BS 

EN ISO 19650‑1:2018
EN ISO 19650-1:2018 (E)

European foreword

This document (EN ISO 19650-1:2018) has been prepared by Technical Committee ISO/TC 59
"Buildings and civil engineering works" in collaboration with Technical Committee CEN/TC 442
“Building Information Modelling (BIM)” the secretariat of which is held by SN.

This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by June 2019, and conflicting national standards shall be
withdrawn at the latest by June 2019.

Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.

According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.

Endorsement notice

The text of ISO 19650-1:2018 has been approved by CEN as EN ISO 19650-1:2018 without any
modification.

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Contents Page

Foreword...........................................................................................................................................................................................................................................v
Introduction................................................................................................................................................................................................................................. vi
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms and definitions...................................................................................................................................................................................... 1
3.1 General terms............................................................................................................................................................................................ 1
3.2 Terms related to assets and projects.................................................................................................................................... 2
3.3 Terms related to information management.................................................................................................................... 3
4 Asset and project information, perspectives and collaborative working.................................................. 6
4.1 Principles...................................................................................................................................................................................................... 6
4.2 Information management according to the ISO 19650 series........................................................................ 6
4.3 Information management perspectives............................................................................................................................. 7
5 Definition of information requirements and resulting information models......................................... 8
5.1 Principles...................................................................................................................................................................................................... 8
5.2 Organizational information requirements (OIR).................................................................................................... 10
5.3 Asset information requirements (AIR)............................................................................................................................ 10
5.4 Project information requirements (PIR)........................................................................................................................ 10
5.5 Exchange information requirements (EIR).................................................................................................................. 10
5.6 Asset information model (AIM).............................................................................................................................................. 11
5.7 Project information model (PIM).......................................................................................................................................... 11
6 The information delivery cycle............................................................................................................................................................11
6.1 Principles................................................................................................................................................................................................... 11
6.2 Alignment with the asset life cycle...................................................................................................................................... 11
6.3 Setting information requirements and planning for information delivery...................................... 13
6.3.1 General principles......................................................................................................................................................... 13
6.3.2 Delivery team provides information for asset owner/operator or client
decisions............................................................................................................................................................................... 15
6.3.3 Information verification and validation at start and end of project stages................ 15
6.3.4 Information is drawn from the whole delivery team..................................................................... 16
6.3.5 Summary of information delivery from project and asset delivery teams.................. 17
7 Project and asset information management functions..............................................................................................18
7.1 Principles................................................................................................................................................................................................... 18
7.2 Asset information management functions.................................................................................................................... 19
7.3 Project information management functions............................................................................................................... 19
7.4 Task information management functions...................................................................................................................... 19
8 Delivery team capability and capacity.........................................................................................................................................20
8.1 Principles................................................................................................................................................................................................... 20
8.2 Extent of capability and capacity review........................................................................................................................ 20
9 Information container-based collaborative working...................................................................................................20
10 Information delivery planning............................................................................................................................................................21
10.1 Principles................................................................................................................................................................................................... 21
10.2 Timing of information delivery............................................................................................................................................... 21
10.3 Responsibility matrix...................................................................................................................................................................... 22
10.4 Defining the federation strategy and breakdown structure for information containers..... 22
11 Managing the collaborative production of information............................................................................................23
11.1 Principles................................................................................................................................................................................................... 23
11.2 Level of information need........................................................................................................................................................... 23
11.3 Information quality........................................................................................................................................................................... 23
12 Common data environment (CDE) solution and workflow....................................................................................24

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12.1 Principles................................................................................................................................................................................................... 24
12.2 The work in progress state......................................................................................................................................................... 25
12.3 The check/review/approve transition............................................................................................................................. 25
12.4 The shared state................................................................................................................................................................................... 25
12.5 The review/authorize transition........................................................................................................................................... 26
12.6 The published state........................................................................................................................................................................... 26
12.7 The archive state................................................................................................................................................................................. 26
13 Summary of “building information modelling (BIM) according to the ISO 19650 series”....26
Annex A (informative) Illustrations of federation strategies and information container
breakdown structures..................................................................................................................................................................................30
Bibliography.............................................................................................................................................................................................................................. 34

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Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www​.iso​.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www​.iso​.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www​.iso​
.org/iso/foreword​.html.
This document was prepared by Technical Committee ISO/TC 59, Buildings and civil engineering works,
SC 13, Organization and digitization of information about buildings and civil engineering works, including
building information modelling (BIM).
A list of all parts in the ISO 19650 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www​.iso​.org/members​.html.

