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Knowledge-based building information modeling (K-BIM) for facilities management
Abstract
Knowledge Management (KM) is a business management technique that promises improved competitive advantage among other benefits for an organization. The application of KM in construction is fairly researched and reported. Although Building Information Modeling (BIM) is gaining wide acceptance among Architects and Project Managers for efficient and effective design and construction management, the adoption of BIM in operations during post-construction phase such as Facilities Management (FM) is in its normative stage. As FM is knowledge and information intensive and relies heavily on historical information, a Knowledge-based BIM (K-BIM) that is developed on the basis of asconstructed information of the facility has the capability for effective and efficient FM and thereby enhance the competitive advantage of a FM organisation. Ontologies have the potential to represent the body of knowledge of the various domains involved such as KM, FM and BIM. Integration of KM, FM and BIM can also be achieved through ontologies. The proposed conceptual framework, K-BIM is an attempt to advance BIM by way of integrating KM, FM and BIM using ontologies, rather than building a system on a model built using BIM.
... The parametric nature of objects contained in the BIM model can be seen as a tool to capture and store knowledge (Meadati and Irizarry 2010; Deshpande et al., 2014). In addition, various knowledge management techniques integrated with BIM facilitate effective knowledge management, which include ontologies (Kim and Grobler 2009; Park et al., 2013; Charlesraj 2014), case-based reasoning (CBR) (Motawa and Almarshad 2013), fault tree (Motamedi et al., 2014), knowledge map (Lin 2014) and criteria measurement (Nguyen and Toroghi 2013). Although several studies have recognised the capability of BIM to improve knowledge management processes, as a new research area, further research is required to explore how BIM can be used to achieve better knowledge management. ...
... However, current studies did not lay emphasis on how to manage knowledge throughout the project lifecycle and in a collaborative way. Among these BIM-based knowledge management strategies and systems, we find that various knowledge management techniques were utilised with BIM technologies, such as ontology (Kim and Grobler 2009; Park et al., 2013; Charlesraj 2014), case-based reasoning (CBR) (Motawa and Almarshad 2013); fault tree (Motamedi et al., 2014), knowledge map (Lin 2014) and criteria measurement and reporting (Nguyen and Toroghi 2013). ...
With the rapid development of the construction industry, its projects are becoming more complex. Information management plays an important role in this scenario. Various information technology (IT) systems have been developed to support project information management. As a 3D object-oriented system containing geometric and non-geometric information of a project, building information modelling (BIM) has become widely used to manage the project's information. On the other hand, knowledge is the most competitive resource in any organisation. In construction, knowledge management has gained increasing attention. Some IT-based systems have been established to aid knowledge management during a construction project. Although BIM is widely used in information management, BIM-based knowledge management is rarely studied. This paper presents a comprehensive literature review on BIM-based information/knowledge management. The literature on BIM-based information management is first reviewed in a systematic way. BIM-based knowledge management is the focus of the second part of the literature review. This paper concludes with a critical discussion to indicate the knowledge gap in current research and to identify future research questions and directions in this area.
... Researchers have also explored the integration of knowledge databases with BIM, albeit largely at the concept level. Charlesraj (2014) proposed a framework to develop a knowledge-based BIM (K-BIM) for the reuse of historical information to support facility management tasks. The underlying concept is centered on devel- oping ontologies for knowledge management and facility manage- ment. ...
Lessons learned systems are vital means for integrating construction knowledge into the various phases of the construction project life cycle. Many such systems are tailored toward the owner-organization's specific needs and workflows to overcome challenges with information collection, documentation, and retrieval. Previous works have relied on the development of conventional local and network/cloud-based database management systems to store and retrieve lessons gathered on projects. These lessons learned systems operate independently and have not been developed to take full advantage of the benefits of integration with emerging building information modeling (BIM) technology. As such, construction professionals are faced with a lack of efficient and speedy retrieval of context-focused information on lessons learned for appropriate utilization in projects. To tackle this challenge, we propose the integration of lessons learned knowledge management in BIM in addition to existing two-dimensional to eight-dimensional modeling of project information. The integration was implemented through the embedding of nonstructured query system, NoSQL (MongoDB), in a BIM-enabled environment to host lessons learned information linked to model items and four-dimensional modeling project tasks of the digitized model. This is beyond existing conventional text-based queries and is novel. The system is implemented in.NET Frameworks and interfaced with a project management BIM tool, Navisworks Manage. The demonstration with a test case of a federated model from a predesign school project suggests that lessons learned systems can become an integral part of BIM environments and contribute to enhancing knowledge reuse in projects.
