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No change management process awareness is evident nor has been implemented in the organization.
There is an early awareness of the need for business process definition and change management in the organization although implementation is not yet initiated.
Early implementation of business process definition is underway and there is an early awareness of the need for business process definition and there is an awareness of change management and the need for root cause analysis in the organization.
Business processes are in place and there is an understanding of the full change management requirement to include root cause analysis and implementation of a feedback loop.
Business processes are in place and the organization has begun implementing change management procedures.
Business processes are in place and early change management processes are identifying changes, but no process is in place to make changes.
Early implementation of change management is in place and some processes are being maintained through a root cause analysis process.
Implementation of a change management process is in place and is beginning to be exercised, but is not fully endorsed by all participants.
The change management processes are in place, but is not an efficient process and changes typically take more than 48 hours.
A mature and fully operational change management process is in place and processes changes are implemented within 48 hours.
No Change Readiness Awareness.
Established need for BIM.
Upper management buy-in.
Operating unit buy-in.
All individuals buy-in.
Willingness to change is part of the culture of the organization.
No BIM vision or objectives defined.
Basic BIM vision is established. BIM implementation strategy lacks actionable details. Business opportunities arising from BIM are identified but not exploited.
The vision to implement BIM is communicated and understood by most staff. BIM implementation strategy is coupled with detailed action plans and a monitoring regime. BIM is acknowledged as a series of technology, process and policy changes which need to be managed without hampering innovation. Business opportunities arising from BIM are acknowledged and used in marketing efforts.
Business opportunities arising from BIM are part of team, organization or project-team’s competitive advantage and are used to attract and keep clients.
Stakeholders have internalized the BIM vision and are actively achieving it. BIM implementation strategy and its effects on organizational models are continuously revisited and realigned with other strategies.
Very little or no training available to BIM staff. Educational/ training mediums are not suitable to achieve the results sought.
Training requirements are defined and are typically provided only when needed. Training mediums are varied allowing flexibility in content delivery.
Training requirements are managed to adhere to pre-set broad competency and performance objectives. Training mediums are tailored to suit trainees and reach learning objectives in a cost-effective manner.
Training is integrated into organizational strategies and performance targets. Training is typically based on staff roles and respective competency objectives. Training mediums are incorporated into knowledge and communication channels.
Training is continuously evaluated and improved upon. Training availability and delivery methods are tailored to allow multi-modal continuous learning.
Each project is run independently. There is no agreement between stakeholders to collaborate beyond their current common project.
Stakeholders think beyond a single project. Collaboration protocols between project stakeholders are defined and documented.
Collaboration between multiple organizations over several projects is managed through temporary alliances between stakeholders.
Collaborative projects are undertaken by interdisciplinary organizations or multidisciplinary project teams; an alliance of many key stakeholders.
Collaborative projects are undertaken by self-optimizing interdisciplinary project teams which include most stakeholder.
No known client BIM-specific information requirements.
Client BIM-specific information requirements discussed with Client but not resolved.
Complete client BIM-specific information requirements received and comments returned.
Complete client BIM-specific information requirements received & implemented before Contractor procurement.
Complete client BIM-specific information requirements received and reviewed regularly.
No Design Data Review, pre or post award.
Post-award BIM Design Data review (acceptance of the final estimate) held.
BIM Design Data reviewed against the BEP as part of the Design Review process.
BIM Design Data reviewed against the BEP as part of the Delivery process.
Client requirements not implemented.
Client requirements implemented but Model not used for FM.
Model progressively matured with embedded attributed information suitable for Client handover for use in O&M.
BIM is for the moment only an intention.
BIM leadership is formalized and outsourced. BIM / work skills, dissociated.
Awareness and wishes expressed by some team members to increase their skills. Pre-defined BIM roles complement each other in managing the implementation process.
Punctual involvement of the business teams, BIM roles are integrated into organization's leadership structures.
Regular immersion (training, new hiring or Co-op student), BIM leadership continually mutates to allow for new technologies, processes and deliverables.
Complete flexibility, external support is only optional or punctual (competence acquired internally).
There are no BIM guidelines, documentation protocols or modeling standards. There is an absence of documentation and modeling standards. There is informal or no quality control plans; neither for 3D models nor for documentation. There are no performance benchmarks for processes, products or services.
