Development of a Multifunctional BIM Maturity Model

Liang, Cong; Lu, Weisheng; Rowlinson, Steve; Zhang, Xiaoling

doi:10.1061/(asce)co.1943-7862.0001186

Cited by 56 publications

(39 citation statements)

References 11 publications

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“…BIM maturity models are based on 'stages theory', representing a step-by-step evolution of a process according to well-defined milestones (Liang et al 2016). …”

Section: Bim Usementioning

confidence: 99%

“…There are various systems for defining maturity levels in BIM use (Chong et al 2016), each with unique areas of emphasis, strengths, weaknesses and/ or specifically designed for a certain group of BIM users (Liang et al 2016;Wu et al 2017) -yet, curiously there is no universally accepted system (Wu et al 2017). BIM implementation can occur in three consecutive evolutionary stages as asserted by Succar (2009): stage 1 -object-based modelling; stage 2 -model-based modeling; and stage 3 -materialization of network-oriented integration.…”

Section: Bim Usementioning

confidence: 99%

“…Khosrowshahi and Arayici (2012). Consequently, this 4 level system (0-3) was adopted for this research, given its wider acceptance in the field and flexible operational considerations (Liang et al 2016). Soo too, this classification was in consistency with ACIF and APCC (2017) in defining various levels of BIM use for the Australian context.…”

Section: Bim Usementioning

confidence: 99%

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Roadmap to Mature BIM Use in Australian SMEs: Competitive Dynamics Perspective

et al. 2018

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This research explores and reports upon the scale of BIM implementation maturity (from nonadoption to full-scale deployment) within Small-to-Medium Enterprises (SMEs) operating within the Australian construction industry. The research utilizes a Competitive Dynamics Perspective (CDP) as the theoretical lens and analyses data collected from 135 SMEs using Bayesian Belief Networks (BBNs) to provide a richer insight into levels of BIM implementation maturity. Findings reveal that there is no meaningful association between BIM implementation maturity within SMEs and their organizational attributes (such as size and level of experience). Additionally, lack of solid evidence to support a reasonable return on investment (ROI) was found to be the key barrier to using BIM in higher levels of maturity. In practical terms, the study focuses upon pertinent issues associated with mandated BIM in Australia from SMEs' perspective, pointing out potential consequences, and challenging the pressure for mandating. The research concludes by providing pragmatic recommendations designed to accelerate the pace that Australian SMEs move across a BIM trajectory from non-adopters to higher levels of maturity.

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“…BIM maturity models are based on 'stages theory', representing a step-by-step evolution of a process according to well-defined milestones (Liang et al 2016). …”

Section: Bim Usementioning

confidence: 99%

Section: Bim Usementioning

confidence: 99%

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Roadmap to Mature BIM Use in Australian SMEs: Competitive Dynamics Perspective

et al. 2018

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“…Visualiza la secuencia de la construcción, sobre todo cuando se trabaja desde varios frentes o cuando se quiere revisar en detalle trabajos particulares y/o peculiares en la industria (Mahalingam et al, 2010). Se generan escenas de construcción virtual con escalas apropiadas para que varios participantes puedan comunicarse y cooperar (Lian et al, 2016). Permite analizar las operaciones de construcción durante la fase de ejecución, simulando distintas estrategias de operación y coordinación entre contratistas (Hartmann et al, 2008).…”

Section: Tiempounclassified

“…La disposición de los recursos humanos es un factor relevante dentro de la optimización de los procesos en faena (Dagan y Isaac, 2015). Por ejemplo, cuando se tienen grandes cargas de trabajo es posible realizar un análisis multi-escala y asignar actividades precisas a todo el personal involucrado (Lian et al, 2016).…”

Section: Recursos Humanos E Interesadosunclassified

Uso e Impacto de los Modelos nD como Herramienta para la Dirección de Proyectos en la Industria de la Arquitectura, Ingeniería y Construcción

et al. 2017

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ResumenEl principal objetivo de esta investigación es presentar evidencia del uso e impacto de modelos nD como herramienta para la dirección de proyectos en la industria de la arquitectura, la ingeniería y la construcción, para lo cual se ha realizado una revisión bibliográfica sobre el tema. La industria de la arquitectura, ingeniería y construcción ha sufrido cambios, innovaciones y avances en pos de optimizar proyectos pertenecientes al rubro. En este contexto, las tecnologías de información se han ido incorporando al desarrollo de este tipo de obras. Sin embargo, se desconoce el uso e impacto real que estas herramientas entregan en cada una de las áreas de conocimiento en la dirección de proyectos. Dentro de los resultados principales se tiene que al implementar estos modelos se produce un impacto directo e indirecto en la gran mayoría de los procesos de dirección de proyectos y con mayor énfasis en las áreas tiempo, costos e clientes. Palabras clave: modelos nD, dirección de proyectos, industria AIC, costos de proyectos Use and Impact of nD Models as a Tool for Project Management in the Architecture, Engineering and Construction Industry AbstractThe main objective of this research is to present evidence on the use and impact of nD models as a tool for project management in the architecture, engineering and construction industry, for which a bibliographic review on the subject has been carried out. The architecture, engineering and construction industry has undergone changes, innovations and advances to optimize projects belonging to the field. In this context, information technologies have been incorporated into the development of this type of works. However, the use and real impact that these tools contribute to each of the areas of knowledge in project management is unknown. Among the main results, the implementation of these models has a direct e indirect impact on the great majority of project management processes, with a greater emphasis on time, cost and stakeholders.

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