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Introduction
This document sets out the recommended concepts and principles for business processes across the
built environment sector in support of the management and production of information during the
life cycle of built assets (referred to as “information management”) when using building information
modelling (BIM). These processes can deliver beneficial business outcomes to asset owners/operators,
clients, their supply chains and those involved in project funding including increase of opportunity,
reduction of risk and reduction of cost through the production and use of asset and project information
models. In this document, the verbal form “should” is used to indicate a recommendation.
This document is primarily intended for use by:
— those involved in the procurement, design, construction and/or commissioning of built assets; and
— those involved in delivering asset management activities, including operations and maintenance.
This document is applicable to built assets and construction projects of all sizes and all levels of
complexity. This includes large estates, infrastructure networks, individual buildings and pieces
of infrastructure and the projects or sets of projects that deliver them. However, the concepts and
principles included in this document should be applied in a way that is proportionate and appropriate to
the scale and complexity of the asset or project. This is particularly the case where small and medium-
sized enterprises are mainly appointed for asset management or project delivery. It is also important
that procurement and mobilization of asset or project appointed parties should be integrated as far as
possible with existing processes for technical procurement and mobilization.
The concepts and principles contained in this document are aimed at all those involved in the asset life
cycle. This includes, but is not limited to, the asset owner/operator, the client, the asset manager, the
design team, the construction team, an equipment manufacturer, a technical specialist, a regulatory
authority, an investor, an insurer and an end-user.
The specific requirements for information management during the delivery of built assets are provided
in ISO 19650-2. These are based on the concepts and principles within this document, but on its own
this document includes no obligation to apply ISO 19650-2 or any other part of the ISO 19650 series to
be published.
There are many different ways that asset owners/operators or clients can best meet their particular
requirements or respond to their national contexts. This includes procurement routes and appointment
arrangements. The concepts and principles for information management described in this document
should be adopted and applied in accordance with the specific circumstances and requirements of the
asset management or project delivery activities. The information requirements should specify or guide
how this will be achieved and the details should be agreed in time for the requirements to be delivered
efficiently and effectively.
Collaboration between the participants involved in construction projects and in asset management
is pivotal to the efficient delivery and operation of assets. Organizations are increasingly working
in new collaborative environments to achieve higher levels of quality and greater re-use of existing
knowledge and experience. A significant outcome of these collaborative environments is the potential
to communicate, re-use and share information efficiently, and to reduce the risk of loss, contradiction
or misinterpretation.
True collaborative working requires mutual understanding and trust and a deeper level of standardized
process than has typically been experienced, if the information is to be produced and made available
in a consistent timely manner. Information requirements need to pass along supply chains to the point
where information can be most efficiently produced, and information needs to be collated as it is passed
back. At present, considerable resources are spent on making corrections to unstructured information
or incorrect management of information by untrained personnel, on solving problems arising from
uncoordinated efforts of delivery teams, and on solving problems related to information reuse and
reproduction. These delays can be reduced if the concepts and principles within this document are
adopted.

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To improve future editions of the ISO 19650 series, national asset owners, public clients and authorities
are recommended to gather information and experiences about its implementation and use.
The ISO  19650 series can benefit from a formal process for managing assets, for example as in the
ISO 55000 series. The ISO 19650 series can also benefit from a systematic approach to quality within an
organization, for example as in ISO 9001, although certification to ISO 9001 is not a requirement of the
ISO 19650 series. Other standards that relate to information structures and delivery methods are also
listed in the Bibliography.

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INTERNATIONAL STANDARD ISO 19650-1:2018(E)

Organization and digitization of information about

buildings and civil engineering works, including building
information modelling (BIM) — Information management
using building information modelling —
Part 1:
Concepts and principles

1 Scope
This document outlines the concepts and principles for information management at a stage of maturity
described as “building information modelling (BIM) according to the ISO 19650 series”.
This document provides recommendations for a framework to manage information including
exchanging, recording, versioning and organizing for all actors.
This document is applicable to the whole life cycle of any built asset, including strategic planning,
initial design, engineering, development, documentation and construction, day-to-day operation,
maintenance, refurbishment, repair and end-of-life.
This document can be adapted to assets or projects of any scale and complexity, so as not to hamper the
flexibility and versatility that characterize the large range of potential procurement strategies and so
as to address the cost of implementing this document.

2 Normative references
There are no normative references in this document.

3 Terms and definitions

For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:​//www​.iso​.org/obp
— IEC Electropedia: available at http:​//www​.electropedia​.org/

3.1 General terms

3.1.1
responsibility matrix
chart that describes the participation by various functions in completing tasks or deliverables
Note 1 to entry: A responsibility matrix can indicate accountability, consultation and informing, alongside the
obligation to complete tasks or deliverables.

[SOURCE: ISO 37500:2014, 3.16, modified — The word “roles” has been replaced with “functions”; the
words “for an outsourcing arrangement” have been removed; Note 1 to entry has been added.]

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3.1.2
space
limited three-dimensional extent defined physically or notionally
[SOURCE: ISO 12006-2:2015, 3.1.8]

3.2 Terms related to assets and projects

3.2.1
actor
person, organization or organizational unit involved in a construction process
Note 1 to entry: Organizational units include, but are not limited to, departments, teams.

Note  2  to entry:  In the context of this document, construction processes take place during the delivery phase
(3.2.11) and the operational phase (3.2.12).

[SOURCE: ISO 29481‑1:2016, 3.1, modified — The words “such as a department, team, etc.” have been
removed; Note 1 and 2 to entry have been added.]
3.2.2
appointment
agreed instruction for the provision of information (3.3.1) concerning works, goods or services
Note 1 to entry: This term is used whether or not there is a formal appointment between the parties.

3.2.3
appointed party
provider of information (3.3.1) concerning works, goods or services
Note  1 to entry:  A lead appointed party should be identified for each delivery team (3.2.6) but this can be the
same organization as one of the task teams (3.2.7).

Note 2 to entry: This term is used whether or not there is a formal written appointment (3.2.2) in place.

3.2.4
appointing party
receiver of information (3.3.1) concerning works, goods or services from a lead appointed party (3.2.3)
Note 1 to entry: In some countries the appointing party can be termed client (3.2.5), owner or employer but the
appointing party is not limited to these functions.

Note 2 to entry: This term is used whether or not there is a formal appointment (3.2.2) between the parties.

3.2.5
client
actor (3.2.1) responsible for initiating a project and approving the brief
3.2.6
delivery team
lead appointed party (3.2.3) and their appointed parties
Note 1 to entry: A delivery team can be any size, from one person carrying out all the necessary functions through
to complex, multi-layered task teams (3.2.7). The size and structure of each delivery team are in response to the
scale and complexity of the asset management or project delivery activities.

