9th cidb Postgraduate Conference

February 2-4, 2016, Cape Town, South Africa.

Emerging trends in construction organisational practices and project manageme nt knowledge area

THE IMPACT OF IMPLEMENTING BIM ON AEC

ORGANISATIONAL WORKFLOWS

Akintola, Adeyemi; Douman, Darcelle; Kleynhans, Matthew; Maneli, Sithembisile

School of Construction Economics and Management, Faculty of Engineering and the Built
Environment, University of the Witwatersrand, Johannesburg, Gauteng, South Africa

Abstract
The seemingly elusive pursuit of completing projects predictably, within the constraints of
cost, time and quality requires the aggregation of information and integration of various
project team member work processes. BIM has been put forward as a possible approach for
achieving this aim, albeit with attendant challenges, prominent among these is the need for
streamlining intra-organisational workflows. This study therefore sought to develop and
understanding of how implementing BIM impacts organisational workflows with a view to
enabling professionals make more informed decisions about adoption and implementation
of BIM. Semi-structured qualitative interviews were conducted with three consultancy
companies in Johannesburg, South Africa. Data in form of transcriptions and notes were
descriptively coded in two cycles, and analysed thematically. This study found that
resistance to change and high set-up and training costs are key impediments to the
successful implementation of BIM. Furthermore, there were experiences of a loss of
productivity during training and the development of standards, disconnects between project
team members collaborating at lower of higher maturity compared to others, change in the
sequence of project team activities, and the creation of new roles, such as a BIM
coordinator/manager to facilitate the adoption and development of organisation specific
standards and documents. These challenges can lead to varying patterns of adoption and
implementation and consequently, a lack of interoperability of inter-organisational business
processes. The findings are instructive on the need for unified industry strategy to facilitate
the diffusion of BIM in the South African construction industry as in countries like the UK.

Keywords: BIM, Collaboration, Delivery, Maturity, Workflows

1 Introduction
The nature of the Architecture Engineering and Construction (AEC) industry is such that
constant interaction through communication and sharing of information between various
professionals is essential for successful delivery of projects (Crotty, 2012). Project delivery
involves complex processes that require extensive collaboration for efficient management,
amid global industry challenges to completing projects predictably, within the constraints of
cost, time, and quality (Crotty, 2012; Fang and Marle, 2013). Further, as a result of the
separation of design and construction functions, and the continued specialisation of
construction industry practices into more specific fields of operation, the industry has grappled
with its fragmented nature and project delivery processes (Nawi et al., 2013). This is coupled
with severe difficulties in aggregating construction information dispersed among project
stakeholders (Latham, 1994; Egan, 1998; Nawi et al., 2013). Consequences of these are sub-
optimal levels of project performance. In the United States, evidence show that these challenges

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contribute to about 15.8 billion dollars yearly losses through inefficiencies (Gallaher et al.,
2004).
As solutions to these challenges, the integration of multiple stakeholder work processes, and a
shift from traditional competitive delivery methods towards integrated design and construction
methodologies have long been advocated (Latham, 1994; Egan, 1998). Importantly, the use of
integrative and collaborative technologies have been argued, and shown to be capable of
providing the impetus for the required change (Howard et al. 1989). Building Information
Modelling (BIM) is one such technology. A process of developing digital representations of
construction components elements to simulate planning, design, construction, operation and
maintenance of structures, BIM when implemented enables the rendering of several views of
data about a structure in 2D (Simple CAD), 3D (Visualisation), 4D (Schedule), 5D (Cost), and
6D (Operations and Maintenance) in an aggregated model, and collaborative environment
(Deutsch, 2011). Notwithstanding that Building Information Modelling authoring tools have
been in existence since the late 20th century, clients and project teams have only recently
become conscious of its benefits in delivering projects (Linderoth, 2010). Implementing BIM
has been shown in practice to facilitate increased efficiency (Deutsch, 2011) increased
productivity of professional organisations (Crotty, 2012) while also improving communication
and collaboration (Wong et al, 2011). Without doubt, the associated benefits are the main
drivers of its adoption and implementation within the construction industry (Cao, 2015).
However, there are several barriers to successful implementation of BIM in the construction
industry (Migilinskas, 2013; Arayici et al., 2011). These include inter alia, the need for
changing procurement culture (Rowlinson et al., 2010), need for changing or adapting intra-
and inter-organisational work practices and workflows (Porwal and Hewage, 2013; Bryde et
al., 2013), lack of clarity of stakeholder roles and responsibilities on BIM projects and varying
degrees of experiential knowledge of BIM among project teams (Porwal and Hewage, 2013).
This implies that organisation and project team work practices need to be aligned to BIM
requirements to achieve success. Nonetheless, evidence from literature shows reluctance
towards shifting from traditional work methods to adopting innovative approaches to project
delivery among industry professionals (Arayici et al., 2012). This may be attributable to
deficient understanding of BIM adoption and implementation implications. A lack of
knowledge about how implementation enables, and on the other hand, constrains organisational
work practices may hinder wider adoption, and its successful implementation on projects. This
study therefore seeks to develop an understanding of how professional service providers in the
South African construction industry have implemented BIM within their organisations, and of
how the implementation enables or constrains organisational workflows. This will enable
implementers to make more informed decisions about how to implement BIM to realise the
benefits accruable from its implementation.

