Open access peer-reviewed chapter
Abstract
The “Neues Werk Cottbus” project is Germany’s first major initiative to apply the new Integrated Project Delivery (IPD) contract model in combination with BIM methodology. The project alliance, consisting of the client, designers, and construction companies, provides optimal conditions for implementing an innovative, interdisciplinary Big Open BIM approach from the outset. The main objective was to develop a versatile, project-wide Project Information System (PIS) compatible with various software systems. This PIS supports over 20 BIM use cases, ranging from designing the maintenance facility and assembly planning to construction execution and building operation. This comprehensive approach ensures consistent generation, use, and updating project data throughout the entire building lifecycle without redundancies. Multidisciplinary collaboration has proven extremely valuable during design and construction. Notable benefits include greater transparency in model-based planning and meetings, measurable process improvements through detailed 4D scheduling simulations, more precise target price and cost management using model data, and significant efficiency gains through cloud-based, workflow-oriented collaboration. By implementing open BIM process standards and data formats, the project demonstrates how IPD and Open BIM methodologies reinforce each other, enabling seamless interdisciplinary collaboration. This project sets a benchmark for digital construction and lifecycle-oriented project management in Germany.
Keywords
- building information modeling
- integrated project delivery
- openBIM
- infrastructure construction
- project alliance
- common data environment
1. Introduction
The project “Neues Werk Cottbus,” which involves constructing a modern railway maintenance facility for Deutsche Bahn’s growing long-distance train fleet, is the first major project in Germany to apply the new Integrated Project Delivery (IPD) contract model while simultaneously using BIM methodology. The project alliance, consisting of the client, designers, and construction companies, provides the ideal conditions to develop and implement an innovative, holistic, and interdisciplinary Big Open BIM approach from the very beginning.
This multi-disciplinary collaboration has already been proven extremely valuable in the design and construction phases. Examples of added value include higher transparency in model-based planning and construction meetings, process improvements through detailed 4D simulations in scheduling and work preparation, better target price determination and cost management using model data, and significant efficiency gains through project-wide collaboration in digital cloud applications. All this would not have been possible without the implementation of an integrated system approach using openBIM process standards and data formats.
The “Neues Werk Cottbus” project is a significant step forward in BIM implementation for all participating companies and an outstanding example of successful collaboration with innovative technologies. It demonstrates that through a holistic Open BIM approach and the use of open data standards in combination with partnership-based contract models, large-scale construction projects can be executed with greater efficiency, precision, and teamwork.
2. Project description
“Neues Werk Cottbus” is not just another construction project; it represents a critical initiative involving the development of two maintenance halls for high-speed electric trains, which are essential for Deutsche Bahn’s operations. As Deutsche Bahn’s long-distance fleet expands to 450 ICE trains by the end of the decade, the demand for efficient maintenance will present a significant strategic challenge. The new ICE trains must undergo their first major service six years after entering operation to continue running reliably. To facilitate this, new maintenance tracks must be available starting in 2024. Thus, this project is a cornerstone in ensuring that these trains are rapidly returned to service while also playing a vital role in supporting the mobility transition and advancing climate protection in the transportation sector.
The project entails the construction of two major maintenance facilities shown in Figure 1. The first maintenance hall, which measures 445 meters in length and 33 meters in width, was completed and inaugurated at the beginning of 2024, marking its construction a record-breaking achievement. The second maintenance hall, currently under construction, is set to be even larger, with a length of 526 meters and a width of 200 meters. In addition to the main hall, six additional buildings are planned as part of the overall facility, with the entire complex scheduled for completion by 2026.
Figure 1.
Overview from maintenance halls.
What is particularly noteworthy about this project is the exceptional speed at which it is being executed. The first double-track maintenance hall was completed and became operational in less than two years—from groundbreaking to commissioning in early 2024. This rapid timeline was driven by the urgent need for maintenance tracks to accommodate the six-year maintenance inspections of the new ICE fleet. Despite widespread supply chain challenges, this impressive timeline was achieved, ensuring that the new ICE trains can be efficiently serviced and quickly returned to operation. This success was made possible by using the Integrated Project Delivery (IPD) partnership contract model in conjunction with an open Building Information Modeling (BIM) approach, which enabled seamless collaboration and efficient coordination across all parties involved, from design to commissioning.
