In the first instalment of a two-part series, Lucas Cusack from Glider Technology explains what asset owners must prioritise and the common pitfalls to avoid to ensure the transition from construction to operation is as smooth and beneficial as possible.
A successful project handover is not just about receiving a set of documents at practical completion. It’s about ensuring that the information handed over is structured, accurate and usable for operating the building effectively.
Asset owners often find themselves provided with a digital archive of inconsistent, incomplete or unusable data that fails to support efficient building management, leading to time-consuming and costly fixes down the line.
So, what can clients do to ensure a smooth, valuable handover?
Define your information requirements early (and keep them simple!)
One of the biggest mistakes clients make is not clearly specifying their information requirements at the start of a project. Asset information requirements (AIR) and exchange information requirements (EIR) should outline what data, documents and models are needed for operational success.
“One of the biggest mistakes clients make is not clearly specifying their information requirements at the start of a project.”
The creation of AIR and EIR should include as much of your organisation’s input as possible. Very often we see these requirements being set and delivered, but in operation we find out that it’s not what everyone needs and what they do need might not be usable, or it wasn’t asked for in the first place.
They need not be complicated. Too often we see AIR and EIR that are overly detailed and asking for too much. Think, ‘what data do I need to achieve my business objectives’ rather than looking at all the different attributes available from design and construction. It’s important to align your requirements with both short-term operational needs (like occupancy and use) and long-term goals (such as sustainability, smart building technologies, and even digital twins).
Every bit of data you ask for has a cost. Do you really need to capture the cum/h flow rate of a pump in its 3D model? Or are you happy to have that information within some literature that is connected to the 3D model using an asset ID? The difference in cost for delivering each of those options is vast, the margin for error greater and the actual usefulness of that data in the model negligible. So in this case, less is more.
Without definition, asset owners risk receiving incomplete, inconsistent or irrelevant information. This can result in costly delays and inefficiencies, especially when the data is handed over late in the project or without clear guidance on how it should be used. Embedding AIR and EIR into procurement and contract documents ensures compliance and sets the foundation for a structured handover process.
Engage with the supply chain throughout the project
Asset owners should be engaged throughout the project, ensuring they are regularly updated on the progress of data collection. Regular engagement with the project team helps ensure that data is being compiled correctly from the outset, reducing the risk of gaps or discrepancies that may only surface at the end of the project.
Not all data will be delivered at the very end either. You can request specific data at different times to help you prepare to onboard and manage your building.
For example, you might want a full room list with room IDs and areas at the end of RIBA Stage 4 because you will be tendering certain FM contracts that are based on area. An updated version of this could be reissued during RIBA Stage 5 for procuring a room booking system and again in RIBA Stage 6 for the chosen room booking system vendor to set up its technology to work from day one.
Insist on a digital soft landing
A digital soft landing acts as a bridge between construction and operation. It enables input and briefing of operational data needs up front in design, nurtures and governs the procurement of this data as it is produced, and ensures that when handed over, it is used and absorbed into the operational ecosystem of technologies and processes.
“Standardising data formats and using open data protocols improves interoperability, making the handover information valuable throughout the asset’s lifecycle.”
Early collaboration helps to identify potential issues with data collection and integration before they become larger problems during handover. It also ensures that the data is compatible and adaptable with future technologies.
Standardising data formats and using open data protocols improves interoperability, making the handover information valuable throughout the asset’s lifecycle. It’s essential that the handover data can be seamlessly integrated into the asset owner’s asset management systems, as this ensures that data continues to serve its purpose long after the project is completed.
A digital soft landing also benefits the project team by reducing the number of post-handover queries and disputes, which can be costly and time-consuming. A digital soft landing allows the client to transition into operations smoothly, with fewer surprises or challenges.
Maintaining the information during operation
Handover information should not be treated as an archive. During operation, asset owners should consider using an asset information management common data environment (AIM CDE).
An AIM CDE is a home for documents, asset data and 3D models. Unlike a regular CDE or document management system that manages files, an AIM CDE manages information and data, allowing you to maintain and update your handover information in line with changes to your building and to store the massive amount of information it will generate in operation. You will use it as your single source of truth, a golden thread of information, and connect it to other operational technologies and any platform within your organisation that requires up-to-date information on the asset.
This will allow you to avoid having multiple copies of the same information and use fewer platforms.
Common pitfalls to avoid
- Late definition of information requirements: Not clearly defining the AIR and EIR at the start of the project often results in receiving irrelevant, incomplete or unusable data.
- Overly complex information requests: Requesting excessive and unnecessary data can drive up costs, increase the chance of errors and reduce the usefulness of the information.
- Lack of early and continuous engagement: Failing to stay actively involved with the project team throughout construction means data issues may not be identified and resolved early enough.
- Accepting data only at practical completion: Waiting until the end of the project to receive all handover information can delay operational readiness and make resolving issues more difficult.
- Ignoring the need for a digital soft landing: Failing to plan for the integration and usability of handover data within operational systems can disrupt a smooth transition.
- Not onboarding your operational team to the data: Too often, asset owners invest in the right data, but don’t have a plan to help operational teams understand or use it effectively.
- Lack of standardised data formats: Failing to specify and stick to standardised data formats can limit interoperability and the long-term value of the information.
- Treating handover information as a static archive: If there’s no plan to maintain and update information during operation, it reduces its ongoing usefulness.
By setting clear requirements, staying involved and putting the right digital tools in place, clients can avoid these pitfalls and get the most out of their building information from day one.
Part two of this series, focusing on the contractor’s role, will be published later this week.
Don’t miss out on BIM, information management and digital construction news: sign up to receive the BIMplus newsletter.
