primary purposes:
Change Management – Involving stakeholders in the development process will ensure that the collaborative framework defines an achievable way of working. It will also build commitment and support for the transformation, leading to benefits for different stakeholder groups that are documented at an appropriate level of detail
Expertise – The diversity and detail of the outputs from DEVELOPING will need input from a wide range of experts from within the public sector, private sector and academia.
Conveying a complex solution with simple ideas and messaging
The introduction of BIM (and wider digital construction innovations) requires detailed exploration of a diverse range of complex subjects and the establishment of clear definitions. This is necessary to enable clarity and consistency but is not an ideal source of content for broad communications.
Repetition of simple, consistent messages can ensure a high level of awareness and enables a rapid understanding of the principles. This might be achieved with audio/video, infographics, vision statements and branded maturity levels.
Communications activities during DEVELOPING will likely involve regular promotion of the programme vision, the case for change, updates on progress, calls to action, and the publication and promotion of outputs. This will often involve organising or participating in events, regularly updating the programme website, and active promotion via social media.
Common outputs at this stage:
This is a collective term for the majority of outputs from DEVELOPING including:
(see examples in the Information Collection)
International and national standards are used to formalise common definitions and approaches as part of the collaborative framework. Standards are often one of the first areas of activity at the stage. The process of DEVELOPING, adapting, reviewing, and publishing standards is a rigorous and lengthy process. It is typically the responsibility of an entity which sits outside the authority of the transformation programme or lead public entity.
International standards related to BIM fall within the scope of ISO Technical Committee TC 59/SC 13
One of the main outputs from the DEVELOPING state is the creation of a variety of guidance and template documents. These will relate back to the standards established by the programme and provide a user-friendly tool to aid implementation in the next state. Guidance and templates can also provide additional sector-specific information which is not included within the established standards.
Legal & Contractual Deliverables
(see examples in the Information Collection)
The legal and contractual deliverables are the instruments which formalise the requirements established in the MOBILISATION state. These tools facilitate changes to contractual working processes and deliverables. Generally, these outputs relate to the procurement process and will be formed of protocols, contract addendums or newer forms of contract.
(see examples in the Information Collection)
The Learning Frameworks created within DEVELOPING provide a foundation for learning and capacity building with professionals across the public sector, private sector and academia. This might include roles and responsibilities, learning outcomes and curriculum frameworks aligned with the collaborative framework and desired maturity level. These frameworks might also be used as the basis for formal certification programmes.
Case Study Example
Preparatory work to enable the national BIM transformation programme, PlanBIM Peru commenced in 2018 through the publication of Supreme Decree N° 284-2018-EF allowing BIM and authorising the Ministry of Economy and Finance (MEF) to oversee the introduction of “collaborative methodologies for digital modelling of information, to improve the transparency, quality and efficiency of investments”.
The programme proceeded through JUSTIFYING and MOBILISING between 2019-2021 and commenced the DEVELOPING stage around June 2021.
Key Developing Outputs from PlanBIM Peru
Introductory Technical Note: Adoption in Public Investment (Nota Técnica de Introducción BIM: Adopción en la Inversión Pública)
The initial publication within DEVELOPING provides high-level guidance on the background and rationale for introducing BIM in public investment. It also identifies a hierarchy of outputs to be prepared within the collaborative framework and addresses common concerns and objections regarding the introduction of BIM.
MEF coordinated with various stakeholders, including Peru’s national standards body, INACAL to agree a roadmap for the adoption of a number of international standards including the first two parts of the ISO 19650 series, NTP–ISO 19650–1:2021 and 19650–2:2021.
These international standards fall within the scope of ISO Technical Committee TC 59/SC 13
Guidance and Templates
The core of the guidance has been consolidated under a National BIM Guide: Information Management for investments developed with BIM (Guía Nacional BIM: Gestión de la información para inversiones desarrolladas con BIM), an extensive document of more than 250 pages. This guidance establishes common definitions, roles, actions and documentation, amongst other requirements.
The guidance is supported by several templates and instructions published as annexes to the National BIM Guide, including:
- Annex A: Matrix for the Definition of Necessary Level of Information
- Annex B: Organisational Information Requirements (OIR)
- Annex C: Asset Information Requirements (AIR)
- Annex D: Project Information Requirements (PIR)
- Annex E: Exchange Information Requirements (EIR)
- Annex F: BIM Execution Plan (BEP)
- Annex G: Capability and Capacity Assessment (CCA)
- Annex H: Matrix of Responsibilities
- Annex I: Master Information Delivery Plan
- Annex J: Task Information Delivery Plan
- Annex K: Model Terms of Reference (TDR) or Minimum Technical Requirements (RTM)
- Annex L: Common Data Environment Checklist
Further detailed technical guidance is planned
Legal and Contractual Deliverables
Normative Framework (Strategic Lever)
PlanBIM Peru is enabled by an extensive normative framework of decrees, directives and resolutions which formalise the authorities, plans, requirements and outputs related to PlanBIM Peru and the gradual introduction of BIM. An example if this is Resolución Directoral N.° 0007-2022-EF/63.01 which approves the guidelines for the progressive adoption of BIM in phases of the investment cycle.
Infographic outlining the stages for the progressive adoption of BIM
Guidance related to contractual considerations is also planned.
MEF has provided guidance on the learning requirements of BIM by defining BIM roles, uses, standards and requirements within the collaborative framework. This would provide a useful foundation for organisations to define specific learning outcomes and develop learning materials.
MEF is also coordinating with public universities on the gradual introduction of BIM within the academic curriculum to ensure that graduates enter the market with skills which are relevant to an approach enabled by BIM.