... A building's O&M could reap similar benefits. The extant literature is replete with cases justifying data analysis for O&M; these include: FM Visual Analytics System (FMVAS) for failure[45]; visual approach for maintenance management[16]; object-oriented method of asset maintenance management[30,31]; 'Visualizer'-decision-support tool for service life prediction[36]; and knowledge-based BIM (K-BIM) developed on the basis of as constructed information of the facility used to enhance an FM organisation's competitive advantage[15]. However, whilst previous research has predominantly focused upon specific and individual O&M tasks, there remains a notable shortage of holistic guidance that encapsulates all O&M related information for decision making purposes. ...
This research paper reports upon a client driven approach to iteratively develop the FinDD application programming interface (API) plug-in. FinDD integrates building information modelling (BIM) and facilities management (FM) via the novel development and application of totems. Totems visualise rich semantic FM data in a 3D object to extend the use and application of COBie thereby minimising costs incurred by the FM team to update and maintain the as-built BIM. Participatory action research was used to develop the proof of concept and involved a study of two multi-storey, mixed-use educational buildings (with a contract value worth ≥£150 million UK Sterling) located within Birmingham, UK. The lead researcher worked for the client's estates department and was instrumental in liaising with members of the project management team, synthesising their semantic data requirements and developing the FinDD API plug-in for Autodesk Revit. Research findings reveal that whilst FinDD was positively received as a bespoke extension of COBie (that was tailored to specifically meet client needs), further development is required to mitigate software inflexibility and augment automation of semantic data transfer, storage and analysis. Future work will validate the API plug-in via user experience and integrate additional databases such as post occupancy evaluations (POE).
... The opportunities offered by Building Information Modelling (BIM) have been discussed by various authors (Meadati, 2009; BSA, 2012; Treasury, H. M., Liu et al., 2013; Charlesraj, 2014). Most of these authors have defined BIM as a technological tool that represents a building in a three dimensional digital model and a platform where all stakeholders can access and exchange information and data concerning the project. ...
Building Information Modelling (BIM) is deemed to be one of the prominent tools of the 21st century in the Architecture, Engineering and Construction (AEC) Industry, helping construction stakeholders, and clients to gain value from their projects. Moreover, information and lessons learned during a construction project, i.e. what can be called “project knowledge”, face some kind of leakage during the design and construction phases. In other words, knowledge provided by some stakeholders, such as Tier 2 sub-contractors, is unexploited; hence the value of the project diminishes. For this reason, BIM is integrated within the project to be able to exploit that knowledge before its loss, and retain its value within the project. This paper will discuss the design and information tools before the advent of BIM followed by the multiple definitions and concepts of knowledge management (KM) in construction projects. Then it will present an overview of the possibilities for the use of BIM in managing knowledge in construction projects.
... As constructed information of the facility has the capability for effective and efficient FM and thereby, enhances the competitive advantage of a FM organisation. [116] Demonstrates limited learning capacity with K-BIM system (i.e. diagnosis of potential issues). ...
There is a paucity of literature that examines building information modelling (BIM) for asset management within the architecture, engineering, construction and owner-operated (AECO) sector. This paper therefore presents a thorough review of published literature on the latest research and standards development that impact upon BIM and its application in facilities management (FM) during the operations and maintenance (O&M) phase of building usage. The purpose is to generate new ideas and provide polemic clarity geared to intellectually challenge readers from across a range of academic and industrial disciplines. The findings reveal that significant challenges facing the FM sector include the need for: greater consideration of long-term strategic aspirations; amelioration of data integration/interoperability issues; augmented knowledge management; enhanced performance measurement; and enriched training and competence development for facilities managers to better deal with the amorphous range of services covered by FM. Future work is also proposed in several key areas and includes: case studies to observe and report upon current practice and development; and supplementary research related to concepts of knowledge capture in relation to FM and the growing use of BIM for asset management.
... Building Information Modelling (BIM) has been discussed by various authors (Meadati, 2009; BSA, 2012; Treasury, H. M., Liu et al., 2013; Charlesraj, 2014). Most of these authors have defined BIM as a technological tool that represents a building in a three dimensional digital model and a platform where all stakeholders can access and exchange information and data concerning the project. ...
