OPERATIONS INFORMATION REQUIREMENT

Note to Users

This document is designed for your input, allowing you to provide essential project details such as name, type, and location. Utilize the provided placeholders, like [Insert Project Name], for a tailored and precise completion.

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Table of Contents

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Acceleration to Digital Excellence in the Consytruction Industry

2. Information Requirement

1. Introduction

3. Organizational Information Requirement

1.1 Purpose

3.1 Structure

1.2 Project Information (general)

3.2 Responsibility

3.2.1 Processes

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3.2.2 Access and Security 15

3.2.3 Information Custodians 15

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1. Introduction Achieving success in BIM relies on a structured approach to information management within an organization. In this context, the Organizational Information Requirements (OIR) play a critical role in defining the specific data needs and expectations throughout a project’s lifecycle. It all starts with the OIR which is a foundational document, as can be seen in the figure below.

Figure 1: Define Project BIM Standards for AEC Projects (According to the ISO 19650 Series), Source: Autodesk Customer Success Hub

This document serves as a valuable resource for organizations seeking to define and capture their OIR. In line with the ISO 19650 series, it emphasizes the importance of considering the information necessary to support the strategic objectives of the organization and its relevant stakeholders. By establishing clear information requirements, this document enables all parties involved in the delivery and operation of assets to better align their efforts with the broader business operations and strategic goals.

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1.1 Purpose The primary purpose of this document is to assist in achieving the following objectives:

• Defining Clear Information Needs: By adhering to the ISO 19650 series, this document

encourages organizations to articulate their information requirements clearly. This, in turn,

helps in ensuring that the right data is collected and delivered throughout the entire asset

lifecycle, promoting efficient project management and decision-making.

• Alignment with Strategic Objectives: The document underscores the significance

of information in supporting an organization’s strategic objectives. It assists in the

identification of information that is crucial for achieving these objectives, thus promoting

alignment between the organization’s information management practices and its broader

business strategy.

• Structured Approach: While organizations may already have established strategic

objectives, this document provides a structured approach to specifying the information

dependencies associated with those objectives. It offers insights into how information should

be managed and utilized to drive the successful delivery and operation of assets.

• Comprehensive Information Assessment: By guiding organizations to incorporate

and cross-reference existing information management processes and objectives into

the organizational information requirements (OIR) template, this document facilitates a

comprehensive evaluation of an organization’s collective information needs. This is essential

for effective decision-making, risk management, and overall project success.

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The process of creating a ‘Building Information Model’ (BIM) commences with the client’s task of identifying the information they anticipate needing. BIM delivers optimal value for all project stakeholders when this process begins with a clear vision of the end goal. The emphasis here is on collecting relevant, purpose-driven information that will be gradually accumulated throughout the project’s lifecycle.

At the project’s outset, the Organization Information Requirements (OIR) play a crucial role in setting the stage. They help establish a foundation for the project, steering the team’s focus toward the client’s ultimate information objectives. Importantly, the OIR doesn’t delve into the technical intricacies of how this information is gathered and compiled, as that aspect is addressed in the subsequent stage when the Asset Information Requirements (AIR) are developed.

This document defines capturing the specific information needs of the client organization. These requirements are important in guiding the formulation of an effective asset management strategy. By identifying what information must be gathered and why, the OIR forms the basis for the project’s information capture requirements.

1.2 Project Information (general) Employer [Insert Employer Name] Project Name [Insert Project Name] Project Description The [Insert Project Name] is a significant construction project

situated in [city or region], [country]. This project represents a comprehensive [describe the nature of the project, e.g., infrastructure development, industrial facility, commercial complex] designed to [briefly explain the project’s purpose and objectives, e.g., meet growing demand, enhance operational efficiency, etc.].

Address (office, site) Other

2.0 Information Requirements

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Figure 2: Information Requirements Placement

In essence, the OIR acts as the compass that directs the project’s early stages, ensuring alignment with the client’s information-related objectives and, in the broader context, underpinning the future asset management strategy. It is a critical milestone in the journey towards successful BIM implementation.

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The Organization Information Requirements (OIR) are an integral part of a BIM project and play a crucial role in shaping how information is managed and delivered. The OIR is a document that is driven by the high-level requirements of the project team, including the client’s expectations and the overall project goals. It serves as a foundational document in the BIM process.

