Contractual – Q2 – What have we been contracted to deliver and why?

Throughout all the documentation and the project meetings there will be implied information management tasks that may not be clear, so the job of the Information Manager is to ensure they are not missed, so at the end of the CAPEX phase there isn’t an inefficient mad scramble to find information to populate the digital asset! These tasks might be before during and after the delivery of the physical asset, they may be in support of others and most importantly (and commonly) it might be other members of the project team collecting or managing information on your behalf.

Start with the CAPEX, study and identify the information in the OIR/ AIR that need to be captured during this phase and identify what work/ task packages these will be a part of.

Move onto the OPEX, if the operator or maintainer is in place you should have identified the key players in Q1. Talk to them, find out what information they value the most and how they will would like to consume it. Also make sure you get their Information Manager on board and keep them in the loop about your deliverables and make sure they can cope with the formats and file sizes.

There will be a mass of considerations and tasks that need to be completed to deliver the digital asset, you need to identify each task, work out what will be required for each and who will need to be responsible for creating and authorising the information to support it.

A key tool to do this is the synch matrix. This helps plan out the activities that need to be done, by whom and when. Each task will have a delivery date, a cost to the project, standards that need to be adhered to, IT requirements, sign off and authority criteria, supply chain dependencies, links to contract or legal requirements and finally questions around ownership of the deliverable.  


This synch matrix will help you to advise the project delivery team on how BIM requirements will affect their areas of responsibility and help you further draft the BIM Execution Plan.

Finally, the information gathered for this question will lead you to conduct a gap analysis on whether your Information Management team and the project delivery team (including the supply chain and client liaisons) can deliver what you have been contracted to deliver.

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BIM Execution Plans (BEP) 

How are you going to deliver and support all of this? The success of the digital delivery, and there for the entire project itself is down to developing a good BEP that takes many things, including the MIDP and all aspects of the EIR into consideration.

There are two types of BEP, one that is part of the tender documents returned to the client, so that they can choose who will be their delivery partner and one that has much more detail after the award of the contract.

The Pre-BEP should be based on previous Post-BEP’s that have similar requirements, spending too much time and resource writing a brand-new document each time will be just as bad as doing detailed engineering designs during the concept phase! It will need to be tweaked to reflect significant requests in the EIR and conducting a 3-column deduction exercise will help ensure you are answering everything.

A good reason for using a previous BEP with similar requirements is that you can also include a case study of the project, demonstrating that your response isn’t just hollow words but actually proven experience in digital delivery!

The Post-BEP will add the details as described in the 7 questions that will ensure everything in the EIR can be delivered as requested, and if there are any changes or gaps, they are identified before the project kicks off in earnest. A good BEP will at least cover the following:

  • How information will meet the requirements defined in the PIR/AIR/EIR?

  • When information is going to be delivered, initially with respect to project stages or asset management milestones and later in respect to delivery dates?

  • How information is going to be delivered?

  • How information is going to be coordinated with information from other relevant appointed parties?

  • What information is going to be delivered?

  • Who is going to be responsible for delivering the information?

  • Who is the intended recipient?

  • Does the information you are delivering meet that required to answer the PLQs and Critical Success Factors, used when the client wrote their PIR, FIR & EIR?


In traditional contracting the delivery partner will identify any gaps between the EIR, specific and general works information documents and the contract, they will keep them quiet and use them to leverage more money from the client during the course of the project. This practice leads to a non-collaborative and adversarial relationship which can only have a negative impact on the delivery of the asset. To avoid this unproductive and risky behaviour, as the BEP in detail is worked up, these gaps must be identified and resolved by client and delivery team.

Remember to involve all the appointed parties in the delivery of this document, as they will all need to adhere to its content.

It will be a live document and will potentially change during the lifecycle of the project, so ensure that it is a document kept in the CDE and controlled through good change management practices.