Assembling A Collaborative Team - Other - Page 113
106
CAD/BIM manual
The CAD/BIM manual should cover the proposed working methods of any party
in the project team producing CAD and/or BIM information. The CAD/BIM
manual might cover the following aspects:
•Coordinate strategy – this would include the origin to be used for all of the
models as well as the means of transferring any grids to any permanent or
temporary benchmarks on site.
•Standards – the standards that the project team will adhere to. Adherence to
standards may require individual parties to alter their in-house CAD/BIM manuals.
•Coordination – the process to be used by the lead designer for the
coordination of BIM models must be considered and also, where appropriate,
how clash detection software will be used to check that coordination exercises
are complete. In some instances clashes may be managed rather than
resolved (for example, it may be deemed unnecessary to punch holes in the
floor assembly where floor boxes are placed).
•Naming conventions, including zone strategies – the project-wide strategy for
naming drawings and files in order to assist searching and sourcing of the files
on a day-to-day basis. On larger projects the building may need to be broken
down into zones. The zonal strategy should be agreed by all members of the
project team before it is implemented.
The CAD/BIM manual will have overlaps with the Technology and Communication
Strategies and other aspects of the Project Execution Plan. Ultimately, the
location of the requisite information is not important. It is more important that
each subject has been considered and a strategy prepared, agreed and included
somewhere in the Plan.
Change Control Procedures
Establishing robust Change Control Procedures is an essential requirement of any
project. The RIBA Plan of Work 2013 advocates that these be established during
Stage 2 (although some clients may do this from the outset) for implementation
during Stage 3. This, of course, assumes that no major changes to the brief occur
during Stage 2, in which case any fee issues would need to be addressed separately.
The rationale for being more robust from the start of Stage 3 is that all of the
design team members will be developing the Concept Design signed off by the
client at the end of Stage 2 so, from that stage onwards, the amount of information
increases exponentially (see Figure 1.1 on page 6). In some situations there is a
fine line between change and design development. The rule is simple: if the Concept
Design changes then change control is required. If details are developed that are
affordable within the cost plan, this is design development. At the end of the day,
a degree of common sense is required.
www.ribaplanofwork.com
