Maximizing Project Efficiency: The Strategic Integration of BIM Technology

Evan Stark, Senior Project Manager at Structure Tone

There are tools to accomplish every job, project, and task. In the beginning, tools are created to accomplish a task. Over time, tools are refined and adjusted to improve efficiency, precision, function, and durability. However, we have all witnessed tools can be used outside of their creator’s purpose, and while the task may be completed, often this causes inefficiencies, negative consequences, poor quality, and added work for the user. Like using a hammer to make a hole—it can be done, but there are better tools for the job. I would argue that attempting construction in our modern industry without BIM coordination is a lot like using a hand saw instead of a miter saw.

In our current market, clients desire projects to be completed quicker, cheaper, and with more controlled outcomes in hopes of higher quality than in years past. Construction has been completed for thousands of years without using BIM technologies, so why do we need it now, and why is it considered an improvement to the industry? During my career, I have been involved in the field, working to install MEP, from 2-D plans to working on preconstruction projects in which the preconstruction team seeks to build the building virtually before ever signing a subcontract.

I have witnessed BIM utilized in various scenarios, all in an effort to accomplish the current market demands. If provided the proper attention and afforded the appropriate resources, it can be a tool that will accomplish exactly what the market demands. These constraints are a unique timing of integration, required advancement of certain systems and equipment, and commitments from clients for early release to select contractors.

Without recognizing these constraints and necessary resources, BIM is like using a dull blade and getting upset that the results are frayed cuts on the millwork where your newly sharpened handsaw would have created a clean cut.

While you may have made your cut faster, you ended up with negative outcomes due to improper resources.

Technology today affords our industry to build with a computer mouse before we pick up a hammer or paint color. As a senior project manager, I have come to greatly appreciate the benefits of BIM technologies. My projects and teams have witnessed first-handed cost savings at nearly 4% of the project budget, directly equating to reduced risk in projects where contingency is often eliminated or reduced to about 3%. By early integration and coordination, the greatest payback is time during shortened construction schedules. This is due to resolving preventable onsite re-work, prefabricating major systems, and administrative downtime (RFI’s, approvals, and funding resolutions).

The largest hurdle BIM faces is obtaining those proper resources. Most commercial general contractors have come to recognize the importance and favorable outcomes of the technology. Design and engineering firms are keen to utilize the technology for controlled outcomes. Unfortunately, many clients are not accustomed to this unique technology and the benefits this tool can provide. It is my job as the project lead to ensure this is communicated clearly and effectively. We cannot expect an expert in finance or litigation or even those in asset management to implicitly understand that large positive returns can be actualized by making adjustments and commitments to the stereotypical design and construction process.

It would be careless of me to recommend BIM in all situations. Like any other tool, BIM has its time and place and, like any other tool, can be misused and create negative outcomes. It is up to you to decide if there is a benefit to dedicating early resources to this technology or if those resources are better utilized elsewhere. Ensuring that we utilize the best tool for the job and work with project partners toward the collective goal is, in turn, the only way we will be able to achieve our clients’ desires.