Railway Information Modeling RIM : Track to Rail Modernization 9781119649205, 111964920X, 9781119649229, 1119649226, 9781786303875

Table of contents :
Content: Cover
Half-Title Page
Title Page
Copyright Page
Contents
Acknowledgments
General Introduction
1. Introduction to BIM Integration into Railway
1.1. Introduction
1.2. Methodology
1.3. Railway --
formulation of the problem
1.4. BIM development
1.5. BIM integration into railway projects
1.6. Feedback from real project experiences
1.6.1. Project Mälarbanan, Sweden
1.6.2. TUC/Infrabel experience, Belgium
1.6.3. BIM at SNCF maintenance department, France
1.6.4. Crossrail, UK
1.6.5. ONCF electrical substation, Morocco
1.7. Discussion of the results
1.8. Conclusions and perspectives 2. BIM into Railway: Optimization of Cost by Using BIM2.1. Introduction
2.2. Methodology
2.3. Cost structure of a tram --
assumptions fixed for the analysis
2.3.1. Cost structure of a tramway --
construction phase: comparative analysis
2.3.2. Hypotheses made for the fixed and studied sub-costs in the construction phase
2.3.3. Cost of facility maintenance
2.3.4. Summary of costs studied --
basic hypotheses of the analysis
2.4. Optimization of cost of a tram through the integration of BIM: a theoretical analysis
2.4.1. Theoretical analysis of cost optimization
2.4.2. Summary 2.4.3. Discussion and analysis2.4.4. Limitations
2.5. Conclusions and perspectives
3. BIM and Sustainability
3.1. Introduction
3.2. Optimizing the use of materials for durability
3.3. Energy efficiency
3.4. Sustainability in the management of the life cycle
3.5. Sustainability BIM and railway?
3.6. Discussion of the results
3.7. Conclusions and perspectives
4. BIM Integration to Railway Projects -Case Study
4.1. Introduction
4.2. Methodology
4.3. Integrating BIM into railway projects: review of experiences
4.3.1. Focus on BIM 4.3.2. Building information modeling: a literature review4.3.3. BIM software examples
4.4. Integrating BIM into railway projects: review of experiences
4.4.1. Crossrail, UK
4.4.2. Infrabel, Belgium
4.4.3. STA, Sweden
4.4.4. BIM France, France
4.4.5. NNRA, Norway
4.4.6. Summary and discussion of the review of experiences
4.5. ONCF/Colas Rail Maroc electrical substation --
BIM integration
4.5.1. Context of the collaboration
4.5.2. Methodology
4.5.3. Key step and planning of realization
4.5.4. Comments on the results
4.5.5. Recommendations
4.6. General discussion 4.7. Conclusions and perspectives5. How to Successfully Integrate BIM into a Railway Project --
Framework
5.1. Framework for the adoption and implementation of BIM --
literature review
5.2. Summary
5.3. Framework for the adoption and implementation of BIM --
experience review
5.3.1. BIM charter
5.4. Conclusions of the case study
5.4.1. Systra
5.4.2. Egis
5.4.3. Setec
5.4.4. Colas Rail
5.5. Discussion of the results
5.6. Conclusions and perspectives
6. Railway Information Modeling --
Project Management
6.1. Reminder of the fundamentals of BIM

Citation preview

Railway Information Modeling RIM

Railway Information Modeling RIM The Track to Rail Modernization

Mounir Bensalah Abdelmajid Elouadi Hassan Mharzi

First published 2019 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address: ISTE Ltd 27-37 St George’s Road London SW19 4EU UK

John Wiley & Sons, Inc. 111 River Street Hoboken, NJ 07030 USA

www.iste.co.uk

www.wiley.com

© ISTE Ltd 2019 The rights of Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. Library of Congress Control Number: 2019939327 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library ISBN 978-1-78630-387-5

Contents

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ix

General Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Chapter 1. Introduction to BIM Integration into Railway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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1.1. Introduction . . . . . . . . . . . . . . . . . . . . 1.2. Methodology . . . . . . . . . . . . . . . . . . . . 1.3. Railway – formulation of the problem . . . 1.4. BIM development . . . . . . . . . . . . . . . . 1.5. BIM integration into railway projects . . . 1.6. Feedback from real project experiences . . 1.6.1. Project Mälarbanan, Sweden . . . . . . 1.6.2. TUC/Infrabel experience, Belgium . . 1.6.3. BIM at SNCF maintenance department, France . . . . . . . . . . . . . . . . 1.6.4. Crossrail, UK . . . . . . . . . . . . . . . . 1.6.5. ONCF electrical substation, Morocco . 1.7. Discussion of the results . . . . . . . . . . . . 1.8. Conclusions and perspectives . . . . . . . .

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Chapter 2. BIM into Railway: Optimization of Cost by Using BIM . . . . . . . . . . . . . . . . . . . . . . . . . . .

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2.1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2. Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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2.3. Cost structure of a tram – assumptions fixed for the analysis. . . . . . . . . . . . . . . . . . . . . 2.3.1. Cost structure of a tramway – construction phase: comparative analysis . . . . . . . . . . . . . . 2.3.2. Hypotheses made for the fixed and studied sub-costs in the construction phase . . . . . . . . . . 2.3.3. Cost of facility maintenance . . . . . . . . . . 2.3.4. Summary of costs studied – basic hypotheses of the analysis . . . . . . . . . . . . . . . . 2.4. Optimization of cost of a tram through the integration of BIM: a theoretical analysis . . . . . . . 2.4.1. Theoretical analysis of cost optimization . . 2.4.2. Summary . . . . . . . . . . . . . . . . . . . . . . . 2.4.3. Discussion and analysis . . . . . . . . . . . . . 2.4.4. Limitations . . . . . . . . . . . . . . . . . . . . . 2.5. Conclusions and perspectives . . . . . . . . . . . .

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Chapter 3. BIM and Sustainability . . . . . . . . . . . . . . . . . . .

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3.1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . 3.2. Optimizing the use of materials for durability . . . 3.3. Energy efficiency . . . . . . . . . . . . . . . . . . . . . . 3.4. Sustainability in the management of the life cycle 3.5. Sustainability BIM and railway? . . . . . . . . . . . 3.6. Discussion of the results . . . . . . . . . . . . . . . . . 3.7. Conclusions and perspectives . . . . . . . . . . . . . .

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Chapter 4. BIM Integration to Railway Projects – Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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4.1. Introduction . . . . . . . . . . . . . . . . . . 4.2. Methodology . . . . . . . . . . . . . . . . . . 4.3. Integrating BIM into railway projects: review of experiences . . . . . . . . . . . . . . . 4.3.1. Focus on BIM . . . . . . . . . . . . . . . 4.3.2. Building information modeling: a literature review . . . . . . . . . . . . . . . . 4.3.3. BIM software examples . . . . . . . . 4.4. Integrating BIM into railway projects: review of experiences . . . . . . . . . . . . . . . 4.4.1. Crossrail, UK . . . . . . . . . . . . . . . 4.4.2. Infrabel, Belgium . . . . . . . . . . . .

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4.4.3. STA, Sweden . . . . . . . . . . . . . . . . . . . . . 4.4.4. BIM France, France . . . . . . . . . . . . . . . . 4.4.5. NNRA, Norway . . . . . . . . . . . . . . . . . . . 4.4.6. Summary and discussion of the review of experiences . . . . . . . . . . . . . . . . . . . 4.5. ONCF/Colas Rail Maroc electrical substation – BIM integration . . . . . . . . . . . . . . . . . . . . . . . . 4.5.1. Context of the collaboration . . . . . . . . . . . 4.5.2. Methodology . . . . . . . . . . . . . . . . . . . . . 4.5.3. Key step and planning of realization . . . . . 4.5.4. Comments on the results . . . . . . . . . . . . . 4.5.5. Recommendations . . . . . . . . . . . . . . . . . 4.6. General discussion . . . . . . . . . . . . . . . . . . . 4.7. Conclusions and perspectives . . . . . . . . . . . .

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Chapter 5. How to Successfully Integrate BIM into a Railway Project – Framework . . . . . . . . . . . . . .

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5.1. Framework for the adoption and implementation of BIM – literature review . . . . . . . . . . . . . . . . . . . 5.2. Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3. Framework for the adoption and implementation of BIM – experience review . . . . . . . . . . . . . . . . . . . 5.3.1. BIM charter . . . . . . . . . . . . . . . . . . . . . . . 5.4. Conclusions of the case study . . . . . . . . . . . . . . 5.4.1. Systra . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4.2. Egis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4.3. Setec . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4.4. Colas Rail . . . . . . . . . . . . . . . . . . . . . . . . . 5.5. Discussion of the results . . . . . . . . . . . . . . . . . . 5.6. Conclusions and perspectives . . . . . . . . . . . . . .

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Chapter 6. Railway Information Modeling – Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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6.1. Reminder of the fundamentals of BIM . . . . . . . . 6.2. BIM and legal environment of the projects . . . . . 6.3. Prerequisites and integration framework of BIM . 6.4. Railway project management with BIM . . . . . . . 6.4.1. Background and project description with BIM integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4.2. BIM project management – feedback . . . . . . .

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6.5. BIM dimensions . . . . . . . . . . . . . . . . . . . . . 6.5.1. 3D modeling – design . . . . . . . . . . . . . . . 6.5.2. 4D – scheduling. . . . . . . . . . . . . . . . . . . 6.5.3. 5D – cost estimation. . . . . . . . . . . . . . . . 6.5.4. 6D – sustainability . . . . . . . . . . . . . . . . 6.5.5. 7D – life cycle, operation and maintenance 6.6. BIM, prefabrication and construction . . . . . . . 6.7. The BIM life cycle . . . . . . . . . . . . . . . . . . . . 6.8. Conclusions – general discussion . . . . . . . . . .

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General Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

141

Acknowledgments

We express our sincere thanks to: Ibn Tofail University, for allowing us to create bridges between the academic world and the industrial sphere, for allowing us to organize scientific symposia and for all the logistics. ENSAK (National School of Applied Sciences in Kenitra), for carrying the research project to which this work belongs. Colas Rail, for supporting us and facilitating access to information, especially in the rail sector. We also thank all those who, from near and far, helped us to realize this work.

General Introduction

The AEC (Architecture, Engineering and Construction) industry, as we will see later on, is experiencing a drop in productivity around the world. The other sectors (Telecom, IT, Finance, etc.) are ahead of the AEC industry in terms of productivity because they knew how to engage in huge technological developments. Our research project, from which this book comes, deals with an issue that can bring a great deal in terms of productivity gains for the ACS industry sector. This project involves introducing the BIM method and integrating it into the railway world. Building information modeling (BIM) is not a technology or software; it’s a new approach to project management that is revolutionizing current practices. It allows simultaneity between stages that for a long time were considered as sequential; it allows the costs of the projects to be reduced; it allows the dematerialization of the process, and so on. This book aims to give an approach to implement a railway project with BIM by going through several stages: – Introduction of the BIM in the railway: this is a question of introducing the BIM, to discuss the railway sector.

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– Optimizing project costs using BIM: a major argument for using BIM, but one that will not prevent us from talking about other benefits. – BIM and sustainability: this study will demonstrate how to converge the objectives of sustainable development and how to process optimization. – Case study: a case study of railway projects conducted with BIM. – Railway Information Modeling: how to manage rail projects with BIM, including the frame, the contractual outlines, the different dimensions, etc. Throughout this book, we hope to contribute to scientific research in this innovative field.

1 Introduction to BIM Integration into Railway

Rail infrastructure has played an important role in the economic development of many countries and the opening up of their territories. Global economic development, especially in southern countries, necessarily requires more and more rail infrastructure. Building information modeling (BIM) is a digital and graphical representation of the physical and functional characteristics of a structure. BIM is a shared knowledge resource for facility information that provides a reliable basis for decisions during its life cycle (from design to demolition). One of the key benefits of BIM is that all project information can now be contained or linked to BIM. BIM makes it possible to design, plan, build, track and save projects throughout the construction process. Its application to the railway sector is booming. This chapter aims to review the literature concerning the integration of BIM into railway projects and the improvement of the benefits of this integration. We will first show the importance of the rail sector and its assets in economic, social and ecological terms. In addition, we will provide an overview of BIM’s development, benefits, risks

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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and issues. Then, we will review the literature regarding the integration of BIM into rail projects and highlight the benefits of this integration. This review of the literature will be reinforced by a practical case study of projects that have chosen the BIM integration approach. Finally, we will propose some lines of research for the successful integration of BIM into railway projects. This chapter will also be used to explore future directions for integrating BIM into railway projects to optimize collaboration, budgets and schedules. 1.1. Introduction Rail is a critical infrastructure industry for economic and regional development at the country level. It contributes greatly to economic growth and human exchanges. Today, this market represents an annual growth of 2.3% until 2010 [BEN 18a]. Railway projects are spread over several years and include several phases from the idea and realization to the operation and maintenance. Throughout these phases, the men of the art (architects, engineers, builders, maintainers, operators, etc.) exchange thousands of 2D documents. This reality implies that many tasks remain sequential, the collaboration remains difficult between the different disciplines and the errors are more probable [SUC 17]. Over the last decade, academic research and industrial development have evolved significantly in the field of building information modeling, and have resulted in models to support the improvement of various aspects of design, architecture, engineering, construction and operation. BIM is a new approach to managing infrastructure projects, which is based on an intelligent digital model of 3D representation. It promises to foster work collaboration around a database

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(or digital model), to optimize the overall project planning and to deepen the mastery of economic data throughout the entire life cycle. In recent years, scientific research and industrial progress have focused their efforts on the development of building information modeling and have tested and used models to support various aspects of architecture, engineering, construction, and construction as well as facilities [NEP 08]. “BIM allows participants to collaborate in a shared software-based environment to share information, enabling better decision-making throughout the project life cycle” [KUR 17]. First, we will list the economic, social and environmental impacts of railways by showing the global trend in the sector in Morocco and the need to increase productivity and to improve schedules and budgets. Then, we will show how BIM has helped to improve the management of projects and facilities in various sectors, before discussing BIM in the rail sector. Concerning this last point, we will discuss examples of regulatory frameworks (norms, legislations, etc.) or their absence, feedback from four projects in different countries (realized after 2014) and a project in Morocco [BEN 18b]. Finally, we will discuss the results. 1.2. Methodology This chapter is part of our research project on the integration of BIM in railways, which is the result of a partnership between Colas Rail Maroc and the ENSAK of the Ibn Tofail University of Kenitra. The objective of this chapter is mainly to confirm that the integration of BIM with the railway, through a theoretical and practical study, can have positive impacts.

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To do this, our methodology consists of briefly studying the development of the railway, improving the budgets and schedules of the projects and increasing the productivity, before showing the advantages of the BIM in the sector of the AEC (Architecture, Engineering and Construction). The study of feedback from railway projects (chosen for their date of completion – beyond 2014, their size, their geographical situation in several countries and the availability of literature in a new field) will confirm the initial hypotheses. Among the projects studied will be a project that has been the subject of an article written by the authors of this chapter. In the discussion of the results, we will focus on the benefits, risks and limitations of integrating BIM into railways. In conclusion, we lay the groundwork for future research in the field. 1.3. Railway – formulation of the problem Indeed “with few exceptions, the railway is hardly able, for the moment, to contribute actively to the economic development of the States and to the balanced development of their territory” [BAV 00]. In the global race to improve logistics, allowing for more and more goods to be exchanged, and thanks to its greater reliability in the face of uncertainties and climatic hazards, the railway can reduce delivery times and the risk of inventory outages, thus ensuring relative safety during harvest peaks and limiting waste. Thus, regarding the railway project sector, the choices and investments are heavy, their implementation is laborious and their profitability is slow to assert itself. Political will is crucial in this respect [BAV 00]. To take the example of Morocco, the rail network at the end of 2017 had approximately 3600 km of track managed by the ONCF (public manager of the interurban railway

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infrastructure) [ONC 17], two 18 km-long tram lines in Rabat–Salé managed by STRS (local development company in charge of the tramway of Rabat–Salé) and a 30 km-long tramway line in Casablanca managed by Casa Transport (local development company in charge of the Casablanca Tramway). In 2018, the ONCF opened 360 km of high speed line and 300 km of conventional line (more than 18% of the current network), and more than 1100 km of high speed line will be planned by 2035 [ONC 09], in addition to the planned conventional lines. In Casablanca, a 15 km tram line opened in 2018, and two lines totaling 30 km will be operational by 2022 [CAS 15]. In Rabat, 29 km of trams are planned, of which 7 km will be operational in 2019 [KAC 17]. The global trend is not lagging, as the rail market is growing at a rate of approximately 2.3% per year [BEN 18a], which exceeds global GDP growth. Today, it is undeniable that the strengths of railways [BEN 18c] are extremely important. Here, we name a few: – safety: the train represents a solution to reduce the deplorable cost to human lives due to road accidents (the bitter reality is that Morocco, for example, counts 3600 deaths per year in road accidents); – space-saving: for parking problems and city congestion, rail is an asset. It should also be noted that a double rail track requires 14 m against 40 m for highways; – the environment: the reduction of greenhouse gas emissions and the reduction of energy pressure and dangerous goods transport solutions are important for decision-makers today. On this last point, there is no need to prove that rail is the most environmentally friendly means of transport. Figure 1.1. shows a comparison made from the UIC data for a Paris–Lyon trip:

Figure 1.1. Emission comparison of different means of transport [BEN 18a]

6 Railway Information Modeling RIM

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It is certain that railways will continue to grow significantly, but budget, planning and ecology constraints pose a major challenge to this sector and the AEC industry in general. Indeed, at a conference held in 2011 in the sector, it was revealed that the UK government [TOC 11] believes that: – 38% of carbon emissions in the USA come from buildings, not cars; – 30% of projects do not implement a schedule or budget follow-up; – 37% of the materials used in the construction industry become waste (i.e. are not reused); – 10% of project costs are due to changes in progress. This same document showed the productivity decline in the AEC industry in the USA, as shown in Figure 1.2.

