ISO 19650 Guidance Part A: The information

management function and resources

Editions (Part A)

Edition Date of release Description

Edition 1 September 2020 First release.

Edition 2 February 2021 Major rewrite and extension of subjects covered.

Edition 3 November 2021 Update to the ISO 19650 resources content and resources map to accommodate ISO 19650-3 and ISO 19650-5

Table of contents
Table of contents
List of figures
List of tables
Abbreviations and acronyms
About this guidance
Who is this guidance written for?
Who is this guidance of particular interest to and why?
Key takeaways
1.0 About the information management function
1.1 Information management and why it is needed
1.2 The information management function
1.3 The information management function in the context of multiple lead appointed parties
1.4 Developing ISO 19650-2 information management activities into a detailed matrix of tasks
1.5 What are the competencies that need considering?
1.6 Delegating the information management function
1.6.1 Delegation of authority in ISO 19650-2 clauses 5.1.1 and 5.3.1
1.6.2 Probity arrangements
1.7 Engaging a third party to undertake the information management function
1.7.1 Principles
1.7.2 Information to be provided to the third party
1.7.3 A proposed structure for an invitation to tender when appointing a third party
1.8 Information management assignment matrix
1.9 Conclusion
2.0 About ISO 19650 resources
2.1 ISO 19650 resources
3.0 Summary

List of figures
Figure 1: ISO 19650 guidance framework
Figure 2: Information management process responsibilities and activities

ISO 19650 Guidance Part A: The information management function and resources 1
 Figure 3: Interfaces between parties and teams
Figure 4: Example approach for a main contractor - expanded information management function assignment matrix
Figure 5: Example approach for a building services sub-contractor - expanded information management function assignment matrix
Figure 6: ISO 19650-2 resources map

List of tables
Table 1: Abbreviations and acronyms - refer to Abbreviations and acronyms
Table 2: Resources to be prepared by a lead appointed party
Table 3: ISO 19650-2 resources

Abbreviations and acronyms

Refer to Abbreviations and acronyms.

About this guidance

The guidance framework supports the UK implementation of the ISO 19650 series.
This guidance document (guidance A) sits within an overall guidance framework as shown in Figure 1.
Guidance A is written to support the implementation of each published ISO 19650 standard.

Who is this guidance written for?

This guidance is for parties, teams and individuals accountable and/or responsible for undertaking the information management
function.

Who is this guidance of particular interest to and why?

This guidance considers the information management function and resources needed for successful information management. It is
relevant to parties, teams and individuals involved in implementing the ISO 19650 series across a project, within an appointment or
within an organization.

Key takeaways
Information management is the management and execution of tasks relating to the definition of information requirements,
information production, and delivery and

The appointing party has overall accountability for assigning responsibility of information management functions to their
appointed

Every party within the project team has information management functions they will need to fulfill

The guidance refers to resources and not documents because they do not need to exist in documents and do not need to be

Adopting the same information structures throughout industry generates consistency, repetition and predictability, and enables
achieving better project outcomes.

Resources and content created for successful information management should not be created in isolation of other project
functions and should be authored with the right level of consideration to how the content cascades through the delivery team.

As with all guidance supporting the UK BIM Framework, we invite comment and feedback on this guidance A at
[email protected].

https://whimsical.com/guidance-structure-X1BF9Phan3rc6o1Qyrb5Bq

Figure 1: ISO 19650 guidance framework

ISO 19650 Guidance Part A: The information management function and resources 2
 1.0 About the information management function
1.1 Information management and why it is needed
Information management at its simplest is the management and execution of tasks relating to the definition of information
requirements as well as information production, checking and delivery.
It is fundamental to understand that information management applies to ALL information, collectively referred to as an “information
model”. An information model is a set of structured and/or unstructured information containingany combination of geometrical
information, alphanumerical information and documentation

Everyone making up a project team consequently has an involvement and interaction with information management in varying
degrees. It is not a new concept and has existed in some shape or form ever since information production was carried out by hand.