Note 2 to entry: Multiple delivery teams can be appointed simultaneously and/or sequentially in connection with
a single asset or project, in response to the scale and complexity of the asset management or project delivery
activities.

Note  3  to entry:  A delivery team can consist of multiple task teams from within the lead appointed party’s
organization and any appointed parties.

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Note  4  to entry:  A delivery team can be assembled by the appointing party (3.2.4) rather than the lead
appointed party.

3.2.7
task team
individuals assembled to perform a specific task
3.2.8
asset
item, thing or entity that has potential or actual value to an organization
[SOURCE: ISO 55000:2014, 3.2.1, modified — Note 1, 2 and 3 to entry have been removed.]
3.2.9
project information
information (3.3.1) produced for, or utilized in, a particular project
[SOURCE: ISO 6707-2:2017, 3.2.3]
3.2.10
life cycle
life of the asset (3.2.8) from the definition of its requirements to the termination of its use, covering its
conception, development, operation, maintenance support and disposal
[SOURCE: ISO/TS 12911:2012, 3.13, modified — The words “stages and activities spanning the life of
the system” have been replaced with “life of the asset”; NOTEs 1 and 2 have been removed.]
3.2.11
delivery phase
part of the life cycle (3.2.10), during which an asset (3.2.8) is designed, constructed and commissioned
Note 1 to entry: Delivery phase normally reflects a stage-based approach to a project.

3.2.12
operational phase
part of the life cycle (3.2.10), during which an asset (3.2.8) is used, operated and maintained
3.2.13
trigger event
planned or unplanned event that changes an asset (3.2.8) or its status during its life cycle (3.2.10), which
results in information exchange (3.3.7)
Note 1 to entry: During the delivery phase (3.2.11), trigger events normally reflect the ends of project stages.

3.2.14
key decision point
point in time during the life cycle (3.2.10) when a decision crucial to the direction or viability of the
asset (3.2.8) is made
Note 1 to entry: During a project these generally align with project stages.

3.3 Terms related to information management

3.3.1
information
reinterpretable representation of data in a formalized manner suitable for communication,
interpretation or processing
Note 1 to entry: Information can be processed by human or automatic means.

[SOURCE: IEC 82045-1:2001, 3.1.4, modified — The term has been changed from “data” to “information”:
in the definition, the word “information” has been replaced with “data”.]

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3.3.2
information requirement
specification for what, when, how and for whom information (3.3.1) is to be produced
3.3.3
organizational information requirements
OIR
information requirements (3.3.2) in relation to organizational objectives
3.3.4
asset information requirements
AIR
information requirements (3.3.2) in relation to the operation of an asset (3.2.8)
3.3.5
project information requirements
PIR
information requirements (3.3.2) in relation to the delivery of an asset (3.2.8)
3.3.6
exchange information requirements
EIR
information requirements (3.3.2) in relation to an appointment (3.2.2)
3.3.7
information exchange, verb
act of satisfying an information requirement (3.3.2) or part thereof
3.3.8
information model
set of structured and unstructured information containers (3.3.12)
3.3.9
asset information model
AIM
information model (3.3.8) relating to the operational phase (3.2.12)
3.3.10
project information model
PIM
information model (3.3.8) relating to the delivery phase (3.2.11)
Note  1  to  entry:  During the project, the project information model can be used to convey the design intent
(sometimes called the design intent model) or the virtual representation of the asset (3.2.8) to be constructed
(sometimes called the virtual construction model).

3.3.11
federation
creation of a composite information model (3.3.8) from separate information containers (3.3.12)
Note 1 to entry: The separate information containers used during federation can come from different task teams
(3.2.7).

3.3.12
information container
named persistent set of information (3.3.1) retrievable from within a file, system or application storage
hierarchy
EXAMPLE Including sub-directory, information file (including model, document, table, schedule), or distinct
sub-set of an information file such as a chapter or section, layer or symbol.

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Note  1  to entry:  Structured information containers include geometrical models, schedules and databases.
Unstructured information containers include documentation, video clips and sound recordings.

Note 2 to entry: Persistent information exists over a timescale long enough for it to have to be managed, i.e. this
excludes transient information such as internet search results.

Note 3 to entry: Naming of an information container should be according to an agreed naming convention.

3.3.13
status code
meta-data describing the suitability of the content of an information container (3.3.12)
3.3.14
building information modelling
BIM
use of a shared digital representation of a built asset (3.2.8) to facilitate design, construction and
operation processes to form a reliable basis for decisions
Note 1 to entry: Built assets include, but are not limited to, buildings, bridges, roads, process plants.

[SOURCE: ISO  29481‑1:2016, 3.2, modified —  The word “object” has been replaced with “asset”; the
words “including buildings, bridges, roads, process plants, etc.” have been removed; original Note 1 to
entry has been replaced with a new one.]
3.3.15
common data environment
CDE
agreed source of information (3.3.1) for any given project or asset (3.2.8), for collecting, managing and
disseminating each information container (3.3.12) through a managed process
Note 1 to entry: A CDE workflow describes the processes to be used and a CDE solution can provide the technology
to support those processes.

3.3.16
level of information need
framework which defines the extent and granularity of information (3.3.1)
Note  1  to  entry:  One purpose of defining the level of information need is to prevent delivery of too much
information.

3.3.18
capability
measure of ability to perform and function
Note  1  to  entry:  In the context of this document, this relates to skill, knowledge or expertise to manage
information (3.3.1).