Figure 1.2. Construction productivity index [TOC 11]

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In summary, rail is a sector that will experience major development in the near future. However, it faces, like the AEC industry, significant constraints in terms of cost reduction and optimization of schedules. Our approach proposes to integrate BIM throughout the life cycle of railway projects in order to respond positively to these constraints. In the following section, we will discuss BIM and its development. 1.4. BIM development “BIM is now more than software; it is a culture, collaboration, and Team working… BIM is 10 percent technology and 90 percent sociology” [GAM 17]. BIM culture should be maintained in the project before adopting the cutting-edge technology [GAM 17]. A building information model can be used for the following purposes: 3D rendering visualization, fabrication/ shop drawings, code reviews, cost estimating and construction sequencing, a building, conflict, interference, and collision detection, forensic analysis and facilities management [SAL 11]. Studies reported major benefits of BIM: up to 40% elimination of unbudgeted change, cost estimation with accuracy within 3% when compared to traditional estimates, up to an 80% reduction in time taken to generate a cost estimate, savings of up to 10% of the contract value through clash detections and up to a 7% reduction in project time [SAL 11]. As part of this literature review [BEN 18a], we have estimated that BIM has several levels of maturity. These are the steps to move towards collaborative BIM: – BIM level 1: the isolated BIM includes the realization of the digital model, the use by one or more actors, but this

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does not include the exchanges between the models, and each one updates its data individually. – BIM level 2: establishment of collaborative work between actors where several models are linked and put together, making it possible to combine all the models into a single or federated model. It includes a graphical model or 3D digital mockup, non-graphical data (information for the use and maintenance of the work), structured data, documentation and a native file format (IFC). – BIM level 3: the ultimate goal of BIM (for many, this is the only level of the BIM process), a unique model shared by all actors. It allows the possible intervention by all and at the same time. It includes “level 2” + storage on a centralized server. A recent article [BEN 17] has already tested the benefits of BIM during all phases of an installation’s life. We list these in Table 1.1.

Phase

Benefits of BIM Concept, feasibility and design benefits

Idea

Increased building performance and quality Improved collaboration using integrated project delivery (IPD)

Design

Earlier and more accurate visualizations of a design Automatic low-level corrections when changes are made to a design

Impact of using BIM on cost

Results and comments

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Phase

Benefits of BIM

Impact of using BIM on cost

Results and comments

Generation of accurate and consistent 2D drawings at any stage of the design process Earlier collaboration of multiple design disciplines

Reducing 15% change orders

Change orders estimated to be 10% of project costs; this corresponds to 1.5% of the cost of construction

Reducing the schedule by 5–15%

A 10% reduction of time corresponds to a 5% reduction of the cost of construction of the project (50% of the cost of the projects is related to labor, management and machinery)

Easy verification of consistency with the design intent Extraction of cost estimates during the design stage Improvement of energy efficiency and sustainability Use of the design model as a basis for fabricated components Quick reaction to design changes Construction and fabrication

Discovery of design errors and omissions before construction Synchronization of design and construction planning

Introduction to BIM Integration into Railway

Phase

Benefits of BIM

Impact of using BIM on cost

11

Results and comments

Better implementation of lean construction techniques

Postconstruction benefits

Synchronization of procurement with design and construction – reduction of waste and reworking

Saving 9% This corresponds to a of materials 4.5% reduction in the cost of construction

Improved maintenance process

Saving 10% of cost

Improved commissioning and handover of facility information Better management and operation of facilities Integration with facility operation and management systems

Table 1.1. Benefits of BIM during all phases [BEN 17]

In this sense, the main contributions of BIM are: – idea phase: improve feasibility, increase quality and promote integration by facilitating collaboration; – design phase: correct at a low level of the impact of errors, detect in the phase study of “collisions”, visualize what “we build”, improve performance safety, security, energy, and so on; – construction phase: favor the early start, make the tasks more parallel rather than sequential, prefabrication,

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discover the errors of studies before construction, optimize the use of the materials; – operation phase: improve maintenance integrate changes into the life cycle.

processes,

Nobody could claim that BIM has become a key player in the construction industry [GAM 17]. Although, the construction industry in recent years has noticed a sudden development and the construction technique such as the use of prefabricated elements and more innovative materials such as carbon fiber and machinery. It is still poor in the implementation of BIM and uses more of its features for the planning of construction and site planning. “It is important to note that BIM is not just software; it is a process and software; BIM means not only using three-dimensional intelligent models but also making significant changes in the workflow and project delivery processes”, as noted by Gamil. At the same time, it must be considered that the integration of BIM reveals some risks that must be considered and solved. Salman argues that “BIM risks can be divided into two broad categories: legal (or contractual) and technical” [SAL 11]. Legal risks include ownership of BIM data, license limit issue, mastery and mastering of the database with regard to the impacts of the modifications, etc. Technical risks include the use of different software or different versions, and the use of different planning or cost estimates. In addition, “there is a need to standardize the BIM process and to define guidelines for its implementation” [SAL 11]. Today, software does not make it possible to carry out all the steps of BIM. The implementation steps are not

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standardized either. “Additionally, the industry will have to develop acceptable processes and policies that promote BIM use and govern today’s issues of ownership and risk management” [SAL 11]. In Figure 1.3, we show a building project whose design was realized with the BIM process as part of our research project.

Figure 1.3. Modeled building under the 3D BIM process

1.5. BIM integration into railway projects The benefits of adopting BIM technologies go beyond time management, but also include better solutions, more committed players, substantially reduced errors during the project construction phase and significant improvements during the use of facilities [SUC 17]. Figure 1.4 shows how families of intelligent objects can be created.

Figure 1.4. Creation of the railroad-type family using BIM software

14 Railway Information Modeling RIM

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The integration of BIM into railway projects, in view of the above, has many advantages [BEN 18b]: – decision support: it allows us to make the right choices from the start through simulations, tests and representations (integration of the budget dimension for cost optimization, consistency of information, avoiding repetition, detection of contradictions and reduction of delays); – mastery of the implementation phases: it allows better planning of needs and supplies combined with the anticipation of difficulties, which is one of the main advantages of BIM; – assistance for management, operation and maintenance: it makes it possible to facilitate the future evolution of new works and to facilitate their adaptation to new needs or to the evolution of the environment. The adoption of BIM in the railway is usually the result of a high-level political decision and requires years of model building. For example, in the UK, the Crossrail project started adopting BIM at the beginning of 2007, under the impetus of the government, and will not be effective until 2019! Before 2011 (Government Conference on BIM Adoption), the implementation of BIM on major civil projects in the UK was still in its infancy, but now it is rapidly gaining momentum [SMI 14, TOC 11]. In France, since 2016, the use of BIM has become mandatory in all public sector projects. France has established a regulation, and from 2017, BIM is used for all public buildings. By contrast, there is no BIM regulation in Sweden, but the big public players have been inspired by British development and have adopted BIM strategies, which is in line with the 2014 McGraw-Hill report which indicates that many public goods and public customers need BIM for their projects [DAV 15]. The German BIM initiative (“Stufenplan” of the German Ministry of Transport and Digitization) declares that BIM project implementation level 1 should be carried out in all infrastructure construction projects from 2020 [BOR 16].

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1.6. Feedback from real project experiences In the following, and as mentioned above, we will examine studies of five cases selected for their sizes, their completion dates (beyond 2014), their geographical situations in several countries, the variety of typologies (urban, interurban, subway) and the availability of literature. Each case is summarized in a table that outlines its identification, proven benefits, identified risks and limitations.

1.6.1. Project Mälarbanan, Sweden Table 1.2 summarizes information about the Mälarbanan project. Project name Project owner Company Country delivery year Benefits

Mälarbanan Swedish Transport Administration Vectura Sweden 2016 Concept, feasibility and design benefits; increased building performance and quality; improved collaboration using integrated project delivery; cost estimates throughout the design phase; discovery of design errors before construction; synchronization of design and construction planning; better implementation of lean construction techniques; integration with facility operation and management systems; a better understanding for the railway facility since all CAD (computer-aided design) designers can see the common 3D model at an early stage of the project; better review of object placement, everything is in a 3D environment; design material in a digital environment can facilitate visualization, simulation, quantity take-off, time planning, cost calculations, etc.; 4D modeling; reuse of data through different stages in the process; better quality and time-saving through a more effective work method; fulfillment of new industry standards for upcoming procurements

Introduction to BIM Integration into Railway

Risks

Limitations References

17

The designer does not benefit most as the key adopter; collaboration challenges; legal status of the model; changes in practice and use of information A condition is that all technical areas work in the same model [NOR 12] Table 1.2. Project file: Mälarbanan

1.6.2. TUC/Infrabel experience, Belgium Table 1.3 summarizes information about the TUC project. Project name

Schuman–Josaphat Tunnel

Project owner

Infrabel

Company

TUC

Country

Belgium

delivery year

2016

Benefits

Improvement of the integration of design; internal project team communication; collision detection to avoid rework during the project; minimization of delays of project execution on the site; higher quality projects delivered on time and on budget

Risks

Bad communication between designers; communications, manuals, training courses and workflows inadequate with the target audience

Limitations

Different levels of BIM maturity of each project unit of the project team; clear communication of the BIM vision to all colleagues; guiding the management of change and taking into account the specificity of the company; minimum requirements for BIM data must be defined such as the status of the object

References

[NUT 18] Table 1.3. Project file: TUC

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1.6.3. BIM at SNCF maintenance department, France Table 1.4 summarizes information about the SNCF maintenance project. Project name

Railway SNCF maintenance (regions of Metz and Strasbourg and the catenaries in the framework of the Charles de Gaulle Express project)

Project owner

SNCF

Company

SNCF; Dassault Systèmes

Country

France

delivery year

2018

Benefits

Improvement knowledge of the network; economic performance during studies, renovation or construction work and during the maintenance of tracks or stations; maintaining of internal requirements in terms of the safety of users

Risks Limitations References

[LAN 16] Table 1.4. Project file: SNCF maintenance

1.6.4. Crossrail, UK Table 1.5 summarizes information about the Crossrail project. Project name

Crossrail (Elizabeth Line)

Project owner

Crossrail Limited

Company

Bechtel Civil Limited

Country

UK

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delivery year

2019

Benefits

25% reduction in waste and rework; virtual elimination of design coordination error; direct fabrication from BIM: 0 errors; 12–16 week savings; increased investor/lender confidence; return on investment (ROI) range = 3:1–12:1, 70% claim reduction

Risks

Implementation of the BIM commercial framework at the start of the project; CIC (Construction Industry Council) BIM Protocol (or similar) should form part of the contract basis to provide governance around the use, liability and ownership of the BIM model; the whole project team needs to understand their role in BIM as it affects their work responsibilities and all phases of the project life cycle; Common Data Environment (CDE) foundation for collaborative design is essential, this should be enabled for the whole supply chain in order to foster innovation and to maximize data reuse; design change needs to be carefully managed at the model element level and preferably as a work process built into the CDE rather than an external additional process; intelligent (object-oriented) 3D models are an essential foundation for leveraging 4D, 5D and design analysis; a consistent application of standards is fundamental to the success of BIM; for example, a WBS is needed for 4D modeling

Limitations References

[SMI 14] Table 1.5. Project file: Crossrail

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1.6.5. ONCF electrical substation, Morocco Figure 1.5 shows layouts of a 3D model of the project.

Figure 1.5. Layouts of a 3D model of the ONCF electrical substation project

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Table 1.6 summarizes information about the ONCF project. Project name

ONCF 40 electrical substations

Project owner

ONCF

Company

Colas Rail

Country

Morocco

delivery year

2018

Benefits

Working on a unique 3D model will allow design teams from different disciplines to work together and better; the usual round trips and incomprehension between disciplines will give way to more effective collaboration; time-saving; cost optimization; prevention of conflicts between networks; building before building; optimization of facility management; improvement of the quality of works; prefabrication

Risks

The BIM integration speed differs from one discipline to another; while architectural and structural aspects are more likely to adopt the approach, other disciplines have encountered problems, especially related to interfaces with other dedicated software; the addition of the planning and budget dimensions has complicated the tasks in the studies; objects must be drawn in such a way as to take these dimensions into account

Limitations

Studies on the BIM model will take longer if it requires redrawing everything, including topographic acquisition; the advantage of integrating BIM in the sketching phase shows its relevance; one of the difficulties encountered is redesigning mechanical and electrical equipment; not all equipment providers work with BIM logic; hence the interest of integration when defining contractual obligations; in the absence of local standards, railway standards or object libraries,

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it is necessary to draw everything; the team members and the client wonder about the implementation schedule and fear that the integration of BIM will delay the progress of the project (because, firstly, they do not understand the investment of time to build the BIM model and, secondly, that this modeling started when the project had already been running for months); this reflects the misunderstanding around BIM: it is not a simple 3D design process, but a management approach that should accompany the project from the idea and throughout the entire life cycle of the infrastructure References

[BEN 18b] Table 1.6. Project file: ONCF electrical substation

1.7. Discussion of the results The case studies discussed in this chapter and previous research confirm the hypotheses of the literature. The integration of BIM into railway projects can have several advantages: collaboration, time-saving, cost optimization, prevention of conflicts between networks, construction before construction, optimization of facility management, improvement of the quality of works and prefabrication. The case studies also allowed us to illustrate the risks (status and appropriation of the BIM model, lack of standardization of versions or software and lack of understanding of the basics of schedules and specifications) and limitations (lack of feedback, lack of adaptability and convergence of tools). These experiences have also shown that the use of BIM is not just a technological transition, but a revolution in the project management process, which requires several key success factors (participation of all, commitment, change management and adoption of the collaborative approach).

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The topics of visualization, collaboration and conflict elimination are the three main areas discussed in this book where the benefits of BIM can be organized. In fact, there is a great deal of intersection between their corresponding chapters, but they have been chosen as the main ideas around which all the benefits can be better understood. Visualization primarily addresses the benefits to an individual and to improving one’s personal understanding as a result of using BIM. The collaboration refers to the cooperative action of several team members, which is encouraged and facilitated by BIM. Conflict elimination mainly concerns project-related benefits, such as conflict reduction, waste, risks, costs and time. For railway infrastructure projects, the main purpose of using BIM is to improve the design integration process, internal project team communication and collision detection to eliminate the risk of rehabilitation. 1.8. Conclusions and perspectives In this chapter, after having given an overview of the development of the railway construction market (especially in Morocco), we have seen that this sector is promising, but at the same time, it faces major challenges: budget, time management, loss of productivity, etc. We exposed BIM, its development and its advantages as a tool and process to pilot large projects in a collaborative way, from the idea phase to the operation and maintenance phase. The integration of BIM into railways is becoming a global trend. This integration requires government decisions and a maturation of technology and tools. The authorities of some developed countries (Sweden, the UK, France, Germany), at different stages of implementation, are adopting BIM in the process of setting

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up new railway projects. This political impulse is still behind in southern countries, such as Morocco. The trend and the data collected indicate an adoption between 2020 and 2030 of BIM in all/some AEC projects in developed countries. This will have an impact on other countries that will soon be doing the same, especially when it comes to adopting BIM in the railway sector. The case study of real projects incorporating BIM confirms the results of the literature review. The benefits of integrating BIM into rail projects are multiple and proven: BIM controls costs, supports decision-making, avoids extra work due to design errors, improves the detection of interface problems, improves planning of vision, helps with prefabrication and facility management, etc. Finally, the BIM process is able to overcome delays in procedures which slow the development of the construction industry in many countries, especially in Morocco, because of the slowness of design (or downright bad design). Ultimately, the application of the BIM process in the railway infrastructure requires constant improvement. This concerns the development of libraries and the models available to all users in order to encourage the development of this methodology and, consequently, its use of information throughout the life cycle of an infrastructure work. From this chapter, we can identify interesting lines of research for our research project to integrate BIM into railway projects: – standardization of the stages and phases of rail project management by integrating BIM;

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– technological development and software tools to integrate rail libraries, special and normative constraints of large linear projects. These themes, which are not very rich in the literature, can make a major contribution to the successful integration of BIM in the railway sector, especially in developing countries.

2 BIM into Railway: Optimization of Cost by Using BIM

In the previous chapter, we introduced the integration of BIM into the railway. In this chapter, we will study the cost structure of a tram throughout its life cycle. We will then proceed to a theoretical analysis of the optimization that building information modeling (BIM) can bring to the cost of a tramway project. We will also highlight in this chapter the results of research on the integration of BIM into railway projects by showing the benefits and trends of adoption. This study hopes to open the door to industrial applications and promote the integration of BIM into tram projects. During the discussion of the results, we will propose future research tracks in this theme, including the possibility of studying a real case. 2.1. Introduction Feedback from several tramway projects around the world estimates the cost of the tram to be between 18 and 38 million

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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euros per kilometer of track. Indeed, Jesus Gonzalez-Feliu [GON 14], in a study of freight trams in Paris, estimated this investment at 22 million euros per kilometer. Millet [MIL 16], for the initial loop of the Montreal tramway, put forward a budget (in 2008) of 1248 million Canadian dollars (1 Canadian dollar = 0.66 euro) for 21.9 km of network, which amounts to 37.61 million euros per kilometer against 32.31 km originally planned according to the same source. In Morocco, Casa Transport (manager of the public transport network in its own site, Casablanca) estimated to the press [ELM 12] in 2012 the cost of the first tram line of Casablanca to 5.9 billion dirhams (11 dirhams = 1 euro) for 31 km, which amounts to 17.3 million euros per kilometer. A report by Urban Transport Group [URB 13] (produced by Egis Semaly and Faber Maunsell) estimated costs per kilometer of tramway (cost in 2003) as follows: Lyon T1 + T2 at 19.49 million euros and Strasbourg B at 22.62 million euros. The cost of a tram depends on several factors: design choices, geographical and geological data, frequency, cost of labor, number of stops, etc. A French association “L’Atelier du Tramway” [GUE 15] “supports that it is possible to make a tram at 14.5 million euros per kilometer against 24 million on average”. The association takes the example of the Besançon tramway where “we managed to limit the bill to 17 million euros per kilometer”. “We have to consider the savings on the initial investment, but also on the operation”. “If we accept a deteriorated operation episodically, this would generate minimal disruption of the network and we would substantially lower the costs”, said the president of the association. In any case, the cost of a tram is expensive for small agglomerations, and even for large agglomerations in developing countries. The cost optimization tracks,

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currently under study, are multiple and concern several factors: optimization of the design, degradation (in the acceptable limit) of the operating level (example of the “Atelier du tramway” association), suppression of certain functionalities, optimization of operating and maintenance costs and so on [BES 14]. 2.2. Methodology In this chapter, we have chosen to perform a theoretical analysis of the cost optimization of a tram by integrating BIM from the sketching phase and throughout the life cycle of the infrastructure. The methodology adopted is to first make a review of the literature to make a decomposition of the cost of a tram and to fix the sub-costs on which we study the optimization contribution that the integration of BIM can make. Then, we will move to a theoretical analysis based on the empirical results realized or projected on real projects to estimate the possible savings following the integration of BIM. The aim is to provide the theoretical basis for optimizing the cost of a tram in order to promote the integration of BIM into tramway projects and into railways in general. 2.3. Cost structure of a tram – assumptions fixed for the analysis There are several forms of tramway. We will consider the tramway as a mode of public transport: generally, they have urban steel wheels running on railways, in its own site, equipped with rails, which is installed with electric traction powered by a catenary (overhead contact line). Forms of trams appeared at the beginning of the 18th Century before disappearing after the two world wars [JON 78, GRA 24].