• Client Involvement in OIR Development: To create a comprehensive OIR, the client must actively contribute by providing information about their specific requirements. These requirements may include the data, details, and formats they anticipate needing throughout the project’s lifecycle. However, it’s important to note that these initial client requirements are usually broad and may serve as a starting point.

• The Transition to Asset Information Requirements (AIR): The OIR sets the stage for more detailed information requirements. While the OIR captures the initial information needs, these requirements are further developed and expanded upon in the Asset Information Requirements (AIR). The AIR dives deeper into the specifics, detailing what information is needed for effective asset management and the operation of the building or infrastructure after completion.

• Integration with Project Brief: In addition to the OIR, the conventional project brief is a critical document. It defines the building’s intended function, form, economic considerations, and time-related factors. The OIR complements the project brief by aligning information requirements with these broader project goals.

• Supporting Decision-Making: One of the key roles of the OIR is to support informed decision-making throughout the project. By clarifying what information is needed at various stages of the project and how it should be structured, the OIR helps the project team decide what data must be extracted from the BIM model during information exchanges. This proactive approach ensures that the right information is delivered to the right stakeholders at the right times, improving collaboration and project outcomes.

3.0 Organizational Information Requirement

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In summary, the Organization Information Requirements (OIR) are a critical foundation for a

BIM project, informed by the high-level requirements of the project team and the client. They

set the stage for detailed Asset Information Requirements (AIR) and work in concert with the

conventional project brief, ultimately guiding information exchange decisions and supporting

effective decision-making throughout the project’s lifecycle.

3.1 Structure This structured approach to OIR development ensures that the organization’s information

requirements are well-defined and aligned with its asset management strategy, enabling

effective decision-making and optimization of asset management plans. It provides a clear

roadmap for data collection and exchange throughout the asset lifecycle.

1. Optimizing Asset Management Strategy:

• Identify the data and information needed to optimize the organization’s asset

management strategy.

• Specify the types of data required for strategic decision-making.

• Outline the frequency and timing of data delivery to align with strategy review cycles.

Figure 3: Exchange of data with OIR Guidelines

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2. Assessing Financial Benefits:

• Define the data necessary to assess the financial benefits of planned improvement

activities.

• Detail the information requirements for cost-benefit analysis and financial modeling.

3. Modeling for Operational Decisions:

• Specify the data needed for modeling assets to support operational decision-making.

• Identify the parameters and variables required for effective modeling.

4. Operational and Financial Impact Assessment:

• Define the information necessary to determine the operational and financial impact of

asset unavailability or failure.

• Specify the key performance indicators (KPIs) and data sources required for assessing

impact.

5. Life Cycle Cost Comparisons:

• Outline the data and information needed for making life cycle cost comparisons of

alternative capital investments.

• Specify the criteria for evaluating the economic viability of investments.

6. Warranty Period and Economic Life:

• Specify the information requirements for identifying warranty expiration and

determining an asset’s economic life.

• Define the parameters that trigger these assessments.

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Figure 4: Level of asset management: the hierarchical nature of assets presents both challenges and opportunities. While individual equipment items have distinct lifecycles that can be managed effectively, asset systems may have an indefinite lifespan. This requires a holistic approach that considers sustainability in decision-making. Additionally, large organizations often manage a diverse portfolio of assets, each with unique investment opportunities, performance challenges, and risks. To effectively manage this complexity, an integrated asset management system is crucial. This system coordinates and optimizes the diverse asset portfolio in alignment with the organization’s objectives and priorities.

7. Cost of Specific Activities:

• Detail the data needed for activity-based costing, particularly related to maintenance

and specific asset/system costs.

• Specify the cost allocation methods and data sources.

8. Asset Replacement Values:

• Define the data sources and information requirements for obtaining or calculating

asset replacement values.

• Specify the parameters that affect replacement value determination.

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Figure 5: Asset Management System in relation to OIR

9. Financial Analysis of Planned Income and Expenditure:

• Identify the data required for conducting financial analysis of planned income and

expenditure.

• Specify the timeframes and factors that influence financial projections.

10. Impact of Deviations from Plans:

• Define the information needed to calculate the financial and resource impact of

deviating from planned activities.

• Specify the parameters for assessing deviations and their consequences.

11. Assessing Overall Financial Performance:

• Outline the data and information necessary for assessing the organization’s overall

financial performance.

• Define the key financial metrics and reporting intervals.

