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DEGREE PROJECT
REAL ESTATE AND CONSTRUCTION MANAGEMENT ARCHITECTURAL DESIGN AND CONSTRUCTION PROJECT MANAGEMENT MASTER OF SCIENCE, 30 CREDITS, SECOND LEVEL STOCKHOLM, SWEDEN 2020
Challenges and benefits of BIM implementation at
public clients: A systematic review
Saman Penahi & Zafir Jaralla
TECHNOLOGY
DEPARTMENT OF REAL ESTATE AND CONSTRUCTION MANAGEMENT
ROYAL INSTITUTE OF TECHNOLOGY
DEPARTMENT OF REAL ESTATE AND CONSTRUCTION MANAGEMENT
2
Master of Science thesis
Title Challenges and benefits of BIM
implementation at public clients: A
systematic review
Author(s): Saman Penahi & Zafir Jaralla Saman Penahi & Zafir Jaralla
Department
Master Thesis number
Real Estate and Construction Management
Supervisor: Tina Karrbom Gustavsson
Keywords Challenges, benefits, BIM, implementation,
public client
Abstract
The AEC sector is perceived as an interdisciplinary, fragmented, and project-based industry
with temporary project organizations. These characteristics establish requirements for efficient
communication and collaboration. In the last decade, BIM emerged as a promising IT-tool that
may provide enhancements within the AEC sector. BIM possesses the capability to provide
various benefits and possibilities, such as improving communication and collaboration. Despite
all these promises, the take-up and implementation of BIM have been relatively slow in the
AEC sector when compared with the manufacturing sector.
When it comes to implementation, public clients are proposed as change agents in the AEC
sector, due to their ability to incorporate demands on the AEC industry actors’ work practices
within the procurement stage. Nonetheless, the implementation of BIM is deemed a challenging
task. This is mainly due to the limited understanding of the challenges and benefits that
accompany the process of implementation as it is pursued. Previous research indicates a
constant need to update the challenges and benefits related to BIM implementations.
Furthermore, studies also highlighted the need for exploring more case studies.
Hence, this paper identifies, compiles, and reflects upon the challenges and benefits within the
public clients’ BIM implementation process. A systematic literature review is conducted where
8 case study articles have been selected out of 600 initially identified. A total of 113 challenges
and benefits were extracted to subsequently be categorized and reflected upon, according to the
PMBOK’s (Project Management Body of Knowledge) 10 knowledge areas.
TRITA-ABE-MBT-20538
3
Acknowledgment
This thesis is the final step within the Real Estate and Construction Management masters
program. The study has been conducted during the spring semester of 2020 at KTH, Royal
Institute of Technology.
Firstly, we would like to thank our master thesis supervisor Professor Tina Karrbom
Gustavsson for her continuous support. She was always open to help us with wise support and
input whenever we needed it. She consistently steered us in the right direction whenever we
were in doubt.
We would also like to thank our families, friends, and significant others for love, patience,
and endless support throughout the writing of this master thesis. We couldn't have done it
without you.
Stockholm, May 2020
Saman Penahi & Zafir Jaralla
4
Examensarbete
Titel Utmaningar och fördelar med
implementeringen av BIM hos offentliga
beställare: En litteraturstudie
Författare Saman Penahi & Zafir Jaralla
Institution Fastigheter och byggande
Examensarbete Master nivå
Handledare Tina Karrbom Gustavsson
Nyckelord utmaningar, fördelar, BIM, implementering,
offentliga beställare
Sammanfattning
Byggbranschen upplevs vara en väldigt tvärvetenskaplig, splittrad och projektbaserad industri
med innefattande temporära projekt i form av organisationer. Dessa egenskaper ställer effektiva
krav på kommunikation och samarbete. Under det senaste årtiondet har BIM framkommit som
ett lovande IT-verktyg som kan bidra till många lösningar och möjligheter inom
byggbranschen. Exempel på dessa förbättringar är kopplade till just kommunikation och
samarbete. Trots dessa lovord har den faktiska implementeringen av BIM i byggbranschen varit
relativt långsam.
Offentliga beställare lyfts ofta fram som potentiella förnyare, detta på grund av deras förmåga
att införa nya krav på arbetsmetoder kopplade till offentliga upphandlingar. Likafullt anses
fortfarande implementeringen av BIM vara en utmanande uppgift. Detta är främst på grund av
den begränsade kunskapen om de utmaningar samt fördelar som finns med i själva
implementeringsprocessen. Dessutom indikerar tidigare forskning att utmaningar samt fördelar
bör uppdateras löpande så att industrin kan ta del av dessa. Utöver det finns ett behov av
ytterligare forskning kring fallstudier.
Målet med detta examensarbetet är därför att identifiera, samla och reflektera på fördelar samt
utmaningar som är kopplade till den offentliga beställares implementeringsprocess. En
litteraturstudie genomfördes och ledde till 600 vetenskapliga artiklar som till slut blev till 8
valda fallstudier. Totalt kunde 113 fördelar och utmaningar utvinnas och därefter kategoriseras
i enlighet med de 10 kunskapsområdena inom PMBOK och slutligen reflekteras över.
TRITA-ABE-MBT-20538
5
Table of content
Abstract 2
Acknowledgment 3
Sammanfattning 4
1. INTRODUCTION 8
1.1 The construction industry and BIM 8
1.2 The implementation process & public clients as “the change agents” 8
1.3 A glimpse of previous studies 9
1.4 Problem Formulation 9
1.5 Delimitations 10
2.THEORETICAL FRAMEWORK 11
2.1 BIM as a definition 11
2.2 Knowledge areas as a practical framework 11
2.3 Different perspectives of project management 12 2.3.1 Perspectives, projects, & organizations 12
3. METHOD 14
3.1 Introduction 14
3.2 Systematic literature review 14
3.3 Research design 14 3.3.1 Systematic review in management sciences 14 3.3.2 Source of data 15 3.3.3 Preliminary screening 16 3.3.4 Qualitative screening 17
3.4 Categories and changes in definition 17
4. FINDINGS 19
4.1 Case studies 19
4.2 Challenges and benefits 20 4.2.1 Implementation challenge 21 4.2.2 Implementation benefits 22
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5. CHALLENGES, BENEFITS, AND DISCUSSIONS 24
5.1 Integration 24 5.1.1 Integration challenges 24 5.1.2 Integration benefits 24 5.1.3 Discussion on integration 25
5.2 Scope 25 5.2.1 Scope challenges 25 5.2.2 Discussion on scope 26
5.3 Schedule 26 5.3.1 Schedule challenges 26 5.3.2 Schedule benefits 26 5.3.3 Discussion on schedule 27
5.4 Cost 27 5.7.1 Cost challenges 27 5.7.1 Cost benefits 27 5.7.1 Discussion on cost 27
5.5 Quality 28 5.5.1 Quality challenges 28 5.5.2 Quality benefits 28 5.5.3 Discussion on quality 29
5.6 Resource 29 5.6.1 Resource challenges 29 5.6.2 Resource benefits 29 5.6.3 Discussion on resource 30
5.7 Communication 30 5.7.1 Communication challenges 30 5.7.2 Communication benefits 30 5.7.3 Discussion on communication 30
5.8 Risk 31 5.8.1 Risk challenges 31 5.8.2 Risk Benefits 31 5.8.3 Discussion on risk 31
5.9 Procurement 32 5.9.1 Procurement challenges 32 5.9.2 Procurement benefits 32 5.9.3 Discussion on procurement 32
5.10 Stakeholders 32 5.10.1 Stakeholders challenges 32 5.10.2 Stakeholders benefits 33 5.10.3 Discussion on stakeholders 33
6. CONCLUSION 34
6.1 Concluding remarks 34
6.2 Further research 35
6.3 Reflections on sustainability 35
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List of abbreviations
AEC Architecture, Engineering and Construction
BIM Building Information Model
3D Length, width and depth
4D Scheduling and time analysis
5D Cost and budget analysis
6D Facilities management
PMI Project Management Institute
RFI Request for Information
PMBOK Project Management Body of Knowledge
IS Information Systems
KTH Kungliga Tekniska Högskolan
MEP Mechanical, Electrical and Plumbing
WBS Work Breakdown Structure
ROI Return of Investment
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1. Introduction
1.1 The construction industry and BIM
The construction industry, sometimes referred to as the architecture, engineering and
construction (AEC) sector, is described “as a highly fragmented and project-based industry that
operates in an uncertain and fast-changing environment” (Lindblad and Vass, 2015, p. 179).
Furthermore, Gustavsson et al. (2012, p. 521) characterized the industry as “highly
interdisciplinary, fragmented and temporary project organizations, process discontinuities and
unique projects”. Characteristics such as these create a high dependency on good
communication and collaboration, as they are deemed highly influential to a project's success
(Winch, 2010).
In the previous decades, the AEC sector has paid close attention and invested considerable
resources in IT-tools. Building Information Model (BIM) related tools were one of the IT tools
where notable investments were made to aid the work of construction management
organizations (Hartmann et al, 2012). BIM may be comprehended as a digital representation of
the building process that facilitates interoperability and transfer of information in digital format
(Eastman et al, 2011). As a result, it is expected to enhance the collaboration and
communication between the actors in a construction project through high interoperability of
data (Hardin and McCool, 2015).
BIM provides the AEC sector with a vast number of possibilities accompanied by challenges
and obstacles. With the growth of BIM and the automation of construction activities,
professionals in this sector need to adapt by being able to provide solutions that are more
complex. Thus, as an element of the BIM unified project delivery strategy, solutions should be
able to integrate 3D, 4D (scheduling and time analysis), 5D (cost and budget analysis) and 6D
(facilities management).
When it comes to implementing BIM, Azhar’s (2011) study indicated that an investment in
BIM can have high ROI’s (return of investment) in the short term. His study indicated that the
profits will be achieved directly from the savings that BIM provides during the project.
Although the technology has been around for some time, the take-up and implementation have
been relatively slow in the AEC sector. In contrast to the manufacturing sector has managed to
implement it to a higher degree. Questions arise as to why the AEC has not been equally
successful (Smith 2014).
1.2 The implementation process & public clients as “the change
agents”
Large public clients have developed particular interest towards BIM (Lindblad and Vass, 2015).
Public clients are proposed as change agents in the AEC sector, due to their ability to
incorporate demands on the AEC industry actors’ work practices within the procurement stage.