[SOURCE: ISO 6707-1:2017, 3.7.1.11, modified — Note 1 to entry has been added.]
3.3.19
capacity
resources available to perform and function
Note  1  to  entry:  In the context of this document, this relates to means, resources and procedures to manage
information (3.3.1).

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4 Asset and project information, perspectives and collaborative working

4.1 Principles
Asset information models (AIM) and project information models (PIM) are the structured repositories
of information needed for making decisions during the whole life cycle of a built environment asset.
This includes the design and construction of new assets, refurbishment of existing assets, and the
operation and maintenance of an asset. It should be expected that the amount of information stored in
information models, and the different purposes it will be used for, will mostly increase during project
delivery and asset management.
AIM and PIM can include structured and unstructured information. Examples of structured information
include geometrical models, schedules and databases. Examples of unstructured information include
documentation, video clips and sound recordings. Physical sources of information, such as soil and
product samples, should be managed using the information management process described in this
document through appropriate cross-references, for example sample numbers.
Most projects involve work on an existing asset, even if this is a previously undeveloped site. These
projects should include some pre-existing asset information to support the development of the project
brief and be available for lead appointed parties working on the project.
Information management processes within this document include the transfer of relevant information
between an AIM and a PIM at the start and end of a project.
Asset and project information has substantial value to appointing, lead appointed and appointed parties
involved in asset management and project delivery. This includes where no formal appointments exist.
Appointing, lead appointed and appointed parties include the owners, operators and managers of built
assets, and those delivering design and construction projects. Asset and project information is also
valuable to policymakers, regulators, investors, insurers and other external parties.
The concepts and principles contained within this document should be applied in a way that is
proportionate and appropriate to the scale and complexity of the asset or project.

4.2 Information management according to the ISO 19650 series

The recommendations and requirements for information management in the ISO  19650 series are
based on appointing, lead appointed and appointed parties working collaboratively together, and all
parties should participate in the implementation of the ISO 19650 series.
Information management can be represented as a sequence of maturity stages, shown as Stages 1, 2
and 3 in Figure 1. This Figure shows that development of standards, advances in technology and more
sophisticated forms of information management all combine to deliver increasing business benefit.
The ISO  19650 series has application mainly at Stage 2 maturity, but also can be partly applied at
Stages 1 and 3.
Stage 2 maturity is also identified as “BIM according to the ISO 19650 series”. This is where a mixture
of manual and automated information management processes are used to generate a federated
information model. The information model includes all information containers delivered by task teams
in relation to an asset or a project.

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5.2 Organizational information requirements (OIR)

OIR explain the information needed to answer or inform high-level strategic objectives within the
appointing party. These requirements can arise for a variety of reasons, including:
— strategic business operation;
— strategic asset management;
— portfolio planning;
— regulatory duties; or
— policy-making.
OIR can exist for reasons other than asset management, for example in relation to submitting annual
financial accounts. These OIR are not considered further in this document.

5.3 Asset information requirements (AIR)

AIR set out managerial, commercial and technical aspects of producing asset information. The
managerial and commercial aspects should include the information standard and the production
methods and procedures to be implemented by the delivery team.
The technical aspects of the AIR specify those detailed pieces of information needed to answer the
asset-related OIR. These requirements should be expressed in such a way that they can be incorporated
into asset management appointments to support organizational decision-making.
A set of AIR should be prepared in response to each trigger event during asset operation and where
appropriate should also refer to security requirements.
Where there is a supply chain, the AIR received by a lead appointed party can be sub-divided and passed
on in any of its own appointments. AIR received by a lead appointed party can be augmented with its
own information requirements.
Across an asset management strategy and plan there can exist several different appointments. The AIR
from all these should form a single coherent and coordinated set of information requirements, sufficient
to address all the asset-related OIR.

5.4 Project information requirements (PIR)

PIR explain the information needed to answer or inform high-level strategic objectives within the
appointing party in relation to a particular built asset project. PIR are identified from both the project
management process and the asset management process.
A set of information requirements should be prepared for each of the appointing party’s key decision
points during the project.
Repeat clients may develop a generic set of PIR that can be adopted, with or without amendment, on all
of their projects.

5.5 Exchange information requirements (EIR)

EIR set out managerial, commercial and technical aspects of producing project information. The
managerial and commercial aspects should include the information standard and the production
methods and procedures to be implemented by the delivery team.
The technical aspects of the EIR should specify those detailed pieces of information needed to
answer the PIR. These requirements should be expressed in such a way that they can be incorporated
into project-related appointments. EIR should normally align with trigger events representing the
completion of some or all project stages.

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EIR should be identified wherever appointments are being established. In particular, EIR received by a
lead appointed party can be sub-divided and passed on in any of its own appointments, and so on along
the supply chain. EIR received by appointed parties, including lead appointed parties, can be augmented
with their own EIR. Some of the EIR can be passed to their own appointed parties, particularly where
information exchange within a delivery team is necessary and this information is not to be exchanged
with the appointing party.
Across a project there can exist several different appointments. The EIR from all these appointments
should form a single coherent and coordinated set of information requirements, sufficient to address all
the PIR.

5.6 Asset information model (AIM)

The AIM supports the strategic and day-to-day asset management processes established by the
appointing party. It can also provide information at the start of the project delivery process. For example,
the AIM can contain equipment registers, cumulative maintenance costs, records of installation and
maintenance dates, property ownership details and other details that the appointing party regards as
valuable and wishes to manage in a systematic way.

