Built asset data

Poor definition of information requirements at tender stage is making it harder to unlock the value of built asset data

Our key findings

50:50

ratio between tenders with defined or well-defined information requirements and tenders with no or poorly defined information requirements.

of tenders do not define any information requirements.

of tenders define information requirements well.

“If we accept Stage 3 [design] we agree there is a risk, but there are always fundamentals that should be raised by the client team, rather than be buried among hundreds and hundreds of documents.”

National contractor

Contractors were asked to consider how well tenders defined the data and information needed for a project, and beyond the project stage into the operational phase of an asset. Information requirements would typically include BIM requirements alongside other information used to manage the asset in the long term.

How well information requirements are defined at tender stage

▉ Do not define information requirements at all at tender stage ▉ Attempt to define them, but with little clarity ▉ Define them, but with some gaps ▉ Define them well, with sufficient simplicity and clarity at tender stage

What it means for projects

The performance of contractors may be hampered by poorly defined information requirements. Procurement activity without defined information requirements encourages a race to the bottom.

The result will be an inability to maximise the potentially better outcomes that come from being able to monitor and manage an asset with good data.

What it means for client outcomes

Properly specified information requirements will lead to more efficient and effective outcomes over the life of an asset. Information should be considered as essential to unlocking asset value as the physical asset itself.

Better outcomes are wide ranging: from digital twins that improve building performance, to maintenance data that reduces ongoing maintenance costs and a ‘golden thread’ of information that maximises sales value.

Emma Hooper

Head of Information Management Strategy

emma.hooper@uk.rlb.com

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Information management starts with those asking for information to identify purposes and defining what information is needed to fulfil those purposes. Those producing information must be aware that once passed on, information needs to be useful and meet the requirements.

HOW CAN YOU USE DIGITAL SOLUTIONS TO DELIVER BETTER PROJECT OUTCOMES?

By harnessing data and technology, our digital experts can support your team to define and manage your information requirements more efficiently.

Find out how

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