Answered from either a personal or industry-viewpoint perspective, Best BIM Bad BIM sees a member of the #GlobalBIMCrew divulge their best and worst BIM experiences and what they have learned from both. In today’s interview Matt Collett, Business Relationship Manager at Middlesex University discusses his Best and Bad experiences relating to BIM.
What is Matt’s Best BIM experience?
One of my best BIM experiences to date has to be my recent trip to the Middle East. It’s hard to think of another place in the world where so many exciting, diverse and challenging construction projects are being undertaken… often at the same time! More than that though, it was my pleasure to see how engaged the companies I spoke to were with the idea of construction education and up-skilling their workforces.
BIM is now mandated in Dubai and companies are currently in the process of heavily implementing it, the results of which promise to be truly impressive. It’s fair to say that there is a bit of stigma attached to the construction sector in the Middle East – we hear a lot about the Qatar World Cup projects and the safety (or lack thereof) on-site, and of course there is still work to be done in that area – but I don’t think we hear enough about best practices and the companies that trying to lead the way in working on solutions to this. I truly believe that BIM can play a huge part turning round people’s perceptions and help bring the fantastic work that is going on to the forefront.
RELATED: Middlesex University’s Collett talks BIM: A “new dawn” for construction?, BIMcrunch Editorial: Have Qatar scored an own goal with the 2022 World Cup?
What does Matt think are the Bad trends in BIM?
In my opinion I think it’s a shame to see people using but not getting the most out of BIM. To see it as a strictly technological investment is the main hurdle we have to overcome; in many ways the investment in human capital and training is the most vital part. It’s a change in mindset and a new set of holistic management skills that will see companies get the most from total BIM implementation. The strategy to incorporate BIM at every level of an organisation does not come from investing in technology, but from investing and empowering individuals to manage the technology and the BIM processes effectively.
What lessons has Matt learned from both?
Perhaps we can look to the future and envision a construction environment where training and the development of people is at the forefront of every organisation in the sector. This would enable individuals and companies, rather than technology, to drive the change that is needed for the sector – providing longevity in improvement. Technology obviously has its (rather large!) part to play in this, but perhaps sometimes the sector relies on it too much and can forget that actually, our biggest assets are the people we work with every day and that our biggest investment for the future should be in them.