The construction industry is still facing major challenges, such as inefficient communication among construction stakeholders due to its fragmented nature. On the other hand, construction organisations want to create value for their potential and existing client, and seek to be more competitive in the construction market. For this reason, knowledge which has been considered by many proponents in this area as a critical asset, and a source of competitive advantage for construction organisations must be managed in order to be reused for subsequent stages of the same project or other projects. Building information modelling (BIM) technology has been identified by many experts in the construction sector as the technology that can create value within the supply chain (SC). In the UK, BIM is increasingly being seen not just as a technical process to determine the likely performance of projects but a valuable tool and a valuable process to promoting learning and managing knowledge. The work presented in this paper will develop a framework of how BIM can be used to manage knowledge in construction project delivery. The paper will describe the proposed framework that uses BIM to manage knowledge in construction project delivery and concludes with further work that is required in this area.
As our society ages, more and more elderly or disabled people live in long-term care (LTC) facilities, which are vulnerable to fires and may result in heavy casualties. Because of the low mobility of LTC residents, firefighters often need to enter the facility to save people. In addition, due to LTC facility management needs, many doors or windows on the passages for a fire rescue operation may be blocked. Thus, firefighters have to employ forcible entry tools such as disk cutters for passing through, which may lengthen the rescue time if an incorrect route or tool is utilized. As new information technologies such as ontology and building information modeling (BIM) have matured, this research aims at proposing a BIM-based ontology model to help firefighters determine better rescue routes instead of using rules of thumb. Factors such as the path length, building components and materials encountered, and forcible entry tools carried are considered in the model. Real LTC fire investigation reports are used for the comparisons between the original routes and the ones generated by the proposed model, and seven experts joined the evaluation workshop to provide further insights. The experts agreed that using the proposed approach can lead to better fire rescue route planning. The proposed BIM-based ontology model could be extended to accommodate additional needs for hospital fire scenes, in the hopes of enhancing the efficiency and effectiveness of firefighters’ rescue operations in such important facilities.
Purpose
Building Information Modelling (BIM) is increasingly being adopted during construction projects. Design and construction practices are adjusting to the new system. BIM is intended to support the entire project life-cycle: the design and construction phases, and also facility management (FM). However, BIM-enabled FM remains in its infancy and has not yet reached its full potential. This review identifies major aspects of BIM in order to derive a fully BIM-enabled FM process.
Design/methodology/approach
207 papers were classified into main and subordinate research areas for quantitative analysis. These findings were then used to conceptualise a BIM-enabled FM framework grounded by innovation diffusion theory for adoption, and for determining the path of future research.
Findings
Through an extensive literature review, the article summarises many benefits and challenges. Major aspects of BIM are identified in order to describe a BIM-enabled FM implementation process grounded by innovation diffusion theory. The major research areas of the proposed framework include: planning and guidelines; value realisation; internal leadership and knowledge; procurement; facility management; specific application areas; data capture techniques; data integration; knowledge management; and legal and policy impact. Each element is detailed and is supported by literature. Finally, gaps are highlighted for investigation in future research.
Originality/value
This article systematically classifies and evaluates the existing research, thus contributing to the achievement of the ultimate vision of BIM-enabled FM. The proposed framework informs facility managers, and the BIM-enabled FM implementation process. Further, the holistic survey identifies gaps in the body of knowledge, revealing avenues for future research.
Building and facility asset management is a strategic approach to the optimal capital and operational spending on assets to ensure control of cost and risk, asset life, performance, and stakeholder satisfaction. The decisions for sustainable building operations and infrastructure asset management ultimately rests on owners, stakeholders and building occupants. This paper introduces SocioBIM, an approach for building occupants to interact with their building and to provide valuable feedback to the building management. Our research takes advantage of the state-of-the-art and the-state-of-practice Building Information Modeling (BIM) technologies, sustainability assessment techniques, advanced analytics, decision support systems, and integrator platforms. The valuable insight derived from SocioBIM can solve important issues related to model-reality performance gaps, post-occupancy evaluation, sustainability and service level assessment, sustainable building operations and facility asset management. Furthermore, SocioBIM adds value and provides improved competitive advantage to any asset management organization.