9
Internationally, public clients aim to drive change within the AEC sector through the
implementation of BIM. Nonetheless, the implementation of BIM is deemed a challenging task.
This is mainly due to the limited understanding of the challenges that accompany the process
of implementation as it is pursued. Around the world, multiple case studies on public clients
have been conducted with an aim to better understand the challenges associated with the
implementation process from an organizational perspective (Vass and Gustavsson, 2017).
1.3 A glimpse of previous studies
The roles of a public client can differ from one country to another, hence, so could the
implementation process and its challenges and benefits. Lindblad and Vass (2015) conducted a
case study on a large Swedish public client. The paper’s purpose is to explore the process of
initiating BIM implementation within the organization and the changes that occur accordingly.
In their study, they have highlighted a need for further research on similar studies in various
countries to identify how the implementation challenges differ within organizations. In
addition, a review paper conducted by Criminale and Langar (2017) that aimed to gather
information about barriers related to the implementation of BIM at the project and
organizational level. Criminale and Langar (2017, p. 334) highlighted “the need for a constant
update of the challenges associated with BIM implementation at the project and organizational
level is deemed essential”.
Chan et al. (2019) conducted a study aiming to assess and identify the perceived barriers and
benefits of BIM implementation in the Hongkong construction sector. The study was conducted
through an empirical questionnaire survey, supported by an analysis of the respondents’
perceptions. The findings highlighted, in regards to BIM adoption, major barriers that were
related to the resistance to change by different stakeholders, organizational issues, and the lack
of BIM standards in Hong Kong. On the other hand, key benefits included efficient construction
planning and management, and improved cost estimation, control, design, and project quality.
The paper recommended exploring case studies to supplement the content and findings of their
research. Furthermore, Jin et al. (2017) conducted research in the Chinese construction industry
that was similar to Chan et al. (2019) in terms of the aim and method. The findings of the
research also identified perceived benefits and barriers regarding BIM implementation
accompanied by how BIM value is obtained. For further research, both Jin et al. (2017) & Chan
et al. (2019) have recommended exploring and analyzing case studies to supplement the content
and findings of their research.
1.4 Problem Formulation
To sum up, previous research indicates a constant need to update the challenges and benefits
related to BIM implementations. In addition, studies also highlighted the need for exploring
more case studies. The importance of the public clients’ role as a change agent in the industry
is perceived to be essential in speeding up the implementation process within the AEC sectors.
Furthermore, there are thousands of papers on BIM, and many propose the public client as the
10
main "change agent" but very few actually present findings from real-life cases of BIM
implementation by public clients.
The authors of this paper contend that a systematic review report focusing on the public clients
and the impacts related to their implementation of BIM may increase the understanding of the
challenges and benefits associated with the process. Hence this thesis was conducted with an
aim to identify, compile, and reflect upon the challenges and benefits of the implementation
process from an organizational perspective.
1.5 Delimitations
The role of a public client and who the public client is may differ internationally. Therefore, in
this thesis, the public client in the AEC sector is identified as an organization that is directly
funded by the government to work on public projects. This study limits itself to the
implementation of BIM by public clients. In addition, only case studies were considered.
Further limitations to how these case studies were selected and assessed is explained in detail
in chapter 3.
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2.Theoretical framework
2.1 BIM as a definition
In his book, Eastman (2011) points out that the origins of BIM trace back decades ago to computer
aided design studies, yet it still lacks a clear, widely accepted definition. Multiple definitions have
been developed by various actors regarding BIM. Notable descriptions of BIM are presented
below:
“Building Information Modelling (BIM) is one of the most promising developments in the
architecture, engineering and construction (AEC) industries.”
- Eastman et al. (2011, pp. 1)
“A model that characterizes the geometry, spatial relationships, geographic information,
quantities, and properties of building elements, cost estimates, material inventories, and project
schedule”.
- Azhar (2011, pp. 241)
“BIM is essentially value creating collaboration through the entire life-cycle of an asset,
underpinned by the creation, collation and exchange of shared three-dimensional models and
intelligent, structured data attached to them”. - Neath (2014, pp. 81)
2.2 Knowledge areas as a practical framework
8 case studies have been considered for this master thesis and provided a wide variety of challenges
and benefits, all related to the implementation of BIM by a public client. Therefore, utilizing a
reliable and practical framework can be useful to provide a comprehensive and structured
presentation of the data. The Project Management Institute’s (PMI) Project Management Body of
Knowledge (PMI, 2017) provides 10 knowledge areas. An article, Bryde et al (2013), that aimed
to measure success with the use of BIM within different building projects, utilized these
measurements of success and explained that “These Knowledge Areas were chosen as they provide
a comprehensive high-level framework encompassing all the dimensions of success” (Bryde et al.
2013 pp. 973). PMI (2017) itself explains the knowledge areas as a set of processes that are linked
with a specific topic within project management. The 10 knowledge areas will be presented below
as defined by PMI (2017):
Integration Management. Includes the processes and activities that identify, define, combine
and coordinate processes.
Scope Management. Includes processes that are needed to make sure that the project includes
all the work required, and only the work required in order to complete the project successfully.
Schedule Management. Includes all the processes required to complete the project in time.
Cost Management. Includes the processes linked to planning, estimating, budgeting, financing,
funding, managing and controlling costs to ensure that the project stays within budget.
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Quality Management. Includes the processes in relation to incorporating the organization’s
quality policy regarding planning, managing, and controlling the quality requirements of
product and project, to ensure that the stakeholders’ expectations are met
Resource Management. Includes the processes to identify, acquire, and manage the resources
that are necessary to complete the project.
Communication Management. Includes the processes needed to make sure that timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring, and ultimate disposition of project information.
Risk Management. Includes the processes of conducting risk management planning,
identifying, analyzing, response planning, response implementation and monitoring of risk on
a project.
Procurement Management. Includes the process necessary to purchase or acquire products,
services, or results needed from outside the project team.
Stakeholder Management. Includes the processes required to identify the people, groups or
organizations that could affect or be affected by the project, to analyze expectations of the
stakeholder and their impact on the project, and lastly, to develop effective management
strategies for stakeholder engagement in important project decisions and executions.
2.3 Different perspectives of project management
This study has viewed the literature related to the implementation of BIM on an organizational
level. However, benefits and challenges have been extracted from data for BIM that have been
implemented on a project level. Therefore, the relationship between a project and the organization
should be better understood. Furthermore, once the findings of this thesis are presented, they are
going to be discussed and reflected upon. How this can be accomplished may vary depending on
how the extracted data is viewed. Hence, selecting a suitable perspective that will act as a guiding
lens to aid the discussion and analysis of the extracted data in this study. Last but not least, the
selection should suit the context of the study.
2.3.1 Perspectives, projects, & organizations
“Perspective” was interpreted by Andersen (2016) as a perception of, or a certain approach to,
reality. This implies that he acknowledges that the world can be seen in different ways. Therefore,
how reality is viewed can depend on who you ask, or as how others say, reality is a social
construction (Andersen, 2016, Berger and Luckmann, 1967, Hacking, 1999). The spectator is the
one who constructs or structures reality, or the knowledge of reality, The spectator himself is
influenced by his or her “social” context. The term “social” here is mentioned in the wider sense,
which can include experience, training, and childhood. Hence, the perspective of a spectator is not
necessarily a static and clearly defined entity. It is sensitive to circumstances and generally
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flexible. Andersen (2016) has highlighted two perspectives related to managing projects within
organizations. They are the task perspective and the organizational perspective.
Traditionally, projects were regarded as a method of carrying out a defined and non-repetitive task.
The Project Management Institute’s (PMI) definition of a project is a reflection of the task
perspective. According to the PMBOK “A project is a temporary endeavor undertaken to create a
unique product, service, or result”(PMI, 2017). This is a typical definition of a project from a task
perspective. The delivery of the product specified is the most important aspect. The task
perspective indicates that the emphasis is on the task of the project itself. The task is established
and defined at the beginning of the project. Ideally, the project is detached from the rest of the
world. To sum up, when looking at projects from the task perspective, the focus is on delivering
on time, within budget and with specified quality.
In contrast to the task perspective, the organizational perspective is an attempt to understand
project management in an alternative way to traditional thinking. A project’s definition from this
perspective could be “A project is a temporary organization, established by its base organization
to carry out an assignment on its behalf” (Andersen, 2008, p. 10). When viewing project
management from an organizational perspective, it essentially concerns the relationship between
the temporary and permanent organization. Assignments are handed out by the permanent
organization and are performed by the temporary organization. A fundamental principle of the
organizational perspective is the understanding of the most important purpose within a project,
which is to facilitate the progress of another organization. That is the fundamental denominator
according to which everything else is evaluated. During the project's lifespan, the project and all
the parties/organizations involved should work together closely. The project should deliver when
it best suits the base organization. According to the organizational perspective, creating value in
the base organization is the main purpose of a project. (Andersen, 2016)
To sum up, selecting the PMI criterion was relevant for categorization purposes in this paper as it
provides a structured way of presenting and analyzing the findings. It seems that PMI prefers
looking at a project and its outputs from a task perspective. However, interpreting the findings
from an organizational perspective would better suit this paper to better understand the effects of
BIM on the organization rather than on the project.
Therefore, this study will focus on BIM implementation from an organizational perspective.
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3. Method
3.1 Introduction
In this part of the thesis, a brief description of the research process steps will be explained. This
will be followed by the design of the research and the criteria that have been used in order to
effectively suit this paper. Furthermore, a section that explains how PMBOK’s (Project
Management Body of Knowledge) knowledge areas were adapted when it came to categorizing
the challenges and benefits, will be presented. Lastly, limitations and biases will be discussed.
3.2 Systematic literature review
Okoli (2015) describes a systematic literature review as using previous research that can
subsequently summarize and synthesize knowledge. The systematic review originated
in medical sciences and was used to evaluate specific medical treatments (Saunders et al.,
2016). When it comes to business and management, Tranfield et al. (2003) incorporated the
application of a medical sciences guide onto the business and management one. Furthermore,
they ensured that the process would be transparent, inclusive, explanatory, and facilitating
learning. Tranfield et al. (2003) argue that a systematic review provides useful insight by
synthesizing theories into specific fields. Tranfield continues that a systematic review is very
helpful for practitioners or managers when it comes to expanding their knowledge base through
the plentitude of studies. It is also noteworthy that among the hierarchy of evidence, “systematic
review” is placed among the highest of them all (Tranfield et al., 2003).
