Newsletter, 42nd edition | July 15th 2014 www.bimtaskgroup.

org
AIM - PAS 1192:3:2014

The Asset Information Model Figure 1

PAS1192-2 and PAS1192-3

using BIM

by: Rob Manning

BIS BIM Task Group

Introduction
In this article we look at how the approach outlined in doc-
u m e n t PA S 11 9 2 P a r t 3 m i g h t b e u s e d b y a n o r g a n i s a t i o n t o
develop their bespoke digital Asset Information Model to
support decision making. PAS1192-2 Information Management
in the Capital Phase
explore how an organisation might go using BIM. February 2013
about establishing a digital asset infor-
The publication of Publicly Available
mation model to provide information for
Specification PAS 1192 Part 3 provides
management.
a “Specification for information man-
agement for the operational phase of
Please note that hard copies of the
assets using building information mod-
two companion documents are availa-
elling”. It is a companion document to
ble through the BSI Bookshop (PAS
PAS 1192 Part 2 which is a “Specifica-
1192-2 LINK) and (PAS 1192-3 Link)
tion for information for the capital /deliv-
and free to download pdf versions were
ery phase of construction projects using
made available on the BSI Bookshop
building information modelling”. The
at the time of launch. The publication of
Part 3 document provides an approach
both documents makes it clear that one
to creating an asset information model
of the main objectives of the application
to support the whole life of an asset
of information modelling in the capital
from create/acquire, through use/main-
delivery phase of an asset is to provide PAS1192-3 Information Management
tain and on to renew/dispose.
information to support the longer term in the Operational Phase
activity of asset operation.
Here we are using PAS 1192 Part 3 to using BIM. March 2014

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UK Government Digital Plan of Work The Operation and End of life work example the targets may have been
wrongly set and the use of the asset
stage requires the organisation and
their design/construction team to focus may have changed but it is important to
Figure 2
continuously on whole life considera- measure performance, recognise posi-
UK Government Digital Plan of Work
tions and in particular upon measuring tive and negative impacts upon perfor-
how well the delivered asset meets the mance and to optimise performance.
Strategy stage targets. Targets might These are the fundamental principles
not be met for a number of reasons, for of “Soft Landings” for the government
construction client.

Capital Delivery phase of an asset using BIM

Figure 3
Capital Project Information PAS1192-2 2013

In Figure 2 we introduce the work stag- ric data and documents. Note the signif-
es associated with the life cycle of an icance of including Strategy and Opera-
asset. In 2012 the Business Innovation tion and End of Life in the work stages.
Skills Building Information Modelling These stages had not been strongly
(BIS BIM) Task Group worked with the recognised by previous plans of work.
publishers of existing “plans of work” At the Strategy work stage an organ-
to agree a standard set of work stages isation seeking to create a new asset
that would be applied across all roles will be expected to define their required
and sectors associated with the crea- outcomes in terms of the social, envi-
tion and operation of assets in the built ronmental and economic measures that
environment. The aim was to agree define sustainability. It is a stage that
work stages that would be used across is about the business defining required
all roles and sectors to reflect a consist- economic, social and environmental
ent level of development of information outcomes and setting measurable tar-
including non-geometric data, geomet- gets.

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A lot of people may be familiar with Fig- Work will effectively help to inform the Asset Management
ure No 3 as an overview of using BIM Master Information Delivery Plan. After
in the capital phase of asset delivery. supply chain mobilisation the project Figure 4
The process of capital delivery begins starts and information is exchanged Asset Management (Using PAS 55)
on the right hand side in the operational with the Employer at the agreed deci-
phase of the above diagram with the sion points.
organisation deciding that it needs to
create or refurbish an asset and that There are also likely to be many infor-
decision of course is related to busi- mation exchanges between the design/
ness need. The process then moves construction team at each of the work
anti-clockwise around the diagram. The stages. Digital documentation, graphical
organisation will identify what informa- data and non-graphical data are pro-
tion it already knows and what infor- duced progressively in support of the
mation it will want from the asset con- Employer’s decision points and even-
struction process to inform decisions tually are transferred to the Employer
– these will be called the Employer’s organisation at the end of Handover
Information Requirements. The Em- and Close-out work stage.
ployers Information Requirements are The organisation has to decide what
identified as the basis of construction/ happens to that digital information, how
refurbishment/de-commissioning con- it benefits them and how it fits with the
tracts and as part of the procurement long term activity of asset management.
process the organisation next seeks
an execution plan that demonstrates
that the supply chain can deliver what
is required. Following contract award a
delivery plan is produced by the supply PAS1192-2:2013
chain to identify from within their team
exactly who delivers what and when.
This is referred to as the Master Infor- Figure 4 introduces content from Pub- This diagram from PAS 55:1 identifies
mation Delivery Plan. It should be noted licly Available Specification(PAS) 55- the hierarchy of asset management. At
that the TSB BIM Project “A digital tool 1:2008 and PAS 55-2:2008. Part 1 sets the apex of the triangle it shows the key
for building information modelling” (in- a standard for asset management. Part objective of supporting the purpose of
sert link) is being established to create 2 provides guidelines for the applica- the business. It introduces the layers of
for all sectors a means of producing tion of PAS 55-1. Design companies, managing a diverse portfolio of assets
both a default and a bespoke digital construction companies and asset and of managing asset systems that
Plan of Work using a Classification operating companies might find it useful have an indefinite horizon of required
system that will be applicable to all to introduce awareness of these docu- usage and each contribute to the over-
construction sectors. The digital Plan of ments into their training programmes. all goals of the organisation.

