We believe that the implementation of BIM is much more a change management task than simply throwing a bunch of software and document templates at an organisation and demanding the use of COBie, or more simplistically, Revit.
We believe that the implementation of BIM is much more a change management task than simply throwing a bunch of software and document templates at an organisation and demanding the use of COBie, or more simplistically, Revit.
In early August we ran a webinar which gave critical insights into identifying digital skills and how to enhance digital knowledge and experience to maximise value for organisations and their projects.
Visualisation tools are extensively used by project planners in high level simulations. Planners use construction workspaces to conduct digital rehearsals for plant and equipment identifying dynamic clash detection at all stages of the project.
We’ve seen several definitions of “the golden thread” to date. Dame Judith Hackitt’s interim report called for “a golden thread for all complex and high-risk building projects so that the original design intent is preserved and recorded”.
In early August we ran a webinar which gave critical insights into identifying digital skills and how to enhance digital knowledge and experience to maximise value for organisations and their projects.
There are a number of platitudes that come with being part of the BIM brigade. They ring true, but think about them some more…
As a business, technology is at our core: it’s what we’re built upon and it runs through our virtual veins.
The term BIM was once synonymous with the idealistic image of our industry’s digital future.
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