3.3 Research design
3.3.1 Systematic review in management sciences
Although there are definitive and clear guidelines for conducting a systematic literature review
in medical science, management sciences lack that clarity or at least any particular steps that
should be included. Researchers such as Okoli (2015) and Tranfield et al. (2003) have tried to
develop protocols on how to apply this research approach in a structured way in social sciences.
Okoli wrote his guide with a focus on IS (Information Systems), however, social sciences were
considered. Furthermore, he emphasized that his guide is applicable to management studies as
well. On the other hand, Tranfield et al. (2003) specified their guide to management studies.
Although both are written in two relatively different fields, they essentially include the same
measures and stages. As this thesis aims to perform a systematic literature review with these
measures, integrating both of the researchers' guidelines (keeping in mind that the guidelines
are essentially similar) is necessary. Thus providing these following stages that have been
inspired by Okoli (2015) and Tranfield et al. (2003):
1. Identification of purpose
2. Search strategy
3. Practical screening
15
4. Qualitative screening
5. Extraction of data
6. Analysis of data
7. Writing the structured review
3.3.2 Source of data
According to Okoli (2015) ProQuest, Scopus, EBSCO, IEEE Xplore, and the ACM Digital
Library are recommended specific subject databases. In order to gather a sufficient amount of
studies for this literature review, KTH’s (Kungliga Tekniska Högskolan) library tool Primo is
used. Primo gathers articles from all of the prominent publishing databases mentioned by Okoli
above and was a necessary tool to widen the search as much as possible. Criteria for inclusion
and in relation to search terms provided a large amount of studies that went through a
preliminary practical screening. With the help of peer review filtering, resourceful academic
material could be used from well-distinguished researchers. The academic journals that were
included in the qualitative screening are presented in table 1 below.
Table 1. Academic journals considered in qualitative screening
Academic journals included
1 Advances in Civil Engineering 15 International Journal of Managing Projects in Business
2 Applied Mechanics and Materials 16 International Review of Management and Marketing
3 Architectural Engineering and Design Management 17 IOP Conference Series: Earth and Environmental Science
4 Automation in Construction 18 Journal of Civil Engineering and Management
5 Building & Management 19 Journal of Construction Engineering and Management
6 Building Research & Information 20 Journal of Engineering, Design and Technology Journal of the
Chinese Institute of Engineers
7 Built Environment Project and Asset Management 21 Journal of the Chinese Institute of Engineers
8 Construction Innovation 22 Procedia Economics and Finance
9 Construction Management and Economics 23 Procedia Engineering
10 Engineering, Construction and Architectural
Management
24 Proceedings of the Institution of Civil Engineers
11 International Journal of 3-D Information Modeling 25 Production Planning & Control
12 International Journal of Computer Integrated
Manufacturing
26 Property Management
13 International Journal of Construction Management 27 Smart and Sustainable Built Environment
14 International Journal of e-Collaboration 28 Visualization in Engineering
Figure 1 presents a flow chart of the search strategy and how many articles in total that we
considered during the gathering of data. Furthermore, there is a detailed explanation of every
part of the data extraction in the coming parts below. These include the preliminary screening
which involves search terms and inclusion based on title and abstract review, followed by a
qualitative screening where the inclusion or exclusion criteria was based on the quality of the
paper’s contents.
16
Figure 1. Systematic literature review flow chart
3.3.3 Preliminary screening
In both KTH Primo and Scopus the same search term was used. The search term was: “BIM
implementation AND public client”. By using Boolean operators such as “AND” the database
could make sure that both search terms are returned. Additional filters were also applied to
make sure that as little unusable research articles were returned. Firstly, the language was set
to English so that only studies published in English are available. Second, filters are set to only
peer-reviewed articles to assure that the papers are of academic quality to some extent. Third
and lastly, the publication year was set from 2010 to 2020 and this was to ensure its relevance
to the use of technology today.
After applying the mentioned filters above, an even 600 research articles could be found. In this
screening, all 600 articles were observed through a title and abstract review. In most cases, the
title could present itself to be useful. However, if the title does not clearly reflect similarities
17
with the study an abstract review is conducted. Only a total of 39 papers were eligible for a
qualitative screening which is the following stage of the preliminary screening.
3.3.4 Qualitative screening
This stage of the literature review is to assess whether the resulting 39 articles from the
preliminary screening will be included or not based on the article’s quality. During the
preliminary screening, filters would help exclude papers based on inclusion criteria, however,
this is not the case when it comes to qualitative screening. Assessment of the studies comes
down to the general quality of the papers whether the internal method is sufficient or if it can
contribute to the thesis question itself. In short, the articles are screened for exclusion and the
criteria are strictly spelled out to judge the eligibility of those that will be excluded.
Quality assessments in this review are based on the following factors:
Is the study a case study and is the organization under focus a public client?
Is the project itself a public project?
Is the case study at an organizational level?
Do the studies include cause-and-effect and then recommend solutions?
Do the articles/studies have generalizable findings or do they focus on a highly specific
context?
According to Tranfield (2003, p. 216), an important quality assessment is if “researchers
make explicit the process by which they move from data to interpretation”. Has this been
done in the study in question?
Have the authors properly addressed limitations in the study?
8 Studies out of the 39 studies that were analyzed were included in the final review. 31 papers
we not considered for several reasons including the following:
A: Does not address the thesis problem.
B: Not a case study.
C: Does not focus on a public client.
D: Study not conducted at an organizational level
E: Full text not available to the author.
F: Focuses on perceptions rather than case-related results.
Appendix 2 presents a list of the excluded articles. Furthermore, explanations for the specific
exclusion reasons are provided in appendix 3.
3.4 Categories and changes in definition
After the qualitative screening, challenges and benefits were extracted from the 8 case studies
that were selected. The collected data needed to be presented in a comprehensive and structured
way. Firstly, within the lenses of the chosen practical framework and secondly to be reflected
18
upon and discussed. All the challenges and benefits were divided according to the different
categories presented in table 2 below.
In their study, Bryde et al (2013) used a content analysis method to identify the benefits of BIM
in relation to the PMI inspired categories he has used. They indicated that a positive
consideration reflected more on the characteristics of the positive impact of the benefit on the
specific category. Hence, in this thesis the term “Positive considerations” was helpful when it
came to the assessment of the benefits. However, this was not the case when it came to the
challenges. This is due to the fact that challenges did not necessarily have a positive or a
negative impact, and were to be assessed by category directly.
Table 2. Definitions of PMBOK 10 knowledge areas
Knowledge Area Definition (from PMI, 2017) Category Positive consideration
(Benefits) Integration
Management Identifying, combining, coordinating and unifying activities/actions Integration Improvement
Scope
Management Deciding, and defining what is included in the project Scope Clarification
Schedule
Management Completion of the project in regard to time and scheduling Schedule Reduce or Control
Cost Management Cost control, planning, estimation, financing, funding, and budget Cost Reduce or Control Quality
Management Planning, managing and controlling quality policy of the organization Quality Increase or Control
Resource
Management Identifying, acquiring, managing and organizing all necessary resources needed for the
successful completion of the project Resource Improvement
Communications
Management Timely and appropriate planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring and disposition of information Communication Improvement
Risk Management Increase the chance of a positive event occurring, and reducing the chance of a negative
event occurring Risk Reduction of risk
Procurement
Management Buying or acquiring products, services or results from outside of the project team in
regards to performed work Procurement Help
Stakeholder
Management Identifying the people, groups, or organizations that could impact or be impacted by the
project, to analyze stakeholder expectations and their impact on the project, and develop
appropriate management
Stakeholder Improvement
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4. Findings
This chapter consists of two sections. The first section presents a brief summary of the 8
selected articles, followed with a second section that presents the findings. References to the
selected 8 articles can be found in appendix 1.
4.1 Case studies
Dowsett & Harty (2019) conducted a study that involved 2 case studies in the UK. The first
case study consists of a large urban regeneration scheme that aimed to provide residential units,
commercial/community/leisure spaces, an energy center, and lastly a park. In the first case, the
contractor and core design team worked together within the implementation program. Early
contractor involvement in the design process allowed insight into the impact of BIM in the
construction phase. Other phases such as operation/maintenance were not a point of focus
during this case study. The second case study was about a hospital refurbishment project. A
company-wide BIM implementation on the core design team. This team consisted of Architects,
interior designers, a structural team, and an MEP (Mechanical, Electrical and Plumbing) team.
It has a focus on the design phase rather than on the whole construction, operation, and
maintenance process.
Gurevich et al. (2017) study was a compilation of 5 case studies. All 5 cases were implemented
in the UK through large government construction procurement agencies. The agencies are the
Ministry of Justice (MoJ), Transport for London/ London Underground (TFL/LU), Highways
England (HE), the UK Environment Agency (EA), and Defence Infrastructure Organization
(DIO). All agencies were subject to the UK government BIM mandate. All of the mentioned
government facility agencies partook actively in various phases such as planning, designing,
executing, development, and maintenance of infrastructure and building projects. Furthermore,
the cases that have been studied represent a diverse selection of public project types providing
a broad perspective regarding the implementation of BIM.
Latifi et al. (2015) conducted a case study for the design and construction of a governmental
hospital owned by The National Cancer Institute (NCI) in Malaysia. It is also noteworthy that
this was the first project launched by the Malaysian government, which makes it a pilot project.
The client (NCI), the consultant, and the main contractor were all involved in the BIM
implementation process. Benefits and challenges, in this case study, focused on topics related
to the design and construction phase. Topics related to operation and maintenance or asset
management were not discussed in this study.
Brunet et al. (2019) conducted a study in Canada that involved 3 cases. In each case the
implementation was led by a public organization. One case was handled by a provincial led
organization, another one by a municipal led organization and the third was by a non-
governmental organization under federal jurisdiction. Although all of the organizations utilized
BIM in design, construction and operation/maintenance phases, the main focus of this study
was related to asset management.
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Neath et al. (2014) conducted a case study in the UK's Gatwick airport. The study included the
implementation BIM in all of the phases from planning to asset management. However it is
worth mentioning that the output of this case study focused on discussing benefits rather than
challenges as well.
Porwal and Hewage (2013) conducted a case study to analyze the possibility of adopting BIM
in a public sector construction project. The objective of the study was to produce design and
documentations that are free of errors through ECI. BIM was initiated by the senior
management of the public client. What is interesting in this study is that the author was not a
participant as an observer, instead he actually assisted the project team as the BIM manager.