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As well as the layers dealing with stra- occur relatively infrequently. the short term construction/disposal ment. The diagram illustrates the work
tegic direction the diagram shows the Of course it is these Create/Acquire and activities which are the subject of a lot stages 0 (Strategy) to 6 (Handover and
day-to-day activities and realities of Renew/Dispose activities which require of publicity in the construction world are Close-out) associated with PAS 1192-2
managing assets – Create/acquire, the information management approach really a means to the long-term end of and the multiplicity of activities (n) that
Use, Maintain and Renew/Dispose. identified in PAS 1192-2 whereas the successfully operating a business sup- occur during the much longer timescale
The diagram goes some way to show- information management approach ported by the practice of asset manage- associated with work stage 7 (Opera-
ing that over the long-term of asset identified in PAS 1192-3 applies to the tion and End of Life)
management, the activities of Create/ much longer term of whole life asset
Acquire and Renew/Dispose might be management.

Figure 5
Operational phase of an asset using BIM
The Project Information Model in the asset life cycle?
Figure 6
Whole Life Information
PAS1192-3 2014

Figure 5 introduces the BS ISO 55000 The information management approach

series of documents which is now of PAS 1192 Parts 2 and 3 are shown
published and sets an international here surrounded by the standards of
standard for asset management. At the asset management and the needs of
time of drafting PAS 1192 Part 3 the operational management for the busi-
new standards had not been published. ness need. It is perhaps a reminder that

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How does information generated by the in line with programmed work stages model an organisation will develop and formed decisions about operational
day to day activities of asset manage- to align with key decision points by the publish a business case. They will need expenditure and capital expendi-
ment interface with the broader objec- Employer. The bottom centre of the to identify the benefits that they plan ture.
tives of an asset information system? diagram shows the information ex- to obtain; how much time and money
The bottom left of Figure 6 shows changes associated with the Use and will be needed to create a data and Reduced remedial costs during ear-
the broad principle of information ex- Maintain activities and points out that file store; how much time and money ly operation brought about by fewer
changes from the multiple tiers of the during these activities which last for will need to allocated to identifying the construction defects.
supply chain on a Create and Acquire the greater part of the asset life cycle, information that will be required; how
activity. These information exchanges the information exchange points and much time and money will be needed Savings from life cycle decisions
will be managed in keeping with PAS the decision points very rarely align so to collect that data; what sort of people informed by a single, integrated,
1192-2. It also shows that there will there needs to be a way to store “use and how many people will be needed up-to-date source of information.
be similar information exchanges from and maintain” information so that the to conduct the work and provide gov- Better modelling of resilience and
the supply chain on a Renew/Dispose most up-to-date information is available ernance; what sort of software tools will risk of failure.
activity which will also be managed to inform the decisions of corporate/or- be used to extract data from the asset
in keeping with PAS 1192-2. The de- ganisation management when the need information model and create reports. Improved expenditure
velopment of information in the above arises. Figure 6 introduces the Asset One of the first steps will be to identify decisions enabled by in-
activities is progressive and sequential Information Model which can provide a the potential benefits of creating a digi- formation to support as-
repository for information. tal information model. set investment planning.
Some of the benefits might be as the
following; A source of data records from dy-
namic metering and condition sen-
Asset Information Model – Creating the case Reduced costs due to the automat- sors to identify poor energy perfor-
ed transfer of information from con- mance, faults and risk of impending
struction to operation. Less manual failure.
input of information.
Most organisations will probably say to consider the need for a re-structuring
The Organisation owns and retains
that they have an asset information of how they manage asset information
More complete information reduc- all their asset information for future
model, after all they have probably to information better decisions. What-
ing management costs. procurement.
been managing assets for years. Their ever method is used by the executive
models might be paper based, they team to analyse the performance of
Fewer problems and costs during The benefits to be sought are very per-
might be digitally based and they might their current model and to inform the
early operation of a new or refur- sonal to each organisation. Identifying
be a mixture of both. The models used need for re-structuring the organisation,
bished asset because of the availa- the anticipated benefits is the critical
might either be managed by the organ- it will almost certainly need to identify
bility of better information about the stage of defining the required outcomes
isation or they might be managed by a benefits that it seeks to obtain from
asset. that the asset information model is to
supply chain provider. As asset portfo- using and owning a digital asset infor-
deliver. As with any project it is essen-
lios become larger and more complex mation model.
The opportunity to reduce operation tial for the organisation to keep in mind
and as the world becomes more digi-
and maintenance costs. the outcomes that it requires and to
tally biased, organisations will no doubt Before embarking on the journey of
More focus on long term operation- continuously monitor how well they are
allocate more and more executive time producing the digital asset information
al performance giving better in- met.