2 Literature Review
Succar (2009) however, describes BIM as a set of processes, technologies and policies that
work together to produce a methodology for digitally managing project information through
the whole life cycle. Furthermore, Sebastian (2011) argues that collaboration between project
stakeholders is the main premise on which BIM relies. Therefore, the key ideas that cut across
these definitions are information aggregation, integration and collaboration among project
stakeholders through the use of appropriate technology. This is at the core of the appeal of BIM
to the construction industry. Nevertheless, it is important to note that BIMs potential for
enabling more efficient project delivery processes is a major driving force behind the growth
in implementation, and indeed government demand, as in the United Kingdom (Cao, 2015). As
Barlish and Sullivan (2012) put it, clients are willing to utilise BIM once they understand its
capabilities and benefits. The benefits include improved efficiency, communication and

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collaboration, increase in productivity, reduced project cost, time and rework (Migilinskas,
2013; Wong et al., 2011; Cao, 2015). It is therefore evident that BIM implementation can
positively contribute to project success and overall industry performance.
However, implementing BIM does not lead to guaranteed project success. Its implementation
comes with attendant risks and challenges as is common with similar innovations. In fact, at
the initial stages of adoption and implementation within organisations, it is likely to cause
conflicts in the status quo, and temporarily reducing performance. The resolution of these
challenges brings about transformation into a new status quo. This is depicted in Satirs model
of change in Figure 1 below (Cameron and Green, 2012).

Innovation Transforming idea

New status
Performance

quo
Old status Integration
quo and practice

Conflicts/Chaos

Time

Figure 1. Satir's model of change (adapted from Cameron and Green, 2012)

To elucidate on this, the following section highlights evidence in literature, of challenges to

successfully implementing BIM.

2.1 Challenges to successful implementation

Khosrowshahi et al. (2012) in consonance with the views of Linderoth (2010), posit that the
slow adoption of BIM by organisations can be attributed to a lack of preparedness to make the
required changes necessary for implementing BIM, combined with the misunderstanding of
their roles and responsibilities on such projects. In a case study of a Swedish company,
Linderoth (2010) found that the diffusion of BIM would depend on how well it fits in with user
roles, responsibilities and competencies. Yet, the levels of BIM use across organisations and
professionals vary greatly (Eadie et al., 2015: Khosrowshahi et al., 2014). Other challenges are
fear of changing roles, responsibilities and work practices (Elmualim and Gilder, 2014).
Kiprotich et al. (2014) in a South African study found that the BIM use in South Africa is
largely isolated, and only to the extent of simple 3D modelling (visualisation) applications. A
summary of BIM implementation challenges is show in Table 1 below.

2.2 Benchmarking BIM implementation capability and maturity

There have been a few attempts at benchmarking levels of collaborative working with BIM.
Taylor and Bernstein (2009) employed a 4-level categorisation of BIM use into visualisation,
coordination, analysis, and supply chain integration while Succar et al. (2012) developed five
stages of BIM implementation maturity (initial, defined, managed, integrated and optimised).

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Table 1. Challenges militating against successful implementation of BIM

Becerik-Gerber and Kensek (2010)

Khosrowshahi and Arayici (2012)
Elmualim and Gilder (2014)
Porwal and Hewage (2013)

Dossick and Neff (2010)

Rowlinson et al., (2010)

Gu and London (2010)

Lawrence et al., (2012)
Challenges militating against successful implementation

Rekola et al. (2010)

Singh, et al., (2011)