By constructing a framework of knowledge management system based on ontology, this paper expounds the function of each layer, and analyses the implementation of this system from the knowledge organization and expression and knowledge retrieval. Finally, it provides a case which implements the management system and realizes some parts of retrieval modules. This management system establishes a sharable ontology that can be understood both by human and computer, which people can found more relations of different concepts through a better circumstance of knowledge retrieval interface. In addition, the system is also open to some extent, so it can accumulate tacit knowledge constantly and polymerize explicit knowledge efficiently, which can lead to a better management and application of knowledge, to support the innovation for the designers. (C) 2011 Published by Elsevier Ltd. Selection and/or peer-review under responsibility of [CEIS 2011]
Construction knowledge can be communicated and reused among project managers and jobsite engineers to alleviate problems on a construction jobsite and reduce the time and cost of solving problems related to constructability. This paper proposes a new methodology for the sharing of construction knowledge by using Building Information Modeling (BIM) technology. The main characteristics of BIM include illustrating 3D CAD-based presentations and keeping information in a digital format and facilitation of easy updating and transfer of information in the BIM environment. Using the BIM technology, project managers and engineers can gain knowledge related to BIM and obtain feedback provided by jobsite engineers for future reference. This study addresses the application of knowledge sharing management using BIM technology and proposes a BIM-based Knowledge Sharing Management (BIMKSM) system for project managers and engineers. The BIMKSM system is then applied in a selected case study of a construction project in Taiwan to demonstrate the effectiveness of sharing knowledge in the BIM environment. The results demonstrate that the BIMKSM system can be used as a visual BIM-based knowledge sharing management platform by utilizing the BIM technology.
(SEEK) project. The SEEK toolkit is a collection of modular components. The components enable rapid instantiation of connections to firms'legacy information sources, (semi)-automatically integrating knowledge in the firm with knowledge needed as input to decision support tools. SEEK is not a general-purpose toolkit. Rather, it allows extraction of knowledge required by specific types of decision support applications. Thus SEEK enables scalable implementation of computerized decision and negotiation support across a network of firms. Current development is directed towards support for construction supply chain applications. SEEK represents a departure from research and development in shared data standards. Instead, SEEK embraces heterogeneity in firms'information systems, providing the ability to extract and compose knowledge resident in sources that vary in the way data is represented and how it can be queried and accessed. This paper outlines the business needs for such capabilities, the SEEK information architecture, and reviews the underlying technologies (principally, Data Reverse Engineering) supporting SEEK.
A number of organisations have recognised the importance of managing their organisation knowledge in a more structured manner. However, the question arises as to how to evaluate the benefits of a Knowledge Management (KM) strategy and its associated initiatives on the performance of the organisation. This paper presents a framework for the assessment of the likely impact of KM and discusses findings from an evaluation workshop held to critique the framework.
Purpose
The purpose of this paper is to distinguish and describe knowledge management (KM) technologies according to their support for strategy.
Design/methodology/approach
This study employed an ontology development method to describe the relations between technology, KM and strategy, and to categorize available KM technologies according to those relations. Ontologies are formal specifications of concepts in a domain and their inter‐relationships, and can be used to facilitate common understanding and knowledge sharing. The study focused particularly on two sub‐domains of the KM field: KM strategies and KM technologies.
Findings
”KM strategy” has three meanings in the literature: approach to KM, knowledge strategy, and KM implementation strategy. Also, KM technologies support strategy via KM initiatives based on particular knowledge strategies and approaches to KM. The study distinguishes three types of KM technologies: component technologies, KM applications, and business applications. They all can be described in terms of ”creation” and ”transfer” knowledge strategies, and ”personalization” and ”codification” approaches to KM.
Research limitations/implications
The resulting framework suggests that KM technologies can be analyzed better in the context of KM initiatives, instead of the usual approach associating them with knowledge processes. KM initiatives provide the background and contextual elements necessary to explain technology adoption and use.
Practical implications
The framework indicates three alternative modes for organizational adoption of KM technologies: custom development of KM systems from available component technologies; purchase of KM‐specific applications; or purchase of business‐driven applications that embed KM functionality. It also lists adequate technologies and provides criteria for selection in any of the cases.
Originality/value
Among the many studies analyzing the role of technology in KM, an association with strategy has been missing. This paper contributes to filling this gap, integrating diverse contributions via a clearer definition of concepts and a visual representation of their relationships. This use of ontologies as a method, instead of an artifact, is also uncommon in the literature.
Purpose
– Tacit knowledge is perceived as the most strategically important resource of the construction organisation, and the only renewable and sustainable base for its activities and competitiveness. Knowledge management (KM) activities that deal with tacit knowledge are essential in helping an organisation to achieve its long‐term organisational objectives. The purpose of this paper is to provide empirical evidence for the stronger strategic role of tacit KM in comparison to explicit KM.