The author's role as a BIM manager could have induced biases while writing this paper, but his
BIM-related knowledge may have been positively reflected on this study. This paper was
focused on BIM’s usage in the design phase and tendering. The construction and
operation/maintenance phases were not in focus in this study.
Vass and Gustavsson (2017) conducted a case study on a large public infrastructure client in
Sweden. The objective was to identify the challenges when implementing BIM to effect
industry change. It is worth mentioning that this study did not focus on a specific project, but
rather focused on how the organization implemented BIM. Respondents interviewed in this
study were from different BIM pilot projects. They were involved in different project phases
such as early planning, planning and construction. One respondent was from the maintenance
phase, however, the maintenance department itself was not involved in the BIM implementation
process.
Migilinskas et al. (2013) wrote a study on 4 different projects that implemented BIM in
Lithuania. Design and construction phases in addition to facility management were considered
within the BIM implementation of this project. Only one of the projects was considered in the
data extraction of this master thesis. This was due to the fact that it was the only public project
(Vilnius Municipality). Only benefits were identified and extracted from this specific case.
Moreover, the paper did present challenges, obstacles and even more benefits. However, they
were related to multiple projects and it was not stated whether they were public projects or not
in his paper. Hence, they were excluded from this thesis.
4.2 Challenges and benefits
In this section, the findings of this thesis are presented. Challenges and benefits related to BIM
implementation have been compiled and categorized within 10 categories: Integration, scope,
schedule, cost, quality, resources, communication, risk, procurement, and stakeholders. The
respective challenges and benefits have been extracted from 8 chosen case studies. For further
information, appendix 4 includes details regarding which papers the data was extracted from.
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4.2.1 Implementation challenge Table 2. Categorized challenges
Challenge Rep. Integr. Scope Sched. Cost Quality Resrc. Comm. Risk Proc. Stakeh. Culture change towards work focused
on collaboration 4 ✓ ✓ ✓
Change in current roles and work
practices. 3 ✓ ✓
Ensuring that actors can comprehend
and implement BIM. 3 ✓ ✓
Lack of interest by
clients/stakeholders/actors due to poor
level of awareness of benefits
2 ✓
Formulating the requirements
demanding BIM-based work practices
in the procurement contracts
2 ✓
Lack of information exchange
protocols 2 ✓
Lack of experience of the BIM team. 1 ✓ Ensuring the effectiveness of BIM
related processes and protocols in the
design process
1 ✓
Ensuring the end-users capability of
technically handling the BIM product 1 ✓
Costs generated from additional time
spent for design changes 1 ✓ ✓
Ensuring effective task delegation
between involved actors 1 ✓
Delays caused as a result of constantly
changing requirements. 1 ✓
No clear responsibilities on the project
that related to a BIM methodology,
especially for those in a leadership
role.
1 ✓
Uncertain BIM deliverables and no
clearly stipulated client information
requirements made the process
difficult.
1 ✓
Absence of a change control procedure
so as to identify the increasing number
of additions and alterations.
1 ✓
Time and cost required to develop
component libraries 1 ✓ ✓
Providing a systematic approach to
implementation to effectively
reconfigure actors, technologies, and
activities.
1 ✓
Clients/occupants need to know the
benefits/potential of BIM supported
simulations.
1 ✓
Time consuming adoption process of
BIM 1 ✓
Initial cost of hardware when adopting
BIM 1 ✓
Lack of experienced BIM experts for
hire in the market. 1 ✓
Cost of hiring or training people to use
BIM. 1 ✓
Lack of involvement of senior
management 1 ✓
Lack of BIM training 1 ✓ Software immaturity in terms of data
exchange and interoperability 1 ✓
Time needed to generate and transfer
BIM related files and data. 1 ✓
Time needed in decision making. 1 ✓ Lack of detail in the schematic design
stage to produce a comprehensive
BIM model.
1 ✓
The need of guidance on where to
start. 1 ✓
Knowledge of what BIM tools are
available. 1 ✓
Incorporating BIM within
procurement strategies. 1 ✓
BIM related legal challenges 1 ✓ ✓ Training and supporting the
involvement of key stakeholders. 1 ✓
Possibility of conflicts and risks
occurring due to changing work
practices in BIM adoption.
1 ✓
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Changing steering documents that
govern the work practices of internal
project managers.
1 ✓
Providing BIM competent and
available in-house staff. 1 ✓
Different definitions and expectations
on BIM 1 ✓
Motivating actors through
incentivizing the use of BIM 1 ✓ ✓
Involving the maintenance department
in the BIM implementation phase 1 ✓
Providing new BIM related jobs 1 ✓ Solutions to ensure smooth handling
of interoperability issues 1 ✓
Total challenges per category: 12 5 6 4 1 19 6 1 5 10
4.2.2 Implementation benefits Table 3. Categorized benefits
Benefits Rep. Integr. Scope Sched. Cost Quality Resrc. Comm. Risk Proc. Stakeh. Central database provided easy access
and effective reuse of information and
systems
4 ✓ ✓ ✓
Reduced time required to complete the
project
3 ✓
Facilitates early clash detection 2 ✓ ✓ ✓ ✓
Improved design quality 2 ✓
Reduction of errors 2 ✓ ✓ ✓ ✓
Reduced construction costs 2 ✓
Higher quality of the end product 2 ✓
Reduced delays in the construction
process
2 ✓
Decrease of rework 2 ✓ ✓ ✓
Productivity improved due to easier
accessibility of data
2 ✓ ✓
Faster and more precise design process 1 ✓ ✓
Enhanced collaboration and coordination
between project actors.
1 ✓ ✓
Easier interpretation of design intent 1 ✓
Improved capabilities in terms of task
automation
1 ✓
Improved coordination between the client
and design team
1 ✓ ✓
Improved design solutions 1 ✓
Good system functionality and faster
object manipulation
1 ✓
BIM enables creation of feedback loops
that improve the quality of the
construction project and construction
product.
1 ✓
Valuable asset information can be gained
through BIM enabled procurement.
1 ✓
Early clash detection facilitated a
smoother construction process
1 ✓ ✓ ✓ ✓
Ability to resolve fabricator issues 1 ✓ ✓
BIM can improve productivity and
constructibility as a result of better design
coordination
1 ✓ ✓ ✓
Clear 3D visualization simplifies changes
within the project
1 ✓
Fewer RFIs (request for information) 1 ✓ ✓
Better coordination in the sequencing of
construction.
1 ✓
Improved project planning. 1 ✓
BIM helped react to changes during the
design and construction
1 ✓
Early clash detection facilitates enhanced
design solutions.
1 ✓ ✓
BIM model enables stakeholders to better
understand the existing layout and future
design.
1 ✓
BIM model enabled a link between
existing databases such as commercial
rent and asset-management systems.
1 ✓
Different users have the ability to
reference model components for different
purposes.
1 ✓
Early clash detection facilitated
constructibility
1 ✓ ✓
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2D deliverables, exported from the BIM
model were of equivalent quality to that
of the traditional CAD working drawings
1 ✓
BIM-Partnering helped the project team
to manage client involvement by creating
a coordination platform
1 ✓ ✓
The BIM model enabled energy and day
lightning analysis of early design
concepts
1 ✓
BIM model analysis assisted in project
evaluation
1 ✓
Early clash detection potentially reduced
construction conflicts
1 ✓ ✓ ✓
Early clash detection potentially reduced
construction waste
1 ✓ ✓ ✓
BIM model analysis led to the
enhancement of project collaboration.
1 ✓
BIM-Partnering provided a forum for
coordination to bring different AEC
actors together to address project-wide
collaboration.
1 ✓
Finished model before actual execution -
Beneficial for modular construction
and/or prefabrication off-site
1 ✓
Fewer change orders 1 ✓ ✓ ✓
Conceptual design, drawings and material
specifications could be generated from
the 3D model
1 ✓
Prepared 3D frame model enabled the use
of visualization, structural analysis and
facility management model with related
information
1 ✓
Reduced time needed for plan and view
drawing with AutoCAD
1 ✓
Procurement and supply of manufactured
elements and details was improved
1 ✓
Reduced time wasted on disputed about
volumes of work done
1 ✓
Higher quality of performed works 1 ✓
Access to an inventory (register) of high
quality for the equipment
1 ✓
Total benefits per category: 19 0 20 12 17 14 8 12 1 5
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5. Challenges, benefits, and discussions
This chapter consists of the authors’ reflections on the challenges and benefits that were
categorized within the PMBOK’s 10 knowledge areas. Each category consists of 3 sections that
will be presented as follows:
Challenges: Presents the challenges extracted and the authors’ suggestions of how they can
be addressed to the PMBOK.
Benefits: Presents the benefits extracted, and in some cases, the authors’ perceptions of
how they impact the concerned knowledge areas, according to the PMBOK.
Discussion: A reflection on previous literature in relation to the findings of this thesis.
5.1 Integration
5.1.1 Integration challenges
Integration, as a category, includes the processes and activities that identify, define, combine
and lastly, coordinate the processes and activities. Notable choices that can be made within this
category are balancing competing demands, examination of alternative approaches as well as
tailoring the processes to meet the objectives of the project. Multiple Challenges related to
integration were identified when adopting BIM within an organization. Changes in current roles
and work practices and providing a work culture focused on collaborations seem to be the main
ideas that drive the change of processes that accompany the implementation of BIM. One case
study has highlighted the need to change documents that steer the work practices of internal
project managers. This can be addressed when developing a project charter.
Furthermore, providing a systematic approach to implementation is deemed necessary to
effectively reconfigure actors, technologies, and activities. In addition, integrating a change
control procedure is essential to allow changes to be addressed in an integrated manner while
addressing risks at the same time. These risks usually arise when changes are made without any
consideration to overall project objectives or plans. A challenge in the design phase arose due
to the lack of detail in the schematic design stage to produce a comprehensive BIM model. It is
perceived that design outputs need to adapt with what BIM requires to produce a comprehensive
model. Last but not least, integrating the maintenance department in the BIM implementation
phase is necessary to ensure that BIM incorporates the needs required for asset management.
5.1.2 Integration benefits
Benefits related to BIM are mainly focused around the enhanced collaboration and coordination
between project actors. Coordination has also improved in the design phase, which led to
enhancing the designs constructability. Furthermore, this has aided the reaction to changes in
design and construction which, in turn, led to the improvement of productivity and sequencing.