Owen et al. (2010)

of BIM

Industry's reluctance to change existing work x x x x x

practices/workflows
Need for changing or adapting intra and inter organisational x x x x x x
workflows/work practices
Lack of clarity of stakeholder roles and responsibilities on x x x x x
BIM projects
Need to train staff on new technology x x x x
Need to establish new process or workflows for delivery of x x x x
projects
Varied readiness to implement BIM across stakeholders x x x
Varying degrees of experiential knowledge and x x x
understanding within project teams
Difficulty in maintaining completeness, quality and x x
consistency of shared models
Cultural barriers towards adopting new technology/cultural x x
division within teams
Undefined fee structures x x
Difficulty in measuring costs/benefits of BIM x x
implementation
Software interoperability and data exchange issues x x
Lack of understanding of BIM capabilities, challenges x
Need for change in procurement culture x
Reluctance towards adoption due to time required to x
produce and maintain complete models
Lack of understanding of other team members workflows x
on BIM projects
Ineffective collaboration among team members (modelling x
and model utilisation)
Need for investment in new IT infrastructure x
Insufficient legal framework x
Competition and lack of common interests among BIM x
authoring tool vendors

Nonetheless, in order to facilitate the achievement of the UK governments mandate that BIM
be used at maturity level 2 for all public projects by 2016, the British Standards Institute (BSI)
has developed the PAS 1192:2013 specification. It describes the levels of collaborating with
BIM (BML) in generic terms as:
BML-0: Unmanaged CAD with the use of 2 dimensional (2D)
BML-1: Requires collaboration tool to provide a common data environment and
established standard data formats. Cost data to be managed by standalone packages
with no integration.
BML-2: Collaborative environment to be of 3D form, held in separate discipline BIM
authoring tools with attached data managed by Enterprise Resource Planning (ERP)
Approach may also utilise 4D and 5D capabilities.

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 BML-3: Fully open processes and data integration enabled by web-services.
Compliance with relevant data exchange standards, managed by a collaborative model
server.

2.3 Review synthesis

Building Information Modelling (BIM) is potentially useful for improving AEC industry
performance. However, several associated risks and challenges need to be identified and
mitigated. Consequently, successful implementation is not guaranteed. Therefore, it can be
surmised from literature reviewed, that informed adoption and implementation decisions for
AEC organisations in South Africa requires an understanding of its implications on their
organisations workflow. This is the central focus of this study. The theoretical underpinnings
of this study are in activity theory (understanding changing patterns of human activity on
impact by technology) and role theory.

3 Research Methodology
3.1 Philosophical assumptions
This research is informed by subjectivist philosophical assumptions, where social phenomena
are seen as being created from the perceptions of social actors and with a focus on individual
meanings (Saunders, 2012; Creswell, 2013). The focus of this study is on developing an
understanding of the experiences of professional service providers in implementing BIM within
their organisations. A subjectivist ontological position is well suited to achieving this in that it
emphasises conduction of research among people rather than about objects (Saunders, 2012).
In consonance with this philosophical leaning, and with literature on studies with similar foci
with this study, an interpretivist epistemology, albeit with a largely deductive approach to
reasoning, is appropriate as is supports methods of knowledge gathering in participants natural
settings (Saunders et al., 2012; Creswell, 2013). This is to facilitate an understanding of their
experiences from their own point of view.

3.2 Research methods

Following from the philosophical choices made, this study is designed after the qualitative
research tradition. This is suitable for exploring a problem in-depth (Creswell, 2013). Further,
current research in the domain is mainly qualitative in nature. Gu and London (2010) employed
focus group interviews (grounded theory strategy); Balish and Sulivan (2012) used cases
studies, while Linderoth (2010) used semi-structured interviews with participant observational
methods.

3.2.1 Data collection method and participant selection

Conversations are one of the best ways of obtaining systematic and in-depth knowledge (Kvale,
2008). Therefore, one-on-one semi-structured interviews, with professionals representing
selected organisations, were considered the best way to collect data. In order to focus on unique
case contexts, a heterogeneous purposive sampling technique was employed with snowballing
(field referrals) to select participants for the study. Further, participants for this research were
selected from consulting professional service providers in South Africa. This comprises
Architectural, Quantity Surveying, and Engineering organisations. The selection criterion was
mainly evidence of adoption and implementation BIM within the organisation. 3 interviews (2
Architectural and 1 Quantity Surveying organisation) were conducted, analysed and presented
in the following sections. Notes and audio recordings were taken during the interview sessions
to ensure all information is captured. The audio recordings were also transcribed (verbatim),

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while handwritten notes and researchers preliminary reflections from the interview were
summarised into analytic memos, one per interview (Miles et al., 2014).