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Below is an example from the list of potential benefits that we will follow through this text; Organisation Information Requirements
“ To i m p r o v e e x p e n d i t u r e d e c i s i o n s e n a b l e d b y i n f o r m a t i o n t o The organisation will first identify what • calculate the financial and re-
support asset investment planning.” information it needs in order to an- source impact of deviating from
swer the operational decisions that it plans that might result in a
will have to make. PAS 1192:3 refers change in asset availability or
performance (e.g. what is the
Preparing for an Asset Information Model to these as Organisation Information
financial impact of deferring the
Requirements (OIR’s). Having an asset maintenance of a specific gener-
Figure 7 investment plan is an example. ator by six months);
Essential components to develop the model diagram
• optimize asset management • assess its overall financial perfor-
strategy and optimize/prioritize its mance;
asset management plan(s);
• undertake the on-going identifica-
• assess the financial benefits of tion, assessment and control of
planned improvement activities; asset related risks;

• determine the operational and • comply with statutory and regula-

financial impact of asset unavail- tory obligations.
ability or failure;
• develop an asset in-
• make life cycle cost comparisons vestment plan
of alternative capital investments;
Above are some organisation informa-
• identify expiry of warranty period
and warranty; tion requirements that might help to
inform corporate/organisation decisions.
• determine the end of economic These will be specific to each organisa-
life of assets/asset systems, e.g. tion. Organisations can have different
the point in time when the asset needs for information. Identifying the
related expenditure exceeds the OIR’s will require input from various de-
associated income;
partments within the organisation. Input
• determine the cost of specific will be needed in particular from the
activities (activity based costing), people involved in the strategic decision
e.g. the total cost of maintaining making associated with the asset port-
a specific asset(s)/asset system; folio and asset systems.

• obtain/calculate asset replace-

ment values;
Figure 7 provides an overview of how the organisation can approach the development
of its information requirements and how the information relates to the Asset Information • undertake financial analysis of
Model (AIM) PAS 1192:3 and the Project Information Model (PIM) PAS 1192:2. planned income and expenditure;

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Newsletter, 42nd edition | July 15th 2014 www.bimtaskgroup.org

Asset Information Requirements Sources of Asset Information

Information from the Create/Acquire Activity

The next step will be to identify what
pieces of information are needed to To prepare the content required to Figure 8
inform each OIR. PAS 1192:3 refers answer an Organisation Information Some Asset Information is provided from construction Project
to these pieces of information as As- Requirement will often require the col- Information Models at Handover and Close-out
set Information Requirements (AIR’s). lection, aggregation and manipulation
Asset Information Requirements are of multiple pieces of asset information –
the detailed pieces of information about the Asset Information Requirements.
the asset that when placed in context A lot of these pieces of information will
can answer the questions raised in the be drawn from the activities of day-
Organisation Information Requirements. to-day asset management (Create/
An OIR might be answered by a single Acquire, Use, Maintain and Renew/
piece of information but it usually re- Dispose) and to identify the required
quires an aggregation of several pieces information will need a lot of input from
of information about an asset. Contin- people engaged on those activities.
uing with our example it requires the There will be many Asset Information
replacement cost, the life expectancy Requirements and the organisation will
and the business criticality of an asset need to recognise the time and re-
to inform the asset investment plan. source commitment required to identify
every piece of data that is required.