BIM provided a central database which enabled easy access and effective reuse of information,
and improved task automation.
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The previous benefits combined with other BIM features opened new doors to how and when
processes can occur. For example, the BIM model enabled energy and day lightning analysis
of early design concepts. In addition, BIM enabled a link between existing databases such as
commercial rent and asset-management systems, partly due to different users having the ability
to reference model components for different purposes. BIM has also improved project planning,
improved project evaluation, and helped the project team to manage client involvement by
creating a coordination platform.
5.1.3 Discussion on integration
Implementing and integrating BIM tools would lead to some changes in project organization
and our review finds that it would require changes to be implemented in current work practices
and definition of job roles. This is corroborated by Lindblad and Vass (2015), who highlighted
that definition of new roles, such as BIM coordinator, would be required and is an example of
the changes that would need to take place with organizations. Our findings also indicate that
there is a need for integrating the maintenance department within the implementation phase,
something that Azhar (2011) also pointed out, mentioning that facility managers have been
included in a limited way.
In addition, he explains that with the help of BIM, in the future, the involvement of facility
managers can begin in a much earlier stage in which they can influence the design construction.
A collaborative work culture is the most common challenge identified in our research. It is also
interesting that Azhar (2011) highlighted an increase in collaboration within project teams as
the use of BIM increases within an organization. While it may appear challenging to implement
such changes, the ultimate benefit will be reflected in the overall project efficiency.
5.2 Scope
5.2.1 Scope challenges
Scope, as a category in this thesis refers to the work required to complete the project
successfully. Defining and controlling what is and is not included in the project is the primary
concern within this category. Challenges that were related to change in work practices seemed
to be process-specific. However, challenges regarding the uncertainty of BIM deliverables are
perceived to be product-specific. Therefore, while planning and preparing the scope
management plan, processes need to be well defined with a clear definition of the end product.
Furthermore, a proper Work Breakdown Structure (WBS) should be able to incorporate the new
changes of roles and work practices. In addition, validation of the scope from the client,
accompanied by a legally binding agreement can help avoid unnecessary disagreements related
to different expectations. When extracting benefits from the studies, BIM did not seem to be
integrated with how the scope is formulated, therefore no benefits were identified in relation to
scope.
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5.2.2 Discussion on scope
When it comes to scope, there seems to be product related challenges, such as the definition of
how models should be developed, and what they should contain. In some cases, these challenges
are usually well defined with clear guidelines, something that Lindblad and Vass (2015)
emphasized. In contrast, our findings highlight the need to address product specific challenges
due to the uncertainty of BIM deliverables. Furthermore, Chan et al. (2019) identified benefits
related to BIM implementation and divided them into 12 categories. Scope clarification
category was ranked lowest, which is significant to our thesis since no scope related benefits
could be identified among the 8 case studies.
5.3 Schedule
5.3.1 Schedule challenges
Schedule, as a category, includes all the processes needed to complete the project on time.
Defining activities, estimating durations, as well as development and control of a schedule, are
all important processes within this category. Challenges in this category seem to be connected
with 2 themes. The first is related to the fact that the adoption process is new within the
organization. Examples of such challenges are the time-consuming adoption process of BIM,
delays caused as a result of constantly changing requirements, and the time needed in decision
making. Uncertainty, lack of experience, and unclear requirements are perceived as factors that
accompany the adoption of processes that require a lot of integration when initiated for the first
time.
The second theme is related to the software demands. For example, the time required to develop
component libraries, the time required to generate and transfer BIM-related files, and the
additional time spent on design changes to incorporate the changes in the BIM
model. However, both themes may be partly addressed when planning for a project by
considering the extra time needed when estimating activity durations. Furthermore, challenges
related to software demands could be included when defining activities and incorporated when
developing schedules.
5.3.2 Schedule benefits
When it comes to schedule-related benefits, early clash detection seems to play an integral role.
Examples of such benefits are reduction of errors, a decrease of reworks, fewer change orders,
fewer RFI’s, reduced delays in the construction process, potential reduction of construction
conflicts, potential reduction of construction waste. In addition, BIM’s abilities such as,
effectively providing quick solutions to fabricator issues and reducing the time needed for a
plan and view drawing with AutoCAD, potentially reduces time wasted on such activities.
Furthermore, one of the case studies experienced a faster and more precise design process. All
of these benefits contribute to reducing the time required to complete the project. Accordingly,
these reductions can be incorporated in time estimates when developing future project
schedules. This can provide designers and contractors a competitive advantage during the
tender phase.
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5.3.3 Discussion on schedule
The general idea is that BIM overall would contribute to schedule adherence in projects that
deploy this system. Azhar (2011) highlights that as the usage of BIM becomes more frequent,
collaboration within the project teams increases. This eventually leads to better and efficient
time management. Furthermore, Chan et al. (2019) underlined better construction planning as
one of the five most important benefits, identified within their study, which would result from
BIM adoption. Our findings do caution as well that software related demands might have a
negative impact on the schedule. On the contrary, BIM features such as quantity take-off have
the ability to positively impact the schedule and Chan et al. (2019) affirmed our finding that the
use of quantity take-off could help quantity surveyors reduce overall project schedule. So by
adopting BIM, we can gain all the scheduling benefits of implementing while simultaneously
mitigating the negative effects.
5.4 Cost
5.7.1 Cost challenges
Cost, as a category, includes all of the processes related to planning, estimating, budgeting,
financing, funding, managing, and lastly, controlling to ensure that the project stays within
budget. A primary concern within this category is the cost of the resources that are necessary
to lead the project to its completion. Two challenges in this category were identified as resource-
related costs. Firstly, is the initial cost of the hardware needed to adopt BIM, such as component
libraries. Secondly, is the cost of hiring or training personnel to enable them to use BIM.
However, other costs generated from additional time spent on design changes were identified.
These costs can be considered by incorporating them within a cost management plan. That is
by including them during the estimation process and when the budgets are being determined.
5.7.1 Cost benefits
Benefits in this category are mostly related to early clash detection. Improved constructability
of the design, reduced construction waste, reduced construction conflicts, reduced errors, and a
decrease of rework are all results of early clash detection. Briefly, most of the short term cost-
related benefits of an investment in BIM seem to be reaped in the construction phase.
Furthermore, these savings may be incorporated in future cost estimations and when
determining budgets to decrease construction costs.
5.7.1 Discussion on cost
We found that the cost of implementing BIM would be outweighed by the benefits to be gained
from implementation. Smith (2014) identified similar costs related to training and development
that need to be paid upfront and concurs with our finding that the benefits of these costs will be
reaped afterwards. The costs benefits are not only in terms of cash but significantly reducing
the project’s opportunity costs, such as those that would arise from clashes in different models,
which is also confirmed by Azhar (2011). In addition, he mentioned that BIM’s 3D virtual
model enabled the client to have precise and decisive decisions. That subsequently led to cost
savings due to selecting the most economical design option. So beyond the initial
28
implementation cost, introducing BIM would over the lifetime of a project lead to savings. Even
the initial costs can be recouped if an organization continues to run BIM related construction
projects, as the lessons learned from the first few iterations can reduce costs even further in
future projects.
5.5 Quality
5.5.1 Quality challenges
Quality, as a category, includes the processes for integrating the quality policies of the
organization regarding planning, managing as well as controlling quality requirements for
projects and products so that the objectives of the stakeholders’ are met. Only one quality-
related challenge was identified. It was connected to ensuring the effectiveness of BIM-related
processes and protocols in the design process.
Such challenges may be addressed when preparing the quality management plan by
incorporating a standard that ensures the optimal use of these processes and protocols.
Furthermore, controlling the developed quality management plan is deemed necessary to help
assess these processes and ensure that the quality standards are met.
5.5.2 Quality benefits
Most of the benefits in this category were initiated through BIM-related work in the design
phase, however, they are gained in different phases. With the use of BIM, the design process
was faster, precise, and of a higher quality. In addition, the 2D deliverables exported from the
BIM model were of equivalent quality to that of the traditional CAD working drawings. During
construction, the productivity increased and the quality of the works performed was higher.
Furthermore, BIM enabled the creation of feedback loops that improved the quality of the
construction project and construction product.
Overall, it is worth noting that early clash detection played the largest role in increasing quality.
Benefits related to the reduction of errors, improved constructability, a smoother construction
process, and enhanced design solutions are all direct results of early clash detection. To sum
up, all of the mentioned benefits in this section contributed to a higher quality of the end
product. Moreover, incorporating new techniques that BIM provided such as the feedback loops
when developing a quality management plan may become a great aid to the processes related
to managing and controlling quality.
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5.5.3 Discussion on quality
An implementation of BIM, although challenging, would notably improve the quality of the
projects, and the end product. Such an implementation would happen only once but the benefits
are to be derived from many aspects of the project such as in the modelling phase, in
procurement of quality hardware components and in a more effective feedback loop. These
conclusions are also supported by Jin et al. (2017) and Chan et al. (2019). Furthermore, Smith
(2014) and Criminale and Langar (2017) both emphasized the importance in investing in
necessary resources to achieve the required quality levels that BIM can provide.
5.6 Resource
5.6.1 Resource challenges
Resource, as a category, includes the processes regarding identification, acquisition and
management of the resources needed for the completion of the project. This category also
includes the process of improvement of competencies and overall team environment to enhance
project performance. One of the challenges identified was software related. The issue was related to
software immaturity in terms of data exchange and interoperability. These challenges can be
addressed when estimating project resources. Acquiring new software or licenses might be
necessary to ensure smooth handling of interoperability issues.
However, the rest of the challenges identified in this category are mostly related to the human
resources. Culture change towards work focused on collaboration, ensuring that actors can
comprehend and implement BIM, lack of BIM training, knowledge of what BIM tools are
available are all challenges that could be addressed when developing a resource management
plan. Furthermore, providing BIM competent and available in-house staff or providing new
BIM related jobs is deemed a challenge when developing teams. One of the cases experienced
difficulties when hiring due to the lack of experienced BIM experts for hire in the market.
Effective task delegation and implementing motivational strategies within the organization can
make the implementation process more efficient.
5.6.2 Resource benefits
Multiple benefits that relate to the resource category have been extracted. One of the most
significant additions to the software resources that BIM provides to an organization is a central
database that provides easy access and effective reuse of information and systems. This has led
the human resource’s productivity to improve due to easier accessibility of data. Furthermore,
it enhanced the management of equipment due to providing an access to an inventory/register
of high quality for the equipment.