In recent years, the importance of good information management with documented responsibility and accountability for the
activities and tasks involved has become vital. A proper focus on information management can help to achieve better project
outcomes through, for example:

Improved coordination and communication

Better quality information production

Timely information delivery

Mitigated rework, unnecessary waste and cost

Effectively informed decision making

More accurate audit trails/record

These enablers demand collaborative working and are reliant on the effective management of information across the whole life of
assets to help improve our built environment.
The necessity for good information management is heightened further with the move to digital ways of working. In order to unlock
efficiencies and effective use and reuse of information we need to specify, produce, check, approve and exchange information in a
consistent and structured manner. While the use of technology brings many benefits, it relies on these consistent and structured
approaches. The risks generated by poor procurement and management of information delivered digitally could be considered
greater than its analogue predecessor via, for example, inappropriate access or distribution of information and security breaches.

It is essential that the industry focuses on “information as an asset” as much as the physical asset itself. At both a business and
project level, outcomes are determined by decisions, and decisions are based on information. We therefore need to make sure that
information management is embedded and treated with the same importance as design, project, and asset management.

1.2 The information management function

The information management function encompasses the collective responsibility and authority for the information management
process set out in ISO 19650-2.

Clause 5.1.1 specifically covers the appointing party’s (client’s) project wide assignment of the information management function,
with clause 5.3.1 covering the appointment level equivalent across lead appointed party (tier 1) delivery teams. Every clause
(activity) from ISO 19650-2 will therefore need to be assigned across the project team appropriately with individuals nominated to
fulfil activities and tasks as the project progresses.

The very first step by any party should be to understand the context, purpose and scope of their information management function,
and then assign the various responsibilities and accountabilities for the required activities appropriately.

For an appointing party, it is critical that the information management function is clearly assigned prior to engaging any lead
appointed parties such as the project manager, cost consultant or design consultants.
The clause activities for the information management process are summarized in ISO 19650-2 Figure 3, and it is important to
understand that most of these activities are undertaken at an appointment level.
Figure 2 below (which is based on ISO 19650-2 Figure 3) shows the clause numbers (activities) making up the information
management process, and which of these activities are applicable to each party when performing their information management
function. The background colour indicates the predominant party for the clause as a whole (i.e. clause 5.3 = lead appointed
party). The sub-clause reference colour indicates the party primarily responsibility for the sub-clause activity (i.e. 5.1.1 =
appointing party). We can see that every party has at least one activity to carry out in each of the information procurement,
information planning and information production stages of the process.

ISO 19650 Guidance Part A: The information management function and resources 3
 Figure 2: Information management process responsibilities and activities

Every party within the project team has information management functions they will need to fulfil by assigning the associated
activities to appropriate individuals within their organization. See section 1.4 in this guidance.

Wherever possible it is recommended that individuals within organizations are upskilled for self-delivery and continuous
improvement.
However, a third party can be appointed under an agreed scope of services to carry out all or some of these information
management activities.
Readers familiar with superseded PAS 1192-2:2013 will recall information management responsibilities defined under specific roles
assumed by members of the project team (project information manager, task team manager, task information manager etc.). The
ISO 19650 series moves away from this approach and intends that the information management function is embedded into existing
roles.

Key points to note

The appointing party (client) has overall accountability for assigning responsibility of information management functions to their
lead appointed parties and should be vigilant to these being carried out as required.

Lead appointed parties could be asked to support and input to appointing party resources (for the purposes of information
management) where the client needs assistance but is not willing to formally appoint a third party.

Individuals in existing roles that are assigned information management activities may consider these secondary in importance
to their usual role when particularly busy or under This risk needs to be recognized and managed.

1.3 The information management function in the context of multiple lead appointed
parties
A lead appointed party (tier 1) is any organization that has a direct appointment with the appointing party (client). Therefore, at any
one stage in a project there will often be more than one lead appointed party. Even on small projects the client will appoint separate
consultants and advisers during the design stage, each will therefore be a lead appointed party. Some lead appointed parties (e.g.
client appointed design consultants, main contractor) will appoint other organizations or internal teams, as task teams, to form their
delivery teams. Other lead appointed parties (e.g. client’s project manager, cost consultant) will be the only organizations in their
delivery teams, therefore their information management functions will be proportionally simpler.

