BIM Implementation at Porto de Mós City Council – Methodology and Good Practices

Context

In Portugal, the digital transition in the AECO sector has been advancing in recent years. With the publication of Decree-Law 10/2024 of 8 January, which establishes the creation of an Electronic Platform for Urban Planning Procedures, the need for this transition has become even more pressing. This platform, which is expected to become mandatory in the short term, aims to allow the submission of requests for urban planning procedures in BIM format, automating the verification of compliance of requests with the applicable plans. In addition, this Decree-Law provides for the compulsory presentation of architectural projects in accordance with the BIM methodology in the medium term, foreseeably in 2030. [1]

So, in this context, and with the aim of preparing for these changes, Porto de Mós City Council began its digital transition process by implementing the BIM methodology with the support of BUILT CoLAB (Figure 1).

[1] Portugal. (2024). Decreto-Lei n.º 10/2024, de 8 de janeiro. Diário da República n.º 6/2024, Série I de 2024-01-08 https://diariodarepublica.pt/dr/detalhe/decreto-lei/10-2024-836222484

Implementation phases

Based on the structured principles of Penn State University’s BIM implementation guide [1], BUILT CoLAB developed the following methodology for implementing BIM at Porto de Mós Town Hall:

1. Initial selection of target services with the greatest potential to drive the adoption of the BIM methodology.
2. Analysis and diagnosis to gauge the organisation’s initial BIM maturity;
3. Analysis and diagnosis to gauge the organisation’s initial BIM maturity;
4. Definition of the implementation plan, highlighting the solutions to be implemented for the six fundamental pillars: Organisational Strategy, BIM Uses, Processes, Information, Infrastructure and Human Resources;
5. Development of contractual documentation to support the contracting of BIM projects;

The methodology followed throughout this implementation process was supported by various training sessions, which were fundamental in ensuring that the teams involved gradually acquired knowledge of the BIM methodology. In addition, a good practice manual was developed, which brings together practical guidelines for the effective adoption of BIM.

This methodology is aimed at gradual, effective and efficient adoption, taking into account the organisation’s BIM reality and maturity.

1. 1. Seleção dos serviços alvo

Before starting the implementation, it was necessary to identify the services with the greatest relevance and impact on the adoption of the BIM methodology. Areas such as Public Works, Urban Licensing, Geographic Information Systems (GIS) were selected, as well as the IT department, which is responsible for guaranteeing the technological infrastructure throughout the process.

In this process, the BIM planning team, responsible for drawing up the implementation strategy, and the BIM implementation team, responsible for supporting and executing the implementation plan, were also jointly defined (Figure 2).

[1] Messner, J., Anumba, C., Dubler, C., Goodman, S., Kasprzak, C., Kreider, R., Leicht, R., Saluja, C., Zikic, N., & Bhawani, S. (2021). BIM Project Execution Planning Guide (Version 3.0). University Park, PA: Computer Integrated Construction Research Program, Pennsylvania State University. Disponível em http://bim.psu.e du

2. Initial diagnosis

The implementation strategy was designed in a phased and progressive manner, taking as its starting point a diagnosis of BIM maturity, which made it possible to assess the municipality’s real situation. This grounded process ensured a practice-orientated approach, aligned with the municipality’s reality and centred on concrete topics to achieve the desired level of BIM maturity.

At this stage, a workshop was held (Figure 3) where, together with the employees of the target services, the organisation’s starting point in relation to the BIM methodology was identified.

In addition, an introductory session on the BIM methodology was held, which was essential for training the previously identified collaborators. This session covered the fundamental concepts of BIM, uses of the methodology, associated processes and emerging technologies – creating a common knowledge base.

3. Strategic plan

The strategic plan outlined includes three main phases:

• Analyse: phase for assessing the current state of the organisation in relation to the six fundamental elements of a BIM implementation: Organisational Strategy, BIM Uses, Processes, Information, Infrastructure and Human Resources. Based on this analysis, concrete objectives and priorities for action were defined, allowing the strategic plan to be structured effectively and realistically
• Align: phase dedicated to defining the level of maturity that is to be achieved in each of these elements (Figure 4), always based on the organisation’s availability and reality.
• Moving forward: development of an implementation roadmap, with a set of key actions for the evolution of BIM maturity. This document acts as a guiding tool, allowing the municipality to proceed autonomously with implementation in a structured and efficient manner.

4. Implementation plan

The implementation plan details the proposed solutions for each of the six fundamental pillars for adopting the BIM methodology. This ensures an integrated approach that is aligned with the municipality’s reality.

Some of the most important elements of this plan are:

• Maps of organisational processes, integrating BIM uses into internal flows;
• Definition of the Common Data Environment (CDE) flow and file nomenclatures, based on current standardisation;
• Choosing and scheduling the adoption of software compatible with the defined digital strategy;
• Selection of the information classification system;
• Internal education and skills development plan, adjusted to the profile of the teams involved.

5. Contractual documentation

As part of the implementation, some essential contractual documents were defined and developed to support the contracting of BIM projects, ensuring that the requirements defined by the municipality are met by the suppliers.

Of these documents, the ‘Information Exchange Requirements’ (EIR) document stands out. It clearly establishes the information that must be delivered by suppliers throughout the project, and also defines the level of information required, both geometric and alphanumeric, by object and by speciality (Figure 6).

In addition, IDS (Information Delivery Specification) files were also created, which allow automated verification of the alphanumeric information submitted, ensuring alignment with the requirements already defined in the EIR (Figure 7).

Finally, a BIM Execution Plan (BEP) template was developed, which suppliers must fill in when there is a collaboration agreement in place, detailing how they intend to fulfil the requirements defined in the EIR for each project.

Training

Throughout the implementation process, various training sessions were organised to ensure that the teams involved progressively acquired knowledge of how to apply the BIM methodology.

Among these, two sessions stand out:

1. A session dedicated to the tools and potential of defined BIM uses. It provided a practical overview of the most suitable software and the expected flows, helping participants to relate the concepts to their actual applicability.
2. Practical session with a BIM visualiser (Figure 8), which is essential for those new to digital models. This session allowed participants to explore the structure of the models, recognising the objects and accessing the associated alphanumeric information, promoting a better understanding of the potential that the models offer.

In order to involve the council’s suppliers in the digital transition process, a session was held on BIM and the impact of its implementation on future collaborations with the council.

Conclusion

Implementing the BIM methodology implies a paradigm shift that requires adapting to new processes and tools. Despite the challenges, such as the shortage of time or the need to liaise between services, this implementation process at Porto de Mós Town Hall has shown that, with a phased and collaborative approach, it is possible to apply this methodology in the public sector.

Throughout the process, there was no significant resistance to change, demonstrating that when there is will and involvement, BIM is no longer just a technical or procedural requirement, but a strategic tool at the service of organisations. The teams’ involvement and constructive attitude were crucial to the progress made.

Thus, after this implementation, Porto de Mós City Council is better able to pursue its digital transformation strategy autonomously, using more integrated processes and more reliable information.

At a time when the public sector is preparing to respond to new legal requirements, it is essential that organisations go through this learning curve and implement their own. The most important thing is to start the process and ensure continuous and consistent evolution.