Background:

In 2023, I worked as the Discipline BIM Coordinator for three different disciplines namely, Immersed Tunnels, Cut & Cover Tunnels, and Construction Logistics on the Østlig Ringvej (Eastern Ring Road) Concept Design Project, based in Copenhagen. I managed these responsibilities from COWI’s Engineering Centre in Chennai, India, coordinating with cross-border teams and joint venture partners.

2.1 Identify tasks and organize resources to complete them effectively

I maintained weekly planning logs to break down tasks across multiple BIM contributors. Each activity—such as model creation and update, parameter checks, IFC exports, and backfilling file setups— was assigned based on team members’ strengths and project deadlines. This planning ensured accountability and visibility for everyone involved.

As shown in the weekly task table in Exhibit 2.1, I allocated tasks like TSA3 ramp parameter updates to Nikhil Khar, Bluebeam coordination and model review tasks to Anil Kumar, and solid extractions to Dinesh Kappana. I have assigned these tasks based on domain expertise, their experience level, ensuring work was done efficiently with minimal rework.

I also promoted the use of automation where appropriate. I supervised and tested the custom scripts developed via Rhino.Inside.Revit by MYML improved data population, annotation, and model health checks. I provided guidance on script implementation and trained team members in their usage.

To standardize our outputs, I led the publication of native files, IFC exports, and federated Navisworks models. I planned for file handovers and ensured naming conventions and folder structures were adhered to.

2.2 Work reliably and accept responsibility for their work or the work of others

As the Initiator of the Autodesk Construction Cloud (ACC) BIM Review workflow, I was responsible for preparing and submitting models for every formal project stage. According to the Eastern Ring Road's Project BIM Execution Plan, this involved detaching central Revit files, purging unnecessary views, sheets, and temporary elements, and exporting consistent models for IFC and DWG formats.

In Revit, hidden worksets can introduce model elements not intended for client submission—for instance, links to temporary DWGs, placeholder geometry for Dynamo or Grasshopper workflows, or cut-solids used for visual adjustments. I carefully reviewed and deleted these worksets, ensuring they did not affect permanent model geometry.

A key quality check I enforced was comparing the element count in the shared 3D view of the central model versus the final detached model to confirm no extra or missing geometry. This process was repeated for every submission phase, with records maintained.

An example of this is reflected in my email to Nikhil, where I identified discrepancies between detached models and documented how to correct them. I included a Phase 5A element comparison file and outlined how to verify changes using version histories. Beyond doing this myself, I took responsibility to guide colleagues performing similar tasks. If quality lapses occurred, I provided feedback via clear, constructive emails and encouraged adherence to best practices.

My approach ensured the integrity of every submitted model and helped raise the standard for model handover procedures across our team.

2.3 Complete tasks with due consideration for quality

I maintained a strong focus on quality, embedded into each model and drawing submission. For 2D outputs, I followed the COWI Drawing Preparation Checklist, which includes over 15 specific quality checks such as drawing hierarchy, scale usage, annotations, title block placement, and clarity. Each item was reviewed and marked "YES" before transmission to the client.

For 3D models, quality assurance extended to federated model reviews, clash coordination in Navisworks, parameter compliance checks, and structured Bluebeam markup sessions. I ensured that object visibility, model data, and naming were consistent with client standards and the BIM Execution Plan.

Weekly coordination meetings and follow-up tasks ensured that feedback was implemented and model updates were validated before resubmission. I have contributed to the Lessons Learned and Best Practices documents based on these experience, which helped the team to work efficiently.

For Potomac River Tunnel, I was audited by Det Norske Veritas an independent auditing firm that certifies organizations on Organizational excellence. I represented COWI and successfully exhibited understanding of all processes and statutory knowledge which was applauded by both the external auditor and internal observing team from People & Operations

Conclusion: