Prompt Engineering Academy

Connecting program/tools with processes and people

             As described earlier, the technology of BIM is basically a way of improving the sharing of information connected to a project and a building. This technology will not in itself improve how projects are preforming, but will rather enable more efficient work processes. Therefore the technology is only a part in the improvement of productivity with BIM. These new improved processes must be developed to achieve the goals aimed for, and the individuals involved must be informed of how and why they are changing. 
                In the theory chapter many researchers understanding of the AEC- industry is presented.The general view is that the industry's main problems are the high level of fragmentation combined with the high demand of  collaboration. Buildings are complex systems needing many profession to be completed and these professionals have to exchange information in order to improve the results.  In an industry with high level of fragmentation these exchanges of information and collaboration to improve the results are  hard to reach. Ability to improve the exchange of information between the actors connected to a construction project should therefore theoretically improve the results.
            The different types of barriers to BIM adoption is either connected with the technology itself or how it is going to be used, the change in work processes. As the obstacle to improve productivity is fragmentation and lack of collaboration in the industry, BIM has to be a way of improving upon these problems. As described in the “Barriers linked to the BIM process” section in the theory chapter, the change in work processes are quite complex. Currently there are commonly practiced standards of procurement and project execution. These are generally not well compatible with the collaborative work processes associated with BIM. For example the low-bid procurement method emphasises on the price for a specific actors services rather than their willingness to collaborate. Simultaneously the relatively short term working relationships in project teams are problematic for change in practices. Even if one team is working well together in one project, it is unlikely that they will work in the same group in future projects. Currently there are no generally accepted standards for how BIM and the collaborative aspects of it should affect the project team in regards to obligations, risks and rewards. Lack of these standards opens for much uncertainty when forming a new project team, hindering the adoption of BIM.
               As BIM is aimed to improve collaboration every actor in the project must follow these new processes. If some actors are not collaborating with these new processes much value is lost and the BIM model is not complete. The usefulness with BIM is more connected with its weakest link rather than its best contributor. This need to have every actor able to use BIM and working according the processes BIM enables, while it puts large demands on the project team. When procurement s are made in the project, it is important to have this in mind and make a requirement of the ability to use BIM.