BIM vs. Traditionally Managed Construction Projects – Agile BIM 7/10

Limitations in Utilizing BIM Potential in Traditionally Managed Construction Projects

In previous posts, we discussed the reasons for low productivity in the construction industry and ideas to overcome it. We wrote about the British approach to BIM, Common Data Environment (CDE) platforms, and our understanding of BIM. In this post, we will explore the relationship between BIM and traditionally managed construction projects. Check out Agile BIM in traditionally managed construction.

This post is part of the “Agile BIM” series. Click below to check out other entries.

1. Why BIM? Origins of New Solutions – Agile BIM Part 1/10
2. British Approach to BIM – Standards and Protocols – Agile BIM Part 2/10
3. CDE in British Standards – Agile BIM Part 3/10
4. Why is CDE so important in BIM? – Agile BIM Part 4/10
5. Przykłady platform wymiany danych CDE – zwinny BIM cz. 5/10
6. What is BIM? – Agile BIM Part 6/10
7. BIM vs. Traditionally Managed Construction Projects – Agile BIM 7/10
8. Agile Project Management – Introduction to Agile – Agile BIM 8/10
9. Translating Agile Principles into BIM – Agile BIM Part 9/10
10. How to Make BIM Agile? – Agile BIM 10/10

In this post, I want to address the limitations in utilizing BIM potential that appear in traditionally managed construction projects (understood not as technical projects, but as investment tasks).

Why BIM in Traditional Construction Projects?

To specify the scope of considerations, I will pose four questions that I will try to answer in this and subsequent posts of the “Agile BIM” series:

1. Do traditional methods of planning and managing construction investments allow for the utilization of BIM’s potential?
2. Does a traditionally managed construction project (investment task) have a clearly defined goal, can it unleash team creativity, and adapt plans and work to changing circumstances?
3. At the initial stage of the project, does the Client/Investor really know what they want to achieve, and more importantly, can they describe their expectations and understand proposals to meet them?
4. Are the project success criteria (investment task) well-defined?

Let’s start with the goal and the selection of project success criteria. To illustrate the issue of choosing the right success criteria, I will use a simple example of an apartment renovation.

Example: Apartment Renovation – BIM vs. Traditionally Managed Construction Projects

Assume that the wife, acting as the Client, wants to change the colors and make a few modifications related to the apartment’s finishing. The husband, as the general contractor, agrees with the Client on the scope of work, wall colors, additions, and the completion date, thus the schedule, plan, and budget. Then, because in the traditional process, the Client’s participation during the project (investment task) is often limited, the wife goes on a 2-week vacation. The husband hands over the guidelines to the team performing the work. Within the set timeframe and budget, he purchased paints and components with agreed parameters and completed the agreed work with the required quality. Upon the Client’s (wife’s) return, an inspection reveals that everything is wrong… Not the right shade of color, not exactly the right height, not exactly the right element, not exactly in this place…

The question arises, did the project succeed?

From the general contractor’s point of view, it seems so, as he accomplished what was agreed upon with the Client.

But why is the Client dissatisfied?

Changes might be needed, but at this stage, it will be difficult and costly. In future posts in the “Agile BIM” series, I will use this example to illustrate differences, such as iteratively reaching an understanding of the Client’s actual expectations. All thanks to the application of agile management methods.

This is just one of many issues worth considering when planning a project (investment task) with effective use of BIM.

Generally, in a Traditionally Managed Construction Project (Investment Task) a Lot of Time is Spent Planning

Initially, the project is worked on by managers and experts, only later involving employees.

The result is predetermined, and changes are problematic, often requiring renegotiation of contracts and additional funds. Designers create their part without seeing and understanding exactly how their work will impact the whole.

Near the project’s end, assembly begins, and it often turns out that requirements are understood differently, causing many inconsistencies and problems. Changes are needed, requiring the issue to be escalated up the decision stream.

After discussions and decisions, necessary changes are made.

The deadline approaches, and the project is delayed, leaving little time for coordination. This results in undetected problems. Problems become hidden and postponed.

In the end, we get well-developed documentation passed on to the next stage.

In such a managed construction project, these issues will certainly arise. Regardless of whether traditional 2D (CAD) design methods or BIM methodology were used.

Of course, with BIM, thanks to:

• 3D models,
• standardization,
• improved communication,
• data collection and exchange

one can streamline the project (investment task) from a technical side (e.g., processes, communication, change implementation, inter-branch coordination). However, it does not solve issues such as the accumulation of problems in the final project phases. It also does not solve the attempts to realize planned goals despite changing circumstances, such as forcing teams to perform tasks that look good in progress reports even if it is already known that the work will be useless.

Improvements Thanks to BIM

Improvements can be made, provided BIM is not reduced to a 3D model, CDE to a cloud drive, and most decisions that can be made “on the front line” do not require time-consuming approval at many decision levels.

Conclusion

According to traditional project management methods (investment tasks), a project is successful when according to the contract:

• all requirements are met,
• it finishes on time,
• the budget is not exceeded,
• the received product is of the intended quality.

Weekly work progress report, source: www.autodesk.com

Project Success: Definitions and Challenges – Agile BIM in traditionally managed construction

But does meeting these points necessarily guarantee success?

From the project manager’s perspective, yes, but the final result may not necessarily provide sufficient value for the Client, and any changes at this stage will be difficult and costly.

I’ll pose another question for the reader to consider:

In how many traditionally managed construction projects (investment tasks) are all four of the above points successfully met?

Here, as an introduction to further posts in the “Agile BIM” series, I will pose additional questions:

• How to adjust plans to changing circumstances?
• What can be done to unleash team creativity?
• How to improve our understanding of the needs and expectations of all project participants (investment tasks), especially the Client?
• Does BIM as a work environment, communication method, and information source offer possibilities for integration with agile management methods (Agile) to improve project (investment task) management?

But more on that in future posts in the “Agile BIM” series. For now thanks for reading about Agile BIM in traditionally managed construction.