BIM teams come together with a common goal in mind. Usually, that goal is part of a larger aim such as “deliver a good building to the Client.” The goal of a given BIM team may be to “provide approval documents” or “coordinate LOD300 contractor models” or “prepare federated models for transition to FM”. Depending on the nature of the goal, the BIM team will be structured and administered in vastly different ways. In some cases, one stakeholder (such as the Architect or General Contractor) will hold the majority of decision-making power, and most team members will have some measure of accountability to them through legal, contractural devices. However, things can get still get messy…
Many BIM teams can adequately define the goal, but they may struggle to define a positive and functional team structure. Who reports to who? Where is the chain of command or responsibility? How is performance measured, tracked, summarised and judged? Are there really any carrots or sticks, or is it just a case of “try and do it better next time?” Will failure be met with any real penalty, or just continuous stream of somewhat stern conversations?
The unique nature and size of multidisciplinary BIM and AEC teams can lead to further complications. While there may be a core team of persons who understand their roles and responsibilities (such as Model Managers for each contractor), the actual wider support network for those persons (sometimes termed “back of house”) may not really understand the implications of their decisions or performance.
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