Employers Information Requirements

In the case of major works such as a through work stages 0 to 6. The infor-
new construction/refurbishment a new mation will be a mix of graphical data,
Project Information Model will be cre- non-graphical data and documents and
If there is a decision to construct a new new construction contract. In our exam- ated and will feed in data to the Asset will ultimately need to be retained in a
asset the organisation will need to iden- ple of creating an asset investment plan Information Model. In creating the data store (data) and a file store (docu-
tify which of the AIR’s will need to be we might ask for the life expectancy Employers Information Requirements ments).
identified as part of the Employer’s In- and replacement cost to be identified as for a new create and acquire project the The asset information will be provided
formation Requirements (EIR’s) for the part of the EIR’s. organisation will use some of the Asset to the Employer/Organisation during
Information Requirements. That infor- and at the end of the Handover and
mation will be delivered by the design Close-out work stage (6).
and construction team as they progress

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Newsletter, 42nd edition | July 15th 2014 www.bimtaskgroup.org

Listed below are some typical Asset • commissioning instructions Information from the Use and Maintain
Information Requirements that might
be delivered from a Project Information • commissioning dates and data Activities
Model (PIM) at Handover and Close-out
• health and safety files Figure 9
(A Project Information Model is generat-
ed using BIM during the Create/Acquire
Other Asset Information Requirements are then provided during
• regular statutory test require- operation of the asset
activity) ments

• descriptions of assets, their func- • working life expectancy

tions and the asset system they of each asset
serve

• locations of assets, possibly

These will be written into the Employ-
using spatial referencing or geo-
graphical information systems er’s Information Requirements at the
beginning of the PAS 1192:2 process.
• engineering data, design param- Identifying these information require-
eters, and engineering drawings ments will require a lot of input from
the people responsible for the Use,
• vendor data (details of the organ- Maintain and Renew/Dispose activities
isation that supplied the asset)
associated with asset management.
• operating instructions
Notice that in following the
• maintenance instructions OIR to develop an asset
investment plan we have
• fault finding instructions identified the first Asset
Information Requirement to
have the;“Working life
expectancy of each asset”

Over the long-term operation of the works and end-of-life works. There
asset a lot of the asset information that will be multiple activities under these
is needed to inform the Organisation main headings and they are regarded
Information Requirement will come as “triggers’ that will require an update
from activities such as inheriting an of the Asset Information Model. It has
asset, maintenance, transfer of owner- already been stated that the triggers do
ship, minor works, breakdowns, major not often deliver information to coincide

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with the organisation decision points • historical record of planned and • unique identification for tion that together can con-
and rules have to be established with unplanned maintenance tasks each asset tribute to the Organisation
regard to the required currency of data performed Information Requirement
and in that regard how frequently docu- of having an Asset Invest-
• details of historical asset failures,
ments, graphical data and non-graphi- causes and consequences (if AIR’s in operational ment Plan. By being able
to extract these pieces of
cal data will be updated and who will do
updates.
known)
supply chain contracts up-to-date information from
• operational data including perfor- the data store in the Asset
mance characteristics and design The asset information above will have Information Model the or-
Listed below are some typical pieces of
limits to be gathered to update the model dur- ganisation can employ pro-
Asset Information that might be provid-
ing the long-term asset operation. The prietary report writing tools
ed during operation of the asset; • details of emergency plans need for this information will be written to produce an asset invest-
including responsibilities and
• the condition and duty of assets into the contracts that are made with ment plan.
contact details
asset operators and asset maintainers
• condition and performance tar- • financial data including, where and will be identified as Asset Informa- Information about Life
gets or standards available the cost of historical tion Requirements. As mentioned pre- Expectancy + Criticality +
and planned future maintenance viously they are specific to each organ-
• key performance indicators Details of asset depend-
tasks isation and will need to identified by the encies and interdependen-
• asset related standards, process- whole asset management team. cies + Replacement Cost+
• asset related contractual informa-
es and procedures tion Unique Identifier can be
Notice that in response to analysed to create an As-
• access planning and work sched- • details of ownership and mainte- the OIR to develop an asset
ules set Investment Plan.
nance demarcation where assets investment plan we have
interface across a system or identified further Asset In-
• details of tasks to be carried out network of assets formation Requirements;
• work instructions together with • identities and levels
diagrams and reporting require- • cost of replacing each
of spares held, in- asset
ments, legal obligations and safe- ter-changeability spec-
ty/environmental considerations ifications and storage • details of asset de-
locations pendencies and inter-
• task risk assessments and con- dependencies
trol measures • cost of replacing each
asset • the criticality of each
• criteria of non-conformance and asset to the organisa-
the actions to be taken • details of asset de- tion
pendencies and inter-
• when assets were last main- dependencies • unique identification
tained/inspected and when these for each asset
tasks are next due • the criticality of each
• list of overdue/outstanding tasks asset to the organisa- We have identified various
tion pieces of asset informa-