Basic BIM guidelines are available (e.g. training manual and BIM delivery standards). Modeling and documentation standards are well defined according to market-accepted standards. Quality targets and performance benchmarks are set.
Detailed BIM guidelines are available (training, standards, workflow, exceptions, naming...). Modeling, representation, quantification, specifications and analytical properties of 3D models are managed through detailed modeling standards and quality plans. Performance against benchmarks is tightly monitored and controlled.
BIM guidelines are integrated into overall policies and business strategies. BIM standards and performance benchmarks are incorporated into quality management and performance improvement systems.
BIM guidelines are continuously and proactively refined to reflect lessons learned and industry best practices. Quality improvement and adherence to regulations and codes are continuously aligned and refined. Benchmarks are repetitively revisited to insure highest possible quality in processes, products and services.
The company is not able to exploit 3D for this phase. Traditional realization of specifications for each work (displacement + measurement).
Company is able to read provided 3D (pdf viewer ...). Some possible answers from a model or project description.
Estimates from 3D data. Possibilities of enrichment of the model on the same software.
The company is equipped and competent to be at the origin of the 3D models from the quotation phase (via scanned or other applications).
Diffusion of the models and collaborative work, from the estimate phase, is conceivable and occasional.
3D collaborative work for estimates, lasting relationships are in place.
There is an absence of defined processes; roles are ambiguous and team structures/dynamics are inconsistent. Performance is unpredictable and productivity depends on individual heroics. A mentality of "working" around the system‟ flourishes.
BIM roles are informally defined and teams are formed accordingly. Each BIM project is planned independently. BIM competency is identified and targeted; BIM heroism fades as competency increases but productivity is still unpredictable.
Cooperation within organizations increases as tools for cross-project communication are made available. Flow of information steadies; BIM roles are visible and targets are achieved more consistently.
BIM roles and competency targets are imbedded within the organization. Traditional teams are replaced by BIM oriented ones as new processes become part of organization’s / project team's culture. Productivity is now consistent and predictable. The focus is on the concept of business alliance.
BIM competency targets are continuously upgraded to match technological advances and align with organizational objectives. Human resource practices are proactively reviewed to insure intellectual capital matches process needs. The concept of alliance between companies is systematic. Lasting relationships are in place.
Dependence on pre-BIM contractual arrangements. BIM risks related to model-based collaboration (differ in each market) are not recognized or are ignored.
BIM requirements are recognized. “Statements defining the responsibility of each stakeholder regarding information management” are now available.
There is a mechanism to manage shared BIM intellectual property, confidentiality, liability and a system for BIM conflict resolution.
Organizations are aligned through trust and mutual dependency beyond contractual barriers.
Responsibilities, risks and rewards are continuously revisited and realigned to effort. Contractual model are modified to achieve best practices and highest value for all stakeholders.
Usage of software applications is unmonitored and unregulated. 3D Models are relied on to mainly generate accurate 2D representations/deliverables. Data usage, storage and exchanges are not defined within organizations or project teams. Exchanges suffer from a severe lack of interoperability.
Software usage/introduction is unified within an organization or project teams (multiple organizations). 3D Models are relied upon to generate 2D as well as 3D deliverables. Data usage, storage and exchange are well defined within organizations and project teams. Interoperable data exchanges are defined and prioritized.
Software selection and usage is controlled and managed according to defined deliverables. Models are the basis for 3D views, 2D representations, quantification, specification and analytical studies. Data usage, storage and exchanges are monitored and controlled. Data flow is documented and well-managed. Interoperable data exchanges are mandated and closely monitored.
Software selection and deployment follows strategic objectives, not just operational requirements. Modeling deliverables are well synchronized across projects and tightly integrated with business processes. Interoperable data usage, storage and exchange are regulated and performed as part of an overall organizational or project-team strategy.
Selection/use of software tools is continuously revisited to enhance productivity and align with strategic objectives. Modeling deliverables are cyclically being revised/ optimized to benefit from new software functionalities and available extensions. All matters related to interoperable data usage storage and exchange are documented, controlled, reflected upon and proactively enhanced.
BIM equipment is inadequate; specifications are too low or inconsistent across the organization. Equipment replacement or upgrades are treated as cost items and performed only when unavoidable.
