Learning Objectives

The learning outcome of this lesson is to:

• Understand the Asset Information Model

• Understand soft landings
• Understand Information Roles and the responsibilities in relation to soft landings
• Understand COBie and its development throughout the information lifecycle
• Apply the Common Data Environment process

Asset Information Model

Definition
PAS 1192-2 clause 3.3 defines an Asset information model as a ‘maintained information model used
to manage, maintain and operate the asset; required to support an organization’s asset
management system’.
References
All documents shown are available at www.bre.co.uk/BIM

The following British standards define the requirements for delivery of Asset Information models
including COBie (Construction Operations Building information exchange)

PAS 1192-2 provides the UK governments Specification for Information Management for the Design
and Construction stages of a project

PAS1192-3 Provides the definition for the Operations and Maintenance stages.

BS1192-4 COBie (Construction Operations Building information exchange) provides a common

structure for the exchange of information about new and existing Facilities

Supporting References
All documents shown are available at https://bsol.bsigroup.com

Additional asset management consists of the PAS 55 Series and ISO 55000 series documents

PAS 55 series covers areas such as:

• Enhanced Customer Satisfaction

• Improved Performance
• Optimised ROI
• Ability to demonstrate Value for Money
• Legal, Regulatory and Compliance Evidence
• Improved Risk Management
• Improved Corporate Reputation
ISO 55000 series covers areas such as:

• Benefits of asset management

• Overview of asset management
• Integrated management system approach
• Context of the organisation
• Leadership, Planning & Support
• Operation, Performance evaluation and Improvement

Within the context of the Information delivery cycle the asset information model delivery occur at
stage 7 of the cycle.

The asset information model should consist of an ‘As record’ model of the asset which will have
been updated throughout the construction process along with associated project documentation.
This model should have also captured the Clients asset information requirements and delivered
these in the agreed output such as COBie.

The asset information model will inform the Opex, Operational expenditure, stage which will
eventually feed into future Capex, Capital expenditure, and works.

It is expected that the data generated during the delivery phase’s described above together with the
commissioning information will form the majority of the information to be handed over at
completion

If extra information such as proprietary geometric models (2D or 3D) or extra data attributes are
required employers and project delivery teams should document these alternative formats in the EIR
at project commencement.
Focus: Exchange of the Published and Archive areas (provides latest signed off and design intent
information)

As part of the asset information delivery the published and archive areas of the common data
environment, CDE, will also be handed over as these will inform the extended CDE process.
Focus: Provide AIM context (note now AIM is validated through the AIR)

At this point of the lifecycle, the project information model (PIM) has led to the development of the
asset information model (AIM).

The AIM is a stripped down version of the PIM which includes all of the information required to
satisfy the information requirements outlined within the AIR

This will allow the asset owners to modify the model as required in order to update this information
if required

The AIR can also be used to generate other outputs such as schedule information to be inputted into
the asset management system.

Focus: The AIR document will be the tool used for this validation.

This image of a performance attribute data table shows a method of capturing assets that have been
identified within the EIR requiring deliverable data. The table will clearly identify each task team and
what asset information is their responsibility.

Some assets will require multiple input from different task teams and it should be noted that asset
information should be aligned with project stages to ensure only relevant information is provided.

Soft Landings
Definition
Graduated handover of a built asset from the design and construction team to the operation and
maintenance team to allow structured familiarisation of systems and components and fine tuning of
controls and other building management systems.

As part of the BIM Level 2 process mandated by the UK Government it was mandated the need to
provide a soft landing to Clients. As such this was defined as a graduated handover to enable FM
teams to time to learn and manage the building management systems.
Key Elements
A key element of the design and construction process maintaining the ‘golden thread’ of the building
purpose through to delivery and operation.

Promote the early involvement of the operator, operations team or facility managers, as
appropriate;

Extending the commitment on the part of the design and construction team to aftercare post-
handover of the asset/facility;

Ensure the asset/facility’s correct, safe, secure and efficient operation in line with environmental,
social, security and economic performance targets.