Lead appointed party information management functions are at an appointment level and on behalf of their delivery team, so each
lead appointed party must prepare the resources required as part of their tender response, and if successful the resources required
during their appointment, as shown in Table 2.

Table 2: Resources to be prepared by a lead appointed party

Resource name ISO 19650 clause

ISO 19650 Guidance Part A: The information management function and resources 4
 Resource name ISO 19650 clause

(Pre-appointment) BIM execution plan Tender response phase (5.3)

Capability and capacity summary Tender response phase (5.3)

Mobilization plan Tender response phase (5.3)

Risk register Tender response phase (5.3)

BIM execution plan Appointment phase (5.4)

Detailed responsibility matrix Appointment phase (5.4)

Lead appointed party’s exchange information requirements Appointment phase (5.4)

Master information delivery plan Appointment phase (5.4)

Figure 3: Interfaces between parties and teams

The project wide information resources (specifically the project’s information standard and the project’s information production
methods and procedures) along with each exchange information requirements (EIR) received by each lead appointed party, should
drive consistency when preparing their required resources (see Table 2). This should enable collaborative working practices with
commonality across the lead appointed parties and their delivery teams. If lead appointed parties are required to work in very close
collaboration (such as client appointed design consultants), it would be considered good practice for the authors of the required
resources from each organization to communicate during the information planning stage (especially when developing each delivery
team’s BIM execution plan). This will drive out potential inconsistencies when finalizing their own resources. This should be done
via the project’s common data environment.

For example, consider a scenario where there are three lead appointed parties at a particular work stage on a project, as indicated
in Figure 3.

In this example the client has appointed an architect and has also engaged a main contractor to provide engineering design and
build services. The client has appointed a project manager to ensure the delivery teams and project align to the required delivery
outcomes. As lead appointed parties, they are each required to produce the resources as per Table 2 for their tender response and
appointment phases.
An example of the high-level scope and structure for these lead appointed parties along with any considerations in terms of the
resources required is discussed below:
Architect

This organization has in-house expertise for the required scope of services covering architecture, interior design and landscape
architecture. The organization is a lead appointed party with internal task teams, forming a delivery team.

All information resources (see Table 2) will be required for the tender response and appointment stage for this lead appointed party.
Main contractor

ISO 19650 Guidance Part A: The information management function and resources 5
 This organization is a management contractor that will appoint a supply chain to deliver the design and build scope of services
required. The organization is a lead appointed party with external task teams, forming a delivery team.
All information resources (see Table 2) will be required for the tender response and appointment phase for this lead appointed
party.
Client’s project manager
This organization is delivering a project management service on behalf of the client. The project manager will typically manage the
tender process, be responsible for creating and monitoring the strategic programme of works, maintaining progress trackers,
producing stage reports, meeting agendas/minutes etc. In this example, this organization is a lead appointed party with no other
appointed parties, and therefore is in itself the delivery team made up of internal task team(s). All information resources (see Table
2) will be required for the tender response and appointment phase, with the exception of the lead appointed party’s exchange
information requirements (as there is no requirement for any appointed parties).
Note: Even as the client’s project manager, this organization is still producing information deliverables in response to information
requirements. Therefore, it is correct that a BIM execution plan (essentially a method statement for information delivery) is required
as well as a master information delivery plan (essentially a task information delivery plan (TIDP) in this case as the only party in the
delivery team). It is acknowledged that the content of these resources is likely to be less detailed compared with the other lead
appointed parties who have more extensive exchange information requirements

Key points to note

An appointing party with multiple lead appointed parties will need to review multiple BIM execution plans and master
information delivery plans (MIDPs). These may be delivered in different structures and formats.