BIM appears to be a main contributor to the improvement of the software-related resource
within an organization. These improvements have led to the enhancement of other processes.
For example, a finished model before actual execution was beneficial for modular construction
and/or prefabrication off-site. In addition, conceptual design, drawings and material
30
specifications could be generated from the 3D model. Last but not least, the 3D frame model
enabled the use of visualization, structural analysis and facility management.
5.6.3 Discussion on resource
When it comes to resources related to BIM implementation, human resources are critical and is
where many challenges occur but also where opportunities are to be found. Training and
education was also mentioned in Lindblad and Vass (2015) study, who pointed out that the
higher the level of BIM required, the higher the level of resources are needed to achieve that.
Interoperability is another potential issue that might hinder the implementation of BIM in
organizations. Criminale and Langar (2017) emphasized the necessity of interoperable
software, explaining that it is an important aspect for the continued implementation of BIM in
the AEC sector.
5.7 Communication
5.7.1 Communication challenges
Communication refers to the various processes needed to make sure that the needs of
information related to stakeholders and the project itself are met. Furthermore, the effective
exchange of information is a primary concern when it comes to this category. Most of the
challenges were related to culture change towards work focused on collaboration. This is due
to how an effective communication system is perceived to play an integral role in facilitating
smooth collaboration. In addition, challenges related to the lack of information exchange
protocols were identified. Such challenges can be addressed while preparing a communication
plan for the project in the planning phase. This plan may then be managed and monitored to
ensure the appropriate and timely collection, storage, retrieval, and distribution of information
during a project.
5.7.2 Communication benefits
Multiple benefits related to communications have also been identified. In the design phase, the
BIM model enabled an easier interpretation of the design intent by presenting information in a
clear and comprehensive manner. However, most of the challenges seem to be connected to the
fact that BIM provided a central database that provided easy access and effective reuse of
information and systems. This database played part in improving productivity and reducing
RFI’s (request for information). All these benefits indicate that BIM has the capability to elevate
the methods of communication within an organization.
5.7.3 Discussion on communication
The clarity offered by the BIM generated 3D virtual models leads to better and improved
communication between stakeholders. It allows for the easier interpretation of design intent due
to the holistic visualization it provides, which Azhar (2011) also finds in his study. In order to
extract these benefits, however, it is important to simultaneously apply the required changes in
31
the organization structure and strategies. Otherwise, projects run the risk of prolonging the
project period but also, as pointed out by Chan et al. (2019), time and cost of communication
and information exchange.
5.8 Risk
5.8.1 Risk challenges
Risk, in this context, includes the processes of planning, identifying, analyzing, response
planning, response implementation as well as monitoring risk. The main objectives of risk
within this category is to increase the chance of positive risk impact and to decrease the chance
of negative risk impact. Only one challenge has been identified with direct relation to risk. It is
concerned with the possibility of conflicts and risks occurring due to changing work practices
in BIM adoption.
Suggestion to address these issues can be by performing a risk analysis to assess any probability
of a risk to occur as well as their expected impact. Furthermore, during the risk analysis, these
new processes can be listed as a source of uncertainty. Next, risk responses should be planned
and implemented once the risk occurs. Last but not least, monitoring the process provides an
opportunity to identify and analyze these new risks to tackle them in a more efficient way in
the future.
5.8.2 Risk Benefits
All of the risk-related benefits identified are a product of early clash detection. Decrease of
rework, fewer change orders, reduction of errors, improved design constructability, and a
smoother construction process are all examples of such benefits. BIM possesses the ability to
combine all the disciplines’ drawings into an integrated model and conduct early clash
detection. This feature enables BIM to identify issues that were previously assessed as risk
sources and tackle them completely or drastically decrease the probability of their occurrence.
5.8.3 Discussion on risk
Risk has been identified as the category with the most to offer but that takes the least in terms
of resources to implement. There is an inherent risk in introducing a new system of operation
and there may be knowledge gaps that might prolong the implementation and delay reaping its
many benefits. Chan et al. (2019) also noted that implementation of BIM and generation of
BIM models may cause risks as it would further complicate intellectual property rights.
However, BIM implementation would also significantly reduce other risks which are inherent
in the older/current modus operandi, such as eliminating or detecting relatively early any
clashes that might occur when integrating the different project component modules. Azhar’s
(2011) paper concurs, highlighting that the overall risk distributed, within similar contracts, was
lowered with the use of BIM. The Jin et al. (2017) study confirmed that reduced construction
reworks and design errors were the major contributions related to BIM adoption.
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5.9 Procurement
5.9.1 Procurement challenges
Procurement, as a category, includes the processes required to acquire or buy services, products
or results, specifically from outside of the organization. Challenges related to procurement were
all revolving around incorporating BIM within procurement strategies. Two case studies
highlighted the importance of formulating the requirements that demand BIM-based work
practices in the procurement contracts. In addition, BIM related legal challenges should be
addressed when formulating such contracts as they can lead to penalties and other legal
obligations. Furthermore, motivating actors through incentivizing the use of BIM within
procurement strategies may be deemed helpful to speed up the adoption process with the AEC
industry.
5.9.2 Procurement benefits
The only benefit that was identified is the improvement of the procurement and supply of
manufactured elements. This is perceived to be due to the high level of detail provided with the
BIM model. This provided the suppliers of manufactured elements with precise information
that aids them to produce materials that accurately fit where required.
5.9.3 Discussion on procurement
One of the main goals of BIM implementation was the public clients demanding of BIM in
procurement to accelerate BIM usage within the industry, a point that Lindblad and Vass’s
(2015) concur with. Therefore, within the steering documents, clearly defined procurement
documents should be provided when demanding BIM use from their partners. Furthermore, in
regards to clarity in documents when implementing BIM, they should be considerate of legal
pitfalls and that such issues need to be addressed up front. It is notable that this coincides with
Azhar’s (2011) findings.
5.10 Stakeholders
5.10.1 Stakeholders challenges
Stakeholder, as a category, includes the processes needed to identify organizations, groups, or
people that have the power to impact or be impacted. Challenges associated with stakeholders
are deemed related to 3 topics. First, a lack of interest to adopt BIM due to the lack of awareness
of BIM’s potential benefits. Second, issues related to the level of understanding that
stakeholders have of BIM and if they can technically handle it if needed. Last but not least,
issues related to misunderstandings that can occur due to different expectations of what BIM
can achieve. Therefore, when a BIM-based project is initiated within an organization, a plan to
manage the stakeholders may effectively address these challenges.
During the initiation of a project, identifying, analyzing, and understanding the stakeholders
can help give an idea of their potential impact on a project’s success. During the planning
process, a stakeholder engagement plan develops approaches on how they can be involved
33
based on their expectations, needs, and interests. Once the engagement plan is being executed,
the management of the stakeholders involved through communicating and working with them
to meet their expectations and address their issues is perceived as a necessary step. Furthermore,
training and educating stakeholders regarding BIM can be provided during the previous step.
Finally, controlling and monitoring is deemed essential to ensure the effectiveness and
efficiency of the stakeholders’ engagement throughout the project.
5.10.2 Stakeholders benefits
BIM benefits with impact on stakeholders were also identified. Most of the benefits were related
to the improvement of the collaboration and coordination between internal and external
stakeholders. For example, in one of the case studies, a coordination platform enabled through
BIM, helped the project team to manage client involvement. Moreover, BIM provided the
stakeholders with a better understanding of how future designs will look like within an existing
layout. In addition, BIM possesses the ability to effectively provide quick solutions to fabricator
issues. In conclusion, BIM benefits can positively enhance the processes of managing,
monitoring, and controlling stakeholder engagement through its integrated collaborative and
coordinative capabilities.
5.10.3 Discussion on stakeholders
The foremost barrier to the implementation of BIM is a widespread lack of knowledge about
BIM amongst the primary stakeholders in public construction projects. This lack of knowledge
often translates into resistance to change a claim that Chan et al. (2019) also support. They also
suggest that senior management should be encouraged to take part in developing their
personnels’ skill sets, through sponsored BIM seminars, conferences or workshops.
There are benefits for stakeholders to reap from this system. Azhar (2011) indicates that the
visual nature of BIM enables stakeholders to obtain information, which includes tenants,
service agents, as well maintenance personnel, before the building has been completed.
However, finding the appropriate time to include these stakeholders is deemed a challenge for
owners.
34
6. Conclusion
6.1 Concluding remarks
The aim of this thesis was to identify, compile, and reflect upon challenges and benefits when
implementing BIM within public clients from an organizational perspective. A systematic
review was conducted where 8 articles were selected out of the 600 initially found on the KTH-
Primo search engine, and the only type of papers that were considered were case studies. 113
benefits and challenges were compiled, categorized, and reflected upon according to the 10
PMI knowledge areas from the PMBOK. This master thesis hoped to provide a practical
perspective on the impact of BIM implementation that may help increase the understanding of
these benefits and challenges among AEC actors.
The 113-point insights drawn from these case studies, organized into 10 categories, tell us that
overall, there is (significantly) more to be gained from the adoption of BIM than there are costs
associated with it. It would behoove practitioners to consider the pitfalls associated with such
implementation at the project proposal stage in order to minimize the costs further down the
road. Additionally, all costs associated with this system are in the initial phases, when an
organization is incorporating and integrating BIM within its processes. It is worth noting that
although challenges and benefits were extracted from public clients, the findings seemed quite
similar to private clients. Over time, the benefits highlighted will be further enhanced due to
organizational experience in using this system, personnel that are proficient in the use of such
systems, leading to fewer errors which are one of the main risk areas identified. Navigated
skillfully, BIM can lead to overall improvements in the AEC sector. For that reason, the public
client is encouraged to continue demanding BIM implementation in public projects to benefit
the AEC sector as whole.
Implementing BIM within projects is expected to enhance project performance. However, since
the main goal of a project from an organizational perspective is to add value to the base
organization, one must consider the effects of the implementation process within the base
organization. Furthermore, the nature of the challenges identified in this thesis seems to indicate
that organizational change is crucial to optimize the organizational benefits associated with
BIM implementation. Furthermore, these organizational changes need to be addressed in
various areas within the organization.