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Modern trams (the object of this study) experienced a second life in the 1970s. 2.3.1. Cost structure of a tramway – construction phase: comparative analysis As a basis for decomposing the cost of a tramway, we have chosen the decomposition of CERTU (Centre d’études sur les réseaux, les transports, l’urbanisme et les constructions publiques – Center for Studies on Networks, Transport, Town Planning and Public Construction – France) [TER 13] given by Laborde [LAB 16]. This decomposition is based on the following factors: preliminary studies, project management, land acquisition and the release of rights of way, deviation of networks, preparatory works, structures, platforms, specific track of the rail and guided systems, pavement of the clean site, road and public spaces, urban equipment, road signs, stations, electrical substations and overhead contact lines, low current and central command post, depot, rolling stock. Our search for the cost of each item led us to compare three projects: a tramway project of the “Atelier du Tramway” association [RIS 14], the Besançon tramway and the Caen tramway. The comparison of the cost decomposition is shown in Table 2.1. Egis / Atelier du Tramway

Besançon tramway

Caen tramway

Preliminary studies

2%

0.5%

2%

Project owner management

6%

Mastery of work

7%

6%

3%

Land acquisition and release of rights of way

2%

7%

0%

Deviation of

3%

5%

0%

7%

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networks Preparatory works

3%

1%

Structures

2%

3%

Platform

3%

6%

Specific track of the rail and guided systems

13%

Pavement of the own site

4%

Road and public spaces

10%

Urban equipment

2%

1%

Road signs

1%

2%

Stations

2%

3%

Electrical substations and overhead contact lines

9%

Low current and central command post

6%

Depot

7%

Rolling stock

18%

34%

22% 6%

11%

30.5%

5%

2%

5% 6%

11% 22%

Table 2.1. Comparison of the costs of tramway projects – construction phase. For a color version of this table, see www.iste.co.uk/bensalah/rim.zip

2.3.2. Hypotheses made for the fixed and studied sub-costs in the construction phase We saw in the previous section the construction costs of a tramway, the reference decomposition. For the purposes of this analysis, we voluntarily chose to fix the costs related to the rolling stock and those of the project owner (including land release and acquisition costs). We also took an average of the costs for each heading, as we grouped the headings to facilitate the analysis.

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Egis / Atelier du Tramway Engineering and mastery of work Land acquisition and project owner management Civil works, including rail Systems Depot Rolling stock

Besançon tramway

Caen tramway

Average taken by authors

9%

7%

5%

7%

8%

7%

7%

7%

40%

50%

45%

43%

18% 7% 18%

31% 6% 0%

11% 11% 22%

15% 8% 20%

Table 2.2. Summary of the construction cost structure of a tramway. For a color version of this table, see www.iste.co.uk/bensalah/rim.zip

Therefore, the fixed costs (in the sense of our study) represent 27% of the construction cost and represent the costs of the owner of the project as well as the rolling stock. In this hypothesis, we consider that building information modeling has no contribution of cost optimization relative to the project owner (search for financing, administrative procedures, release of land, etc.). We have also assumed the cost of rolling stock, which means that the analysis of BIM’s relationship to this industry is part of another research theme. The costs we are going to study represent 73% of the cost of building a tram, and concern the infrastructure, the platform, including the rail, the energy and low current systems, the maintenance depot, etc. 2.3.3. Cost of facility maintenance Laborde [LAB 16] estimates that the costs of major maintenance (discount calculation at 4.5%) is estimated at

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0.60% of investment annually (excluding rolling stock), which equals 18% over 30 years (duration of the depreciation of the investment). According to the estimates in the previous section, the cost of maintenance (excluding operating costs and associated personnel) is 18% multiplied by 66% (percentage of infrastructure studied outside of studies). This means that maintenance costs 11.88% of the initial cost of the initial overall investment. The cost of maintenance is sensitive to several parameters [ZHA 15]: number of shuttles, mileage traveled, number of passengers, fixed costs of the operator, etc. For the model built by Xinmiao [ZHA 15] and for the reference project, maintenance is 23% of the overall cost of the infrastructure investment (66% of the initial cost of the overall project), which is 15.8% of the original project cost. A recent study in Croatia [VIT 17] estimates that the maintenance of an infrastructure represents half of the initial investment (i.e. 33% of the initial cost of the entire project). For the purposes of the following analysis, we take an average cost of maintenance of fixed installations at 14% of the amount of the overall initial investment of the project. 2.3.4. Summary of costs studied – basic hypotheses of the analysis For the rest of the analysis in this chapter, we consider a tram construction project of 15 km in length, with a maintenance depot. We consider the average of 24 million euros per kilometer as the construction cost. This gives a direct investment for the realization of the project of the order of 360 million euros. In this case, infrastructure (including design and studies) represents 73% of the amount invested or 262.8 million euros. The rest (rolling stock and costs of the project owner) is fixed. In the same logic, the maintenance (over 30 years) costs 14% of the initial amount of the investment, that is, 50.4 million euros.

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2.4. Optimization of cost of a tram through the integration of BIM: a theoretical analysis 2.4.1. Theoretical analysis of cost optimization We will study through the literature the possible optimization of the costs of a tramway by integrating BIM from the beginning of the construction project and throughout its life cycle. Through the literature [BEN 17, BEN 18a, BEN 18b], based on the studied cases [VIT 17, EAS 11, SMI 14, KYM 07, TOC 11, ZHO 17, BEN 18c], we have constructed Table 2.3. Phase

Idea

Design

Benefits of BIM Concept, feasibility and design benefits Increased building performance and quality Improved collaboration using integrated project delivery (IPD) Earlier and more accurate visualizations of a design Automatic low-level corrections when changes are made to a design Generation of accurate and consistent 2D drawings at any stage of the design process Earlier collaboration of multiple design disciplines

Impact of using BIM on cost

Results and comments

Change orders Reduces 15% change estimated to be 10% of orders project costs; this corresponds to 1.5% of the cost of construction

BIM into Railway: Optimization of Cost by Using BIM

Phase

Construction and fabrication

Postconstruction benefits

Benefits of BIM Easy verification of consistency with the design intent Extraction of cost estimates during the design stage Improvement of energy efficiency and sustainability Use of the design model as a basis for fabricated components Quick reaction to design changes Discovery of design errors and omissions before construction Synchronization of design and construction planning

Better implementation of lean construction techniques Synchronization of procurement with design and construction – reduction of waste and reworking Improved maintenance process Improved commissioning and handover of facility information

Impact of using BIM on cost

Reduces the scheduleby 5–15%

Results and comments

A 10% reduction of time corresponds to a 5% reduction of the cost of construction of the project (50% of the cost of the projects is related to labor, management and machinery)

Saves 9% of This corresponds to a materials 4.5% reduction in the cost of construction

Saves 10% of cost

35

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Phase

Benefits of BIM

Impact of using BIM on cost

Results and comments

Better management and operation of facilities Integration with facility operation and management systems

Table 2.3. Measured benefits of integrating BIM into tram construction and operation project

2.4.2. Summary The literature and the case studies mentioned believe that the integration of BIM could reduce the costs of a tramway (as the percentage of the initial construction cost studied in the previous section) as follows: – 1.5% in terms of reduction of change orders; – 5% in terms of reduction of the overall construction time; – 5% in terms of reduction of waste material and reworks; – 10% of the maintenance cost corresponding to 1.4% of the construction cost. In summary, the integration of BIM into a life-cycle tramway project saves 8.4% of the overall project cost, that is, the cost can be reduced to 21.98 million per kilometer of tramway. The cost of constructing the 15 kilometer tramway of our reference project will then be 330 million euros instead of 360. The cost of maintenance over 30 years will be reduced from 50.4 to 45 million euros.

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2.4.3. Discussion and analysis In his thesis [WU 17], Wu concludes that using BIM in the AEC (Architecture, Engineering and Construction) industry helps to reduce waste, saving 15–45% of the materials used. If we consider the reduction of waste to an average of 30%, and if we consider the waste representing 37% of the material used (estimation of the report of the UK government), we have taken the hypothesis that the material represents 50% of the cost of the infrastructure studied, the reduction thanks to the BIM represents 5.55% of the cost of the infrastructure (73% of the cost of the project) and 4.05% of the overall cost of the project. A recent study about using BIM for estimating and scheduling [FRA 15] estimates that material pricing using BIM helps to save 15% compared to the “traditional” method. The reduction (in material) thanks to the BIM represents 5.48% of the overall cost of the project. These findings are in line with the theoretical analysis discussed above, which estimate the reduction of cost to 5%. Azhar [AZH 11] reported in his paper that a study of Stanford University’s Center for Integrated Facilities Engineering collected data from 32 major projects and estimated a savings of up to 10% of the contract value through clash detections, and up to 7% reduction in project time. These findings are in line with the theoretical analysis discussed above. 2.4.4. Limitations The results obtained in this theoretical analysis are consistent with several limitations: – the construction of the cost of a tramway remains volatile. It depends on several factors and choice of projects. In this sense, it is indicative;

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– estimates of cost savings by integrating BIM remain highly theoretical, based on the literature and case studies in the AEC industry; – some items were not quoted either because of a lack of data or due to their nature (e.g. improvement of the quality of the infrastructure); – this theoretical analysis needs a real case study (or even several cases) to confirm it. 2.5. Conclusions and perspectives In this chapter, we dealt with a case of the construction of a tramway. First, we reviewed the literature to build a cost of a tram. This price construction is dependent on several factors (length, number of stations, technical choices, etc.), but we tried to converge towards an average. A typical tramway (15 km of track plus a maintenance depot) would cost 24 million euros per kilometer of track. We then set the costs related to the rolling stock (subject of a separate study) and the costs of the owner (mobilization of land, administrative management, etc.). The remaining infrastructure costs (platform, railway, urban development, energy, low current, depot, etc.) represent 73% of the cost of the tram construction project. We also estimated maintenance costs (excluding rolling stock) at 14% of the initial construction cost of the project. Second, we carried out a theoretical analysis of the gains that the integration of BIM can bring to similar infrastructure projects. We crossed several sources: theoretical studies, government reports, case studies and so on. This analysis showed that the BIM would reduce 8.4% of the overall cost of a tramway project, a gain of 20 million euros for the reference project. It also showed that the BIM would save 10% of maintenance costs over 30 years, a gain of 5 million euros.

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During this study, or as part of other research we conducted, we identified several benefits of integrating BIM into a railway project. We were not able to quote these other benefits, which represents one of the limitations of this theoretical analysis. Another limitation is the purely theoretical framework of the analysis that deserves to be confirmed by case studies, especially for a tram project to be more precise. The present research opens the way for two major perspectives: – case study of a tram with BIM to estimate the gains obtained; – theoretical analysis of the cost savings through BIM for the items not quoted by this study (quick reaction to design changes, improvement of energy efficiency and sustainability, increased building performance and quality, extraction of cost estimates during the design stage, integration with facility operation and management systems, etc.).

3 BIM and Sustainability

We have seen, both in the literature and in the feedback from projects, that the advantages of BIM today are numerous. Controlling costs is an undeniable advantage, but it is not the only one. In recent years, humanity has become aware of ecological problems and their consequences for the very future of ecosystems. Commitments are being made at a high level by policymakers around the world to limit the impact of ecological disruption and to ensure sustainability. In the field of construction and public works, the demands for the preservation of the environment are increasing. In this chapter, we will try to see what BIM can bring to sustainability. 3.1. Introduction Sustainability is a common goal for all actors. The use of BIM obviously contributes to reducing the risk of error on a site with the benefits that this implies afterwards. The BIM approach in a project optimizes design inclusively with respect to energy and environmental criteria. Finally, BIM

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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management of the entire life cycle of an installation optimizes the reuse of materials. BIM allows, from an environmental point of view, a better management of natural resources thanks to databases of BIM objects that can integrate information relating in particular to their nature, their origin and the means provided to produce them. BIM makes it possible to integrate from the design phases, thanks to the tools that it puts at our disposal, all the data relating in particular to the reuse of building materials. BIM is also and widely used for the energy optimization of buildings and installations through energy re-engineering from the design phase. Finally, BIM provides a relatively large database that through a controlled process manages the flow of materials throughout their life cycle [BOU 18]. In this chapter, we will limit the study of BIM and sustainability to the following three main fields: – optimizing the use of materials for durability; – energy efficiency; – sustainability in the management of the life cycle. In our analysis of the three fields, we will combine the results of the review of the state of the art and the feedback from projects. At the end of the chapter, we will explore these fields with regard to our study, that is, BIM in the railway sector. 3.2. Optimizing the use of materials for durability The United States Environmental Protection Agency (USEPA) estimated that there were 10.98 million tons of construction waste generated in the USA in 1996, and 15.1 million tons in 2003. From the data collected from 95 residential projects and 12 commercial projects, USEPA found the average waste generation rate to be 4.39 lb/ft² for

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residential projects, and 4.34 lb/ft² for commercial projects. Based on the $353,652 million residential construction value and $256,501 million commercial construction value reported by the Department of Commerce for 2003, and the average construction cost of $76.80 per ft² for the residential project and $111 per ft² for the commercial project reported from Census data, EPA estimated that 15.1 million tons of construction waste were generated in 2003 (10.1 million tons residential, 5 million tons commercial, not including demolition) and 10.98 million tons were generated in 1996 (6.56 million tons residential, 4.42 million tons commercial, not including demolition). A survey of 809 architects, engineers and contractors showed that prefabrication reduced not only waste, but also the project schedule and budget. Case studies of South Korean projects used BIM models for post-design prefabrication: comparison of the BIM model from design and installation shows that BIM coordination solved design errors, thereby avoiding potential retouching. Other researchers have also emphasized the BIM–prefabrication relationship and called it “BIM-driven prefabrication”. They surveyed 305 architects, engineers (civil and structural only) and contractors, of which 31% reported on-site labor reductions greater than or equal to 25% due to off-site manufacturing, and 27% reported an increase in labor productivity on site greater than 25% due to the modeling process. As stated in the International Standards Organization’s (ISO) environmental management systems, a well-executed environmental practice can also generate financial and operational benefits. In the case of waste reduction through BIM and prefabrication, time and cost savings can also be used [WU 17]. Prefabrication is an important asset for projects. BIM, through the 3D model, makes it possible to exit directly from manufacturing plans with almost no adaptations. The prefabrication of the metal frame, concrete products, mechanically welded parts and so on not only saves time, but

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also optimizes the use of materials as it is done in factories and industrial sites with tools and specific machines, unlike the site where the elements are delivered in so-called standard dimensions of the market, which implies large amounts of waste [BEN 18a, BEN 17]. 3.3. Energy efficiency The construction sector contributes greatly to socio-economic development due to its strong participation in employment and its contribution to the enrichment of a country’s architectural heritage. However, this sector contributes substantially not only to energy consumption, greenhouse gas emissions and resource consumption but also to the production of waste or pollutants causing significant environmental damage. In order to act on the reduction of greenhouse gases, the energy efficiency of buildings is today identified as a relevant and profitable avenue. In addition, digital transformation, through BIM, has led to changes in practice and is beginning to break through in regulations and scientific research. This creates potential for better digital management of the energy efficiency of buildings, and at the same time a very important need for new skills for all construction professionals. Buildings account for 50% of global energy consumption and produce about 35% of greenhouse gases. Hence, legislation around the world is particularly addressing this sector with the aim of reducing energy consumption for new construction and also in renovation projects. In this context, BIM can stimulate and facilitate energy-efficient construction on the basis of improved data exchange and communication flow. In practice, it can, for example, accelerate the realization of energy simulations in the search for beneficial solutions for the building and future users, in particular by establishing

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specific commissioning requirements and by offering an opportunity for systematic management of maintenance. Recent research has described the “green BIM” as a model-based method of generating and managing coordinated and consistent building data throughout its project life cycle that enhances building energy-efficiency performance, and facilitates the accomplishment of established goals of achieving sustainability targets. The finding of this research shows that BIM-based sustainability analysis helps to improve project performance by optimizing resource consumption. Data interoperability and information management through the BIM platform solves the problem of building data integration. Interoperability between BIMbased design and sustainability analysis tools can improve the workflow between analysis, applications and design deliverables. It reduces the time required for delivering a project, and also helps to achieve design intent during the operation of the constructed facility [KHA 19]. This being said, the current technological development does not always make it easy to trade between BIM and BEM (Building Energy Modeling). Indeed, a 2015 Brazilian study concluded that BIM and BEM software are not currently interoperable, in contrast to what is wrongly stated by several software development companies. The transfer of the building geometry, which is the basic input parameter for BEM, is still deficient. The views of analytical models of a building in BEM are not updated automatically with changes in the BIM model. Therefore, several iterations of changing, importing and exporting the BIM model have to be done in order to ensure that the geometry is correctly transferred. Not only is the geometry (basic input parameter for BEM) not correctly read by the BEM software, but also families of objects cannot be translated properly in some other variables analyzed by the BEM software [PRA 15].