An appointing party could produce templates as shared resources to drive consistency of structure and format. This could be
disruptive for lead appointed parties who have established company-wide templates already approved in their quality
management systems.

If there are any errors contained in shared resources produced by an appointing party intended for use by other parties within
the project team, this would introduce an element of risk for These shared resources should be tested during mobilization
where appropriate.

When there are lead appointed parties with significantly different scopes of work and information deliverables, appointing party
template(s) may be inappropriate.

1.4 Developing ISO 19650-2 information management activities into a detailed

matrix of tasks
ISO 19650-2 includes an information management assignment matrix in Annex A, as noted in clause 5.1.1. This is a useful
resource for an appointing party to use to help form a scope of services when appointing a lead appointed party or third party to
carry out all or part of the information management function. It provides a summary of the clause activities involved in the
information management process in the form of a RACI (responsible, accountable, consulted, informed) matrix.

Some clause activities from ISO 19650-2 may cover one task, for example preparing exchange information requirements. Other
activities may involve many tasks, for example the activity of generating information could include tasks such as producing models,
drawings, schedules, clash detection procedures, programme simulations and COBie.
Any party may choose to develop a more detailed information management function assignment matrix based on Annex A
(although this is not a requirement of ISO 19650 specifically). This may help identify and assign the specific tasks making up
activities that are relevant to them. This expanded approach can be used by the organization to allocate or identify responsibility,
accountability, consulted, informed (RACI) to individuals within their internal team, and to indicate RACI for other organizations
engaged in the project team.

Any activities associated with clause 5.6.2 ‘Generate information’ should be dealt with through the responsibility matrices and
information delivery plans. Refer to ISO 19650 guidance F Information delivery planning.

An example of how a lead appointed party such as a main contractor might approach a more detailed information management
function assignment matrix is shown in Figure 4. This example shows how a list of tasks might be developed under the activity
clause 5.4 from ISO 19650-2.

An example of how an appointed party such as a building services sub-contractor might approach a more detailed information
management function assignment matrix is shown in Figure 5. This example shows how a list of tasks might be developed under
ISO 19650-2 activity clauses 5.3, 5.4, 5.6 and 5.7 2. Clause 5.6.2 (generate information) is not included as assigning tasks
associated with this clause should be via the responsibility matrices and the TIDPs and MIDP.

ISO 19650 Guidance Part A: The information management function and resources 6
ISO 19650 Guidance Part A: The information management function and resources 7
 Figure 4: Example approach for a main contractor - expanded information management function assignment matrix

ISO 19650 Guidance Part A: The information management function and resources 8
 Figure 5: Example approach for a building services sub-contractor - expanded information management function
assignment matrix
Some tasks may be required that are not explicitly covered by the clause activities within the ISO 19650-2 information management
process. For example, the review of tender responses is not specifically covered but this is a necessary activity to move from the
tender response stage to the appointment stage.

Key points to note

Time and effort may be required to schedule out tasks and agree responsibility and However, this should pay-off by helping
individuals to clearly understand their required input into to their organization’s information management function.

Assigning activities and tasks across the delivery team should reduce dependence on the BIM/digital specialist and help to
embed and upskill information management capabilities to existing job roles appropriately.

1.5 What are the competencies that need considering?

It is important to ensure that individuals have the necessary skills and behaviours to fulfil the activities and tasks they have been
allocated as part of the information management function. Competencies of individuals across a task team should be considered to
ensure the most appropriate individual(s) is selected when allocating specific activities and tasks.
The following competencies may be required to support the activities and tasks as part of the information management function:

Technical

ISO 19650 Guidance Part A: The information management function and resources 9
 Project delivery experience of projects of a similar scale and complexity including understanding of typical roles and
responsibilities and understanding of contracts

Understanding and application of appropriate national and international standards related to information management and BIM

Software skills (appropriate to the information management activities and tasks).

Non-technical

Resilience (to engage with and encourage behavioural change)

Planning and organization

Research and investigating

Analysis and problem solving

Initiative/independence

Results driven/quality orientation.

