Road Design and BIM with Matthew Jedniuk

Designing roads on massive infrastructure projects using BIM presents unique challenges. It's not just about mastering software; it's about orchestrating complex workflows and managing diverse teams, often across different locations and with varying priorities.

We recently had the pleasure of speaking with Matthew Jedniuk , the Digital Delivery Lead for Transport at GHD, on the Digital Construction Podcast. Matthew brings extensive experience from a career spanning major firms like Mott MacDonald and WSP. His journey from a drafter to a digital engineering lead highlights the evolution of the industry and the critical need for coordination.

In our conversation, Matthew shared invaluable insights into what it takes to succeed in large-scale BIM infrastructure projects. Here are some key takeaways:

Getting Requirements Right Early is Crucial

Laying the foundation for a project starts with understanding the requirements. This includes specs, regulations, stakeholder expectations, environmental conditions, and future expansion needs. Nailing down project information requirements early and ensuring everyone is on the same page is the first step. It can truly "lay the foundation to deliver a very good project or it could then come crashing down" if not done correctly.

The Art of Splitting Models

 On big road projects, you're never dealing with just one model; it's a network that needs to work together. Trying to cram everything into a single file will "just become a nightmare" and is likely to crash due to the sheer amount of data. Deciding how to structure and split BIM models involves considering the physical breakdown (by section, or precinct), contractual delivery stages (staggered delivery), and splitting by disciplines (roads, drainage, structures, utilities, landscape, electrical). This allows teams to work in their "own space without tripping over each other". It's described as finding the "right balance to make sure that you orchestrate everything in the right way," which is "like an art by itself".

Managing Diverse BIM Teams

One of the biggest challenges is getting everybody on the same page early. Designers, engineers, and contractors have different priorities – geometry vs. constructibility, quantities, and sequencing. A key part of a BIM lead's role is translating these needs into a functional BIM workflow for everyone. Having clear roles and responsibilities from the start is essential.

The Importance of a Used BIM Execution Plan (BEP)

A solid BIM execution plan that is actually used is critical. Matthew notes that while many BEPs are "hundreds of pages long," few people actually read them. The BEP serves as a guide when someone questions "why they need to do it and what they need to do," bringing everyone back in line with the project's overall goals. Standardization, often driven by requirements like ISO 19650, which is baked into BEPs from day one, helps ensure a consistent approach across projects.

Coordination, Collaboration, and Technology

Consistency is key when coordinating between disciplines across multiple files. Using open sources like IFC files that go into a federated model tool like Navisworks helps standardise the incorporation of different file types. Collaboration tools like CDEs (Common Data Environments) – such as BIM 360, 12D Synergy, or ProjectWise – are leaned on heavily. Tools like Navisworks or Revizto allow teams to see the federated model, track issues, and coordinate without needing every piece of software installed. These tools have fundamentally changed how the industry operates.

Managing Budget and Risk with BIM

BIM and digital engineering can make a massive difference in keeping projects on time and budget, if used properly. BIM helps spot problems early in the design phase when they are "cheap and easy to fix". Clash detection, tracking design changes in real-time, and ensuring clean information flow cut down on rework, which is where both time and money are often lost. Common mistakes leading to budget overruns include overcommitting to a high level of detail too early, lack of clear sign-offs, scope creep, and not aligning with the contractor or asset owner early enough. Performance bottlenecks from large models, expensive hardware/software, and outdated tools are also significant risks. Slow or outdated tech leads to frustration, mistakes, and the risk of people reverting to older, less efficient workflows.

Effective Handover to Contractors

The goal for handover is clarity and usability. This means providing a model that reflects what will actually be built, stripping out design options or untested ideas. A good handover model should include clear breakdowns (pavement, drainage, etc.), be verified as clash-free (or at least clearly identify major clashes), include essential metadata, and ideally align with construction sequencing. A major challenge is the varying BIM maturity levels among contractors, with some still primarily using 2D PDFs. Bringing contractors in early, even during design reviews, is the best way to make handover work effectively, allowing their input and the opportunity to adjust models before submission.

Lessons Learned and Tips for Teams

Matthew shared some powerful lessons from his career:

• Trust your team
• Start with the end in mind – thinking about the final product from the very beginning, though difficult, is essential
• Keep models as lean and clean as possible, focusing only on what's needed at the correct phase.
• Communication is probably the key aspect. Despite technological advances, getting people talking across disciplines remains a challenge, but it's vital for saving time, money, and keeping projects on budget.