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The same conclusion was made by another British study [GER 17]: industry practitioners managing the design development of a building require an understanding of how that design progresses, and the means of sharing information in an efficient and accurate manner. Use of a framework such as that suggested here could assist designers to include information in their models that can then be used to understand a building’s operational performance, and provide a definitive source of information that can be referenced by all members of the design team. Pezeshki [PEZ 19] concluded in a recent article that the lack of interoperability between BIM and BEM poses challenges for the development and execution of projects seeking sustainable, efficient and satisfactory energy performance throughout its life cycle, for example incomplete or incorrect HVAC system modeling and missing information about controls. However, other research [GUO 16] has concluded that BIM technology can reduce errors at the design stage and effectively improve the overall efficiency of design. Choosing appropriate methods based on BIM analysis can facilitate successful design and provide different design alternatives, ultimately identifying the most cost-effective and energyefficient solutions. BIM technology has been proven capable of developing a highly accurate simulation platform for the energy consumption of buildings. BIM technology has many features such as visual analysis, collision checking and construction schedule simulation. Through the established BIM model, the solar radiation, sunshine, ventilation, and lighting of buildings can be simulated to discuss the most appropriate orientation, layout and floor spacing of buildings, as well as to formulate reasonable construction design schemes and select scientific lighting methods, which can effectively reduce building energy consumption. “For the energy-saving renovation of residential houses in towns and villages, the application of BIM technology mainly includes

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the following aspects: make up for the lack of building information; determine a Reasonable House Pattern, strengthen professional coordination and reduce the cost of renovation” [HUA 18]. 3.4. Sustainability in the management of the life cycle Although the design of the models via BIM and their use during construction are becoming commonplace to increase the efficiency of building sites, in reality, it is the building management phase that represents the bulk of the expenses. This is due to maintenance and also because it is at the time of operation that all errors made at the time of design and construction must be paid for. Gradually, the world of BIM is focusing increasingly on the maintenance of buildings and how this can be implemented in existing software. Hence, there should be opportunities in the future to connect the two worlds. According to Marzouk [MAR 18], to create a sustainable building you have to choose building materials which are inexpensive throughout their life cycle. Since construction cost estimates for construction projects involve inherent or uncertain risks, life-cycle costing models have been developed to determine the cost-effectiveness of the optimal scenario for building materials. The assessment system is used to determine the degree of environmental sustainability of buildings based on the use of traditional and environmentally friendly materials in construction. The evaluation is conducted by proposing a framework integrating the building information modeling (BIM). Several logistics optimization studies [BIY 18, SER 15] integrating quality, safety and the environment have expressed the need to move to a new way of designing the life cycle of buildings in a more relevant way. BIM can bring a lot to this scheme. Table 3.1 shows the benefits of BIM.

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Phase

Benefits of BIM

Impact of using BIM on cost

Results and comments

Concept, feasibility and design benefits

Idea

Increased building performance and quality Improved collaboration using integrated project delivery (IPD) Earlier and more accurate visualizations of a design Automatic low-level corrections when changes are made to a design

Design

Generation of accurate and consistent 2D drawings at any stage of the design process Earlier collaboration of multiple design disciplines

Easy verification of consistency with the design intent Extraction of cost estimates during the design stage Improvement of energy efficiency and sustainability

Change orders Reducing 15% change estimated to be 10% of project costs; this orders corresponds to 1.5% of the cost of construction

BIM and Sustainability

Phase

Benefits of BIM

Construction and fabrication

Postconstruction benefits

Impact of using BIM on cost

Use of the design model as a basis for fabricated components Quick reaction to design changes Discovery of design errors and omissions before construction Reducing Synchronization of the design and construction planning schedule by 5–15%

Better implementation of lean construction techniques Synchronization of procurement with design and construction – reduction of waste and reworking Improved maintenance process Improved commissioning and handover of facility information Better management and operation of facilities Integration with facility operation and management systems

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Results and comments

A 10% reduction of time corresponds to a 5% reduction of the cost of construction of the project (50% of the costs of the projects are related to labor, management and machinery)

Saving 9% This corresponds to a of materials 4.5% reduction in the cost of construction

Saving 10% of cost

Table 3.1. Benefits of BIM during all phases [BEN 17]

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In this sense, the main contributions of BIM in postconstruction are as follows: – operation phase: improve maintenance processes and integrate changes into the life cycle; – better management and operation of facilities; – integration with facility operation and management system. 3.5. Sustainability BIM and railway? Before going into the subject of sustainability, BIM and rail, let us look at a concrete example. In France, SNCF has launched a vast 3D BIM acquisition program for its infrastructure [LAN 16]. BIM promises great opportunities for a company such as SNCF. Although BIM was initially intended to help professionals during the construction phase of buildings, the tools have evolved. For SNCF, the goal is to mainly look at what already exists. This reverse engineering is possible today: all data is a mine of information to support infrastructure management. We must be able to improve the predictive maintenance of our network and the stakes are high: the regularity of the traffic needs to be optimized while preserving our requirement for the safety level of the users. A first pilot project was launched at the end of 2015. The idea was to take advantage of the collaborative power of BIM as part of a program to implement European safety beacons. BIM was used for track and signaling trades. On this pilot project, SNCF worked with Dassault Systèmes and the regions of Metz and Strasbourg. Two other pilot projects followed. One was in connection with the catenaries in the framework of the Charles de Gaulle Express project for which the power supply needed to be modeled. SNCF used the Bentley tools. The other concerned the station of Saint-Cloud, whose modernization is planned using the Autodesk Revit BIM software. Although SNCF is only in the

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early stages of implementation, it is already acquiring the support of management who believe in the performance of BIM. And they are not alone: many tenders call for the use of BIM. It is up to us to go even further in this direction. SNCF is also involved in the workshops conducted as part of the MINDD project. Railway must not be left out and our voice should be heard. The exchanges are constructive. Moreover, the BIM method would also be an important source of savings for project management of SNCF projects. Philippe Druesne has tallied the accounts: the BIM model would significantly reduce the cost related to the correction of defects of a building – currently, this cost is at least €35/m² of additional expenses during the construction period, and €2.3/m²/year when the building is put into operation [LAN 16]. In Norway, several major governmental clients, such as the national road and railroad authorities, increasingly demand BIM. BIM became mandatory in large public Norwegian infrastructure projects in 2016. This makes the Norwegian infrastructure sector a global pioneer in this area of BIM use. The initiative is driven by sustainability, cost, time and environmental and quality considerations [BAK 18]. From this point of view, the rail sector is involved in the same considerations of the building and construction sector with regard to the adoption of BIM in sustainability processes. In this sense, BIM in the railway sector will play an important role in the optimization of the use of equipment, energy efficiency (by combining the tools of energy management) and life cycle management (including the reuse of materials during the infrastructure deconstruction).

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3.6. Discussion of the results Awareness of the impact of human activities and the importance of sustainable development that has been embedded in different sectors in recent years has evolved. BIM allows a major change in project management. It allows a global consideration thanks to a database that, being organized and structured, can be exploited and used both for 3D visualization (plans, sections, etc.) and for sustainable development issues. The integration of BIM allows [BEN 19]: – a more accurate estimate of the quantities needed to get the right materials at the right time on the job site, thereby reducing imprecise orders and thus waste; – minimization of documentation and records; – calculation of the energy consumption of the structure; – development of the thermal balance of a project; – better analysis of the impact of the project on the environment through the measurement of key performance indicators (KPIs), including long-term impact factors that are transferable throughout the project life cycle; – increased productivity through improved interoperability and documentation; – coordinated planning and consideration of energy and environmental considerations; – simplification of internal and external energy audits. The cost of non-quality is often estimated at more than 10% of the amount of work, sometimes 20–30%. Data modeling is a tool for improving the consistency and accuracy of study files, both upstream and in execution studies. This improvement has consequences [TAL 18]: – better anticipation of the problems to be solved, be they geometry, implementation or supply;

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– detection and resolution of problems throughout the project life cycle for less improvisation on site; – more clarity between the actors vis-à-vis the goals to achieve; – a grouping of information on a single digital model. The project participants are based on a single source of information. BIM builds the model as new data or information arises; – facilitation of maintenance and after-sales service. BIM will certainly improve quality, reduce time and lower costs. But will it also have a positive effect on risk prevention? BIM is an essential risk management and control tool: not only to identify risks at the earliest, but also to trace the actions to be implemented and memorize the processes. It helps to: – avoid expensive improvisations on anticipating conflicts in the planning phase;

the

site

by

– facilitate the use of 4D in connection with the digital mockup and with simultaneous task detection, access and ergonomics issues between successive tasks and the adaptation of security, or, if necessary, the postponement of a task which would not be compatible with the execution of another. Sensitive points and risk situations can therefore be identified earlier and better managed on site to ensure the safety of human and technical resources; – share useful information between design and structure actors because security data on the construction site is rarely shared with all relevant stakeholders, which may lead to voluntary acts that may be detrimental to the realization of the project in the best conditions;

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– be more efficient at the moment of the realization; – improve the implementation of architectural and technical programming that allows project owners to express the objectives and constraints of the project in order to proceed with its modeling and implementation. 3.7. Conclusions and perspectives Societies increasingly taking into consideration the issues of sustainable development. In construction in general, the issue of sustainability has become increasingly important. In this chapter, we have seen how BIM can contribute to sustainability, especially in terms of material use optimization, energy management and life cycle. Literature and experience feedback show us that there is still a long way to go to make BIM optimal for this sustainability approach, but that the trend is good. BIM in the railway is part of the same process. It would allow more integration of the sustainability approach into the projects and the life cycles of the facilities. In the previous chapters, we reviewed the literature regarding BIM integration into railway and its usefulness in terms of cost optimization. We will now move on to a practical case study.

4 BIM Integration to Railway Projects – Case Study

In the previous chapters, we have introduced the integration of building information modeling (BIM) into the railway and studied the cost structure of a tram throughout its life cycle before showing a theoretical analysis of the optimization that BIM can bring to the cost of a tramway project. The technology of BIM is booming. More and more countries are introducing regulations to integrate BIM into new infrastructure projects. But it remains a tool designed initially for buildings, circumscribed geographically. Railway infrastructure projects are generally linear and extend over a line with bifurcations. This chapter aims to confirm the theoretical results (benefits, limitations, risks) concerning the integration of BIM into railway projects through the study of a practical case with a real-scale experiment. The integration of BIM into the rail project is a worldwide trend. The advantages of this integration are many: elimination of project collision risks, optimization of design, collaboration between disciplines and cost reduction. We will present the state of the art regarding BIM and its integration into the railway domain, and from there, we will

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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list the benefits, limitations and risks. Then, we go through different experiments of integration of BIM with rail to reinforce the literature before presenting a real case of experimentation of study under BIM of a railway project in Morocco. Finally, we will draw conclusions and recommendations by comparing experiences with the literature. The recommendations will naturally be an opening to needed future research. Our research confirmed the results of the literature. The advantages of BIM in the rail sector are multiple: conflict detection, time-saving, integrated team, improved design visualized throughout the study and cost optimization. Certain limitations and risks mentioned in the literature are also confirmed: ownership of the database, need for support of BIM from the conception of the project and adoption of the collaborative spirit by team members. It should be taken into account that the experimentation that we carried out was limited (in time, interfaces and disciplines), which should lead to a greater experimentation taking charge of a railway project in its entirety. Nevertheless, these results open the door for more integration of BIM in the rail sector, especially in developing countries such as Morocco. In Morocco, and in similar countries, BIM is starting to be a topic of interest for project managers, authorities and industrialists. This chapter provides added value to the integration of BIM into the railway (which can be transposed to other areas) through case studies and confirmation of the state of the art. 4.1. Introduction Railway projects contribute to structuring a country, and they have a strong impact in terms of development and

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spatial management. Due to their size, these projects require considerable design, manufacturing and installation time, as well as huge budgets. In these projects, tens of thousands of documents and 2D plans are exchanged between various trades and different phases. The document management proves tedious and does not prevent, in the majority of cases, collisions, errors and a lack of coordination. We propose to explore a new approach to carry out these projects by integrating BIM from the idea phase. Decision-makers and project managers around the world are moving towards the integration of BIM into large infrastructure projects. In this sense, the experiences of integration of BIM with railway projects show that the main objective of this approach lies in improving design integration, internal project team communication and collision detection to avoid reworking during project execution and minimize site delays, as was the case, for instance, at Infrabel (manager of the Belgian railway infrastructure) [NUT 18]. These improvements translate into higher quality projects delivered on time and on budget. In this implementation, the focus is particularly on the use of BIM to integrate designs from different technical disciplines into major railway infrastructure projects. Our present research aims to list, through a review of the literature, the data concerning the integration of BIM into railway infrastructure projects (advantages, risks, limitations), to compare them to the cases of the use of BIM in railway projects around the world. These same data will be confirmed by a real-scale practical case study in a project in Morocco. 4.2. Methodology In the first section we will see a review of the state of the art. This review concerns the literature on BIM, its advantages, its key success factors, the limitations of its

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implementation, and then presents some technical software before listing some case studies (examples of projects in Belgium, France, the UK, Sweden and Norway) extracted from the literature concerning the integration of BIM into the railway domain. We will try to draw the conclusions of these implementations in terms of difficulties, keys to success and organization. In the second section, we will comment on an experiment we are conducting: a rail project of Colas Rail Morocco for the ONCF (Railway Network Manager in Morocco). The exercise consists of listing the prerequisites, the keys to success and the steps for the integration of BIM through this implementation. The purpose of our experiment is to study a 20 kV/3 kV electrical substation of the ONCF network built by Colas Rail Morocco. It uses the architecture, structure and electrical modules of the modeling software of the 3D model, and then studies the possibility of moving to the fourth dimension (4D) (planning, adding time) and the fifth dimension (cost, incorporating the quantities and prices). Finally, we will draw conclusions about the practical implementation of BIM for a railway project. From these conclusions, we will draw the tracks of future research by defining the problems relating to the development of an implementation methodology to integrate BIM into railway projects. 4.3. Integrating BIM into railway projects: review of experiences 4.3.1. Focus on BIM BIM is a digital and graphical representation of the physical and functional characteristics of an installation. One of the main advantages of BIM is that all the information about a project can now be contained or linked

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to the BIM. The BIM is a shared knowledge resource for facility information that provides a reliable basis for decisions during its life cycle (from design through to demolition). We use BIM to not just use new software to replicate the processes we used less effectively in CAD (computer-aided design). We use BIM to dramatically alter workflows, relationships and deliverables. This has an impact on a wide range of stakeholders in the construction industry and beyond. The type of change required, and the extent to which change is needed to facilitate BIM, is often unknown to senior management [HOL 16, NAT 14, AND 17]. 4.3.2. Building information modeling: a literature review BIM simulates the construction project in a virtual environment. A simulation has the advantage of taking place in a computer through the use of a software package. Virtual construction implies that it is possible to practice construction, experiment and make adjustments in the project before it is updated. Virtual errors usually have no serious consequences, provided that they are identified and processed early enough to be avoided “on the ground” (the actual construction of the project). When a project is planned and constructed virtually, most of its relevant aspects can be considered and communicated before finalizing construction instructions. The use of computer simulations in the field of building construction is revolutionary. Various manufacturing industries have successfully applied simulation techniques for decades. Many construction companies have now successfully applied similar techniques to their construction projects, although critics say that simulations will only benefit repetitive production processes and that construction is by definition unique [KYM 07]. A building information model can be used for: 3D rendering visualization;

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fabrication/shop drawings; code reviews; cost estimation; construction sequencing of a building; conflict, interference, and collision detection; forensic analysis; facilities management [BEN 18a]. At the same time, the integration of BIM reveals risks that must be considered. The literature estimates that BIM risks can be divided into two broad categories: legal (or contractual) and technical. Legal risks include BIM data ownership, problem of license limit, control of the database in relation to the impacts of modifications, etc. Technical risks include the use of different software or different versions of the same software, and the use of different planning or cost estimates. In addition, there is a need to standardize the BIM process and to define guidelines for its implementation. Today, software does not make it possible to carry out all the steps of BIM. The stages of implementation are not standardized either. In addition, the industry will need to develop acceptable processes and policies that promote the use of BIM and govern current issues of ownership and risk management [BEN 18a]. In general, there are three levels to evolve towards a collaborative BIM [BEN 18b]: – BIM level 1: isolated BIM includes the realization of the digital model, used by one or more engineers, but does not include exchanges between models, and each updates its data individually. – BIM level 2: establishment of a collaborative work between actors where several models are linked and shared, which allows all the models to be combined into a federated model. It includes a graphic model or a 3D digital model, non-graphic data (information for the use and maintenance of the work), structured data (proprietary data, manufacturing data, cost and planning data), documentation, a native file format (IFC).

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– BIM level 3: the ultimate goal of BIM (for many, the only level of the BIM process), a single model shared by all actors. It allows the possible intervention of all and at the same time. It includes “level 2” + storage on a centralized server. 4.3.3. BIM software examples In this section, we will see two examples of the most popular BIM software in the railway world: Autodesk Revit [REV 18] and Bentley Sweco [BEN 18d]. The first is a wideranging software that can be suitable for several trades and disciplines, while the second is a specific software for the railway. 4.3.3.1. Revit, Autodesk Revit is an architecture software from the company Autodesk, which allows the creation of a 3D model of a building to generate various documents necessary for its construction. It has been available in version 2017 since April 18, 2016. This CAD software is moving towards modeling BIM building data. The Revit visualization is shown in Figure 4.1. Revit is a multi-business software for construction professionals (architects, engineers, technicians, designers and contractors). It integrates three trades: – Revit architecture, modeling tool for architects; – Revit structure, allowing modeling of the structure and then exporting it, on, for example, a robot; – Revit MEP network design.

(mechanics,

electricity,

plumbing)

for

It also allows the exchange of data with a multitude of other software.

