Abstract
There is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of this paper is to present quantitative empirical evidence of the differences among the various types of interactions of a design team. Two case studies were analyzed, and their design management was assessed from a lean BIM perspective while their team interactions were assessed using social network analysis (SNA). To achieve the aim of this paper, four steps were performed: (1) case study selection; (2) description of the design management of the projects from the lean design management and BIM perspectives; (3) assessment of design team interaction; and (4) comparison using SNA. The results show that the project that applied BIM-lean management exhibited higher levels of interactions among its design team members than the traditional team; transparent, orderly, and standardized information flows; a collaborative, trusting, and learning environment; and commitment management. None of these interaction elements were visible in the project that did not apply BIM-lean management. It is suggested that an analysis be performed on a representative sample of projects in the future so that conclusive statistical inferences could be made.
Highlights
The architecture, engineering, and construction (AEC) industry has been criticized for its fragmented approach to project delivery and its failure to form effective teams [1]
It is important to facilitate the application of collaborative technologies and methodologies to design management, considering that the extensive interdependence of design information and the tasks of many trades that are involved in design increases the complexity of this process
The evaluation of project A shows that building information modeling (BIM) uses were not applied in this project, as mentioned by the project manager during the project description
Summary
The architecture, engineering, and construction (AEC) industry has been criticized for its fragmented approach to project delivery and its failure to form effective teams [1]. Certain barriers to improved integration seem to stem from the historical fragmentation of project delivery systems and the contractual and adversarial nature of construction project relationships [4] Addressing this high degree of fragmentation requires better interaction between the specialties of the industry [5]; the interaction of a work team is generated through communication, coordination, and collaboration among the participants [6]. Design management is fundamentally concerned with value generation for the customer or client, which involves the integration of various specialist knowledge and the accurate timing of critical decisions These objectives are achieved through an integrated team approach to the design, construction, implementation, and management of a project [29]. The design environment is built upon interaction and communication among various multidisciplinary teams whose processes and information are constantly dependent on one another [30]
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