References
All documents shown are available at www.bre.co.uk/BIM

The following documentation should be referred to when developing a soft landings and asset
information delivery strategy

UK Cabinet Office Government Soft Landings document; as it provides information regarding key soft
landings requirements

BISRIA The soft landings framework – containing key information and case studies following the
successful implementation of soft landings.

BS8536-1 Briefing for design and construction – As it builds off both documents. This provides a
national standard for briefing for design and construction ensuring that the design takes in to
account the employer, asset managements, and end user requirements
The diagram shown is Figure 2 of BS 8536-1 which outlines the principles of asset information and
the soft landing required aligned with project stages and the employer decision points discussed in a
previous module.

As part of a soft landings strategy, an Employer should identify a soft landings champion (discussed
in an earlier module) who’ll assists the employer and asset management team in contributing to the
design and construction ensuring that their views are taken into account, their information`
requirements are delivered, and that the project is ultimately fit for purpose

Stage 0 (Strategic Definition)

Key Elements

• Identify the performance benchmarks;

• Identify any existing FM strategy and supporting policy; and
• Identify the post-occupancy evaluation (POE) approach.
o User satisfaction survey
o Energy use survey
o Assessment of Performance against benchmarks

These could be standards you wish to follow (BREEAM, LEED, Passivhaus)

Particular scores you wish to achieve (EPC)

Or specific benchmarks such as a unit or value figure (cost no more than £X to operation, result in
less than £Y kg/annum CO2 emissions, or use no more than ZkW/hour)

*NOTE: Remember that these benchmarks need to be measurable so that they can be validated
against the assets actual performance
Stage 1 (Preparation & Brief)
Key Elements
Defining the key asset information requirements through each design stage ensures the ability to
meet soft landing targets

• Prepare an operational cost estimate;

o Land rent, if applicable
o Operating staff
o Periodic renovations
o Insurance and taxes
o Utilities
o Owner's other expenses
• Prepare a FM strategy policy; and
• Prepare a draft plan for measuring operational performance.

Stage 2 (Concept Design)

Key Elements
• Prepare an operational model, management plan, and operational expenditure budget.
• Outline initial and extended periods of aftercare.
• Prepare a plan for the removal and replacement.

Stage 3 (Developed Design)

Key Elements
• Participate in reviews of the design proposal; and
• Provide an updated operational model, management plan and operational expenditure
budget.
Soft Landings

This image shows a possible outcome from not requesting soft landings!

Stage 4 (Technical Design)

Key Elements
• Provide a specification for the procurement of maintenance and other services;
• Provide details of any specific maintenance plans; and
• Advise on any operation team recruitment needs.

With the design developing a clear idea is being established of what skills will be required to manage
and maintain this asset.

Through the development of maintenance plans, these services can be procured or additional staff
recruited to undertake these roles.
Stage 5 (Construction)
Key Elements
• Determine if the systems and components can be maintained safely and in compliance;
• Provide an operational risk assessment; and
• Comment on the system testing schedule, commissioning, and performance testing.

Commissioning includes the following: setting-to-work; regulation (that is, testing and adjusting
repetitively) to achieve the specified performance; calibration, setting up and testing of the
associated automatic control systems; and recording of the system settings and the performance
test results that have been accepted as satisfactory.

Through witnessing demonstrations it provides direct evidence of the commission occurring as well
as a demonstration of how to set-up, adjust and operate that building service.

Stage 6 (Handover & Close out)

Key Elements
Provide operational information to the design and construction team;

Review and comment on all operation and maintenance, commissioning and handover-related
information; and

Prepare or update a schedule of assets to be maintained and a cost breakdown.

In addition it is worth considering the format that information will need to be provided in.

The information exchanged needs to be useful and relevant to the end users. Without clear client
requirements the design team may end up referring to rooms and levels under a different
numbering system. To prevent this, and by extension the formatting of information when
exchanging early definition of the information requirements are needed.