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Figure 4.1. Revit visualization [AUT 18]

Revit architecture creates optimized and more accurate designs. This software helps to make: – design and documentation: place smart elements such as walls, doors and windows. Revit generates floor plans, elevations, slices, bills of materials, 3D views and renderings; – analysis: optimize building performance upstream in the design process, make cost estimates and monitor performance changes over the lifetime of the project and building; – visualization: generate realistic photo renderings. Create your documentation with delineations and 3D views, as well as stereo panoramas to convert your design into virtual reality; – multidisciplinary coordination: as Revit is a multidisciplinary BIM platform, we can share model data with engineers and contractors in Revit, reducing coordination tasks [REV 18].

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4.3.3.2. Sweco, Bentley Bentley offers a range of software (Sweco among others) for rail track design and analysis. These software, dedicated to rail trades and their different disciplines, have a large library of pre-defined elements and objects: sleepers, rail, poles, catenary elements and signaling (Figure 4.2 illustrates an example of a railway line modeled by this software). In addition, the software also offers compatible tools for analysis, calculation and verification. The software allows: – 3D modeling for improved analysis and visualization; – performance of regression analysis, horizontal and vertical alignment, cant design and turnout placement conformed to international standards; – improvement of asset quality and reduction of rework with a fully localized application; – decrease in project errors and increase in data reuse with built-in CAD, GIS and multi-file format support. Moreover, all the creation, editing, visualization and publishing capabilities of MicroStation are included in one application [BEN 18d].

Figure 4.2. Bentley overhead line design [BEN 18e] . For a color version of this table, see www.iste.co.uk/bensalah/rim.zip

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4.3.3.3. Software choice In the previous section, we saw two types of BIM software: Autodesk Revit, which is a general-purpose, powerful, widely used, economical software, but requires building up its own object libraries, and Bentley solutions, dedicated to railway disciplines, with integrated object libraries, which is specific and little used. For economic and standardization reasons, we will use the first software for our future experimentation. 4.4. Integrating BIM into railway projects: review of experiences In this section, we will discover experiences of integrating BIM into railway projects in several countries, in terms of assigned objectives, regulatory initiatives and milestones. The objective is to give an overview of the actual experiences before consolidating the literature review and before moving on to our experimentation. 4.4.1. Crossrail, UK “In 2011 the UK GCS [Government Construction Strategy] called for a paradigm shift in the procurement and delivery of construction projects based on a whole-life ‘built environment’ approach” [SMI 14]. The UK Government Construction Supplier Conference [TOC 11], held in April 2011, had assigned goals on BIM integration in its official presentation: 25% reduction in waste and rework (25% of the 37% = 9%), virtual elimination of design coordination error, direct fabrication from BIM: 0 errors, 12–16 week savings, increased investor/lender confidence, verified return on investment (ROI) range = 3:1–12:1, 70% claim reduction. According to the paper by Smith [SMI 14], since the publishing of the Government Construction Strategy (GCS) (UK Cabinet Office, 2011), the UK government has already

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started implementing BIM on a number of early adopter projects. Following this, and according to the same author, Crossrail (the company set up to operate the new railway line, which will be known as the London line when it opens in London in 2018 [CRO 18]) has reviewed its technical data strategy for harmonization with the implementation guides of BIM. The following are Smith’s main lessons from the Crossrail experiment [SMI 14]: the BIM commercial framework should be implemented at the start of the project; CIC (Construction Industry Council) BIM Protocol (or similar) should form part of the contract basis to provide governance around the use, liability and ownership of the BIM model; the whole project team needs to understand their role in BIM as it affects their work responsibilities and all phases of the project life cycle; common data environment (CDE) foundation for collaborative design is essential, which should be enabled for the whole supply chain to foster innovation and maximize data reuse; design change needs to be carefully managed at the model element level and preferably as a work process built into the CDE rather than an external additional process; intelligent (object-oriented) 3D models are an essential foundation for leveraging 4D, 5D and design analysis; consistent application of standards is fundamental to the success of BIM; for example, schedule WBS is needed for 4D modeling. 4.4.2. Infrabel, Belgium In Belgium, Infrabel defines the main objective of implementing BIM in its railway projects, which is to improve the integration of design, internal communication of project stakeholders and the detection of collisions between sub-structures, in order to avoid rework during project implementation and minimize delays on the construction site [NUT 18]. According to the story of TUC (Design office working for Infrabel), the Infrabel experience showed that the key factors are of an organizational nature, such as clear

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communication of the BIM vision to all colleagues of the company. In addition, during the implementation of BIM, all communications, manuals, training courses and workflows should remain “tailor made”, focusing on the target audience. Key users can be useful to have an effective and seamless link between all user groups and the BIM support unit. Guiding the management of change and taking into account the specificity of the company is crucial when setting up the BIM. 4.4.3. STA, Sweden There is no regulation on BIM in Sweden, but some initiatives are underway, especially among public project owners. Sweden’s largest transport project administration, the Swedish Transportation Administration, published a BIM strategy in 2013 with the aim of including BIM for all new investment projects from June 2015 [DAV 15]. According to the same source, engineering companies in Sweden have pioneered the adoption of BIM. These companies have been open to new technologies and understood the benefits of BIM and the opportunities to develop services since 2007. All major design firms have begun to develop the use of BIM and its capabilities. 4.4.4. BIM France, France In 2013, “BIM France” (association of architects and engineers), later followed by the French government, public customers and professional organizations, decided to actively support the development of BIM in France. In 2014, the Ministry of Housing and Construction declared that the use of BIM would be mandatory in public markets from 2017 [DAV 15]. Believing that BIM would irreversibly revolutionize the practices of its sector in the coming years, Bouygues Immobilier decided to accelerate its

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implementation. Indeed, at the end of 2016, François Bertière, the CEO, definitely anchored the company in this perspective by adopting the “Central BIM Policy”. In this document, the construction company describes in a precise way its vision of BIM and the way in which it will proceed to its generalization by 2020. The reference paper, which institutes a common lexicon and highlights the centrality of collaboration, also includes sustainable development and highlights the contractual issues that should be taken into account. The ambitious goal remains “to ensure the design and implementation of all works under integrated BIM (the highest level of BIM) by 2020” [LAL 16]. In the railway sector, SNCF Réseau (railway infrastructure manager in France) is working on its new projects (such as CDG Express and Grand Paris) by integrating BIM. In addition to the creation of the BIM model, the goal is to also implement the 4D to simulate construction work (phasing) [FOE 16]. 4.4.5. NNRA, Norway The Norwegian Rail Administration has developed a unique approach to 3D design and BIM integration in the large InterCity rail project around Oslo, which focuses on innovation and best practices throughout the design and construction phase [NOV 17]. “Based on very good experiences with the use of 3D models in our recent joint rail and road project E6-Dovrebanen together with the Road Administration, it was decided to use model-based design for all disciplines also in the planning of the new double-track InterCity stretches. We are therefore using our new ‘Manual for digital planning’ in the InterCity project and we have also prepared a special contract document for the project, which all consultants must comply with”, said Kristin Lysebo, from a Norwegian engineering firm.

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4.4.6. Summary experiences

and

discussion

of

the

review

of

In this chapter, we have seen the different phases of maturity of the integration of BIM in railway projects in several European countries. The general trend is towards the generalization of this integration between 2020 and 2030 for all railway projects. This review of experiments confirms the conclusions of the literature review on BIM integration that can be summarized as follows: – Advantages: collaboration, time-saving, cost optimization, prevention of conflicts between networks, building a model before building, optimization of facility management, improvement of the quality of works, prefabrication. – Risks: lack of internal communication and common objectives, ownership of the BIM database, use of different versions or different software, misunderstanding of schedule or cost estimates. – Limitations: lack of experience feedback in rail (requires a whole life cycle), software that is not well adapted to railway constraints, difficulty of different approaches between disciplines. 4.5. ONCF/Colas Rail Maroc electrical substation – BIM integration In this chapter, we will study the modeling of an ONCF (rail network manager in Morocco) electric substation, carried out by the Colas Rail Maroc teams, according to the BIM process. The objective is to determine the key stages, the difficulties, the advantages and the tracks for better taking into account BIM in the railway projects in Morocco.

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4.5.1. Context of the collaboration ONCF (manager of the rail network in Morocco) has an ambitious investment program. It plans, for example, to build 1500 km of high-speed rail lines by 2035, 360 km of which was delivered in 2018, and Colas Rail Maroc has contributed by realizing turnkey (design and realization) the track, the catenary and basis works. From 2014 to 2018, ONCF also entrusted Colas Rail with the construction and renovation of approximately 40 substations throughout its network. The scope ranged from design to commissioning of facilities (civil, mechanical and electrical engineering; building; structural steel; supply and wiring of electrical equipment; testing and commissioning). There was no contractual obligation to integrate BIM into this project. Colas Rail, following the recommendations of the group (Colas/Bouygues) and, has, in a proactive approach, as part of its Research and Development strategy, the modeling of an electrical substation following the BIM process [BEN 18c]. 4.5.2. Methodology To implement BIM integration, we proceeded with the following methodology: – the design and execution studies having been realized, the 3D modeling was made on the basis of existing 2D plans; – BIM training was organized for the entire design office (different disciplines); – information meetings were held to share the objectives of the experiment; – the 3D model was realized by Revit software, architecture module. The structure and networks modules were then used to design the civil engineering, the metal structure, the electrical equipment and the various links;

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– the client was not involved in the process. The final result was presented to him. The Colas Rail Morocco team that led this project consisted of 15 designers and engineers: three civil engineering resources, four electrical engineering resources, three mechanical engineering resources, one quality/safety resource and four sub-project managers. This integrated team was based in the premises of Colas Rail Maroc in Casablanca. The choice was made for the Skhirat power substation, which is a 60 kV AC/3 kV DC substation, intended to power the catenary overhead line. For the calculation, we chose the Revit software, which is close to the software (2D) used by the team and allows an optimal connectivity with other tools. 4.5.3. Key step and planning of realization We have adopted the following schedule for the realization of the electrical substation modeling project according to the BIM scheme: – drafting and approval of a summary document describing the goals of the process, the objectives to be achieved and the expected results – 2 weeks; – launch meeting, presentation of the project – 1 day; – training in BIM software – 1 week; – phase 1 study: recovery of 2D plans in the 3D model – 4 weeks; – mid-term meetings: design review – 1 week; – phase 2 study: resumption of studies – 2 weeks; – synthesis of the whole – 2 weeks; – meetings presenting the results, restitution workshops – 1 week.

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4.5.4. Comments on the results

Figure 4.3. Model visualization of the Colas Rail/ONCF substation

The purpose of the exercise (see Figure 4.3) is to experiment with 3D modeling in the railway context and to integrate planning and budget dimensions. This three-month work of Colas Rail’s design teams from different disciplines, after condensation of session comments, gave rise to the following observations:

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– Working on a unique 3D model will allow design teams from different disciplines to work together and better. The usual round trips and incomprehension between disciplines will give way to more effective collaboration. – Studies on the BIM model will take longer if it requires redrawing everything, including topographic acquisition. The advantage of integrating BIM in the sketching phase shows its relevance. – One of the difficulties encountered is redesigning mechanical and electrical equipment. Not all equipment providers are on BIM logic. Hence the interest of integration when defining contractual obligations. – In the absence of local standards, railway standards or object libraries, it is necessary to draw everything. – The BIM integration speed differs from one discipline to another. While architectural and structural aspects are more likely to adopt the approach, other disciplines have encountered problems, especially related to interfaces with other dedicated software. – The addition of the planning and budget dimensions will complicate the tasks in the studies. Objects must be drawn in such a way as to take these dimensions into account. – The presentation of the result of the project to the client (ONCF) has been of great interest. He is especially attracted by the graphic power of the tool and the ability to visualize the project in 3D. His remarks and questions revolve around three main themes: cost of investment (software, learning, etc.), experiences of other rail networks and the benefits of such a tool. – The team members and the client are wondering about the implementation schedule and fear that the integration of the BIM will delay the progress of the project (because first, they do not understand the investment of time to build the BIM model, and second, this modeling started when the

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project had already been going for months). This reflects the misunderstanding around BIM: it is not a simple 3D design process, but a management approach that should accompany the project from the idea and throughout the entire life cycle of the infrastructure. – The completion of the measurements, and therefore the costs, is not an easy exercise. These data must be taken into account by the designer (who is not necessarily aware of the subject) from the beginning, to be in conformity with the decomposition of the price of the infrastructure. Otherwise, iterations will be necessary. 4.5.5. Recommendations The main recommendations from the synthesis meetings for the above experience are: – integration of BIM should begin as early as the sketch phase; – support for the BIM process must involve all players: equipment suppliers, subcontractors, different design units, purchasing departments, elementary project managers, etc.; – a scope definition must clearly define the property boundaries of the different models in the database; – the project must refer to basic standards; – the project must use software tools that allow maximum portability and interchangeability; – implementation should be supported by highest hierarchies in order to guarantee the participation of all; – an investment should be made to build object libraries and blocks specific to railway disciplines, as well as to realize trainings for all project teams.

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4.6. General discussion Development of standards for software: – IFC, a file to ISO 16739: IFC stands for industry foundation classes. The IFC format defines the universal structure of the database. In fact, IFC is a standard for exchanging data between software. It can describe objects (walls, windows, spaces, poles, etc.) and their relationships [NEP 08, TAL 18]. – The XP P07-150 Product Description Standard The standard XP P07-150 was carried out by the standardization committee PPBIM (the standardization committee PPBIM was established in 2012 by the AFNOR (French Association of Standardization) on the initiative of the AIMCC (Association of the Industrial Products of Construction) and Mediaconstruct). It was first published as an experimental standard in France in December 2014. It consists of defining a standardized management method for a property dictionary of building products. The PPBIM standard specifies how property and property groups should be established by users and experts in a dictionary. In the context of BIM, these property groups will be linked to BIM objects. It also determines how the content of this common dictionary would be applied to other dictionaries. The main purpose of the standard is to verify the information, which should be exchanged among the actors in the construction process. What becomes necessary with the digital revolution in the construction industry and the implementation of BIM best practices is the reliability of shared information [NEP 08, TAL 18].

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– IDM, short for information delivery manual It is a standard repository of business processes that integrates the customer requirement model. It is necessary to have a common methodology on “how project data is created, shared and enriched over time”. Finally, we discuss the degree of maturity of the data, the technical specifications or the needs according to the requirements of the deliverable [TAL 18]. 4.7. Conclusions and perspectives In this chapter, we reviewed the history (recent, as technology is recent) of the development of BIM integration into rail projects in some European countries. We have seen that this integration is generally at the experimental stage, however some countries have already introduced the BIM standards in general and aim for its generalization within a few years. We quickly introduced the BIM software tool before moving on to a Level 1 BIM experiment. The case study explained in this chapter and previous research [BEN 17, BEN 18b] have confirmed the results of the literature. The integration of BIM into railway projects can bring several advantages: collaboration, time-saving, cost optimization, prevention of conflicts between networks, building a model before building, optimization of facility management, improvement of the quality of works, prefabrication. They also allow illustration of the risks (status and ownership of the BIM model, lack of standardization of versions or software and lack of understanding of the basics of schedules and cost estimates) and limitations (lack of feedback, lack of adaptability and convergence of tools). This experience has also shown that the use of BIM is not simply a technological transition, but it corresponds to a revolution in the process of project

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management, which requires several key factors for success (participation of all, commitment of top management, change management and adoption of the collaborative approach). Visualization, collaboration and conflict elimination are the three main areas where the benefits of BIM can be organized. In fact, there is a great deal of intersection between these areas, but they have been chosen as the main ideas around which all the benefits can be better understood. Visualization primarily addresses the benefits to an individual and the enhancement of their personal understanding as a result of using BIM. Collaboration refers to the cooperative action of several team members, which is encouraged and facilitated by BIM. Conflict elimination mainly concerns project-related benefits such as conflict, waste, risk, cost and time reduction [KYM 07]. For railway infrastructure projects, the primary purpose of using BIM is to improve the design integration process, internal project team communication and collision detection to eliminate the risk of rework during project construction and minimize delays at the site. In this chapter, we, reviewed the history (recent also as technology is recent) of the development of BIM integration into rail projects in some European countries. We have seen that this integration is generally at the experimental stage, however some countries have already introduced the BIM standards in general and aim for its generalization within a few years. We quickly introduced the BIM software tool before moving on to a Level 1 BIM experiment. We reviewed different experiences of integrating BIM into rail projects in European countries, with several levels of maturity. The global trend is towards the equalization of these levels in the coming years. This review identified the practical benefits, risks and milestones as outlined in the literature.

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We also presented a real case study. The exercise we conducted consists of modeling a substation of the Moroccan railway network in 3D. The goal is to conduct the experiment on a real scale to overcome difficulties, and increase observations and benefits. This practical case made recommendations for the integration of BIM. Overall, our case study confirms the results of the literature. The present research opens the way for two major perspectives: – to conduct a larger exercise with other railway disciplines (rail, catenary, signaling, etc.) in order to make the most recommendations; – to work on a standardization of the BIM integration process for railway projects, especially in Morocco.

5 How to Successfully Integrate BIM into a Railway Project – Framework

We have seen in the previous chapters an introduction to BIM in rail, the interest this brings in particular in the reduction of project costs and a real-scale case study of experimentation. This leads us to study the practical steps, the prerequisites and the general framework for successfully integrating BIM into the railway. In section 5.1, we will review the literature for BIM in the general sense in order to get the general trends out of the framework of its integration. Next, we will review the experience feedback of three major railway engineers to compare the results with the literature review. Finally, we will examine these results in our project to integrate BIM into the railway to improve the overall framework. 5.1. Framework for the adoption and implementation of BIM – literature review It is essential to set up an integration framework to stimulate the necessary changes in established work methods [OLU 15]. Researchers [MOM 11, FER 17] have

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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developed a framework for the adoption of BIM, as shown in Figure 5.1, in which they propose four phases of adoption during which BIM processes spread in an organization. In each phase of adoption, the main factors that may influence an organization’s decision regarding BIM integration are perceived benefits, internal readiness and external pressures. The initial adoption phase is visualization, which is associated with BIM maturity level 1. This level of adoption is initiated by the integration of BIM-compatible 3D parametric tools, but its use is limited to specific disciplines and involves the production of 3D BIM models adapted to the needs of the company.

