Errata for

ICCREM 2019: Innovative Construction Project Management and

Construction Industrialization

 March 30, 2020: Added “Erratum for ‘Information Modelling (BIM) Framework for
Practical Assessment’ by Dat Tien Doan; Ali Ghaffarianhoseini; Nicola Naismith;
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Tongrui Zhang; Attiq Ur Rehman; John Tookey;and Amirhosein Ghaffarianhoseini”

ICCREM 2019
 Erratum for “Information Modelling (BIM) Framework for Practical Assessment” by Dat
Tien Doan; Ali Ghaffarianhoseini; Nicola Naismith; Tongrui Zhang; Attiq Ur Rehman;
John Tookey;and Amirhosein Ghaffarianhoseini

ICCREM 2019: Innovative Construction Project Management and Construction

Industrialization: pp. 42–48.
doi: 9780784482308.005
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Dat Tien Doan1; Ali Ghaffarianhoseini2; Nicola Naismith3; Tongrui Zhang4; Attiq Ur
Rehman5; John Tookey6; and Amirhosein Ghaffarianhoseini7
1
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland,
New Zealand 1010 (corresponding author). E-mail: [email protected]
2
Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010. E-mail: [email protected]
3
Senior Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland,
New Zealand 1010. E-mail: [email protected]
4
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland,
New Zealand 1010. E-mail: [email protected]
5
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland,
New Zealand 1010. E-mail: [email protected]
6
Professor, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010. E-mail: [email protected]
7
Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand. Email: [email protected]

The title for this paper is incorrect. The correct title is:

“Building Information Modelling (BIM) Framework for Practical Assessment”

ASCE regrets the error.

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Information Modelling (BIM) Framework for Practical Assessment

Dat Tien Doan1; Ali Ghaffarianhoseini2; Nicola Naismith3 ; Tongrui Zhang4; Attiq Ur Rehman5;
John Tookey6; and Amirhosein Ghaffarianhoseini7
1
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010 (corresponding author). E-mail: [email protected]
2
Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New Zealand
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1010. E-mail: [email protected]

3
Senior Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010. E-mail: [email protected]
4
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010. E-mail: [email protected]
5
Ph.D. Candidate, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New
Zealand 1010. E-mail: [email protected]
6
Professor, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New Zealand
1010. E-mail: [email protected]
7
Lecturer, Dept. of Built Environment, Auckland Univ. of Technology, Auckland, New Zealand
1010. E-mail: [email protected]

ABSTRACT
This paper describes the early stages of a research project aiming to develop a BIM
framework for practical assessment. Globally prestigious models adopted to evaluate the
development of an organization including Malcolm Baldrige National Quality Award
(MBNQA), European Foundation for Quality Management (EFQM), and Australian Business
Excellence Framework (ABEF) were analyzed to determine the key categories for BIM adoption
assessment. Also, 22 interviews with 26 key stakeholders were conducted to identify the
elements (belonged to the categories above) potentially impacting on BIM adoption. The results
indicate that leadership, client and other stakeholders, strategic planning, people, resources,
process, measurement, analysis and knowledge management, and results are the main categories
of the BIM assessment framework along with 39 elements. The interrelationship among
categories and elements are expected to be identified in the further research with a quantitative
approach. The results of this research project could be considered baseline information for the
construction companies to effectively evaluate their BIM adoption and to obtain the insights of
the relationships among criteria of BIM adoption.