• The client is requested to review the activities listed below and identify the project’s

requirements to initiate the development of the Employer’s Information Requirements (EIR)

document. Please refer to the table for the list of activities:

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Specific asset management activities C l i e n t Authority

S e r v i c e Provider

Construction Contractor

Asset accounting, activity costing, forecasting       Planning and budgeting       Demand management and customer expectation policy       Capital investment and life cycle costing       Innovation and change management       Interfacing with regulatory bodies       Asset operation or utilization       Asset modifications, refurbishment, replacement, reuse/redeployment, disposal, recycling

Spares, materials and purchasing       Data, information and knowledge management       Contractor and supplier management       Human resources, skills development and competencies       Maintenance, inspection, condition and performance monitoring       Contingency planning and emergencies       Energy efficiency and environmental aspects, e.g. Renewable resources, recycling, waste management, air purity, hygiene

Risk assessment and management       Safety, health and environmental management       Optimizing the asset management strategy and optimizing, prioritizing and sorting asset management plans

Assessing the financial benefits of planned improvement activities

Modelling the asset to support operational decision making       Assessing the operational and financial repercussions caused by asset unavailability or failure

Making life cycle cost comparisons of alternative capital investments; identifying expiry of warranty periods

Determining the conclusion of an asset’s economic lifespan (e.g. when the expenditure associated with the asset surpasses the income generated)

Determining the cost of specific activities (activity-based costing);       Calculating asset replacement values;       Undertaking financial analysis of planned income and expenditure;       Obtaining/calculating the financial and resource;       Assessing the consequences of deviating from plans that could lead to changes in asset availability or performance;       Assessing its overall financial performance;

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3.2 Responsibility In order to determine the key participants in this step, it is essential to have a clear

understanding of the internal clients and the decision-making dynamics within the client

team. The composition of involved parties can vary depending on the project’s nature and

complexity. Below is a summary of typical contributors, along with their roles, who should be

engaged:

Stakeholder Role in Decision-Making Investment Decision Maker (IDM) Responsible for making financial and investment decisions. Senior Responsible Owner (SRO) Accountable for the overall success and delivery of the project. Project Sponsor (PS) Provides sponsorship and support for the project. Project Board Oversees project governance and provides strategic direction. User Panels Represents the end users and provides valuable insights. Champions Advocates for the project, promoting its goals and success. Project Managers Coordinate project activities and ensure its successful execution. FM Managers Oversee facility management aspects, ensuring long-term efficiency. Building Users/Employees End-users who experience the outcomes of the project. Local Authority Relevant local government body that may have regulatory influence. Consultants External experts and advisors contributing their specialized knowledge.

By clearly identifying these roles, the responsibility matrix helps ensure that the right

individuals or groups are involved in decision-making processes at the appropriate stages

of the project. This, in turn, fosters effective communication and accountability within the

project team.

Another Approach complements responsibilities with more in depth drill down by specifying

the prosesses, access and security, custodian of information as follows:

3.2.1 Processes • Regular Reviews: Organizations should establish a regular review cycle for all types

of information, including daily, weekly, monthly, or quarterly reviews, depending on the

information’s sensitivity and criticality.

• Audits: Periodic audits should be conducted to assess the quality and accuracy

of information, identifying areas for improvement and ensuring compliance with data

governance policies.

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• Change Management: Processes for managing changes to information should be in

place to minimize errors and ensure data consistency. This includes documenting changes,

tracking modifications, and verifying their accuracy.

3.2.2 Access and Security Ensuring secure and authorized access to information is paramount to protecting

organizational assets, safeguarding sensitive data, and preventing unauthorized access

or misuse. Organizations must establish clear policies and procedures for access control,

authentication, and data security.

3.2.3 Information Custodians • Technical Information Custodians: Responsible for maintaining the integrity and

accuracy of technical data, such as drawings, specifications, and as-built documents.

• Managerial Information Custodians: Responsible for maintaining and updating

managerial information, such as asset portfolios, performance dashboards, and risk

assessments.

• Financial Information Custodians: Responsible for maintaining financial information,

such as invoices, contracts, and financial reports.

• Data Stewards: Responsible for overseeing the overall management of information

across the organization, ensuring compliance with data governance policies and promoting

data quality and accessibility.

Email : info@accienta.com- Website : www.accienta.com

Phone : (971) 4-406-0088

Dubai, UAE OPERATIONS

INFORMATION REQUIREMENT