3.2.2 Method of data analysis

Data in form of notes and transcripts from the interviews were analysed thematically. Thematic
analysis followed a two-step procedure. Texts were coded using broad descriptive codes (Miles
et al., 2014). First, notes and transcripts were read while also highlighting relevant portions of
the material, and assigning descriptive words of phrases (pre-defined or developed as analysis
progresses) to the highlighted chunks of textual data and refining same as analysis progresses.
Second, codes were developed into key themes for each highlighted text (groupings or more
finely coded) while considering interpretive themes from theoretical or practical positions of
the study (Miles et al., 2014).

4 Preliminary Findings and Discussion

4.1 Data Analysis and Findings
Table 2 describes the contexts of each organisation that participated in this study as the context
is important to understand when analysing the data.

Table 2. Participant organisation contexts and implementation strategies

Case 1 (Company A) Case 2 (Company B) Case 3 (Company C)
Context
Medium sized Architectural firm International Quantity Medium sized Architectural
(staff is about 60nr) surveying firm (head office in firm of about 200 employees
Based in, Johannesburg the UK). Based in Johannesburg with a
Established in 1945 The Johannesburg office is one branch office in Nigeria.
Projects are based in South Africa and of 90 branches. Projects are based in South
internationally Established first international Africa and internationally
branch in 1982
Projects are based in South
Africa and internationally
Implementation strategies
Motivation for implementing BIM: Motivation for implementing Motivation for implementing
improvement of job delivery BIM: improvement of job BIM: competitive advantage,
workflows efficiency, competitive delivery workflows efficiency keeping up with evolving
advantage, keeping up with evolving They have not implemented industry trends.
industry trends. BIM in South Africa as part of In-house expert to coordinate
Implicit policy to implement BIM on a project team, but they have in BIM implementation and use
all projects. the UK internally (documentation
Each person in the organisation has Their staff have had training on management).
access to the BIM authoring software how to use BIM authoring Staff have had access to the
and training software BIM authoring software and
New computers and software licenses Organisation has achieved a had training
were purchased to facilitate adoption capability for BIM level 1 here The firm has achieved
of BIM. in South Africa but operating implementation Maturity level
Formal implementation plan was at a Maturity level between 0 1.
drafted for training and implementing & 1. Formal implementation plan for
standards achieving BIM maturity level 2
BIM manager was hired to facilitate has been drafted).
transitioning to BIM. Willing to start working
towards BIM maturity level 3

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 Case 1 (Company A) Case 2 (Company B) Case 3 (Company C)
Achieved a capability for BIM level 2
but presently operating at maturity
level

Cases 1, 2 and 3 (shown in Table 2) represent experiences of BIM implementation from three
organisations that are some of the most prominent professional practices in South Africa and
will therefore be treated as key informants. It should be noted that since Company B (Quantity
Surveying) have only implemented BIM as part of a project team in the UK. However, the staff
have undergone training to acquire the capability to participate in BIM projects in South Africa,
at least to BIM level 1. This is not farfetched as the diffusion of BIM naturally starts with lead
design firms long before other allied professional organisation. Furthermore, while Companies
A & C have only been operating at BIM level 1, interestingly, the momentum for level 2 BIM
implementation (information sharing & coordination) has begun already (BSI, 2013). This is a
significant development from Kiprotich et al. (2014)s report of only isolated use of 3D
modelling and visualisation applications of BIM in South Africa. Yet, these efforts are limited
to intra-organisational drive for collaborative practices. Expectedly, as in the works of Wong
et al., (2011) and Cao (2015), the main motivation for implementing BIM for all the companies
are the associated benefits (see Table 3).

Table 3. Experiences of benefits from Implementation BIM

Case 1 (Company A) Case 2 (Company B) Case 3 (Company C)
Problem solving Cost savings Increased demand for firms service
Improved design workflows Time savings Increased efficiency
Implementation of BIM being Design clash Able to execute projects quicker and
worthwhile detection better
Design clash detection Quick resolution of Design and construction risks are detected
Time and cost savings conflicts earlier
Improved communication, Improved accuracy More work done at lower cost compared
collaboration and integration Competitive to competitors
within the organisation and with advantage More work is done earlier in the delivery
allied professionals Increased delivery process.
Increased productivity and speed Improved collaboration among teams
efficiency Increased Design clash detection
Capability for executing larger productivity and Increased Productivity
projects efficiency Increased project turnover

There are several commonalities in the experiences of the three organisations regarding the
benefits from BIM implementation. These experiences are similar to the findings in existing
literature (Wong et al., 2011; Cao, 2015). BIM is perceived as being able to assist in problem
solving, improving efficiency and increasing overall productivity. While all three organisations
attest to increase in productivity, Company C further links this to increased turnover.