Stage 7 (In Use)

Key Elements
• Compare POE results with expectations;
• Compare actual with required performance; and
• Compare actual operational costs with predicted consumption.
Soft Landings - Roles & Responsibilities
Key Elements
• Early engagement of end user and inclusion of SL champion to engage with during
design/construction;
• Commitment to aftercare post construction from the design and construction teams;
• Provide Post Occupancy Evaluation feedback to design and construction teams capturing
lessons learnt for future projects stored within the asset information model; and
• To Maintain delivered asset data throughout the asset life cycle.

As part of the soft landing requirements it was proposed that a Soft landing Champion be engaged
by the Client from within their organisation.

The Soft landing Champion needs to be engaged form the start of the process and will need to
engage with the design & construction teams throughout.

The champion will also need to provide Post Occupancy Evaluation, POE, feedback to the design and
construction teams which should capture any lessons learnt for future projects as well as maintain
the delivered asset data throughout the asset life cycle.

Roles
Introduction of a new roles

• SL Lead Responsibilities
• SL Champion Responsibilities

Key Points

• These are roles, not job titles;

• The skills required should already exist from within the employer’s side Estates/FM/Asset
Management Functions;
• Anyone undertaking these roles needs to have a suitable level of competency; and
• Anyone undertaking these roles needs to have a suitable level of authority.

The soft landings requirements has identified two roles the Soft Landing Lead & the Soft Landing
Champion. As with the project and task team roles these are not job titles and these roles should
ideally be assigned to the Clients team.

These roles should be assigned to a competent person and they should have the required level of
authority assigned to them.
SL Champion (Strategy & Brief)

SL Champion (Design & Construction)

COBie
Definition
Construction Operation Building information exchange (COBie) is a data schema for holding and
transmitting data to support the delivery and operation of a facility.

As stated COBie is a form of transmitting data from the BIM model to the FM system and is typically
produced in any spreadsheet format but excel is the favoured format by industry. The UK has
mandated that COBie is the preferred method of such transmittal and have a specific standard
BS1192-4 which defines this.

Each discipline will provide their specific COBie deliverable which will then collated into a single
deliverable which is undertaken and validated by the Project Information Manager

Note:
If a project is divided into a number of volumes, then COBie files shall be issued from each discipline
volume-specific model file at each employer information exchange and then combined.

Information Exchanges

The image shows the flow of information and the relationship of key strategy documents such as
OIR, AIR & EIR to ensure information is exchanged at contract stage and in accordance with the
predefined data drops.

Information to be exchanged at these points will be defined in the Post-Contract BEP.

The structure of COBie is that it is made up of a number of worksheets, each of which has a series of
columns linked to model attributes/parameters.

Each row then contains an instance of an object, such as the example shown which identifies each
‘space’ within the model, and populates the sheet with the relevant information.

As shown, each level has identified who authored it, its elevation and a description.

Information Exchange 1

Basic building constraints are included to provide information regarding the spaces (rooms) to be
designed.
Information Exchange 2

The graphical model has been populated with generic objects allowing for an asset register to be
formed and performance criteria to be confirmed. Each component (physical thing), has an
associated type. New project contacts such as any appointed design consultants are included.

Information Exchange 3

Objects have now been supplemented for manufacturers’ objects, therefore the type information
for each component has been updated. In addition documentation in relation to the design of the
asset has been included (tender set).
Information Exchange 4

Post practical completion, installer contact information as well as any warranty, product data, and
COSHH information is included as well as any stipulated maintenance requirements to maintain any
of the installed components.
Extended CDE

Once completed and handover of the project has begun an Extended CDE will need to be
implemented. Information from the ‘published’ folder of the CDE needs to be migrated into an
extended CDE.

This is hosted by the employer and will remain in operation during the lifecycle of the new asset.

The extended CDE will use the same protocols as the original CDE with regards to structure i.e.

• WIP
• Shared
• Published
• Archived

The same check, review and approve protocols will also be used.
This image shows the information flow from the project CDE into the extended CDE.

As new service stakeholders are engaged they will need to create their own WIP areas. Information
will be obtained from the existing asset information model and new updated information produced.
This will then be subject to same workflows as implemented within the construction phase before
being uploaded to the shared area.

Information will need to be approved by the clients’ representative before moving into the
published area.