1,720,975 research outputs found
THE INTEGRATION BETWEEN BUILDING INFORMATION MODELING (BIM) AND PROJECT MANAGEMENT IN 2020: METHODOLOGICAL APPROACHES
No full textThe increased awareness and adoption of Building Information Modeling (BIM) in the Architectural Engineering and Construction (AEC) sector is reported by many academics’ and practitioners’ studies. Despite its huge impacts in terms of both benefits and barriers to construction projects, the investigations on this phenomenon from a managerial perspective is still poor. BIM adoption implies several changes in the way project management processes and competences are structured and developed. In order to understand where practitioners and academics should invest more to exploit at the best the potentialities of the BIM system, this paper provides two methodological approaches in this direction. Moreover, preliminary results of their application in a European context are provided. In order to strengthen both the methodological approaches and the guidelines provided, further worldwide investigations are necessary. Monitoring the evolution of the relationship between BIM and project management in the upcoming years is key to the successful BIM adoption in the sector
Overcoming barriers and challenges in BIM adoption: answers to the market.
No full textThe nowadays worldwide belief is that Building Information Modelling (BIM) adoption will mean faster building and infrastructure projects set up and ending, in a more economical and sustainable way. Moreover, BIM embracement is going to grow continuously and is becoming an important competitive factor on the international level.
The paper develops the relationships and correlations among identified BIM implementation barriers in a market perspective. The Interpretive Structural Modelling (ISM) is used as mean to understand influences among barriers; moreover, to identify and suggest guidelines to overcome challenges in BIM adoption
How Building Information Modelling (BIM) influences project management competences?
No full textThe belief is that Building Information Modelling (BIM) adoption will mean building and infrastructure projects set up and completed faster, in a more economical and sustainable way. Moreover BIM embracement
is going to grow continuously and in all likelihood it will become an important competitive factor on the international level. The management of project is confirmed as the dominant model in many organizations for
strategy implementation, business transformation, continuous improvement and new product development. Our research work is originated from the understanding of the relationship gap between BIM and project
management (PM) in a managerial perspective. The investigation regards the relations in both directions. Experts affirm that PM is necessary for BIM and that BIM is a very useful support for project managers. The
purpose of this paper is to explore the extent to which the introduction of BIM has resulted in changes in PM competences. The influence is due to both the new technology and the new role of the BIM manager. The goal
is relevant for both practitioners and educators. The reference standard for the competences is IPMA Competence Baseline 3.0 (ICB3) which encompasses 46 competences subdivided in 3 groups: technical,
behavioural and contextual competences. The exploration is done by the analysis of both literature review and primary data. The second source regards interviews to a portfolio of stakeholders of the AEC industry, e.g.
project manager, architect, BIM expert, software reseller, building developer owner, innovation manager. The choice of the different kinds of actors is due to the assessment of the two worlds of BIM and PM mainly from
a stakeholder perspective. The findings regard which competence, among the 46, acquires more or less importance, which one needs to be modified in his characteristics, which one is better supported or more
constrained by BIM, which is not affected by it or if there is the necessity to add new elements to ICB3
Supporting impact-, barriers-, and enablers-aware decisions on modularisation actions
No full textA comparison between the literature and the industry leads to a communicational gap between the two: the potential benefits (together with barriers and enablers) from a modularisation action highlighted by Academics are not effectively communicated to Practitioners. This paper aims at contributing to Practitioners’ awareness, by proposing a methodological tool to support decisions on modularisation actions, barriers- and enablers-aware, that Managers can use to get further understanding on its implementation process and its possible outcomes. The associated decision-making-driven Ontology – on which the tool grounds – can help them to recognise which decision (or set of decisions), with regard to the modularisation action(s), is the most proper to make in order to achieve a specific/desired impact (Target-driven perspective), or in order to identify the achievable impact considering the current condition of the firm (Context-driven approach). Practical implications of the use of such a tool, based on such an Ontology, are discussed in the last section of the paper, together with the description of a likely implementation process. Finally, some hints of the next research steps are provided
Building Information Modelling (BIM) and Project Management: a Stakeholders Perspective
Full text linkConstruction projects are becoming much more complex and difficult to manage. As a response Information and Communication Technology (ICT) has been developing at a very fast pace. The major shift in ICT for the Architecture Engineering and Construction (AEC) sector is the spreading of Building Information Modeling (BIM) (Bryde, Broquetas, & Volm, 2013). BIM is a system and its main objective is the managing of the information and because of that it is also a project management matter. Our research work is originated from the understanding of the managerial relationship gap between the two realities of BIM and project management. In particular this paper aims at addressing this gap from a specific perspective: stakeholders. Stakeholder management is one of the most important project critical success factors, as project success highly depends on stakeholders' satisfaction. The goal is relevant for both practitioners and educators. The exploration is done mainly through the literature review, but it is also strongly supported by the collection of primary data. The second source regards direct interviews to a portfolio of stakeholders of the AEC industry, e.g. project managers, architects, BIM experts, software resellers, building developer owners, innovation managers. The findings regard the classification of the key stakeholders in BIM adoption and the contextual situation in the different European countries, with particular focus on the role of the Governments
Guidelines for Building Information Modeling (BIM) performance improvement in the EPC industry
No full textOil & gas industry perception of modularization barriers and impacts
No full textModularization is a complex strategy characterized by both technical and managerial decisions. This paper aims at understanding practitioners' perceptions about two of the most important elements to be taken into account in a proper decision-making process, i.e. barriers to and impacts of modularization. The adopted methodology is the analysis of a number of questionnaires distributed during two of the most important international conferences regarding the Oil & Gas industry. The analysis of the answers provides interesting insights on the topic and useful guidelines that could be considered during the evaluation phase of a modular project. For example, the analysis enlightens that Modularization, while increasing the effort needed during the design and engineering phase, decreases the execution phase costs also thanks to a reduction of the amount of the site-related works
Supporting Decisions on Industrial Plant Modularization: A Case Study Approach in the Oil and Gas Sector
No full textThis paper aims at filling the gap between academic and practitioner view and knowledge on modularisation in the
oil and gas sector. It shows how a theoretical framework on modularisation has been successfully applied in two case studies. A replicable methodology is given to illustrate how to customize the proposed framework in an operative context. The purpose is to increase both awareness and knowledge of a firm about the potential of the modular approach and to offer a proper support for decision makers along the overall project delivery chain and under the different stakeholders’ point of view. The comparison among theoretical studies about the modular approach and the real practice in EPC field allows finding further tactical and strategic developments of industrial plant projects execution
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