5.7 Project information model (PIM)

The PIM supports the delivery of the project and contributes to the AIM to support asset management
activities. The PIM should also be stored to provide a long-term archive of the project and for auditing
purposes. For example, the PIM can contain details of project geometry, location of equipment,
performance requirements during project design, method of construction, scheduling, costing and
details of installed systems, components and equipment, including maintenance requirements, during
project construction.

6 The information delivery cycle

6.1 Principles
The specification and delivery of project and asset information follows four overarching principles,
each of which is the subject of more detailed discussion in this document:
1. Information is needed for decision-making during all parts of the asset life cycle, including when
there is an intention to develop a new asset, modify or enhance an existing asset, or decommission
an asset, all as part of the overall asset management system.
2. Information is specified progressively through sets of requirements defined by the appointing
party, and the delivery of information is planned and progressively delivered by the delivery teams.
In addition, some reference information can also be provided by the appointing party to one or
more appointed parties.
3. Where a delivery team contains more than one party then information requirements should be
passed to the most relevant party or the point at which the information can be most easily provided.
4. Information exchange involves the sharing and coordination of information through a CDE, using
open standards whenever possible and clearly defined operating procedures to enable a consistent
approach by all organizations involved.
These principles should be applied in a way that is proportionate to the asset management or project
delivery context.

6.2 Alignment with the asset life cycle

AIM and PIM are produced throughout the information life cycle. These information models are used
during the asset life cycle for making asset-related and project-related decisions.

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Figure 3 shows the asset life cycle for operational and delivery phases of an asset (the green circle)
and some information management activities (points A to C). In addition to the three points shown in
the figure, verification of designers’ intentions should take place through review of asset performance
during the operational phase. Timing will depend on when and how frequently tests after completion
and performance review are done. If the verification fails then remedial works can be required. During
the operational phase, trigger events take place that can require an information management response,
resulting in one or more information exchanges.
Figure 3 also shows that the ISO 19650 series for information management takes place within the
context of an asset management system, such as ISO  55000, or a project management framework,
such as ISO 21500, which itself takes place within organizational management according to a quality
management system, such as ISO 9001. Other standards such as ISO  8000 (data quality) and ISO/
IEC 27000 (information security management) and ISO 31000 (risk management) are also relevant but
are omitted from the figure for clarity.
The following key principles (as set out in ISO 55000) are important for asset information management
as set out in the ISO 19650 series:
— the appointing party specifically links asset management to the achievement of its business
objectives through asset management policies, strategies and plans;
— appropriate and timely asset information is one of the fundamental requirements for successful
asset management; and
— leadership and governance in relation to asset information management comes from the top
management within the asset owner/operator.
The following key principles (as set out in ISO 9001) are important for asset information management
as set out in the ISO 19650 series:
— there is a focus on the customer (the recipient or user of asset or project information);
— a Plan-Do-Check-Act cycle is used (to develop and provide asset or project information);
— engagement of people and the encouragement of appropriate behaviours is central to the delivery of
consistent outputs; and
— there is a focus on sharing of lessons learned and continual improvement.

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This document identifies the types of information management functions that should be considered
and their responsibilities, and should be read in conjunction with other appointment documentation.
Information management functions, responsibility and authority should be allocated to parties on the
basis of their appropriateness and ability to perform them. In smaller businesses or projects, multiple
functions may be performed by the same individual or party.
Information management functions should not refer to design responsibilities. However, for smaller or
less complex assets or projects, information management functions may be performed alongside other
functions such as asset management, project management, design team leadership or construction
leadership.
It is important not to confuse functions and responsibilities with job titles or with professional or other
designations.
In complex asset management or project delivery activities, it is possible to define a specific function
of information facilitation or information process management to support team-working and
collaboration. This should enable better focus on these different aspects of information management
for the efficient implementation of the information management process.

7.2 Asset information management functions

The complexity of asset information management functions should reflect the scale and complexity of
the asset or portfolio of assets being managed. It is important that functions are assigned at all times
during the asset life cycle. However, given the long-term nature of asset management it is almost certain
that functions will be fulfilled by a succession of organizations or individuals. It is therefore important
that succession planning is properly addressed in the information management process.
In relation to assets, asset information management can be assigned to one or more individuals
from the appointing party’s staff. Asset information management involves leadership in validating
information supplied from each appointed party and leadership in authorizing it for inclusion in the
AIM. The function of asset information management should be assigned from the earliest stage of asset
management.
At the end of any project, the key information to be handed over should include information required for
operation and maintenance of the asset. Therefore asset information management should be involved
in all stages of project delivery as defined in Table 1.

7.3 Project information management functions

The complexity of project information management functions should reflect the extent and complexity
of project information. It is important that functions are assigned at all times during the project, but the
sequence of appointments and their scope should reflect the procurement route being used.
Project information management involves leadership in establishing the project’s information standard,
the production methods and procedures, and the project’s CDE.
The appointing party allocates responsibility for the delivery of information to the lead appointed
parties as appropriate. Allocation of these responsibilities should be project specific and should be
documented in the appointment document(s).

7.4 Task information management functions

Where delivery teams are sub-divided into task teams, information management functions should
be assigned for each task team. Information management at a task team level is concerned both with
the information associated with that task and with the requirement to coordinate information across
multiple tasks.