Figure 5.1. BIM adoption framework [MOM 11]. For a color version of this figure, see www.iste.co.uk/bensalah/rim.zip

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This initial phase does not seem very efficient for implementation, because the whole point of the BIM integration process is to ensure that the processes can be interoperable between the discipline-specific models [MOM 11, OZO 11, SAB 08]. The second phase is coordination, which integrates the initial concepts of BIM maturity level 2 into sharing digital information attached to BIM models between project disciplines. Then comes the adaptation phase, represented by BIM maturity level 2. The adaptation phase involves adapting the work environment of an enterprise to BIM processes, as well as the interoperability of data attached to BIM models between different construction disciplines. The results of the adaptation phase include the development of 4D (integrating planning) and 5D (integrating cost) BIM models. The final phase of BIM adoption is integration, characterized by the BIM 3 maturity level. The integration phase involves the dissemination of BIM in an organization to enable the sharing of multi-disciplinary BIM models that are rich in data on a single database. The models are developed, shared and maintained in collaboration by the stakeholders in all phases of the project, thus facilitating the use of integrated project teams. In addition, the BIM adoption framework describes in detail six components of BIM adoption [MOM 11], including organizations, applications, tools, project teams, processes and business models. These components define the scopes within an organization where specific changes must occur to implement the BIM; all the requirements of the six components must be satisfied before passing the next phase of adoption. Organizations: this component concerns the decisionmaking of an organization. It proposes a change in the work culture of an organization, especially with respect to service strategies and the acquisition of new skills to adopt BIM processes. As previously seen [BEN 18a], the impetus of top

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management support and awareness of the benefits of the approach is a key factor in the adoption process. In contrast, the inertia of employees to change is a factor limiting the adoption of BIM [OZO 11]. Applications: the success factors of this process include leadership of management in determining the company’s business strategy for implementing BIM processes and an awareness of the perceived benefits of BIM and its deliverables, in alignment with the objectives of adopting BIM [MOM 11, OZO 11]. Tools: the tools component obtain and implement BIM technologies to gain internal availability. According to [OLU 15, BEN 18a], the development of staff skills lays the groundwork for a successful adoption of BIM. As a result, the selection and implementation of BIM-enabled tools, tailored to both business and organizational goals, is of paramount importance to the organization. Project teams: project teams are considered as a critical success factor in the adoption and use of BIM. This component refers to an organization made up of teams composed of project stakeholders and operating a collaborative work environment in which digital information is shared and interoperability is promoted. Processes: the process component requires organizations to develop BIM-enabled workflows and to integrate BIM applications into their projects. This component would integrate BIM-oriented quantitative analysis practices into the processes and workflows of organizations, replacing old ways of working and developing better levels of BIM maturity through its use. Critical success factors for this component include learning and applying BIM processes through BIM training and pilot programs to develop an organizational understanding of its use, thereby increasing

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internal readiness and understanding of perceived benefits [FER 17]. Business models: the final element of the adoption framework is adapting organizations’ business models to BIM practices. The adapted business model must take into account project delivery, purchase selection criteria and contractual relationships that facilitate the use of BIM. Raising a BIM level below a higher BIM level requires much more than acquiring software and upgrading hardware. It requires an understanding of BIM software technologies and associated processes, as well as an implementation plan before the start of maturation. Software developers are also developing complementary solutions to extend the capabilities of BIM applications into new generations of their products. Implementing BIM in an organization requires understanding how to use these products and understanding why BIM is important to the organization. This helps to establish a mission, which should be followed by developing a list of standard project goals that would be beneficial to the organization. The organization must also design standard collaboration procedures and take into account all the resources and infrastructure required to execute the information modeling processes. The quality of a model can have a significant impact on a project. Therefore, the organization must have standard quality control processes that are well-documented and easy to implement. 5.2. Summary BIM planning is based on a two-level approach: development of a global map and a detailed process map. The general map contains the high-level information exchange that takes place throughout the project life cycle and shows the relationship of BIM uses to the project, while the detailed process map identifies the parties responsible for each process, the content of reference information and the

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information exchanges that will be created and shared with other processes. It clearly defines the sequence of the different processes to be executed. Each of the BIM uses identified on a project is considered a process in the sequentially ordered map, and each process must include a process name, a project phase and the responsible party. In the general map, the exchange of critical information can be internal to a particular process or shared (external) between processes and parties. The sequence of the different processes to be used in BIM must be created for each identified process; dependencies between processes and reference information and information exchanges are identified and defined. 5.3. Framework for the adoption and implementation of BIM – experience review In 2011, the UK GCS (Government Construction Strategy) called for a paradigm shift in the procurement and delivery of construction projects based on a whole-life “built environment” approach [BEN 18c]. The UK Government Construction Supplier Conference [BEN 18c], held in April 2011, aims at BIM integration in official presentation: “25% reduction in waste and rework (25% of the 37% = 9%), Virtual elimination of design coordination error, Direct fabrication from BIM: 0 errors, 12–16 week savings, Increased investor/lender confidence, Verified Return on Investment (ROI) range = 3:1 to 12:1, 70% Claim reduction (so far)”. According to an experience review [BEN 18c], “since the publishing of the Government Construction Strategy [UKG 11] the UK government has already started implementing BIM on a number of early adopter projects”. Following this, and according to the same author, Crossrail (the company that has been set up to the new railway line which will become known as the Elizabeth line when it opens in London in 2019) has reviewed its technical data strategy for harmonization with the implementation guides of BIM.

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The following are Smith’s main lessons from the Crossrail experiment [BEN 18b]: the BIM commercial framework should be implemented at the start of the project; CIC BIM protocol (or similar) should form part of the contract basis to provide governance around the use, liability and ownership of the BIM model; the whole project team needs to understand their role in BIM as it affects their work responsibilities and all phases of the project life cycle; a common data environment (CDE) foundation for collaborative design is essential, and this should be enabled for the whole supply chain to foster innovation and to maximize data reuse; design change needs to be carefully managed at the model element level and preferably as a work process built into the CDE rather than an external additional process; intelligent (object-oriented) 3D models are an essential foundation for leveraging 4D, 5D and design analysis; a consistent application of standards is fundamental to the success of BIM; for example, a WBS is needed for 4D modeling. In Belgium, Infrabel defines the “main goal of using BIM is to improve design integration, internal project team communication and clash detection to avoid rework during execution of the project and to minimize delays on site”. The Infrabel experience, according to the paper “Using BIM models for the design of large rail infrastructure projects: Key factors for successful implementation” [NUT 18], is that the key factors are of an organizational nature, such as clear communication of the BIM vision to all colleagues of the company. In addition, during the implementation of BIM, all communications, manuals, training courses and workflows should remain “tailor-made”, focusing on the target audience. Key users can be useful to have an effective and seamless link between all user groups and the BIM support unit. Guiding the management of change and taking into account the specificity of the company is crucial when setting up the BIM.

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“There are some initiatives going on especially among the public project owners, however there are no regulations in relation to BIM in Sweden. The biggest project owner in Sweden, Swedish Transportation Administration, issued a BIM-strategy in 2013 with the aim to include BIM for all new investment projects from June 2015” [DAV 15]. According to the same source, engineering companies in Sweden have pioneered the adoption of BIM. Engineering companies were open to new technologies and understood the benefits of BIM and the opportunities to develop services since 2007. All major design firms have begun to develop the use of BIM and its capabilities. In 2013, “BIM France” (an association of architects and engineers), then the French government, public customers and professional organizations all decided to actively support the development of BIM in France. In 2014, the Ministry of Housing and Construction declared that the use of BIM would be mandatory in public markets from 2017. “Believing that BIM will permanently transform the practices of its sector in the coming years, Bouygues Immobilier has decided to accelerate its integration. At the end of 2016, François Bertière, the CEO, definitely committed the group to this path by signing the ‘Central BIM Policy’. In this document, the proponent describes very precisely its vision of BIM and how it will generalize it, internally, by 2020. The document that establishes a common language and highlights the importance of collaboration also includes sustainable development and highlights the contractual issues to be taken into account. The goal is ambitious because it is ‘to ensure the design and production of all works under integrated BIM (the highest level of BIM) by 2020’” [BEN 18c].

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“The Norwegian National Rail Administration’s holistic approach to 3D and BIM design in the large InterCity project around Oslo spurs innovation and major benefits throughout the design and construction phase” [BEN 18c]. “Based on very good experiences with the use of 3D models in our recent joint rail and road project E6-Dovrebanen together with the Road Administration, it was decided to use modelbased design for all disciplines also in the planning of the new double-track InterCity stretches. We are therefore using our new ‘Manual for digital planning’ in the InterCity project and we have also prepared a special contract document for the project, which all consultants must comply with” [BEN 18c], said Kristin Lysebo, from a Norwegian engineering firm. 5.3.1. BIM charter The decision to integrate BIM into a railway project is an expression of an initiative and a desire that will enable all project partners and service providers to develop their skills in this area. It is therefore a matter of co-building, under the impetus of the building owner and in a logic of dialogue with all the stakeholders (who are notably the engineers, the architects and the work companies), a structured approach, formalized with concrete and pragmatic objectives that lay the foundations for the future standards of this field of excellence. Wishing for everyone’s support for a flawless collaboration in the service of this collective ambition and rupture for the future, the project owner wishes to offer all the contributors of the realization of the project the opportunity to participate in this approach of global dimension. For the client, BIM is a means and not an end in itself. It is a great lever to master the technical complexity and the multitude of information, data and actors. It is therefore a powerful vector for managing, controlling and understanding the complexity of a transport infrastructure as important as the studied projects.

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This process will facilitate maintenance operations, secure operation and enable potential cost optimization. In this context, it is essential that the client implements, shares and makes a BIM charter live. This charter, in addition to situating the project, makes it possible to respond to the constraints (by indicating the standards to follow), to define the limits of responsibilities and ownership of each stakeholder and to show the purpose of the integration of BIM. At the end of our experiment, we converged on the following model of the BIM charter that we propose to our client: a) Digital mockup of the site A model of the site should be very usefully given to allow the visualization of the project in its environment. This model of the site will be developed by an experienced surveyor. b) BIM specifications BIM specifications for the operation are a document specifying for the project the requirements and objectives of the successive speakers of the project, including those of the owner’s BIM charter. It is the BIM component of the program. c) BIM agreement and BIM program/project adequacy The client will validate the project manager’s proposal regarding the adequacy of their BIM approach with regard to the requirements. d) Users of the BIM – program definition, analysis and verification; – site analysis;

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– site modeling/existing data; – communication of the project; – project review; – production of deliverables; – analytical studies environment, etc.);

(structure,

light,

performance,

– planning 4D and 5D (dimension time and dimension resources); – extraction of quantities and significant values; – conflict management from digital mockups (geometric and technical summary); – organization and coordination of all bodies of state for execution; – construction systems – prefabrication of all state bodies; – logistics support; – analysis of the actual performance of the structure (and comparison with simulated performances); – pre-reception operations; – consolidation of “as built”; – management of works and equipment; – space management; – control of compliance with regulatory requirements from the digital model; – design modeling; – object modeling; – consultation, development and contracting; – modeling the constructability of structures.

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e) The points of attention – the good definition of the uses of BIM; – strong involvement of the owner’s management in the area of modifications; – internal organization following the integration of BIM; – need to define the heritage data structure requirements for the client to be translated into the BIM process; – setting up the necessary means, such as all the actors involved in a BIM approach, to allow training and good ownership of BIM tools by its agents. f) Applications – working on a unique 3D model will allow design teams from different disciplines to work together and better. The usual round trips and misunderstandings between disciplines will give way to more effective collaboration; – studies on the BIM model will take longer if redrawing everything is required, including topographic acquisition. The advantage of integrating BIM in the sketching phase shows its relevance; – one of the difficulties generally encountered is to redesign mechanical and electrical equipment. Not all equipment providers are on BIM logic. Hence the interest of integration when defining contractual obligations; – in the absence of local standards, railway standards or object libraries, it is necessary to draw everything; – the BIM integration speed differs from one discipline to another. While architectural and structural aspects are more likely to adopt the approach, other disciplines have encountered problems, especially related to interfaces with other dedicated software. In a strategic agreement, software must be approved by ONCF;

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– objects must be drawn in such a way as to take these dimensions into account, as well as the planning and budget dimensions. 5.4. Conclusions of the case study In this chapter, we will study the return of real experiences of three major engineering companies (Systra, Egis and Setec) as well as that of Colas Rail, which is the subject of this research project. The aim is to enrich the reference framework for the integration of BIM into a railway project and to help stakeholders develop their own integration projects. 5.4.1. Systra

Figure 5.2. Systra – model of LGV Ostlanken (Sweden) [SYS 18]. For a color version of this figure, see www.iste.co.uk/bensalah/rim.zip

Systra defines the “BIM management, STEP BY STEP” as follows: 1) define the BIM objectives of the project according to the requirements and needs of the client;

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2) define organization, roles and responsibilities, scope, production standards; 3) define the BIM protocol, with the methodologies of collaborative work; 4) choose the tools adapted to the use cases and disciplines present; 5) choose the platform for collaboration, management and exchange of data with associated workflows; 6) check whether objectives and deliverables are perfectly correlated throughout the life of the project. Working under BIM means creating new work organizations with common processes, production standards and protocols, right from the collection of input data thanks to a protocol that promotes collaboration. The BIM manager is key in the development of this protocol; it sets the rules of the “game” in the production process of the digital mockup during the different phases of the project. In the context of a complex project, the BIM protocol deals with all the interfaces as soon as the design starts, identifies the responsibilities of each and sets the decision levels. It is the guarantor of the collaborative work that continues in the production phase between the MOE group and the companies awarded with the civil engineering contracts, with the implementation of BIM agreements with the representatives of each batch, now key players in the production and structuring of data from constructed works. The collaboration between the actors relies on a production guide, a modeling guide, project templates, the development of a “red wire” model and geo-referencing data.

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The current collaborative work between the project management and companies is the subject of a convention to define the operating modes of layout models between actors [SYS 18]. 5.4.2. Egis

Figure 5.3. New Paris metro lines 15, 16 and 17 [EGI 18]. For a color version of this figure, see www.iste.co.uk/bensalah/rim.zip

Egis defines “BIM management” as a process integrated into the project management that must be linked to the project management plan. The BIM convention thus constitutes an appendix to the project management plan and must be consistent with it. The BIM toolkit [EGI 18] provides the necessary methodological elements for BIM management and in particular for drafting the BIM convention.

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Regarding the client’s program and its BIM needs, whether they are expressed or not, the first step is to identify the issues and objectives of BIM. Examples of some issues are: – to improve the respect of the program; – to promote the adhesion of stakeholders using adapted communication supports; – to take into account in the design the operation and maintenance of requirements; – to deliver or rebuild a model for operation and maintenance. In the face of these challenges, it is a question of declining them into relevant BIM use, and thus defining a method or strategy for implementing BIM over the life cycle of a structure or equipment to meet one or several objectives [EGI 18]. According to the ISO 19650, the common data environment, a single source of project information is used to collect, manage and disseminate each element of the information model according to managed processes. It must be structured into four different sections, which represent the different stages of the publication of documents: under development, shared, published, archived. The implementation of a CDE requires the establishment of a collaborative platform, which must be part of a digital infrastructure, including business tools, collaborators and simulators [EGI 18]. 5.4.3. Setec In the railway, Setec estimates that there’s “a gap of about 10 years with BIM for building construction, where there’s a real BIM culture: we know what this process can

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offer since software has been developed and data exchange formats have been standardized and are now universal. But this isn’t the case yet with BIM for infrastructure. Incomplete software and the lack of data exchange formats are a real problem. We also need to change how people work, which isn’t easy” [SET 18].

Figure 5.4. SNCF station in Brétigny (France) [SET 18]

5.4.4. Colas Rail A “BIM charter” integrates the analysis of business practices in the AEC (Architecture, Engineering and Construction) context according to a design method. This “BIM charter” therefore follows a process in several analytical and conceptual stages. These steps are described by various models that formalize the expression of different points of view, relating to the various stakeholders in a service development project (the user, the business expert, the designer, the developer). Information exchange processes can be formalized graphically according to the business process modeling notation (BPMN) modeling language.

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The main purpose of the BPMN is to provide a representation that is truly understandable to all users of the company. First, business analysts create the initial drafts of the processes, then responsible developers implement the technology that will execute the corresponding application processes and finally the users of the company will manage and frame these processes. The BPMN enhances the possibilities of traditional representations of business processes by inherently managing procedural concepts such as public and private procedures, as well as advanced modeling concepts, such as exception handling and transaction clearing. Among the difficulties encountered, one can note the absence of a single and comprehensive catalog that can guide the contextualization of the process. BIM protocols, BIM execution plans, BIM planning guides or whatever name they receive can be offered on different media, digital or otherwise and with different formats. However, they all share the same goal: to introduce BIM working methods into a project. In terms of project management, the theory is based on an ideal situation to create an optimal organization, method and information flow. However, in practice, the appropriation by the different business actors of BIM charters still seems difficult. To generalize them, BIM charters must be based on the realities and modes of operation of organizations. The actors must be involved in order to better identify the practices and working methods of the partners gathered around the project [BEN 18a].