INTRODUCTION
Building Information Modeling (BIM) has been caught attention from different types of
groups globally, including construction practitioners, researchers, local authorities, and
governments. It has rapidly developed due to its possibility which could revolutionize the
construction industry. Many studies have been conducted to examine the benefits of BIM
adoption to specific regions, from both developing and developed countries. For example, Eadie
et al. (2013) and Azhar (2011) examined the potential impacts of BIM on the construction
industry in the UK and the US, respectively; while the advantages of using BIM were also
investigated in Malaysia (Rogers et al. 2015) and Indonesia (Chandra et al. 2017). It is
undeniable that BIM could bring substantial benefits to the construction industry; however, the

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majority of construction practitioners have still been unknown where or how to take the
initiative. BIM understanding has always been considered as one of the first and foremost
barriers/challenges towards BIM adoption (Alreshidi et al. 2017; Khosrowshahi and Arayici
2012). This could also be a reason why BIM adoption in New Zealand is still in its early stages
(Miller et al. 2013). Besides, research determining primary criteria influencing BIM adoption
and their interrelationships is missing even though investigating this kind of interrelationship
could enhance the knowledge of the construction practitioners towards BIM implementation.
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This research, at a second stage of a large research project, reanalyzed the interview
transcriptions, which was already analyzed at the first stage in order to explore the perspectives
of experts towards BIM adoption in New Zealand, to establish a framework for BIM self-
assessment, in which the key criteria strongly impacting on BIM development and their
interrelationships will be identified. Based on the framework, the construction practitioners could
be well-aware of what stuff needs to be considered for using BIM and how to improve BIM
adoption as well.

RESEARCH METHODOLOGY
Qualitative approach: A qualitative approach using semi-structured interviews was adopted
in this research to explore the key stakeholders’ perspectives towards BIM adoption. 19 face-to-
face interviews and three telephone interviews with 26 experts in the construction industry in
New Zealand, including senior quantity surveyor (QS), BIM manager, senior architect, etc., were
conducted. The interviewees are working in 21 different companies with different construction
types and company sizes, which ensures the diversity of the informants, see Table 1. NVivo 11
was adopted in this research due to its benefits regarding efficiency, multiplicity, and
transparency (Hoover and Koerber 2011); while thematic analysis was used for the interview
analysis process, which is considered as “a foundational method for qualitative analysis”
producing accurate and insightful findings (Braun and Clarke 2006; Nowell et al. 2017).
Business excellent model (BEM): To assess and improve the practices and performance of
an organization, BEMs have been established and developed significantly globally, with almost
100 different Business Excellence Awards used in over 80 countries (Mohammad et al. 2011).
Among around 100 different models available currently, Malcolm Baldrige National Quality
Award (MBNQA) and European Foundation for Quality Management (EFQM) are most being
widely used, and their assessment criteria and structures have also been followed by most of the
other bespoke models (Mohammad et al. 2011). Besides, the Australian Business Excellence
Framework (ABEF) is also considered as a globally known quality award in which its framework
is reviewed and updated annually (Talwar 2011). Three mentioned models will be reviewed and
analyzed to identify the similarities and differences of their criteria and structures to establish an
updated framework with criteria based on the interview results for BIM practices assessment.

RESULTS
Although MBNQA, EFQM, and ABEF are three different models for organizations
practices’ assessment, their criteria and structures are quite the same. They could be divided into
two different categories, Enablers and Results, see Table 2. While Enablers is consist of criteria
such as Leadership or Customers to evaluate what an organization does and how they do it,
Results includes factors to assess the achievements of that organization. It is clear from Table 2
that those models have common criteria, which can be seen at BIM Framework column, with
eight main criteria to assess an organization’s practices.

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Table 1.Interview Demographics.