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8 Delivery team capability and capacity

8.1 Principles
The appointing party should review the capability and capacity of the prospective delivery team to meet
the information requirements. This review can be done by the appointing party, by the prospective
delivery team themselves or by an independent party. The scope of the review should be made available
to the prospective delivery team. The review can be completed in more than one step, for example
where prequalification is being used, but should be completed before the appointment is made.
Capability refers to being able to perform a given activity, for example by having the necessary experience,
skill or technical resources. Capacity refers to be able to complete an activity in the required time.
When a new appointment is made during a framework agreement or similar long-term arrangement,
then the scope of the review may be reduced to just the relevant aspects of capability and capacity. For
example, in a project framework agreement the experience of the prospective delivery team and the
access to information technologies need not be assessed for each new project unless the requirements
are significantly different from previous projects. In an asset maintenance framework agreement, the
capability of the prospective delivery team need only be reassessed at pre-defined intervals during the
framework rather than before every maintenance activity.

8.2 Extent of capability and capacity review

The review of prospective delivery team capability and capacity should include at least the following:
— the commitment to comply with this document and the information requirements;
— the ability of the prospective delivery team to work in a collaborative way, and their experience in
information container-based collaborative working;
— access to and experience of the information technologies specified or envisaged within the
information requirements, or proposed by the delivery team; and
— the quantity of experienced and suitably equipped personnel within the prospective delivery team
with availability to work on the proposed asset or project tasks.

9 Information container-based collaborative working

The collaborative production of information should be defined in general terms of structured
information to allow the fundamental principles of information container-based collaborative working
to be achieved. These fundamental principles are as follows:
a) authors produce information, subject to intellectual property agreements, which they control
and check, only sourcing approved information from others where required by way of reference,
federation or direct information exchange;
b) provision of clearly defined information requirements at high level, by interested parties associated
with the project or asset, and at detailed level by the appointing party;
c) consideration of the proposed approach, capability and capacity of each delivery team prior to
appointment by an appointing party against the requirements;
d) provision of a CDE to manage and store shared information, with appropriate and secure availability
to all individuals or parties who are required to produce, use and maintain that information;
e) information models to be developed using technologies that are able to conform to this document;
f) processes related to security of information should be put in place during the whole life time of the
asset to address issues such as unauthorized access, information loss or corruption, degradation
and, as far as is practicable, obsolescence.

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10 Information delivery planning

10.1 Principles
Planning for information delivery is the responsibility of each lead appointed party and appointed party.
Plans should be formulated in response to the information requirements set out by the appointing party
and should reflect the scope of the appointment within the overall asset life cycle. Each information
delivery plan should state:
— how information will meet the requirements defined in the AIR or EIR;
— when information is going to be delivered, initially with respect to project stages or asset
management milestones and later with respect to actual delivery dates;
— how information is going to be delivered;
— how information is going to be coordinated with information from other relevant appointed parties;
— what information is going to be delivered;
— who is going to be responsible for delivering the information; and
— who the intended recipient of the information will be.
At least some of the planning for information delivery should be carried out by the lead appointed
party or appointed party before appointment, as this should form part of the review carried out by the
appointing party. More detailed planning can then be required after the appointment is made as part
of mobilization. Additional information delivery planning should take place if changes are made to the
information requirements or to the delivery team.
The delivery team should review the information management solution before any technical design,
construction or asset management tasks start. This should include the following:
— the necessary appointment conditions and amendments have been prepared and agreed;
— the information management processes are in place;
— the information delivery plan takes account of the delivery team’s capacity;
— the delivery team has the appropriate skills and competencies; and
— the technology supports and enables the management of information according to this document.
Allowance should be made in the schedule for training in relation to skills and competencies.
Information should be delivered through pre-defined information exchanges. Information exchange
can take place between the appointing and lead appointed parties, as well as between lead appointed
parties.
The delivery of information in accordance with the information requirements should be one of the
criteria for completion of a project or asset management activity. Each information container should be
directly related to one or more pre-defined information requirements.

10.2 Timing of information delivery

An information delivery plan should be defined for the whole project or for the short and medium term
of asset management according to the schedule and appointment of the parties. In complex situations,
this can be generated by merging the delivery plans for each project or asset management task.
The timing of each information delivery should be included in each information delivery plan, with
reference to project and asset management schedules when these are known.

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10.3 Responsibility matrix

A responsibility matrix should be generated as part of the information delivery planning process in one
or more levels of detail. The axes of a responsibility matrix should identify:
— information management functions; and
— either project or asset information management tasks, or information deliverables as appropriate.
The content of a responsibility matrix should show the appropriate detail relevant to the axes.

10.4 Defining the federation strategy and breakdown structure for information
containers
The purpose of the federation strategy and the information container breakdown structure is to help
plan the production of information by separate task teams to the appropriate level of information need
as described in 11.2.
The federation strategy should be developed during information planning activities. It should explain
how the information model is intended to be divided into one or more sets of information containers.
Allocation can be done by viewing the information model in different views, such as functional,
spatial or geometrical. The functional allocation concept is supported by a semantic model view. The
geometrical model view is commonly used during the delivery phase.
The federation strategy should be developed into one or more information container breakdown
structures during detailed planning to explain in more detail how information containers relate to
each other. The federation strategy and the information container breakdown structure explain the
methodology to manage interfaces associated with the asset during its delivery phase or operational
phase. Different arrangements of information containers should be defined for different purposes, such
as functional compatibility, spatial coordination or geometrical interfaces. This should be proportionate
to the complexity of the asset or project. Explanations and examples of different applications of
federation and information container breakdown are given in Annex A.
The federation strategy and information container breakdown structure should be updated as new task
teams are appointed. Updates can also be required as the nature of the work being carried out changes,
especially when this changes from asset management to project delivery and vice versa.
Information containers within the information container breakdown structure should be cross-
referenced to task teams. Where the federation strategy and information container breakdown
structure define only one set of information containers, each task team should be allocated one or more
information containers from within the set and each information container should be allocated to only
one task team.
The definition of the federation strategy and the information container breakdown structure are both
strategic activities related to the project or asset and they should be agreed collaboratively. They should
be owned and managed by functions that understand the strategic approach to project delivery and
asset management.
The federation strategy and the information container breakdown structure should be communicated
to all organizations involved in project or asset activities. It can be helpful for illustrations or detailed
descriptions to be prepared and circulated. The security implications of communicating the federation
strategy or information container breakdown structure should be considered and this can restrict their
circulation.