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5.5. Discussion of the results We reviewed the recommendations from the literature in the AEC industry, and then we looked at the specific railway literature. We then examined the findings of practical cases involving railway specialists who took the gamble of integrating BIM into the railway. This whole study converges on the need to think carefully about the project to integrate BIM into a railway project. Indeed, this area in particular is behind the building, for example where the standards are installed, and the software is in place for a long time. Each company has its own work methodology. When some try to define ad hoc standards to influence the choice of the owner, others classify their own way of converting their usual method into the BIM process as procedures. BIM charters are far from standard. It is clear that we are far from a single, standardized process for integrating BIM into the railway, but a comprehensive framework is being defined. This framework requires, among other things, a preliminary study of stakeholder interactions, communication (exchange formats between software, server and database exchange, etc.) between them and project deliverables. 5.6. Conclusions and perspectives We have seen in this chapter how to establish a framework for the integration of BIM into the railway. This framework can be summarized as follows: – definition of the BIM objectives of the project in line with the requirements of the end customer;

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– definition of the organization, the responsibilities, the perimeters, the standards and especially the impulse of the will to change and the joining of all the collaborators; – definition of the BIM charter, with collaboration methodologies; – definition of exchange platforms, update levels, etc.;

file

extensions,

workflow

– regular realization of BIM reviews to check the efficiency of the process. So far, we have seen a general introduction for the integration of BIM into railway projects, examined a theoretical study on one of the benefits of BIM to discover the cost reduction of a project, exposed a case study for integrating BIM into a full-scale railway project and reviewed a generic framework for this integration. In the following chapter, we will first see the contribution of BIM to the life cycle of a railway infrastructure before examining an introduction to BIM in a project that is the subject of our study, capitalizing on all that which has been seen before.

6 Railway Information Modeling – Project Management

We have been talking about integrating the Building Information Modeling (BIM) approach into railway construction projects for a long time, in their entirety, for all trades, including all phases, and so on; now, it will be necessary for an organization, a project manager or a company, for instance, to assume this pioneering role. It is utopian to think that the BIM approach will solve all the problems related to project management. Let us not forget that construction is an industry based on the organization of work that dates back to another age. BIM is a process that is being implemented on several projects, in a different way, with different standards and so on; at the same time, we will have to look at how companies will use this approach, which is both a technology and a process. The task of providing leadership for the implementation of BIM is not up to academic researchers but rather to people in the construction industry. In the previous chapters, we have seen the different dimensions of BIM, especially for railway projects. In this chapter, we will explore railway information modeling (RIM), that is, the management of railway projects by integrating the BIM approach. Thus, we will see a reminder of the fundamentals of BIM; BIM and the legal environment of

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the projects; the prerequisites and integration framework of BIM; railway project management with BIM; the dimensions of BIM; BIM, prefabrication and construction; and life cycle with BIM. 6.1. Reminder of the fundamentals of BIM BIM, as we have seen before, is mainly a working method and a 3D parametric numerical model that contains intelligent and structured data. BIM is the sharing of reliable information throughout the life of a building or infrastructure, from its design to its demolition. The digital model is a digital representation of the physical and functional characteristics of this building or infrastructure. BIM is often referred to as software or technology, but it is much more than that. It is actually a sequence of processes or working methods used throughout the design, construction and use of a building. BIM defines who does what, how and when. One or more intelligent and structured parametric 3D virtual models are used throughout the design, construction and even the use of a building. These virtual models make it possible to perform analyses and simulations (energy, structural calculation, conflict detection, etc.), controls (compliance with standards, budget, etc.) and visualizations. The structured digital model allows collaboration between all the stakeholders of a project, either by exchanging data or by allowing an intervention on one and the same model. BIM then is a digital representation of the physical and functional characteristics of a site. BIM is a shared source of knowledge about a site that provides a reliable basis for decision-making during its life cycle (see Figure 6.1), from design to demolition or renovation. A fundamental principle of BIM is the collaboration of different actors in the various phases of the life cycle of a site to insert, extract, update or modify the information in the BIM and to support and reflect the roles of this actor.

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Figure 6.1. BIM in the infrastructure project life cycle [BEN 17]

3D software has been around for more than 40 years, but the current “frenzy” for BIM is due to several factors. First, the recent development of the power of computers and computer networks makes it possible to go further in the BIM approach, and second, economic, ecological and collaborative reasons make this BIM process a way to develop the AEC (Architecture, Engineering and Construction) industry. BIM significantly changes the practice of project management. It is mainly interested in coordination, the estimation of time and cost, planning, pre-manufacturing and deliveries, contributions to design during the different stages, construction, etc. BIM has multiple advantages such as reducing late design changes, detecting conflicts between elements and improving coordination, reusing information throughout the life of a project, enabling off-site manufacturing, promoting the optimization of computer

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design, enriching information and visualization, enabling the optimization of management and costs.

and

6.2. BIM and legal environment of the projects The client who wishes to use BIM must define its charter and transcribe its requirements and objectives in a specification specific to BIM. As BIM is not generally part of its competences, the client hires an assistant for this BIM component, with a BIM manager whose main mission is first to define the customer’s BIM charter, then to write the special specifications and to oversee the BIM process throughout the project. However, BIM also brings its share of legal uncertainties. How to treat, for example, the case where decennial order damage is caused by an error of the BIM manager or a malfunction of the software of the model? What is the nature of the responsibility of the BIM manager and the software publisher? There is currently no specific regulatory or legal framework for BIM anywhere in the world [KOU 18]. These new legal issues caused by the advent of BIM thus require the drafters of contracts to anticipate the risks and to include in the construction contracts (special administrative clauses booklet, architects’ contract, assistance contract to the owner, charter) new clauses framing notably the terms of participation of the parties as well as the acquisition of intellectual property rights relating to the digital model: – The license of the BIM software: the acquisition of the software may seem like a trivial subject, but is in fact vital for the life of a building built under BIM and therefore deserves special attention. In addition to ensuring the acquisition of the necessary rights for its use and its assignment, it is necessary to ensure the durability of the software and its updating, or even its potential compatibility with other BIM software. In addition, the subject of the

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treatment of the responsibility of the publisher in case of malfunction, loss of data and damage to the building on this occasion must be treated in connection with the purchase of the software. – The BIM charter: this document reflects the objectives, expected performance and requirements of the client in the BIM process and is the matrix of BIM specifications. The BIM charter will be attached to the contracts of various construction workers. – The BIM specifications that constitute the BIM component of the construction program by specifying for the project the requirements and objectives of successive speakers and including those that are included in the BIM charter. The BIM specifications will also be added to the contracts of various construction workers. – The BIM convention, drafted by the BIM manager, is the guide to BIM best practices that will be followed by different parties according to the building act. It can be divided into two documents: - the BIM protocol describing the mode of communication, ownership and use rights, process requirements, responsibilities and information needs; - the BIM execution plan which more precisely describes the responsibilities of each and aims to contain a wide range of technical and practical provisions. – The BIM management agreement and the BIM assistance contract which define the roles and responsibilities of these stakeholders already mentioned above. As a result, the legal aspects related to the integration of BIM, which we were able to identify in our study [BEN 18b], relate to the following points: – traceability of data exchanges; – imputability of data entry or erasure errors;

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– reliability of different specific contracts: BIM specifications of the contracting authority, BIM convention between the different users, contract between the publisher of the BIM software and the users, data storage contract; – regulation related to the protection of personal data; – protection by copyright (and intellectual property) of the work resulting from BIM; – further processing of data (including personal data) and reuse. The current legal environment does not yet fully include the notions of BIM in the sense of collaborative work of the term. Hence, it is important to clearly define the roles and missions of each contributor within the BIM convention on a project, in order to frame the responsibilities of each [COR 18]. 6.3. Prerequisites and integration framework of BIM BIM is not just an up-to-date trend; it is now an emerging reality that will last. The literature and feedback have shown everywhere (or almost) that its implementation has generated a positive result, both in financial terms and in the quality of infrastructure. The adoption rate of BIM would be twice as fast as that of CAD (computer-aided design). The transition from manual drawing to CAD took almost 15 years. The demand for 3D designers with construction experience will grow exponentially. Specialists in structural calculations and energy analysis capable of extracting the necessary data from a 3D digital model will also be in great demand. As we have seen previously, the implementation of BIM makes obligatory prerequisites for the success of its integration with projects [VER 18]. Indeed, this integration needs, among other things, an impetus from top management and employee support, training teams in the process and software, defining

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the contractual and normative framework, highlighting objectives, planning implementation phases, choosing technology, defining roles (including the BIM manager), allowing self-assessment and providing benchmarks for process improvement [BEN 18b]. A recent study [OLA 18] sought to establish a frame of reference for project information management combined with BIM and concluded with key indicators: knowledge transfer, support and improvement, regular upgrade of facilities, a standardization of features project, trust and open communication, increased investment in research and development (R&D), training and skills development, improved BIM technologies and integration with other technologies, accessibility and availability of information. This study adopted a conceptual approach that records current BIM practices and uses a model-matching algorithm to develop the framework. There is an urgent need to establish a best practice guideline for industry stakeholders to make BIM a more reliable and efficient information center for construction projects from their inception [MOM 11]. In summary, this is consistent with the conclusions of the previous chapter, where we tried to establish a framework for integrating BIM, specifically in the railway. This framework can be summarized as follows: – definition of the BIM objectives of the project in line with the requirements of the end customer; – definition of the organization, the responsibilities, the perimeters, the standards and especially to give an impulse to the will of change and the joining of all the collaborators; – definition of the BIM charter, with collaboration methodologies; – definition of exchange platforms, update levels, etc.;

file

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– regular realization of BIM reviews to check the efficiency of the process. 6.4. Railway project management with BIM 6.4.1. Background and project description with BIM integration To illustrate the integration of the BIM process into railway project management, we chose to model part of a Colas Rail project: Casablanca tramway. The modeled Casablanca tramway project includes the infrastructure of the platform and railroad, the overhead contact line (catenary) and an electrical sub-station. A 3D scanner was used beforehand to acquire cloud points of the project environment to be modeled. To facilitate the demonstration object of this study, a 3D model was created with quantities, costs and schedules using interoperable and homogeneous software. This modeling was done on a 3D BIM software, then its integration with a GIS was carried out and a collision detection software was made. This model was exported to a structural verification software whose calculation notes were appended to the model by readjusting the design. Planning and phasing around the BIM (4D model) was prepared using a spreadsheet and linked to the project review software to define a Gantt chart, and then a 3D kinematics (see an excerpt of the video in Figure 6.5) was made to show the progress of the construction. The cost estimate (5D) was prepared on a spreadsheet and then integrated into the model. An energy analysis was carried out using the integrated tools of the creation system (6D analysis – sustainability). We have not been up to the operation/maintenance phase (model 7D). Figures 6.2–6.4 illustrate some captures of the elements made in the modeling, while Figure 6.5 illustrates an excerpt of the video of construction phases.

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Figure 6.2. Overhead contact line (catenary) element model

Figure 6.3. Electrical substation model

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Figure 6.4. View of the project 3D model

Figure 6.5. Excerpt from the phasic kinematics of realization of construction

Table 6.1 shows the software used.

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Project phase 3D modeling

Clash detection

Scheduling (4D model)

Cost estimation (5D model)

Sustainability (6D model)

Facility management (7D model) Structural and electrical analysis

Details Acquisition of a point cloud and treatment for 3D modeling of the existing infrastructure. Design and modeling of the railway infrastructure, overhead contact line and substation in 3D Analysis and summary of the three trades, 3D visualization and study of the interfaces Realization of the project planning and its follow-up, Gantt chart and video animation of the phases of realization of the construction of the works Quantity estimation, cost calculation and incorporation into the 3D model Energy calculation in buildings and technical premises of substations, calculation of natural ventilation Not treated in this study

Software Autodesk Revit, Autodesk Covadis

Autodesk Navisworks

Microsoft Excel, Microsoft Project, Adobe Premiere

Microsoft Excel

Autodesk Revit

–

Calculation of the structures Autodesk Robot, Caneco BT of the various elements (reinforced concrete, metal framework, mechanical parts, etc.), calculation of the LV power balances and dimensioning of the cables

Table 6.1. Software used in BIM project management phases

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6.4.2. BIM project management – feedback As seen in the chapter dealing with a case study [BEN 18d] (including a feedback of experiences on five projects explained in the literature [BEN 18c]), the studied experiment is full of information. We have seen that this integration is generally at an embryonic stage in the majority of countries, whereas some countries have already introduced BIM “standards” in general and aim to generalize them within a few years, particularly in the railway sector. The integration of BIM into railway projects can have several advantages: collaboration, time-saving, cost optimization, prevention of conflicts between networks, building a model before building optimization of the management of facilities, improvement of the quality of works, prefabrication. The literature and experiments conducted as part of this research project have illustrated the legal risks (status and ownership of BIM, lack of standardization of software data exchange, lack of understanding of the basics of schedules and estimate costs) and limitations (lack of feedback, lack of adaptability and convergence of tools). These experiences have also shown that the use of BIM is not a simple technological transition, but rather a revolution in the project management process, which requires several key success factors. Visualization, collaboration and conflict elimination are the three main registers under which the benefits of BIM can be organized. In fact, there is a great deal of intersection between these chapters, but they have been chosen as the main ideas around which all the benefits can be better understood. Visualization primarily addresses the benefits to an individual and the enhancement of his/her personal understanding resulting from the use of BIM. The collaboration refers to the cooperative action of several team members, which is encouraged and facilitated by BIM. Conflict elimination mainly concerns project-related benefits, such as conflict reduction, waste, risks, costs and duration.

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For railway infrastructure projects, BIM’s main objective is to improve the design integration process, internal communication between project teams and collision detection to eliminate the risk of resumption of work during project construction and to minimize delays at the site. Project management is totally revolutionized with BIM. Our colleagues from Colas Rail Asia and Colas Rail Montpellier, in a BIM approach in a railway project, have introduced augmented reality to realize the in situ visualization of infrastructures, detect clashes between different disciplines and show the client that it is possible to see its work even before it is built. Figures 6.6 and 6.7 show an example of the “HoloBIM”TM, the BIM with augmented reality by Colas Rail.

Figure 6.6. Colas Rail Helmet “HoloBIM” for visualization in augmented reality BIM mode

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Figure 6.7. Screenshot of augmented visualization for conflict detection and summary of works

In summary, railway project management with BIM is increasingly built around the 3D model, with all its facets. This requires a technological transition, as well as a cultural transition. However, these experiments have not studied the cost of these transitions (unavoidable?). And who will support them? 6.5. BIM dimensions 6.5.1. 3D modeling – design The studies and design phase is important in the project management process. With BIM, this phase revolves around a 3D model. While BIM is not only 3D modeling, it is essentially based on this model. With BIM, 3D design goes beyond the classical study. 3D modeling of the infrastructure to be built makes it possible to integrate other players in the design phase other than engineers and designers. Indeed, thanks to 3D design, the customer, the construction manager and even those responsible for maintenance can be brought in to improve the design.

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Regarding the experience described in the previous section, and those described in the previous chapters, we have seen that the 3D BIM approach makes the design phase longer, but allows optimization of the overall planning (allows prefabrication, integrates the preparation of construction, etc.) and reduction of costs by anticipating errors and conflicts of synthesis before construction. 6.5.2. 4D – scheduling The planning software therefore retrieves a 3D digital model (see the previous section), each object of which is identified with its global identity and unique GUID. Scheduling, that is, assigning completion dates to each object, can be done either manually by creating the Gantt chart in the 4D schedule software, or by importing a schedule made in a third-party software such as Microsoft Project (as is the case with the experiment described in this chapter). Currently, 4D planning software is not directly integrated with digital modeling software such as Revit. The communication is done in the form of importing the model into the third-party software dedicated to planning, either via the IFC format or by (theoretical) direct compatibility of the software between them around a given format. Once each object has been assigned to a schedule task, it becomes possible to drag the “progress slider” along the time scale and to see the 3D model evolve, with the possibility of changing the appearance of the works: for example, to color the works under construction in green, those demolished in red, those already built in gray, etc. By pushing the reasoning further, it is possible to edit videos showing the planning in 3D construction (also called phasings). This is relevant in the sense that it can be shown to the customer (commercial interest, as in the cases described in the previous sections), or to third parties (authorities, control office, etc.) or to outright extracting production measures, for example: volume

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of concrete to be poured per day, quantity of elements to be mounted per phase, etc. 6.5.3. 5D – cost estimation Determining the quantities to be used in a project is one of the most recurrent tasks in project management. It is necessary for the ordering of supplies, for the planning of the construction, for the justification of counts with the customer, etc. It is also a time-consuming task with enormous risks of error when it comes to complex infrastructures. Intelligent objects (including physical and non-physical object information) in the BIM model make it possible to quickly determine project quantities automatically by using IFC formats. Extracting the metric from BIM is often easier and more accurate when compared to the traditional method. The metric is sometimes directly and automatically linked to the codification of known specifications, thanks to a nomenclature or a menu. A strategy is then to export “bare” nomenclatures from the BIM model and then reprocess them into a metric or specification system. In addition, it is possible to associate the customer price list directly with the objects and elements of the 3D BIM model. Cost estimates then become easier and more automatic with BIM. During the experiment mentioned above, the extraction of quantities was directly exported to a spreadsheet for order processing, construction and financial situations. 6.5.4. 6D – sustainability There is no need to repeat what has already been discussed in a previous chapter on sustainability. For the case studied, energy studies and ventilation simulations

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(natural and forced) were carried out directly in the 3D BIM model [BEN 19a, BEN 19b]. 6.5.5. 7D – life cycle, operation and maintenance It should be recalled here that we have not experienced the use of BIM in the life cycle of an installation. The only approach we have taken is to acquire via a 3D scanner the existing environment (in the point cloud to be processed) of the future installation of our project (see Figure 6.4). We also saw in the chapter on BIM and sustainability the experience of SNCF in France in acquiring these installations in the form of 3D BIM models in order to bring its management of maintenance and operation into a BIM process. In a later section, we will discuss a framework for life cycle management with a BIM approach. 6.6. BIM, prefabrication and construction The AEC industry is lagging behind prefabrication from 3D models in other sectors. Cars, aeronautics and metal structures are areas where prefabrication has been a reality for a long time. Another niche is now highly developed: prototyping and 3D printing. The classical way of doing project management establishes the sequence of steps in a sequential way. The BIM revolution is precisely the simultaneity or the overlap of the stages, hence the big gain in planning and cost [BEN 17]. In the experiment described above, we used the prefabrication of several elements from the 3D model when the level of BIM implementation of the supplier allowed it (the BIM process also has a training effect on an entire industrial ecosystem): mechanically welded parts, electrical

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cabinets, railway equipment, etc. Figure 6.8 shows an example of a switchgear item.