Interviewee Construction Position Experience Construction Company BIM
(years) Type Size Projects
#1 Senior QS 10 Contractor Large 1
#2 BIM Manager & GSAP1 14 Design Large >50
#3 Director, Building Scientist, 12 Consultancy Large >50
Green Star Assessor, &
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GSAP
#4 Senior Architect, GSAP, & 15 Design Large 30
Green Star Assessor
#5 Technical Services Manager, 22 Contractor Large 6
Design Manager, GSAP, &
Green Star Assessor
#6 1) Director & Building 14 Consultancy SME3 15
2
Surveyor 2)Building
Surveyor 4
#7 Principal & Designer 30 Design SME 4
#8 Senior Cost Manager 20 Consultancy Large 1
#9 Project Director 23 Contractor Large 11
#10 Building Services Technical 8 Consultancy Large 7
Leader
#11 Director & 19 Consultancy SME 1
Building Performance Expert
#12 1) BIM Manager2 22 Design Large >50
2)Building Scientist 3
#13 1) Associate & Structural 10 Design Large >50
Engineer2
2) Drawing Office Manager 19
#14 Structural Technician 8 Design Large 1
#15 Sustainability Leader, Green 13 Design Large >50
Star Assessor, & GSAP
#16 BIM Construction Manager 11 Contractor Large 40
#17 Technical Lead & Senior QS 12 Multidiscipline Large >50
#18 BIM Consultant, Application 17 Information SME >50
Engineer & Business Analyst Technology
#19 Associate Senior Architect 11 Design Large >50
#20 1)BIM Development 20 Consultancy Large 50
Engineer2 8
2)Senior Structural and
Sustainable Engineer &
GSAP
#21 Principal QS 8 Multidiscipline Large 2
#22 GSAP & Green Star Assessor 10 Non-profit Large 0
Note: 1Green Star Accredited Professional;
2
Corresponding interviewee;
3
Small and medium enterprises

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Table 2.Criteria of MBNQA, EFQM and ABEF.

BIM Framework’s
Category MBNQA EFQM ABEF
Criteria
Enablers Leadership Leadership Leadership Leadership

Measurement, Analysis &

Customers Partnership & Customers and Other Clients &

Knowledge Management
Resources Stakeholders Other
Stakeholders
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Resources
Strategy Strategy Strategy and Strategic
Planning Planning
Workforce People People People
Operations Process, Process Management, Process
Product & Improvement and
Services Innovation
Measurement, Information and
Analysis Knowledge
& Knowledge
Management
Results Results People Results Results and Results
Customer Sustainable
Results Performance
Society Results
Business
Results

Interestingly, those eight criteria were also mentioned as important factors affecting BIM
adoption in New Zealand from the data collected from the interviews. After comparing the
results from the interview analysis and the BIM framework, 39 elements were identified, which
are the factors that the construction organizations in New Zealand should consider for their BIM
development, see Table 3. Among eight criteria, Leadership is considered one of the most
important and influential factors for BIM adoption. As stated by #7, “if you had a really good
person who understands the process, that is extremely important too. That is actually number one
because you cannot start off unless you employ the right person in the beginning. The
architecture firm has a BIM manager, the construction company has a BIM manager. Employ
that person very carefully, the BIM manager, then you solve everything as long as they listen to
him. If he is employed correctly and he is the right sort of person, then it is ok because he tells
the rest of the team”. Whereas, Process, is influenced by Leadership, Clients & Other
Stakeholders, Resources, Strategic Planning, and People, is seen as a significant factor affecting
on the results of BIM adoption. #7 stated that a company should have “a business plan for BIM
… it has to be implemented through the whole company properly, and you have got to do
everything properly. Otherwise, it is just talking and does not work”. They should develop “a
proper BIM Execution Plan (BEP), and making sure that it covers all aspects of the project”
because “it is like the framework on how your all of the information would get shared, what
happens with the data, who responsible for doing what, and where everything is stored. So, it is
kind of the blueprint of the whole process” (#10).

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Table 3.Main Factors for BIM Assessment.