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11 Managing the collaborative production of information

11.1 Principles
A CDE solution and workflow should be implemented to allow information to be accessed by those
who require it to undertake their function. The solution can be implemented in several ways and
using a range of different technologies. In “BIM according to the ISO  19650 series” the CDE solution
and workflow enable the development of a federated information model. This comprises information
models from different lead appointed parties, delivery teams or task teams. Security and information
quality should be considered and, where appropriate, integrated into the definition of or the proposals
for the CDE. More detailed concepts and principles regarding the CDE solution and workflow are in
Clause 12.
Issues in the information model should be avoided during the production of information rather than
detected after the delivery of information. Issues could be spatial, for example structural elements
and building services occupying the same space, or functional, for example fire protection materials
being incompatible with the required fire rating of a wall. Spatial coordination issues can be of different
kinds, for example “hard” where two objects are occupying the same space or “soft” where one item
occupies the operating or maintenance space of another item, or “time” where two objects are present
in the same place at the same time. This principle reinforces the requirement for a federation strategy
(see 10.4).
Generic information should be used before the final product has been selected or manufactured,
indicating the space required for installation, connection, maintenance and replacement, and be
replaced by specific information as soon as this is available.
All rights relating to information should be governed by agreements made between the relevant parties.

11.2 Level of information need

The level of information need of each information deliverable should be determined according to its
purpose. This should include the appropriate determination of quality, quantity and granularity of
information. This is referred to as its level of information need and this can vary from deliverable to
deliverable.
A range of metrics exist to determine levels of information need. For example, two complementary
but independent metrics can define the geometrical and alphanumerical content in terms of quality,
quantity and granularity. Once these metrics have been defined, they should be used to determine the
levels of information need across the whole project or asset. All this should be described clearly within
the OIR, PIR, AIR or EIR.
The levels of information need should be determined by the minimum amount of information needed to
answer each relevant requirement, including information required by other appointed parties, and no
more. Anything beyond this minimum is considered as waste. Lead appointed parties should consider
the risk that importing object information automatically into information models can introduce a
higher level of information need than is required.
The relevance of an information deliverable is not always correlated to its granularity. Level of
information need is, however, closely linked to the federation strategy (see 10.4).
The granularity of alphanumerical information should be considered to be at least as important as that
of geometrical information.

11.3 Information quality

Information managed in the CDE should be understandable by all parties. The following should be
agreed to support this:
— information formats;

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— delivery formats;
— structure of the information model;
— the means of structuring and classifying information; and
— attribute names for metadata, for examples properties of construction elements and information
deliverables.
Classification of objects should be in accordance with the principles in ISO 12006-2. Object information
should be in accordance with ISO 12006-3, to support object exchange.
Automated checking of information in the CDE should be considered.

12 Common data environment (CDE) solution and workflow

12.1 Principles
A CDE solution and workflow should be used for managing information during asset management and
project delivery. During the delivery phase, the CDE solution and workflow support the information
management processes in ISO 19650-2:2018, 5.6 and 5.7.
At the end of a project, information containers required for asset management should be moved from
the PIM to the AIM. Remaining project information containers, including any in the archive state, should
be retained as read-only in case of dispute and to help lessons to be learned. The timescale for retaining
project information containers should be defined in the EIR.
The current revision of each information container within the CDE should be in one of the following
three states:
— work in progress (see 12.2);
— shared (see 12.4); or
— published (see 12.6).
Current information containers can exist across all three states, depending on their development.
There should also be an archive state (see 12.7) providing a journal of all information container
transactions and an audit trail of their development.
These states are shown in the conceptual diagram in Figure 10. Figure 10 deliberately does not
illustrate the complexities of the CDE workflow, involving multiple iterations of information container
development, multiple reviews, approvals and authorizations, and multiple journal entries into the
archive recording information containers in any of the other states.
The transition from one state to another should be subject to approval and authorization processes (see
12.3 and 12.5).
Each information container managed through the CDE should have metadata including:
1. a revision code, in accordance with an agreed standard for example IEC 82045-1; and
2. a status code, showing the permitted use(s) of information.
Metadata is initially indicated by its author and then amended by the approval and authorization
processes. Using an information container for anything other than the use indicated by its status code
is at the risk of the user.
The CDE solution can include both a database management capability to manage information container
attributes and meta-data, and a transmittal capability to issue update notices to team members and to
maintain the audit trail of information handling.

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subject to any security-related restrictions. These information containers should be visible and
accessible but should not be editable. If editing is required, an information container should be returned
to the work in progress state for amendment and resubmission by its author.
The shared state is also used for information containers that have been approved for sharing with the
appointing party and are ready for authorization. This use of the shared state can be termed the client
shared state.

12.5 The review/authorize transition

The review/authorize transition compares all the information containers at information exchange
against the relevant information requirements for coordination, completeness and accuracy. If
an information container meets the information requirements, its state is changed to published.
Information containers not meeting the information requirements should be returned to the work in
progress state for amendment and resubmission.
Authorization separates information (in the published state) that may be relied on for the next stage
of project delivery, including more detailed design or construction, or for asset management, from
information that can still be subject to change (in the work in progress state or the shared state).