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Figure 10 Information from Outsourced Information

Identifying the internal sources and multiple supply chain tiers that
provide asset information Models and direct Supplier Inputs
These are sources of data and file engineering data, design parameters,
based information, and they include; operating instructions and fault finding
External Asset Information Models instructions.
that might exist as computerised
management systems used by It should be remembered of course that
suppliers for example a computer the organisation may elect to be entirely
aided maintenance management dependent upon such outsourced infor-
system mation models as their source of infor-
mation. In so doing they will assess the
Direct Supplier Inputs which could risk and reward associated with relying
reflect digital surveys, performance upon a contracted provider. They will
evaluation results, component re- consider various factors; the provider
placements, minor works. may not have an understanding of the
strategic objectives, the provider may
There may well be outsourced informa- have a time limited contract, employing
tion models that will both receive and the provider in this way may reduce the
issue data to the organisation’s Asset in-house cost of data management, the
Information Model. A Computer Aided ownership of data has to be established
Facilities Management (CAFM) system etc
used by a Facility Management pro-
vider will be the source of much of the Other asset information might be
asset information such as information exchanged to and from work that is
about access planning and work sched- commissioned either internally or with
ules, a list of overdue/outstanding tasks other supply chain providers and would
and details of historical asset failures, include such things as digital surveys,
causes and consequences. The CAFM performance evaluation, component
system will also be supplied with much replacements and minor works. These
of the detail provided through a con- are referred to as Direct Supplier In-
struction/refurbishment project such as puts.
Figure 10 is used here to emphasise the complexity of sourcing required data from the
organisations own internal sources and the multiple tiers of its supply chain.

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Information from Integrated Organisation A simplified Asset Information Model

(Enterprise) systems
Figure 11
• document management systems Dependent upon their Organisation A simplified Asset Information Model
Information Requirements and the data
• work/programme planning and
needed to inform those requirement the
scheduling systems
organisation may need to link with En-
• materials management systems terprise Systems such as those shown
in the table above. Decisions about
• spares inventory systems this potential “linkage” will very much
• purchasing systems depend upon the Organisation Informa-
tion Requirements and the needs of the
• decision support systems eg Asset Information System.
maintenance optimisation, capital
expenditure planning, whole-life
costing models

• asset utilisation systems

• performance reporting systems

• geographical information systems

(GIS) and spatial analysis toolkits
(for the analysis of GIS data)

• asset possession/shutdown/out-
age planning systems

• SCADA (Supervisory Control and

Data Acquisition Systems)

• condition monitoring systems

• automation systems

• knowledge management systems

This diagram is used to simply illustrate the types of information exchange and the basic
• staff location, scheduling and components that might contribute to an Asset Information Model.
despatch systems

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Governance of the Asset Information An information model is only as good as members. When the information has
the accuracy and currency of the infor- been verified and validated to confirm
andthe Common Data Environment (CDE) mation that is stored within it. The con- that it meets the requirements of the
cept of the common data environment EIR/AIR it can be identified as “Pub-
Figure 12
(CDE) was introduced in BS 1192:2007. lished” data within the data store and
Governance: Project Information Model CDE The process of governance introduced file store and can be used for report
in BS 1192 is critical to delivering the writing and exchange with external
value of an information model. systems. When it is considered appro-
Information is treated as “Work in Pro- priate the information can be labelled
gress” until it is given approval to be as “Archive” material and the asset files
labelled as “Shared” information and and history are retained for knowledge,
becomes accessible to selected team regulatory and legal requirements.

