Critical success factors for adopting building information modelling (BIM) and lean construction practices on construction mega-projects: a Delphi survey

Evans, Martin; Farrell, Peter; Mashali, Ayman; Zewein, Wael

doi:10.1108/jedt-04-2020-0146

Cited by 42 publications

(60 citation statements)

References 46 publications

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“…Therefore, the usage of CDE that provides data accessibility is recommended to solve collaboration issues [82]. Evans et al [83] stated that cloud technologies and access to project information have facilitator roles in the performance of waste elimination activities. Furthermore, the usage of CDE helps to share design changes with site within minutes.…”

Section: Discussionmentioning

confidence: 99%

Lean Based Maturity Framework Integrating Value, BIM and Big Data Analytics: Evidence from AEC Industry

et al. 2021

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The construction industry is considered as one of the least productive, highest energy consuming, and least digitized industries. The Lean Management (LM) philosophy became a significant way for eliminating non-value-added activities and wastes during a building’s lifecycle. However, studies have shown that philosophies are not efficient by themselves to solve the issues of the construction industry. They need to be supported with the appropriate technologies and tools. Therefore, the integrated use of Building Information Modelling (BIM) with LM or Value Engineering (VE) were proposed in the literature. Nonetheless, it was also seen that BIM can provide more insights and improvements when BIM is integrated with data analysis tools to analyze BIM data. In the literature, the synergies between these concepts are generally addressed pairwise, and there is no comprehensive framework which identifies their relationships. Therefore, this study aims to develop a maturity framework that facilitates the adoption of LM, VE, BIM, and Big Data Analytic (BDA) concepts to address long-standing productivity and digitalization issues in the Architecture, Engineering, and Construction (AEC) industry. Design Science Research (DSR) methodology and its three-cycle view (relevance, rigor, and design cycle) were applied to build the proposed maturity framework. Two interviews were performed to identify and observe research problem in relevance cycle. In the rigor cycle, a comprehensive literature review was performed to create a base for the development of the maturity framework. In addition to the developed base of the framework, lean processes were added to this cycle. In the design cycle, the developed framework was evaluated and validated by five experts through face-to-face interviews. The importance of employer’s requirements to adopt the proposed methodologies, the negative impact of change orders, the importance of pre-construction phases to facilitate value creation and waste elimination, and the usage of common data environment with BIM were identified as the prominent application and adaptation issues.

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Section: Discussionmentioning

confidence: 99%

Lean Based Maturity Framework Integrating Value, BIM and Big Data Analytics: Evidence from AEC Industry

et al. 2021

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“…Farrell (2016) and Hasson et al (2000) suggest that the Delphi technique is practical to reach agreement amongst a group of experts. While the Delphi technique is recommended in similar situations, Evans et al (2020c) adopted a Delphi technique to investigate the CSFs that enhance integration between BIM and LC practices on construction mega-projects. A dataset was composed over two rounds of Delphi surveys to assess, examine and prioritise barriers to integrating BIM and LC gathered from the extant literature (Hsieh and Shannon, 2005; Grisham, 2009).…”

Section: Methodsmentioning

confidence: 99%

“…Azhar et al (2012) investigated BIM trends, critical success factors (CSFs) and barriers that hinder the application of BIM. Evans et al (2020c) investigated the CSFs that enhance integration between BIM and LC practices on construction mega-projects and concluded that the five extreme significant BIM CSFs that boost LeanBIM synergy were “collaboration in design, construction works, and engineering management,” “top organisational management support,” “coordination and planning of construction work,” “earlier and precise 3D visualisation of design,” and “boosting implementation of LC and integrating project delivery.” Chan (2014) considered the barriers of implementing BIM in the construction industry in Hong Kong, and Chan et al (2019) investigated benefits and barriers to implementing BIM in construction. Dave et al (2013) investigated LC implementation in construction.…”

Section: Literature Reviewmentioning

confidence: 99%

Barriers to integrating building information modelling (BIM) and lean construction practices on construction mega-projects: a Delphi study

Evans

Farrell

2020

BIJ

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PurposeThe construction industry encounters substantial challenges in its evolution towards sustainable development and in the adoption of building information modelling (BIM) technology and lean construction (LC) practices on construction mega-projects. This research aims to investigate the critical barriers encountered by key construction stakeholders in their efforts to integrate BIM and LC in the construction mega-projects.Design/methodology/approachA two-round Delphi survey shaped the foundation of aggregating consensus between an expert panel that examined a set of 28 barriers resulting from a detailed analysis of the extant literature. Descriptive and inferential statistical tests were exploited for data analysis, and interrater agreement analysis was used to elaborated and validate results.FindingsThe research concluded that the key barriers by descending order of significance are lack of mandatory BIM and LC industry standards and regulations by the government, resistance of the industry to change from traditional practices to LeanBIM, high cost of software licenses and training and running of BIM.Originality/valueThe research findings and the proposed mitigation strategy will enhance the application of BIM and LC practices in construction mega-projects and allow project key stakeholders to place emphasis on tackling the crucial challenges and barriers identified in this research.

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“…The Delphi technique has proven to be a popular and reliable technique for decision making (Adler and Ziglio, 1996;Hallowell and Gambatese, 2010). Over the years, its applications in construction engineering management (CEM) research as a methodology for eliciting knowledge, prioritising elements and decision making, where there is limited knowledge about the research area, has increased greatly (Ameyaw et al, 2016;Ogbeifun et al, 2017;Poghosyan et al, 2020;Evans et al, 2021). In this study, while the comprehensive literature review supported by expert verification enabled elicitation of integrated SHE management capability attributes, the Delphi technique combined with VAHP (a -multi-criteria decision making method) enabled the prioritisation of the attributes.…”

Section: Methodsmentioning

confidence: 99%

Integrated safety, health and environmental management in the construction industry: key organisational capability attributes

Asah-Kissiedu

Manu

Booth

et al. 2021

JEDT

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Purpose For construction organisations to be effective at implementing an integrated safety, health and environmental (SHE) management system, they require the right level of organisational capability. This capability includes the policies, systems and resources of the organisation. However, within the academic literature, it is unclear which organisational attributes of construction companies are important for implementing integrated SHE management. This study aims to explore the organisational attributes that determine integrated SHE management capability and their relative priorities. Design/methodology/approach The study used a literature review supported by expert verification and a subsequent three-round expert Delphi technique accompanied by applying the voting analytical hierarchy process. Findings The study identified 20 attributes grouped under five main thematic categories. These are strategy (the organisation’s vision and top management commitment); process (the organisation’s procedures and processes for SHE management); people (organisation’s human resources, their competence, roles, responsibilities and involvement in SHE management); resources (organisation’s physical and financial resources for SHE management) and information (SHE related documents, data, records and their communication across an organisation). While these thematic categories and the attributes within carry different weights of importance, the strategy-related attributes are the most important, followed by the people-related attributes. Originality/value The results of this study should enable construction companies and key industry stakeholders to understand construction companies’ capability to successfully implement an integrated SHE management system. Furthermore, construction companies should be able to prioritise efforts or investments to enhance their SHE management capability.

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Critical success factors for adopting building information modelling (BIM) and lean construction practices on construction mega-projects: a Delphi survey

Cited by 42 publications

References 46 publications

Lean Based Maturity Framework Integrating Value, BIM and Big Data Analytics: Evidence from AEC Industry

Lean Based Maturity Framework Integrating Value, BIM and Big Data Analytics: Evidence from AEC Industry

Barriers to integrating building information modelling (BIM) and lean construction practices on construction mega-projects: a Delphi study

Integrated safety, health and environmental management in the construction industry: key organisational capability attributes

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