It is vital that individuals possess good communication skills and understand the importance of teamwork to improve collaborative
working.

1.6 Delegating the information management function

1.6.1 Delegation of authority in ISO 19650-2 clauses 5.1.1 and 5.3.1
Under clause 5.1.1 the appointing party can delegate the responsibility for all or part of the information management function to the
prospective lead appointed party or a third party. Similarly, clause 5.3.1 allows a prospective lead appointed party to delegate their
responsibility to a prospective appointed party or third party. Responsibility can be delegated, but accountability remains with the
party identified in each clause from ISO 19650-2 (refer to guidance Figure 2).
An accountable organization is the organization who is ultimately answerable for the activity. This includes “yes” or “no” authority
and veto power. Only one accountable organization can be assigned to an activity.
The responsible organization is the organization who completes the activity or task. The responsible organization is responsible
for action/ implementation of activities and tasks that have been delegated to them.
The authority will typically be delegated where the appointing party or lead appointed party do not have sufficient capability or
capacity to carry out specific tasks.

1.6.2 Probity arrangements

Probity is “the quality of having strong moral principles; honesty and decency” [1].
Probity arrangements are specifically noted under ISO 19650-2 clause 5.3.1 (lead appointed party information management
function) but not under clause 5.1.1 (appointing party). However, probity arrangements may be applicable to either the appointing
party or lead appointed party.
In practical terms, probity arrangements mean ensuring that any potential conflicts of interest are identified and managed.
For example, on project X the review and acceptance of the information model is carried out on behalf of the appointing party by a
lead appointed party who is the architect on the project. This means that the architect is responsible for both producing information
and for reporting to the appointing party on compliance with the prescribed information requirements. To avoid any potential
conflict, it may be necessary to identify different individuals within the architect’s organization to carry out the required functions.
Individuals within the same organization would always therefore need to maintain honesty and decency to avoid any potential
conflicts of interest.
Where the appointing party or lead appointed party requires a third party to carry out all or part of the information management
function on their behalf they might require the prospective third party to demonstrate how they will deal with any possible conflicts
of interest as part of their tender response. This could be, for example, by confirming membership of a professional body that
includes the need to maintain honesty and decency. Or the third party may be asked to provide a statement, organization structure
or plan on how conflicts will be managed within their organization.

[1] Oxford English Dictionary

ISO 19650 Guidance Part A: The information management function and resources 10
 1.7 Engaging a third party to undertake the information management function
1.7.1 Principles
Where an organization requires assistance with all or part of their information management function, they may choose to engage a
third party to assist. In this situation, the third party will be responsible for completing agreed tasks on behalf of the appointing
organization. However, as noted earlier the organization appointing the third party still retains the accountability to satisfy the
information management functions identified by ISO 19650.
Where a third party is engaged, they are effectively a lead appointed party under the ISO 19650 series. However, they would not be
expected to submit a tender response containing the same information resources that other lead appointed parties would provide
(i.e. they would not need to provide the resources identified in Table 2). This is because they are carrying out activities on behalf of
the appointing party and are not an information provider in the same context as a delivery team lead appointed party.

1.7.2 Information to be provided to the third party

In order to appoint a third party, it is important to provide sufficient information about the project at the invitation to tender stage to
enable a comprehensive proposal to be returned by the prospective third party. This should include general project information
along with an anticipated project duration and the procurement methodology (if known).
In terms of delivery of the information management activities, it is also important to share details of any other parties involved in the
project and their capabilities (if known), any existing processes and any specific technology being used or intending to be used.
This is so that the third party fulfilling the information management activities and tasks can consider the delivery strategy as part of
their own appointment.
Where a third party is being appointed by a lead appointed party, the lead appointed party will need to include all relevant
information management resources including the appointing party’s exchange information requirements, the project’s information
standard and so on.
It is important to identify what activities and tasks will be performed by all parties across a project when establishing a proposed
scope of services for a third party. This will help ensure that there are no gaps in the information management function across the
project team (refer to examples of the detailed RACI matrices provided earlier).