Looking ahead to the construction of the second maintenance hall, the integration of BIM and IPD is expected to further enhance the project’s efficiency, thanks to the lessons learned and the standards and processes established during the construction of the first maintenance hall. By leveraging these advanced methodologies, the project team aims to proactively address potential issues and mitigate delays, ensuring the timely delivery of the entire project.
3. IPD in the project
3.1 Contract model IPD: Definition and principles
The IPD contract model is an innovative approach to executing construction projects that emphasizes cooperation and shared responsibility. All key stakeholders—owners, designers, contractors, and others—collaborate from the project’s inception to completion, sharing both risks and rewards. This method fosters transparency, improves efficiency, and reduces waste by aligning the goals of all parties involved.
Remuneration under the IPD contract is based on actual cost reimbursement plus a profit markup. This means that all incurred costs are reimbursed, and a predetermined profit markup is also provided. This structure incentivizes everyone involved to work efficiently and minimize costs.
The basis for remuneration is the target price, which is jointly determined by all partners based on collaboratively developed plans. The expertise of both the planners and the construction companies is considered. This target price serves as a reference point for cost control. Additionally, a risk budget is defined to cover unforeseen costs. This budget is managed collectively by all project participants to minimize risks and resolve issues swiftly.
Shared responsibility and the early involvement of all parties promote collaboration. The incentive systems and transparent cost structure help ensure that projects remain within budget and on schedule. Risks are shared, leading to cooperative problem-solving.
Thus, the IPD model provides an ideal foundation for implementing BIM, as its collaborative structure aligns seamlessly with the integrated digital workflows required for BIM. Additionally, IPD supports the use of the Last Planner method, promoting a highly cooperative and efficient approach to planning and scheduling. By sharing risks and responsibilities, the model encourages a culture of learning from mistakes rather than assigning blame.
However, managing a multi-party contract can be complex and time-consuming, requiring significant effort at the project’s outset. Therefore, the IPD model is most suitable for large, complex projects involving multiple trades, and its success largely depends on the level of trust between the involved parties [1, 2, 3, 4].
3.2 Implementation in the project
In the early stages of the project, it became evident that completing the two maintenance halls by January 2024 and the end of 2026 would require significant efforts due to the project’s extensive scope, the high likelihood of changes, complex technological requirements, and the involvement of numerous stakeholders. For this reason, the project team began implementing the project according to the IPD model in November 2020. With the support of contract law experts who have practical experience with the IPD model and the scientific backing of TU Berlin, the basic principles, organizational structure, scope of services, remuneration model, and a timeline with milestones leading up to the start of the project alliance were developed through several workshops.
The selection of partners followed a multi-stage process, beginning with a competition and the submission of initial bids. Several assessment sessions were held to evaluate the participants’ suitability for the project based on predefined criteria. This process culminated in final offers from the bidders and the ultimate award decision.
Simultaneously, a co-working space was established at the Cottbus facility to foster collaboration among project participants. The project alliance officially commenced in January 2024 with a joint workshop for all stakeholders. During the first year, several changes occurred regarding the partners involved. An introduction to the project participants will be provided in the following chapter.
3.3 Key participants
The “Neues Werk Cottbus” project unites eight leading companies, each contributing their expertise toward a shared goal: completing the project within the estimated timeframe while utilizing resources efficiently and effectively. While this chapter focuses on the main companies involved, it is essential to acknowledge the significant role of their subcontractors, who are also crucial to the project’s successful development.
The client for this project is DB Fahrzeuginstandhaltung GmbH, a part of the DB Group responsible for maintenance. The planning of the railways and external facilities is managed by FCP GmbH. Arcadis Germany GmbH and Baumert & Peschos GmbH share responsibility for planning the building infrastructure, architecture, and technical building equipment, while LOGSOL GmbH oversees the planning of logistics systems.