Figure 6.8. 3D element assembly for prefabrication of a switchgear. For a color version of this figure, see www.iste.co.uk/bensalah/rim.zip

Prefabrication from the BIM model not only saves time but also ensures that the element is well sized from the data on the summary and detection of clashes. To meet these ambitious objectives, it would be necessary to move, in construction, the collaborative process, that is, the BIM and concurrent engineering, integrating more closely, from the outset, all stakeholders involved in the program, in particular the prefabrication industry, particularly in concrete. Today, they only arrive at the end of the process. They cannot bring to the project management teams, project management and construction of the know-how of their design offices and their experience in the service of the project.

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6.7. The BIM life cycle In the field of transport infrastructure systems, railways are complex and have specificities that make the implementation of BIM more relevant and important. The highest safety requirements of railway operation require more frequent maintenance and a high level of safety. In addition, the complexity of rail components and systems requires better tools for analysis and data processing. A recent study of existing railway rehabilitation [NEV 19] concluded that BIM will be a useful methodology with enormous technical, economic and environmental benefits throughout the life cycle of the railway infrastructure. The application of BIM-based tools in the case study described in this study has shown that, despite some difficulties and limitations, the methodology has great potential and needs to be explored further. Another example is that to optimize its performance, “SNCF Gares et Connexions” (SNCF stations and connections) wanted to set up an ergonomic and mobile tool to: – create a single, geo-localized repository of goods and equipment; – facilitate access and updating of information using mobile devices; – allow a customer–supplier dialogue between maintenance and operator occupants; – optimize maintenance activity: planning, allocation, tour management; – allow a dialogue between the digital model (BIM) and the connected objects (IoT); – measure and document activity results;

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– create an interface with existing or future information system solutions. SNCF has adopted BIM for the maintenance of its network. The result is a better knowledge of the network, economic performance for studies, renovation and construction work [BEN 18d]. Concretely, when deploying BIM on a structure, we create a digital model of the whole, representing both its physical and functional characteristics. From design to use, through construction, the use of BIM meets the objectives of efficiency, responsiveness, anticipation and optimization. Eventually, the BIM for the maintenance of buildings will direct the actors towards a more eco-responsible and less expensive management [SAB 08]. Obviously, the deployment of such technology involves significant investments. However, these are amortized fairly quickly, because the presence of employees on the spot becomes more easily optional and it is possible to save energy. More generally, remote and real-time control optimizes the chances of managing the building intelligently, preventively and ecologically. BIM is the solution to optimize the different phases of a construction project. The modeling makes it possible to create 3D visualizations of building plans, to simulate the consequences of maintenance work on the use of a building and to collect all the data of a project, in a still current and digital way, in one place. If this method is correctly applied in the design phase, it can bring huge benefits to homeowners. Facility management, based on our experience feedback (Colas Rail and Ibn Tofail University) etc., accounts for approximately 75% of the building costs. BIM therefore opens up new perspectives in this area [OZO 11].

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6.8. Conclusions – general discussion In this chapter, we went to the heart of our study: managing a project from idea to operation by integrating BIM. We recalled the fundamentals of BIM, the legal environment and its prerequisites. We exposed the case study (the second in this book) in these details and its feedback, and then we reviewed the different dimensions of BIM in project management. Our approach is new, in the sense that BIM is in the embryonic phase on railway projects. Introducing BIM to manage rail projects already requires knowledge of the ABCs of this innovative process, the staff’s commitment to this novelty and, above all, an impetus from top management, for all project stakeholders as well as indirect actors (suppliers, subcontractors, authorities, etc.). Issues related to the contractual and legal framework must be posed, thought of and resolved upstream, and it is essential to set up an operating framework to define the roles, objectives and operation for each of the stakeholders in the BIM process. The adoption of BIM as an approach to manage the reference project in this chapter has validated the results of the literature review. BIM is not a technology, a software or a 3D representation. It is a new way of managing big projects by bringing back collaboration, visualization and optimization. The simultaneity of the project management sub-processes, as we have experienced, is revolutionizing the way we do projects. The summary of interfaces is no longer done in endless meetings where everyone balances the responsibility of others; it is done in a 3D model and can find valuable solutions and collaborative work that suits all actors. We have been allowed to show the client how we are going to

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build works (phasing of construction works). This is a great performance because it avoids endless discussions and 2D representations in every way. Previously, with the BIM, it was possible to save up to 10% of the overall costs of the project (we did not count on this project, but we had previously studied it). However, the change of approach is not always easy, nor is the change of habits. For some actors, the inertia was strong in our case. Change management was necessary in addition to top management commitment. Throughout this book, we have covered the issue of BIM and its integration into a railway project. We will proceed to define the general framework in the Conclusion.

General Conclusion

Throughout this book, we have dealt with a problem which we think is important for the AEC industry in general and for railway in particular: the integration of BIM into railway projects. BIM is a process of revolutionizing the management of large projects, particularly in the rail sector. More and more countries are equipping themselves with railway infrastructure to facilitate urban and interurban transport, to develop space, to reduce their carbon footprint, to facilitate logistics, etc. Nevertheless, for decades, the method of bringing these projects into fruition has hardly changed, since the phases are sequential: opportunity, design, supply, construction, testing, and maintenance. BIM allows these phases to be simultaneous around a shared 3D model. In the chapters of this book, we saw that BIM could reduce the time to complete a project by up to 15%, optimize costs by more than 10% and avoid up to 15% of ongoing project changes. Railway projects are now in great demand, especially in Africa and Asia, where the infrastructure gap is palpable. BIM addresses this particular need for railway projects in developing countries, but also in developed countries.

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We studied practical cases of real-scale projects that were conducted using the BIM method. We have studied several uses of BIM, in different phases of projects, in different countries; we opened the analysis up to other sectors with similar constraints to better understand the problem. We do find that there is a delay in the implementation of BIM in rail compared to other sectors. Our research made it possible to carry out a big survey of the question: review of the literature, case study, experiments, etc. We also exposed a framework for the integration of BIM into the railway, taking into account all the commercial, contractual and technical constraints. BIM in railway is still in its infancy. Nevertheless, it represents a great opportunity for this conservative sector to increase productivity and optimize the project construction process. This text is the result of two years of research at the academic, conceptual and practical levels. It focuses the survey made by the authors around the issue and brings all their expertise. We want to make the results of our work available to researchers, industrialists and decision-makers to accelerate the integration of BIM into railway projects. The railway sector studied, but, more broadly, the AEC industry, has everything to gain from adopting the BIM approach in the construction of major infrastructure projects. Despite the recent nature of the problem studied, we have detected a certain craze for BIM in railways. More and more researchers are interested in this issue, more and more countries are legislating to make BIM mandatory, several engineering firms are advocating for this approach and industry majors are already implementing this integration in their projects. We believe that this trend will increase in the coming years and that we will experience a great transformation in the railway sector like the revolutions

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taking place in other sectors: Industry 4.0, the Internet of Objects (IOT), digitalization and so on. Our work aims to contribute modestly to this transformation and to provide the necessary elements for a wide range of actors for decision-making. Of course, as this field is innovative and promising, we intend to continue our research work on integrating BIM into railway projects.

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Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

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[BEN 17] BENSALAH M., ELOUADI A., MHARZI H., “Optimization of cost of a tram through the integration of BIM: A theoretical analysis”, International Journal of Mechanical and Production Engineering (IJMPE), vol. 5, no. 11, pp. 138–142, 2017. Available at: http://ijmpe.iraj.in/paper_detail.php?paper_ id=10003&name=Optimization_of_Cost_of_a_Tram_through_the _Integration_of_BIM:_A_Theoretical_Analysis. [BEN 18a] BENSALAH M., ELOUADI A., MHARZI H., “BIM integration to railway projects - case study”, Contemporary Engineering Sciences, vol. 11, no. 44, pp. 2181–2199, 2018. [BEN 19] BENSALAH M., ELOUADI A., MHARZI H., “Overview: The opportunity of BIM in railway”, Smart and Sustainable Built Environment, vol. 2, no. 2, 2019. Available at: https://doi.org/10. 1108/SASBE-11-2017-0060. [BIY 18] BIYOUT H., ELOUADI A., MHARZI H., “Drugs circuit in the hospital pharmacy: Reorganization and model proposal”, Journal of Supply Chain and Customer Relationship Management, vol. 2018, pp. 1–10, 2018. [BOU 18] BOUTEMADJA A., “Le BIM, dans la construction durable”, Séminaire Bâtiment Durable, Liège University, 2018. Available at: https://environnement.brussels/sites/default/files/sem15180615-1-ab-fr.pdf [accessed March 6, 2019]. [GER 17] GERRISH T., RUIKAR K., COOK M., JOHNSON M., PHILLIP M., “Using BIM capabilities to improve existing building energy modelling practices”. Engineering, Construction and Architectural Management, vol. 24, no. 2, pp. 190–208, 2017. [GUO 16] GUO S.J., WEI T., “Cost-effective energy saving measures based on BIM technology: Case study at National Taiwan University”, Energy and Buildings, vol. 127, pp. 433–441, 2016. [HUA 18] HUANG M., LI J., LIAO C., “The role of BIM technology in energy-saving reconstruction of existing residential buildings in rural areas”, 7th International Conference on Energy and Environmental Protection (ICEEP 2018), Shenzhen, China, 2018. [KHA 19] KHAN A., GHADGE A.N., “Building information modelling (BIM) based sustainability analysis for a construction project”, Sustainable Infrastructure Development and Management SIDM 2019, Maharashtra, India, 2019.

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Chapter 4. BIM Integration to Railway Projects – Case Study [AMD 16] AMDAL M., GLAD T., “BIM execution, custom attribution, and a private cloud: The bergen light rail project”, AutoDesk University, 2016. Available at: http://aucache.autodesk.com/ au2016/sessionsFiles/22075/13634/presentation_22075_BLRPresentation-V2-Vegas%20Edition.pdf.

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[NUT 18] NUTTENS T., DE BREUCK V., CATTOR R., DECOCK K., HEMERYK I., “Using BIM models for the design of large rail infrastructure projects: Key factors for a successful implementation”, International Journal of Sustainable Development and Planning, vol. 13, no. 1, pp. 73–83, 2018. Available at: https://www.witpress.com/elibrary/SDP-volumes/ 13/1/1792. [SMI 14] SMITH S., “Building information modelling – moving Crossrail, UK, forward”, Proceedings of the Institution of Civil Engineers - Management, Procurement and Law, vol. 167, no. 3, pp. 141–151, 2014. Available at: https://doi.org/10.1680/mpal. 13.00024. [TAL 18] TALIL I., ZERHOUNI F.Z., BENSALAH M., ELOUADI A., MHARZI H., Building information modeling pour des applications ferroviaires : Conception d’une Sous-Station de Tramway, Thesis, ENSAK, Ibn Tofail University, 2018. [TOC 11] TOCCI J., “BIM: A blinding flash of the efficient”, UK Government Construction Supplier Conference, April 2011. Available at: https://www.gov.uk/government/uploads/system/ uploads/attachment_data/file/60931/John_20Tocci_20_E2_80_93 _20BIM_20presentation.pdf [accessed 15 January 2018].

Chapter 5. How to Successfully Integrate BIM into a Railway Project – Framework [BEN 18a] BENSALAH M., ELOUADI A., MHARZI H., “BIM integration to railway - literature & experiences critical review”, Proceeding of the 11th International Colloquium of Logistics and Supply Chain Management Logistiqua 2018, Tangier, Morocco, April 2018. [BEN 18b] BENSALAH M., ELOUADI A., MHARZI H., “BIM: Technological development and software tools to integrate railway libraries, special & normative constraints of large linear projects”, 5th European Conference Join-Trans 2018, vol. 5, pp. 68–73, 2018.

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Chapter 6. Railway Management

Information

Modeling

–

Project

[BEN 17] BENSALAH M., ELOUADI A., MHARZI H., “Optimization of cost of a tram through the integration of BIM: A theoretical analysis”, International Journal of Mechanical and Production Engineering (IJMPE), vol. 5, no. 11, pp. 138–142, 2017. Available at: http://ijmpe.iraj.in/paper_detail.php?paper_id= 10003&name=Optimization_of_Cost_of_a_Tram_through_the_I ntegration_of_BIM:_A_Theoretical_Analysis. [BEN 18a] BENSALAH M., ELOUADI A., MHARZI H., “BIM integration to railway – literature & experiences critical review”, Proceedings of the 11th International Colloquium of Logistics and Supply Chain Management LOGISTIQUA 2018, Tangier, Morocco, April 2018. [BEN 18b] BENSALAH M., ELOUADI A., MHARZI H., “BIM: Technological development and software tools to integrate railway libraries, special & normative constraints of large linear projects”, 5th European Conference Join-Trans 2018, vol. 5, pp. 68–73, 2018. [BEN 18c] BENSALAH M., ELOUADI A., MHARZI H., “BIM integration to railway projects - case study”, ASME 18th Joint Rail Conference 2018 Proceedings, Pittsburgh, USA, April 2018. [BEN 18d] BENSALAH M., ELOUADI A., MHARZI H., “BIM integration to railway projects - case study”, Contemporary Engineering Sciences, vol. 11, no. 44, pp. 2181–2199, 2018. [BEN 19a] BENSALAH M., ELOUADI A., MHARZI H., “Overview: The opportunity of BIM in railway”, Smart and Sustainable Built Environment, vol. 2, no. 2, 2019. Available at: https://doi. org/10.1108/SASBE-11-2017-0060. [BEN 19b] BENSALAH M., ELOUADI A., MHARZI H., “Building information modeling & sustainability in railway”, ICAMOP Journal, vol. 1, no. 1, pp. 16–20, 2019. [FER 17] FERRERA N., Le BIM au profit de la gestion et du partage des connaissances, Thesis, Ecole Nationale des Ponts et Chaussées and Ecole Spéciale des Travaux Publics, du Bâtiment et de l’Industrie, Paris, 2017.

References

139

[MOM 11] MOM M., TSAI M.H., HSIEH S.H., “On decision-making and technology-implementing factors for BIM adoption”. International Conference on Construction Applications of Virtual Reality, pp. 86–92, 2011. [NEV 19] NEVES J., SAMPAIO Z., VILELA M., “A case study of BIM implementation in rail track rehabilitation”, Infrastructures, vol. 4, no. 1, p. 8, 2019. Available at: doi:10.3390/infrastructures4010008. [OLA 18] OLAWUMI T.O., CHAN D.W., “Building information modelling and project information management framework for construction projects”, Journal of Civil Engineering and Management, vol. 25, no. 1, pp. 53–75, 2019. [OLU 15] OLUGBOYEGA O., AINA D., Evaluation of building information modelling usage in construction industry in Lagos State, Nigeria, Thesis, Obafemi Awolowo University, Lagos, 2015. [OZO 11] OZORHON B., ABBOTT C., AOUAD G., POWELL J., “Innovation in construction a project life cycle approach”, CIB Joint International Symposium, pp. 903–912, 2011. [SAB 08] SABOL L., “Building information modeling & facility management”, IFMA World Workplace, pp. 2–13, 2008. [VER 18] VERA GALINDO C., Aplicación de la metodología BIM a un proyecto de construcción de un corredor de transporte para un complejo industrial. Modelo BIM 5D Costes, Thesis, Escuela Técnica Superior de Ingeniería, Sevilla University, 2018.

Index

A, B, C Architecture, Engineering and Construction (AEC), 4, 7, 8, 24, 37, 38, 95, 97, 101, 115, 121, 122 BIM software, 14, 61–64, 70, 75, 76, 83, 102, 104, 106 Building Energy Modeling (BEM), 45, 46 Common Data Environment (CDE), 19, 65, 85, 94 Crossrail, 15, 18, 19, 64, 65, 84, 85 E, I, L engineering, 2–4, 7, 32, 37, 42, 43, 50, 60–62, 66, 67, 69, 70, 79, 86, 87, 91, 92, 95, 112, 116, 122 industry, 2, 3, 7, 8, 12, 13, 16, 19, 24, 27, 32, 37, 38, 44, 46, 56, 59, 60, 65, 74, 97, 99, 101, 105, 115, 116, 121–123 Infrabel, 17, 57, 65, 85

life cycle, 1, 3, 8, 12, 19, 22, 24, 27, 29, 34, 36, 42, 45–47, 50, 51, 52–55, 59, 65, 68, 73, 83, 85, 94, 98, 100, 101, 115, 117 M, O, P Mälarbanan, 16, 17 ONCF, 4, 5, 20–22, 58, 68, 69, 71, 72, 90 optimization, 2, 3, 8, 12, 15, 21, 22, 27–29, 32, 34, 41, 42–45, 47, 50, 51, 54–56, 62, 68, 75, 88, 101, 102, 110, 113, 117–119, 121, 122 pollution, 5, 7, 44 prefabrication, 11, 12, 21, 22, 24, 43, 68, 75, 89, 100, 110, 113, 115, 116 project management, 22, 24, 30, 51, 52, 56, 57, 70, 73, 88, 93, 96, 99–101, 106, 109–116, 119

Railway Information Modeling RIM: The Track to Rail Modernization, First Edition. Mounir Bensalah, Abdelmajid Elouadi and Hassan Mharzi. © ISTE Ltd 2019. Published by ISTE Ltd and John Wiley & Sons, Inc.

142

Railway Information Modeling RIM

R, S, T review, 1, 2, 8, 16, 24, 29, 38, 42, 54, 57–60, 64, 65, 68, 70, 75, 76, 79, 84, 89, 97, 98, 106, 119, 122 schedule, 2–4, 7, 8, 10, 22, 35, 43, 46, 49, 65, 68, 70, 72, 75, 85, 106, 110, 113 SNCF, 18, 50, 51, 67, 95, 115, 117, 118

sub-costs, 29, 31 sustainability, 10, 35, 39, 41, 42, 45–48, 50–52, 54, 67, 86, 106, 109, 114, 115 tramway, 5, 27–33, 34–39, 55, 106 TUC project, 17

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