1.7.3 A proposed structure for an invitation to tender when appointing a third party
Clause 5.1.1 of ISO 19650-2 requires the appointing party to establish a scope of services where they wish to appoint a lead
appointed party or third party to undertake all or part of the information management function. Likewise, clause 5.3.1 requires a
prospective lead appointed party to establish a scope of services where they wish to appoint a prospective appointed party or third
party to undertake all or part of the information management function.
The following structure could be used to form the basis for an invitation to tender to appoint a third party to carry out all or part the
information management function for either an appointing party or prospective lead appointed party:

A. Record of issue / document control

B. Introduction
C. Project details (to communicate sufficient understanding of the project for the third party to be able to submit a tender
response)
a. Key project information (including project name, project description, project value and procurement route (if known))
b. Programme (if known)
c. Team (if known)
d. Relevant technology solutions (if known)
D. Supporting information

E. Tasks *
F. Terms and conditions
G. Authority
H. Required competency
I. Probity requirements (if applicable)
J. Tender response requirements

ISO 19650 Guidance Part A: The information management function and resources 11
 a. Fee proposal (against tasks)
b. Fee drawdown (against programme)
c. Charge out rates (i.e. day rate(s)) and costs (including travel/expenses))
d. Capability and competency
i. Demonstration of capability (i.e. case studies including references)
ii. Demonstration of competency (i.e. CVs)
e. Proposed delivery methodology

f. Assumptions
g. Exclusions
h. Probity arrangements (if applicable)
i. Observations on supporting information provided (if applicable)
j. Other supporting information relevant to the commission
K. Tender return procedures (including return date, person(s) to return tender to)

L. Tender evaluation criteria

M. Appointment (proposed date for confirmation of successful/unsuccessful tenderer and feedback to unsuccessful tendering
organizations).

* Including required tasks and allowing the third party to add any additional services or costs (such as technology costs) that may
be required to manage the information activities and tasks effectively.

1.8 Information management assignment matrix

The UK BIM Framework has developed an information management assignment matrix tool based on the RACI matrix in ISO
19650-2 Annex A. It provides an expanded list of tasks against each clause activity that should be assigned across the project
team to fulfil the information management function. It also includes a task for producing the project’s information protocol and the
key tasks from ISO 19650-5 that need considering for the appointing party’s information management function.
In the first instance the tool should be used by the appointing party to assign out the information management function across the
project team (columns have been provided to allow for any third-party information management appointments if required).
Accountability ‘A’ is fixed as per the ‘shall’ clauses in ISO 19650-2 and shouldn’t be changed, however responsibility ‘R’, consulted
‘C’ and informed ‘I’ can be adapted as required.
In the second instance the tool could be useful for those applying ISO 19650-2 on projects to help assign their information
management function to individuals specifically within their team. It is envisaged there will be a need to adapt it as required to
include any subtasks specific to an organization (while removing other parties’ tasks), and a desire expand to capture individuals’
names or project roles.
The intention of providing this tool is to encourage a standardized starting point for project specific and organizational adaptation.
Examples of how this might be adapted for a specific organization are shown in Figures 4 and 5 in this guidance.
Note: There should be consideration to how any information management assignment matrices could be joined up between parties,
and how these are updated throughout the delivery phase of a project.
To be as useful as possible, the tool is provided in multiple formats:

Information management assignment matrix - Word

https://s3-us-west-2.amazonaws.com/secure.notion-static.com/555c5ab4-a35a-4989-b1c6-be78c3bf2620/logo_Information-
management-assignment-matrix-Word.docx

Note: For those viewing the PDF downloaded version: please visit the UK BIM Framework Guidance page to download this format.

Information management assignment matrix - Excel

ISO 19650 Guidance Part A: The information management function and resources 12
 https://s3-us-west-2.amazonaws.com/secure.notion-static.com/b7f3bd51-fcbc-475b-bb13-4d067dec6f32/logo_Information-m
anagement-assignment-matrix-Excel.xlsx

Note: For those viewing the PDF downloaded version: please visit the UK BIM Framework Guidance page to download this format.