Leadership
1. The organization has a clear BIM leadership role.
2. The BIM leadership team plays a strategic role (with goals and objectives) that will guide the
organization towards BIM adoption.
3. The BIM leadership team monitors and reviews the strategic plan regularly for BIM
adoption.
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4. The BIM leadership team communicates openly with and engages employees for BIM
adoption.
5. The BIM leadership team is committed to continuous improvement in their own BIM skills.
6. The BIM leadership team is committed to continuous improvement in employees’ own BIM
skills.
Clients & Other Stakeholders (e.g., architects, contractors, MEP, QS, suppliers)
1. The organization determines the clients’ expectations for planning the BIM adoption.
2. The organization determines stakeholders’ expectations for BIM adoption.
3. The organization has a clear approach to collect customers’ feedback after completing BIM
projects.
4. The organization has a clear approach to collect stakeholders’ feedback after completing BIM
projects.
5. The organization educates clients on BIM.
6. The organization employs a standard form of contract for the procurement of BIM.
7. The organization is not reluctant to share information concerning BIM adoption with other
stakeholders.
Strategic Planning
1. The organization has the BIM strategic plan (e.g., BIM standards, BIM specifications,
policies).
2. The organization involves all stakeholders in developing the BIM strategic plan.
3. The organization allocates the resources effectively to ensure the success of BIM adoption.
4. The organization translates the strategic plan for BIM adoption into specific requirements for
each stakeholder.
5. The organization uses a formal process to track the effectiveness of the BIM strategic plan.
6. The organization has its BIM strategic plan reviewed and updated regularly.
People
1. The organization provides the necessary training for BIM adoption (before implementing
BIM).
2. The organization creates an environment conducive for the employees to improve their BIM
skills.
3. The organization encourages the employees to share their ideas to improve BIM adoption.
4. The employees are committed to the strategies for BIM adoption within the organization.
Resources
1. The organization has the available software for BIM adoption.
2. The organization has the available hardware for BIM adoption.
3. The employees have the required skills needed for BIM adoption.
4. The organization has the financial resources for further BIM investment.
Process
1. The organization provides adequate training to improve the employees’ BIM skills (during

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the BIM implementation process).

2. The organization develops a comprehensive BIM Execution Plan for each BIM project.
3. The organization uses a formal process to track the effectiveness of implementing BIM.
4. The organization reviews the BIM implementation process regularly.
5. The organization communicates changes in the BIM implementation process to all employees
involved in the process.
Results
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1. In the organization, projects implemented using BIM generally satisfy the clients’
expectations.
2. In the organization, projects implemented using BIM generally satisfy the stakeholders’
expectations.
3. The BIM leadership team is effective in the BIM adoption.
4. The organization developed an effective BM plan for BIM adoption.
5. The organization developed an effective BIM implementation process for BIM adoption.
6. The employees became capable of implementing BIM.
7. The organization has a positive return on investment for BIM adoption.

Regarding Results, the return on investment (ROI) is one of the main concern to the BIM
adopters. “The investment in hardware and software, changing work streams and the need to
restructure construction company skills composition and service offerings, that is a significant
capital investment cost and change management risk” (#1). They “do not see the ROI, they just
see the outgoing costs” (#5). Different from the other seven criteria, Measurement, Analysis &
Knowledge Management is not separated in a criterion for BIM assessment; it was combined
with the other Enablers factors. For example, at the 3rd element of Leadership, the organization
is required to monitor and review the strategic plan regularly for BIM adoption or at the 4th
element of Process, the organization is asked to review the BIM implementation process
regularly.

CONCLUSION
This research, a part of a larger research project, provided a short description of how BIM
practices could be assessed. Eight main criteria along with 39 elements were identified, based on
analyzing interviews with experts in the New Zealand construction industry and examining three
most well-known BEMs, to develop a BIM assessment framework. Leadership criterion is
considered as one of the most important criteria towards the success of BIM adoption while ROI
is seen as one of the most concern to BIM adopters.
This research contributes to the construction industry by providing a BIM framework for
self-assessment. It could help the construction practitioners to be well-aware of which needs to
be prepared and achieved for a successful BIM project. Further studies will examine the
interrelationship among criteria and their importance to the results of a BIM project.

ACKNOWLEDGMENTS
The authors are grateful to all of the interviewees who participated in this study. This
research has been supported with Vice Chancellor Doctoral Scholarship by Auckland University
of Technology, New Zealand.

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