From an organizational perspective, most of the identified challenges in this thesis can be
categorized in a similar manner to how Vass & Gutsavsson (2017) categorized the challenges
in their study. These categories are, changing work practices, providing education and learning,
developing a mutual BIM definition, evaluating the business value of BIM, demanding BIM in
procurement, creating incentives, including the maintenance department, creating new roles,
and managing interoperability. It is also worth noting that public organizations may differ when
considering these categories as inter-organizational or intra-organizational. This is mainly due
to the fact that the public client’s roles, responsibilities, and aims differ internationally.
35
While this study sought to contribute to a holistic understanding of the organizational factors
of implementing BIM, there were some limitations that must be considered. One such limitation
of this study was that only peer-reviewed articles within the Primo search engine were
considered. That might have prevented the authors from identifying other studies that could
have provided valuable information when it comes to BIM studies and results. Incorporating a
quantitative method when analyzing larger data results could have presented statistical data that
might have been useful. Regression analysis of data collected from surveys is a great example.
This thesis had difficulties in assessing long term effects since mostly short term effects related
to projects are presented in the case studies. The last point, however, is unavoidable on account
of the relatively new technology which is being considered in this thesis, making it nigh
impossible to get a longitudinal understanding. And finally, this thesis focused on public clients,
however, and the international differences related to their roles and responsibilities have not
been taken into consideration.
6.2 Further research
For further research, studies that analyze the middle as well as long-term effects related to BIM
implementation projects by public clients are encouraged. The extracted results from this study
did not limit itself to one single discipline’s perspective as a public client. Therefore, future
research is advised to identify the impact of BIM challenges and benefits from the perspective
of different stakeholders (such as owners, designer firms, construction firms, etc.). Moreover,
a constant need to update the challenges and benefits related to the implementation of BIM at
an organizational level is deemed essential.
During the extraction of the data from the final case studies selected for this thesis, most of
the benefits and challenges seem to be quite unique or slightly different than others. This
could indicate that there is a need for much more in-depth studies on the challenges and
benefits to better understand why there differ from case to case.
6.3 Reflections on sustainability
BIM is perceived to have the capability to affect the environmental, social, and economical
pillars of sustainability. One of the benefits of BIM identified in this study was a decrease in
construction waste due to the improved efficiency of a streamlined process/project. This
potentially decreases one of the negative impacts of the construction process on the
environment.
Another benefit extracted from the case studies was related to the improvements in the
capabilities of task automation, increasing the digitalization within the AEC sector. However,
a growing concern is that digitalization’s positive impact might be outweighed by the negative
impact on the employment sector.
36
Early clash detection is one of the main benefits that BIM provides. This feature has resulted in
the reduction of costs related to reworks or errors in construction. Furthermore, BIM’s virtual
model provides the client with a clear picture of the design, which in turn enables the client to
select the most economical design. An investment in BIM may be costly at the start, however,
the cost savings it may provide can potentially lead to a long term sustainable economic growth
within the organization.
37
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38
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39
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dissertation, KTH Royal Institute of Technology).
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40
Appendix 1 - Included articles in the literature review
Brunet, M., Motamedi, A., Guénette, L.M. and Forgues, D., 2019. Analysis of BIM use for
asset management in three public organizations in Québec, Canada. Built Environment
Project and Asset Management., 9(1), pp.153–167.
Dowsett, R.M. & Harty, C.F., 2019. Assessing the implementation of BIM - an information
systems approach. Construction Management and Economics, 37(10), pp.551–566.
Gurevich, U., Sacks, R. & Shrestha, P., 2017. BIM adoption by public facility agencies: impacts
on occupant value. Building Research & Information: Digitizing building information:
organizational and policy implications, 45(6), pp.610–630.
Latiffi, A.A., Mohd, S. & Brahim, J., 2015. Application of Building Information Modeling
(BIM) in the Malaysian Construction Industry: A Story of the First Government Project.
Applied Mechanics and Materials, 773-774, pp.943–948.
Migilinskas, D. et al., 2013. The Benefits, Obstacles and Problems of Practical Bim
Implementation. Procedia Engineering, 57(C), pp.767–774.
Neath, S., Hulse, R. & Codd, A., 2014. Building information modelling in practice:
transforming Gatwick airport, UK. Proceedings of the Institution of Civil Engineers, 167(2),
pp.81–87.
Porwal, A. & Hewage, K.N., 2013. Building Information Modeling (BIM) partnering
framework for public construction projects. Automation in Construction, 31, pp.204–214.
Vass, S. & Gustavsson, T.K., 2017. Challenges when implementing BIM for industry change.
Construction Management and Economics, 35(10), pp.597–610.
41
Appendix 2 - Excluded articles after qualitative screening
Ahuja, R. et al., 2020. Factors influencing BIM adoption in emerging markets - the case of
India. International Journal of Construction Management, 20(1), pp.65–76.
Aksenova, G. et al., 2019. From Finnish AEC knowledge ecosystem to business ecosystem:
lessons learned from the national deployment of BIM. Construction Management and
Economics: Social science and construction - an uneasy and underused relation, 37(6), pp.317–
335.
Almuntaser, T., Sanni-Anibire, M.O. & Hassanain, M.A., 2018. Adoption and
implementation of BIM – case study of a Saudi Arabian AEC firm. International Journal of
Managing Projects in Business, 11(3), pp.608–624.
Bensalah, M., Elouadi, A. & Mharzi, H., 2019. Overview: the opportunity of BIM in railway.
Smart and Sustainable Built Environment, 8(2), pp.103–116.
Bosch-Sijtsema, P. et al., 2017. Barriers and facilitators for BIM use among Swedish medium-
sized contractors - “We wait until someone tells us to use it.” Visualization in Engineering,
5(1), pp.1–12.
Criminale, A. and Langar, S., 2017. Challenges with BIM implementation: a review of
literature. In Proceedings of 53rd Associated School of Construction International Conference,
Seattle, WA, April (pp. 5-8).
Ding, Z. et al., 2015. Key factors for the BIM adoption by architects: a China study.
Engineering, Construction and Architectural Management, 22(6), pp.732–748.
Eadie, R. et al., 2015. A survey of current status of and perceived changes required for BIM
adoption in the UK. Built Environment Project and Asset Management, 5(1), pp.4–21.
Georgiadou, M.C., 2019. An overview of benefits and challenges of building information
modelling (BIM) adoption in UK residential projects. Construction Innovation, 19(3), pp.298–
320.
Grilo, A. et al., 2013. Construction collaborative networks: the case study of a building
information modelling-based office building project. International Journal of Computer
Integrated Manufacturing: Collaborative Networks as Modern Industrial Organisations: Real
Case Studies, 26(1-2), pp.152–165.
Hore, A., McAuley, B. & West, R., 2018. BIM Macro Adoption Study: Establishing Ireland's
BIM Maturity and Managing Complex Change. International Journal of 3-D Information
Modeling, 7(1), pp.1–14.
42
Husain, A.H., Razali, M.N. & Eni, S., 2018. Stakeholders’ expectations on building information
modelling (BIM) concept in Malaysia. Property Management, 36(4), pp.400–422.
Khosrowshahi, F. & Arayici, Y., 2012. Roadmap for implementation of BIM in the UK
construction industry. Engineering, Construction and Architectural Management, 19(6),
pp.610–635.
Lee, S. & Yu, J., 2016. Comparative Study of BIM Acceptance between Korea and the United
States. Journal of Construction Engineering and Management, 01 March 2016, Vol.142(3).
Liao, X. & Cen, Y., 2019. Contractual practices between the consultant and employer in
Chinese BIM-enabled construction projects. Engineering, Construction and Architectural
Management, 27(1), pp.227–244.
Lindblad, H., 2019. Black boxing BIM: the public client’s strategy in BIM implementation.
Construction Management and Economics, 37(1), pp.1-12.
Lindblad, H. & Vass, S., 2015. BIM Implementation and Organisational Change: A Case Study
of a Large Swedish Public Client. Procedia Economics and Finance, 21(C), pp.178–184.
Lindblad, H.R. & Guerrero, J.R., 2020. Client’s role in promoting BIM implementation and
innovation in construction. Construction Management and Economics, pp.1–15.
Liu, N. et al., 2019. Investigation of individual perceptions towards BIM implementation-a
Chongqing case study. Engineering, Construction and Architectural Management, 26(7),
pp.1455–1475.
Matthews, J., Love, P.E., Mewburn, J., Stobaus, C. and Ramanayaka, C., 2018. Building
information modelling in construction: insights from collaboration and change management
perspectives. Production Planning & Control, 29(3), pp.202-216.
Merschbrock, C. & Munkvold, B.E., 2014. How is building information modeling influenced
by project complexity? A cross-case analysis of e-collaboration performance in building
construction. International Journal of e-Collaboration, 10(2), pp.20–39.
Olawumi, T. & Chan, D., 2019. Building information modelling and project information
management framework for construction projects. Journal of Civil Engineering and
Management, 25(1), pp.53–75.
Olawumi, T.O. & Chan, D.W.M., 2019. An empirical survey of the perceived benefits of
executing BIM and sustainability practices in the built environment. Construction Innovation,
19(3), pp.321–342.
43
Plazza, D. et al., 2019. BIM for public authorities: Basic research for the standardized
implementation of BIM in the building permit process. IOP Conference Series: Earth and
Environmental Science, 5 September 2019, Vol.323(1).
Rogers, J., Chong, H.-Y. & Preece, C., 2015. Adoption of Building Information Modelling
technology (BIM). Engineering, Construction and Architectural Management, 22(4), pp.424–
445.
S. Alsina-Saltarén, J.L. Ponz-Tienda, L. Gutiérrez-Bucheli & M. Sierra-Aparicio, 2018.
Implementation of BIM in infrastructure: The need to address it from the public sector. Building
& Management, 2(3), pp.62-72
Tang, Yixuan et al., 2019. Comparing Project-Based Collaborative Networks for BIM
Implementation in Public and Private Sectors: A Longitudinal Study in Hong Kong. Advances
in Civil Engineering, 2019, p.14.
Tsai, M.-H. et al., 2014. Workflow re-engineering of design-build projects using a BIM tool.
Journal of the Chinese Institute of Engineers, 37(1), pp.88–102.
Wong, Andy K. D, Wong, Francis K. W & Nadeem, Abid, 2010. Attributes of Building
Information Modelling Implementations in Various Countries. Architectural Engineering and
Design Management: Integrated Design and Delivery Solutions, 6(4), pp.288–302.
