BIM: 5 Questions for Andreas Ibel, President of the German Association of Free Real Estate and Housing Companies (BFW)

Andreas Ibel, President of the German Association of Free Real Estate and Housing Companies (BFW), has an unusual answer to the question of what makes a good BIM manager: 'The tasks of the BIM manager do not differ significantly from the traditional management tasks of a project developer. As a digital 'construction manager', the BIM manager must also ensure that the individual links in the chain fit together seamlessly. 

1. BIM, a ubiquitous buzzword - what role does BIM play in your company/association/organisation?

The BFW Federal Association represents the interests of 1,600 medium-sized property companies, which are responsible for 50% of new residential construction and 30% of new commercial construction in Germany. In a digitalisation survey conducted among BFW members a few months ago, 77% of respondents said they were familiar with Building Information Modelling (BIM). However, only 20% of those surveyed have used BIM to date. The SME property sector is therefore slow to embrace this methodology. This is why the BFW is now focusing on a new event format: with our Digitalisation Forums, we are creating platforms across Germany where our member companies can exchange knowledge and network.

2. How long do you think it will take for the property sector to realise the full potential of BIM?

In the coming years, BIM will bring fundamental innovation and disruption to the design, construction and operation of buildings. This makes it all the more important that everyone in the value chain gets on board. This is not yet the case. But it is a basic requirement if we do not want to be left behind in the wake of digitalisation! The BFW Federal Association and the BFW Digitalisation Advisory Board are therefore committed to building networks that promote cooperation. It is difficult to predict exactly when BIM will fully penetrate the market. Even then, there will be further developments that need to be adapted. Digitalisation therefore requires new thinking and continuous learning. Companies should not be afraid to make mistakes along the way.

3. What should companies be aware of when moving to BIM?

BIM is the digital way of working in building design, ideally with a seamless transition to building operation. At its core are digital sub-models created by the professionals involved in the design process. It is therefore essential that everyone involved in the process works with this methodology in order to speak a common 'language'.

Companies also need to be aware that BIM forces everyone involved in a process to commit to very detailed specifications at a very early stage. This is both an opportunity and a risk.

4. What makes a good BIM manager?

The basis for the use of BIM methodology is an integrated and collaborative partnership between all design stakeholders with clearly defined roles. Sub-areas from different specialist design disciplines need to be managed and integrated into a single entity. In this respect, the role of the BIM manager is not significantly different from the traditional management role of a project developer. As a digital 'construction manager', the BIM manager must also ensure that the individual links in the chain fit together seamlessly. They must bring together complex information, identify conflicts, resolve misunderstandings and manage communication. To do this, the BIM manager needs practical experience and ongoing training.

5. What comes after BIM?

At this point in time, we should first work on the further implementation and standardisation of BIM. On this basis, we want to take as many companies as possible with us that are not yet familiar with this methodology. At the same time, more and more technologies are interlinked and more data is available for analysis, which means that processes can be designed even more efficiently. These systems are becoming increasingly complex. BIM will also continue to develop dynamically.