The construction of the building structures is carried out by Wayss & Freytag Ingenieurbau AG, and Rhomberg Sersa Rail Group is responsible for the construction of the railways and external facilities. Engie Deutschland GmbH is tasked with the assembly and installation of the technical building equipment.
Although these companies are distinct entities, they operate collaboratively as an alliance, supporting each other’s tasks to achieve the best possible outcome for the project (Figure 2).
Figure 2.
Key participants overview.
4. BIM in the project
4.1 Goals and objectives
The “Neues Werk Cottbus” project is founded on a well-defined framework of goals and objectives that guide its successful execution. These goals outline the strategic vision, emphasizing the integration of advanced BIM methodologies and innovative collaborative approaches throughout all project phases. The objectives specify measurable actions to achieve this vision, facilitating efficient management, coordination, and execution. By establishing these objectives, the project ensures alignment among stakeholders, optimizes resource utilization, and addresses the complex technical and operational requirements essential for its successful completion.
The objectives determined for the project are as follows.
4.1.1 Develop a versatile cross-project information system (PIS)
Create a robust information system capable of managing diverse BIM use cases, including design, assembly planning, and construction execution, while supporting lifecycle-spanning project management and minimizing data redundancy.
4.1.2 Implement a unified project information structure
Establish a standardized information structure that supports open and integrated management throughout the entire project lifecycle, ensuring consistency and effective collaboration across all stakeholders.
4.1.3 Integrate best software solutions
Carefully select and implement optimal software solutions from project partners to support the lifecycle-spanning PIS and improve project efficiency, aligning technology choices with project needs.
4.1.4 Enhance collaboration through a common data environment (CDE)
Utilize centralized data environments, such as Autodesk Construction Cloud, to streamline collaboration across all project phases, providing stakeholders with up-to-date information in real-time.
4.1.5 Improve visualization and communication
Leverage immersive visualization methods like Resolve VR to enhance stakeholder engagement and communication, ensuring alignment with public authorities and key decision-makers throughout the project.
4.1.6 Develop a cost management workflow
Streamline cost estimation processes by developing efficient workflows using software such as iTWO, allowing for accurate cost management that accounts for the diverse expertise of project participants.
By achieving these goals and objectives, the “Neues Werk Cottbus” project will not only provide a cutting-edge maintenance facility but also set a new standard in the use of BIM and collaborative processes for large-scale infrastructure projects. This comprehensive approach ensures efficient management and coordination across all project stages.
4.2 BIM use cases
The PIS developed for the “Neues Werk Cottbus” project is a comprehensive digital framework that supports over 20 distinct use cases, shown in Figure 3, which were created using the buildingSMART use case list as a reference [5, 6]. These use cases represent specific scenarios where BIM methodologies are employed to achieve project objectives. BIM plays a crucial role in this project, facilitating various phases of the building lifecycle—including design, construction, and operation—by specifying the necessary processes, data interactions, and technological integrations. This structured approach ensures efficient management, coordination, and execution across all stages of the project.
Figure 3.
BIM: Use cases overview.
The use cases implemented in the “Neues Werk Cottbus” project are organized into five distinct groups, each corresponding to different stages in the project lifecycle. This categorization enhances clarity and allows for focused application of BIM tools and processes. The use cases are grouped into five categories, corresponding to different stages in the project lifecycle:
4.2.1 Use-case category 1: Documentation of existing conditions
Existing building survey and modeling : Detailed 3D model or point cloud of existing structures integrates surveys, environmental data, and MEP system performance, ensuring accuracy (Figure 4).Creation of BIM documents : BIM documentation, including the BIM Execution Plan (BEP) and Employer’s Information Requirements (EIR), standardizes project requirements.Common data environment (CDE) : A centralized database categorizes project information into In Progress, Shared, and Published, per DIN EN ISO 19650 standards (Figure 5).
Figure 4.
3D model of the maintenance hall overlaid with a point cloud of the existing.
Figure 5.
Autodesk construction cloud interface.