12.6 The published state

The published state is used for information that has been authorized for use, for example in the
construction of a new project or in the operation of an asset.
The PIM at the end of a project or the AIM during asset operation contains only information in the
published state or the archive state.

12.7 The archive state

The archive state is used to hold a journal of all information containers that have been shared and
published during the information management process as well as an audit trail of their development.
An information container referenced in the archive state that was previously in the published state
represents information that potentially has been used for more detailed design work, for construction
or for asset management.

13 Summary of “building information modelling (BIM) according to the ISO

19650 series”
Information management is distinct from information production and delivery, but is closely linked to
them. Information management should be applied during the whole life cycle of the asset. Information
management functions should be assigned to the most appropriate organizations (appointing party,
appointed parties, lead appointed parties) and should not necessarily require appointment of new
organizations.
The quantity of information being managed generally increases both during the delivery phase
and during the operational phase. However, only relevant information should be made available or
transferred between operational phase and delivery phase activities and vice versa.
An information management process is started each time a new delivery phase or operational phase
appointment is made, irrespective of whether this appointment is formal or informal. This process
involves preparation of information requirements, review of prospective appointed parties in relation
to information management, initial and detailed planning for how and when information will be
delivered, and review of information deliverables against the information requirements before they are
integrated with operational systems. The information management process should be applied in a way
that is proportionate to the scale and complexity of the project or asset management activities.

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Information requirements are cascaded to the most relevant appointed party within a delivery team.
Information deliverables are collated by the lead appointed party before delivery to the appointing
party through information exchange. Information exchange is also used to transfer information
between lead appointed parties where this has been authorized by the appointing party.
The CDE workflow is used to support collaborative production, management, sharing and exchange of
all information during operational and delivery phases.
Information models containing federated information deliverables are produced as a result of the CDE
workflow to address the perspectives of all interested parties.
Within the information management process, the number and description of sub-divisions of the asset
life cycle (solid rectangles), points of information exchange (solid circles) and decision points for delivery
teams, interested parties or appointing party (diamonds) should reflect local practice, interested party
and appointing party requirements, and any agreements or requirements specific to project delivery or
asset management.
These concepts and principles are summarized in Figure 11.

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Annex A
(informative)

Illustrations of federation strategies and information container

breakdown structures

A.1 General
Federation strategies and information container breakdown structures are important concepts in
managing federated information models in “BIM according to the ISO 19650 series”.
Federation and information container breakdown should be used to:
— allow different task teams to work on different parts of the information model simultaneously
without introducing coordination issues, for example spatial clashes or functional incompatibilities;
— support information security;
— ease information transmission by reducing the sizes of individual information containers.
Federation and information container breakdown can also be used to help define scopes of service for
task teams.

A.2 Simultaneous working

A federation strategy to allow simultaneous working should define the spatial boundaries within which
each task team should locate the systems, components or construction elements it is responsible for.
For an asset that is primarily linear, such as a rail tunnel, the federation strategy can be defined by a
dimensioned cross-section of the tunnel. This is illustrated in Figure A.1 and in this case the strategy is
linked to different types of systems to be accommodated in the tunnel.
For an asset such as a building, the federation strategy can be defined through a set of interlocking
spaces. This is illustrated in Figure A.2. An information container breakdown is illustrated in Figure A.3.
Both of these are linked to different design disciplines.

A.3 Information security

A federation strategy or information container breakdown structure to support information security
should separate containers or spatial sections of the asset according to the permissions for accessing
information.
For an asset related to criminal justice, such as a prison, different levels of restriction can be placed on
general site information (such as location, vehicle access routes), on general design and construction
information (such as floor plans, space adjacencies, heating and ventilation treatments) and on security-
specific information (such as details of cell and wing locks, details of surveillance systems, evacuation
or containment procedures). This is illustrated in Figure A.4.

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Figure A.4 — Illustration of information container breakdown structure for information

security

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Bibliography

[1] ISO 6707-1:2017, Buildings and civil engineering works — Vocabulary — Part 1: General terms
[2] ISO 6707-2:2017, Buildings and civil engineering works — Vocabulary — Part 1: Contract and
communication terms
[3] ISO 8000, Data quality
[4] ISO 9001, Quality management systems — Requirements
[5] ISO  12006-2:2015, Building construction — Organization of information about construction
works — Part 2: Framework for classification
[6] ISO  12006-3, Building construction — Organization of information about construction works —
Part 3: Framework for object-oriented information
[7] ISO/TS 12911:2012, Framework for building information modelling (BIM) guidance
[8] ISO  16739, Industry Foundation Classes (IFC) for data sharing in the construction and facility
management industries
[9] ISO 19650-2, Organization of information about construction works — Information management
using building information modelling — Part 2: Delivery phase of assets
[10] ISO 21500, Guidance on project management
[11] ISO 22263, Organization of information about construction works — Framework for management
of project information
[12] ISO/IEC/IEEE 24765, Systems and software engineering — Vocabulary
[13] ISO/IEC 27000, Information technology — Security techniques — Information security management
systems — Overview and vocabulary
[14] ISO  29481-1:2016, Building information models — Information delivery manual — Part 1:
Methodology and format
[15] ISO 31000, Risk management — Guidelines
[16] ISO 37500:2014, Guidance on outsourcing
[17] ISO 55000:2014, Asset management — Overview, principles and terminology
[18] IEC 82045-1, Document management — Part 1: Principles and methods

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