Information management assignment matrix - Airtable

https://airtable.com/shrQ41SyEcul5OHjf/tblXqh2RVNf3nZyTg/viwKM7BCinleV8OUY?blocks=show

Note: A CSV version can be downloaded from the Airtable version and the Airtable version can be duplicated for those wishing to
reuse in Airtable.

1.9 Conclusion
Information management is a critical component of successful project delivery and asset operation. The information we produce
during the lifecycle of an asset informs decision making throughout; we therefore need to treat information with the same
importance as the physical asset(s) it represents.

In terms of the ISO 19650 series, the information management function should be the very first consideration for ANY organization
engaged in either project delivery or asset operation. Assigning responsibility and authority for the activities making up the
information management process will help individuals to ensure the best possible information outcomes.

Individuals fulfilling information management function activities should have the required competencies. Where there are identified
shortfalls of competencies and experience, these should be addressed by upskilling individuals, or by appointing a third-party
specialist. Discharging the responsibility for information management function activities to a prospective lead appointed/appointed
party is permitted but probity arrangements should be carefully considered.

2.0 About ISO 19650 resources

2.1 ISO 19650 resources
The ISO 19650 series references resources and content that should be created for successful information management (using
building information modelling).
This guidance refers to these as resources and not documents because:

They do not need to exist as documents – their content could be referenced via a system

They do not need to stand alone – their content might be combined with other content

The emphasis is on the existence of content, not how the content is transported.

The ISO 19650 series also refers to “shared resources”. Shared resources can take many forms, such as document templates, 3D
object libraries or custom line styles and ISO 19650-2 clause 5.1.6 provides examples. Shared resources are one type of resource
that are produced during the information management process.

In terms of the resources referenced in ISO 19650 parts 2 and 3, it is possible for resource content to be combined with other
design and construction project content. However, care should be taken to ensure that resources:

Are not incorrectly promoted as appointment (and therefore contractual) resources and equally are not demoted from being
appointment resources

Are authored at the right level (project or appointment). An appointment level resource should not contain project wide content
that is not relevant to the appointment.

Consideration should also be given to how resource content cascades through the delivery team. Combining content could
potentially either aid or complicate this.
ISO 19650-5, clause 7.1.3 states that security information requirements should be contained in the security management plan. It is
considered that these security information requirements should not be a separate resource, rather that policies and processes for
the creation of sensitive information should be set out in the information standard and the information production methods and

ISO 19650 Guidance Part A: The information management function and resources 13
 procedures. The sensitive information to be delivered should be incorporated into exchange information requirements relevant to
each appointment.
Note 1: Table 2 and figure 6 list and illustrate all the compulsory resources from ISO 19650 Parts 2 and 3. There could also be
further resources depending on the approach taken to the information management function and provision of the common data
environment, but these are not identified here.

Table 3: ISO 19650-2 resources

ISO ISO ISO

Guidance Resource Resource -
Resource/content Created by 19650-2 19650-3 19650-5
- Level
part Status clause ref. clause ref. clause ref.
For
Security strategy Appointing party Organization 6
information
For
Security management plan Appointing party Organization 7
information
For
Information requirements Part D Appointing party Organization 5.1.2
information
For
Information requirements Part D Appointing party Asset 5.1.4
information
For
Information requirements Part D Appointing party Project 5.1.2
information
Information delivery
For
milestones/schedule of planned Part D Appointing party Project/asset 5.1.3 5.1.5
information
trigger events

Information standard Part E Appointing party Project/asset Appointment 5.1.4 5.1.6

Information production methods and

Appointing party Project/asset Appointment 5.1.5 5.1.7
procedures

Reference information Appointing party Project/asset Appointment 5.1.6 5.1.8

Shared resources Appointing party Project/asset Appointment 5.1.6 5.1.8

Information protocol Part E Appointing party Project/asset Appointment 5.1.8 5.1.13