Design/methodology/approach
– A questionnaire survey was administered in 2005 to a sample of construction contractors operating in Hong Kong to elicit opinions on the internal business environment, intensity of KM activities as executed by targeted organisations, and contribution of these activities to business performance (BP). A total of 149 usable responses were received from 99 organisations representing about 38 per cent of the sampling frame. The statistical analyses helped to map the reported KM activities into two groups that, respectively, deal with tacit and explicit knowledge. The sensitivity to variations of organisational policies and strength of association with BP in relation to the two groups of KM activities were also compared empirically. A total of 15 interviews with the managerial and professional staff of leading contractors was undertaken to provide insightful narratives of KM implementations.
Findings
– The effective implementation of organisational policies, such as encouraging innovations and strengthening strategic guidance for KM, would facilitate human interactions of tacit KM. Higher intensity of activities in managing tacit knowledge would ultimately help the organisations to achieve economic gain in the long run.
Originality/value
– The stronger strategic role of tacit KM is empirically investigated and established within the context of construction organisations.
Facility management within healthcare is required to ensure that complex systems are maintained and operational while causing minimum interruption to clinical activities and maintaining patient safety. Their tasks are complicated by fragmented and sometimes incomplete information. To help facility managers better manage lifecycle information pertinent to managing the facility and responding to facility related patient safety events, an object oriented product model is proposed in the context of developing a healthcare facility information management framework. The product model is developed as a result of various case analyses that were conducted using Unified Modeling Language (UML) Use Cases to examine information needs for existing healthcare facility maintenance operations. The resulting classification system and its uses to respond to patient safety events are discussed in this paper.
projects. The conceptual framework emphasizes project-based learning and the creation of group knowledge in early phase project planning and design activity. The use of multi-disciplinary expertise in this phase of project development acknowledges the use of multiple decision frames by which stakeholders approach project solutions. This research views project definition as a collaborative decision-making process, and highlights the need for supporting group management techniques and technologies. Project definition is regarded as the phase of project development where exploration of alternatives creates innovative problem and solution definitions that allows maximum customer value generation to be developed. This paper proposes a management framework to support organizational and process interfaces within project definition. The model is based primarily on findings from recent research literature and on exploratory descriptive research. The model presents a process for project definition and supports group knowledge creation and management. The model bases its development on soft systems methodology to support group cognition, learning and creative solution generation. Collaborative group theory is incorporated into the model to support project definition. The framework builds on theoretical principles of lean design and construction.
The paper provides a critical and evolutionary analysis of knowledge management (KM) in the AEC (architecture, engineering, construction) industry. It spans a large spectrum of KM research published in the management, information systems, and information technology (IT) disciplines. An interpretive (subjectivist) stance is adopted so as to provide a holistic understanding and interpretation of organizational KM practice, research and models. Three generations of KM are identified and discussed. To sum up, to be effective organizations need not only to negotiate their migration from a knowledge sharing (first generation) to a knowledge nurturing (second generation) culture, but also to create sustained organizational and societal values. The latter form the third generation of KM and represent key challenges faced by modern organizations in the AEC industry.An evolutionary KM framework is provided that presents the three proposed generations of KM in terms of three dimensions that factor in (a) the capability of individuals, teams and organizations in the sector, (b) ICT evolution and adoption patterns, and (c) construction management philosophies.The paper suggests that value creation (third generation KM) is grounded in the appropriate combination of human networks, social capital, intellectual capital, and technology assets, facilitated by a culture of change.
This article was published in the Journal of Management in Engineering [© ASCE]. The definitive version is available at: http://cedb.asce.org/cgi/WWWdisplay.cgi?0600162 Construction companies have always relied on their knowledge assets to provide services to clients. In recent years the terminology ‘knowledge management’ has been introduced. Knowledge management (KM) seeks to formalize the manner in which companies exploit their knowledge assets by harnessing organizational knowledge, promoting greater collaboration between groups with similar interests, capturing and using lessons learned on previous projects, etc. This paper investigates how major US engineering design and construction firms are implementing knowledge management initiatives in order to identify best practice. It adopts a case study methodology to investigate companies’ Strategy and Implementation, People Aspects and Metrics for Performance. The study finds that there is a clear distinction between the knowledge management activities undertaken by large engineering design firms and those of construction firms. There is also a much greater emphasis on knowledge sharing, which is just one component of knowledge management. Moreover, some companies have specific KM initiatives whilst others have activities that are part of their normal business processes. Accepted for publication