Equipment specifications – suitable for the delivery of BIM products and services - are defined, budgeted-for and standardized across the organization. Hardware replacements and upgrades are well-defined cost items.
A strategy is in place to transparently document, manage and maintain BIM equipment. Investment in hardware is well-targeted to enhance staff mobility (where needed) and extend BIM productivity.
Equipment deployments are treated as BIM enablers. Investment in equipment is tightly integrated with financial plans, business strategies and performance objectives.
Existing equipment and innovative solutions are continuously tested, upgraded and deployed. BIM hardware become part of organization’s or project team’s competitive advantage.
The files can only be referred by paper format or exclusive computer.
All working files can be accessed by a web-based file storage system (e.g., Google Drive, Dropbox), but it does not integrate into BIM.
All working files can be accessed by a tailor-made management information system, integrated into BIM; no industrial standards need to be followed.
All working documents can be accessed by the integrated BIM system, which follows construction industrial standards.
Model used for simplified phasing using hide/show only.
Design Model used for sequencing by internal project team only.
Design model prepared by the design team to enable Contractor 4D operations.
Fully embedded link between information model and program manager used to track project progress.
Model not suitable for costing.
Model used for some internal quantity information/checking.
Schedules produced from Model, and Model informally shared with QS with caveat.
Design model prepared by the design team to enable Contractor 5D operations.
Model formally issued to QS and cross-checked by internal project team.
Cost optimization by linking cost data directly to the model.
Model exported to proprietary software (e.g. Navisworks, Solibri, GIS viewer).
Successful export/re-import of IFC / COBie verified as a deliverable as part of the information exchange.
Successful client handover of IFC / COBie as a deliverable.
LOD is not considered.
Loosely defined level of information and detail adopted by a specific discipline only. Client nominally defines requirements.
Company defined and adopted Level of information and Detail and aligned to an equivalent of the Digital Plan of Works (dPOW) of UK National Building Specification. LOD can in accordance with http://bimforum.orgfrom : LOD 100 –conceptual to LOD 500 –as built.
Delivered level of information and detail in accordance with client requirements from some but not all parties.
All parties, including design team, contractor and supply chain deliver to planned level of information and detail aligned to industry standards and in accordance with client requirements.
No data security and saving requirement.
Data security and saving requirements are established within the BIM department or BIM group.
Data security and saving requirements are established within the organization.
Data security and saving requirements are established within the industry.
Business processes are not defined and therefore not used to store information in the BIM.
Few business processes are designed to collect information to maintain the BIM in the organization.
Some business processes are designed to collect information to maintain the BIM in the organization.
Most business processes are designed to collect information to maintain the BIM in the organization.
All business processes are designed to collect information as they are performed (so presumably accurate?).
All business processes are designed to collect information as they are performed but few are capable of maintaining information in the BIM.
All business processes are designed to collect information as they are performed and some are capable of maintaining information in the BIM.
All business processes are designed to collect information as they are performed and all are capable of maintaining information in the BIM.
All business processes are designed to collect and some maintain data in real time.
All business processes are designed to collect and maintain data in real time.
Information is re-collected when needed to respond to a question - the process is slow and un-automated and has to be re-invented each time a question is asked.
Most of the information needed to respond to a question must be collected to respond to the question however there is awareness of how to obtain the information.
Most information is in the BIM however many responses to data calls involve collection of data which is then store in the BIM.
Information is stored in the BIM and many data calls can be answered with information that is already in the BIM.
A significant portion of the response information related to a facility is stored in the BIM.
Responses to data calls related to the facility are primarily stored in the BIM.
All emergency response information is in the BIM and that is considered the primary source of accurate information.
Information stored in a BIM is available real time and although not from a live feed processes are in place to maintain its accuracy.
The information is stored in a BIM and is current enough to be a reliable source for information in an emergency.
Information is continually updated and available from live feeds to sensors. Responses to questions are almost immediate and are accurate and relational.
No intention or knowledge about BIM certification.
Aware of the importance of having certified partners.
Aware of the importance of having in-house certified partners.
All members of the company is certified.
Tracking certificate updates, and certification required to work with a third party.
No intention or knowledge about this code if it exists in the country.
A reference member of the company intends to sign it.
A reference member of the company signed it.
All members of the company signed it.
Follow up on this code update, and necessary condition to work with a third party.