4.2.2 Use-case category 2: Planning and coordination
Model creation and updating : Discipline-specific 3D models are created, integrated, and updated to form a final coordinated model.Coordination of disciplines : Ensures alignment and coordination among various project teams using 3D models.Clash detection and resolution : Regular clash detection is performed using integrated discipline-specific 3D models to identify and resolve conflicts early in the design process (Figure 6).Derivation of plan documents : Plan approval processes are streamlined through the CDE, with model-based collaboration supported by BCF interfaces.
Figure 6.
Clash detection.
4.2.3 Use-case category 3: Simulation and visualization
Visualization : 3D models facilitate project meetings, planning, and public relations by providing detailed visual representations (Figure 7).Construction scheduling and space planning : Simulation links model elements to schedules, optimizing logistics and site planning (Figure 8).Construction site setup : 4D models help plan site infrastructure and traffic management (Figure 9).
Figure 7.
Color-coded concrete elements sub-model.
Figure 8.
Construction site setup model.
Figure 9.
4D model.
4.2.4 Use-case category 4: Construction phase
Construction progress monitoring : Schedule-based progress control compares actual progress with plans, informing decision-making (Figure 10).Recording and processing deviations : Clashes are detected and resolved through systematic conflict management in BIM meetings (Figure 11).Material logistics : 4D models support efficient material delivery and handling, minimizing delays.
Figure 10.
Construction progress monitoring.
Figure 11.
Visual detection of deviation between models.
4.2.5 Use-case category 5: Operation and maintenance
Construction site and project documentation : Comprehensive documentation through advanced project management software, including GPS-referenced photos and daily reports.Utilization for operation and maintenance : The as-built BIM model continues to support facility management and maintenance beyond construction.
By organizing over 20 distinct use cases into focused categories, the project leverages BIM to enhance coordination, streamline processes, and improve decision-making from initial documentation to operation and maintenance. This structured approach ensures the effective management of complex workflows, reduces risks, and facilitates collaboration among project participants, eventually contributing to the successful realization of project objectives and establishing a model for future infrastructure projects.
4.3 OpenBIM standards and tools
To ensure continuous collaboration among the various companies involved in the “Neues Werk Cottbus” project, a comprehensive set of guidelines and standards was established from the beginning. This aligns with the DB-BIM Strategy document [7], which emphasizes six key areas for successful BIM implementation: strategy and framework, BIM applications, processes and standards, data and information, IT infrastructure, and communication. The creation of essential documents, such as the BIM Execution Plan (BAP), project information structure, and modeling guidelines, reflects these principles, providing a clear framework for all participants and ensuring alignment toward the successful completion of the project.
The project’s complexity is amplified by the involvement of numerous companies, each with its own software systems and standards. The diversity of software tools employed across different firms is extensive; some solutions are shared among multiple companies, leading to overlaps, while others are tailored to specific organizations and their specialized tasks. This diversity requires meticulous planning and coordination to ensure that all participants can collaborate efficiently.
The BIM Execution Plan (BAP) and associated documentation play a crucial role in facilitating this collaboration. However, beyond these documents, a thorough understanding of the entire software ecosystem is equally important. Recognizing this, extensive technical discussions were held to develop a project-specific software structure that selects the most effective tools for ensuring efficient, transparent, and straightforward collaboration among project partners. Each discipline within the project uses software tailored to its specific requirements. For example, Revit is employed for technical building systems, structural engineering, and architectural modeling, while ProVI is used for modeling external facilities. InfraWorks and Desite are utilized for visualization and the creation of construction site setup models, including the 4D model. This approach allows each company to operate efficiently within its domain while ensuring overall project cohesion using the IFC exchange format (Figure 12).
Figure 12.
Project-specific software ecosystem map.
To address issues and manage deviations, Autodesk Construction Cloud (ACC) is primarily used, though some planners choose to manage deviations internally using Dalux or BIMcollab Zoom. Scheduling and 4D simulations are facilitated through a combination of MS Project and Desite, providing robust tools for managing the project’s timeline and visualizing progress.
The Common Data Environment (CDE) for the project is a critical component, comprising three interconnected systems: SharePoint (developed by the general contractor), Autodesk Construction Cloud (managed by the overall BIM coordinators), and EPLASS (used as the plan management system). These CDEs are integrated through ACC, ensuring that all data and documents are synchronized and accessible to all relevant parties. This integration is vital for maintaining consistency and transparency across the project.