Modified from
BS1192:2007

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Governance of the Asset Information Model Figure 14

Asset Information Model: Governance Reporting
Figure 13
Governance: Asset Information Model (CDE)

Level  2  Files  Validated  &  Verified  

with  RAG  Repor8ng  before  
publishing  as  Files  and  Data  

This diagram re-affirms the importance tion provided is of the correct order of
of the digital tool required to verify that magnitude. The TSB BIM Project “A
the information required by the AIR has digital tool for building information mod-
been delivered. By introducing accept- elling” is to develop a verification and
From PAS 1192-3 able limits for each piece of data the validation tool.
tool can also validate that the informa-
BS 1192:2007 was written with the design and construction process in mind.
PAS 1192:3 adopts the concept of the CDE from BS 1192:2007 and this diagram refers
to some of the asset management information to which it might be applied.

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Roles associated with the management of What might the Asset Information look like?
an Asset Information Model
Figure 15
An Asset Information Model
This section looks at the human side of • requirements for the storage of
data/information management. There is information items according to
integrity, security and confidentiality
a requirement to have in place people
requirements;
who will manage the governance on a
day to day basis. The responsibility for • retrieval and distribution of infor- PAS55/ISO5500  
the strategic use of data and the pro- mation to designated parties as Standards  Compliant  
cesses of governance will need to be required by agreed schedules or
defined circumstances;
vested in a senior appointee whose role
will be to ensure that the data available • requirements for the archival of Defined  Organisa-onal   Integrated  Informa-on  
is to the agreed standards of accuracy designated information, for example Informa-on  Requirements   Repor-ng  
and currency and that report writing for the purpose of retaining audit re-
cords and knowledge preservation;
tools are extracting the correct data
to deliver the organisation information • requirements for the disposal of
requirements and answer the business obsolete, unreliable or unwanted Project  Supply    
questions of the organisation executive information in accordance with the Informa3on  
organization’s requirements and Enterprise    
team. System  
security and privacy requirements;
Integra0on  
• allocation of roles, responsibilities Service  Supply  
and authorities for the origination, Informa2on  
generation, capture, maintenance,
retention, transmission, access to,
assurance, archiving and disposal of
items of information; Asset  Informa-on  Model    

• definition of the content, meaning,

formats and medium for the rep-
resentation, retention, transmission
and retrieval for each information
item;

• requirements for information main- Figure 15 provides an overview of an

tenance, including version control asset information model and how it re- about a single asset or about multiple
and assurance activities; lates to the asset management system. assets. Another option would be that in
It is essential to emphasise that this is a using report writing tools an organisa-
• requirements for the generation, very adaptable concept and that this di- tion might choose to draw information
capture or importing of the identified agram does not reflect what is required from just the “published” data or it might
items of information; by every organisation. For example choose to also draw upon information
this model could represent information from integrated enterprise systems.

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The model may be owned and man-

aged by the organisation as their own A recognised classification system will
Conclusion
asset information model or they might be essential to enable accurate data
choose to apply the approach through extraction from the data/file store. The
their supply chain provider of operation/ TSB BIM Project “A digital tool for It is hoped that the guidance in PAS the principles of PAS 1192 Part 2. Fi-
maintenance. building information modelling” is to 1192 Part 3 will assist organisations nally the guidance looks at governance
When the OIR/AIR (and any EIR) have develop a classification system. in considering the thought processes and the principles of the Common Data
been identified and the structure and and activities associated with establish- Environment before indicating what an
use of the Asset Information Model has The needs of report writing will espe- ing a digital Asset Information Model. Asset Information Model might look like.
been agreed the organisation will have cially need to be reviewed to ensure Starting with the need to identify costs
a functional brief which they can take that any proprietary report writing tools and benefits the document illustrates Adopting the guidance can place a
to their IT provider(s) so that they can extract and aggregate the appropriate the stages of identifying Organisation management team in a position where-
develop the model. data. Information Requirements and Asset by they can clearly specify their require-
Information Requirements for asset ments to software developers.
operation. It also introduces the need The guidance is probably most useful to
to identify selected Asset Information those who wish to have an understand-
Requirements that will be identified as ing of asset information management
Employers Information Requirements in without understanding the technical
the event that a new asset construction detail about how the information is
project is undertaken in keeping with made available to support management
decisions.

Acknowledgement to BSI Standards Ltd

and Mervyn Richards
for supporting illustrations

Rob Manning was the sponsor representative for the development of PAS 1192
Part 3. He developed the brief for the technical author, advised on steering group
contributors and signed off the publication.

The technical authors David Churcher, John Sands and Jo Harris from BSRIA
worked closely with Rob
and his BIM Task Group colleague Graeme Tappenden.

Significant and considerable contributions on both asset management and facility

management were
received from the steering group members
acknowledged in the published document.

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