Exchange information requirements Part D Appointing party Appointment Appointment 5.2.1 5.2.2

For
Tender response requirements Appointing party Appointment 5.2.3 5.2.4
information
For
Tender evaluation criteria Appointing party Appointment 5.2.3 5.2.4
information
(Pre-appointment) BIM execution For
Part E Lead appointed party Appointment 5.3.2 5.3.2
plan information

For
High level responsibility matrix Part F Lead appointed party Appointment 5.3.2
information

Proposed information delivery For

Lead appointed party Appointment 5.3.2
strategy information

For
Proposed federation strategy Part F Lead appointed party Appointment 5.3.2
information

Proposed schedule of software, For

Lead appointed party Appointment 5.3.2
hardware and IT infrastructure information

Assessment of task team capability For

Appointed party Task team 5.3.3 5.3.3
and capacity information

Summary of the delivery team’s For

Lead appointed party Appointment 5.3.4 5.3.4
capability and capacity information
For
Proposed mobilization plan Part E Lead appointed party Appointment 5.3.5 5.3.5
information
For
Risk register Lead appointed party Appointment 5.3.6 5.3.6
information

ISO 19650 Guidance Part A: The information management function and resources 14
 ISO ISO ISO
Guidance Resource Resource -
Resource/content Created by 19650-2 19650-3 19650-5
- Level
part Status clause ref. clause ref. clause ref.

Delivery team’s BIM execution plan Part F Lead appointed party Appointment Appointment 5.4.1 5.4.1

For
Detailed responsibility matrix Part F Lead appointed party Appointment 5.4.2 5.4.2
information

Information delivery strategy Lead appointed party Appointment Appointment 5.4.1

Schedule of software, hardware and

Lead appointed party Appointment Appointment 5.4.1
IT infrastructure
Appointed
Lead appointed party’s exchange
Part D Lead appointed party party Appointment 5.4.3 5.4.3
information requirements
appointment

Task information delivery plan Part F Appointed party Task team Appointment 5.4.4 5.4.4

Master information delivery plan Part F Lead appointed party Appointment Appointment 5.4.5 5.4.5

For
Lessons learned Appointing party Appointment 5.8.2 5.8.2
information

Figure 6: ISO 19650-2 resources map

3.0 Summary
ISO 19650 guidance A has provided further insight into the information management function and information management
resources.
It should be referred to by practitioners and those implementing the ISO 19650 series across a project, within an appointment or
within an organization.

ISO 19650 Guidance Part A: The information management function and resources 15
 Please note that the ISO 19650 series is still new, albeit based on former UK standards. As experience of implementing the ISO
19650 series is gained over the coming months and years, this guidance will be updated to reflect both this experience and any
comments/feedback received from users.
Please do let us have your feedback by emailing us at [email protected].

Please also remember that standards within the ISO 19650 series are available at www.bsigroup.com.
Visit www.ukbimframework.org to see how the ISO 19650 standards plus other standards within the UK BIM Framework map to the
design, build, operate and integrate process.

Nothing in this guidance constitutes legal advice or gives rise to a solicitor/client relationship.
Specialist legal advice should be taken in relation to specific circumstances.
The contents of this guidance are for general information purposes only.
Permission to reproduce extracts from the ISO 19650 series is granted by BSI Standards Limited (BSI) and the copyright in Figure
3 used in this report belongs to BSI. No other use of this material is permitted.
British Standards can be obtained in PDF or hard copy formats from the BSI online shop: http://www.bsigroup.com/Shop or by
contacting BSI Customer Services for hard copies only: Tel: +44 (0)20 8996 9001, Email: [email protected]
Any data or analysis from this guidance must be reported accurately and not used in a misleading context.
If using any information from this report, then its source and date of publication must be acknowledged.
© COPYRIGHT 2021 the Editors, Authors and Contributors named in the Acknowledgements.

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ISO 19650 Guidance Part A: The information management function and resources 16