By establishing these Open BIM standards and carefully selecting the appropriate tools, the project framework supports effective communication and collaboration across all phases of “Neues Werk Cottbus.” This structured approach ensures that all participants work together efficiently, contributing to the successful completion of the project.
4.4 Benefits and challenges
The integration of BIM into the “Neues Werk Cottbus” project was a strategic decision aimed at improving collaboration, efficiency, and precision throughout the construction process. While BIM brought substantial advantages, its implementation also presented unique challenges, especially given the scale and complexity of the project. This section outlines both the significant benefits and the challenges encountered during the project’s execution (Figure 13).
Figure 13.
BIM challenges and benefits overview.
One of the most notable benefits of using BIM in the project was the geometric integration of various discipline-specific models. By aligning all models with the project’s central reference point, BIM ensured that every element was accurately positioned, reducing the risk of discrepancies and errors.
BIM also greatly enhanced the understanding of 2D plans by translating them into 3D models. This shift allowed all stakeholders, including those less familiar with technical drawings, to visualize the design in three dimensions and understand them better.
Another significant benefit was the use of 3D models for work preparation. By simulating construction processes within a 3D environment, planners could anticipate challenges and optimize the sequence of construction activities. BIM tools, like Common Data Environment (CDE), were highlighted for their ability to manage project data efficiently, reducing information loss and facilitating smoother workflow across teams [8]. The use of 4D simulations, which integrated the project timeline with the 3D model, was another critical advantage. These simulations allowed the project team to visualize the construction phases over time, helping to optimize schedules and resolve design problems early.
The use of 4D simulations, which integrated the project timeline with the 3D model, was another critical advantage. These simulations allowed the project team to visualize the construction phases over time, identify potential clashes between different elements or working spaces, and optimize the construction schedule accordingly.
Finally, the client’s mandate for openBIM from the beginning played a vital role in ensuring the project’s success. By adhering to openBIM standards, the project fostered a collaborative environment where data could be shared smoothly across different software platforms. This approach not only improved transparency and interoperability but also ensured that critical deadlines could be met.
Despite these substantial benefits, the implementation of BIM in the “Neues Werk Cottbus” project also presented several challenges. One of the primary difficulties was the need to establish comprehensive modeling guidelines that could be consistently applied across all disciplines. Ensuring that all project participants adhered to these guidelines was essential for maintaining uniformity in the models, but it required significant effort to coordinate and enforce these standards across different teams and software systems.
Another challenge was the necessity of integrating numerous software systems into a single Common Data Environment (CDE) for managing and sharing information. With multiple companies involved, each using its own preferred software, creating a unified platform was a complex task. Additionally, the use of three different CDEs presented further challenges in organizing information, as it was sometimes unclear where specific data should be stored. This lack of clarity occasionally hindered efficient communication and data management. For future projects, it is crucial to consider the possibility of consolidating the project into a single CDE to streamline the organization and ensure continuous access to information. The integration of these systems is essential to avoid data silos and guarantee that all stakeholders have access to the most up-to-date information, but it demands careful planning and ongoing coordination. The experience highlights how establishing an effective CDE can mitigate issues with data storage and access, particularly in projects where multiple organizations use different software [8].
The project highlighted the critical importance of integrating 4D modeling from the outset. Establishing clear requirements for 4D simulations early in the project was essential to effectively linking the construction schedule with the 3D models. However, achieving this required a strong commitment from all parties to consistently meet these requirements, which proved to be a significant challenge. This difficulty was particularly pronounced due to the need for precise attribution within the models, making accurate data input and coordination crucial for the success of the simulations.
Finally, the project faced challenges in conducting regular clash detection and coordinating the schedule. These activities required not only advanced technical tools but also effective communication among the various disciplines involved. Ensuring that potential conflicts were identified and addressed promptly was a continuous effort that demanded both technological and human coordination.