Wong, Andy K.D, Wong, Francis K.W & Nadeem, Abid, 2011. Government roles in
implementing building information modelling systems. Construction Innovation, 11(1), pp.61–
76.
Yaakob, M., Athirah Wan, W. & Radzuan, K., 2016. Critical Success Factors to Implementing
Building Information Modeling in Malaysia Construction Industry. International Review of
Management and Marketing, 6(8S), pp.252–256.
44
Appendix 3 - Reasons for exclusion of articles
Code: Reason for exclusion Authors name
A Does not address our thesis problem. IT-related research that
focuses on procurement. Also applies a sociology of
translation theory with a focus on the translation process and
how it has evolved.
Lindblad, H., 2019
A Was in the 1 year of a 5 year research project and effects could
not be concluded so early on in regards to BIM
implementation. Furthermore Vass and Gustavsson (2017)
shared the same case study however their findings are more
related to this literature review.
Lindblad, H. & Vass, S.,
2015
A Does not address our thesis problem. This paper presented a
workflow proposed specifically for using BIM models in
design-build projects.
Tsai, M.-H. et al., 2014
A Does not address our thesis problem. The case study itself is,
however, being addressed in another article that is included. Lindblad, H.R. & Guerrero,
J.R., 2020
A Does not address our thesis problem. Discussing more on
collaboration and change management perspectives. Matthews, J., Love, P.E.,
Mewburn, J., Stobaus, C. and
Ramanayaka, C., 2018
A - B Not a case study. Focuses on the technical aspects of the
software. Olawumi, T. & Chan, D.,
2019
A - B Not a case study. Focuses on collaborative networks. Tang, Yixuan et al., 2019
A - C Does not focus on public client. The papers only focuses on the
interoperability rather than the whole implementation process. Grilo, A. et al., 2013
A - C Does not focus on public client. Study on BIM acceptance
between Korea and US and not on actual implementation of
BIM.
Lee, S. & Yu, J., 2016
A - D Focused only on procurement and interaction between firms
rather than organizational implementation of BIM. Liao, X. & Cen, Y., 2019
A - F Not focusing on an organizational level. Additionally, it
analyzes e-collaborations rather than identifying
implementation issues.
Merschbrock, C. &
Munkvold, B.E., 2014.
A - B - C Not a case study. Does not focus on public client. Focuses on
Critical Success Factors rather than identifying barriers,
challenges and benefits.
Yaakob, M., Athirah Wan,
W. & Radzuan, K., 2016
B Not a case study. Focuses on railway projects and railway BIM Bensalah, M., Elouadi, A. &
Mharzi, H., 2019
B - C Not a case study. Does not focus on public client. Rogers, J., Chong, H.-Y. &
Preece, C., 2015
B - C Not a case study, not focusing on public clients. Criminale, A. and Langar, S.,
2017
B - C Not a case study, does not focus on public client. Focuses on
the technical aspects of implementation from the perspective of
architects.
Ding, Z. et al., 2015
B - C Not a case study. Does not focus on public client. Bosch-Sijtsema, P. et al.,
2017
B - C Not a case study. Does not focus on public client. Aksenova, G. et al., 2019.
B - C Not a case study. Does not focus on public client. Husain, A.H., Razali, M.N. &
Eni, S., 2018
45
B - C Not a case study. Does not focus on public client. Khosrowshahi, F. & Arayici,
Y., 2012
B - C Not a case study. Does not focus on public client. Ahuja, R. et al., 2020
B - D Not a case study. The study focuses on how authorities can
manage BIM. Plazza, D. et al., 2019
B - D Not a case study. The study focuses on how authorities can
manage BIM. S. Alsina-Saltarén, J.L. Ponz-
Tienda, L. Gutiérrez-Bucheli
& M. Sierra-Aparicio, 2018
B - D Not a case study. It does not focus on an organizational level Wong, Andy K.D, Wong,
Francis K.W & Nadeem,
Abid, 2011
B - D Not a case study. Focuses on how governments can manage
BIM and not on organizational level. Wong, Andy K. D, Wong,
Francis K. W & Nadeem,
Abid, 2010
B - F Not a case study. Only considers perceived opinions. Eadie, R. et al., 2015
B - C - F Not a case study. Does not focus on public client. It only
considers perceived benefits. Olawumi, T.O. & Chan,
D.W.M., 2019
B - C - F It is not a case study and does not focus on public client.
Furthermore, the challenges obtained from the study are from
perceptions.
Georgiadou, M.C., 2019
B- C - F Not a case study. Does not focus on public client. Only
considered perceptions. Liu, N. et al., 2019
C Does not focus on public client Almuntaser, T., Sanni-
Anibire, M.O. & Hassanain,
M.A., 2018
E Full text not available. Hore, A., McAuley, B. &
West, R., 2018
46
Appendix 4 - Challenges and benefits extracted from respective articles.
No Article Country Challenges Benefits
1 Dowsett & Harty
(2019) UK Ensuring the effectiveness of BIM
related processes and protocols in the
design process
Ensuring the users capability of
technically handling the BIM
product.
Costs generated from additional time
spent for design changes
Culture change towards work
focused on collaboration
Ensuring effective task delegation
between involved actors
Providing a comprehensive briefing
process to ensure effective
implementation.
Difficulties in information access for
coordination purposes.
Delays caused as a result of
constantly changing requirements.
Formulating the requirements
demanding BIM-based work
practices in the procurement
contracts
No consensus of understanding of
the plan to implement BIM.
No clear responsibilities on the
project that related to a BIM
methodology, especially for those in
a leadership role.
Uncertain BIM deliverables and no
clearly stipulated client information
requirements made it difficult.
Facilitate early clash
detection
Easier interpretation of
design intent
Faster design review
Improved capabilities in
terms of task automation
Improved coordination
between the client and design
team
Improved design solutions
Improved design quality
Good system functionality
and faster object
manipulation
47
Absence of a change control
procedure to identify the increasing
number of additions and alterations.
Clarity over roles and responsibilities
through early collaboration
Lack of information exchange
protocols
Time and cost required to develop
component libraries
Providing a systematic approach to
implementation to effectively
reconfigure actors, technologies, and
activities.
2 Gurevich, U.,
Sacks, R. &
Shrestha, P., 2017
Israel Clients/occupants need to know the
benefits/potential of BIM supported
simulations.
Improvement of design
quality
Reduction of errors
Reduced construction costs
and duration
Improved finished product
BIM enables creation of
feedback loops that improve
the quality of the construction
product and construction
product.
Finished model before actual
execution - Beneficial for
modular construction and/or
prefabrication off-site
Improved design
coordination through
improved productivity and
constructibility
Valuable asset information
can be gained through BIM
enabled procurement.
3 Latifi et al. 2015 Malaysia Time consuming adoption process of
BIM
Reduced delays in the
construction process
48
High cost of hardware when
adopting BIM
Lack of experienced BIM experts for
hire in the market.
Cost of hiring or training people to
use BIM
Reduced construction cost
overruns
Higher quality of the end
product
Reduced time required to
complete the project
Early clash detection
facilitated a smoother
construction process
Ability to resolve fabricator
issues
Clear 3D visualization
simplifies changes within the
project
4 Motamedi &
Forgues, 2019 Canada Lack of involvement of senior
management
Negative attitude towards change in
work practices.
Lack of awareness and benefits of
the use of BIM Lack of qualified staff
Lack of BIM training
Culture change towards work
focused on collaboration
Software immaturity in terms of data
exchange and interoperability
Fewer RFIs (request for
information), fewer change
orders and fewer errors.
Better coordination in the
sequencing of construction.
Improved project planning. Decrease of rework
Facilitates early clash
detection
BIM helped react to changes
during the design and
construction
5 Neath et al., 2014
UK - Benefits contractors through
reductions in timescales and
delays
Ensuring constructibility
Early clash detection
facilitates enhanced design
solutions.
BIM model enables
stakeholders to better
understand the existing layout
and future design.
49
BIM model enabled a link
between existing databases
such as commercial rent and
asset-management systems.
Central database provided
easy access and effective
reuse of information
Different users have the
ability to reference model
components for different
purposes
6 Porwal &
Hewage, 2013
Canada Time needed to generate and transfer
BIM related files and data.
Time needed in decision making.
Difficulties in information access for
coordination purposes.
Lack of detail in the schematic
design stage to produce a
comprehensive BIM model.
The need of guidance on where to
start.
Knowledge of what BIM tools are
available.
Culture change towards work
focused on collaboration
Incorporating BIM in procurement.
BIM related legal challenges.
Capabilities of project participants in
BIM usage.
Training and supporting the
involvement of key stakeholders. Possibility of conflicts and risks
occurring due to changing work
practices in BIM adoption.
Early clash detection
facilitates enhanced design
solutions.
BIM model enables
stakeholders to better
understand the existing layout
and future design.
BIM model enabled a link
between existing databases
such as commercial rent and
asset-management systems.
Central database provided
easy access and effective
reuse of information
Different users have the
ability to reference model
components for different
purposes.
2D deliverables, exported
from the BIM model were of
equivalent quality to that of
the traditional CAD working
drawings
BIM-Partnering helped the
project team to manage client
involvement by creating a
coordination platform
50
7 Vass, S. &
Gustavsson, T.K.,
2017
Sweden Changing steering documents that
govern the work practices of internal
project managers.
Providing BIM competent and
available in-house staff.
Different definitions and
expectations on BIM
Lack of interest by
clients/stakeholders/actors due to
poor level of awareness of benefits
Formulating the requirements
demanding BIM-based work
practices in the procurement
contracts
Ensuring that actors can comprehend
and implement BIM.
Motivating actors through
incentivizing the use of BIM
Involving the maintenance
department in the BIM
implementation phase
Change in current roles and work
practices
Providing new BIM related jobs
Solutions to ensure smooth handling
of interoperability issues
-
8 Migilinskas, D. et
al., 2013 Lithuania - Conceptual design, drawings
and material specifications
could be generated from the
3D model
Prepared 3D frame model
enabled the use of
visualization, structural
analysis and facility
management model with
related information
51
Reduced time needed for plan
and view drawing with
AutoCAD
Procurement and supply of
manufactured elements and
details was improved
Reduced time wasted on
disputed about volumes of
work done
Higher quality of performed
works
Central database provided
easy access and effective
reuse of information
Decrease of rework
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