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Table 4. Challenges to Implementing BIM
Case 1 (Company A) Case 2 (Company B) Case 3 (Company C)
Mind-set shift Resistance to change Time consuming training
Resistance to change BIM is all about technicalities High software and update
Time consuming training Huge training requirements costs
High software and update costs High cost of BIM authoring software Disconnect between
Disconnect between BIM is mainly economically viable for consultants (lack of
consultants: where other large scale projects interoperability) Project
consultants don't implement No BIM specialist in companys SA office team members silo
BIM, interoperability becomes mentality
Technological advancements reduces
an issue Need for allied
relevance of experiential knowledge
More efforts required to professionals to start
Implementation is being driven mainly by
develop good quality evolving their design skill
BIM champions from large practices
Presentations when compared
to traditional CAD

Companies A & C report very similar experiences of challenges to implementing BIM (see
Table 4). Importantly, resistance to change within their organisations and disconnect with other
professionals (lack of interoperability of organisational business practices) are key challenges
identified. These are two of the most prominent challenges to implementing BIM and can be
deterrents to increased adoption and implementation within the construction industry.
Collaboration through BIM is only as effective as the weakest link in the project team makes
it. Further, down times experienced when learning to apply new technology impacts negatively
on productivity (Cases 1&3). Company Bs report is from a different perspective as Quantity
surveyors, the participant mentioned that the lack of a BIM expert to facilitate implementation
is a challenge. These suggest, however inconclusively, that experiences of challenges vary by
organisation type. Nevertheless, for all three cases a common thread of evidence was that of
declining productivity as a result of a substantial amount of training that is required to facilitate
BIM implementation.

Table 5. Impacts of BIM on organisational workflows

CASE 1 CASE 2 CASE 3
Downtimes while training and developing Improved Downtimes while training and developing
new organisational workflows to efficiency and new organisational workflows to implement
implement BIM performance BIM
More efficient design workflows Increased More is done earlier in the delivery process
Better integration of team design productivity and More time and resources are spent on the
processes. efficiency design phase, i.e. model development phase.
Increased productivity and efficiency Increased productivity and efficiency
Increased capability for executing larger Creation of BIM coordinator/manager roles
projects Design and construction risks are detected
Creation of new roles (BIM coordinator or earlier
BIM manager)

Participants have had both positive and negative experiences of BIM impacts on organisational
workflows (see Table 5). One impact of BIM that is rarely reported in literature is experiences
of downtimes while training or developing new organisational workflows to implement BIM.
Misunderstanding this may mean that organisations that are unable to overcome these
challenge have to roll back on the implementation. Perhaps more importantly, Company C
emphasised the temporal shift in effort for design and construction activities. This implies that
more work is done earlier in the delivery process when the cost impacts of change in employer
requirements are minimal effects on dependent activities. Furthermore, the findings suggest

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that creation of a new role for BIM facilitation and coordination within firms is critical to the
success of the implementation as in Porwal and Hewage (2013) and Sebastian (2011).

5 Conclusion and Further Research

This study sought to develop an understanding of how implementing BIM impacts the
workflows of construction professional service providers in South Africa. This is on-going
research. Nonetheless, thus far, the findings have far reaching implications. These impacts are
structural and social in nature. Expectedly, the three cases presented associate several benefits
with implementing BIM. Likewise there are experiences of many challenges that impinge on
professional practice. The reports varied slightly due to the differences in level of capability
and BIM maturity level within the organisations. Further, the requirement for in-house BIM
facilitators or managers, expansion of professional responsibility, temporal shift in design and
construction activities, and the need for new or restructured project documentation are
enlightening. The results also reveal that BIM is being led mainly by design firms who employ
in-house BIM experts to develop and maintain organisation specific standards and guidelines.
This can lead to varying patterns of adoption and implementation and consequently, lack of
interoperability of inter-organisational business processes. These findings suggest a need for
unified industry strategy to facilitate the diffusion of BIM in the South African construction
industry as in countries like the UK. This strategy may be driven by government or the private
sector since it is clear that clients are the main drivers for BIM implementation, while also
being the biggest beneficiaries of BIM benefits (e.g. aggregating and managing asset
information). However, while there are competing arguments for or against either, the private
sector, through entities like the South African Property Owners Association (SAPOA), which
claims control of about 90 per cent of all commercial and industrial property in South Africa,
are perhaps better positioned to drive a unified industry strategy for implementing BIM due to
the sectors dynamic nature. This is an on-going debate. Future work will seek to expand on
these ideas and document more experiences of BIM implementation in South Africa so as to
increase the credibility of the research findings.

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