In conclusion, while the implementation of BIM in the “Neues Werk Cottbus” project presented several challenges, particularly in terms of standardization, platform integration, and early adoption of 4D modeling, the benefits it provided were substantial. The use of BIM not only improved geometric integration and understanding of the design but also enhanced work preparation and coordination. These benefits contributed significantly to the successful execution of the project, demonstrating the value of BIM in managing large-scale, complex construction projects.
5. Added value and synergies of IPD and BIM
The strategic implementation plan for digital design and construction by the German Federal Government defines BIM as follows:
“Building Information Modelling refers to a cooperative working methodology with which the information and data relevant to the life cycle of a building are consistently recorded, managed and exchanged in transparent communication between the parties involved or made available for further processing on the basis of digital models of a building” [9].
An IPA contract, on the other hand, offers the opportunity to rethink traditional processes and overcome the usual interface problems between clients, planners, and construction companies due to the early involvement of all stakeholders in the design and construction process in a joint contract.
Both approaches are primarily concerned with better collaboration in project management based on clearly defined processes. The BIM methodology provides a clean data basis that is available to everyone, with better and easier-to-understand quality based on 3D models. The IPA contract model makes it possible for those people with the necessary knowledge to be involved in the process right from the start of the project.
Specific examples from the Neues Werk Cottbus project will underpin these considerations below.
5.1 Connecting individual experts for new solutions
Within individual companies, BIM experts are often left to their own devices. There are small development teams that only ever look at one part of the entire life cycle of a project, whether from the perspective of the client, a planner, or a contractor. This results in one-sided knowledge that does not do justice to the holistic approach of the BIM methodology.
In the Neues Werk Cottbus project, a joint team consisting of experts from all partners was set up at the beginning: those involved from the client, designers, and construction companies, from shell construction to the technical building equipment to the railway systems, from technology to cost calculation. Each expert contributed their knowledge. This enabled gaps in knowledge and project processes to be bridged together and new solutions to be developed. Above all, this exchange offered the opportunity from the outset to review the solutions developed alone and to overcome silo thinking.
5.2 Minimizing data and information loss
Both approaches, IPA and BIM, are based on a centralized data and communication platform. The documents, models, and data developed are equally available to all parties involved, while the experience gained from the BIM methodology, the standardized processes for storing, and the status of data as defined in ISO 19650 help with joint collaboration.
In contrast to the classic value creation process, where there are always gaps in the transition between preliminary design, detailed design, and work preparation because only some of the data and documents are passed on, all information is retained here and is constantly being further developed and elaborated. This is helped by the fact that all information is shared and available to everyone, but also that everyone involved is involved right from the start. Because even if the data is available transparently (BIM), every new person who joins has to sift through and interpret this data first, asking the same questions again that the others have already clarified at the beginning, which naturally leads to a loss of time. If a large proportion of project members are involved right from the start due to the IPA contract, this loss of time can be avoided (Figure 14).
Figure 14.
Value creation process comparison.
5.3 Simulation of construction processes
The feasibility and cost-effectiveness of a project are significantly determined by effective planning of the construction process. Good planning allows for the selection of cost-effective construction methods, helping to meet deadlines. According to Mi and Li [10], integrating BIM in the preconstruction planning phase enables efficient simulations and optimized resource allocation, potentially reducing project planning time by 20% and material costs by approximately 15%. The 4D planning of the construction process offers the opportunity to simulate construction methods and processes for the various trades directly on the 3D model and thus to see transparently whether all steps fit together. It is precisely in the construction process that the expertise lies with the construction companies. Only through the early involvement of the construction companies by IPD can the 4D planning achieve the quality that brings added value to everyone, because only they have the knowledge of which materials are available, know the prices, the delivery times, and have the experience in the construction processes. Without the 4D model, on the other hand, the experts involved lack an overview of the spatial relationships that only become recognizable in the model due to a lack of data. Therefore, one of the greatest added values of the combination of BIM and IPD is the optimization of the construction process and construction methods.
5.4 Dealing with new transparency
Mistakes happen in every project and every company; misunderstandings arise, and delays happen. In traditional construction projects, there are many ways in which designers, construction companies, and even clients can hide their own mistakes, using claims and notices of concern or obstruction.
In contrast, the transparency enabled by BIM processes and the close collaboration fostered in IPA projects make any mistakes much more visible. This heightened visibility also brings different working methods and practices into the spotlight, creating a new dynamic that projects must navigate.
Very few people like to admit mistakes, partly because they often fear the unpleasant consequences from previous experiences. To be able to deal with the new transparency, IPA project teams therefore need regular support and coaching to avoid falling into old patterns. A good and appreciative error culture is a decisive factor in the success of an IPA project.
6. Lessons learned and future outlook
The “Neues Werk Cottbus” project offers valuable insights into the evolving application of Building Information Modeling (BIM) and Integrated Project Delivery (IPD), emphasizing the need for continued innovation in interoperability and collaboration. The lessons learned from this project can guide future initiatives toward more efficient and integrated outcomes.
A key takeaway from the project is the importance for early and comprehensive integration of BIM into the project framework. To fully exploit the potential of BIM, it must not remain confined to a specialized group of “BIM experts.” Instead, all stakeholders—from project managers to on-site workers—must engage with BIM processes. This will ensure that its benefits are maximized throughout the project lifecycle, contributing to better decision-making, coordination, and overall project success.
However, achieving widespread engagement necessitates significant effort in design and coordination. In large, multi-disciplinary projects, early phases require extensive discussions on the project’s information structure, workflows, software selection, and training needs. These first steps are crucial for establishing a shared understanding and aligning all stakeholders with common objectives. To support this process, there is an urgent need for well-defined, standardized guidelines that outline best practices for BIM implementation, the effective use of Common Data Environments (CDEs), and long-term data management for future facility operations.
In this context, the client’s role in setting standards is particularly important. Project owners need to establish early guidelines for the types of data that will be used during operations, as well as the CDE platforms and workflows that will be used throughout the project lifecycle. In the future, industry-wide standards will be essential, not only because not all clients have the resources to develop their own standards but also to ensure that designers and contractors can work confidently under consistent principles across different projects and clients.
In this respect, BuildingSMART and other industry associations have a central role to play in promoting cross-industry standards that can be applied to future projects. As a major client, Deutsche Bahn also has an important responsibility in this regard.
Additionally, ongoing updates to project documentation will be crucial. A short manual or guide for all project participants, regularly updated throughout the project lifecycle, can provide clarity on changing processes, standards, and expectations. Such documentation would serve as a reference tool for all those involved, promote coordination between the teams, and avoid misunderstandings.
For future projects, work processes should also be re-evaluated to incorporate BIM methodologies. While the contents of the German HOAI (Honorarordnung für Architekten und Ingenieure) and its outline of various project phases are still relevant, the differing phases in an IPA contract necessitate a careful integration of BIM methodology. Here, it will be important to create new quality gates that ensure the optimum time when the construction partners should be involved and obliged to provide input and when BIM processes are implemented. It must be clear that several iterative steps are sometimes required to achieve optimal results. Defining such an approach at the start of the project helps the teams to overcome unexpected challenges and optimize collaboration throughout the project.
For projects with tight schedules, detailed process simulations will be indispensable. These simulations must engage all stakeholders from the beginning, allowing for a comprehensive understanding of the project’s timeline and interdependencies. The early integration of simulation tools helps to anticipate potential delays, refine scheduling, and ensure smoother execution.
Finally, the importance of a single, integrated CDE cannot be overstated. As demonstrated in the “Neues Werk Cottbus” project, the use of multiple CDEs can create confusion and hinder effective data management. Moving forward, the implementation of a unified CDE from the start will be critical for reducing complexity, ensuring that information is easily accessible, and minimizing the risk of data loss or misinterpretation.
In summary, the future application of BIM and IPD methodologies will focus on deeper integration, clearer standards, and more collaborative workflows. Interoperability, supported by industry-standard formats such as IFC and BCF, will remain a top priority to ensure smooth data exchange across all platforms. As the industry continues to evolve, ongoing collaboration with software providers, project teams, and regulatory bodies will be essential to developing new solutions that enhance project outcomes and drive the future of construction.
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